NOTICE OF SPECIAL MEETING
CITY COUNCIL
CITY OF REDLANDS, CALIFORNIA
MONDAY, MAY 20, 2024
In accordance with California Government Code Section 54956, Mayor Tejeda has called a special meeting of the City Council to be held on MAY 20, 2024 at 4:30 p.m. in the Council Chambers, Civic Center, 35 Cajon Street, Redlands, California, for the following purpose:
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Redlands Special Meeting of May 20, 2024
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A. Call Special Meeting to Order
B. Public Comment - City Council
(At this time, the City Council will provide an opportunity for the public to address them on any matter scheduled on this agenda or any matter, within the jurisdiction of the City Council, which is not already scheduled on this agenda. However, any matter that requires action will be referred to staff for a report and possible action at a subsequent meeting. Comments will be limited to three {3} minutes.)
C. Fiscal Years 2025-2026 Budget Workshop
1. Proposed Budget Overview (City Manager Duggan and Management Services/ Finance Director Garcia)
Department Presentations
City Clerka.
City Attorneyb.
City Councilc.
City Managerd.
Human Resourcese.
Management Servicesf.
Development Servicesg.
Libraryh.
Policei.
Firej.
Facilities and Community Servicesk.
Municipal Utilities and Engineering Departmentl.
D. Adjournment
May 20, 2024
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If you challenge any proposed development entitlement listed on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at or prior to this public hearing.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Goutam Dobey, of the Municipal Utilities and Engineering Department at (909) 798-7584 ext 2. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
(28 CFR 35.102-35.104 ADA Title II)
Any writings or documents distributed to a majority of the City Council regarding an open session agenda item less than 72 hours before this meeting are available for public inspection at the City Clerk's Office or at the dais of the City Clerk once the open session meeting begins.
Staff reports or other written documentation relating to items referred to on the agenda are available at the A. K. Smiley Public Library, 125 West Vine Street, Redlands, California, and on the City’s website referenced below.
Regular meetings are televised live on Redlands TV Channel 3 (Spectrum) and Channel 35 (Frontier) and re-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.
May 20, 2024
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City Council Special Meeting-Budget Workshop C. 1.
DATE: 05/20/2024
TO: Honorable Mayor and City Council Members
SUBJECT: Proposed Budget Overview (City Manager Duggan and Management Services/ Finance Director Garcia)
Department Presentations
City Clerka.
City Attorneyb.
City Councilc.
City Managerd.
Human Resourcese.
Management Servicesf.
Development Servicesg.
Libraryh.
Policei.
Firej.
Facilities and Community Servicesk.
Municipal Utilities and Engineering Departmentl.
DISCUSSION:
This is a Special Budget Workshop of the City Council. The City Manager and Management Services/Finance Director will provide an overview of the Proposed Biennial Budget for FY 2025 and 2026, followed by individual department presentations. The City Council will continue its consideration of the proposed budget at its next regular meeting on June 4, 2024.
Attachments
FY 2025 and 2026 Proposed Biennial Budget
City of Redlands
Fiscal Year
2025 and 2026
Proposed Biennial Budget
May 16, 2024
City of
REDLANDS
Incorporated 1888
i
CHARLES M. DUGGAN, JR.
City Manager
35 Cajon Street,
Redlands, CA 92373
909-798-7510
[email protected]
C
ITY MANAGER’S BUDGET MESSAGE
FY 2025 & 2026
The C
ity has made significant strides to reinvest in community needs such as public safety, deferred maintenance of public infrastructure, and improvements to overall service levels. To plan responsibly through shifting economic patterns and resulting impacts, this budget prioritizes sustainable investments that set us up for continued stability – from supporting our City workforce through innovative collective bargaining agreements, to multiple-year planning efforts to address long-deferred maintenance needs, to developing strategies to invest in large-scale expenditures for new Police and Fire facilities.
T
his letter transmits the City Manager’s Proposed Biennial Budget for Fiscal Years 2025 and 2026. As in previous years, this budget proposal continues to prioritize and support the efficient delivery of core municipal services in the areas of public safety, quality of life and infrastructure maintenance. It does so by identifying the financial resources needed for the coming two fiscal years while also responsibly anticipating and ensuring the sustainability of resources to meet our community needs in the years ahead.
B
ACKGROUND
The biennial budget is developed through the collaborative efforts of the City Manager, the Management Team, City Departments, budget preparation staff, the City Council and the public. The process begins in January as long-range fiscal planning guides are updated to serve as the framework for the development of the biennial budget plan for the General Fund.
In
February, the City Council convened a Special Budget Priorities Workshop to discuss and set priorit ies intended to guide the development of the biennial budget for Fiscal Years 2025 & 2026. Following a robust discussion among the Council, City staff and the public, a list of the top ten priorities was established to inform the proposed biennial budget. Other key inputs into the budget development process include the National Community Survey (NCS) report, a report that has been provided annually since 2021. The NCS measures resident satisfaction levels and perceptions about the quality of local government services .
These findings also influence the areas of emphasis during budget planning.
In
March, departments prepared their budget request in two parts: a minimal operating budget and a list of supplemental funding requests. The first involves preparing a budget for the next two fiscal years that includes only the minimum amount of resources needed to maintain existing service levels, with no additional funding to address new programs, new equipment, or additional employees. The second is to create a list of critical operating, capital, and additional staffing needs that would address deferr ed maintenance, retire aged and inadequate equipment and facilities, and enhance service levels.
In
April, budget requests were compiled and summarized. In early May, department heads presented their budget requests to the City Manager. After assessing the minimal operating needs of each department, each list of supplemental requests was evaluated for its relevance to , first, addressing deferred maintenance and, second, to expanding services, capacity or capital replacement. The Management Team ii
and I made decisions based on the priorities mentioned above, and weighed these against revenue forecasts, and now submit this budget document on that basis.
The City Manager’s Proposed Biennial Budget for Fiscal Years 2025 and 2026 advances the City Council’s budget priorities by dedicating resources to address Police Department staffing levels, create a full time position for Sustainability & Climate Action, augment existing Code Enforcement staffing levels, carry out improvements to various park facilities, invest in the replacement of aging infrastructure, build a new public safety facility, and address the need to plan for affordable housing stock.
The following sections summarize and provide further detail on the City Manager’s General Fund budgets for FY 2024, 2025, & 2026. Included in these sections is an overview of Measure T spending for FY 2025 & 2026. These sections are followed by a short discussion of other major funds.
FISCAL YEAR 2024 SUMMARY
As the current fiscal year (2024) draws to a close, there are noteworthy differences between the adjusted budget for this period and the 12-Month Estimate. The 12-Month Estimate is prepared for the current fiscal year as it draws to a close and the City begins planning for the next two fiscal years. During the Mid-Biennium Update in November 2023 and the Mid-Year Update in March 2024, the General Fund was thought to require the use of roughly $8 - 9 million in prior year surplus in order to meet its spending requirements. Before the 12-Month Estimates were prepared by staff, total financial resources for the General Fund were estimated at $139 million and total financial requirements at $147 million.
As of May 2024, new revenue forecasts indicate an increase of roughly $3.6 million in revenues, transfers in, or the use of reserves. This, coupled with a decrease in estimated spending, results in a difference of $15.4 million between the bottom line in the General Fund from the Adjusted Budget to the 12-Month Estimate.
2023-24 2023-24
ADJUSTED 12 MONTH
BUDGET ESTIMATED
TOTAL AVAILABLE FINANCIAL SOURCES 139,005,393$ 142,671,505$ FINANCIAL REQUIREMENTS:
Total Appropriations 131,254,456 118,287,584
Total Interfund Transfers To Other Funds 15,821,774 16,983,070 TOTAL FINANCIAL REQUIREMENTS 147,076,230$ 135,270,654$ USE OF PRIOR YEAR SURPLUS 8,070,837$ -$
SOURCES OVER/(UNDER) REQUIREMENTS - 7,400,851 ENDING FUND BALANCE-UNRESERVED 28,344,867$ 43,816,555$ FY 2024 General Fund Budget Summary
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During this fiscal year, the economy continued to experience inflationary pressures not seen for several decades. Price pressures constrain the City’s purchasing power, increase its labor costs and increase the costs of borrowing. While year-over -year inflation has dropped from the prior year, inflation has been stubborn and slower than anticipated in its decline. Even so, sales tax revenue estimates have been adjusted upwards by $400,000 and property tax by $400,000, and franchise fees and investment income have the largest increases among each revenue category at $1.9 million and $1.5 million, respectively.
For the expenditures side, as departments near the end of the first biennial budget that covered FY 2023 & 2024, large capital expenditures that have not yet been initiated are required to be re-budgeted into the new two -year budget. T he majority of the difference between the Adjusted Budget amounts for spending and the 12-Month Estimate can be attributed to this process as well as a large amount of salary savings.
FISCAL YEAR 2025 OVERVIEW
The Proposed FY 2025 General Fund Budget represents a continuation of the significant investments made by the Council in the last budget while reflecting a need to manage those investments with cautious optimism, focusing on organizational resilience and providing innovative service delivery . The total General Fund budget is $ 127.5 million, an increase of $ 9.1 million, or 7 .7%, compared to the FY 2024 General Fund Budget when adjusting for carryovers and encumbrances. This is due primarily to increased costs of services, goods and insurance attributed to the effects of inflation, increases in personnel costs due to agreed -upon wage increases and normal payroll growth, continued investments to expand programs and improve public infrastructure, and the addition of several critical positions, including 5 Police Officers.
The proposed budget for FY 2025 advances the City Council’s budget priorities by investing in key actionable and time-bound efforts that deliver community services, looks toward the future by addressing climate action and sustainability targets, and furthers critical needs in the areas of infrastructure, quality of life and safety. It also recognizes the importance of our employees and makes adjustments to account for changes in the job market to compensate positions appropriately. This strategy aids in recruitment and retention efforts to ensure high quality services for the public.
Measure T, a local sales tax measure, represents a substantial contribution towards supporting core City services, including public safety & public infrastructure. Since its passage in November 2020, the City has made significant investments in addressing deferred maintenance in the areas of our urban forest, traffic signal infrastructure, community & senior center facilities, public safety facilities and public saf ety equipment replacement. Measure T has also allowed the City to restore and add positions in the Police Department and Fire Department, as well as in other areas that provide enhanced service levels to the community.
In FY 2025 we look forward to the following Measure T spending plan:
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Fiscal Year 2025
Projected Measure T Sales Tax Revenue $20,142,000
Proposed Spending for Fiscal Year 2025
Ongoing Costs from Service Level Enhancements funded previously by Measure T – Police Department: Equipment Leases, IT Services & Contract Services Capital leases & contractual services for maintenance (Parks, Streets, Trees) Expansion of Recreational & Community Center Programming Increased EMS Transfer to cover expanded Fire staffing
Fire Capital Equipment Leases
$ 3,303,995
Ongoing Costs of Additional Staffing funded previously by Measure T – Police Department (31 positions, including 7 police officers) Fire Department (9 positions, incl. Battalion Chief, 3 Fire Engineers) Facilities & Community Services (15 positions, recreation, maintenance, etc.) Library (6 full time & 3 part time, incl. library specialist, maintenance workers) $ 5,586,376
Costs of New Staffing Added in FY 2025 –
Police Department (6 positions, including 5 police officers) Facilities & Community Services (3 positions, recreation, maintenance, etc.) $ 1,568,435
One-Time Service Level Enhancements -
Replace & upgrade various park facilities (Texonia, Community Field, etc) 1,792,891 Upgrade & enhance Community & Senior Center Facilities 710,256 Address Building & Facilities deferred maintenance 100,000 Replace aged and outdated maintenance equipment 295,000 Downtown & Gateway Improvements 90,000
Police Department specialized IT software, hardware, tools 116,690 Specialized Law Enforcement equipment 87,500 Fire Department vehicle purchases 306,285
$ 3,498,622
Ongoing Service Level Enhancements -
Annual City contribution for Project Homekey Homelessness Solutions grant 1,000,000 Additional programs for Community & Senior Center Facilities 100,000 Citywide Sidewalk/ADA Replacement 500,000
$ 1,600,000
Capital Improvement / Additions to Reserves -
Tree trimming for 25% of City Trees 1,000,000
Remodel of Fire Station 262 2,160,000
Fire Department – Apparatus Bay Storage Structure 600,000 Fire Station Bay Door Replacements 500,000
Traffic Signal Cabinets & Components 325,000 $ 4,585,000
Projected Total Measure T Spending $ 20,142,428
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As you’ll note throughout the document, departments have numerous goals that they have outlined in their respective sections. Many of these objectives relate in some way to the City Council budget priorities, while others are more operational and internally focused.
The Proposed FY 2025 General Fund Budget includes adding several key positions, including one new Police Sergeant and four Police Officers that will form a dedicated team focused on homelessness. These officers, together with County employees and the City’s Homeless Solutions Manager, will implem ent strategies to effectively serve and support persons experiencing homelessness within the community and address public concerns about the same without encumbering already limited police resources in patrol operations. Other noteworthy positions include a Police Support Services Supervisor who will be responsible for helping the department comply with new federal and state mandates that have exponentially increased the workload of the Support Services Bureau in the Police Department. As well, a new Senior Community Service Officer (CSO) in the Police Department will as sist with the workload and supervision of the existing 10.5 CSO positions, effectively enabling them to focus more on parking enforcement as the City ramps up efforts to improve downtown parking availability.
Other new positions include a Sustainability Coordinator in the Development Services Department that will focus on working to coordinate the implementation of the City’s Climate Action Plan that is currently under development. In the Facilities and Community Services Department, three positions are proposed, including a Senior Manager to more efficiently oversee essential services provided to the community and to implement projects more effectively; a Recreation Coordinator to enhance and expand the program offerings of the Community and Senior Centers; and a Building Maintenance Worker to focus on preventative maintenance of the City’s expanding inventory of facilities, including the new Citrus Center.
The Building Maintenance Division currently has four employees whose charge is to maintain roughly 500,000 square feet of public offices and facilities.
In terms of aging infrastructure and park improvements , the following are several key investments included in the Proposed FY 2025 General Fund Budget : $425,000 towards traffic signal maintenance, $150,000 in traffic signal conduit boring, $170,000 in guard rail repairs, $125,000 in crosswalk restriping, $325,000 in traffic signal cabinet and senor equipment replacement, $650,000 in parking structure repairs, $400,000 for the construction of the Ford Park Lower Restrooms, $1.7 million in ren ovations for Texonia Park, $500,000 in City sidewalk and ADA Ramp replacements, and $105,000 to replace flooring in the Conservatory of the Library, among several other projects.
The Proposed FY 2025 General Fund Budget also includes noteworthy appropriations for expanding recreation programming and special events, restoring adult sports leagues and introductory youth sports programming, instructor-led emergency management training & exercises, the lease purchase of 27 police vehicles, the first payment for the purchase of 100 new tasers to replace outdated equipment for police, and contract code enforcement services to augment existing efforts to investigate public concerns regarding violations of the municipal code by existing commercial and residential properties.
While the Proposed FY 2025 General Fund Budget has incorporated the vast majority of Council and Measure T priorities, choices still had to be made. As a result, there are needs during this fiscal year that were not able to be funded: the design and engineering of a new fire station, the design and engineering vi
of the expansion of the Animal Shelter facility, additional alley paving projects and additional sidewalk and ADA ramp replacement efforts.
The management team expects to adjust and revise the budget accordingly upon the mid -biennium review, scheduled for spring of 2025.
FISCAL YEAR 2026 OVERVIEW
The Proposed FY 2026 General Fund budget continues with the investments planned in FY 2025. Funding for deferred maintenance, replacing aging infrastructure, contract code enforcement services, and expanding recreation programming continues, along with funding for the positions added during FY 2025.
To address aging infrastructure, the Proposed FY 2026 General Fund Budget includes many of the maintenance and repair programs mentioned above in addition to a total of $170,000 towards the replacement of playground structures and park furnishings and $50,000 for downtown State Street renovations to beautify landscaping, planters and bollards.
Other items of note include the continuation of expanded recreation programs, sports, and events; the second payment for the purchase of new tasers for police; and contract code enforcement. The budget also includes the capital replacement of Fire apparatus and equipment (a water tender to supply water in remote areas and a Type 3 Brush Engine for wildfire firefighting – both of which are 20 years old), the addition of the Meridian Gate System to add security to special events and aid in road closures, and the purchase of a heavy-duty dump truck for the Streets Division.
In FY 2026 we look forward to the following Measure T spending plan:
Fiscal Year 2026
Projected Measure T Sales Tax Revenue $20,763,000
Proposed Spending for Fiscal Year 2026
Ongoing Costs from Service Level Enhancements funded previously by Measure T – Police Department: Equipment Leases, IT Services & Contract Services Capital leases & contractual services for maintenance (Parks, Streets, Trees) Expansion of Recreational & Community Center Programming Increased EMS Transfer to cover expanded Fire staffing
Fire Capital Equipment Leases
$ 4,442,617
Ongoing Costs of Additional Staffing funded previously by Measure T – Police Department (31 positions, including 7 police officers) Fire Department (9 positions, incl. Battalion Chief, 3 Fire Engineers) Facilities & Community Services (15 positions, recreation, maintenance, etc.) Library (6 full time & 3 part time, incl. library specialist, maintenance workers) $ 5,750,681
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Costs of New Staffing Added in FY 2025 –
Police Department (6 positions, including 5 police officers) Facilities & Community Services (3 positions, recreation, maintenance, etc.) $ 1,631,172
One-Time Service Level Enhancements -
Replace & upgrade various park facilities (restrooms, lighting, playgrounds) 170,000 Address Building & Deferred Maintenance 250,000
Replaced aged & outdated maintenance equipment 225,600 Police Department specialized tool, software & hardware, equipment 147,386 Downtown Gateway Improvements & Programs 315,557
Fire Vehicles & Equipment 306,285
$ 1,414,828
Ongoing Service Level Enhancements -
Annual City contribution for Project Homekey Homelessness Solutions grant 1,000,000 Citywide Sidewalk/ADA Replacement 500,000
$ 1,500,000
Capital Improvement / Additions to Reserves -
Tree trimming for 25% of City Trees 1,200,000
Fire Department Water Tender replacement 400,000
Fire Department Type 3 Brush Engine replacement 700,000 Police Department – Safety Hall Debt Service 3,730,000
$ 6,030,000
Projected Total Measure T Spending $ 20,769,298
A major accomplishment in the Proposed FY 2026 General Fund is the set aside of roughly $3.73 million in funds dedicated to servicing the debt on a new Police Department Safety Hall facility – a once-in-a- generation investment to ensure that law enforcement operations have a facility that is sustainable and well-functioning for decades to come. The existing police facility locations were considered an “interim location plan” in January of 2009. Over the last 15 years, the functional areas of patrol, dispatch, the detainee processing center, and the public counter for police records have been located in one location; the office of the Chief, detectives bureau, administrative services, community services and the support services bureau are in another location; property and evidence is in a third location; and the remainder of police records are in yet a fourth location. These conditions have complicated department operations and invariably caused inefficiencies in day-to-day process, as well as confusion to the public seeking police services. Additionally, the existing facilities have deteriorated over time and now present issues related to safety, health and equal access. Lastly, there is a lack of space within these facilities to share with the public, and that has lead to less than ideal conditions for providing service, especially given the sensitive nature of certain interactions.
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The commitment to build a Safety Hall to serve as the Police Department Building was made very clear as Council gave direction to staff over the years to dedicate funds and resources to studying the best course of action. Those efforts culminated with the purchase of 1625 West Redlands Boulevard (formerly the Kmart building) in early 2022 to serve as the future home of Safety Hall. Since then, work has started to plan the facility that will be designed to house all sworn, support, executive and volunteer personnel while accommodating future growth. The City anticipates completing the planning, schematic design, entitlement process, design development, construction documents and plan check processes by the end FY 2025. Construction is planned to commence in FY 2026 and will be debt financed. The cost of the building is estimated at $85 million. The City intends to contribute $15 million from reserves to this amount and debt finance the balance over a 40 -year period. The first annual debt service payment is included in this fiscal year to initiate repayment as soon as possible to reduce borrowing costs over the life of the debt.
Lastly, and although not specifically included in the FY 2025 or FY 2026 Proposed Budget, the City is also factoring in the design and construction of a new fire station into its long -range financial model. If the design and engineering of the facility is funded in FY 2027, we anticipate the new station will open sometime in FY 2029. If the design and engineering can be funded sooner, at the mid-biennium review in spring of 2025, the fire station may open as soon as FY 2028. Much remains to be seen as FY 2024 comes to a close and the economy progresses along an unknown trajectory.
OTHER FUNDS
While emphasis in this message is placed on the capital improvement projects and service level enhancements funded by the City’s General Fund, the services delivered to the community and its residents through the City’s Enterprise Funds are of significance as well and warrant discussion here.
In addition to a General Fund Budget of $119.7 and $123.7 million in fiscal years 2025 & 2026 respectively, the City’s budget includes Enterprise Funds totaling approximately $80.3 and $125.4 million for fiscal years 2025 & 2026. In the Water Fund, appropriations for FY 2025 and 2026 total roughly $43 and $42.2 million, with about $ 15 million dedicated to capital improvement projects (CIP) in FY 202 5 and $ 14 million dedicated in FY 2026. These projects include plans for a combined total of roughly $13.5 million of pipeline replacement, expansion of treatment and distribution facilities, laboratory improvements, security improvements, fleet & heavy -duty equipment replacements, and a filter press to dewater sludge at the Hinckley Water Treatment Plant.
In the Wastewater Fund, appropriations total approximately $ 18.5 and $64 million for FY 2025 & 2026, with $3 million in pipeline replacement budgeted to replace a combined total of roughly 5 to 6 miles of sewer pipeline. It is worth noting that the Wastewater Fund’s largest project, the Wastewater Treatment Plant Capital Modifications Phase 2 (~$45 million) is included in the FY 2026 Proposed Budget request at this time. Municipal Utilities and Engineering staff were notified that the City has been awarded a State Revolving Fund loan in order to finance the construction of the project. The funding process will still take 12 to 24 months to complete. The Clean Water State Revolving Fund is a federal-state partnership that ix
provides low -cost financing to communities for a wide range of water quality infrastructure projects, including municipal wastewater facilities . The project will completely rebuild the existing facility, which was originally constructed in 1962, and expanded in 1972, 1988 and 2004.
Lastly, in the Solid Waste Fund, annual appropriations total roughly $18.8 and $19.3 million for FY 2025 & 2026. Included in these appropriations is approximately $1.5 million of capital spending in each respective year, representing the purchase of new solid waste collection vehicles to service 3 to 5 additional residential and commercial routes added as a result of new development activity. Large capital investments are on the horizon for the Solid Waste fund, including the construction of a new landfill cell and the implementation of state mandates on zero -emission vehicles and its implication on collection trucks.
Other than the enterprise funds discussed above, another fund also bears examination. With this biennial budget, a new fund is being established – the Inclusionary Housing Fund (Fund 255). This fund is meant to track and record activity (revenue & expenses) related to the City’s in-lieu fee established as a part of Ordinance No. 2959 – an Ordinance Amending Title 18 (Zoning Regulations) of the Redlands Municipal Code by Adding Chapter 18.230 for an Inclusionary Housing Program for the City of Redlands and Resolution No. 8528 – a Resolutio n Adopting a Fee Schedule for the Inclu sionary Housing In -Lieu Fee pursuant to Ordinance No. 2959. Most California jurisdictions have a severe short age of housing units affordable to low- and very low-income households, and the City of Redlands is no exception. The City’s ordinance requires that a certain percentage of affordable units be provided by housing developers.
Payment of an In-lieu fee is one of the alternative means of compliance provided for by the Inclusionary Ordinance. The projected revenues for the first year of this fund total $1.8 million for FY 2025. A small percentage of these funds will be used initially for the program creation and infrastructure, with the majority of funds intended to directly fund the construction of affordable units. The City is working with Keyser Marston Associates for development and implementation of the program including, but not limited to, the following:
• Preparing Administrative Procedures Manuals to be provided to the developers of apartment and ownership housing projects
• Creating draft agreements between the City and developers of projects that are subject to the Ordinance requirements
• Preparing household income qualification and affordable sales price / rents tables • Preparing in-lieu fee calculations and annual updates • Providing technical assistance to developers of projects that are subject to the Ordinance requirements
• Assist in evaluating development projects that propose to use the Government Code Section 65915 et seq. (Section 65915) for a density bonus
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ECONOMIC OUTLOOK AND RISKS TO THE BUDGET
Balancing the FY 2025 & 2026 Budgets on recurring revenues proved challenging due to the need to absorb increased costs resulting from higher personnel expenses, the higher cost of goods, services, and insurance, and the reduced pace of revenue growth as the economy begins to cool in response to tighter monetary conditions. The funding of supplemental requests and Council priorities also needed to be included in the funding plans. While shortfalls in the forecast are not ideal, the amount is manageable because the projected ending unassigned fund balance in the General Fund has grown considerably as a result of prior fiscal years with higher than forecasted revenues, salary savings from vacancies and unspent project funds that were not carried over . Thanks to thoughtful long-term financial planning the gap between revenues and expenditures represents drawdown of past revenues for current investments in our community.
The City’s financial health is projected to remain strong in fiscal year s 2025 and 2026. However, the US economy’s outlook remains uncertain for the near future. Fluctuating key indicators lead many experts to draw mixed conclusions regarding the economy’s future course. In order to better understand this complex economic climate, the City reviews econo mic analyses from various sources including the City’s sales and property tax consultants, HdL Companies, and the UCLA Anderson School of Business economic forecasts. Certain data suggests that inflation will remain persistent in the y ear ahead and this is likely to delay any reductions in interest rates. The general economy on a state and national level has remained positive based on economic benchmark measurements such as Gross Domestic Product, median home values, and sales tax data. Most experts do not view a recession as a foregone conclusion; however, the City recognizes that certain choices by national policymakers in the months ahead could influence the economic cycle negatively.
While uncertainty remains with regard to future economic conditions involving inflation, consumer spending and housing costs, more concrete challenges continue to be present in the City’s fiscal picture .
The following are unfunded needs that have not been considered or included in the City Manager’s Proposed Biennial Budget for Fiscal Years 2025 and 2026.
2022-23 2023-24 2024-25 2025-26
AUDITED 12-MONTH CITY MANAGER CITY MANAGER
ACTUAL ESTIMATED RECOMMENDED RECOMMENDED
TOTAL AVAILABLE FINANCIAL SOURCES 133,432,112$ 142,671,505$ 120,341,105$ 123,740,012$ FINANCIAL REQUIREMENTS:
Total Appropriations/New Reserves 114,622,187 118,287,584 115,899,075 121,177,389 Total Interfund Transfers To Other Funds 8,937,560 16,983,070 11,642,556 11,997,496 TOTAL FINANCIAL REQUIREMENTS 123,559,747$ 135,270,654$ 127,541,631$ 133,174,885$ USE OF PRIOR YEAR SURPLUS -$ -$ 7,200,526$ 9,434,873$ SOURCES OVER/(UNDER) REQUIREMENTS 9,872,365 7,400,851 - - ENDING FUND BALANCE-UNRESERVED 36,415,705$ 43,816,556$ 36,616,030$ 27,181,157$ General Fund Budget Summary
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• The current collective bargaining agreements in place with the City’s nine (9) bargaining units expire at the close of FY 2026 (June 30, 2026). The financial impact of future labor negotiations remains unknown at this time. Staff have analyzed possible costs associated with bargaining scenarios and expect the impacts to be in the millions in terms of added costs for the General Fund.
• The City Manager’s Proposed Biennial Budget for Fiscal Years 2025 and 2026 assumes no additional personnel, capital or operating spending above and beyond that already included in the budget and for the next four years of its long-term financial forecast. • As noted in the summaries for FY 2025 & 2026, key priorities remain unfunded in this budget, including the design and engineering of a new fire station, the design and engineering of the expansion of the Animal Shelter facility, additional alley paving projects and additional sidewalk and ADA ramp replacement efforts.
No budget summary would be complete without acknowledging the presence of risks to the forecast. The City Manager’s Proposed Biennial Budget for Fiscal Years 2025 and 2026 represents a carefully designed set of plans for financial management during this budget cycle but plans invariably change. That said, the City’s budget is built with resiliency in mind to accommodate shifts in spending or revenues. However, there are some risks that loom larger than others. The following is a partial list of such risks.
• The likelihood that interest rates will remain higher for longer persists and interest -sensitive consumer spending may be affected. This may hamper economic activity more than anticipated and lead to a near term recession, thus negatively impacting revenue forecasts. • The City is self -insured and the budget for payout of claims and lawsuits is based on an average and considers other factors known at the time the budget is developed . There is a risk that litigation and claim payouts exceed this figure.
• The possible lowering of the CalPERS discount rate from 6.8% and modifications to the mortality and investment risk assumptions could worsen the already steep growth in retirement benefit costs for cities. In years when the fund underperforms, the City’s unfunded liability grows and in years when the fund overperforms, CalPERS has implemented a policy to reduce the discount rate (thereby raising the City’s current costs for retirement plans).
CONCLUSION
The City’s biennial budget covering fiscal years 2025 and 2026 invests in community priorities and continues the robust City services that the community expects through balanced, innovative fiscal strategies. This budget allows the City to continue providing high-quality municipal services while adding and expanding programs that reflect the changing times. We are also looking beyond this current budget horizon, with major investments in infrastructure and public facilities that will be enjoyed, not just by current residents, but by future generations. The City has thrived in many areas and is fortunate not to be in the cost reduction mode that many other local governments face, but we will need to continue being resourceful and creative in the way we invest in current services, operations and infrastructure while adapting to the needs of the community.
xii
I want to express my personal thanks to the department heads, their staff, and budget team for their diligent efforts and working together to develop budgets that reflect the needs of their individual departments and their direct service delivery to the City’s residents and businesses. A special note of thanks and appreciation s hould go to the members of the Finance Division staff for their excellent performance in gathering, analyzing and presenting information clearly and accurately during the biennial budget process. Finally, I would be remiss if I did not also make note of the significant and extraordinary efforts our City employees make each and every day delivering the many services and programs that contribute to the overall quality of life in our community. With the City Council’s leadership and the help of our community, we can continue to maintain strong fiscal stewardship while ensuring our budget and financial policies reflect spending consistent with the community’s values and priorities.
Respectfully submitted,
Charles M. Duggan, Jr., City Manager
City of Redlands
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
AVAILABLE FINANCIAL SOURCES:
BEGINNING FUND BALANCE-UNASSIGNED $ 26,543,340 36,415,705$ 36,415,705$ 43,816,555$ 36,616,029$ Revenues
Taxes:
Property 38,326,753 38,269,622 38,685,320 41,920,684 44,025,917 Sales 28,216,967 28,105,261 28,516,715 28,196,803 28,984,386 Measure T Sales Tax 20,415,886 19,953,000 19,953,000 20,142,000 20,763,000 Franchise 4,487,821 2,567,833 4,499,151 3,276,284 3,726,149 Other-(TOT, Property Transfer, Mining) 3,294,847 2,540,000 2,540,000 2,830,000 2,953,500 Total Taxes 94,742,274 91,435,716 94,194,186 96,365,771 100,452,952 General Government:
Business Licenses 5,550,894 5,100,000 5,300,000 5,400,000 5,565,000 Motor Vehicle Fees 74,686 65,000 65,000 65,000 65,000
Interfund Charges 4,102,330 4,379,383 4,379,383 4,310,522 4,460,480 Investment Income 275,492 200,000 1,680,325 250,000 250,000 Other 1,172,063 584,600 606,469 757,192 790,662 Total General Government 11,175,466 10,328,983 12,031,177 10,782,714 11,131,142 Charges For Services:
Development Services 4,037,054 3,439,239 3,206,199 3,712,261 3,823,629 Library 83,541 27,890 19,720 44,200 44,284
Police 827,905 613,723 509,864 707,550 707,550 Animal Services 116,001 214,595 114,441 42,501 43,191 Community Services 597,954 636,015 550,636 676,290 702,779 Fire 444,206 800,222 370,013 435,100 501,300 Facilities 3,305,595 2,819,623 2,830,209 2,196,462 1,428,092 Engineering 1,315,301 1,090,000 829,349 764,000 794,000 Total Charges For Services 10,727,557 9,641,307 8,430,430 8,578,364 8,044,825 Total Revenues 116,645,297 111,406,006 114,655,793 115,726,849 119,628,919 Interfund Transfers from Other Funds:
Gas Tax (207) 1,820,881 1,884,307 1,971,462 2,003,618 2,103,423 Traffic Safety (223) 135,579 202,000 132,500 127,000 127,000 Water (501) 253,614 282,516 282,516 285,599 288,804 Solid Waste (511) 62,387 57,186 57,186 63,283 64,306
Sewer (521) 26,738 24,508 24,508 27,121 27,560
Information Technology (604) 7,994 - - - -
Total Interfund Transfers From Other Funds 2,307,193 2,450,517 2,468,172 2,506,621 2,611,093 Decreases/Use of to Reserves:
Reserve for Advances Receivable 135,809 - - - - Reserve for Prepaids 197,266 - - - -
Reserve for Donations - - 110,000 - -
Reserve for PEG Fees 7,357 - - - -
Reserve for Parking Improvements - 950,000 950,000 - - Reserve for Maintenance: Bldgs. & Improv. - 620,000 500,000 1,500,000 Reserve for Unfunded Mandates 1,500,000
Reserve for Capital: >$50,000 421,256 408,332 408,332 - - Reserve for Future Facilities - 6,005,596 6,005,596 - - Reserve for Public Benefit 747,431 291,579 700,249 607,635 - Reserve for Encumbrances 12,970,503 16,873,363 16,873,363 - - Total Cancellations or Decreases to Reserves 14,479,622 25,148,870 25,547,540 2,107,635 1,500,000 TOTAL AVAILABLE FINANCIAL SOURCES 159,975,452$ 175,421,097$ 179,087,209$ 164,157,661$ 160,356,041$ General Fund Budget Summary
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
1 2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
FINANCIAL REQUIREMENTS:
Appropriations/Expenditures
City Council 584,672$ 448,496$ 501,243$ 559,127$ 737,111$ City Clerk 370,465 474,369 288,080 683,460 510,050 City Manager (incl. HR in FY 23 & 24) 5,964,188 8,246,672 7,443,523 1,639,261 1,650,941 Human Resources
(standalone dept. in FY 25 & 2 - - - 5,881,269 6,324,740 City Attorney 744,619 860,568 812,610 816,397 825,347 Management Services 2,552,804 3,345,633 3,172,569 3,427,215 3,565,391 Development Services 4,574,959 7,092,059 6,357,857 5,955,078 6,060,768 Facilities & Animal Services 20, 289,194 26,606,935 23,744,182 26,137,105 23,701,791 Community Services 1,947,036 3,369,108 2,247,715 2,490,537 2,552,229 Engineering 3,166,220 6,353,707 5,424,403 1,727,707 1,685,231 Library 3,125,090 4,490,708 3,585,529 3,610,020 3,527,376 Police 31,788,285 40,597,776 37,275,500 40,562,553 42,349,068 Fire 17,389,782 29,368,427 27,434,372 22,409,347 23,957,345 Total Appropriations 92,497,314 131,254,456 118,287,584 115,899,075 117,447,389 Interfund Transfers to Other Funds:
Governmental Grants (200) 97 - - - - Paramedic Fund (205) 4,152,246 6,133,994 4,479,435 5,426,894 5,720,339 Downtown Redlands Business Assoc. (236) 104,064 - 127,192 100,294 98,145 Parking Authority (237) 11,463 12,799 17,080 15,496 15,722 Street Lighting District #1 (260) - - - 30,000 30,000 Landscape Maintenance District (263) 7,344 21,839 16,048 26,438 26,830
Safety Hall (406) - 4,618,579 6,005,596 - - Sewer Service Fund (521) 21,450 - - - - Citrus Groves (538) 64,850 - 362,850 - - Liability Self-Insurance (602) 4,576,046 4,650,000 5,576,403 6,043,434 6,106,460 Successor Agency (820) - 384,563 398,466 - - Total Interfund Transfers To Other Funds 8,937,560 15,821,774 16,983,070 11,642,556 11,997,496 New or Increases to Reserves
Reserve for Advances 178,015 - - - - Reserve for Donations 69,068 - - - -
Reserve for Public Benefit 13,800 - - - - Reserve for PEG Fees 41,107 - - - - Reserve for Operational Contingency 562,425 - - - - Reserve for Maintenance: Bldgs. & Improv. 562,425 - - - - Reserve for Unfunded Mandates 562,245 - - - - Reserve for Capital: >$50,000 562,425 - - - - Reserve for Encumbrances 16,873,363 - - - - Reserve for Future Facilities 2,700,000 - - - 3,730,000 Total New or Increases to Reserves 22,124,873 - - - 3,730,000 TOTAL FINANCIAL REQUIREMENTS 123,559,747$ 147,076,230$ 135,270,654$ 127,541,631$ 133,174,885$ USE OF UNASSIGNED FUND BALANCE -$ 8,070,837$ -$ 7,200,526$ 9,434,873$ SOURCES OVER/(UNDER) REQUIREMENTS 9, 872,365 - 7,400,851 - - ENDING FUND BALANCE-UNASSIGNED 36,415,705$ 28,344,867$ 43,816,555$ 36,616,029$ 27,181,156$
General Fund Budget Summary (cont.)
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
2 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
PROPERTY TAXES
101501 4101 Current Secured Taxes 35,839,243 36,316,180 36,316,180 39,680,718 41,785,951 101501 4102 Current Unsecured Taxes 752,910 717,881 889,992 773,212 773,212 101501 4103 Supplemental Secured Taxes 682,621 352,047 352,047 476,757 476,757 101501 4104 Supplemental Unsecured Taxes 69,285 25,821 30,492 51,415 51,415 101501 4105 Secured PY Taxes 339,605 391,108 391,108 371,646 371,646 101501 4106 Unsecured PY Taxes 11,742 13,102 15,434 12,849 12,849 101501 4107 Supplemental PY Taxes 204,586 174,543 411,127 247,742 247,742 101501 4108 Possessory Interest Taxes 426,762 278,940 278,940 306,345 306,345 TOTAL PROPERTY TAXES 38,326,753 38,269,622 38,685,320 41,920,684 44,025,917
OTHER TAXES
101501 4001 Sales Tax - Donut Hole 7,546,662 6,867,236 6,675,815 6,810,758 6,970,689 101501 4003 Sales and Use Tax 19,207,139 19,780,584 20,422,307 19,968,113 20,583,697 101501 4005 Public Sfy Sales Tax-Prop 172 1,463,166 1,457,441 1,418,593 1,417,932 1,430,000 101501 4006 Measure T Sales Tax 20,415,886 19,953,000 19,953,000 20,142,000 20,763,000 101501 4207 Property Transfer Tax 611,913 571,000 571,000 570,000 598,500 101502 4208 Transient Occupancy Tax 2,311,290 1,609,000 1,609,000 1,900,000 1,995,000 101502 4209 Franchise Fees 4,487,821 2,567,833 4,499,151 3,276,284 3,726,149 101502 4210 Mining Tax 371,644 360,000 360,000 360,000 360,000 TOTAL OTHER TAXES 56, 415,521 53,166,094 55,508,866 54,445,087 56,427,035 TOTAL TAXES 94, 742,274 91,435,716 94,194,186 96,365,771 100,452,952
OTHER REVENUES
101502 4301 Business License 5,550,894 5,100,000 5,300,000 5,400,000 5,565,000 101502 4302 Dog License 46,095 54,600 45,000 50,000 55,000 101502 4305 Building Permits 1,446 1,000 1,000 1,000 1,000 101120 4329 Miscellaneous Permit 2,230 1,000 2,000 2,000 2,000 101502 4329 Miscellaneous Permit 50 - - - - 101501 4330 Street Rep Fee-TruckHaul Prmt 12 - - - - 101501 4403 Motor Vehicle Fees 74,686 65,000 65,000 65,000 65,000 101501 4405 Mandated Costs Reimb 63,241 40,000 40,000 107,140 110,000 101100 4415 Cost Recovery/Reimbursed Exp 16 500 - - - 101120 4415 Cost Recovery/Reimbursed Exp 9 - - - - 101150 4415 Cost Recovery/Reimbursed Exp 5,070 - 3,000 3,000 3,000 101501 4415 Cost Recovery/Reimbursed Exp 4,719 - 3,000 3,000 3,000 101150 4521 City Atty Services Reimbursed 81,492 90,000 90,000 90,000 90,000 101501 4604 City Ordinance Violation 10,955 7,000 5,000 6,000 7,000 101502 4701 Application/Filing Fee 224,461 170,000 140,000 165,000 175,000 101121 4711 PEG Fees 41,107 50,000 45,000 45,000 45,000 101501 4805 General Gov't Overhead 4,102,330 4,379,383 4,379,383 4,310,522 4,460,480 101501 4808 I nv
estment Income 178,015 - - - - 101502 4808 Investment Income 97,477 200,000 5,800,000 250,000 250,000 101502 4810 Returned Check Fee 129 500 100 100 100 101501 4812 Sale of Surplus Property - 5,000 25,000 5,000 5,000 101502 4812 Sale of Surplus Property 79 - - - - 101501 4814 Miscellaneous Receipts 690,493 160,000 206,734 279,377 293,987 101502 4814 Miscellaneous Receipts (244) - 20 - - 101110 4817 Misc. Taxable Sales 205 - 75 75 75 101501 4817 Misc. Taxable Sales 42 - 20 - - 101120 4819 Donations - - 20 - - 101501 4820 Bad Debt Recoveries 458 5,000 500 500 500 TOTAL OTHER REVENUE 11,175,466 10,328,983 16,150,852 10,782,714 11,131,142 TOTAL GENERAL GOVERNMENT 105,917,740 101,764,699 110,345,038 107,148,485 111,584,094 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
3 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEVELOPMENT SERVICES
101162 4305 Building Permits 1,495,049 1,456,272 1,287,083 1,364,308 1,405,237 101164 4305 Building Permits 71,672 80,425 76,889 81,503 83,948 101162 4306 Electrical Permits 212,079 158,878 158,878 158,878 163,644 101162 4307 Plumbing Permits 83,707 78,384 93,039 98,621 101,580 101162 4309 HVAC Permits 114,547 117,588 134,742 142,826 147,111 101162 4310 Cert of Occupancy (79) 32,139 7,489 7,938 8,176 101162 4311 Pool and Spa Permits 29,690 54,545 30,046 31,849 32,804 101164 4312 Sign Permits 13,440 16,209 10,874 13,546 13,952 101164 4313 Demolition Permits 7,911 8,754 737 8,889 9,156 101162 4314 Roofing Permits 149,159 140,438 154,904 164,199 169,124 101164 4315 Historic Cert of Approp 6,667 9,359 5,770 6,768 6,971 101164 4320 East Valley Corridor 14,640 19,665 20,810 15,181 15,636 101164 4321 Specific Plan 13,281 8,367 8,367 15,427 15,890 101164 4322 Conditional Use Permit 98,719 69,148 9,066 70,844 72,969 101164 4323 Variances 6,320 19,605 3,681 9,368 9,649 101164 4324 Home Occupation Permit 7,699 3,587 4,107 4,354 4,484 101162 4331 Solar Permit - - 3,995 4,018 4,139 101164 4415 Cos t
Recovery/Reimbursed Exp 588,186 171,064 464,297 492,154 506,919 101162 4501 General Plan Review Fee 57,894 193,411 55,302 58,620 60,379 101164 4502 General Plan Amendment 321 - - 10,144 10,448 101162 4503 Plan Check 627,441 404,668 423,926 449,362 462,843 101164 4503 Plan Check 76,342 55,358 58,931 62,467 64,341 101164 4504 Preliminary Review 5,726 9,567 8,510 10,036 10,337 101164 4505 CRA Review 93,281 110,994 39,422 85,934 88,512 101164 4506 Map Review 50,282 93,695 20,563 81,582 84,029 101164 4507 Street Vacation 13,010 9,836 8,921 6,716 6,917 101164 4508 Environmental Impact - 926 - - - 101164 4510 Planning Appeal Processing 5,549 - 356 4,038 4,159 101164 4511 Ordinance Amendment 16,621 7,176 67 6,490 6,685 101164 4512 Development Agreements - - 500 11,154 11,489 101164 4513 Annexation Agreements 25,650 4,848 8,794 8,884 9,151 101164 4514 Preannex. Agreements - - 40 7,140 7,354 101164 4515 Socio-Economic Studies 34,865 49,367 7,836 24,648 25,387 101162 4528 Research & Microfilming 4,190 5,080 6,776 7,183 7,398 101164 4701 A pplic
ation/Filing Fee 511 - - - - 101164 4717 Contract Administration Fee 85,509 18,991 71,948 76,265 78,553 101162 4810 Returned Check Fee 258 81 86 - - 101162 4812 Sale of Surplus Property 2,175 - - - - 101164 4814 Miscellaneous Receipts 24,295 30,813 19,447 20,614 21,232 101164 4817 Misc. Taxable Sales 447 - - - - 101164 New Zone Clearance for B.L. - - - 18,200 18,746 101164 New Temp Holida y Sales Permits - - - 6,320 6,510 101164 New Temp & Special Events Permits - - - 5,775 5,948 101164 New Administrative Use Permits - - - 4,869 5,015 101164 4734 Le gal Ad Notice Publication - - - 26,750 27,553 101164 4736 Environ CEQA Notice Publication - - - 10,700 11,021 101164 4735 Tribal Government Notification - - - 17,700 18,231 TOTAL DEVELOPMENT SERVICES 4,037,054 3,439,239 3,206,199 3,712,261 3,823,629
LIBRARY
101190 4532 Non-Resident Fees 9,822 6,615 5,070 - - 101190 4733 Library Fines 28,719 21,275 14,650 4,200 4,284 101191 4801 Lincoln Shrine Support 45,000 - - 40,000 40,000 TOTAL LIBRARY 83,541 27,890 19,720 44,200 44,284 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
4 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
POLICE DEPARTMENT
101202 4303 Bicycle License 708 - 1,032 - - 101202 4325 Adult Oriented Bus Permit 2,490 2,500 2,200 2,500 2,500 101202 4412 POST Training Reimbursement 14,707 20,000 23,500 20,000 20,000 101202 4414 IRNET Reimbursement 11,897 7,500 7,500 7,500 7,500 101200 4415 Cost Recovery/Reimbursed Exp 276,531 30,000 10,000 30,000 30,000 101202 4415 Cost Recovery/Reimbursed Exp 6,320 - - - - 101204 4415 Cost Recovery/Reimbursed Exp 12,576 360,000 360,000 540,000 540,000 101202 4525 Depositions 3,256 5,250 3,500 5,250 5,250 101202 4526 Fingerprinting/Bkgrd Check 1,721 - 400 - - 101202 4529 Police Reports 4,364 3,000 4,200 4,500 4,500 101202 4579 Vehicle Impound Fees 49,528 45,000 45,000 45,000 45,000 101202 4580 Tow Fees 33,600 35,000 30,000 35,000 35,000 101202 4584 Contract Services 2,604 2,232 2,232 2,300 2,300 101200 4606 False Alarm Fees 15,900 5,000 5,300 8,000 8,000 101202 4607 Booking Restitution 135 - - - - 101202 4810 Returned Check Fee 43 - - - - 101200 4812 Sale of Surplus Property 54,870 - - - - 101202 4812 S ale of
Surplus Property 4,655 - - - - 101204 4812 Sale of Surplus Property 5,620 - - - - 101202 4814 Miscellaneous Receipts 12,125 7,500 3,000 7,500 7,500 101202 4819 Donations 12,000 90,741 12,000 - - 101202 4827 Lease Proceeds 302,255 - - - - TOTAL POLICE DEPARTMENT 827,905 613,723 509,864 707,550 707,550
FIRE DEPARTMENT
101251 4310 Cert of Occupancy 3,488 8,000 1,000 3,000 4,000 101251 4327 Special Fire Permits 70,698 60,000 60,000 60,000 65,000 101251 4328 Fire Permits - 8,000 - 5,000 6,000 101250 4409 Mutual Aid Reimbursement 288,936 600,000 250,000 300,000 350,000 101250 4415 Cost Recovery/Reimbursed Exp 29,400 55,000 15,000 15,000 15,000 101251 4415 Cost Recovery/Reimbursed Exp - 1,000 - 1,000 1,000 101251 4503 Plan Check 34,665 27,000 20,000 25,000 30,000 101251 4517 Inspections - 17,000 - - - 101251 4520 State Mandated Inspect. - 1,200 - 2,000 3,000 101250 4531 City Classes/Programs 6,818 15,000 15,000 15,000 17,000 101251 4602 Code Enforcement Abatement - 700 - 600 800 101250 4603 Fire Alarms - 500 - 500 500 101250 4812 Sale of Surplus Property - - 1 - - 101250 4819 Donations 8,700 6,822 6,822 7,000 7,500 101251 4819 Donations 1,500 - 2,190 1,000 1,500 TOTAL FIRE DEPARTMENT 444,206 800,222 370,013 435,100 501,300
FCS - ANIMAL SERVICES
101311 4415 Cost Recovery/Reimbursed Exp 8,080 135,000 - - - 101311 4534 Animal Adoptions 19,065 40,000 8,000 8,000 8,000 101311 4535 Boarding Fees 3,945 4,000 2,289 2,334 2,381 101311 4536 Owner Release for Adoption 1,985 4,500 763 778 794 101311 4537 Shelter Apprehension Fees 1,695 3,000 2,871 2,929 2,987 101311 4538 Shelter Deposit Fees 17,711 10,000 14,083 14,365 14,652 101311 4583 Trap Rentals - 95 - - - 101311 4585 Animal Pick-Up Reimb (NPDES) 14,323 15,000 13,819 14,095 14,377 101311 4602 Code Enforcement Abatement 100 3,000 - - - 101311 4812 Sale of Surplus Property 88 - - - - 101311 4814 Miscellaneous Receipts 5 - - - - 101311 4819 Donations 49,006 - 72,616 - - TOTAL FCS - ANIMAL SERVICES 116,001 214,595 114,441 42,501 43,191 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
5 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
RECREATION & SENIOR SERVICES
101309 4530 Contract Classes 284,563 355,714 315,000 401,830 401,830 101309 4533 Lighting Fees 35,386 21,673 55,351 56,458 57,588 101309 4544 Tours/Excursions - - 1,906 1,944 1,983 101309 4545 Program Income 9,623 8,146 14,760 15,055 15,357 101309 4802 Concessions (Payphone) 40 - 500 510 520 101309 4812 Sale of Surplus Property 700 - - - - 101309 4813 Rental Income 261,101 250,000 135,000 200,000 225,000 101309 4814 Miscellaneous Receipts (18) - 1 - - 101309 4815 Game Income 1,571 482 482 492 501 101309 4819 Donations 4,988 - 27,635 - - TOTAL RECREATION & SENIOR SERVICES 597,954 636,015 550,636 676,290 702,779
FACILITIES AND COMMUNITY SERVICES DEPARTMENT
101303 4312 Sign Permits 1,604 1,500 1,500 1,500 1,500 101300 4415 Cost Recovery/Reimbursed Exp 1,584 92,000 51,831 75,000 75,000 101302 4415 Cost Recovery/Reimbursed Exp 23,031 - - - - 101303 4415 Cost Recovery/Reimbursed Exp 38,924 482,000 568,506 284,253 - 101304 4415 Cost Recovery/Reimbursed Exp 39,288 - 23,495 - - 101305 4415 Cost Recovery/Reimbursed Exp 31,301 - - - - 101300 4523 Abandoned Prop Inspections 255 - 448 - - 101306 4524 Rental Property Inspections 126,233 140,000 1,000 - - 101303 4584 Contract Services - 2,955 - - - 101300 4602 Code Enforcement Abatement 228,640 130,000 70,000 70,000 70,000 101306 4602 Code Enforcement Abatement (13,900) - (740) - - 101300 4702 Litter Control Fees 6,485 4,275 2,250 - - 101304 4703 Street Cleaning Fees 332,187 326,815 332,187 332,187 332,187 101300 4725 Landfill Mitigation Fees 385,785 165,324 350,000 375,000 400,000 101303 4809 Finance Charges 300 - 100 - - 101310 4810 Returned Check Fee 86 - - - - 101303 4812 Sale of Surplus Property 1,095 - - - - 101304 4812 S ale of
Surplus Property 11,205 - - - - 101300 4813 Rental Income 1,500 - - - - 101303 4813 Rental Income 151,639 99,820 119,000 120,000 120,000 101310 4813 Rental Income 1,408,493 1,374,934 1,308,925 938,522 429,405 101300 4814 Miscellaneous Receipts - - 15 - - 101310 4814 Miscellaneous Receipts 165 - - - - 101300 4819 Donations 1,575 - 500 - - 101303 4819 Donations 395,645 - 1,191 - - 101301 4827 Lease Proceeds 36,761 - - - - 101304 4827 Lease Proceeds 44,995 - - - - 101303 4830 Interest on Leases 17,933 - - - - 101310 4830 Interest on Leases 33,848 - - - - 101310 4831 Lease Remeasurement Gain(Loss) (1,062) - - - - TOTAL FACILITIES & COMM SERVICES DEPARTMENT 3,305,595 2,819,623 2,830,209 2,196,462 1,428,092
ENGINEERING
101400 4305 Building Permits 10,377 17,000 11,370 10,000 10,000 101400 4308 Grading/Paving Permits 73,656 57,000 42,861 32,000 32,000 101400 4316 Street Permits 583,607 441,000 369,260 350,000 350,000 101400 4319 NPDES Permits 173,912 132,000 132,000 135,000 140,000 101400 4322 Conditional Use Permit 17,056 13,000 8,680 8,000 8,000 101400 4415 Cost Recovery/Reimbursed Exp 42,548 25,000 30,900 25,000 25,000 101400 4503 Plan Check 264,665 188,000 119,547 100,000 120,000 101400 4505 CRA Review 13,858 17,000 7,310 7,000 7,000 101400 4506 Map Review 41,935 100,000 29,710 35,000 40,000 101400 4507 Street Vacation 6,010 2,000 3,854 2,000 2,000 101400 4512 Development Agreements 4,406 12,000 7,997 5,000 5,000 101400 4522 WQMP Review Admin 56,817 60,000 36,389 30,000 30,000 101400 4578 Street Trench Cut Fee 26,410 26,000 29,133 25,000 25,000 101400 4810 Returned Check Fee 43 - - - - 101400 4814 Miscellaneous Receipts - - 339 - - TOTAL ENGINEERING DEPARTMENT 1,315,301 1,090,000 829,349 764,000 794,000 TOTAL GENERAL FUND (101) 116,645,297 111,406,006 118,775,468 115 ,726,849 119,628,919 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
6 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED GENERAL GOVT GRANTS (200)
200120 4401 State Grants - 4,529,069 4,529,069 - - 200164 4401 State Grants 256,288 238,417 238,417 - - 200190 4401 State Grants - 44,503 445,035 - - 200202 4401 State Grants 96,577 229,461 226,051 - - 200250 4401 State Grants - 244,500 244,500 - - 200300 4401 State Grants 410 - 1,500 - - 200400 4401 State Grants 66,401 4,591,509 1,733,160 - - 200501 4401 State Grants - 8,000,000 8,000,000 - - 200120 4407 Federal Grants 2,591,767 5,402,301 5,402,301 - - 200164 4407 Federal Grants 748,888 1,111,761 828,656 - - 200202 4407 Federal Grants 134,940 362,760 281,121 - - 200250 4407 Federal Grants 45,107 777,997 796,676 - - 200300 4407 Federal Grants 3,505 1,893 9,671 - - 200400 4407 Federal Grants 532,089 1,048,673 1,652,363 - - 200202 4408 Federal Reimbursement 5,763 - 23,759 - - 200202 4410 Other Grants 28,000 30,000 60,000 - - 200250 4410 Other Grants - 8,717 8,717 - - 200300 4410 Other Grants - - 4 ,740 - - 200309 4410 Other Grants 35,474 3,578 3,578 - - 200120 4808 Investment Income 38 - - - - TOTAL GENERAL GOVT GRANTS 4,545,248 26,625,139 24,489,314 - - EMERGENCY SERVICES (205)
205250 4101 Current Secured Taxes 1,127,580 1,100,000 1,100,000 1,100,000 1,100,000 205250 4415 Cost Recovery/Reimbursed Exp - 2,500 - - - 205250 4532 Non-Resident Fees - 30,000 - - - 205250 4819 Donations 5,130 3,000 1,000 5,000 5,000 TOTAL EMERGENCY SERVICES 1,132,710 1,135,500 1,101,000 1,105,000 1,105,000 HOUSEHOLD HAZARDOUS WASTE (206)
206250 4545 Program Income 156,464 100,000 100,000 130,000 140,000 TOTAL HOUSEHOLD HAZARDOUS WASTE 156,464 100,000 100,000 130,000 140,000 GAS TAX (207)
207300 4201 Road Maint. Rehab (Sec 2030) 1,626,121 1,486,239 1,744,461 1,864,736 1,957,972 207300 4202 Gas Tax (Prop 111) 2105 414,766 427,192 443,553 452,351 474,968 207300 4203 Gas Tax 2107 565,258 570,508 605,835 618,199 649,109 207300 4204 Gas Tax Engineering Rcpts. 7,500 7,500 7,500 7,500 7,500 207300 4205 Gas Tax 2106 264,178 262,125 273,121 278,546 292,473 207300 4206 Gas Tax 2103 & Tax 7360 593,842 616,982 641,453 647,022 679,373 TOTAL GAS TAX 3,471,665 3,370,546 3,715,923 3,868,354 4,061,395 LOCAL TRANSPORTATION (209)
209400 4415 Cost Recovery/Reimbursed Exp - 44,000 44,000 - - 209400 4808 Investment Income 2,323 - - - TOTAL LOCAL TRANSPORTATION 2,323 44,000 44,000 - - MEASURE "I" 2010 (210)
210400 4004 Measure I Sales Tax 1,924,654 1,837,360 1,837,360 2,000,000 2,100,000 210400 4808 Investment Income 22,068 - 165,000 200,000 210,000 TOTAL MEASURE "I" 2010 1,946,721 1,837,360 2,002,360 2,200,000 2,310,000 PARIS STREET RECONSTRUCTION (211)
211910 4415 Cost Recovery/Reimbursed Exp - - 25,000 - - 211400 4808 Investment Income (113,072) - 175,000 150,000 150,000 TOTAL PARIS STREET RECONSTRUCTION (113,072) - 200,000 150,000 150,000 AIR QUALITY IMPROVEMENT (221)
221400 4411 AB2766 Subvention AQMD 119,218 89,000 92,000 92,000 92,000 221400 4808 Investment Income 1,039 - 23,788 - - TOTAL AIR QUALITY IMPROVEMENT 120,257 89,000 115,788 92,000 92,000 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
7 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED TRAFFIC SAFETY (223)
223200 4608 Traffic Fines 34,584 25,000 40,000 25,000 25,000 223200 4609 Red Light Traffic Fines 1,935 2,000 2,500 2,000 2,000 223200 4610 Parking Fines 102,199 175,000 90,000 100,000 100,000 TOTAL TRAFFIC SAFETY 138,717 202,000 132,500 127,000 127,000 OPEN SPACE (227)
227501 4720 Open Spc Acq Fee 89,098 500,000 54,469 80,000 80,000 227501 4808 Investment Income 18,517 - 122,241 - - TOTAL OPEN SPACE 107,615 500,000 176,710 80,000 80,000 DOWNTOWN BUSINESS AREA (236)
236300 4545 Program Income 3,285 154,000 2,806 25,000 30,000 236300 4808 Investment Income 1,515 - (4,129) - - 236300 4814 Miscellaneous Receipts 35,685 - 18,973 - - TOTAL DOWNTOWN BUSINESS AREA 40,484 154,000 17,650 25,000 30,000 PARKING AUTHORITY (237)
237502 4813 Rental Income 9,988 11,500 8,000 8,000 8,000 237502 4830 Interest on Leases 1,961 - - - - TOTAL PARKING AUTHORITY 11,949 11,500 8,000 8,000 8,000 PUBLIC ART FUND (238)
238100 4808 Investment Income 193 - - - - TOTAL PUBLIC ART FUND 193 - - - - TRANSPORTATION DEVELOPMENT ACT (241)
241400 4401 State Grants - 882,932 1,972,631 - - TOTAL TRANSPORTATION DEVELOPMENT ACT - 882,932 1,972,631 - - ASSET FORFEITURE (246)
246200 4611 Drug Confiscation - State 6,131 3,000 5,000 5,000 5,000 246200 4612 Drug Confiscation - Federal 318,873 30,000 300,000 181,438 181,938 246200 4613 Drug Confiscation-Fed Treas 23,436 80,000 25,918 30,000 30,000 246200 4614 15% Drug/Gang Prevention-CA 78 600 1,077 855 855 246200 4808 Investment Income 24,467 6,000 19,019 10,000 10,000 246200 4812 Sale of Surplus Property 11,445 - - - - TOTAL ASSET FORFEITURE 384,429 119,600 351,014 227,293 227,793 SUPPLEMENTAL LAW ENFORCEMENT (249)
249200 4401 State Grants 183,582 225,000 225,000 260,558 260,558 249200 4808 Investment Income 3,214 1,500 29,245 1,500 1,500 TOTAL SUPPLEMENTAL LAW ENFORCEMENT 186,795 226,500 254,245 262,058 262,058 PARK & OPEN SPACE DEV (250)
250300 4719 Park & Open Space Facilities 294,300 1,500,000 303,509 500,000 500,000 250400 4808 Investment Income 20,764 - 109,736 - - TOTAL PARK & OPEN SPACE DEV 315,063 1,500,000 413,245 500,000 500,000 PUBLIC FACILITIES DEV (251)
251300 4712 Police Facilities 6,090 26,000 5,498 35,000 35,000 251300 4713 Fire Facilities 113,486 509,000 105,222 125,000 125,000 251300 4714 Library Facilities 25,616 152,000 26,288 50,000 50,000 251300 4715 General Government Facilities 138,580 600,000 125,216 150,000 150,000 251400 4716 Community Center Facilities - - 576 - - TOTAL PUBLIC FACILITIES DEV 283,773 1,287,000 262,800 360,000 360,000 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
8 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED ARTERIAL STREET CONSTRUCTION (252)
252400 4415 Cost Recovery/Reimbursed Exp - - - 2,150,000 - 252400 4722 Regional Arterial Fee 218,662 575,000 212,287 150,000 150,000 252400 4723 Railroad Crossings Fee 3,656 12,000 3,496 10,000 10,000 252400 4724 Local Arterial Fee 82,514 230,000 78,900 60,000 60,000 252400 4808 Investment Income 38,791 14,000 252,726 - - TOTAL ARTERIAL STREET CONSTRUCTION 343,623 831,000 547,408 2,370,000 220,000 TRAFFIC SIGNALS (253)
253302 4721 Transportation Facilities 18,788 88,000 14,000 13,000 13,000 253400 4808 Investment Income 14,563 4,500 77,750 - - TOTAL TRAFFIC SIGNALS 33,351 92,500 91,750 13,000 13,000 FREEWAY INTERCHANGES (254)
254400 4415 Cost Recovery/Reimbursed Exp 2,697,068 - 324,720 - - 254304 4721 Transportation Facilities 181,987 518,000 140,000 110,000 110,000 254400 4808 Investment Income 69,138 8,500 110,406 - - TOTAL FREEWAY INTERCHANGES 2,948,193 526,500 575,126 110,000 110,000 INCLUSIONARY HOUSING FUND (255)
255900 4808 Investment Income - - 4832 In-Lieu Incl. Housing Fee 1,800,000 1,500,000 TOTAL INCLUSIONARY HOUSING FUND - - - 1,800,000 1,500,000 STREET LIGHTING DISTRICT #1 (260)
260300 4727 Assessment District 25,357 25,000 24,097 24,820 25,564 TOTAL STREET LIGHTING DISTRICT #1 25,357 25,000 24,097 24,820 25,564 COMMUNITY FACILITY DISTRICT 2004-1 (261)
261300 4415 Cost Recovery/Reimbursed Exp
261300 4727 Assessment District 582,079 600,000 662,149 700,000 703,156 261300 4808 Investment Income 1,454 1,000 12,504 - - 261300 4814 Miscellaneous Receipts 25,000 - - - - TOTAL COMMUNITY FACILITY DISTRICT 608,533 601,000 674,653 700,000 703,156 LANDSCAPE MAINTENANCE DISTRICT (263)
263300 4727 Assessment District 29,696 29,000 29,000 29,000 29,000 TOTAL LANDSCAPE MAINTENANCE DISTRICT 29,696 29,000 29,000 29,000 29,000 GENERAL DEBT SERVICE (305)
305501 4110 Supplemental - Voter Approved 95,695 30,000 30,000 30,000 30,000 305501 4808 Investment Income (1,175) 430 16,219 500 500 TOTAL GENERAL DEBT SERVICE 94,520 30,430 46,219 30,500 30,500 STORM DRAIN CONSTRUCTION (405)
405300 4718 Storm Drain Fees 189,041 380,000 75,000 75,000 75,000 405400 4808 Investment Income 17,709 7,500 138,291 - - TOTAL STORM DRAIN CONSTRUCTION 206,750 387,500 213,291 75,000 75,000 SAFETY/CITY HALL REPLACEMENT (406)
406501 4808 Investment Income 30,368 - 129,883 - - TOTAL SAFETY/CITY HALL REPLACEMENT 30,368 - 129,883 - - City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
9 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED WATER (501)
501900 4415 Cost Recovery/Reimbursed Exp 22,279 25 15,000 15,000 15,000 501900 4503 Plan Check 19,305 21,000 1,155 - - 501900 4556 Water Usage 23,679,705 32,577,584 32,577,584 33,000,000 34,000,000 501900 4557 Fire Flow Testing 2,370 3,000 1,700 1,500 1,500 501900 4558 B Contract Water Usage 61,819 105,000 65,000 65,000 60,000 501900 4560 Water Meter Install 37,845 30,000 28,000 30,000 30,000 501900 4561 Water Turn-On - - (46) - - 501900 4564 Irrigation Water Usage 2,548,160 3,100,000 3,100,000 3,000,000 3,100,000 501900 4566 Fire Hydrant Water Usage 121,783 155,000 100,000 100,000 100,000 501900 4568 Fire Protection Water Usage 554,620 420,000 420,000 450,000 450,000 501900 4605 Conservation Violation Penalty 44 525 - - - 501900 4704 Frontage Charge 55,176 45,000 151,381 20,000 20,000 501900 4808 Investment Income 609,744 210,000 3,013,962 3,000,000 3,000,000 501900 4810 Returned Check Fee - 50 - - - 501900 4812 Sale of Surplus Property 128 - - - - 501900 4813 Rental Income 127,245 130,000 100,000 100,000 100,000 501900 4814 Miscellaneous Receipts 301,813 105,000 250,000 250,000 250,000 501900 4817 M i
sc. Taxable Sales - - 1,155 - - 501900 4825 Capital Contribution 1,600,150 - - - - 501900 4828 Sale of Water Shares - - 455,500 - - 501900 4830 Interest on Leases 33,764 - - - - TOTAL WATER 29,775,950 36,902,184 40,280,391 40,031,500 41,126,500 WATER PROJECTS (501910)
501910 4407 Federal Grants 78,647 - 11,676 - - TOTAL WATER PROJECTS 78,647 - 11,676 - - WATER DEBT SERVICE (501930)
501930 4808 Investment Income 2,717 - 6,984 - - TOTAL WATER DEBT SERVICE 2,717 - 6,984 - - SOURCE ACQUISITION (508)
508900 4562 Water Source Acq Residential 23,234 437,000 19,181 70,000 70,000 508900 4563 Water Source Acq Non-Res 7,944 46,000 448,391 10,000 10,000 508900 4808 Investment Income 13,003 - 82,438 - - TOTAL SOURCE ACQUISITION 44,181 483,000 550,010 80,000 80,000 WATER CAPITAL IMPROVEMENT (509)
509920 4575 Cap Improv Chrg Non-Res 56,824 345,000 700,000 400,000 400,000 509920 4576 Cap Improv Chrg Residential 517,829 1,610,000 500,000 250,000 250,000 TOTAL WATER CAPITAL IMPROVEMENT 574,653 1,955,000 1,200,000 650,000 650,000 SOLID WASTE (511)
511900 4415 Cost Recovery/Reimbursed Exp - 20,000 - - - 511900 4551 SW Service - Residential 8,947,127 9,481,500 9,000,000 9,000,000 9,000,000 511900 4552 SW Service - Non-Residential 8,608,065 8,268,750 8,600,000 8,600,000 8,600,000 511900 4554 Special Hauls & Rolls-Offs 2,713,931 2,976,750 2,700,000 2,700,000 2,700,000 511900 4555 Recycled Material 44,822 10,000 10,000 10,000 10,000 511900 4808 Investment Income (16,421) 15,000 600,000 - - 511900 4810 Returned Check Fee - - 43 - - 511900 4814 Miscellaneous Receipts - - 198 - - TOTAL SOLID WASTE 20,297,523 20,772,000 20,910,241 20,310,000 20,310,000 SOLID WASTE PROJECT (511910)
511910 4401 State Grants 11,585 40,048 134,360 - - TOTAL SOLID WASTE PROJECT 11,585 40,048 134,360 - - City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
10 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED SOLID WASTE DEBT SERVICE (511930)
511930 4808 Investment Income 44 - 19 - - TOTAL SOLID WASTE DEBT SVC 44 - 19 - - CALIF ST LANDFILL CLOSURE (517)
517981 4808 Investment Income 66,071 - 411,155 - - TOTAL CALIF ST LANDFILL CLOSURE 66,071 - 411,155 - - SOLID WASTE CAP IMPROVEMENT (519)
519920 4575 Cap Improv Chrg Non-Res 266,670 500,000 120,000 100,000 100,000 519920 4576 Cap Improv Chrg Residential - - 1,300 - - 519920 4808 Investment Income 72,640 22,000 253,527 - - TOTAL SOLID WASTE CAP IMPROVEMENT 339,309 522,000 374,827 100,000 100,000 WASTEWATER SERVICE (521)
521900 4415 Cost Recovery/Reimbursed Exp 3,761 3,100 250 1,500 1,500 521900 4546 Wastewater Residential 8,935,229 8,400,000 9,000,000 9,500,000 10,000,000 521900 4547 Wastewater Non-Residential 3,117,079 2,800,000 3,000,000 3,200,000 3,300,000 521900 4548 Recycled Water Usage 335,340 155,000 325,000 350,000 375,000 521900 4550 Septage Charge 23,524 48,000 55,000 50,000 50,000 521900 4704 Frontage Charge 53,880 69,000 150,000 30,000 30,000 521900 4808 Investment Income 252,916 52,000 1,000,000 1,000,000 1,000,000 521900 4810 Returned Check Fee 86 - (86) - - 521900 4812 Sale of Surplus Property - - 585 - - 521900 4814 Miscellaneous Receipts 17,824 25,000 (8,912) - - 521900 4825 Capital Contribution 866,860 - - - - TOTAL WASTEWATER SERVICE 13,606,499 11,552,100 13,521,837 14,131,500 14,756,500 WASTEWATER PROJECTS (521910)
521910 4407 Federal Grants 136,957 - - - - 521910 4824 Bond/Loan Proceeds 45,000,000
TOTAL WASTEWATER PROJECTS 136,957 - - 45,000,000 - WASTEWATER CAPITAL IMPROVEMENT (529)
529920 4575 Cap Improv Chrg Non-Res 69,074 230,000 800,000 600,000 600,000 529920 4576 Cap Improv Chrg Residential 497,130 1,495,000 400,000 200,000 200,000 529920 4808 Investment Income 2,679 22,000 109,318 - - TOTAL WASTEWATER CAPITAL IMPROVEMENT 568,884 1,747,000 1,309,318 800,000 800,000 NON-POTABLE WATER (531)
531900 4572 Non-Potable Water Usage 322,885 360,000 325,000 325,000 325,000 531900 4573 Non-Potable Water Service Charge 295,954 230,000 250,000 250,000 250,000 531900 4704 Frontage Charge - - 10,000 3,000 3,000 531900 4808 Investment Income 22,336 12,000 140,000 125,000 125,000 TOTAL NON-POTABLE WATER 641,176 602,000 725,000 703,000 703,000 NON-POTABLE PROJECTS (531910)
531910 4401 State Grants - - 298,693 - - 531910 4808 Investment Income - - - - - TOTAL NON POT CAP IMPROVEME - - 298,693 - - NON-POTABLE CAPITAL IMPROVEMENT FUND (532)
532920 4575 Cap Improv Chrg Non-Res 104,920 80,000 130,000 125,000 125,000 532920 4808 Investment Income 23,695 5,000 69,708 - - TOTAL NON POT CAP IMPROVEMENT FUND 128,615 85,000 199,708 125,000 125,000 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
11 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED GROVES (538)
538900 4415 Cost Recovery/Reimbursed Exp 752 - - - - 538900 4808 Investment Income (5,449) - 13,228 - - 538900 4814 Miscellaneous Receipts 128,325 - 124,572 - - GROVES (538) (CONT.)
TOTAL GROVES 123,627 - 137,800 - - GROVES PROJECTS (538910)
538910 4818 Grove Receipts 1,681,009 860,000 538,112 924,500 952,235 TOTAL GROVES PROJECTS 1,681,009 860,000 538,112 924,500 952,235 CEMETERY (562)
562900 4415 Cost Recovery/Reimbursed Exp 48 - - - - 562900 4540 Cemetery Interment 186,825 184,090 135,111 164,836 173,078 562900 4541 Cemetery Lots 693,913 716,625 528,051 675,000 708,750 562900 4542 Cemetery Crypts 69,065 183,810 88,097 107,479 112,852 562900 4543 Cemetery Perpetual Care 36,869 70,000 52,097 63,559 66,736 562900 4808 Investment Income 20,952 10,776 189,273 - - 562900 4809 Finance Charges 8,219 8,500 6,766 8,255 8,667 562900 4810 Returned Check Fee 43 86 74 90 94 562900 4812 Sale of Surplus Property 4,125 - - - - 562900 4813 Rental Income 29,381 29,250 23,465 28,627 30,059 562900 4814 Miscellaneous Receipts 133,358 176,000 116,902 142,621 149,752 562900 4817 Misc. Taxable Sales 129,159 121,275 102,986 125,643 131,925 562900 4819 Donations 500 500 6,002 7,322 7,688 562900 4830 Interest on Leases 345 - - - - TOTAL CEMETERY 1,312,803 1,500,912 1,248,825 1,323,430 1,389,602 AVIATION OPERATING (564)
564900 4102 Current Unsecured Taxes 96,621 80,000 100,758 103,781 106,894 564900 4415 Cost Recovery/Reimbursed Exp - - 4,550 - - 564900 4707 Tie-Down Fees 9,818 12,485 7,823 8,058 8,300 564900 4708 Gate Access Fee 4,302 12,334 4,843 4,988 5,138 564900 4709 Fuel Flowage Fees 3,248 3,700 3,700 10,000 10,300 564900 4710 Ground Leases 119,359 126,788 142,734 147,016 160,000 564900 4808 Investment Income 2,149 - 17,547 - - 564900 4809 Finance Charges 431 - (78) - - 564900 4813 Rental Income 199,594 234,090 195,000 250,000 270,000 564900 4814 Miscellaneous Receipts 9,809 - - - - 564900 4819 Donations - - - - - 564900 4830 Interest on Leases 13,196 - - - - TOTAL AVIATION OPERATING 458,527 469,396 476,877 523,842 560,632 AVIATION PROJECTS/GRANTS (564910)
564910 4401 State Grants 30,048 5,872 15,872 - - 564910 4407 Federal Grants 128,658 135,995 135,995 - - TOTAL AVIATION PROJECTS/GRANTS 158,706 141,867 151,867 - - LIABILITY SELF-INSURANCE (602)
602900 4808 Investment Income 53,559 - - 602900 4814 Miscellaneous Receipts 7,343 - 1,000 TOTAL LIABILITY SELF-INSURANCE 60,902 - 1,000 LIABILITY SELF-INSURANCE (602)
602140 4814 Miscellaneous Receipts 1,000 1,500 TOTAL LIABILITY SELF-INSURANCE 1,000 1,500 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
12 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED INFORMATION TECHNOLOGY (604)
604900 4415 Cost Recovery/Reimbursed Exp - 100 - - - 604900 4705 Int Serv Rcpts: General Fund 4,041,273 4,347,511 4,347,511 2,753,037 2,425,294 604900 4706 Int Serv Rcpts: Non-Gen Fund 2,441,134 2,626,112 2,626,112 1,446,963 1,274,706 604900 4808 Investment Income (58,026) - 300,000 - - 604900 4812 Sale of Surplus Property 731 - 150 - - INFORMATION TECHNOLOGY (604) (CONT.)
TOTAL INFORMATION TECHNOLOGY 6,425,112 6,973,723 7,273,773 4,200,000 3,700,000 WORKERS COMP SELF-INSURANCE (606)
606951 4415 Cost Recovery/Reimbursed Exp 41,277 - 28,900 606951 4586 Worker's Comp Receipts 3,026,426 3,272,153 3,272,153 606951 4808 Investment Income 18,476 - 210,899 TOTAL WORKERS COMP SELF-INSURANCE 3,086,179 3,272,153 3,511,952 WORKERS COMP SELF-INSURANCE (606)
606141 4586 Worker's Comp Receipts 3,341,584 3,457,011 TOTAL WORKERS COMP SELF-INSURANCE 3,341,584 3,457,011 EQUIPMENT MAINTENANCE (607)
607900 4415 Cost Recovery/Reimbursed Exp 250,469 580,135 223,476 234,649 246,382 607900 4705 Int Serv Rcpts: General Fund 1,933,322 2,074,587 2,924,934 4,136,643 4,279,043 607900 4706 Int Serv Rcpts: Non-Gen Fund 5,457,052 5,813,576 6,128,738 5,785,404 6,057,547 607900 4803 L/CNG Outside Fuel Sales 611,273 830,446 1,054,807 1,107,547 1,162,924 607900 4808 Investment Income 10,923 10,500 275,318 - - 607900 4812 Sale of Surplus Property 3,375 - 61,697 3,000 3,000 607900 4814 Miscellaneous Receipts 1,512 - 5,042 - - TOTAL EQUIP MAINTENANCE 8,267,927 9,309,244 10,674,012 11,267,243 11,748,896 UTILITY BILLING (608)
608900 4415 Cost Recovery/Reimbursed Exp - 300 413 300 300 608900 4561 Water Turn-On 75,158 10,000 65,000 65,000 65,000 608900 4574 Utility Billing Service 1,750,000 2,150,000 2,150,000 1,400,000 1,400,000 608900 4808 Investment Income (8,195) 20,000 88,024 - - 608900 4809 Finance Charges 426,863 - 500,000 475,000 475,000 608900 4810 Returned Check Fee 13,475 8,500 16,500 15,000 15,000 608900 4812 Sale of Surplus Property 268 - - - - 608900 4814 Miscellaneous Receipts 34,017 30,000 30,000 25,000 25,000 608900 4820 Bad Debt Recoveries 6,854 500 3,000 2,000 2,000 TOTAL UTILITY BILLING 2,298,440 2,219,300 2,852,937 1,982,300 1,982,300 PAYROLL CLEARING ADMIN (609)
609900 4823 Pension Bond Allocation 519,146 392,455 392,455 407,455 422,455 TOTAL PAYROLL CLEARING ADMIN 519,146 392,455 392,455 407,455 422,455 SIMONDS ENDOWMENT (705)
705900 4808 Investment Income 360 - 2,022 - - TOTAL SIMONDS ENDOWMENT 360 - 2,022 - - PAULINE STANCLIFF MEMORIAL TRUST (706)
706900 4808 Investment Income 211 - 1,195 - - TOTAL PAULINE STANCLIFF MEMORIAL TRUST 211 - 1,195 - - COMMUNITY FACILITY DISTRICT TRUST (810)
810962 4415 Cost Recovery/Reimbursed Exp 835,700 801,352 798,852 822,621 842,924 810961 4415 Cost Recovery/Reimbursed Exp 761,448 747,606 764,150 765,091 760,447 810962 4808 Investment Income 67 100 - - - 810961 4808 Investment Income 58 100 - - - TOTAL COMMUNITY FACILITY DISTRICT TRUST 1,597,274 1,549,158 1,563,002 1,587,712 1,603,371 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
13 REVENUES
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED OBLIGATION PAYMENT (820166)
820166 4101 Current Secured Taxes 5,181 - - - - 820166 4808 Investment Income 84,730 - - - - TOTAL OBLIGATION PAYMENT 89,911 - - - - SUCCESSOR TO RDA DEBT SVC (820169)
820169 4808 Investment Income 7 - - - - TOTAL SUCCESSOR TO RDA DEBT SVC 7 - - - - TOTAL NON-GENERAL FUNDS 109,404,676 141,956,548 146,448,656 161,777,091 116,628,467 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
14 City Clerk
Mission Statement:
The City Clerk's Office is dedicated to promoting open government and offering the public access to all aspects of information pertaining to the City government, while providing the best possible service to residents, staff, and leadership of the City in a neutral and impartial manner.
Departmental Goals:
Administrate fair and impartial elections
Provide efficient service and information to the public Provide support services to the City Council and City departments Accurately record and maintain the proceedings, actions, and documentation of the City Council, the Redlands Financing Authority, and the Successor Agency to the Redevelopment Agency for legal, administrative, financial, and historical reference Work to improve the administration of the office consistent with applicable laws and, through automation, produce more rapid transparent access to government and fulfill the responsibilities of this department to the community
Sustainability Efforts:
Ongoing effort to digitize all record files for electronic access Emphasis on electronic format for all record requests Scanning of City Council, Successor Agency to the Redevelopment Agency, and Financing Authority minutes, contracts, resolutions, and ordinances for electronic access through the City’s website
Performance Measures:
Compliance with noticing requirements of the Brown Act for all meetings of the City Council, the Successor Agency to the Redevelopment Agency, the Redlands Financing Authority and City Commissions and Boards
Add 5,000 documents annually to the digital records database Provide on-line records research capability to the public Document proceedings associated with all City Council, Successor Agency, and Redlands Financing Authority meetings and make them accessible to staff and the public in a timely manner
Meet filing deadline for the economic interest statements from elected officials, appointed commissioners, designated staff members and consultants Meet filing deadline for campaign finance reporting for elected officials, candidates, and committees
Provide training to staff members to effectively utilize the City’s automated records system Publish legal notices of ordinances, resolutions, and public hearings in accordance with law
Program Description:
The City Clerk is the record keeper and guardian of our democratic process. In Redlands, the City Clerk is an elected official and is responsible directly to the voters. The department provides service to the public, City Council, City Manager, and all administrative departments.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
15 Program Objectives:
Maintain an open-door policy to the public
Conduct general municipal elections and special municipal elections in accordance with the California Elections Code and coordinate ballot measures, arguments, and impartial analysis documents
Coordinate actions with the County Registrar of Voters during primary, general, and special elections
Fulfill duties as filing officer for campaign statements for officeholders, candidates, and political action committees
Maintain an accurate record of City Council proceedings through a comprehensive general index of all minutes, resolutions, contracts, agreements, and deeds Act as secretary to the Successor Agency to the Redevelopment Agency and to the Redlands Financing Authority and maintain an accurate record of their proceedings through a comprehensive general index of all minutes, resolutions, contracts, agreements, and deeds
Act as Custodian of the City Seal and Custodian of the City's vital records from 1888-1964 Fulfill duties as Financial Disclosure Officer for conflict of interest filings for elected officials, designated staff, and various consultants
Coordinate legal publications and notices of ordinances, resolutions, and public hearings in a timely manner in accordance with law
Follow legal procedures for noticing regular, adjourned, and special meetings of the City Council, the Successor Agency to the R edevelopment Agency, the Redlands Financing Authority and all City Commissions and Boards
Maintain an open, diplomatic, and neutral relationship with news media Maintain the Redlands Municipal Code
Research, disseminate and provide information regarding City records as necessary Provide accessibility to City Council records through the City’s website and records management system
Manage the electronic recordation of City documents
Administer and file oaths of office
Department Innovations
E-Filing – Form 700 & Campaign Finance Reporting: FY 2022-23 procurement to establish e-Filing and management capability and provide automation of Campaign Finance Reporting for elected officials and committees and establish e-Filing for Statement of Economic Interest Forms (Form 700s) for elected officials, appointed commissioners, and designated staff members.
Improves office efficiency, streamlines the reporting processes using an electronic filing system, promotes transparency, and reduces paper.
Real-time Updates – The City’s archiving system, known as Laserfiche, allows the public the ability to browse, search, retrieve, download, and print documents. This enhances citizen awareness and promotes accountability and trust in government.
Strategic Goals – Supports Sustainability by enhancing fiscal and operational practices for maintaining fiscal stability, transparency, and data-driven decisions. Supports Equity and Inclusion by enhancing communication and engagement to ensure all parts of the community have easy access to information
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
16 Accomplishments for Fiscal Year 2023-2024:
Coordinated the submission of economic interest statements from elected officials, appointed commissioners, designated staff members and consultants Managed the biannual campaign finance reporting of elected officials and all committees Documented proceedings and decisions associated with all City Council regular and special meetings establishing the historical record
Documented proceeding and decisions associated with all regular and special meetings for Successor Agency to the Redevelopment Agency and for the Redlands Financing Authority Enhanced accessibility to City Council documents, including minutes, resolutions, ordinances, contracts, and deeds and easements directly through the City’s website Digitized City Council documents to document storage system, known as Laserfiche Managed and tracked Council Member Ethics Training requirements Electronically recorded City documents as needed
Complied with the noticing requirements of the Brown Act for all public meetings Published legal notices of ordinances, resolutions, and public hearings in accordance with law Conducted City Bid Openings in an impartial way
Maintained the Redlands Municipal Code
Significant Program Changes:
Administer the November 5, 2024, Municipal Election for two Council Member seats, Districts 2 and 4; one City Clerk seat at-large and one City Treasurer at-large seat in accordance with the California Elections Code
Manage the nomination, election, and campaign reporting for Council Member candidates, City Clerk and City Treasurer and managed financial reporting for committees Train one full-time employee, Assistant City Clerk position Attend training sessions hosted by the City Clerks Association of California
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
17 FUND ORGKEY
GENERAL FUND 101110
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 132,032 142,534 132,863 192,508 171,966 5002 Salaries: Part-Time 14,097 18,911 1,960 11,185 22,370 5202 Holiday Pay 1,671 - 5,775 687 2,454 5203 Bonus 3,500 - - - - 5401 Pension Contributions 38,158 41,748 40,486 59,428 51,074 5501 FICA/Medicare 11,696 11,981 10,812 15,658 15,066 5601 Deferred Compensation 1,845 1,845 1,845 3,045 3,045 5701 Health/Dental Insurance 14,100 19,238 14,377 35,582 30,860 5702 Workers' Comp Insurance 6,916 7,477 7,477 2,739 2,834 5703 Disability Insurance 1,166 529 1,260 318 - 5704 Unemployment Insurance 240 1,302 1,957 1,302 1,302 5705 Life Insurance 63 126 63 158 126 5802 Eyecare Reimbursement - 225 225 450 300 5803 Clothing Allowance 300 300 300 150 - 5903 Other Taxable Benefits - 4,923 - 150 150 TOTAL SALARIES AND BENEFITS 225,784 251,139 219,400 323,360 301,547
SERVICES
6201
Elections 79,910 150,000 - 300,000 150,000 6401 Meeting & Prof Development - 1,575 - 3,000 3,060 6402 Travel Expense/Reimbursement - 237 - 250 255 6601 Postage 400 578 578 500 510 6710 Special Contractual Services 12,128 14,979 12,613 13,223 13,335 6802 Info Tech Service Charges 29,628 31,873 31,873 19,039 16,772 6901 Printing and Binding 22 772 400 408 416 6902 Advertising 18,727 17,640 17,640 17,993 18,353 6906 Office Equip & Furn Rent 1,801 2,481 2,481 2,531 2,582 6907 Comms Service & Rental 590 1,021 1,021 1,041 1,062 6909 Subscriptions & Memberships 421 420 420 428 437 TOTAL SERVICES 143,627 221,576 67,026 358,413 206,782
SUPPLIES
7002 Office Supplies 1,054 1,103 1,103 1,125 1,148 7101 Office Equipment & Furniture - 551 551 562 573 TOTAL SUPPLIES 1,054 1,654 1,654 1,687 1,721 DEPARTMENT TOTAL 370,465 474,369 288,080 683,460 510,050
DEPARTMENT/DIVISION
CITY CLERK
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
18 City Council
Mission Statement:
The City Council is dedicated to responding to the changing needs in our community and to ensuring that Redlands remains a distinctive place in which to live and work.
Departmental Goals:
Hold regular meetings to conduct City business and hear public input on all issues Remain open and responsive to the concerns of the community Formulate policies and goals and, through the City Manager, direct the use of resources for the attainment of these policies and goals
Monitor and seek to influence state and federal legislation to better address the concerns of the City of Redlands
Encourage community involvement through the appointment of citizens to City-sanctioned commissions, boards, and committees
Program Description:
The City Council provides direction upon which al l City actions, programs, and priorities are based. The City Council relies on the input of the City Manager and his staff, as well as recommendations from various commissions an d boards. The Council further represents City interests through participation in local and regional organizations.
Program Objectives:
Conduct regular bi-monthly meetings and special meetings as necessary to effectively complete the City’s business
Maintain active participation in various local and regional organizations Provide input to the appropriate legislators on issues that will affect the City
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
19 FUND ORGKEY
GENERAL FUND 101100
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 106,715 107,417 114,705 140,444 143,850 5002 Salaries: Part-Time 859 - 11,772 21,746 21,746 5006 Elected Official Compensation 55,893 84,000 85,900 84,000 84,000 5101 Overtime Salaries - 5,857 - - - 5202 Holiday Pay 616 - 676 - - 5203 Bonus 5,590 - 1,080 1,123 1,145 5204 Accrual Payout 781 - 475 - - 5301 Banked Leave Buy Back 805 5,857 293 10,021 8,683 5401 Pension Contributions 36,948 31,703 47,390 41,640 40,588 5501 FICA/Medicare 11,619 13,549 15,450 17,348 17,616 5601 Deferred Compensation 4,076 1,356 9,025 3,044 3,089 5701 Health/Dental Insurance 25,563 34,893 31,075 33,351 32,412 5702 Workers' Comp Insurance 2,766 2,991 2,991 2,739 2,739 5703 Disab ility Insurance 191 305 290 369 377 5704 Unemployment Insurance 292 2,660 3,496 3,116 3,116 5705 Life Insurance 76 71 72 74 74 5801 Vehi c
le Allowance - - 1,575 1,380 1,380 5802 Eyecare Reimbursement - 254 254 354 354 5803 Clothing Allowance - 150 150 150 150 5903 Other Taxable Benefits 83 3,965 95 102 102 TOTAL SALARIES AND BENEFITS 252,872 295,028 326,764 361,001 361,421
SERVICES
6102 Legal Services 211,894 25,000 12,561 25,000 200,000 6401 Meeting & Prof Development 1,350 2,625 2,025 2,678 2,731 6402 Travel Expense/Reimbursement 3,372 3,565 6,200 3,636 3,709 6403 Training - 2,625 5,875 2,678 2,731 6510 Other Insurance 3,205 3,675 3,805 3,749 3,823 6601 Postage 450 137 408 139 142 6708 Special Program Expenditures 10,736 10,710 6,800 10,924 11,143 6802 Info Tech Service Charges 11,851 12,749 12,749 15,231 13,418 6901 Printing and Binding 3,476 7,494 1,630 7,644 7,796 6906 Office Equip & Furn Rent 3,741 2,542 2,222 2,593 2,645 6909 Subscriptions & Memberships 78,323 81,034 118,431 121,984 125,643 TOTA
L SERVICES 328,396 152,155 172,706 196,255 373,782
SUPPLIES
7002 Office Supplies 2,269 1,050 1,200 1,071 1,092 7101 Office Equipment & Furniture 350 - - - - 7807 Food 785 263 573 800 816 TOTAL SUPPLIES 3,403 1,313 1,773 1,871 1,908 DEPARTMENT TOTAL 584,672 448,496 501,243 559,127 737,111
DEPARTMENT/DIVISION
CITY COUNCIL
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
20 City Manager
Mission Statement:
The City Manager’s Office is dedicated to managing all City services in the most efficient, effective, and economical manner possible while maintaining excellent customer service through a high degree of professionalism.
Departmental Goals:
• Implement the policy direction of the City Council
• Provide leadership and direction to all City departments • Promote favorable working relationships with our business community, community organizations, and citizens
• Promote transparency in government
• Guard the quality of life that residents enjoy through the maintenance of existing programs and service levels
Sustainability Efforts:
• Continued implementation of paperless processes
• Purchase and use of recycled paper for copying and printing • The ongoing effort to scan and store files electronically
Program Description:
The City Manager’s Office provides centralized direction and leadership for the effective administration and operation of all municipal services for the City of Redlands as directed by the City Council. Operating under the traditional Council -Manager form of government, the City Manager is appointed by the five-member City Council and is responsible for the day -to-day operations of the City. The City Manager’s Office leadership team includes two Assistant City Managers and a Public Information Officer. The office provides strategic direction to departments and monitors the progress made toward achieving the goals and objectives.
The City Manager’s office is committed to developing a culture of innovation by integrating strategic management and best practices into government operations. By doing so, the organization continually improves performance, maximizes efficiencies, and creates value for the tax dollar.
Program Objectives:
• Provide leadership, management, and direction to all City departments • Compile and distribute agenda packets for all Council meetings • Oversee the preparation of the annual budget
• Guide the City’s Strategic Plan and Vision
• Be available to the public as the need arises
• Maintain effective working relationships with other cities, counties, state and federal agencies
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
21 Accomplishments for Fiscal Years 2022-23 and 2023-24:
• Provided leadership, management, and direction to all City departments • Coordinated and assembled 21 regular City Council Meeting Agenda Packets and 11 City Council Special Meeting Agenda Packets for 2022/23, and 16 regular Meeting Packets with 5 Special Meeting Packets to date for 2023/24.
• Coordinated and processed approximately 250 resident service requests for 2022/23 and 190 to date for 2023/24
• Reviewed an average of 27 agenda items per City Council meeting for 2022/23, and 23 to date for 2023/24.
Communications and Community Relations
The Communications and Community Relations division of the City Manager’s office oversees the City’s communication initiatives , and social media platforms and responds on behalf of the City to inquiries from the media and the public. The division educates and informs residents, visitors, and businesses about City programs, services , and events. Using targeted communication strategies in cooperation with other City departments, the division engages the community in the governmental process, facilitates transparency, enhances tourism, supports local industries, promotes business attraction and retention, and increases participation in City programs and activities to generate additional revenue and to strengthen the quality of life.
Included in the division is Redlands TV (RTV), the City’s government access cable TV facilities and operations . RTV televises and records live events, such as City Council and Planning Commission meetings, provides a Community Events Bulletin Board, and creates or contracts original informational videos highlighting City services and programs. RTV programming is available to cable television subscribers through Spectrum (Channel 3) and Frontier Communications (Channel 35).
Program Objectives:
• Administer the City’s community relations and public information programs, including media relations, videos, and other information on Redlands TV, the City’s social media platforms , and other communications avenues.
• Provide a forum for community events and public service messages relevant to Redlands audiences.
• Continually explore new platforms and communications and outreach avenues, incorporating them into the overall communication and outreach strategy. • Regularly televise all City Council and Planning Commission meetings with scheduled replays intended to provide access for all Redlands citizens.
• Use available video technology and media to provide an outlet, informing Redlands residents of available City events and services or specific public service information.
Accomplishments for Fiscal Years 2022-23 and 2023-24:
• Provided staff support and facilitated completion of the 2022 and 2023 National Community Surveys, a benchmarking survey that provided a comprehensive picture of livability and resident perspectives and attitudes on government services, policies, and management. The survey provides a benchmark to measure Redlands against other similar communities and a baseline for measuring the progress of City service enhancements and initiatives.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
22 • Managed the City’s rebranding effort, which delivered the city a new brand and visual identity, including a new city logo and logo variations, font, and color palette, as well as new graphical elements and templates.
• Provided staff support and helped to facilitate the development of the City’s Six-Year Strategic Plan.
• Promoted transparency in government through:
o Live broadcasting of all City meetings and Planning Commission meetings on Redlands TV; Web-streaming of live City Council meetings and archived meeting videos o Promoted open, clear, and frequent communication through:
Monitored community social networking sites, kept staff apprised of public reactions to City issues, and responded when appropriate
Redlands 311 mobile app
City’s Speakers Bureau
Issuance of approximately 300 press releases promoting City activities and economic development, providing public safety informati on, and providing information on City Council actions
• PIO responded to numerous unique press requests not related to press releases • Produced weekly video series Pet of the Week, a weekly video series introducing adoptable animals from the Redlands Animal Shelter;
• Produced several city event videos including:
o Annual Christmas Parade
o Christmas Tree Lighting
o Redlands City Employee Holiday Video
o Annual Community Service Day
o Ribbon cutting videos for City facility projects
• Provided support to all City departments taking video/photos of city services. • Monitored and created all Public Service Announcements for Redlands television Bulletin Board.
• Provided support to all other departments and City Council in media interviews. • Monitored press coverage of the City, including newspapers, television, and radio, and provided periodic news digests to staff and elected officials. • Provided support to all City departments in preparing and reviewing memos and other written communication for both internal and external distribution.
Grants Coordinating Office
The Grants Coordinating office was established in September 2021 and is a new division of the City Manager’s office. The division is responsible for performing a variety of duties related to grant development, grant writing, and grant monitoring and reporting. Working with departments throughout the City, the Grants Coordinating office also researches grant opportuniti es to determine applicability, prepares grant applications, compiles proposed project information, and aligns project needs with fund goals. The division monitors grant activity, composes and submits quarterly grant reports on project progress, and is responsible for submitting all final close-out grant materials.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
23 Program Objectives:
• Maintain grant records and files
• Communicate grant projects to the community and solicit feedback for program implementation
• Provide information and assistance to departments in applying for grants • Provide centralized information regarding grant funding opportunities, Uniform Guidance requirements, and other compliance
• Implement grant projects
• Coordinate grant activities with other departments
Accomplishments for Fiscal Years 2022-23 and 2023-24:
• ARPA SLFRF Funds Reprogramming: City Council approved the reallocation of ARPA SLFRF Funds, ensuring resources are efficiently used.
• Administrative Assistant Staff Funding: Approved funding for two limited-term administrative assistant staff, strengthening our operational capacity. • Redlands Ranch Market Amendment: Negotiated a Second Amendment to extend services to Grocery Gift Card recipients, improving resource accessibility. • Second Round Approval for Grocery Gift Card Program: Secured City Council approval for another round of the program, further assisting community members in need. • Successful Promotion of Second Round Grocery Gift Card: Successfully promoted the program, attracting applications near the goal within a month. • Increase in Utility Program Recipients: Outreach via mail inserts led to a 30% rise in Utility Program participation.
• Encampment Resolution Grant Funding Acquisition: Collaborated to secure funding, advancing efforts in addressing homelessness.
• CalRecycle SB 1383 Funding Acquisition: Collaborated to secure funding, supporting environmental sustainability initiatives.
• Favorable Single Audit Report for FY22/23: Received a positive report with no findings or questioned costs for major federal programs, demonstrating effective management. • Execution and Reporting for JAG Program: Executed grant claims and agreements, ensuring compliance and accountability.
• Financial Reporting for Building Forward Library Grant: Successfully completed financial reporting for the Building Forward Library Grant, ensuring transparency and accountability. • Redlands HomeKey Project Milestone: Reached several milestone in partnership with division partners for the Redlands HomeKey Project, marking progress towards project objectives.
Homeless Solutions Office
The City Homeless Solutions Office provides support and administrative oversight for the development and implementation of homeless services, coordinates with outside agencies, and ensures that programs and resources across all departments are aligned with the City's goals to address homelessness.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
24 Program Objectives:
• Plan, organize, coordinate, and evaluate the activities of the City to address and end homelessness;
• Develop and implement new strategies in coordination with other agencies; • Prepare and negotiate contracts for supportive services and housing solutions for homeless;
• Collaborate with other local businesses, non-profits, and community groups in the coordination and delivery of services to the homeless;
• Coordinate City policies and activities with local, regional, state, and federal homeless programs;
• Prepare and administer grant applications;
• Participate in public outreach and education;
• Prepare and monitor annual budget for homeless programs; • Manage the City's annual point in time count;
• Work with Code Enforcement to monitor and address blight within the City; • Prepare and present oral and written reports to various departments, commissions, City Council, and other community groups on homeless issues
Accomplishments for Fiscal Years 2022-23 and 2023-24:
• The City Homeless Solutions Office supported the City Council, City Manager and all City departments, boards, commissions, and committees in achieving the City Council’s homeless services initiatives while limiting risk and costs to the taxpayers. • Received $4.5 million in homeless service grants.
• Housed 150 persons in permanent housing and 80 persons in shelter/hotels in Fiscal Year 2022-23. Housed 80 persons in permanent housing and 90 persons in shelter/hotels in Fiscal Year 2023-24.
• Developed four street outreach teams and one behavioral health outreach team.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
25 City Homeless Solutions
Mission Statement:
The City Homeless Solutions Office is dedicated to providing housing and outreach for all unhoused persons in the City in the most efficient, effective, and economical manner practical to help attain the City Council’s goals and the City Departments’ program objectives.
Departmental Goals:
Proactively provide high quality, ethical, and timely services to unhoused persons in the City of Redlands such as: shelter, transitional housing, permanent housing, outreach, connection to substance abuse mental health and other services.
Provide accurate reports/information about Redlands homeless data to City Council, City Manager, City Departments, and appointed boards and commissions, to assist the City Council and City Departments achieve their goals and objectives. Resolve all person’s unhoused issues efficiently and cost-effectively, while protecting the City’s legal interests.
Sustainability Efforts:
Inclusion of sustainable measures in public project contracts and procurement documents. Continued progress toward “paperless” processes and operations where possible, practical, and effective.
Purchase and use of recycled paper for copying and printing, and other available recycled products.
The ongoing effort to scan and store files electronically.
Program Description:
The City Homeless Solutions Office provides support and administrative oversight of the development and implementation of homeless services, coordinates with outside agencies, and ensures that programs and resources across all departments are aligned with the City's goals to address homelessness.
Program Objectives:
Plan, organize, coordinate, and evaluate the activities of the City to address and end homelessness;
Develop and implement new strategies in coordination with other agencies; Prepare and negotiate contracts for supportive services and housing solutions for homeless;
Collaborate with other local businesses, non-profits, and community groups in the coordination and delivery of services to the homeless;
Coordinate City policies and ac tivities with local, regional, state, and federal homeless programs;
Prepare and administer grant applications;
Participate in public outreach and education;
Prepare and monitor annual budget for homeless programs; Manage the City's annual point in time count;
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
26 Work with Code Enforcement to monitor and address blight within the City; Prepare and present oral and written repor ts to various departments, commissions, City Council, and other community groups on homeless issues
Accomplishments for Fiscal Years 2022-23 and 2023-24:
The City Homeless Solutions Office supported the City Council, City Manager and all City departments, boards, commissions, and committees in achieving the City Council’s homeless services initiatives while limiting risk and costs to the taxpayers. Received $4.5 million in homeless service grants.
Housed 150 persons in permanent housing and 80 per sons in shelter/hotels in Fiscal Year 2022-23. Housed 80 persons in permanent housing and 90 persons in shelter/hotels in Fiscal Year 2023-24.
Developed four street outreach teams and one behavioral health outreach team City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
27 FUND ORGKEY
GENERAL FUND 101120
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 385,261 449,507 449,023 493,028 508,065 5002 Salaries: Part-Time 1,060 - 1,589 - - 5202 Holiday Pay 1,274 - 677 - - 5203 Bonus 9,090 - 1,080 1,123 1,145 5204 Accrual Payout 8,458 - 1,040 - - 5301 Banked Leave Buy Back 805 6,616 - 10,884 9,607 5401 Pension Contributions 51,038 131,901 71,040 151,611 148,760 5501 FICA/Medicare 23,080 24,955 27,327 29,081 30,350 5601 Deferred Compensation 41,049 13,592 53,043 30,474 30,519 5701 Health/Dental Insurance 49,379 74,507 60,439 64,237 65,442 5702 Workers' Comp Insurance 12,449 13,459 13,459 10,955 11,336 5703 Disab ility Insurance 131 305 290 369 377 5704 Unemployment Insurance (1,184) 1,298 1,676 1,319 1,319 5705 Life Insurance 169 188 187 192 192 5801 Vehicle Allowance 5,160 5,160 9,100 6,540 6,540 5802 Eyecare Reimbursement 225 673 673 912 912 5803
Clothing Allowance - 150 150 150 150 5903 Other Taxable Benefits 761 5,830 95 381 381 5905 Employee Wellness Program 455 - 390 - - TOTAL SALARIES AND BENEFITS 588,658 728,141 691,278 801,256 815,095
SERVICES
6005 License & Permits 1,597 2,205 1,729 2,249 2,294 6106 Other Professional Services 500 10,500 14,400 10,000 10,200 6304 Telephone 2,514 2,400 3,000 3,000 3,060 6401 Meeting & Prof Development 1,748 4,725 3,097 4,820 4,916 6402 Travel Expense/Reimbursement 1,499 2,100 10,000 7,500 7,650 6403 Training 1,542 1,575 7,600 4,000 4,080 6601 Postage 246 300 120 122 124 6703 Software Support/Development - 15,750 - - - 6802 Info Tech Service Charges 53,331 57,372 57,372 53,309 46,963 6803 City Garage Charges 674 - 790 806 822 6901 Printing and Binding 833 1,575 1,630 - - 6907 Comms Service & Rental 1,331 1,323 - - - 6909 Subs
criptions & Memberships 6,299 4,410 6,000 6,120 6,242 TOTAL SERVICES 72,113 104,235 105,738 91,926 86,352
SUPPLIES
7001 Books & Supplies - 276 - 281 287 7002 Office Supplies 5,362 2,756 1,262 2,811 2,868 7005 Photo & Copying Supplies - 551 552 951 - 7101 Office Equipment & Furniture 4,390 3,500 4,273 4,390 4,478 7802 Purchased Water 1,036 331 1,300 337 344 7807 Food 1,169 551 1,050 562 574 7810 Special Departmental Supplies 897 1,654 - 1,687 1,721 TOTAL SUPPLIES 12,854 9,619 8,437 11,020 10,270 DIVISION TOTAL 673,625 841,995 805,453 904,201 911,717
DEPARTMENT/DIVISION
CITY MANAGER
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
28 FUND ORGKEY
GENERAL FUND 101121
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 330,275 357,890 364,625 373,284 380,834 5101 Overtime Salaries - - 4,800 5,000 5,000 5202 Holiday Pay 5,168 - 1,011 - - 5203 Bonus 11,075 - 900 732 747 5204 Accrual Payout 1,718 - 3,042 - - 5301 Banked Leave Buy Back 4,044 17,782 101,145 25,793 24,429 5401 Pension Contributions 98,463 105,026 110,737 115,911 112,581 5501 FICA/Medicare 25,918 26,222 35,292 29,315 29,863 5601 Deferred Compensation 19,191 6,139 26,187 16,366 16,131 5701 Health/Dental Insurance 46,613 52,567 50,690 53,455 54,317 5702 Workers' Comp Insurance 5,533 5,982 5,982 8,216 8,502 5703 Disab ility Insurance - - 853 987 1,006 5704 Unemployment Insurance 252 1,367 1,367 1,367 1,367 5705 Life Insurance 198 198 200 198 198 5801 Vehicle Allowance - - 1,313 900 900 5802 Eyecare Reimbursement 326 709 709 945 945 5803 C l
othing Allowance - - 300 300 300 5903 Other Taxable Benefits 473 12,810 323 323 323 TOTAL SALARIES AND BENEFITS 549,247 586,692 709,476 633,092 637,443
SERVICES
6106 Other Professional Services 27,149 30,707 28,599 32,140 32,826 6304 Telephone 418 525 525 536 546 6401 Meeting & Prof Development 295 1,575 1,575 1,607 1,639 6402 Travel Expense/Reimbursement 1,749 1,575 1,575 3,000 3,000 6403 Training 476 2,625 2,625 5,000 5,000 6703 Software Support/Development - 1,707 3,107 3,589 3,661 6708 Special Program Expenditures - 50,000 - - - 6710 Special Contractual Services - 35,000 85,000 - - 6802 Info Tech Service Charges 23,702 25,499 25,499 15,231 13,418 6803 City Garage Charges 66 789 4,074 4,961 5,168 6907 Communications Service - - 1,964 1,834 1,870 6909 Subscriptions & Memberships 7,626 7,530 4,737 5,199 5,303 TOTAL SERVICES 61,481 157,532 159,280 73,095 72,431
SUPPLIES
7002 Of
fice Supplies 119 - - 500 510 7004 Uniform/Safety Clothing - 525 525 536 546 7101 Office Equipment & Furniture 38 1,050 1,050 1,071 1,092 7810 Special Departmental Supplies - 1,500 1,500 1,530 1,561 7812 Audio-Visual Materials - 1,575 1,575 1,607 1,639 7901 Non-Capital Expenditures 7,357 - 5,000 5,000 5,000 TOTAL SUPPLIES 7,514 4,650 9,650 10,243 10,348
FIXED ASSETS
8706 All Other Equipment - 30,000 - - - TOTAL FIXED ASSETS - 30,000 - - - DIVISION TOTAL 618,242 778,874 878,406 716,430 720,221
DEPARTMENT/DIVISION
COMMUNICATIONS AND COMMUNITY RELATIONS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
29 FUND ORGKEY
GENERAL FUND 101123
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 185,221 206,023 206,895 5101 Overtime Salaries 290 - - 5202 Holiday Pay 2,148 - 1,067 5203 Bonus 7,383 - 600 5204 Accrual Payout 266 - 1,261 5301 Banked Leave Buy Back 2,666 8,555 3,026 5401 Pension Contributions 54,766 60,478 62,431 5501 FICA/Medicare 13,557 14,642 15,256 5601 Deferred Compensation 12,532 3,973 19,239 5701 Health/Dental Insurance 24,573 44,750 41,403 5702 Workers' Comp Insurance 5,533 5,982 5,982 5703 Disability Insurance 386 540 474 5704 Unemployment Insurance 168 911 1,936 5705 Life Insurance 133 132 133 5801 Vehicle Allowance - 173 875 5802 Eyecare Reimbursement 225 300 300 5803 Clothing Allowance 300 - 300 5805 Clothing Cash Payment - - - 5903 Other Taxable Benefits 165 6,291 165 TOTAL SALARIES AND BENEFITS 310,312 352,750 361,343
SERVICES
6106 Other Professional Services - 5,000 5,000 6304 Telephone 418 662 - 6401 Meeting & Prof Development - 882 - 6402 Travel Expense/Reimbursement - 2,205 2,518
6403 Training - 662 200 6601 Postage 62 450 - 6703 Software Support/Development - 330 - 6710 Special Contractual Services - 330 - 6802 Info Tech Service Charges 23,702 25,499 25,499 6901 Printing and Binding - 4,300 600 6906 Office Equip & Furn Rent 3,191 2,693 2,693 6909 Subscriptions & Memberships 777 992 900 TOTAL SERVICES 28,150 44,005 37,410
SUPPLIES
7002 Office Supplies 2,748 1,929 1,800 7003 Awards/Recognition Prgm 1,131 880 880 7004 Uniform/Safety Clothing 578 165 158 7101 Office Equipment & Furniture - 5,292 - 7102 Small Tools & Equipment - 220 50 7203 Office Equipment Maintenance - 330 - 7208 Repair/Maintenance Supplies - 115 100 7209 Janitorial Supplies - 115 100 7211 Computer Components - 2,257 2,257 7802 Purchased Water 258 135 150 7806 Promotional Supplies - 115 - 7807 Food 62 220 100 7810 Special Departmental Supplies 10 2,600 600 7901 Non-Capital Expenditures - 992 - TOTAL SUPPLIES 4,787 15,365 6,195 DIVISION TOTAL 343,248 412,120 404,948
Please note: This division was transferred to Management Services Department, orgkey 101503.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
PURCHASING
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
30 FUND ORGKEY
GENERAL FUND 101124
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6601 Postage - - 33 - - 6710 Special Contractual Services 13,325 13,618 10,927 13,890 14,168 6906 Office Equip & Furn Rent 4,476 5,513 637 - - 6907 Comms Service & Rental 1,580 2,756 1,780 1,816 1,852 6912 Reimbursed Expenditures (4,429) (20,000) - - - TOTAL SERVICES 14,952 1,887 13,377 15,706 16,020
SUPPLIES
7002 Office Supplies 218 110 110 112 114 7005 Photo & Copying Supplies - 1,155 - - - 7203 Office Equipment Maintenance 764 2,756 1,500 2,811 2,868 7810 Special Departmental Supplies 218 525 - - - TOTAL SUPPLIES 1,200 4,547 1,610 2,924 2,982 DIVISION TOTAL 16,152 6,433 14,987 18,630 19,002
DEPARTMENT/DIVISION
PRINT SHOP
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
31 FUND ORGKEY
GOVERNMENTAL GRANT FUND 200120
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 236,242 1,801,348 2,033,348 - - 5002 Salaries: Part-Time 76,211 - - - - 5101 Overtime Salaries 125 - - - - 5203 Bonus 3,500 - - - - 5204 Accrual Payout 619 - - - - 5301 Banked Leave Buyback 1,715 - - - - 5401 Pension Contributions 91,507 - - - - 5501 FICA/Medicare 22,406 - - - - 5601 Deferred Compensation 159 - - - - 5701 Health/Dental Insurance 44,096 - - - - 5703 Disability Insurance 858 - - - - 5704 Unemployment Insurance 2,396 - - - - 5705 Life Insurance 189 - - - - 5804 Uniform Rental 55 - - - - 5903 Other Taxable Benefits 38 - - - - TOTAL SALARIES AND BENEFITS 480,116 1,801,348 2,033,348 - -
SERVICES
6106
Other Professional Services 450 5,330 5,330 - - 6403 Training - 288 288 - - 6703 Software Support/Development 13,174 10,608 10,608 - - 6704 Community Grant Award 145,000 55,000 - - - 6708 Special Program Expenditures 1,810,759 6,938,576 6,761,576 - - 6710 Special Contractual Services 27,523 94,157 94,157 - - 6902 Advertising 100 - - - - 6903 Janitorial Services - 15,000 15,000 - - TOTAL SERVICES 1,997,006 7,118,959 6,886,959 - -
SUPPLIES
7002 Office Supplies 99 5,000 5,000 - - 7201 Hardware Maint/Replace 267 - - - - 7804 Medical Supplies 2,034 - - - - 7810 Special Departmental Supplies 1,120 6,063 6,063 - - 7901 Non-capital Expenditures 689 - - - - TOTAL SUPPLIES 4,208 11,063 11,063 - -
FIXED ASSETS
8401 Wastewater Infrastructure - 1,000,000 1,000,000 - - 8704 Motor Vehicles 43,962 -
- - -
8706 All Other Equipment 66,476 - - - - TOTAL FIXED ASSETS 110,437 1,000,000 1,000,000 - - DEPARTMENT TOTAL 2,591,767 9,931,370 9,931,370 - -
DEPARTMENT/DIVISION
CITY MANAGER GRANTS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
32 FUND ORGKEY
GENERAL FUND 101125
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 252,616 602,968 325,106 5202 Holiday Pay 782 - 1,987 5203 Bonus 11,925 - 900 5204 Accrual Payout 4,047 - 1,246 5301 Banked Leave Buy Back 1,721 14,725 3,659 5401 Pension Contributions 73,185 127,707 96,697 5501 FICA/Medicare 18,999 30,507 24,443 5601 Deferred Compensation 10,450 5,655 18,520 5701 Health/Dental Insurance 26,313 98,831 43,468 5702 Workers' Comp Insurance 24,321 26,295 26,295 5703 Disability Insurance 156 441 177 5704 Unemployment Insurance 389 1,975 2,879 5705 Life Insurance 169 287 199 5801 Vehicle Allowance - - 3,613 5802 Eyecare Reimbursement 1,944 1,024 1,024 5803 Clothing Allowance - 240 240 5903 Other Taxable Benefits 605 11,264 1,069 TOTAL SALARIES AND BENEFITS 427,622 921,919 551,522
SERVICES
6007 Penalties and Interest - - 56 6102 Legal Services 35,063 24,500 16,000 6105 Medical/Physicals 26,723 22,500 26,500 6106 Other Professional Services 2,381 102,125 51,593 6304 Telephone 1,813 - 1,000 6401 M
eeting & Prof Development 1,209 2,400 2,400 6402 Travel Expense/Reimbursement 725 3,500 3,500 6505 Retiree Health Insurance 3,680,281 4,933,872 4,530,000 6601 Postage 1,135 1,000 1,600 6702 Fingerprinting 9,584 8,500 7,800 6703 Software Support/Development 5,645 2,275 2,275 6710 Special Contractual Services 190 36,000 1,000 6802 Info Tech Service Charges 94,810 101,994 101,994 6901 Printing and Binding - 1,000 1,000 6902 Advertising - 500 500 6906 Office Equip & Furn Rent 2,114 9,075 5,000 6909 Subscriptions & Memberships 4,524 6,000 6,000 TOTAL SERVICES 3,866,198 5,255,241 4,758,218
SUPPLIES
7001 Books & Supplies 718 620 620 7002 Office Supplies 1,659 2,500 2,500 7003 Awards/Recognition Prgm 11,280 12,569 12,569 7101 Office Equipment & Furniture 358 5,000 5,000 7211 Computer Components - 3,000 3,000 7806 Promotional Supplies 294 800 800 7807 Food 2,710 2,500 2,500 7810 Special Departmental Supplies 2,083 3,101 3,000 TOTAL SUPPLIES 19,100 30,090 29,989 DIVISION TOTAL 4,312,920 6,207,250 5,339,729 DEPARTMENT TOTAL 6,548,860 8,695,168 7,944,766 2,198,388 2,388,052 Please note: This division was transferred to the Human Resources Department, orgkey 101140.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
HUMAN RESOURCES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
33 FUND ORGKEY
LIABILITY SELF INSURANCE FUND 602900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 124,747 233,523 167,626 5202 Holiday Pay 732 - 871 5203 Bonus 5,950 - - 5204 Accrual Payout 110 - 539 5301 Banked Leave Buy Back 1,208 2,967 2,121 5401 Pension Contributions 5,089 32,540 49,645 5501 FICA/Medicare 9,732 7,727 12,843 5601 Deferred Compensation 3,734 1,427 5,644 5701 Health/Dental Insurance 13,591 17,508 28,421 5702 Workers' Comp Insurance 2,766 2,991 2,991 5703 Disability Insurance 79 220 88 5704 Unemployment Insurance 216 521 1,516 5705 Life Insurance 96 76 114 5802 Eyecare Reimbursement - 270 270 5803 Clothing Allowance - 120 120 5901 Compensated Absences Expense 498 - - 5903 Other Taxable Benefits 80 2,910 447 TOTAL SALARIES AND BENEFITS 168,628 302,799 273,256
SERVICES
6102 Legal Services 346,201 258,500 480,000 6304 Telephone 1,344 - 800 6401 Meeting & Prof Development 350 900 900 6402 Travel Expense/Reimbursement - 900 900 6501 Settlements/Judgments 1,716,317 10,000 10,000 6502 Property Insurance 1,292,633 1,575,804 2,000,067
6505 Retiree Health Insurance 11,481 14,500 - 6506 Premiums for Excess Coverage 1,376,504 1,790,550 1,696,140 6507 Liability Claims 2,374,997 610,000 176,000 6510 Other Insurance 24,428 18,876 22,300 6601 Postage - 100 100 6710 Special Contractual Services 92,759 77,263 95,000 6802 Info Tech Service Charges 11,851 12,749 12,749 6901 Printing and Binding - 100 100 6906 Office Equip & Furn Rent 692 750 750 6909 Subscriptions & Memberships 150 175 175 TOTAL SERVICES 7,249,708 4,371,167 4,495,981
SUPPLIES
7002 Office Supplies 133 500 500 TOTAL SUPPLIES 133 500 500 FUND TOTAL 7,418,469 4,674,466 4,769,737 Please note: This division was transferred to the Human Resources Department, orgkey 602140.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
RISK MANAGEMENT
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
34 FUND ORGKEY
WORKERS' COMPENSATION FUND 606951
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 109,641 165,135 137,770 5202 Holiday Pay 336 - 935 5203 Bonus 4,200 - - 5204 Accrual Payout 150 - 651 5301 Banked Leave Buy Back 1,496 2,446 2,366 5401 Pension Contributions 340,314 33,054 40,977 5501 FICA/Medicare 8,226 7,755 10,530 5601 Deferred Compensation 4,413 1,888 7,092 5701 Health/Dental Insurance 11,398 21,409 20,171 5703 Disab ility Insurance 79 220 88 5704 Unemployment Insurance 120 477 1,299 5705 Life Insurance 60 69 70 5802 Eyecare Reimbursement - 248 248 5803 Clothing Allowance - 120 120 5901 Compensated Absences Expense 1,622 - - 5903 Other Taxable Benefits 90 3,437 338 TOTAL SALARIES AND BENEFITS 482,145 236,257 222,655
SERVICES
6102 Legal Services 145,484 165,000 81,000 6106 Other Professional Services 21,846 29,559 1,850 6401 Meeting & Prof Development - 600 600 6402 Travel Expense/Reimbursement - 1,200 1,200 6505 Retiree Health Insurance 20,813 16,500 3,400 6506 Premiums for Excess Coverage 241,269 277,366 233,702 6509 Wor
ker's Comp Claims 185,188 1,650,000 910,000 6710 Special Contractual Services 200,682 323,521 300,000 6802 Info Tech Service Charges 159,992 172,116 172,116 6804 General Govt Service Charge 48,947 51,394 51,394 6901 Printing and Binding - 50 50 6906 Office Equip & Furn Rent 692 750 750 TOTAL SERVICES 1,024,914 2,688,056 1,756,062
SUPPLIES
7002 Office Supplies - 300 300 7101 Office Equipment & Furniture 243 1,500 1,500 TOTAL SUPPLIES 243 1,800 1,800 DIVISION TOTAL 1,507,302 2,926,114 1,980,517 Please note: This division was transferred to the Human Resources Department, orgkey 606141.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
WORKERS' COMPENSATION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
35 FUND ORGKEY
WORKERS' COMPENSATION FUND 606952
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 97,485 135,527 120,950 5202 Holiday Pay 584 - 437 5203 Bonus 3,850 - - 5204 Accrual Payout 95 - 516 5301 Banked Leave Buy Back 980 2,972 1,407 5401 Pension Contributions 28,233 34,551 35,738 5501 FICA/Medicare 7,565 8,390 9,229 5601 Deferred Compensation 2,743 1,776 4,991 5701 Health/Dental Insurance 9,605 20,062 15,456 5703 Disability Insurance 39 110 44 5704 Unemployment Insurance 136 521 866 5705 Life Insurance 53 76 60 5802 Eyecare Reimbursement 225 270 270 5803 Clothing Allowance - 60 60 5903 Other Taxable Benefits 67 3,833 215 TOTAL SALARIES AND BENEFITS 151,660 208,147 190,239
SERVICES
6105 Medical/Physicals 1,496 2,500 2,500 6106 Other Professional Services 125 - - 6401 Meeting & Prof Development - 1,000 1,000 6402 Travel Expense/Reimbursement 986 1,000 1,000 6403 Training 1,383 5,000 5,000 6601 Postage 15 - - 6703 Software Support/Development 491 4,500 4,500 6710 Special Contractual Services - 1,000 1,000
6804 General Govt Service Charge 6,477 6,801 6,801 6901 Printing and Binding - 100 100 6909 Subscriptions & Memberships - 300 300 TOTAL SERVICES 10,973 22,201 22,201
SUPPLIES
7001 Books & Supplies 2,042 1,000 1,000 7002 Office Supplies - 500 500 7004 Uniform/Safety Clothing - 400 400 7102 Small Tools & Equipment - 1,000 1,000 7806 Promotional Supplies 59 20,000 20,000 7807 Food 98 - - 7810 Special Departmental Supplies 759 500 500 TOTAL SUPPLIES 2,958 23,400 23,400 DIVISION TOTAL 165,590 253,748 235,840 Please note: This division was transferred to the Human Resources Department, orgkey 606142.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
SAFETY PROGRAM
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
36 FUND ORGKEY
WORKERS' COMPENSATION FUND 606953
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 149,639 217,457 189,547 5202 Holiday Pay 479 - 498 5203 Bonus 8,450 - - 5204 Accrual Payout 5,079 - 1,300 5301 Banked Leave Buy Back 1,234 3,691 1,819 5401 Pension Contributions 43,218 53,483 55,967 5501 FICA/Medicare 12,316 13,074 14,611 5601 Deferred Compensation 3,457 2,378 5,745 5701 Health/Dental Insurance 15,585 37,748 21,120 5703 Disability Insurance 39 110 44 5704 Unemployment Insurance 257 825 1,213 5705 Life Insurance 96 120 111 5802 Eyecare Reimbursement - 428 428 5803 Clothing Allowance - 60 60 5903 Other Taxable Benefits 455 3,605 247 5904 Tuition Reimbursement 34,991 80,000 80,000 TOTAL SALARIES AND BENEFITS 275,293 412,978 372,710
SERVICES
6401 Meeting & Prof Development 2,275 2,400 2,400 6402 Travel Expense/Reimbursement - 3,600 3,600 6403 Training 13,380 15,000 15,000 6703 Software Support/Development 21,428 27,677 27,677 6710 Special Contractual Services 3,210 3,300 6,176 6804 General Govt Service Charge 16,240 17,052 17,052 6901 Printing and Binding - 500 500
TOTAL SERVICES 56,532 69,529 72,405
SUPPLIES
7001 Books & Supplies - 1,000 1,000 7002 Office Supplies 505 500 500 7101 Office Equipment & Furniture 7,262 5,000 5,000 7211 Computer Components - 1,500 1,500 TOTAL SUPPLIES 7,767 8,000 8,000 DIVISION TOTAL 339,592 490,507 453,115 FUND TOTAL 2,012,484 3,670,369 2,669,472 Please note: This division was transferred to the Human Resources Department, orgkey 606143.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
TRAINING PROGRAM
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
37 City Attorney
Mission Statement:
The City Attorney’s Office is dedicated to professionally providing the highest quality legal services for all City matters in the most efficient, effective, and economical manner practical to help attain the City Council’s goals and the City Departments’ program objectives.
Departmental Goals:
Proactively provide high quality, ethical, and timely legal advice to the City Council, City Manager, City Departments, and appointed boards and commissions, to assist the City Council and City Departments’ achieve their goals and objectives. Resolve all legal disputes efficiently and cost-effectively, while protecting the City’s legal interests.
Sustainability Efforts:
Inclusion of sustainable measures in public project contracts and procurement documents. Continued progress towards “paperless” processes and operations where possible, practical, and effective.
Purchase and use of recycled paper for copying and printing, and other available recycled products.
The ongoing effort to scan and store files electronically.
Program Description:
The City Attorney is responsible for providing legal advice and representation to the City Council, City Manager, and City employees, as well as to City Council appointed commissions and boards, as needed. The City Attorney also oversees the prosecution of violations of the City’s Municipal Code to ensure compliance with City, state, and federal laws and, regulations, and monitors all City legal matters involving the use of special co unsel. The City Attorney also serves as general counsel to the Successor Agency to the former Redevelopment Agency of the City of Redlands.
Program Objectives:
Provide the highest quality legal services by drafting and/or providing a timely review of all ordinances, resolutions, contracts, and other legal documents in the normal course of City business
Ensure services are being provided to the City Council and staff as required or permitted by law
Ensure cost-effective Governmental claim defense and litigation services while assisting, reviewing, and effectively monitoring special counsel services Administer and coordinate the City’s administrative citation program to ensure compliance with the City’s Code and enhance cost recovery for Code Enforcement efforts Input, coordinate with all City departments and review the City’s compliance with subpoena requests, and requests for documents under the California Public Records Act
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
38 Accomplishments for Fiscal Years 2022-23 and 2023-24:
The City Attorney supported the City Council, City Manager, and all City departments, boards, commissions, and committees in achieving the City Council’s goals while limiting risk and costs to the taxpayers.
Completed 624 public records request for 2022/23, and 671 for 2023/24 to date. Closed 8 lawsuits in Fiscal Year 2022-23. Closed 9 lawsuits in Fiscal Year 2023-24. Brown Act Trainings of City Commissioners
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
39 FUND ORGKEY
GENERAL FUND 101150
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 350,148 401,849 377,889 405,573 414,842 5203 Bonus 4,583 - 600 488 498 5204 Accrual Payout 333 - 836 - - 5301 Banked Leave Buy Back 1,648 44,429 - 5,071 4,513 5401 Pension Contributions 100,062 114,385 111,956 125,946 122,655 5501 FICA/Medicare 27,216 21,611 22,174 23,350 24,214 5601 Deferred Compensation 8,371 8,000 11,966 14,972 15,220 5701 Health/Dental Insurance 13,956 39,899 25,533 28,954 29,331 5702 Workers' Comp Insurance 5,533 5,982 5,982 5,477 5,668 5703 Disab ility Insurance 328 - - - - 5704 Unemployment Insurance 184 955 1,389 955 955 5705 Life Insurance 66 139 66 139 139 5801 Vehicle Allowance 3,600 - 9,625 6,600 6,600 5802 Eyecare Reimbursement - 495 495 660 660 5903 Other Taxable Benefits 178 17,483 30 330 330 TOTAL SALARIES AND BENEFITS 516,205 655,229 568,541 618,515 625,625
SERVICES
6102
Legal Services 189,276 157,500 200,000 160,650 163,863 6304 Telephone 1,367 2,100 1,198 2,142 2,185 6401 Meeting & Prof Development 660 1,313 1,300 1,339 1,366 6402 Travel Expense/Reimbursement 67 3,150 4,077 3,213 3,277 6403 Training 713 1,050 557 1,071 1,092 6601 Postage 228 194 194 198 202 6802 Info Tech Service Charges 23,702 25,499 25,499 15,231 13,418 6901 Printing and Binding 451 2,471 1,630 1,734 1,769 6909 Subscriptions & Memberships 7,565 10,068 7,800 10,269 10,474 TOTAL SERVICES 224,030 203,344 242,255 195,847 197,646
SUPPLIES
7001 Books & Supplies 3,302 1,365 275 1,392 1,420 7002 Office Supplies 378 525 748 536 546 7101 Office Equipment and Furniture 705 105 791 107 109 TOTAL SUPPLIES 4,384 1,995 1,814 2,035 2,076 DEPARTMENT TOTAL 744,619 860,568 812,610 816,397 825,347
DEPARTMENT/DIVISION
CITY ATTORNEY
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
40 Human Resources Department
Program Description:
The Human Resources team works collaborativel y to develop and administer programs that are designed to increase the effectiveness of staff and the organization. The division provides the full
range of human resource services to all City d
epartments, and where applicable, residents and
visitors to our community. The primary function
s of this division include recruitment and selection,
employee benefits administration, wellness,
performance management, training, organizational
development, personnel data maintenance, volunteer management, state and federal reporting,
MOU (Memorandum of Understanding) administration, employee assistance, and labor and employee relations.
Program Objectives:
Facilitate the recruitment, selection, retention, and promotion of individuals to ensure a talented, diverse workforce
Market a comprehensive and economical employee compensation and benefits package to attract and retain the highest caliber employees
Support employee engagement by providing an effective onboarding process and continued training and professional development opportunities
Ensure compensation and performance management processes are designed to maximize performance and align with the goals of the organization Revise and implement Personnel Rules and Regulations and Administrative Policies that create a consistent, positive, and productive organizational culture Utilize technology in all aspects of Human Resources to create a cost-effective and efficient operation
Build upon the Volunteer & Intern Resources program including enhancing the volunteer and intern program and increasing community awareness and involvement through enhanced outreach
Projects:
Implementation of NEOGOV Onboarding in support of the City’s Strategic Plan Priority D.
This platform will support the onboarding program that was established in 2022. It will increase efficiency of processing new hire documents, standardize processes, provide a personalized portal to welcome new employees, and assign internal points of contact to assist new hires with transitioning into the organization. This program will also support sustainability by significantly reducing the use of paper.
Continued enhancement of the Training and Development Program and Succession Planning.
In support of the City’s Strategic Plan Priorities C and D, we are procuring additional resources for continued diversity and inclusion training for staff. Additionally, training will be provided to support leadership development to assist current staff in being prepared to move into advanced roles as they become available.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
41 FUND ORGKEY
GENERAL FUND 101140
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 461,166 477,706 5002 Salaries: Part-Time 35,000 35,000 5203 Bonus 1,859 1,896
5301 Banked Leave Buy Back 5,314 20,326 5401 Pension Contributions 123,779 122,872 5501 FICA/Medicare 30,966 32,742
5601 Deferred Compensation 14,371 14,307 5701 Health/Dental Insurance 58,042 59,008 5702 Workers' Comp Insurance 20,741 21,462 5703 Disability Insurance 236 252 5704 Unemployment Insurance 1,953 1,953 5705 Life Insurance 221 221
5801 Vehicle Allowance 2,400 2,400 5802 Eyecare Reimbursement 1,050 1,050 5803 Clothing Allowance 120 120 5903 Other Taxable Benefits 945 945 TOTAL SALARIES AND BENEFITS 758,163 792,260
SERVICES
6102 Legal Services 19,000 19,500
6105 Medical/Physicals 30,000 31,000 6106 Other Professional Services 10,000 15,000 6401 Meeting & Prof Development 5,000 5,000 6402 Travel Expense/Reimbursement 9,000 9,000 6403 Training 2,000 2,000
6505 Reti
ree Health Insurance 4,893,000 5,284,440
6601 Postage 1,500 1,500
6702 Fingerprinting 9,300 9,300
6703 Software Support/Development 2,730 2,730 6710 Special Contractual Services 18,000 18,000 6802 Info Tech Service Charges 76,156 67,090 6901 Printing and Binding 1,000 1,000 6902 Advertising 5,500 25,500
6906 Office Equip & Furn Rent 1,500 1,500 6909 Subscriptions & Memberships 6,000 6,150 TOTAL SERVICES 5,089,686 5,498,710
SUPPLIES
7001 Books & Supplies 620 620
7002 Office Supplies 3,000 3,050
7003 Awards/Recognition Prgm 14,000 14,300 7101 Office Equipment & Furniture 5,500 5,500 7211 Computer Components 3,000 3,000 7806 Promotional Supplies 800 800 7807 Food 3,000 3,000
7810 Special Departmental Supplies 3,500 3,500 TOTAL SUPPLIES 33,420 33,770
DEPARTMENT TOTAL 5,881,269 6,324,740
Please note: This division was formerly under the City Manager's Office, orgkey 101125.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
HUMAN RESOURCES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
42 Risk Management Division
Program Description:
The Risk Management Division identifies, assesses, and controls risk to the City and ensures a safe and secure work environment. The division manages the processing of all property and general liability claims filed against the City. The division also establishes the City’s insurance needs and works with the City’s broker to procure appropriate levels of insurance coverage for property and general liability, workers’ compensation, crime, and various other policies.
The City contracts with a third-party administrator (TPA) that ensures compliance with all regulations regarding the administration and investigation of all claims. The TPA coordinates with the Risk Management staff, City Attorney, City Manager, and City Council as needed.
Program Objectives:
Identify potential liability exposures and address them in a proactive, not reactive, manner Work closely with the City Attorney and TPA to expedite the disposition of all claims presented to the City
Ensure maintenance of a database of all claims filed against the City Prepare analysis as needed related to the City’s need for excess liability insurance Act as liaison with the City’s insurance broker in the procurement of all property and liability insurance policies maintained by the City
Assist other departments with insurance-related issues Review proposed contractual agreements for appropriate levels of insurance coverage maintained by the other party before the City enters into the agreement Review proposed contractual agreements wherein the City must provide coverage, recommend acceptance, or voice concerns and alternative solutions Compile and submit the necessary documentation to the City’s insurance carriers for reimbursement of losses incurred and for which the City has insurance coverage Pursue the City’s subrogation rights for property losses caused by others
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
43 FUND ORGKEY
LIABILITY SELF INSURANCE FUND 602140
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 202,826 210,231 5203 Bonus 929 948
5301 Banked Leave Buy Back 1,541 8,443 5401 Pension Contributions 62,271 61,483 5501 FICA/Medicare 14,152 14,912
5601 Deferred Compensation 6,465 6,439 5701 Health/Dental Insurance 31,409 31,941 5702 Workers' Comp Insurance 5,477 5,668 5703 Disability Insurance 118 126 5704 Unemployment Insurance 738 738 5705 Life Insurance 107 107
5801 Vehicle Allowance 1,200 1,200 5802 Eyecare Reimbursement 510 510 5803 Clothing Allowance 60 60 5903 Other Taxable Benefits 465 465 TOTAL SALARIES AND BENEFITS 328,268 343,271
SERVICES
6102 Legal Services 600,000 480,000
6304 Telephone 800 800
6401 Meeting & Prof Development 3,000 3,000 6402 Travel Expense/Reimbursement 4,000 4,000 6501 Settlements/Judgments 500,000 10,000 6502 Property Insurance 2,400,000 2,800,000 6506 Premiums for Excess Coverage 2,358,000 3,065,400 6507 Liability Claims 300,000 350,000
6510
Other Insurance 26,000 28,000
6601 Postage 100 100
6710 Special Contractual Services 115,000 115,000 6802 Info Tech Service Charges 7,616 6,709 6901 Printing and Binding 100 100 6906 Office Equip & Furn Rent 750 750 6909 Subscriptions & Memberships 200 210 TOTAL SERVICES 6,315,566 6,864,069
SUPPLIES
7002 Office Supplies 600 620
TOTAL SUPPLIES 600 620
FUND TOTAL 6,644,434 7,207,960
Please note: This division was formerly under the City Manager's Office, orgkey 602900.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
RISK MANAGEMENT
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
44 Workers’ Compensation Division
Program Description:
The City of Redlands is self-insured for its Workers’ Compensation and contracts with a third-party administrator (TPA) whose focus is to keep abreast of the continually changing Workers’ Compensation laws and regulations, assure that the City maintains compliance with these changes, and most importantly facilitates the care needed to return the employee to their pre-injury status. The Workers’ Compensation program provides employee treatment through a wide network of healthcare practitioners. To reach the goal of returning an employee to their pre-injury productivity the City, whenever possible, provides modified duty. Modified duty allows the employee to remain an active and productive member of the organization while still recuperating from their injury.
Program Objectives:
Monitor the performance of the City’s TPA for efficiency, service standards, and cost-effectiveness
Analyze accident data, identify root causes, and coordinate with the department on the implementation of programs to reduce the number of work-related injuries and illnesses Implement a wellness-rich environment where em ployees are provided the tools necessary to realize the healthiest lifestyle possible
Review status of claims with the TPA adjuster and the City’s legal counsel Administer the Disability and Industrial Disabili ty Retirement programs in a fiscally responsible manner
Facilitate a return-to-work (RTW) program for t hose employees able to work modified duty to reduce time away from work due to injury
Mitigate potential claims by addressing work/health issues brought forward by employees
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
45 FUND ORGKEY
WORKERS' COMPENSATION FUND 606141
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 190,662 197,562 5203 Bonus 929 948
5301 Banked Leave Buy Back 2,642 9,573 5401 Pension Contributions 59,696 58,891 5501 FICA/Medicare 13,602 14,329
5601 Deferred Compensation 8,446 8,387 5701 Health/Dental Insurance 26,872 27,334 5703 Disability Insurance 118 126 5704 Unemployment Insurance 651 651 5705 Life Insurance 95 95
5801 Auto Allowance 1,200 1,200
5802 Eyecare Reimbursement 450 450 5803 Clothing Allowance 60 60 5903 Other Taxable Benefits 435 435 TOTAL SALARIES AND BENEFITS 305,858 320,041
SERVICES
6102 Legal Services 97,000 99,000
6106 Other Professional Services 36,540 38,400 6401 Meeting & Prof Development 3,000 3,000 6402 Travel Expense/Reimbursement 4,000 4,000 6505 Retiree Health Insurance 4,080 4,100 6506 Premiums for Excess Coverage 250,000 300,000 6509 Worker's Comp Claims 1,500,000 1,500,000 6710 Special Contractual Services 235,680 253,164 6802 Info Tech Service Charges 15,231 13,418 6804
General Govt Service Charge 91,712 94,922 6901 Printing and Binding 50 50 6906 Office Equip & Furn Rent 750 750 TOTAL SERVICES 2,238,043 2,310,804
SUPPLIES
7002 Office Supplies 360 370
7101 Office Equipment & Furniture 1,800 1,835 TOTAL SUPPLIES 2,160 2,205
DIVISION TOTAL 2,546,061 2,633,050
Please note: This division was formerly under the City Manager's Office, orgkey 606951.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
WORKERS' COMPENSATION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
46 Safety Division
Program Description:
Employee safety is an organizational responsibility first and foremost, as well as a personal responsibility. The Safety Division of the Human Resources Department is responsible for providing the tools and information necessary for each City division to function at its optimal safety level. To this end, we facilitate the required training our employees are required to maintain to continue working in compliance with OSHA and other regulatory agencies.
Program Objectives:
Provide a safe work environment for City employees
Inspect job locations to ensure safe working environments and practices Decrease the number of on-the-job injuries
Comply with OSHA mandates for training and reporting
Review and update the City’s Injury and Illness Prevention Program Instill the advantages of safe work behavior in every employee, every day Furnish information and resources to departments to develop programs that will help enable them to realize a reduction in the number of preventable injuries Coordinate and oversee the City’s Safety Committee, develop, and implement goals and objectives
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
47 FUND ORGKEY
WORKERS' COMPENSATION FUND 606142
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 155,483 160,009 5203 Bonus 465 474
5301 Banked Leave Buy Back 2,555 6,053 5401 Pension Contributions 47,635 46,694 5501 FICA/Medicare 11,264 11,710
5601 Deferred Compensation 5,994 5,948 5701 Health/Dental Insurance 21,009 21,349 5703 Disability Insurance 59 63 5704 Unemployment Insurance 564 564 5705 Life Insurance 82 82
5801 Vehicle Allowance 600 600
5802 Eyecare Reimbursement 390 390 5803 Clothing Allowance 30 30 5903 Other Taxable Benefits 300 300 TOTAL SALARIES AND BENEFITS 246,430 254,266
SERVICES
6105 Medical/Physicals 2,500 2,500 6401 Meeting & Prof Development 1,500 1,500 6402 Travel Expense/Reimbursement 2,000 2,000 6403 Training 6,000 6,120
6703 Software Support/Development 4,500 4,500 6710 Special Contractual Services 1,000 1,000 6901 Printing and Binding 100 100 6909 Subscriptions & Memberships 360 360 TOTAL SERVICES 17,960 18,080
SUPPLIES
7001 Books & Supplies 1,200
1,225
7002 Office Supplies 600 600
7004 Uniform/Safety Clothing 480 480 7102 Small Tools & Equipment 1,200 1,225 7806 Promotional Supplies 20,000 20,000 7810 Special Departmental Supplies 600 610 TOTAL SUPPLIES 24,080 24,140
DIVISION TOTAL 288,470 296,486
Please note: This division was formerly under the City Manager's Office, orgkey 606952.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
SAFETY PROGRAM
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
48 Training Division
Program Description:
The Human Resources Department is responsible for coordination and oversight of citywide employee training. Focus is directed toward employee development that will apply throughout all levels of the organization to meet necessary skills and provide a network of mentoring and leadership training.
Program Objective:
Provide a comprehensive menu of training programs to educate employees and ensure the fluid transition for the future, including:
o Supervisory Training
o Employee Training
o Employee Orientation
o Leadership Development
Continue to enhance and utilize technology-based management of training programs and training records
Development of a succession-style training program to develop talent in-house Creating feeder positions and career paths to increase tenure and engagement Continue compliance with State and Federal training mandates Provide educational programs to encourage individual professional development and growth
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
49 FUND ORGKEY
WORKERS' COMPENSATION FUND 606143
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 249,322 260,724 5203 Bonus 465 474
5301 Banked Leave Buy Back 5,665 10,075 5401 Pension Contributions 77,634 77,308 5501 FICA/Medicare 18,873 19,916
5601 Deferred Compensation 7,736 7,699 5701 Health/Dental Insurance 34,913 35,468 5703 Disability Insurance 59 63 5704 Unemployment Insurance 1,042 1,042 5705 Life Insurance 151 151
5801 Vehicle Allowance 600 600
5802 Eyecare Reimbursement 720 720 5803 Clothing Allowance 30 30 5903 Other Taxable Benefits 465 465 TOTAL SALARIES AND BENEFITS 397,675 414,735
SERVICES
6401 Meeting & Prof Development 2,880 2,950 6402 Travel Expense/Reimbursement 4,320 4,400 6403 Training 43,000 43,500
6703 Software Support/Development 44,678 47,270 6710 Special Contractual Services 6,000 6,120 6901 Printing and Binding 500 500 TOTAL SERVICES 101,378 104,740
SUPPLIES
7001 Books & Supplies 1,000 1,000
7002 Office Supplies 500 500
7101 Office Equipment & Furniture 5,000 5,000 7211 Computer Components 1,500 1,500 TOTAL SUPPLIES 8,000 8,000
DIVISION TOTAL 507,053 527,475
FUND TOTAL 3,341,584 3,457,011
Please note: This division was formerly under the City Manager's Office, orgkey 606953.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
TRAINING PROGRAM
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
50 Management Services / Finance Department
Mission Statement:
The mission of the Management Services / Finance Department is to provide effective and timely support services involving a wide range of inter nal administrative functions to City departments and to play an integral role in enhancing each department's ability to better serve the Redlands community. Towards these efforts, the department focuses on effective management of City finances, sound internal controls, and meaningful financial reporting. The department is also responsible for supporting automation and process efficiencies through technology and works proactively to develop, research, and recommend the best technical solutions to facilitate positive interaction with our City departments, residents, businesses, and visitors.
Departmental Description:
The Management Services / Finance Department is comprised of the following divisions:
Finance Administration
Purchasing
Revenue, Office of the Treasurer
Utility Billing Customer Service
Innovation & Technology / GIS
The department is focused on providing exceptional customer service to both its internal customers, as well as the community and public at large. The department reports the financial state of the City and ensures the needs of each division are met to better serve the community at all times.
The Management Services Department was created by merging the former departments of Finance and Innovation & Technology to provide added efficiencies, a transition to a new financial information system, and promote responsiveness in the provision of internal services for City departments.
The department is responsible for providing the following major services to the City and its constituents:
Annual Budget and Financial Reporting
City’s procurement function
Support of Treasury Management and Investment through the City Treasurer Business License Registrations and Annual Renewals
Processing Accounts Payable, Accounts Receivable, and Payroll Administration Utility Billing and Customer Service for Water, Wastewater, and Solid Waste customers Management of the City’s IT Network Infrastructure and Equipment Administration of the City’s Geographic Information Systems database and applications
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
51 Finance
Program Description:
This division performs the functions of administr ation, accounting, budgeting, payroll, accounts payable, and accounts receivable. Other responsibilities of the division include administration of all City-related debts/bonds, preparation of regular financial analysis, responsibility for the annual budget process and spending oversight, the performance of periodic internal audits of City operations, as well as coordination of the City’s annual audit and preparation of all related reports as required by law.
Program Objectives:
Prepare an Annual Comprehensive Financial Report (ACFR) that presents an accurate financial picture of the City to the public, financial institutions, and bond rating agencies. Plan and coordinate the Mid-Biennium budget process to incorporate all changes to the Biennial Budget.
Maintain compliance with
Reconcile budgetary items such as carryovers and encumbrances, grant revenue and grant carryovers
Prepare and submit required reports to State and Federal Agencies. Prepare and distribute monthly financial information to all departments by the 20 th of each
month.
Prepare and distribute a monthly General Fund Revenue and Expenditure Summary report to the City Council per the City Council’s Strategic Plan. Issue required financial reports (Single Audit, CalPERS & IRS audits, Annual AB 1600 Report, AB 2766 Report, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report) Implement and ensure continued compliance with new/existing Governmental Accounting Standards Board (GASB) pronouncements. There are 101 GASB accounting standards to date.
Plan and coordinate the annual audits of the City, Successor Agency to the Former Redevelopment Agency, Gas Tax, and Measure I funds, as well as other grant-related audits as required by federal law.
Accomplishments for Fiscal Year 2022-23:
Completed continuous enhancements to our new enterprise resource planning system, Tyler Munis, alongside technical support from the Division of Innovation & Technology. Continued to support the MOU negotiations with the City’s various bargaining units Supported meetings of the Measure T Oversight Board and produced the Annual Measure T Report for Oversight Board approval for fiscal year 2022. Completed the City’s Annual Financial Report for the Year Ended June 30, 2023, and submitted the completed document to the GFOA for the Award of Excellence in Financial Reporting, an award that we have received for the last nineteen years. Completed all financial reports as required by law, including the AB 1600 Report on Development Impact Fees, the Recognized Obligation Payment Schedules as required for the Successor Agency, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
52 Worked with all city departments to complete the biennial city inventory audit for vehicles and equipment.
Researched and started implementation of Governmental Accounting Standards Board Statement Number 87 (GASB 87 – Accounting for Leases) and 96 (GASB 96 -Accounting for subscription-based information technology arrangements) Completed the special annual reporting for AQMD 2766 and paramedic assessment. Provided grant monitoring for over 70 citywide grants.
Accomplishments for Fiscal Year 2023-24:
Supported meetings of the Measure T Oversight Board and produced the Annual Measure T Report for Oversight Board approval for fiscal year 2023. Monitored and reported on the City’s budget throughout the year and worked with the City Manager, Executive Team, and support staff to develop a two-year budget for the fiscal year 2025 and fiscal year 2026.
Completed all financial reports as required by law, including the AB 1600 Report on Development Impact Fees, the Recognized Obligation Payment Schedules as required for the Successor Agency, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report.
Provided training to each department on processing budget transfers, reviewing year-to-date- report, and purchase order report.
Planned and organized the City’s first Capital Improvement Plan (CIP). Completed the special annual reporting for AQMD 2766 and paramedic assessment. Completed the City’s first Mid-Biennium Budget update as a part of the biennial budget process.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
53 FUND ORGKEY
GENERAL FUND 101501
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 632,018 770,893 746,886 804,490 843,992 5101 Overtime Salaries 13,628 10,000 16,000 15,300 15,300 5202 Holiday Pay 14,818 - 3,265 - - 5203 Bonus 31,401 - 1,000 1,162 1,185 5204 Accrual Payout 11,198 - 10,039 - - 5301 Banked Leave Buy Back 11,488 27,725 36,228 30,595 31,471 5401 Pension Contributions 185,347 224,362 204,137 238,601 244,292 5501 FICA/Medicare 52,148 55,701 56,108 60,304 63,299 5601 Deferred Compensation 5,627 7,506 10,325 13,343 13,505 5701 Health/Dental Insurance 90,171 167,053 110,180 148,528 150,975 5702 Workers' Comp Insurance 30,430 32,901 32,901 32,712 33,851 5703 Disability Insurance 2,002 2,465 2,008 2,542 2,661 5704 Unemployment Insurance 897 4,049 5,710 4,145 4,145 5705 Life Insurance 542 588 523 602 602 5801 Vehicle Allowance - - 2,188 1,500 1,500 5802 Eyecare Reimbursement 1,190 2,099 2,099 2,865 2,863 5803
Clothing Allowance 900 1,200 1,200 1,200 1,200 5903 Other Taxable Benefits 1,840 26,315 2,794 2,933 2,933 5904 Tuition Reimbursement - - 2,000 - - TOTAL SALARIES AND BENEFITS 1,085,644 1,332,857 1,245,591 1,360,822 1,413,774
SERVICES
6004 Bank/Collection Agent Fees 57,884 33,100 60,000 60,000 60,500 6005 License & Permits 25 - 300 300 300 6007 Penalties and Interest 4,941 1,000 1,500 1,500 1,500 6102 Legal Services - 1,000 1,000 1,000 1,000 6104 Auditing and Accounting 4,166 128,823 72,848 69,894 71,931 6106 Other Professional Services 256,225 474,041 488,946 235,250 284,300 6304 Telephone 319 900 900 1,000 1,000 6401 Meeting & Prof Development 594 10,098 10,098 16,250 16,250 6402 Travel Expense/Reimbursement 199 550 550 2,500 3,000 6403 Training 2,811 4,100 4,100 5,000 5,000 6601 Postage 6,380 8,850 8,850 10,000 10,000 6703 Software Support/Development 20 22,800 2,800 3,000 3,500 6710 Special Contractual Services - 2,750 2,750 2,800 2,900 6802 Info Tech Service Charges 130,364 170,242 140,242 106,618 93,926 6901 Printing and Binding 4,870 4,989 4,989 6,000 7,000 6902 Advertising 486 1,650 1,650 1,650 1,650 6906 Office Equip & Furn Rent 5,299 4,100 4,100 5,500 5,500 6909 Subscriptions & Memberships 1,050 2,930 2,930 4,100 4,100 6910 Labor 2,855 - - - - TOTAL SERVICES 478,487 871,923 808,553 532,362 573,357
DEPARTMENT/DIVISION
FINANCE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
54 FUND ORGKEY
GENERAL FUND 101501
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
FINANCE
SUPPLIES
7002 Office Supplies 18,969 23,746 23,746 24,000 26,000 7003 Awards/Recognition Prgm - 700 700 700 700 7004 Uniform/Safety Clothing - 110 110 110 110 7101 Office Equipment & Furniture - - 10,000 - - 7201 Hardware Maint/Replace 42 - - - - 7203 Office Equipment Maintenance - - 816 1,000 1,000 7211 Computer Components 770 - 5,000 1,000 1,000 7807 Food 165 - 150 300 300 7810 Special Departmental Supplies - 1,650 1,650 1,700 1,800 7901 Non-Capital Expenditures 93,913 - 30,000 - - TOTAL SUPPLIES 113,860 26,206 72,172 28,810 30,910
FIXED ASSETS
8999 Capital Expensiture Offset (13,456) - - - - TOTAL FIXED ASSETS (13,456) - - - - DIVISION TOTAL 1,664,535 2,230,986 2,126,316 1,921,994 2,018,041 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
55 Revenue
Program Description:
The Revenue Division has the responsibility for and authorization to collect all city monies and deposit all cash receipts in authorized banks; to maintain and balance records of receipts and disbursements; to responsibly invest city funds through secure, approved methods; to submit quarterly investment reports in compliance with the approved investment policy; and to keep and monitor deposit accounts and records for collateral pledged by banks as security for public funds.
The elected City Treasurer oversees the investment responsibilities of this division.
The Division issues business licenses, dog licenses, transient occupancy tax forms, yard sale permits, and preferential parking permits to the public. Staff provide information service at the front counter, the collection of payments for city utility bills, invoices, fees and permits for all city departments and investment revenue for city funds.
Program Objectives:
Increase departmental efficiency through training, technology, and continual updates of office procedures
Maintain an investment portfolio and provide reports that are in compliance with Federal and State laws and the City’s investment policy
Maintain an investment portfolio with liquidity to meet the City’s budgeted expenditure needs for at least six months
Update internal procedures as required by changes to the Redlands Municipal Code as it impacts permitted activities or other tax and fee requirements Maintain proper internal controls over the City’s cash and investments Implement the City’s Preferential Parking Zone program Oversee the Business License program, in coordination with HdL Business License division Manage the City’s Dog Licensing program, in coordination with the Police Department’s Animal Services division
Coordinate the payment for permits with various City departments to ensure all requirements are met before accepting payment
Manage all incoming and outgoing ACH, wire or other online banking transactions Provide administrative support for the City Treasurer Develop accessible and convenient payment options to City of Redlands residents and customer for all services
Accomplishments for Fiscal Year 2022-23:
Successfully transitioned City banking institute from Union Bank to US Bank Continued to coordinate with the City’s banking providers to ensure account security and best practices were implemented
Enhanced procedures for monitoring and projecting cash flow and revenue analysis In coordination with other City departments, escheated reporting for unclaimed funds. Continued implementation of the business license program through HdL Business License staff
Improved business license applications and renewal processes for customers Initiated additional communications to business license customers with Selectron City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
56 Implemenedt Measure J’s increase to business license tax for warehouse/distribution centers through HdL Companies
Preparation of the City Treasurer’s Quarterly Investment Reports Updated City investment policies and procedures in coordination with City Treasurer In coordination with other City departments, delinquent administrative citations and municipal services accounts were enrolled on the County’s special assessment tax rolls as liens Enhanced City Cash Handling Policy for security and best practices
Accomplishments for Fiscal Year 2023-24:
Reviewed City Cash Handling Policy and coordinated with other City departments to develop training procedures
Developed guide for business license applications to outline process needed to obtain business license
In coordination with HdL Companies and other City departments, developed a process to support a new Sidewalk Vendor Ordinance.
Enhanced procedures for monitoring and projecting cash flow and revenue analysis Preparation of the City Treasurer’s Quarterly Investment Reports Established new investment accounts as directed by the City Treasurer and in accordance with the City’s Investment Policy
Updated City investment policies and procedures in coordination with City Treasurer In coordination with other City departments, delinquent administrative citations and municipal services accounts were enrolled on the County’s special assessment tax rolls as liens Implemented a payment kiosk for Utility Cu stomer payments that is accessible 24/7
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
57 FUND ORGKEY
GENERAL FUND 101502
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 291,046 389,644 383,818 396,275 422,147 5003 Labor Code Section 4850 - - - 16,800 16,800 5006 Elected Official Compensation 16,104 16,800 17,825 - - 5101 Overtime Salaries 1,008 1,750 1,400 1,750 1,750 5202 Holiday Pay 6,971 - 3,220 - - 5203 Bonus 16,227 - 200 232 237 5204 Accrual Payout 2,962 - 2,203 - - 5301 Banked Leave Buy Back 3,632 10,004 4,468 14,130 14,800 5401 Pension Contributions 84,602 114,545 119,302 118,432 121,465 5501 FICA/Medicare 25,514 29,610 31,968 31,551 33,000 5601 Deferred Compensation 2,582 3,749 4,925 6,521 6,591 5701 Health/Dental Insurance 28,394 88,066 46,401 67,249 68,285 5702 Workers' Comp Insurance 13,118 14,183 14,183 18,717 19,368 5703 Disability Insurance 1,255 1,861 1,741 1,511 1,578 5704 Unemployment Insurance 486 2,647 4,416 2,435 2,435 5705 Life Insurance 259 321 324 290 290 5801
Vehicle Allowance - - 438 300 300 5802 Eyecare Reimbursement 420 1,148 1,148 1,383 1,383 5803 Clothing Allowance 450 750 750 600 600 5903 Other Taxable Benefits 1,321 10,189 2,054 992 992 TOTAL SALARIES AND BENEFITS 496,350 685,267 640,784 679,168 712,021
SERVICES
6007 Penalities - - 12 - - 6106 Other Professional Services 302,474 308,908 303,909 353,076 352,148 6304 Telephone 1,349 2,000 2,000 2,000 2,000 6401 Meeting & Prof Development 1,453 500 500 550 600 6402 Travel Expense/Reimbursement 355 300 3,000 4,000 4,200 6403 Training 960 4,200 4,200 4,500 4,500 6501 Settlements/Judgments 75 - - - - 6601 Postage 2,727 6,500 2,600 6,500 6,500 6703 Software Support/Development 2,936 10,400 800 800 6,900 6710 Special Contractual Services 8,005 7,424 8,900 9,078 9,260 6802 Info Tech Service Charges 47,405 60,997 50,997 30,462 26,836 6803 City G
arage Charges - 500 500 500 500 6901 Printing and Binding 766 750 2,933 3,000 3,200 6902 Advertising - 350 350 350 350 6906 Office Equip & Furn Rent 2,637 3,300 3,300 3,500 3,600 6909 Subscriptions & Memberships 220 500 530 580 610 6911 Bad Debt Expense - 500 500 500 500 TOTAL SERVICES 371,362 407,130 385,019 419,396 421,704
SUPPLIES
7002 Office Supplies 4,906 8,750 8,750 8,925 9,104 7101 Office Equipment & Furniture 6,069 4,500 2,700 4,500 5,000 7201 Hardware Maint/Replace 2,077 - - - - 7211 Computer Components - 2,000 2,000 3,000 3,500 7810 Special Departmental Supplies 65 1,500 1,500 2,000 2,200 7901 Non-Capital Expenditures 7,440 5,500 5,500 5,500 5,500 TOTAL SUPPLIES 20,557 22,250 20,450 23,925 25,304 DIVISION TOTAL 888,269 1,114,647 1,046,253 1,122,489 1,159,028
DEPARTMENT/DIVISION
REVENUE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
58 Purchasing
Program Description:
The Purchasing division is responsible for performing the City’s procurement function per Chapter
2.16 of the City’s Municipal Code and all other applicable procedures and policies as established by the City. This division is also responsible for procurement and inventory of materials and supplies in support of all City departments and handles items declared as surplus for redistribution or disposal per the City ordinance.
Program Objectives:
Continue to process purchase requisitions for supplies and services as quickly and efficiently as possible following purchasing procedures
Compile, review, and award bids for materials, equipment, services, and supplies Utilize an eProcurement system for bids and vendor management which meets the goal of eliminating waste and increasing efficiencies, productivity, and cost savings Review and update the City’s purchasing policies and procedures as needed and provide citywide training
Provide prompt service in fulfilling departmental requests for materials and supplies Provide reports regarding departments’ usage and expense as requested Execute and monitor the warehouse program – “Fastenal Automated Supply Technology” (FAST) – Industrial Vending
Process items declared as surplus for redistribution or disposal per City procedures Main objective: Increase citywide efficiencies through software utilization such as PlanetBids (eProcurement) and Tyler Munis (ERP system), and assure procurement compliance, accountability, and cost savings
Accomplishments for Fiscal Year 2023-24:
Continuation of the City’s Automated Inventory System Establishment and further development of an eProcurement system Continuous development and implementation of the new ERP system Recipient of the 2023 Achievement of Excellence in Procurement (AEP) Award. The AEP is awarded by the National Purchasing Institute (NPI). The program measures innovation, professionalism, eProcurement, productivity, an d leadership attributes of the procurement function based on standardized criteria.
Provide multiple citywide and departmental specific Purchasing training Managed all Surplus disposal and sale from all City Departments Processed all Purchase Requisition requests and ensure compliance with risk and revenue requirements
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
59 FUND ORGKEY
GENERAL FUND 101503
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 193,064 199,101 5301 Banked Leave Buy Back 4,373 4,460 5401 Pension Contributions 56,725 56,657 5501 FICA/Medicare 14,676 14,969
5601 Deferred Compensation 10,677 10,465 5701 Health/Dental Insurance 46,005 46,802 5702 Workers' Comp Insurance 5,477 5,668 5703 Disability Insurance 589 601 5704 Unemployment Insurance 868 868 5705 Life Insurance 126 126
5802 Eyecare Reimbursement 600 600 5803 Clothing Allowance 300 300 5903 Other Taxable Benefits 150 150 TOTAL SALARIES AND BENEFITS 333,630 340,767
SERVICES
6106 Other Professional Services 5,000 5,000 6304 Telephone 662 662
6401 Meeting & Prof Development 882 882 6402 Travel Expense/Reimbursement 2,205 2,400 6403 Training 662 662
6601 Postage 450 450
6703 Software Support/Development 330 330 6710 Special Contractual Services 330 330 6802 Info Tech Service Charges 15,231 13,418 6901 Printing and Binding 4,300 4,300 6906 Office Equip & Furn Rent 2,693 2,693 6909 Subscriptions & Memberships 992 992 TOTAL SERVICES 33,737 32,119
SUPPLIES
7002 Office Supplies 1,929 2,000
7003 Awards/Recognition Prgm 880 880 7004 Uniform/Safety Clothing 165 165 7101 Office Equipment & Furniture 5,292 5,292 7102 Small Tools & Equipment 220 220 7203 Office Equipment Maintenance 330 330 7208 Repair/Maintenance Supplies 115 115 7209 Janitorial Supplies 115 115 7211 Computer Components 2,257 2,257 7802 Purchased Water 135 135
7806 Promotional Supplies 115 115 7807 Food 220 220
7810 Special Departmental Supplies 2,600 2,600 7901 Non-Capital Expenditures 992 992 TOTAL SUPPLIES 15,365 15,436
DIVISION TOTAL 382,732 388,322
DEPARTMENT TOTAL 2,552,804 3,345,633 3,172,569 3,427,215 3,565,391 Please note: This division was formerly under the City Manager's Office, orgkey 101123.
This change is reflected in Fiscal Year 2024-25 and forward.
DEPARTMENT/DIVISION
PURCHASING
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
60 FUND ORGKEY
AIR QUALITY IMPROVEMENT FUND 221400
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 527 320 538 592 651 5401 Pension Contributions 157 93 158 173 191 5501 FICA/Medicare 40 24 41 45 50 5601 Deferred Compensation - 3 - - - 5701 Health/Dental Insurance 63 18 61 68 74 TOTAL SALARIES AND BENEFITS 788 460 799 878 966
SERVICES
6106 Other Professional Services - 121,642 121,642 - - 7901 Non-Capital Expenditures 5,700 - - - - TOTAL SERVICES 5,700 121,642 121,642 - -
FIXED ASSETS
8501 Other Betterments/Improv 293,015 - - 146,700 160,000 8706 All Other Equipment - 50,000 50,000 - - TOTAL FIXED ASSETS 293,015 50,000 50,000 146,700 160,000 FUND TOTAL 299,503 172,102 172,441 147,578 160,966
DEPARTMENT/DIVISION
AIR QUALITY IMPROVEMENT
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
61 FUND ORGKEY
OPEN SPACE FUND 227501
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6804 General Govt Service Charge 1,782 1,089 1,089 1,600 1,600 TOTAL SERVICES 1,782 1,089 1,089 1,600 1,600 FUND TOTAL 1,782 1,089 1,089 1,600 1,600
DEPARTMENT/DIVISION
OPEN SPACE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
62 FUND ORGKEY
PARKING AUTHORITY FUND 237502
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6307 Electricity & Gas 19,093 19,845 19,845 19,900 20,000 6804 General Govt Service Charge 4,242 4,454 4,454 3,596 3,722 TOTAL SERVICES 23,335 24,299 24,299 23,496 23,722 FUND TOTAL 23,335 24,299 24,299 23,496 23,722
DEPARTMENT/DIVISION
PARKING AUTHORITY
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
63 FUND ORGKEY
GENERAL DEBT SERVICE FUND 305501
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 3,163 3,165 3,165 3,165 3,165 6804 General Govt Service Charge 281 295 295 2,015 2,086 TOTAL SERVICES 3,444 3,460 3,460 5,180 5,251
DEBT SERVICE
9001 Principal 1,620,000 185,000 185,000 200,000 215,000 9101 Interest 250,097 207,455 207,455 207,455 207,455 TOTAL DEBT SERVICE 1,870,097 392,455 392,455 407,455 422,455 FUND TOTAL 1,873,541 395,915 395,915 412,635 427,706
DEPARTMENT/DIVISION
GENERAL DEBT SERVICE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
64 FUND ORGKEY
SAFETY/CITY HALL REPLACEMENT FUND 406501
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6106 Other Professional Services - 250,000 250,000 - - 6710 Special Contractual Services 17,850 - - - - TOTAL SERVICES 17,850 250,000 250,000 - -
SUPPLIES
7901 Non-Capital Expenditures 140,635 1,100,000 1,100,000 - - TOTAL SUPPLIES 140,635 1,100,000 1,100,000 - -
FIXED ASSETS
8301 Construction In Progress 107,008 - - - - 8501 Other Betterments/Improvements - 6,783,589 6,783,589 - - TOTAL FIXED ASSETS 107,008 6,783,589 6,783,589 - - FUND TOTAL 265,492 8,133,589 8,133,589 - -
DEPARTMENT/DIVISION
SAFETY/CITY HALL REPLACEMENT FUND
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
65 Division of Innovation & Technology
Mission Statement:
The mission of the Division of Innov ation and Technology is to properly align IT services in support of activities that drive service delivery to residents, visitors, businesses, and the community. Top priorities include automation of manual processes, online customer self-service, open data, and integration of City records (databases) across software applications.
Division Goals for Fiscal Years 2025 and 2026:
Continue to work on So ftware Lifecycle Projects:
o Cityworks Permitting and Land Management System Update o enQuesta Utility Billing and Customer Account Management System o Route Management and Roll-Off Scheduling System
Initiate a cashiering solution for online payments
Continue work on long-range plans to build out the ne twork infrastructure for 300 East State Street and the new Police Department headquarters at 1625 West Redlands Boulevard. Refresh the City’s voice over IP telephony equipment and application Conduct a security audit and penetration testing
Conduct a comprehensive review, upgrade and replacement of the Police Department’s camera system and consolidate other department camera systems into one solution that is compatible with building access control
Refresh the Police Department’s server infrastructure at the Annex building Continue workstation and l aptop replacement cycles
Complete a comprehensive edge switch upgrade to replace older network equipment Replace the core switch equipment at the City’s emergency operations center Implement a Security Information and Event Management solution to help manage security alerts and monitor security-related data in real time
Accomplishments for Fiscal Years 2023 and 2024:
Information Technology
Initiated the City’s Information Technology Strategic Plan for 2023 through 2028 Completed the migration of most Police Depart ment email accounts from Microsoft Exchange server to Microsoft Office 365
Facilitated the integration of Project Dox (an electronic plan review software) with Cityworks (the City’s permit and land management software)
Facilitated the upgrade and replacement of the Po lice Department’s digital evidence management software
Upgraded the CAD/RMS Spillman server for storage and efficiency Facilitated the implementation of Cellebrite in the ICAC office Imaged and provisioned 40 Getac ruggedized mobile data computers for Police staff Replaced 90 workstations designated for upgra de as a part of the hardware refresh cycle Facilitated the replacement of the legacy voice recording system in Police Dispatch Upgraded Chameleon Shelter Case Management software for Animal Services and migrated it from the Police network to the City’s network
Performed core switch operating system update at City Hall Procured three 20-core server hosts to replace curr ent hosts in the City’s virtual server environment Procured a 22-terabyte data storage array to enable high-speed, off-site cloud backups Implemented a new 10 Gbps, fully redundant network switch stack for the City’s server environment Installed a new high-availability next generation firewall solution for i mproved security and network reliability
Implemented a new VPN solution with multi-factor authentication for City staff City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
66 Executed a new cloud email archiving solution
Enrolled the City in a routine cyber hygiene program, scanning all Internet facing services to keep the IT staff updated on any new external vulnerabilities Rolled out KnowBe4, a security awareness tool to help train staff on external email threats Installed a new all flash storage area network (S AN) to improve server and application speeds as well as expand server backup capabilities
Upgraded the City’s fuel dispensing system including new payment processing from an analog- based phone line to a networked (IP) solution
Enforced all staff to utilize a MFA solution for any Office applications outside of the City’s network, adding an extra layer of protection to the City’s IT resources Added the State Street City Hall building network connectivity to the City’s network, followed by moving City Manager’s Office staff over to the building Implemented an end-to-end encryption solution fo r all Police Department mobile data computers Upgraded the Tyler ERP user identification solu tion from LDAP to Micr osoft’s Entra ID, adding additional protection within the ERP system
Geographic Information Systems
Negotiated a new Enterprise License Agreement with Esri for 3 years Assisted the Fire Department with a drive time analysis for service areas in several proposed fire station locations
Created new & improved dashboards for Police Detective case management, crime analysis, and reporting (both public and internal uses)
Worked with DSD to create a City business license information layer and app for internal and public uses
Worked with staff at Hillside Memorial Park to develop a map that identifies grave sites of Veterans Updating and maintaining 100+ public apps, including apps for Street Sweeping, Parks, Trees, and other public amenities
New & improved Illegal Fireworks Reporting App l aunch – including public & internal web maps, dashboards and the survey123 reporter
Updated & configured GIS field collection web map to FieldMaps Launched the City’s new GeoHub on November 15, 2023 (Global GIS Day). The Hub is a cloud- based engagement platform that enables organizations to communicate more effectively with their communities. Find it here: https://datahub-coredlands.hub.arcgis.com/ Working on large, complex migrations and updates for GIS technology:
o Migrating existing applications to a new platform (Experience Builder) o Migrating the Water GIS Network to a new platform (Utility Network) o Transitioning users from ArcMap to ArcGIS Pro
OneStop Training: for the migration from ArcMap, we trained approximately 30 staff members on the use of ArcGIS Pro.
Migration of OneStop: We were able to launch t he first phase of the OneStop v24. This data viewer uses ArcGIS Pro.
Created the Sewer Map Book to present location data of assets in the field for use by staff Created a Homeless Services App to extend the work done by the Redlands Charitable Resources Coalition to the online app environment
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
67 FUND ORGKEY
INFORMATION TECHNOLOGY SERVICES FUND 604900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 888,855 1,584,188 1,186,850 1,660,947 1,764,866 5002 Salaries: Part-Time 42,439 88,935 - 16,000 16,000 5101 Overtime Salaries 655 1,000 2,500 3,000 3,000 5202 Holiday Pay 10,690 - 14,025 - - 5203 Bonus 40,638 - 2,160 2,555 2,607 5204 Accrual Payout 21,322 - 46,850 - - 5301 Banked Leave Buy Back 9,568 44,631 16,299 35,236 39,718 5401 Pension Contributions 587,571 446,942 305,594 501,580 521,849 5501 FICA/Medicare 72,610 116,740 83,225 126,821 135,655 5601 Deferred Compensation 8,495 14,603 14,405 19,930 20,270 5701 Health/Dental Insurance 101,262 326,719 135,309 288,391 293,169 5702 Workers' Comp Insurance 41,725 45,113 45,113 49,286 51,000 5703 Disab ility Insurance 2,315 4,363 4,775 11,216 11,997 5704 Unemployment Insurance 1,107 8,589 10,466 8,159 8,159 5705 Life Insurance 637 995 734 1,121 1,121 5801 Vehicle Allowance - - 4,725 3,300 3,300 5802 Ey ec
are Reimbursement 872 3,553 3,553 5,340 5,340 5803 Clothing Allowance 1,200 1,650 1,800 3,900 3,900 5901 Compensated Absences Expense 3,790 - - - - 5903 Other Taxable Benefits 584 41,437 669 720 720 5904 Tuition Reimbursement - - 1,050 - - TOTAL SALARIES AND BENEFITS 1,836,338 2,729,458 1,880,102 2,737,502 2,882,671
SERVICES
6005 License & Permit - - 500 - - 6007 Penalties and Interest 6 - 10 - - 6106 Other Professional Services 96,996 762,254 394,364 433,000 333,000 6304 Telephone 300,408 330,750 312,094 318,336 324,703 6401 Meeting & Prof Development 3,020 6,000 3,000 6,000 6,000 6402 Travel Expense/Reimbursement 2,996 4,000 6,000 - - 6403 Training 3,240 9,000 4,000 9,000 9,000 6505 Retiree Health Insurance 172,219 90,000 90,000 90,000 90,000 6601 Postage 206 150 50 100 100 6703 Software Support/Development 906,020 1,535,831 1,465,836 1,619,955 1,690,353 6710 Specia
l Contractual Services 79,661 404,444 367,685 132,300 307,300 6803 City Garage Charges 2,218 2,366 4,074 4,961 5,168 6804 General Govt Service Charge 268,369 281,788 281,788 319,768 330,960 6901 Printing and Binding - 150 - - - 6906 Office Equip & Furn Rent 1,810 6,500 2,000 15,000 16,000 6907 Comms Service & Rental 12,820 6,800 12,976 19,776 19,776 6909 Subscriptions & Memberships 365 3,500 1,500 3,500 3,500 6914 Depreciation Expense 282,201 - - - - 6917 SBITA Amortization 228,860 - - - - TOTAL SERVICES 2,361,415 3,443,533 2,945,877 2,971,696 3,135,861
DEPARTMENT/DIVISION
DEPARTMENT OF INNOVATION AND TECHNOLOGY
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
68 FUND ORGKEY
INFORMATION TECHNOLOGY SERVICES FUND 604900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
DEPARTMENT OF INNOVATION AND TECHNOLOGY
SUPPLIES
7002 Office Supplies 4,312 5,000 2,500 3,500 4,500 7101 Office Equipment & Furniture 2,820 150 10,000 46,527 3,000 7201 Hardware Maint/Replace 97,787 605,000 387,925 30,000 30,000 7202 PC Repair/Replacement 128,975 205,000 205,000 97,500 77,500 7211 Computer Components - 7,500 - - - 7807 Food 87 - 2,500 2,500 2,500 7810 Special Departmental Supplies - 750 300 400 500 7901 Non-Capital Expenditures - - 500,000 200,000 - TOTAL SUPPLIES 233,981 823,400 1,108,225 380,427 118,000
FIXED ASSETS
8703 Computer Equipment 59,089 2,390,911 1,348,658 1,595,000 900,000 8706 All Other Equipment 7,994 - - - - 8801 Capital Lease - 22,792 32,818 7,416 7,416 8999 Capital Expenditure Offset (113,466) - - - - TOTAL FIXED ASSETS (46,384) 2,413,703 1,381,476 1,602,416 907,416
DEBT SERVICE
9103 Interest-SBITA 10,189 - - - - TOTAL DEBT SERVICE 10,189 - - - - FUND TOTAL 4,395,539 9,410,095 7,315,680 7,692,041 7,043,947 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
69 Customer Service
Program Description:
The Customer Service Division is responsible for providing quality customer service to all City residents and customers, whether by phone or over-the-counter.
In addition to providing quality customer service, the division is responsible for billing over 22,000 utility customers for water, wastewater, solid waste, household hazardous waste and street cleaning services totaling 79,629 services billed every two months. Utility bills are produced and mailed on a bi-monthly basis to keep operational costs to a minimum.
The Customer Service Division is responsible for assisting more than 29,800 customers at the counter and 42,720 customers over the phone on an annual basis. The nature of these contacts consist of receiving payments for all City services and revenues, providing information to residents regarding assistance programs, dog lic ense renewals, processing requests for connection/disconnection of utility service, unusual water usage, water quality inquiries, billing inquiries, water distribution, roll-off services, information on solid waste services, missed solid waste collection services, general water drought/conservation inquires and water rebates which resulted in 62,505 work orders processed for 2023.
The Customer Service Division budget is presented in a single program within a separate Internal Service Fund, which is supported by the operating funds of Water, Wastewater, and Solid Waste.
Program Objectives:
Provide quality customer service to all Redlands residents and customers, while assisting them with their water, wastewater, and solid waste needs or other City of Redlands payment needs.
Provide Redlands residents and utility customers with clear, consistent, accurate and equitable billing for their municipal utility services. Continually look for ways to streamline func tions and improve efficiencies to keep operating costs to a minimum.
Increase customer awareness of various payment methods available, including: 1) the payment kiosk newly implemented in 2023 accepting all payment types of cash, check, debit/credit cards, 2) 1-2-3 Done! Program, an automated payment drafting program that offers two payment options from which to choo se: Advance monthly pay or Bi-monthly pay; 3) Invoice Cloud, an on-line, pay by text or VRU payment program providing flexibility to pay via credit card, debit card, PayPal, Venmo, Google Pay or Apple Pay or from a designated bank account; 3) GovNetPay, a counter based program that not only offers the same payment flexibility as Invoice Cloud, but also offers a higher payment limit, meeting the needs of customers with balances greater than $500.
Increase customer awareness of Redconnect, a pr ogram which provides customers with 24/7 secure online access to their City of Redlands municipal services account information. With Redconnect, customers have access to review their service history, billing history, water usage history, view current bill and/or print a copy, enroll in the automatic payment programs, or elect to “GO GREEN” and eliminate paper waste by enrolling in e-Bill service to receive notification that their municipal services bill is ready for viewing via email. Educate customers on mandatory water conservation requirements by directing customers to the City website for detailed information, and/or referring customers to the Water Conservation Coordinator for water audits and available water conservation rebates.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
70 Educate customers on solid waste and recycling requirements by directing customers to the City website for detailed information, and/or referring customers to the solid waste department or Recycling Coordinator
Accomplishments for Fiscal Year 2022-2023:
Expanded payment options for utility bill customers through Invoice Cloud to accept various card types
Managed California Water and Wastewater Arrearage Grant Funding and successfully applied credits to eligible customer utility accounts and software modifications required to support the new program
Implemented the COVID-19 payment plans for City utility customers and software modifications required to support the new program
In coordination with other City departments, resume utility account collections processes, late charge, penalties and water disconnects in compliance as the water shutoff moratorium provisions within Executive Order N-42-20 were lifted
Managed a special collections process for delinquent utility customers for balances acquired during the COVID-19 moratorium
Managed and coordinated the acceptance of Low-Income Household Water Assistance Program payments for eligible City utility customers and software modifications required to support the new program
Implemented the City approved Utility Billing Assistance Program and software modifications required to support the new program
Initiated paperless billing campaign with Invoice Cloud for City utility customers Implemented new utility bill collections proc ess with Selectron to streamline and improve customer communications
Accomplishments for Fiscal Year 2023-24:
Implemented procedures to notify customers of green-waste contaminants In coordination with other City departments, implemented process for organic waste management requirements and software modifications required to support the new program Implemented required software updates for automated carts for solid waste route changes Updated special hauling process and implem ent software improvements with new work orders
Increased customer awareness of all payment options with bill inserts, social media postings and bill messages
Supported and monitored the billing setup of the City-wide meter exchange program for installing AMR/AMI Meters
Successfully integrated and processed AMI meter readings for utility bills and software modifications required to support the integration
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
71 FUND ORGKEY
UTILITY BILLING FUND 608900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 730,250 954,977 824,448 1,106,656 1,169,128 5101 Overtime Salaries 5,514 16,000 2,200 6,000 6,500 5202 Holiday Pay 14,942 - 28,156 - - 5203 Bonus 45,231 - 600 697 711 5204 Accrual Payout 11,946 - 5,017 - - 5301 Banked Leave Buy Back 11,301 22,457 22,324 25,293 30,387 5401 Pension Contributions 434,236 265,951 229,317 318,730 326,348 5501 FICA/Medicare 61,576 66,698 60,565 80,782 84,929 5601 Deferred Compensation 3,465 3,341 6,179 7,443 7,531 5701 Health/Dental Insurance 92,591 270,666 139,944 257,116 261,246 5702 Workers' Comp Insurance 33,196 35,892 35,892 45,879 47,476 5703 Disab ility Insurance 5,072 7,076 5,013 8,584 9,033 5704 Unemployment Insurance 1,140 6,119 12,334 7,209 7,209 5705 Life Insurance 789 888 756 1,046 1,046 5801 Vehicle Allowance - - 1,313 900 900 5802 Eyecare Reimbursement 2,023 3,173 3,173 4,983 4,983 5803 C l
othing Allowance 2,850 3,600 3,600 4,200 4,200 5804 Uniform Rental 3 - - - - 5901 Compensated Absences Expense 3,110 - - - - 5903 Other Taxable Benefits 2,123 27,504 3,434 6,392 6,392 5904 Tuition Reimbursement - - 2,767 - - TOTAL SALARIES AND BENEFITS 1,461,359 1,684,342 1,387,032 1,881,910 1,968,019
SERVICES
6004 Bank/Collection Agent Fees 33,716 34,377 48,000 55,000 60,000 6007 Penalities - - 3 - - 6106 Other Professional Services 111 5,000 12,640 - - 6304 Telephone 0 600 844 600 600 6401 Meeting & Prof Development 2,183 5,500 5,500 6,000 6,500 6402 Travel Expense/Reimbursement 841 3,000 3,000 3,150 3,300 6403 Training 380 7,500 7,500 7,850 8,000 6505 Retiree Health Insurance 160,738 80,000 80,000 85,000 90,000 6601 Postage 77,909 99,858 96,000 97,920 99,878 6703 Software Support/Development - 27,313 15,826 34,500 4,550 6710 Special Contractual Services 12,082 11,948 11,948 12,000 12,400 6802 Inf o
Tech Service Charges 142,218 227,991 152,992 114,234 100,635 6804 General Govt Service Charge 111,642 117,224 117,224 242,556 251,045 6901 Printing and Binding 26,747 31,000 31,000 32,550 34,178 6903 Labor - - 3,600 - - 6906 Office Equip & Furn Rent 2,680 3,500 2,748 3,500 3,605 6908 Other Rentals 1,650 - 1,650 1,700 1,700 6909 Subscriptions & Memberships - 750 750 750 750 6911 Bad Debt Expense 1,398 - - - - TOTAL SERVICES 574,295 655,561 591,225 697,310 677,141
DEPARTMENT/DIVISION
CUSTOMER SERVICE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
72 FUND ORGKEY
UTILITY BILLING FUND 608900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
CUSTOMER SERVICE
SUPPLIES
7002 Office Supplies 5,970 7,000 7,000 7,200 7,350 7101 Office Equipment & Furniture 3,659 2,000 5,000 2,000 2,000 7211 Computer Components - 1,200 2,366 1,200 6,800 7807 Food 183 350 400 400 450 7810 Special Departmental Supplies 370 1,750 1,750 1,750 1,900 7901 Non-Capital Expenditures 29,384 - 8,655 - - TOTAL SUPPLIES 39,567 12,300 25,171 12,550 18,500
FIXED ASSETS
8301 Construction In Progress 26,081 - - - - 8501 Other Betterments/Improv - 80,000 80,000 - - 8706 All Other Equipment - 35,358 36,358 - - 8999 Capital Expenditure Offset (26,081) - - - - TOTAL FIXED ASSETS - 115,358 116,358 - - FUND TOTAL 2,075,221 2,467,561 2,119,786 2,591,770 2,663,660 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
73 FUND ORGKEY
COMMUNITY FACILITIES DISTRICT FUND 810961
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 15,581 25,000 23,000 23,000 23,000 6804 General Govt Service Charge 2,516 2,642 2,642 671 694 TOTAL SERVICES 18,097 27,642 25,642 23,671 23,694
DEBT SERVICE
9001 Principal 540,000 575,000 575,000 615,000 650,000 9101 Interest 180,788 144,964 163,508 126,420 86,753 TOTAL DEBT SERVICE 720,788 719,964 738,508 741,420 736,753 DIVISION TOTAL 738,885 747,606 764,150 765,091 760,447
DEPARTMENT/DIVISION
COMMUNITY FACILITIES DISTRICT 2001-1
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
74 FUND ORGKEY
COMMUNITY FACILITIES DISTRICT FUND 810962
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 15,081 23,000 20,500 20,500 20,500 6804 General Govt Service Charge 533 559 559 671 694 TOTAL SERVICES 15,614 23,559 21,059 21,171 21,194
DEBT SERVICE
9001 Principal 355,000 390,000 390,000 425,000 470,000 9101 Interest 409,460 387,793 387,793 376,450 351,730 TOTAL DEBT SERVICE 764,460 777,793 777,793 801,450 821,730 DIVISION TOTAL 780,074 801,352 798,852 822,621 842,924 FUND TOTAL 1,518,959 1,548,957 1,563,002 1,587,712 1,603,371
DEPARTMENT/DIVISION
COMMUNITY FACILITIES DISTRICT 2003-1
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
75 FUND ORGKEY
SUCCESSOR TO RDA GENERAL FUND 820167
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Full Time Salaries 6,475 - 7,467 - - 5202 Holiday Pay 110 - - - - 5203 Bonus 165 - 40 - - 5204 Accrual Payout 331 - 183 - - 5301 Banked Leave Buy Back 103 - 121 - - 5401 Pension Contributions 1,859 - 2,159 - - 5501 Fica/Medicare 442 - 551 - - 5601 Deferred Compensation 181 - 395 - - 5701 Health/Dental Insurance 460 - 859 - - 5704 Unemployment Insurance 3 - 17 - - 5705 Life Insurance 3 - 3 - - 5801 Vehicle Allowance - - 88 - - 5903 Other Taxable Benefits 12 - 6 - - TOTAL SALARIES AND BENEFITS 10,143 - 11,889 - - DIVISION TOTAL 10,143 - 11,889 - - .
DEPARTMENT/DIVISION
SUCCESSOR AGENCY ADMINISTRATION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
76 FUND ORGKEY
SUCCESSOR TO RDA DEBT SERVICE FUND 820169
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6913 Amortization Expense 7,542 - - - - TOTAL SERVICES 7,542 - - - -
DEBT SERVICE
9101 Interest (8,176) - - - - TOTAL DEBT SERVICE (8,176) - - - - DIVISION TOTAL (635) - - - - FUND TOTAL 9,508 - 11,889 - -
DEPARTMENT/DIVISION
SUCCESSOR AGENCY DEBT SERVICE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
77 Police Department
Mission Statement:
The Redlands Police Department is dedicated to enhancing public safety through trust, innovation, community partnership, and excellence in service.
Departmental Goals:
Continue to provide outstanding service to internal and external customers. Develop leaders and develop succession planning strategies. Implement evidence-based measures to improve service, create efficiencies, and prevent and reduce crime.
Improve recruitment and retention efforts to maintain a high-performing organization. Continue to strengthen the organizational culture.
Develop a departmental strategic plan.
Leverage available resources through the use of volunteers, analysts, technology, and data-driven solutions to create greater efficiencies.
Sustainability Efforts:
Continue using a new vehicle profile for professional staff employees to reduce fuel usage and reduce carbon emissions.
The department desires to create paperless systems when possible.
Performance Measures:
Maintain crime clearance rates above the national average in 2024-2026. Identify emerging crime trends quickly and develop and implement targeted, evidence based strategies to address them.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
78 Police
Patrol Services Bureau
Program Description:
The Patrol Services Bureau is one of the most visible units in the department as it provides twenty-four (24) hour a day service to the residents of our community. Patrol officers respond to a wide variety of emergency and non-emergency calls for service. The Patrol Services Bureau is comprised of several sub-units, namely:
Patrol: The Patrol teams are comprised of eight officers including the corporal and sergeant.
Five patrol teams rotate schedules supplemented by civilian community service officers. Field Training and Evaluation Program: The Field Training and Evaluation Program is responsible for the development of recruits into competent solo police officers. Field training officers coordinate and deliver nearly six (6) months of training to new officers to prepare them to operate as solo police officers.
Reserves: The Redlands Police Department Reserve Unit is comprised of volunteers from a variety of professions who live in the city or neighboring communities. Reserve officers receive extensive training in the many facets of law enforcement which they routinely put to use while assisting the department.
Explorers: The Redlands Police Department Law Enforcement Explorer Post began in 1968 and has been the starting point for many future law enforcement officers. Young men and women interested in joining the program must be at least 15 years of age and no older than 21 years. The program is for youth interested in learning about the field of law enforcement. Custody: The department contracts with Allied Universal to provide custody officers who are responsible for the processing, booking, and transportation of prisoners.
Program Objectives:
Respond to calls for service promptly and render appropriate assistance upon arrival. Conduct criminal investigations and prepare required documentation to be forwarded to Detectives, the District Attorney, and/or other agencies. Maintenance of a temporary custodial processing facility that complies with applicable state and federal law.
Development of recruits into competent police officers. Maintain an atmosphere of positive and professional contact between all officers and members of our community.
Significant Program Changes:
Maintaining safe staffing levels, in 2023 the Patrol Services Bureau shifted from a seven-team to a five-team rotation that eliminated swing shift/overlap coverage. In 2023, eleven (11) police recruits successfully completed the Field Training Program to become solo police officers.
Currently, twelve (12) candidates are in backgrounds to fill vacancies, which includes six (6) lateral prospects and six (6) police recruit prospects. The addition of two (2) Police Commanders in 2023 allows one Commander to solely focus on overseeing the Patrol Services Bureau.
Patrol sector deployment in 2024 should allow for increased community engagement, greater officer familiarity with a specific geographic area, more effective identification and addressing of crime trends, and more efficient response times.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
79 FUND ORGKEY
GENERAL FUND 101200
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 9,263,101 12,460,609 10,482,290 12,968,174 13,826,878 5002 Salaries: Part-Time - - - 25,910 25,910 5003 Labor Code Sec 4850 97,193 - 160,216 112,151 117,759 5101 Overtime Salaries 1,066,896 1,096,254 1,097,720 1,151,067 1,208,620 5102 O.T. Reimbursable 218,640 195,189 195,189 204,948 215,196 5104 Major Crime OT 31,403 184,669 184,669 193,902 203,598 5105 Overtime: Court/Other 76,572 133,954 134,406 140,652 147,684 5201 Stand By 14,875 - 15,000 15,750 16,538 5202 Holiday Pay 142,262 - 135,391 - - 5203 Bonus 74,857 - 56,323 - - 5204 Accrual Payout 613,052 - 563,860 - - 5301 Banked Leave Buy Back 744,425 1,875,406 797,122 1,350,504 1,563,817 5401 Pension Contributions 6,004,108 6,880,473 6,599,448 7,993,497 8,710,005 5501 FICA/Medicare 232,732 263,686 254,463 288,320 308,220 5601 Deferred Compensation 242,869 87,588 270,471 316,711 371,209 5701 Health/Dental Insurance 1,401,110 2,026,462 1,653,403 2,215,957 2,320,836 5702 W o
rkers' Comp Insurance 1,012,660 1,214,522 1,214,522 1,291,803 1,335,917 5703 Disab ility Insurance 7,152 11,936 8,391 13,002 13,754 5704 Unemployment Insurance 7,108 45,570 40,451 48,391 49,476 5705 Life Insurance 5,488 6,615 5,615 6,962 7,119 5802 Eyecare Reimbursement 658 4,050 4,210 5,100 5,100 5803 Clothing Allowance 199,735 300,375 303,575 325,350 333,350 5903 Other Taxable Benefits 51,765 585,539 61,370 68,400 68,400 5904 Tuition Reimbursement - - 6,453 - - TOTAL SALARIES AND BENEFITS 21,508,659 27,372,897 24,244,558 28,736,552 30,849,385
SERVICES
6102 Legal Services 10,768 - 46,830 47,767 48,722 6402 Travel Expense/Reimbursement 2,852 - 4,000 4,080 4,162 6710 Special Contractual Services 277,542 344,017 334,017 340,697 347,511 6802 Info Tech Service Charges 722,926 777,707 777,707 601,632 530,009 TOTAL SERVICES 1,014,088 1,121,724 1,162,554 994,176 930,404 DIVISION TOTAL 22,522,747 28,494,621 25,407,112 29,730,728 31,779,789
DEPARTMENT/DIVISION
PATROL SERVICES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
80 Police
Communications Unit
Program Description:
The Communications Unit is a significant component of the Police Department, providing a vital link between the community and public safety personnel. Communication personnel are often the first contact in a resident’s emergency. Communications personnel interpret the individual’s needs and coordinate the response of appropriate services to meet those needs. These highly trained individuals are responsible for assisting callers on more than twenty-five incoming telephone lines and other forms of communication- including 911 emergency, alternate emergency, business lines, text-to-911 and email-to-911. In addition to answering the multitude of phone lines, communications personnel are tasked with dispatching calls via radio and a Computer Aided Dispatch (CAD) system. They also monitor over a dozen different radio channels. These radio channels include all the frequencies utilized by the various units of the department, local government, and other allied agencies. The Communications Unit also utilizes a variety of cameras from various locations in town to support responding units on call for service and by providing an additional resource to ensure site security at the various locations.
Program Objectives:
Answer all incoming calls on emergency, alternate emergency, and business lines expeditiously and courteously, instantly prioritizing, and relaying calls to police personnel in the field by entering designated calls for service into the CAD system, or immediately transferring the call to the appropriate agency for response. Monitor and utilize over 160 cameras placed at various locations throughout the City of Redlands.
Monitor and respond to all texts and emails to 911.
Dispatch calls for service.
Process requests from officers in the field, including the response of additional personnel, equipment, and/or resources.
Facilitate and prioritize telephone contacts and communication between the public, public safety agencies and other City departments.
Significant Program Changes:
Maintained minimum staffing due to chronic staffing shortages in the center by re-implementing stand-by duty to ensure coverage in the event of call-offs. Requisitions for the Police Dispatcher position were posted twice in 2023 and once so far in 2024.
There was a total of four (4) dispatch trainees during 2023. Two were reassigned to the Records Unit, and two are still in the training process
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
81 Accomplishments:
Dispatchers were active in the community attending various department events, such as:
Read Across America Day at local elementary schools, Cops N Kids game at San Manuel Stadium, Coptober Community Fair at Ranch Market, Thanksgiving Tuesday at Sylvan Park, and Heroes and Helpers!
Continued Quality Assurance and Review Program in which supervisors review calls to ensure Police Department customer service expectations, departmental protocols, and guidelines are met.
Continuous monitoring and entering applicable requests received via CitySourced, the City’s work order system for residents.
Dispatchers handled 28 tracker activations received via the GPS Tracking System. Dispatchers utilized city cameras 603 times on calls for service. Dispatchers answered 47 texts to 911.
Dispatchers answered 50,053 911 calls, an 18% decrease from the previous year. Dispatchers answered 109,993 business and alternate emergency lines, a 7% increase from last year.
There were 47,999 calls for service, a 5% increase from last year.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
82 FUND ORGKEY
GENERAL FUND 101201
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 939,555 1,135,889 1,033,362 1,314,709 1,374,752 5101 Overtime Salaries 86,276 121,942 121,942 128,039 134,441 5102 O.T. Reimbursable 344 - 858 - - 5201 Stand By - 30,319 30,319 31,835 33,427 5202 Holiday Pay 94,722 - 93,854 - - 5203 Bonus 65,000 - 3,000 - - 5204 Accrual Payout 5,598 - 16,282 - - 5301 Banked Leave Buy Back 20,284 22,110 17,925 31,251 40,555 5401 Pension Contributions 293,469 360,989 302,445 410,432 408,658 5501 FICA/Medicare 90,537 91,387 95,489 105,307 110,612 5601 Deferred Compensation 9,460 15,480 7,310 15,480 15,480 5701 Health/Dental Insurance 228,105 418,768 225,500 347,247 353,188 5702 Workers' Comp Insurance 49,795 53,838 53,838 49,297 51,012 5703 Disab ility Insurance 10,257 13,075 11,680 15,155 15,918 5704 Unemployment Insurance 1,523 7,812 6,808 7,812 7,812 5705 Life Insurance 979 1,134 848 1,134 1,134 5802 Ey ec
are Reimbursement 313 4,050 4,050 5,400 5,400 5803 Clothing Allowance 24,650 30,600 30,600 30,600 30,600 5903 Other Taxable Benefits 585 15,349 2,250 1,200 1,200 TOTAL SALARIES AND BENEFITS 1,921,453 2,322,742 2,058,360 2,494,898 2,584,189
SERVICES
6703 Software Support/Development - 117,765 85,000 - - 6710 Special Contractual Services 6,925 6,615 6,615 6,750 6,885 6802 Info Tech Service Charges 213,322 229,487 229,487 137,081 120,762 6906 Office Equip & Furn Rent - 1,200 - - - 6907 Comms Service & Rental 282,433 378,327 378,327 385,894 393,611 TOTAL SERVICES 502,680 733,394 699,429 529,725 521,258
SUPPLIES
7101 Office Equipment & Furniture 10,002 11,888 11,888 12,126 12,368 7102 Small Tools & Equipment 590 4,661 - 4,754 4,849 7203 Office Equipment Maintenance - 2,756 - 2,811 2,867 7211 Computer Components - 6,400 6,400 6,528 6,659 7810 Special Departmental Supplies 5,680 6,064 10,725 6,185 6,309 TOTAL SUPPLIES 16,271 31,769 29,013 32,404 33,052
DIVISION T
OTAL 2,440,404 3,087,905 2,786,802 3,057,027 3,138,500
DEPARTMENT/DIVISION
COMMUNICATIONS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
83 Police
Support Services Bureau
Program Description:
The Support Services Bureau is comprised of diverse responsibilities that affect all operations of the department. The goal of the Support Services Bureau is to supply the necessary equipment, provisions, and support personnel to facilitate the delivery of efficient and courteous public safety services to residents of Redlands. The Support Services Bureau is comprised of the following units: Office of the Chief of Police, Operations Manager, Records, and Fleet.
The Office of the Chief of Police is comprised of the Chief, two (2) Deputy Chiefs, one (1) Executive Assistant, one (1) Management Analyst, one (1) Operations Coordinator, one (1) Administrative Services Commander, one (1) Personnel & Training Sergeant, and one (1) Sergeant assigned to Professional Standards. The Deputy Chiefs oversee the day-to-day operations of the department. The Chief’s Executive Assistant is the community’s primary point of contact for the Office, handling complex and confidential executive-level administrative and secretarial duties for the management staff. The Executive Assistant also coordinates special projects and events and maintains the department’s personnel files. The Management Analyst’s responsibilities include ensuring the department’s needs are being met through budget development and monitoring, purchase requisitions, grant coordination, and payroll processing.
The Operations Coordinator’s responsibilities include the coordination of new hire background investigations for all staff and volunteer positions. Backgrounds conducted also include applicants for massage therapists and solicitor permits. The Operations Coordinator also oversees and maintains all training files and ensures that the entire department’s training requirements through POST, legislative, and department mandates are met. The Administrative Services Commander oversees both the Professional Standards Sergeant and the Personnel and Training Sergeant.
The Professional Standards sergeant oversees internal investigations and personnel issues and is the point of contact for the community for any inquiries and complaints. The Personnel and Training Sergeant oversees the development and deployment of internal training, as well as recruitment and wellness efforts.
The Operations Manager oversees the Records Unit, Communications Unit, building maintenance, and fleet operations. The Operations Manager also performs other specialized duties and works daily with other City staff to ensure a timely response to inquiries from the police department.
The Records Unit consists of a supervisor and eight (8) full-time Records Specialists who are responsible for the maintenance and security of all criminal records, as well as processing all reports, citations, traffic collisions, pre-employment checks, and other records produced by the various departmental units. Records Specialists are also primary points of contact for the community when requesting records. Records personnel are also responsible for cross-reporting to other law enforcement agencies, the District Attorney, courts, Department of Children & Family Services, Department of Motor Vehicles, Parole, Probation, and the Department of Justice (DOJ).
The Unit also acts as the court liaison and is responsible for the delivery of all reports to the District Attorney and courts. Unit personnel process all subpoena and Discovery requests and provide evidentiary items such as audio recordings, 911 recordings, photographs, and video requests.
Additional duties of the Unit include registration and updates into the California Sex and Arson Registry (CSAR) for all arson and sex registrants who reside in the City of Redlands.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
84 The Records Supervisor serves as the Custodian of Records for the Department and is responsible for requests under the California Public Records Act, Freedom of Information Act, approved Petitions to Seal Records, as well as all DOJ/CJIS audits, monthly validations, and the reporting of NIBRS-compliant data to the California Incident Based Reporting System (CIBRS).
The Records Supervisor is also designated as the Agency CLETS Coordinator (ACC) and is responsible for ensuring compliance with CA DOJ/FBI policies and regulations, as well as CLETS training and testing required by CA DOJ.
Program Objectives:
Ensure all department members receive mandated training. Provide expedient service to police officers, court officials, residents, and the media when records information has been requested.
Collect, store, and release records in accordance with state laws. Provide excellent customer service to the community by demonstrating trustworthiness, respect, and care at all times.
Ensure transparency through the consistent and accurate reporting of crime and statistical data.
Significant Program Changes:
In 2023, a full-time Administrative Assistant was added to provide administrative support and assistance to staff, management, and the public.
At mid-biennium budget, two (2) new Record Specialists were added to address an increase in discovery needs and public records requests.
At mid-biennium budget, one new Commander was added to directly oversee the Professional Standards Sergeant and a Sergeant assigned to Training/Hiring.
Accomplishments:
Redlands Police Department has successfully completed the transition to the FBI’s National Incident Based Reporting System (NIBRS) and California Incident Based Reporting System (CIBRS) for the reporting of statistical crime data.
Following the transition to a tier-based registration system designated by the Department of Justice, Records personnel have assisted several registrants with the documents required to petition for termination of their sex offender registration requirement. The Records Unit has received and processed several petitions which have been approved by the courts. The department successfully submitted all applicable Racial and Identity Profiling Act (RIPA) data to the Department of Justice.
The Training Department is committed to performing comprehensive background investigations to ensure the department's standards and commitment to excellence are met with each new hire. There were approximately 36 requisitions flown, 111 background investigations conducted on sworn and professional staff applicants, 24 background investigations completed, and 29 applicants hired and onboarded.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
85 FUND ORGKEY
GENERAL FUND 101202
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,373,316 2,008,340 1,493,189 1,554,030 1,634,278 5002 Salaries: Part-Time 61,304 186,753 119,404 144,270 144,270 5003 Labor Code Sec 4850 80,421 - - - - 5101 Overtime Salaries 57,083 63,750 63,750 66,938 70,284 5102 O.T. Reimbursable 13,828 13,780 13,780 14,469 15,192 5104 Major Crime OT 353 5,000 5,000 5,250 5,513 5105 Overtime: Court/Other 227 2,200 2,200 2,310 2,426 5201 Stand By Pay - - 700 - - 5202 Holiday Pay 29,737 - 14,676 - - 5203 Bonus 53,587 - - 5,479 5,868 5204 Accrual Payout 136,943 - 51,513 - - 5301 Banked Leave Buy Back 61,091 133,790 53,871 49,510 56,968 5401 Pension Contributions 739,532 725,827 795,492 479,435 484,897 5501 FICA/Medicare 82,694 89,199 88,743 98,903 103,189 5601 Deferred Compensation 215,440 77,589 119,657 80,164 109,536 5701 Health/Dental Insurance 225,528 312,452 263,286 343,355 349,130 5702 W o
rkers' Comp Insurance 55,328 59,820 59,820 68,468 70,850 5703 Disab ility Insurance 4,968 5,838 5,930 7,131 7,460 5704 Unemployment Insurance 1,514 9,548 11,770 10,850 10,850 5705 Life Insurance 933 1,008 947 1,071 1,071 5802 Eyecare Reimbursement 405 3,150 3,150 4,800 4,800 5803 Clothing Allowance 10,250 11,225 11,950 9,975 9,975 5903 Other Taxable Benefits 4,598 44,407 6,074 5,550 5,550 5905 Employee Wellness Program 860 900 - - - TOTAL SALARIES AND BENEFITS 3,209,941 3,754,576 3,184,902 2,951,958 3,092,107
SERVICES
6005 License & Permits 123 168 168 171 175 6007 Penalties - - 3 - - 6102 Legal Services 79,368 60,638 300,000 61,851 63,088 6105 Medical/Physicals 54,240 99,446 99,446 101,435 103,464 6304 Telephone 149,821 148,838 76,815 151,815 154,851 6307 Electricity & Gas 4,790 4,961 3,208 5,060 5,161 6402 Travel Expense/Reimbursement 76,135 115,750 115,750 118,065 120,426 6403 Trai
ning 163,255 253,691 177,693 166,520 169,850 6601 Postage 3,480 7,900 7,900 8,058 8,219 6702 Fingerprinting 3,895 10,475 10,475 10,685 10,898 6703 Software Support/Development 9,000 5,000 9,000 19,120 9,000 6710 Special Contractual Services 103,807 173,359 146,585 166,587 178,526 6802 Info Tech Service Charges 237,025 254,986 254,986 167,543 147,597 6803 City Garage Charges 696,170 741,487 966,172 1,261,561 1,305,845 6901 Printing and Binding 5,119 16,500 7,100 16,830 17,167 6904 Land and Building Rent 5,400 5,400 5,400 5,508 5,618 6906 Office Equip & Furn Rent 11,263 22,050 22,050 22,491 22,941 6908 Other Rent - - 5,315 - - 6909 Subscriptions & Memberships 16,462 8,655 8,655 8,828 9,005 6910 Labor - - 800 - - 6911 Bad Debt Expense - - 30 - - TOTAL SERVICES 1,619,351 1,929,304 2,217,551 2,292,127 2,331,831
DEPARTMENT/DIVISION
SUPPORT SERVICES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
86 FUND ORGKEY
GENERAL FUND 101202
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
SUPPORT SERVICES
SUPPLIES
7001 Books & Supplies - 700 700 700 700 7002 Office Supplies 18,306 43,549 43,549 44,420 45,308 7004 Uniform/Safety Clothing 161,531 157,124 157,124 160,266 163,472 7005 Photo & Copying Supplies 966 10,475 10,475 10,685 10,898 7101 Office Equipment & Furniture 7,037 834,737 834,737 7,177 7,321 7102 Small Tools & Equipment 7,004 42,867 42,867 160,414 161,289 7205 Machinery & Equip. Maint. 2,045 13,616 13,616 13,888 14,166 7206 Vehicle Maintenance 56,661 32,425 42,425 33,074 33,735 7209 Janitorial Supplies 8 - - - - 7804 Medical Supplies 538 10,198 10,198 10,402 10,610 7805 Weapons & Ammunitions 74,184 120,042 120,042 122,443 124,891 7807 Food 5,394 11,300 10,000 11,526 11,757 7810 Special Departmental Supplies 176,473 116,962 216,962 119,301 121,687 7901 Non-Capital Expenditures 105,483 267,364 95,613 95,613 95,613 TOTAL SUPPLIES 615,630 1,661,359 1,598,308 789,909 801,447
FIXED ASSETS
8501 Other Betterments/Improv - 74,376 74,376 - - 8701 Office Furniture - 6,274 6,274 - - 8704 Motor Vehi
cles 302,255 53,157 53,157 - - 8706 All Other Equipment - 87,500 87,500 - - 8801 Capital Lease 74,358 826,106 1,237,363 1,416,245 917,652 TOTAL FIXED ASSETS 376,613 1,047,413 1,458,670 1,416,245 917,652
DEBT SERVICE
9002 Principal-Lease 189,231 - - - - 9102 Interest-Lease 2,482 - - - - TOTAL DEBT SERVICE 191,713 - - - - DIVISION TOTAL 6,013,248 8,392,652 8,459,431 7,450,239 7,143,037 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
87 Police
Community Services Bureau
Program Description:
The Community Services Bureau works closely with residents and business owners to prevent crime, solve problems, and enhance the quality of life of Redlands’ residents. The Community Services Bureau is comprised of several sub-units, namely:
Traffic and Special Events Unit: One Sergeant and a traffic corporal are assigned to the Traffic and Special Events Unit. The sergeant is responsible for coordinating the efforts of the community service officers assigned to parking control that enforce parking standards throughout the city. The sergeant also manages all the Office of Traffic Safety (OTS) grants which encompass sobriety checkpoints, Click It or Ticket operations, additional traffic enforcement, and DUI saturation patrols during special events and holidays. In addition to traffic duties, the sergeant, corporal, and parking control officers organize traffic flow for all of the special events in town such as the Christmas Parade, Redlands Bicycle Classic, Run Through Redlands, Lincoln Pilgrimage Parade, high school graduation ceremonies, several triathlon/5-10 K runs, and approximately thirty additional special events that are held on weekends that require traffic control. The sergeant also supervises the Citizen Volunteer Unit, the Community Policing Unit, and the two school resource officers. Community Policing Unit: Two officers are assigned to the Community Policing Unit. The community policing officers (CPOs) are committed to addressing issues such as homelessness and ongoing crime problems, and they promote long-term interactions with community members and local businesses. CPOs work closely with the community and faith-based organizations to strengthen community relationships while working towards common goals of public safety and well-being. They also spearhead department youth programs and assist in special events.
School Resource Officers: Two officers have been assigned to work as school resource officers (SROs). The SROs work with the Redlands Unified School District to improve the safety of students and staff at the selected schools and to reduce crime committed by juveniles and young adults . Moreover, the SROs establish a trusting channel of communication with students, parents, and teachers. The SROs serve as positive role models to instill in students good moral standards, good judgment and discretion, respect for other students, and a sincere concern for the school community. One officer is assigned to Redlands High School, while the other officer is assigned to Citrus Valley High School. Both positions are funded by the Redlands Unified School District.
Triage, Engagement, and Support Teams (TEST): One San Bernardino County Department of Behavioral Health TEST team member is assigned to work in the Redlands Police Department to assist both community policing officers and patrol officers in providing services to residents. Triage teams specialize in crisis intervention, continuum of care, and intensive case management for individuals experiencing an urgent psychiatric health condition with up to 59 days of individualized linkage and follow-up services. The goal is to improve consumer experience by improving access to mental health services with local staff and rapid response times, allowing the consumer to possibly stay within their community by strengthening their opportunity for recovery and wellness while reducing involvement with the criminal justice system, reducing frequencies of emergency room visits and/or unnecessary hospitalization.
While a valuable resource, there has been a high degree of turnover of TEST staff since its inception.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
88 Citizen Volunteers: The Department also has a Citizen Volunteer Unit consisting of hardworking men and women who have chosen to give back to their community. After a person completes the application process to join the Citizen Volunteer Unit, they complete a preparation academy. This intensive training gives them an understanding of the various components of the department and the expectations of the community. After their initial training, the CVs patrol the city in specially marked patrol units and serve as the “eyes and ears” of the department. They provide a lookout for illegal activities, carry a police radio, and are in constant contact with Dispatch and the officers on duty. Community Engagement Team (CET): CET was es tablished in February of 2024. The team consists of one (1) Sergeant, one (1) Corporal, and four (4) police officers. The team’s primary focus will be to address retail theft and transient related problems in business districts. CET builds strong relationships with local business owners and other members of the community. Crime Analyst: One crime analyst has been added to the Community Policing Bureau. She has completed several projects including a downtown parking enforcement map for the city, downtown crime study dashboard, and deployment scenarios for CET and other community policing teams. She continues to analyze information related to the city’s business districts in order to maximize safety in those areas.
Program Objectives:
Support the department’s community policing and problem-solving efforts through active participation and input on issues.
Conduct proactive patrols and take the appropriate enforcement action. Reduce the number of traffic collisions by enforcing traffic laws. Reduce the number of traffic collisions caused by DUI drivers by conducting DUI checkpoints. Work with the Redlands Unified School District to improve the safety of students and staff at the selected schools and to reduce crime committed by juveniles and young adults. Work with the Department of Behavioral Health to improve the consumer experience. Maintain a strong, viable volunteer program that assists department members in their efforts to provide a safe and sustainable community.
Continue to foster strong relationships with local businesses and focus on the changing needs of our local business districts.
Accomplishments:
The Traffic and Special Events Unit assisted with traffic control and in providing public safety services at several special events in town such as the Redlands Bicycle Classic, Redlands Bowl Summer Music Festival, and Run thru Redlands, commencement and graduation ceremonies, and other outdoor events.
The Traffic Unit continued its regular enforcement duties, and the department was awarded the Office of Traffic Safety Selective Traffic Enforcement Program grant for 2022/2023 in the amount of $145,820.37. The grant provides funding to conduct ten (10) DUI checkpoints, twelve (12) DUI saturation patrols, three (3) Know Your Limit campaigns, one (1) collaborative DUI and traffic enforcement with partner agencies, eighteen (18) different traffic enforcement operations, and a traffic safety education class. Thus far, the Traffic Unit has investigated a total of eight (8) traffic fatalities during the fiscal year. The Community Policing Unit continues to foster positive police-community relationships by coordinating and participating in numerous community policing events and youth leadership activities and programs. Many of these community events are sponsored by the Redlands Police Community Foundation (RPCF), a non-profit organization dedicated to providing additional support to the Redlands Police Department, including the “Coptober Community Fair,” the serving of community Thanksgiving meals, Blue Christmas, Heroes and Helpers, and other youth leadership events throughout the year.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
89 Members of the Citizen Volunteer Unit donated approximately 5,000 hours in 2022-2024.
Volunteers are a vital part of the department’s strategy to meet the public safety needs of the community. The operational expenses of the Citizen Volunteer Unit are funded through the RPCF.
The SROs continue to be stationed at Redlands High School and Citrus Valley High School which allows them to have ongoing police presence and positive interactions with Redlands Unified School District students and staff. During 2022/2023 the SROs developed a program called Cops N Kids N Hoops. The SROs work with local high schools and businesses to provide local youth with the opportunity to attend an NBA basketball game with members of the Redlands Police Department.
CET has already had a noticeable impact on retail crime in the city. They have worked with local businesses to plan and implement multiple large-scale operations at our local shopping centers. CET has also established a strong working relationship with the city’s Homeless Solutions Team. Officers continue to address problems associated with homelessness by taking a proactive and holistic approach to solving issues. Officers have helped some homeless obtain housing and other resources. Additionally, they have worked with several agencies to clean up approximately 35 homeless camps in the City of Redlands between 2022 and 2024. The department has also implemented and maintained a strategy that keeps city parks free from homeless encampments by offering individuals a bed in a local transitional housing facility. Funding to continue this strategy has been secured into the next year.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
90 FUND ORGKEY
GENERAL FUND 101204
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5401 Pension Contributions 4,995 - - - - 5501 FICA/Medicare 321 - - - - 5701 Health/Dental Insurance 6 - - - - 5702 Workers' Comp Insurance 35,963 - - - - 5703 Disability Insurance 16 - - - - 5803 Clothing Allowance 15,206 - - - - TOTAL SALARIES AND BENEFITS 56,506 - - - -
SERVICES
6710 Special Contractual Services 21,064 42,446 42,446 43,295 44,161 6802 Info Tech Service Charges 154,066 165,741 165,741 129,465 114,053 TOTAL SERVICES 175,130 208,187 208,187 172,760 158,214
SUPPLIES
7806 Promotional Supplies 3,266 6,504 6,504 6,634 6,767 TOTAL SUPPLIES 3,266 6,504 6,504 6,634 6,767 DIVISION TOTAL 234,902 214,691 214,691 179,394 164,981
DEPARTMENT/DIVISION
COMMUNITY SERVICES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
91 Police
Special Services Bureau
Program Description:
The Redlands Police Department's Investigations Unit is responsible for conducting criminal investigations and unresolved field investigations. Following up on the initial efforts of patrol and community service officers, the Investigations Un it’s mission is to identify and apprehend those responsible for the commission of various crimes, such as homicides, sexual assaults, robberies, burglaries, thefts, aggravated assaults, and facilitate the recovery of stolen property. The Investigations Unit is also responsible for protecting the innocent and wrongfully accused.
Criminal investigations include gathering information, interviewing parties, and collecting evidence. The arrests of offenders and recovery of stolen property are accomplished through the evaluation of crime trends and patterns, the identification and location of past and probable offenders, and the utilization of modern police technology and forensic sciences. By developing and maintaining active relationships between the RPD and other law enforcement agencies, social service organizations, local citizen groups, and the District Attorney, the investigators successfully bring criminal cases to prosecution and conviction.
The Investigations Unit is comprised of the following:
Violent Crimes: This sub-unit has primary responsibility for homicides, rapes, assaults, robberies, and other acts of violence against adults.
Special Victims: This sub-unit has primary re sponsibility for crimes against children, the disabled and elderly.
Property Crime: This sub-unit is responsible for burglaries, fraud, identity theft, vehicle theft, and other theft-related crimes.
Internet Crime Against Children (ICAC): This sub-unit is associated with Los Angeles Police Department’s ICAC Task Force and is responsible for investigating Internet crimes against children. Reports are generated through the National Center for Missing and Exploited Children (NCMEC). NCMEC receives the repo rts from electronic service providers and persons who report directly on their website.
Crime Analysis: This sub-unit has primary re sponsibility for analyzing crime trends, series, and patterns to increase the department’s ability to investigate and apprehend criminals, as well as control crime.
Forensics Unit: This sub-unit works closely with the Investigations Unit, other members of the Special Services Bureau, and the Patrol Services Bureau handling various types of calls including sex crimes, homicides, and property crimes.
Property and Evidence: This sub-unit assists by properly retaining and maintaining all property and evidence. They are also responsible for the transportation of items of evidence for additional processing to the San Bernardino County Sheriff’s Crime Lab.
Program Objectives:
Investigate crimes to disposition, including arrest, prosecution, and conviction. Develop and implement strategies to address crime trends, patterns, and series. Train and educate patrol officers in specialized criminal investigations and procedures.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
92 Significant Program Changes:
A sergeant position was reassigned from the department’s Street Enforcement Team to the Investigations Unit to supervise property crime detectives and the Property and Evidence Section.
A digital forensics analyst was added to the Forensics Unit to assist department personnel with the examination, identification, preservation, and analysis of digital evidence related to investigations.
Accomplishments:
Detectives were called out to assist with a home invasion robbery of an 82-year-old victim.
Excellent forensic work provided a lead for detectives to identify a suspect. This suspect was later located and arrested.
Detectives followed up on a robbery in a business center parking lot where an elderly woman was dragged to the ground while trying to hold onto her purse. The suspect committed a similar robbery in San Bernardino and was arrested. Redlands detectives were able to book the suspect into county jail for Redlands robbery.
A 14-year-old runaway juvenile found in a motel room in Redlands with an adult male later disclosed that sex acts had been committed. Detectives followed up and located video evidence that the crime had occurred. The suspect was located and arrested. Detectives investigated a report of historical sex crimes with a minor. The male suspect had sexually assaulted two of his half-sisters for years. Detectives collected evidence and built a case against the suspect. The suspect was later arrested by detectives. Detectives responded to assist Patrol at the scene of a homicide. It was determined two brothers attacked their sister’s boyfriend because he had been verbally abusing their sister.
During the physical altercation, a knife was used to fatally stab the victim. Through a lengthy investigation, the suspects were both arrested.
Detectives followed up on multiple burglaries at an Amazon warehouse with over $60,000 in losses. During the investigation, three suspects were arrested and over $14,000 in merchandise was recovered.
Detectives investigated a robbery series where six robberies occurred at fast food establishments in town. During one of the attempted robberies, a good Samaritan fought with the suspect and was able to remove an article of clothing during the altercation. A distinct article of clothing and a pellet gun were recovered by patrol officers after the altercation. The same suspect was believed to have committed similar armed robberies based on weapon, clothing, and threats to shoot employees at fast food establishments in Los Angeles, Riverside, and San Bernardino Counties (15 total). Over the course of the investigation, with great forensic work (fingerprint and DNA evidence) two persons of interests were located.
Redlands detectives took over as primary due to the number of robberies committed in Redlands and submitted a case to the District Attorney’s Office on the suspect. The suspect is currently in Arizona on an unrelated case.
Detective responded to assist Patrol with a shooting that occurred in a roadway during daylight hours. Two victims were seated inside of their vehicle when the suspect pulled alongside of them and fired about 11 rounds at the victims. Both victims were struck by the gunfire and received life-threatening injuries. Detectives arrested and booked the suspect into county jail. Detectives conducted a 15-month-long investigation with Homeland Security Investigators into sex trafficking of underage females that spanned from California to Nevada to Texas to Colorado. Two female victims, a fourteen-year-old and a fifteen-year-old were rescued.
Federal indictments were issued for three suspects who were all located and arrested.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
93 A business notified RPD that an employee found a digital video camera in their restroom, and patrol officers responded to take custody of the camera. The RPD Digital Forensic Examiner analyzed the recordings on the device and believed it was a hidden camera set up in the restroom to surreptitiously record customers. Detectives authored a search warrant that was served by MET, and the suspect was contacted and arrested. Under Miranda, the suspect confessed to planting the hidden camera.
An RPD Community Service Officer notified detectives that he had identified a suspect who had been stealing from a local business multiple times a day. Detectives determined the suspect had stolen from the business thirty-two times. A majority of the thefts were felonies, and the incidents were all captured on video surveillance. Detectives showed witnesses photographic lineups and they positively identified the suspect. Patrol officers located the first suspect and arrested him. During an interview, he confessed to the thefts and gave the name of another suspect in three separate thefts at the business to detectives. The suspect was charged with twenty grand thefts. The second suspect was arrested and charged as well. The Internet Crimes Against Children (ICAC) sub-unit has identified and arrested two suspects with a total of over 10,000 images of Child Sexual Abuse Material (CSAM) in the course of their investigations.
Suspects from the City of Compton burglarized two businesses in downtown Redlands, taking safes, money, and a firearm. Detectives discovered that suspects were arrested in the City of Colton on separate charges. While reviewing reports and evidence seized during that arrest, the suspects were tied to two additional burglaries in Redlands. Arrest warrants for burglary and grand theft were obtained for both suspects. One suspect has since been arrested for the warrant in Los Angeles County. The other remains at large. RPD officers responded to a shooting in which two victims received life-threatening injuries.
Detectives later identified the suspect and obtained an arrest warrant for him. RPD SWAT served a search warrant and arrested the suspect for attempted murder. The suspect’s cousin was arrested for being a felon in possession of ammunition. Patrol officers responded to a suspicious circumstances call at a jewelry store. The reporting party said three subjects came into the store acting suspicious. He felt they were going to rob the business, so he locked the front door. The suspects then left the location in a vehicle. A patrol corporal sent a “Be on the Look Out” alert to surrounding law enforcement agencies detailing the circumstances and the vehicle. Later that day, Fontana Police Department stopped the vehicle and arrested four suspects in custody for a robbery committed in their jurisdiction. RPD detectives interviewed the suspects, two of whom gave full confessions to being involved in the earlier incident in Redlands. Three of the suspects were charged with conspiracy and attempted robbery. One of the suspects confessed to being involved in a robbery that occurred at another jewelry store in Redlands earlier in the year. He was charged in that case as well.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
94 Police
Special Operations Unit
Program Description:
RPD’s Special Operations Unit was created to lead the department’s proactive efforts to intervene in street-level felonious crime through preventi on, intervention, and suppression of criminal activity. The Special Operations Unit is comprised of the following:
Multiple Enforcement Team (MET): A proactive group of officers whose responsibilities include monitoring and suppressing gang activity, addressing emerging crime patterns and series, and conducting investigations of gang-related crimes. MET suppresses gang activities and crime patterns through street contacts, intelligence gathering, and selective enforcement. MET works with San Bernardino County Probation and California Department of Corrections and Rehabilitation’s Division of Adult Parole Operations and participates in countywide gang suppression activities. The team relies heavily on crime data and analysis to perform its mission.
MET is also responsible for the apprehension of suspects who have committed serious crimes in the City of Redlands. MET also handles all criminal extraditions for the RPD. This requires team members to travel to different jurisdictions or states to retrieve wanted suspects who have been apprehended for crimes committed in Redlands. One MET officer is the handler for the department’s explosive detection dog. MET also has one officer assigned to IRNET, the Inland Regional Narcotics Enforcement Team. IRNET is a task force responsible for major narcotics investigations throughout the Inland Empire and beyond.
Significant Program Changes:
Due to staffing shortages, one (1) sergeant, one (1) detective and two (2) officers previously assigned to the Street Enforcement Team (SET) were reassigned to the Patrol Services Bureau. One (1) officer from SET was reassigned to the Multiple Enforcement Team. The Multiple Enforcement Team assumed SET’s responsibilities for fugitive apprehension, surveillance operations, and narcotics/vice investigations.
Program Objectives:
Use proactive efforts through prevention, intervention, and suppression to address criminal activity, crime trends, and criminal offenders.
Continued participation in the regional drug task force, which enhances the effectiveness of efforts to lower illegal narcotic sales, use, and production in the Inland Empire. Continue collaborative efforts to supervise and rehabilitate probationers released into our community on Post Release Community Supervision (PRCS), probation and parole. Train and educate patrol officers in specialized criminal investigations and procedures.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
95 Accomplishments:
MET:
Made 190 proactive arrests and contacted over 100 documented gang members. Served over 30 search warrants.
Seized more than 35 firearms from gang members, convicted felons, and persons in possession of narcotics.
Apprehended suspects for the Investigations Unit for numerous crimes including attempted murder, assault with a deadly weapon and robbery, mayhem, battery causing serious bodily injury, use of a hidden camera to record someone in a private area, possession of child sexual abuse material, and grand theft.
Assisted an outside agency in solving a cold case homicide with a successful conviction based on gathered information.
Participated in five county-wide gang sweeps collectively resulting in over 100 more proactive arrests and seized approximately twenty additional firearms. Participated in more than 150 hours at more than ten different community policing events. The K9 Unit has been deployed on multiple occasions to assist other MET officers, the Investigative Services Bureau, the Community Services Bureau, the Patrol Services Bureau, and various outside agencies. The K9 unit performed sweeps for explosives at numerous community events and the State of the County event at the Ontario Convention Center.
IRNET:
Investigators stopped a vehicle in Rancho Cucamonga and located 50 kilograms of cocaine.
They served a search warrant at a related location and located another 100 kilograms of cocaine.
Investigators arrested suspects for possession of over 100 pounds of methamphetamine in Riverside. They served a search warrant at a related location and found a clandestine methamphetamine lab and seized another 1,000 pounds of methamphetamine. During the service of a search warrant in San Diego, investigators seized $2,000,000 in drug sales proceeds.
The team conducted a knock and talk which resulted in the seizure of 70 pounds of fentanyl pills.
Investigators conducted a traffic stop resulting in the seizure of 33 pounds of cocaine and 10 pounds of methamphetamine.
Investigators conducted a traffic stop resulting in the seizure of 16 pounds of cocaine and $100,000.
The team served a search warrant resulting in the seizure of 27 pounds of cocaine, 2.5 pounds of heroin, 1 pound of fentanyl and 65 pounds of methamphetamine.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
96 FUND ORGKEY
GENERAL FUND 101205
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 34,691 - - - - 5101 Overtime Salaries 28 - - - - 5203 Bonus 1,786 - - 5401 Pension Contributions 17,147 - - - - 5501 FICA/Medicare 3,339 - - - - 5701 Health/Dental Insurance 2,765 - - - - 5702 Workers' Comp Insurance 74,692 - - - - 5703 Disab ility Insurance 354 - - - - 5704 Unemployment Insurance 80 - - - - 5705 Life Insurance 37 - - - - 5802 Eyecare Reimbursement 40 - - - - 5803 Clothing Allowance 28,006 - - - - TOTAL SALARIES AND BENEFITS 162,964 - - - -
SERVICES
6701 Undercover Investigations - 15,000 15,000 15,000 15,000 6703 Software Support/Development 16,734 23,999 23,999 9,296 9,296 6710 Special Contractual Services 4,924 8,438 8,438 5,023 5,123 6802 Inf o
Tech Service Charges 319,984 344,231 344,231 91,387 80,508 TOTAL SERVICES 341,642 391,668 391,668 120,706 109,927
SUPPLIES
7101 Office Equipment - 9,000 9,000 - - 7102 Small Tools & Equipment 6,593 3,600 3,028 - - 7803 Chemical & Lab Supplies 2,753 3,638 3,638 3,711 3,785 7806 Promotional Supplies 843 - - - - 7810 Special Departmental Supplies 6,025 - 130 8,900 9,050 7901 Non-Capital Expenditures 11,576 - - - - TOTAL SUPPLIES 27,791 16,238 15,796 12,611 12,835
FIXED ASSETS
8706 All Other Equipment 44,588 - - 11,849 - TOTAL FIXED ASSETS 44,588 - - 11,849 - DIVISION TOTAL 576,985 407,906 407,464 145,166 122,762 DEPARTMENT TOTAL 31,788,285 40,597,776 37,275,500 40,562,553 42,349,068
DEPARTMENT/DIVISION
SPECIAL SERVICES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
97 Police
Asset Forfeiture and Grants
Program Description:
The Redlands Police Department receives a share of the value of all assets seized during drug- related arrests. Expenditures of these funds are intended to supplement, not supplant, police department needs, including personnel, equipment, and vehicles. All expenditures follow guidelines as cited in the U.S. Department of Ju stice’s “Guide to Equitable Sharing of Federally Forfeited Property for State and Local Law Enforcement Agencies.”
The Redlands Police Department actively seeks a variety of grants to supplement operations.
Program Objectives:
Asset forfeiture supplements a variety of community drug and violence resistance programs.
Grants awarded and/or funded through the 2022-2024 fiscal year include:
The State Homeland Security Grant Program (HSGP) is designed to secure and provide the nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from threats, hazards, and acts of terrorism and other catastrophic events that pose a great risk to the United States. The HSGP is one tool among a comprehensive set of federal measures administered by Cal OES to help strengthen the state against risks associated with potential terrorist attacks. The Redlands Police Department funding for this period includes funding for SWAT tactical accessories.
The Department of Alcoholic Beverage Control (ABC) grant program offers selected local law enforcement agencies to expend their efforts in addressing alcohol-related problems through a comprehensive ABC program that will encompass a wide range of strategies. The grant funds will be used to increase the hours officers have to enforce alcohol related crimes, conduct minor decoy operations, conduct shou lder tap operations, and conduct IMPACT inspections at “on-sale” and “off-sale” licensed locations. The grant funds will be for overtime expenses necessary to conduct the enforcement.
Office of Traffic Safety Selective Traffic Enforcement Grant focuses on traffic safety issues and enforcement that funds overtime for DUI and driver’s license checkpoints; DUI saturation patrols; special enforcement operations and court stings. The OTS grant also provides for traffic enforcement-related training.
Supplemental Law Enforcement Services Fund (SLESF) supplements one full-time community services officer, one full-time property & evidence technician, one part-time community service officer for fleet maintenance, and two part-time background investigators, as well as purchasing specialized equipment for the department.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
98 FUND ORGKEY
POLICE GRANT FUND 200202
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5101 Overtime Salaries 28,000 30,000 60,000 - - 5102 O.T. Reimbursable 68,276 257,216 166,741 - - TOTAL SALARIES AND BENEFITS 96,276 287,216 226,741 - -
SERVICES
6402 Travel Expense/Reimbursement - 7,477 3,550 - - 6403 Training - 51,965 51,965 - - 6710 Special Contractual Services - 88,208 88,208 - - 6909 Subscriptions & Memberships - 3,500 3,500 - - TOTAL SERVICES 46 151,149 147,222 - -
SUPPLIES
7004 Uniform/Safety Clothing 27,315 - 21,723 - - 7810 Special Departmental Supplies 350 67,848 87,520 - - TOTAL SUPPLIES 27,665 67,848 109,243 - -
FIXED ASSETS
8501 Other Betterments/Improv - 36,670 36,670 - - 8703 Computer Equipment - - 14,530 - - 8706 All Other Equipment 73,406 82,563 46,594 - - TOTAL FIXED ASSETS 73,406 119,233 97,794 - - DEPARTMENT TOTAL 197,394 625,446 580,999 - -
DEPARTMENT/DIVISION
GOV'T GRANTS - POLICE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
99 FUND ORGKEY
ASSET FORFEITURE FUND 246200
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5101 Overtime Salaries - 35,000 35,000 35,000 35,000 5501 FICA/Medicare - 508 508 508 508 TOTAL SALARIES AND BENEFITS - 35,508 35,508 35,508 35,508
SERVICES
6510 Other Insurance - 882 882 882 882 6703 Software Support/Development 14,495 11,692 22,000 25,000 25,000 6704 Community Grant Award 375 - 1,077 855 855 6710 Special Contractual Services 8,098 23,780 13,472 14,000 14,500 TOTAL SERVICES 22,968 36,354 37,431 40,737 41,237
SUPPLIES
7004 Uniform/Safety Clothing 3,527 24,000 6,048 6,048 6,048 7805 Weapons & Ammunitions - 15,000 15,000 15,000 15,000 7810 Special Departmental Supplies 19,954 67,048 110,000 110,000 110,000 TOTAL SUPPLIES 23,481 106,048 131,048 131,048 131,048
FIXED ASSETS
8706 All Other Equipment 7,994 14,005 14,005 - - TOTAL FIXED ASSETS 7,994 14,005 14,005 - - FUND TOTAL 54,443 191,915 217,993 207,293 207,793
DEPARTMENT/DIVISION
ASSET FORFEITURE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
100
FUND ORGKEY
SUPPLEMENTAL LAW ENFORCEMENT FUND 249200
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 30,056 - - - -
5002 Salaries: Part-Time - 117,558 - 125,558 125,558 5101 Overtime 789 - - - -
5202 HolidayPay 2,412 - - - -
5203 Bonus 3,500 - - - -
5204 Accrual Payout 8,294 - - - -
5401 Pension Contributions 7,064 - - - -
5501 FICA/Medicare 3,512 - - - -
5701 Health/Dental Insurance 4,247 - - - -
5702 Workers' Comp Insurance - 2,715 - - -
5703 Disability Insurance 372 - - - -
5704 Unemployment Insurance 1,095 - - - -
5705 Life Insurance 35 - - - -
5803 Clothing Allowance 850 - - - -
TOTAL SALARIES AND BENEFITS 62,226 120,273 - 125,558 125,558
SERVICES
6703 Software Support/Development 45,566 94,132 110,000 110,000 110,000 6710
Special Contractual Services 8,020 25,000 25,000 25,000 25,000 TOTAL SERVICES 53,586 119,132 135,000 135,000 135,000
SUPPLIES
7810 Special Departmental Supplies 481 - - - -
7901 Non-Capital Expenditures 2,165 - - - -
TOTAL SUPPLIES 2,646 - - - -
FIXED ASSETS
8703 Computer Equipment 6,594 - - - -
8704 Motor Vehicles 58,529 75,000 - - -
TOTAL FIXED ASSETS 65,123 75,000 - - -
FUND TOTAL 183,582 314,405 135,000 260,558 260,558
DEPARTMENT/DIVISION
SUPPLEMENTAL LAW ENFORCEMENT
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
101
Fire
Mission Statement:
The Redlands Fire Department envisions itself as a forward-thinking organization that sets the standard for public safety in the community. Our services will be synonymous with excellence, recognized as embodying "The Redlands Way."
Our mission is to deliver a secure, proficient, and respectful team dedicated to surpassing the expectations of both our community and our organization. This mission necessitates our members to be part of a skilled, proactive, all-encompassing fire department committed to "Preserving the Past and Protecting the Future" of those under our care. Upholding the core values of honor, loyalty, pride, and courage, we will strive towards the principles of compassion, respect, efficiency, and innovation to accomplish our mission.
Departmental Goals:
Complete the Fire Station 262 Remodel Project to accommodate multi-gender crews and meet ADA requirements.
Secure funding for design, engineering, and construction for the relocation of Fire Station 264. Secure funding for the design, engineering, and construction of Fire Stations 265 and 266. Provide adequate staffing levels to meet and sustain service standards for both city services and public safety.
Develop and provide adequate funding to support a mental health / substance abuse crisis team to aid our homeless population. Additionally, invest in community outreach education programs addressing homelessness and the opioid drug epidemic. Emergency Management – Continue allocating funds for the development of emergency response and mitigation plans, along with providing training for city personnel to effectively respond and coordinate the activation of the Emergency Operation Center (EOC).
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
102
Fire
Administrative Services
Division Description:
Fire Administration provides general department oversight, monitors effectiveness of current programs, determines future needs of the department, and develops plans of action to achieve departmental goals. Fire Administration provides support to all Fire Department divisions, as well as four separate fire stations throughout the city. This Division consists of the Fire Chief, Deputy Fire Chief of Operations, an Administrative Battalion Chief, a Management Analyst, and two Senior Administrative Assistants.
Division Objectives:
Maintain fiscal discipline, monitor the budget, and uphold a high level of service for Redlands residents.
Restructure office staff functions, responsibilities, and procedures to enhance efficiency and productivity.
Develop, administer, and manage personnel policies and procedures for department personnel.
Oversee department contracts, agreements for programs and services, and partnerships with other fire agencies.
Process, administer, and track mutual aid re imbursements from CalOES, the Department of U.S. Forestry, and CalFire.
Administer and process cost recovery billing contracts for the Hazmat and Traffic Collisions cost recovery program, as well as the non-resident fee program; Track revenue for both programs.
Manage the Household Hazardous Waste Program Contract with the San Bernardino County Fire District.
Administer grants agreements, projects, reimbur sements, and grant closeouts; actively seek grant opportunities to supplement departmental expenditures. Complete the purchase and installation of a metal awning for the Household Hazardous Waste site, funded through the CalRecycle grant.
Monitor Opioid settlement funding for the Fire Department's initiatives to address the Opioid epidemic in the Redlands community.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
103
Fire Suppression Division
Program Overview:
The Fire Suppression Division, under the leadership of the Deputy Chief, is supported by the Administrative Battalion Chief. With 57 dedicated personnel responsible for frontline operational duties, the department operates four 3-person engines, a 4-person ladder truck, a 2-person paramedic squad, and one Battalion Chief per 24-hour shift. In 2023, the Fire Suppression Division responded to approximately 12,180 individual emergencies.
Redlands Fire Suppression personnel manage the following programs:
Arson Program: Implements education, investigation, and community engagement to prevent and combat arson. Through outreach, enforcement, data analysis, and partnerships, it aims to raise awareness, prosecute perpetrators, and enhance fire safety measures, fostering a safer environment for all community members.
California Incident Command Certification System (CICCS) : The California Incident Command Certification System is a cooperative effort between the State Fire Marshal’s Office and the Governor’s Office of Emergency Services. This program standardizes training for wildland firefighting and certifies that individuals have been trained and hold a minimum level of competency (Cal-Fire, OES, County Fire Chiefs, NWCG FireScope). Ladder Testing & Maintenance: Testing, repair, and ongoing maintenance of ground ladders used by firefighters (NFPA 1932, OSHA).
Redlands Emergency Services Academy (RESA) : A mutual partnership between Redlands Fire and Police Departments, Crafton Hills College, Redlands Unified School District, and COMPACT to offer new graduates of Redlands high schools the opportunity to experience first-hand the duties of police officers and firefighters (Crafton Hills Community College). Rope/Technical Rescue Training: This is a multifaceted program that deals with the use of rope to rescue civilians as well as firefighters. A rope is a versatile tool that can aid search teams in locating victims, provide egress in self-rescue, and raise/lower teams to provide rescue from precarious locations. The main areas of focus for this program are LARRO (Low Angle Rope Rescue Operational), Aerial Ladder rescue, Personal escape device (self-rescue rope), and Vertical rescue (CSFM, CAL-OSHA).
CONFIRE Operations Committee : This is a multi-agency committee tasked with identifying and addressing needs and issues, reviewing new products for departments and the region, resource deployments, move-ups, resource availability, response times, response plans, computer-aided dispatch, and other logistical and communications issues. CONFIRE Support Committee : The CONFIRE Support Committee provides technical expertise and knowledge. They evaluate, vet, and coordinate with the Operations Committee on new product implementation and provide technical input to challenges or issues with communications and CAD equipment.
Personal Protective Equipment Program (PPE) : The PPE program is responsible for the supply cache inventory, specifications, and warranties of purchased PPEs, and tracking of issued equipment.
National Fire Incident Reporting System : The National Fire Incident Reporting System (NFIRS) is a reporting standard that fire departments use to uniformly report on the full range of their activities, from fire to Emergency Medical Services (EMS) to severe weather and natural disasters.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
104
Explorer Program/ Explorer Post 261 : In conjunction with the Boy Scouts of America, this program is designed to assist those between the ages of 15 and 21 in preparing for careers in the fire service. Additionally, Explorers are utilized in many support functions within the department. Active members of Post 261 participate in group physical fitness, receive classroom and hands-on training, and are involved in community events and projects. Fire Explorers learn firefighting skills, hose lays, ladders, basic first aid and patient care, wildland firefighting, vehicle extrication, and the use of firefighting tools and equipment. Fit Testing/ N95/ P100 Tuberculosis Mask Fit Program : This is an OSHA-required program that requires all personnel who wear Respiratory Equipment to be fit-tested annually. This ensures proper fit and seal and limits exposure to toxic atmospheres. Title 8 annual fit testing of N-95 mask users is done to maintain compliance with the California Code of Regulations (OSHA 1910.134, California CCR Title 8, CCR).
Fleet Management: The coordination of maintenance and repair of apparatus and equipment. Hazardous Materials Program : Manages hazardous material incidents through training, response coordination, and risk assessment. Collaborates to enhance preparedness and safeguard lives, property, and the environment from chemical threats, ensuring community safety and effective response to hazardous material-related incidents. Hose Testing and Repair: All fire hose within the department is tested annually. This program oversees over 60,000 feet of various-sized diameter hoses and ensures an adequate inventory is kept meeting the needs of our department.
Safe Surrender: As set forth under the Safely Surrendered Baby Law of 2006, this program allows mothers to drop off babies under 72 hours old at a Fire Station without any question.
This very important program helps deter abandoning newborns (CFCA). Standard Operating Procedures (Lexipol) : Management of this crucial program provides for the continuous updating and development of SOPs related to the operations of the department.
Swiftwater Rescue: Personnel assigned to this program have all been trained to the technician level, can train others, and are responsible for maintaining equipment inventories and serviceability.
Health and Wellness Program: This program is a joint management and employee association program based on the International Association of Fire Chiefs and International Association of Firefighters Wellness-Fitness Initiative (WFI) to improve the health and fitness of firefighters. Adopted in 2004, it helps reduce the risk of injury and illness and maintains a healthy and fit workforce (IAFC, IAFF).
Respiratory/SCBA Program: Personnel assigned to this program ensure that all regulations, maintenance, and upgrading of fixed, mobile, and self-contained breathing systems are met.
There are numerous federal, state, and local requirements and regulations that guide this program (NIOSH, NFPA, OSHA, CAL_OSHA, ANSI).
Pump Testing: National Fire Protection Association Standard 1911 mandates fire apparatus pumps must be tested on an annual basis (NFPA 1911, Insurance Services Organization).
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
105
Program Objectives:
Suppress structural, wildland, urban interface, vehicle, and other fires as necessary to ensure the health and safety of the community.
Provide emergency medical services to the ill and injured. Conduct technical search, rescue, and recovery ac tivities within the City of Redlands or as requested on a mutual aid basis.
Respond to, contain, and oversee mitigation of hazardous materials incidents. Conduct in-service training in support of the knowledge, skills, and abilities required to respond in a safe and proficient manner.
Support logistical and administrative functions as required to ensure the proper equipping, training, operations, and safety of the members of the Redlands Fire Department.
Accomplishments for Fiscal Years 2022-2024:
Initiated the highly anticipated renovation project at Fire Station 262, signaling a significant step towards modernizing our infrastructure.
Successfully completed the rigorous training and certification processes for the deployment of our new Tractor Drawn Aerial apparatus, MT261.
Procured state-of-the-art NFPA-compliant 800 MHz Motorola radios, replacing outdated equipment aged between 15 to 20 years, enhancing communication reliability. Strategically reviewed and optimized our res ponse plans, leveraging Computer-Aided Dispatching enhancements to streamline operations and reduce dispatcher workloads. Invested in our fleet's efficiency by acquiring four new light vehicles and two Type 1 fire apparatus, ensuring operational readiness and effectiveness in emergency response. Collaborated with the City IT Department to fortify Confire network connections across all stations and Fire Admin, significantly bolstering cybersecurity measures and optimizing internet speeds.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
106
FUND ORGKEY
GENERAL FUND 101250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 5,177,078 7,215,497 5,949,172 6,231,429 6,443,962 5003 Labor Code Sec 4850 58,603 3,000 50,000 50,000 50,000 5101 Overtime Salaries 239,322 375,000 375,000 375,000 400,000 5102 O.T. Reimbursable 260,102 620,000 620,000 650,000 700,000 5103 Constant Staffing 1,290,989 1,800,000 1,800,000 1,800,000 2,000,000 5202 Holiday Pay 194,860 - 155,185 - - 5203 Bonus 11,620 - 4,000 5,416 5,743 5204 Accrual Payout 39,193 - 96,284 - - 5301 Banked Leave Buy Back 87,639 572,712 114,149 585,049 603,560 5401 Pension Contributions 4,438,230 5,225,034 4,927,635 5,515,826 5,976,376 5501 FICA/Medicare 114,050 115,397 136,638 123,437 127,989 5601 Deferred Compensation 289,548 168,830 279,066 170,013 174,297 5701 Health/Dental Insurance 853,910 1,086,600 935,599 1,017,298 1,035,545 5702 Workers' Comp Insurance 102,356 110,667 113,658 140,501 145,390 5703 Disab ility Insurance 50,560 67,194 69,297 70,781 73,182 5704 Unemployment Insurance 3,126 20,203 17,871 18,033 18,033 5705 Life Insurance 2,462 2,933 2,506 2,618 2,618 5802 Eyecare Reimbursement 2,793 675 675 1,200 1,200 5803 Clothing Allowance 43,400 52,635 52,635 46,335 46,335 5903 Other Taxable Benefits 2,236 163,287 2,134 2,700 2,700 5904 Tuition Reimbursement - - 13,425 - - TOTAL SALARIES AND BENEFITS 13,262,077 17,599,664 15,714,929 16,805,636 17,806,930
SERVICES
6005 License & Permits 1,737 7,000 7,000 7,000 7,000 6007 Penalties
and Interest 3 - 228 - - 6102 Legal Services 915 10,000 10,000 10,000 10,000 6105 Medical/Physicals 1,942 4,000 4,000 11,000 11,500 6106 Other Professional Services 13,623 20,000 20,000 20,000 20,500 6304 Telephone 15,026 15,000 15,000 16,000 16,500 6401 Meeting & Prof Development 5,828 2,500 4,000 5,000 5,500 6402 Travel Expense/Reimbursement 17,606 19,500 19,500 25,000 26,500 6403 Training 1,076 6,000 6,000 8,000 9,000 6601 Postage 2,774 2,000 2,000 2,500 3,000 6702 Fingerprinting - 1,000 1,000 500 500 6703 Software Support/Development 6,457 38,538 38,538 8,000 8,500 6710 Special Contractual Services 248,637 270,500 270,500 312,000 339,500 6802 Info Tech Service Charges 438,496 271,724 471,724 327,471 288,486 6803 City Garage Charges 676,219 717,034 958,331 1,191,859 1,236,500 6901 Printing and Binding 1,572 2,500 2,500 2,000 2,500 6902 Advertising - 2,500 2,500 2,000 2,500 6905 Clothing and Linen Rent 16,047 15,000 17,000 23,000 24,500 6906 Office Equip & Furn Rent 4,417 4,000 4,000 4,500 5,000 6907 Comms Service & Rental 441,191 472,641 472,641 642,012 669,518 6908 Other Rentals 224 6,000 2,500 5,000 5,500 6909 Subscriptions & Memberships 3,342 6,000 6,000 7,100 7,200 6910 Labor 45,265 - 35,007 - - 6912 Reimbursed Expenditures 500 201,875 201,875 - - TOTAL SERVICES 1,942,898 2,095,312 2,571,844 2,629,942 2,699,704
DEPARTMENT/DIVISION
FIRE SUPPRESSION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
107
FUND ORGKEY
GENERAL FUND 101250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
FIRE SUPPRESSION
SUPPLIES
7001 Books & Supplies - 600 600 500 500 7002 Office Supplies 5,186 9,000 9,000 9,000 9,500 7003 Awards/Recognition Prgm 901 3,500 3,500 3,500 4,000 7004 Uniform/Safety Clothing 84,578 161,752 190,752 180,500 135,000 7005 Photo & Copying Supplies - 2,500 2,500 2,000 2,500 7101 Office Equipment & Furniture 3,038 15,000 15,000 14,000 15,000 7102 Small Tools & Equipment 27,887 48,000 46,500 40,000 40,000 7201 Hardware Maint/Replace 252 7,000 7,000 6,000 7,000 7203 Office Equipment Maintenance - 500 500 500 500 7204 Building/Grounds Maintenance 36,053 41,000 37,000 39,500 40,500 7205 Machinery & Equip. Maint. 27,252 30,170 66,949 22,000 24,700 7206 Vehicle Maintenance 1,032 - 1,100 1,800 2,000 7208 Repair/Maintenance Supplies 3,609 6,026 6,026 7,000 8,500 7209 Janitorial Supplies 21,839 18,500 20,000 20,000 22,000 7211 Computer Components 602 6,000 6,000 6,000 6,500 7213 Motor Vehicle Supplies 2,535 3,000 3,000 4,000 4,500 7804 Medical Supplies 109 3,500 2,400 4,000 4,500 7807 Food 5,572 4,500 4,500 6,000 6,500 7810 Special Departmental Supplies 121,099 323,342 364,556 128,000 117,500 7901 Non-Capital Expenditures - - 22,000 - - TOTAL SUPPLIES 341,546 683,890 808,883 494,300 451,200
FIXED ASSETS
8301 Constructions in Progress 160,023 - - - - 8501 Other Betterments/Improv 70,064 1,645,000 1,530,000 600,000 - 8503 Building Construction/Improv 197,875 720,977 720,977 - - 8704 Motor Vehicles 63,715 306,285 306,285 - 1,100,000 8706 All Other Equipment - 709,297 586,772 - - 8801 Capital Lease (12,720) 94,097 151,730 96,647 96,647 TOTAL FIXED ASSETS 478,956 3,475,657 3,295,764 696,647 1,196,647
DEBT SERVICE
9001 Principal 493,387 3,269,436 3,068,644 102,810 108,966 9002 Principal- Lease 28,163 - - - - 9101 Interest 171,929 74,032 148,159 212,041 205,885 9102 Interes
t-Lease 1,071 - - - - TOTAL DEBT SERVICE 694,550 3,343,468 3,216,802 314,851 314,851 DIVISION TOTAL 16,720,026 27,197,991 25,608,222 20,941,375 22,469,331 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
108
Fire
Community Risk Reduction Division
Program Description:
This division operates under the direction of the Fire Chief and consists of the Fire Marshal, one Deputy Fire Marshal, two Fire Prevention Inspectors, and one Administrative Assistant II.
Operating under the guidelines of the California Fire Code (CFC) as adopted by the State of California and the City of Redlands, the Communi ty Risk Reduction Division provides an all- hazards approach to life and fire safety, safeguarding the community from fire and other hazards through education, engineering, enforcement, evaluation, and analysis.
Redlands Community Risk Reduction Division manages the following programs:
Code management and policy development relating to life and fire safety; Construction document reviews for all new and improved buildings and structures throughout the City;
New construction inspection and acceptance testing of fire protection systems; State-mandated annual and routine fire inspections of existing multi-family apartment buildings, hotels & motels, educational facilities, commercial and industrial buildings, and facilities as well as the systems, processes, and uses within these buildings; Code enforcement activities involving imminent life and fire safety hazards and vegetation management;
Public education and information; and
Community risk reduction initiatives.
Program Objectives:
Provide a review of development projects related to the model construction codes and standards
Conduct and enforce the California Fire Code and related safety regulations, as adopted by the City of Redlands
Authorize issuance of operational permits related to systems, processes, and uses as defined in the California Fire Code
Conduct routine life and fire safety inspections
Direct the Vegetation Management Program that protects life and property through defensible space and fire-wise strategies
Provide logistical support for major emergencies through disaster and emergency incident management
Oversee special events to ensure proper safety (assemblies, fireworks, etc.) Organize community risk reduction initiatives for the identified hazards in the City of Redlands Serve as fire safety subject matter experts for City Council and City Commissions. Represent the City of Redlands regionally and nationally through public safety professional development and industry advisory opportunities.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
109
Significant Program Changes:
Adopted 2023 California Fire Code with City of Redlands local amendments. Created guidelines and to assist projects e ffectively navigate the new development and Fire plan review process.
Re-staffed Community Risk Reduction Division to levels before COVID Re-established the State mandated inspections for hotels, motels, apartments, and educational occupancies.
Accomplishments for Fiscal Years 2022-2024:
Hired a new Fire Marshal, Deputy Fire Marshal and two Fire Inspector positions. Completed State mandated fire inspections for all hotels and motels Completed 2128 construction document plan reviews
Completed 2945 new construction inspections
Performed 525 routine fire inspections
Conducted 1560 vegetation management inspections
Established service agreement with California Conservation Corps to assist with the City’s vegetation management projects on public parcels and easements. Gained access for Redlands Fire Department staff to the AlertCalifornia Wildfire Detection Camera Network as one of the first local government partners in the state. Presented at national conferences including National Fire Protection Association, Center for Public Safety Excellence, International Wildland Fire Association, and Public Risk Managers Association.
Attended professional development opportunities regionally and at the National Fire Academy.
Goals for Fiscal Years 2024-2026:
Prepare and deliver proactive community risk reduction initiatives to help reduce identified risks for the business and residential communities.
Develop a partnership with ESRI and City of Redlands staff to build a GIS database for the Community Risk Reduction Division.
Begin the creation of a Community Wildfire Protection Plan Revise the routine fire inspection program to align with industry standards based on life, property, and environmental risks assessments reflected in NFPA 1730 Refine the upcoming Community Risk Reduction webpage to be a resource for the community members and new development projects.
Procure an additional AlertCalifornia Wildfire Detection Camera for the Live Oak Canyon area. Maintain and expand Community Risk Reduction staff specialized certifications for their positions from California State Fire Marshal, International Code Council, and related recognized professional organizations. Ensure all certifications remain current with the Continuing Education requirements.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
110
FUND ORGKEY
GENERAL FUND 101251
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 179,581 529,150 371,860 502,925 535,435 5101 Overtime Salaries 109 - 10,000 10,000 10,000 5202 Holiday Pay 3,555 - 7,017 - - 5203 Bonus 13,000 - - - - 5204 Accrual Payout 40,653 - - - - 5301 Banked Leave Buy Back - 10,824 - 2,851 3,023 5401 Pension Contributions 51,757 155,339 110,737 155,107 157,232 5501 FICA/Medicare 16,908 37,787 29,785 37,910 40,289 5601 Deferred Compensation 860 7,829 717 9,375 9,659 5701 Health/Dental Insurance 25,002 124,797 76,634 94,484 96,056 5702 Workers' Comp Insurance 11,066 11,964 11,964 13,694 14,170 5703 Disab ility Insurance 528 2,687 1,647 2,250 2,406 5704 Unemployment Insurance 391 2,604 5,473 2,170 2,170 5705 Life Insurance 154 378 264 315 315 5802 Eyecare Reimbursement - 1,350 1,350 1,500 1,500 5803 Clothing Allowance 812 1,275 2,663 6,050 6,050 5903 Other T
axable Benefits 299 13,466 1,246 1,500 1,500 TOTAL SALARIES AND BENEFITS 344,676 899,450 631,357 840,131 879,805
SERVICES
6106 Other Professional Services 6,943 10,000 10,000 10,000 10,000 6304 Telephone 7,723 4,500 7,000 5,000 5,000 6401 Meeting & Prof Development 775 2,400 2,400 2,400 2,400 6402 Travel Expense/Reimbursement 382 6,000 6,000 6,000 6,000 6403 Training 3,946 15,290 15,290 19,000 20,000 6601 Postage 19 1,500 1,500 1,500 1,500 6703 Software Support/Development 6,392 10,000 7,500 8,000 8,000 6710 Special Contractual Services 40,315 129,685 114,685 60,000 60,000 6802 Info Tech Service Charges 47,405 50,997 50,997 38,078 33,545 6901 Printing and Binding 6,718 2,500 2,500 2,500 2,500 6902 Advertising 103 5,000 5,000 3,500 3,500 6907 Comms Service & Rental 61,235 63,492 63,492 66,430 69,645 6909 Subscriptions & Memberships 217 5,290 5,290 3,100 3,350 TOTAL SERVICES 182,174 306,654 291,654 225,508 225,440
SUPPLIES
7001 Book
s & Supplies 283 5,000 5,000 5,000 5,000 7002 Office Supplies 258 3,500 3,500 4,000 4,000 7003 Awards/Recognition Prgm - 1,500 1,500 1,500 1,500 7004 Uniform/Safety Clothing 1,087 12,000 7,500 12,000 12,000 7005 Photo & Copying Supplies - 1,000 1,000 1,000 1,000 7101 Office Equipment & Furniture 347 1,500 3,000 2,000 2,500 7102 Small Tools & Equipment 63 13,566 16,566 5,000 5,000 7201 Hardware Maint/Replace - 2,000 2,000 7,000 7,000 7204 Building/Grounds Maintenance - 5,000 5,000 5,000 5,000 7205 Machinery & Equip. Maint. - 2,200 2,200 2,000 2,000 7211 Computer Components 55 3,000 3,000 3,000 3,000 7807 Food 370 1,000 1,000 3,000 3,000 7810 Special Departmental Supplies 2,936 6,000 6,000 6,000 6,000 TOTAL SUPPLIES 5,399 57,266 57,266 56,500 57,000
DEPARTMENT/DIVISION
COMMUNITY RISK REDUCTION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
111
FUND ORGKEY
GENERAL FUND 101251
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
COMMUNITY RISK REDUCTION
FIXED ASSETS
8706 All Other Equipment - - 15,000 - - TOTAL FIXED ASSETS - - 15,000 - - DIVISION TOTAL 532,249 1,263,370 995,277 1,122,139 1,162,245 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
112
Redlands Fire Department
Training Program
Program Description:
This division operates under the direction of the Deputy Chief and consists of 1 Shift Battalion Chief and is supported by 3 Shift Captains. This team is responsible for all aspects of developing, implementing, and documenting training strategies and exercises while meeting local, state, and federal requirements. This Division provides training and proficiency drills in various areas such as fire suppression, emergency medical care, infection control, hazardous materials response, technical rescue, water rescue operations, and wildland-urban interface fire suppression. The Training Division is also responsible for identifying individual and department level training needs to ensure we meet the challenges and necessities of the community we serve. No dedicated staff is assigned to this function.
The Training division manages the following programs:
California Firefighter Joint Apprenticeship Program: An apprenticeship program which parallels the State Board of Fire Service and the National Fire Protection Association Standards (California Firefighter Joint Apprenticeship Committee – CAL-JAC). Engineer/Captain Certification: Engineer and Captain Certification programs provide an in house on-duty approach to developing personnel in the skills and experience necessary to become an Engineer and Captain.
Recruit Firefighter Testing Program: Development, implementation, and delivery of entry level tests.
Crafton Hills College Reimbursement Program ISA: Registration of fire department personnel, tracking and documentation of approved training hours, and participation in annual site visits by program administrator.
SBCTOA: Maintain participation in the San Bernardino County Training Officers Association (SBCTOA). Ensuring that departmental training is collaborative and interoperable within our area of operation and response.
Program Objectives:
Administer and ensure all minimum mandated training is provided for all members of the Fire Department.
Ensure that each Company/ Individual meets an average of 20 hours training per person per month.
Compile and maintain training records for all field operational personnel. Conduct regularly scheduled performance standard drills to enhance individual skills. This includes Fire Company functions and multi-company coordination for emergency application, including technical training, team training, officer training programs, and specialized equipment training.
Schedule and conduct mandated Hazardous Materials 1st Responder training. Schedule and conduct mandated Wildland Fire Training. Submit Monthly CFFJAC (California Fire Fighter Joint Apprenticeship Committee) reports. Submit semester training hours, training documentation, department student rosters, and coordinate site visits with Crafton Hills Community College. Conduct Pre-Fire Planning and Industrial Facility Tours for personnel. Conduct single and multi-company training with Fire Departments throughout the region. Ensure succession training needs are met for all positions within the department. Schedule additional training as mandated by federal and state requirements.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
113
Coordinate recruitment and promotional manipulative examinations. Manage training materials at Fire Stations (i.e., training manuals, new textbooks & videos, accident/investigation reports from Firefighter injury or Fatality incidents, etc.)
Accomplishments for Fiscal Years 2022-2024:
19,536 Total training hours: Successfully provided department level training, meeting State and Federal requirements for a total of 19,536 training hours. Average training hours per person for 2023 was 355.
Infection Control Training: 121 hours of training were recorded for infection control, bloodborne pathogens, and disease prevention. The Redlands Fire Department has taken an aggressive approach to ensure the safety of department personnel. Firefighter Rescue: Performed multi-day and multi-company drills on firefighter rescue. The drills focused on firefighter safety and survival, Rapid Intervention Crew operations, and the command and control of Mayday operations. These drills were performed at the K-Mart building as well as at Crafton Hills College.
Confined Space Rescue Awareness: Performed departmental training on confined space rescue and reviewed key incident command positions. Confined space rescue is a high-risk operation that requires an understanding of OSHA regulations as well a variety of technical rescue skills.
Rope Rescue: Performed rope rescue training in conjunction with implementation of new rescue equipment. Rope rescue is a high-risk operation that requires routine manipulative training.
Wildland Firefighter Training: Performed wildland firefighting training that meets CICCS requirements. Wildland firefighting is a high-risk operation with multiple risk factors that requires dynamic training. Training was performed departmentally as well as in conjunction with Cal Fire, Crafton Hills College, and San Bernardino County Training Officers Association (SBCTOA).
Tractor Drawn Aerial (TDA): Implemented training materials and certification process for the arrival of the TDA. Training was led by skilled department personnel who prepared all Redlands Fire Engineers for the new apparatus. Continued training will be conducted annually.
Training Materials Development: Updated training materials for Probationary Firefighters.
Materials provide fundamental training outlined by multiple resources including California State Fire Marshall (CSFM).
Engineer and Captain Certification Program: Continued to update and manage the Engineer Candidate and Captain Candidate Certification process. The intent of the Engineer and Captain Candidate certification program is to create in house, on duty training opportunities and a succession path to assist those interested in obtaining a position of Engineer or Captain within the Redlands Fire Department.
Promotional Testing: Redlands Fire Department was able to perform promotional testing for the positions of Fire Captain, Battalion Chief, and Deputy Chief. Several successful candidates were identified and ranked according to their performance based on industry and departmental standards. Qualified candidates were obtained through a culmination of efforts displayed by the dedicated training staff as well as by each candidate and their pursuit of improved service delivery.
Promotional Testing: Redlands Fire was able to provide personnel to other local departments to assist with their promotional testing. We sent Battalion Chief’s, Captains, and Engineers as proctors to local fire departments for Engineer, Captain, and Battalion Chief promotional tests.
These opportunities of assistance provide an opportunity for networking and promote an environment of information sharing amongst local fire departments.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
114
Training Courses Attended for Fiscal Years 2022-2024:
Rio Hondo Regional Truck Academy (3 personnel): Attended a 2-week training course teaching forcible entry, rapid intervention crew tactics and firefighter survival, rope rescue, ventilation tactics, auto extrication, building construction, high rise fire tactics, thermal imaging camera tactics and elevator rescue.
Swift Water Rescue training (4 personnel): Attended a 40-hour Advanced Swiftwater Rescue training course covering classroom and hands on training on technical rescue strategies and equipment involving waterways. This extensive course was done in the water in northern California and provided intensive rescue drills during lifelike scenarios. Fire Instructor training (8 personnel): Attended several instructor training courses in an effort to meet the CSFM requirement for personnel to become state fire instructors. This ability will also allow for a mechanism to validate departm ental training by meeting CSFM curriculum during training exercises.
Tactical Emergency Casualty Care (8 personnel): Attended a 16-hour TECC training course covering classroom and hands on training on trauma related medical care in hostile environments. This extensive course was done in San Diego and provided intensive rescue drills during lifelike active shooter scenarios.
Peer Support Mental Health training (8 personnel): Attended several training classes to support the peer support cadre. Classes prepare members to assist department personnel when faced with mental health challenges.
Fire Arson/ Investigator training (6 personnel): Attended several training classes outlined by CSFM for Fire Investigator certification. Classes develop Fire Investigator skillsets in order to determine the cause and origin of fires. Classes also prepare members to collaborate with RPD when dealing with arson suspects.
Corona Auto Extrication (4 personnel): Attended a 3-day course covering hands-on practical training for vehicle extrication. The class involves various scenarios addressing scene safety, evaluation, extrication, and management. Participants acquired hands-on experience using various methods to stabilize and extricate occupants in vehicles which are on their side, upside down, or on other vehicles or barriers. Operations included using hydraulic extrication tools to cut, spread, and tear metal vehicle components.
Interagency Training for Calendar Year 2023:
Redlands Fire participated in a multiagency wildland fire training drill held in May by the SBCTOA trainers over a 2-day period. The drill provided hands on training in the wildland urban interface and provided the opportunity for Redlands personnel to participate in command positions. As a participant in the multiagency drill, Redlands provided proctors to facilitate the training and evaluation of attending agencies.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
115
Training Goals for Fiscal Year 2024-2026:
Training Courses: Department members shall attend training courses that align with the overall program objectives that allow for career development, emergency response skill enhancement, and instructor development.
Succession Planning and Training: Continue to develop members for promotional opportunities. The goal is to implement a Professional Development Guide that assists each member in plotting their career aspirations. This in turn will enable the department to maintain quality service delivery through employee preparation.
Training Reimbursement Programs: Conti nue participation in training reimbursement programs such as ISA through Crafton Hills College and Cal-JAC. These programs generate training funds that reimburse the City as well as the department. These funds are aimed at continuing departmental training efforts.
Fire Instructor training: Continue the effort to meet the CSFM requirements for personnel to become state fire instructors. By obtaining this level of training, RFD personnel will be able to issue CSFM certifications during departmental training, thereby reducing training expenses in the long term. This ability will also allow for a mechanism to validate departmental training by meeting CSFM curriculum during training exercises.
Active Shooter Training: Continue to partner with RPD and RUSD for active shooter and tactical response training. The goal is to develop relationships and a better understanding of each organization’s roles during hostile events.
Interagency Training: Maintain involvement with local fire agencies and continue regional training ensuring interoperability and cohesive mutual aid responses. Training Facility Contract: Further strengthen relationships with administrators at Crafton Hills College (CHC) in an effort to pursue a contract for usage of their new training tower. CHC has been a valued partner in our fire personnel training. The goal will be to seek a mutually beneficial contract to allow our personnel to utilize their facility until the City of Redlands can provide our own training facility.
Training Facility: Begin the research and foundational planning for a training tower and training site for the Redlands Fire Department. We currently do not have a training facility which requires us to use random sites through the city to accomplish training. A training facility would ensure that national, state, and regional training requirements are met. Currently some of this required training is unable to be accomplished, for example, Live Fire training.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
116
FUND ORGKEY
GENERAL FUND 101252
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6106 Other Professional Services - 5,250 5,250 5,250 5,250 6401 Meeting & Prof Development - 8,000 7,505 8,000 8,000 6402 Travel Expense/Reimbursement 3,749 8,000 18,000 8,000 8,000 6403 Training 23,674 34,300 14,739 50,000 50,000
6703 Software Support/Development - 2,000 2,000 2,000 2,000 6710 Special Contractual Services 6,191 18,000 2,960 18,000 18,500 6901 Printing and Binding - 2,500 2,500 2,500 2,500
6902 Advertising - 1,500 1,500 1,600 1,600
6909 Subscriptions & Memberships 1,497 4,125 3,875 4,000 4,000 TOTAL SERVICES 35,111 83,675 58,329 99,350 99,850
SUPPLIES
7001 Books & Supplies - 3,000 2,882 3,000 3,000
7002 Office Supplies - 1,000 1,000 1,500 1,500
7004 Uniform/Safety Clothing 3,698 4,500 3,461 4,500 4,500 7005 Photo & Copying Supplies - 1,000 1,000 2,000 2,000 7102 Small Tools & Equipment 2,631 6,000 6,000 6,500 6,500 7211 Computer Components - 5,000 5,000 5,000 5,000
7807 F ood 580 3,150 1,809 3,150 3,150
7810 Speci a
l Departmental Supplies 1,391 3,000 1,079 3,000 3,000 7812 Audio-Visual Materials - 1,200 1,200 1,000 1,000 TOTAL SUPPLIES 8,299 27,850 23,431 29,650 29,650
DIVISION TOTAL 43,410 111,525 81,760 129,000 129,500
DEPARTMENT/DIVISION
FIRE TRAINING
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
117
Fire
Emergency Preparedness
Program Description:
The Emergency Management and Preparedness Program has the task of planning and preparing all City departments, residents, and businesses for man-made and natural emergencies. The Emergency Operations division utilizes planning, training, and exercises to continually develop and sustain the City’s mitigation, preparedness, response, and recovery capabilities. These capabilities minimize the loss of life and property and protect the environment from emergencies and significant disruptions. The Emergency Operations Division works with the city departments, other local municipalities, and an array of community-based organizations to ensure that the city and its residents have the resources and information they need to prepare, respond and recover from emergencies, disasters, and significant events.
Program Objectives:
Update and maintain the City’s Emergency Operations Flood and Local Hazard Mitigation Plan, Continual maintenance of the plan is required for the City to receive grant funding opportunities, as well as disaster recovery monies after an emergency, from the State of California and the Federal Government.
Develop and coordinate with the American Red Cross, Redlands Unified School District, and the County of San Bernardino Office of Emergency Services on the mass care and sheltering needs of the city, as well as evacuation processes of the citizens within the city and their animals. The sheltering and evacuation needs will include the Access and Functional Needs community.
Maintain and operate a viable Emergency Operations Center to ensure the readiness of the city.
Coordinate with appropriate federal, state, and other local agencies, as well as applicable segments of private sector entities and volunteer agencies. Provide maintenance, updates to the system, and community outreach on the City’s Emergency Notification System.
Coordinate with local, county, and state agencies and organizations through mutual aid and mitigation agreements for disaster training.
Standardized Emergency Management Systems (SEMS) and the National Incident Management System (NIMS).
Develop NIMS compliance training program for all City employees. Develop an exercise program to include Tabletop, functional and full-scale training for all EOC responders.
Develop and implement a community outreach program to include CERT, BERTT, Teen CERT, and citizen corps.
Develop a communication partnership with the Redlands Emergency Communication Group to assist with mass care and shelter needs.
Develop a partnership with the Faith-Based Community for donation management needs.
Accomplishments for Calendar Year 2023:
Upgraded mobile communications.
Upgraded the Alert system to new system.
Continued with Disaster Council by brining in different agencies to show how we work together.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
118
o 4 Disaster Council Meetings.
Upgraded training and incident response trailers.
Taught 3 CERT Classes
o 2 English Classes
o 1 st Spanish Class.
Prepared CERT volunteers
o Continued with training every other month.
o Issued Medical bags for them to be ready to deploy.
Provided Emergency Management Support to the following Incidents:
o Worked with GIS to monitor the 4 th of July reporting. o Continued to train the Evacuation Coordinators
o Maintain continuity of operations.
o Exercises with other city agencies. 3 tabletops.
Continue to participate in events through out the city to promote:
o New Alert system
o Disaster preparedness
o CERT Classes
o 15 events total in the City.
Managed the Emergency Management Program Grant
o $22,159 FY2022
Working on upgrading plans
o Started working on the Recovery Plan
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
119
FUND ORGKEY
GENERAL FUND 101254
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 4,464 29,617 28,797 29,259 29,845 5202 Holiday Pay 258 - - - -
5203 Bonus 1,225 - - - -
5204 Accrual Payout 258 - 276 - -
5301 Banked Leave Buy Back - 236 552 844 861
5401 Pension Contributions 7,677 7,805 8,557 9,257 8,989 5501 FICA/Medicare 1,980 1,897 2,282 2,307 2,353
5601 Deferred Compensation 301 301 420 420 420
5701 Health/Dental Insurance 4,120 8,882 6,721 6,928 7,040 5702 Workers' Comp Insurance 2,766 2,991 2,991 - -
5704 Unemployment Insurance 28 152 152 152 152
5705 Life Insurance 22 22 22 22 22
5802 Eyecare Reimbursement 132 79 79 105 105
5903 Other Taxable Benefits 326 766 471 473 473
TOTAL SALARIES AND BENEFITS 23,556 52,748 51,320 49,767 50,260
SERVICES
6106 Other Professional Services 4,900 4,000 2,500 3,500 4,000 6304 T elephone 3,298 4,000 4,000
3,500 3,500
6401 Meeting & Prof Development 786 5,000 5,000 4,000 4,000 6402 Travel Expense/Reimbursement 2,933 2,500 3,500 3,000 3,000 6403 Training 1,169 3,000 3,000 3,000 3,000
6601 Postage 1 500 500 500 500
6703 Software Support/Development - 600 600 500 600
6708 Special Program Expenditures 248 2,500 2,500 2,500 2,500 6710 Special Contractual Services 2,500 3,000 20,000 74,950 53,000 6802 Info Tech Service Charges 11,851 12,749 12,749 7,616 6,709 6803 City Garage Charges 3,696 3,944 3,944 - -
6901 Printing and Binding 4,698 2,500 3,000 2,500 2,500 6909 Subscriptions & Memberships 371 1,000 1,000 1,000 1,000 TOTAL SERVICES 36,452 45,293 62,293 106,566 84,309
SUPPLIES
7002 Office Supplies 1,183 3,000 3,000 1,500 2,000
7004 Uniform/Safety Clothing 3,988 10,000 10,000 8,000 8,000 7005 Photo & Copying Supplies 768 2,500 2,500 2,500 2,500 7101 Of fic
e Equipment & Furniture 307 105,500 105,500 2,500 2,500 7102 Small Tools & Equipment 4,792 5,000 6,200 5,000 5,000 7203 Office Equipment Maintenance - 2,000 2,000 2,000 2,500 7208 Repair/Maintenance Supplies 542 2,000 2,000 2,000 2,000 7209 Janitorial Supplies 13 1,500 1,500 1,000 1,200
7211 Computer Components 454 173,000 111,000 3,000 3,000 7804 Medical Supplies 5,188 25,000 23,800 15,000 15,000 7807 Food 6,590 5,000 7,700 5,000 5,000
7810 Special Departmental Supplies 10,266 10,000 10,000 10,000 10,000 7812 Audio-Visual Materials - 3,000 300 3,000 3,000
TOTAL SUPPLIES 34,089 347,500 285,500 60,500 61,700
DEPARTMENT/DIVISION
EMERGENCY PREPAREDNESS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
120
FUND ORGKEY
GENERAL FUND 101254
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
EMERGENCY PREPAREDNESS
FIXED ASSETS
8701 Office Furniture - 150,000 150,000 - - 8702 Office Equipment - 200,000 200,000 - - TOTAL FIXED ASSETS - 350,000 350,000 - - DIVISION TOTAL 94,097 795,541 749,113 216,833 196,269 DEPARTMENT TOTAL 17,389,782 29,368,427 27,434,372 22,409,347 23,957,345 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
121
FUND ORGKEY
GENERAL FUND 200250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 22,159 38,367 16,208 - - TOTAL SALARIES AND BENEFITS 22,159 38,367 16,208 - -
SERVICES
6910 Labor - - 4,980 - - 6912 Reimbursed Expenditures (500) (201,875) (201,875) - - TOTAL SERVICES (500) (201,875) (196,895) - -
SUPPLIES
7810 Special Departmental Supplies 8,302 42,828 48,605 - - 7901 Non-Capital Expenditures - 256,667 256,667 - - TOTAL SUPPLIES 8,302 299,495 305,272 - -
FIXED ASSETS
8301 Construction In Progress 7,180 - - - - 8501 Other Betterments/Improv - 397,570 397,570 - - 8706 All Other Equipment 5,149 481,250 476,270 - - TOTAL FIXED ASSETS 12,329 878,820 873,840 - - DEPARTMENT TOTAL 42,290 1,014,807 998,425 - -
DEPARTMENT/DIVISION
FIRE DEPARTMENT GRANTS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
122
Fire
Emergency Medical Services
Program Description:
Overseen by the Deputy Chief and consists of an Emergency Medical Service Coordinator. The EMS Coordinator ensures compliance with federal, state, and county procedures and protocol as well as keeps pace with increased demands for service.
This program is responsible for ensuring the delivery of high-level advanced life support pre-hospital care by well-trained personnel, as well as meeting the education and delivery standards required by the State of California to ensure this level of service. The highly trained Paramedics functions as an extension of the emergency room doctor and with his/her regulatory control can administer the necessary medical treatment to stabilize the patient before transport to the hospital. Paramedics presently respond from all fire stations.
This program includes a QA/QI program which is required and monitored by Inland Counties Emergency Medical Agency (ICEMA). The QA/QI program is overseen by the EMS Coordinator and provides oversight to training and certification as well as protocol implementation for both EMTs and Paramedics.
The Emergency Medical Services division operates and manages the following programs:
Emergency Medical Technician (EMT Program)
The certification of Emergency Medical Technician is considered the basic level of prehospital emergency care in the modern-day Fire/Emergency Medical Service. This level of certification is the minimum standard for all Redlands Fire Department Suppression personnel. The responsibilities and scope of practice for the EMT are outlined in Title 22, Division 9 of the California Code of Regulations, which includes the following:
o Evaluate the ill and injured
o Render basic life support, rescue, and emergency care to patients o Obtain diagnostic signs to include, but not be limited to, temperature, blood pressure, pulse, and respiration rates, pulse oximetry, level of consciousness, and pupil status o Perform cardiopulmonary resuscitation (CPR), including the use of mechanical adjuncts to basic cardiopulmonary resuscitation
o Administer oxygen
o Use the following adjunctive airway and breathing aids:
Oropharyngeal airway
Nasopharyngeal airway
Suction devices
Basic oxygen delivery devices for supplemental oxygen therapy including, but not limited to, humidifiers, partial rebreathers, venture masks, and manual and mechanical ventilating devices designed for prehospital use including continuous positive airway pressure
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
123
o Use various types of stretchers and spinal immobilization devices o Provide initial prehospital emergency care of trauma, including, but not limited to:
Bleeding control through the application of tourniquets Use of hemostatic dressings
Spinal immobilization
Seated spinal immobilization
Extremity splinting
Traction splinting
o Administer over the counter medication when approved by the medical director of the LEMSA, including, but not limited to:
Oral glucose or sugar solutions
Aspirin
o Extricate entrapped persons
o Perform field triage
o Mechanical patient restraint
o Set up for Advance Life Support (ALS) procedures, under the direction of a Paramedic o Perform automated external defibrillation
o Assist patients with the administration of physician-prescribed devices including, but not limited to patient-operated medication pumps, sublingual nitroglycerine, and self-administered emergency medications including epinephrine devices
Paramedic Program:
The Redlands Fire Department deploys at least one Paramedic on every emergency response vehicle, who is the primary patient caregiver on all emergency medical responses within the city.
The Paramedic’s scope of practice includes basic and advanced skills focused on the acute management and transportation of patients. This also includes invasive and pharmacological interventions to reduce the morbidity and mortality associated with acute out-of-hospital medical and traumatic emergencies.
Under Title 22, Division 9 of the California Code of Regulations, the following are the minimum psychomotor skills of the Paramedic (including all skills within the EMT level):
o Utilize electrocardiographic devices and monitor electrocardiograms, including 12-lead electrocardiograms (ECG)
o Perform defibrillation, synchronized cardioversion, and external cardiac pacing o Visualize the airway by use of the manual or video laryngoscope and remove the foreign body with Magill forceps
o Perform pulmonary ventilation by use of lower airway multi-lumen adjuncts, the esophageal airway, perilaryngeal airways, stomal intubation, and adult oral endotracheal intubation
o Utilize mechanical ventilation devices for continuous positive airway pressure (CPAP)/bi- level positive airway pressure (BPAP) and positive end-expiratory pressure (PEEP) in the spontaneously breathing patient
o Use airway adjuncts to assist in maintaining adequate ventilation with the use of capnography devices, intrathoracic threshold devices, and HEPA-filters o Institute intravenous (IV) catheters, saline locks, needles, or other cannula (IV lines), in peripheral veins and monitor and administer medications through a pre-existing vascular access
o Institute interosseous (IO) needles or catheters
o Administer IV or IO glucose solutions or isotonic balanced salt solutions, including Ringer's lactate solution
o Obtain venous blood samples
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
124
o Use laboratory devices, including point of care testing, for pre-hospital screening, used to measure lab values including, but not limited to, glucose, capnometry, capnography, and carbon monoxide when appropriate authorizat ion is obtained from State and Federal agencies, including from the Centers for Medicare and Medicaid Services according to the Clinical Laboratory Improvement Amendments (CLIA)
o Utilize Valsalva maneuver
o Perform percutaneous needle cricothyroidotomy
o Perform needle thoracotomy
o Perform nasogastric and orogastric tube insertion and suction o Monitor thoracotomy tubes
o Monitor and adjust IV solutions containing potassium, equal to or less than 40 mEq/L o Administer approved medications by the following routes: IV, IO, intramuscular, subcutaneous, inhalation, transcutaneous, rectal, sublingual, endotracheal, intranasal, oral, or topical
o Administer, using prepackaged products when available, the following medications:
10% dextrose, adenosine, aerosolized or nebulized beta-2 specific bronchodilators, aspirin, atropine sulfate, calcium chloride, diphenhydramine hydrochloride, epinephrine, fentanyl, glucagon, ipratropium bromide, ketamine, lidocaine hydrochloride, magnesium sulfate, midazolam, naloxone hydrochloride, nitroglycerine preparations, ondansetron, tranexamic acid, and sodium bicarbonate.
RFD Paramedics are held to a higher standard in terms of minimum certifications/qualifications.
In addition to the state and local mandates for recertification, RFD requires all Paramedics to maintain a valid Handtevy Pediatric certification card. Once the minimum standards are met, the Emergency Medical Services Authority will issue a valid license, at the state level. In addition to state licensure, Paramedics must also hold a valid license under the Local Emergency Medical Services Authority (LEMSA). The LEMSA for the RFD is the Inland Counties Emergency Medical Agency (ICEMA), located in San Bernardino.
Advanced Cardiac Life Support (ACLS) Recertification Program :
The Inland Counties Emergency Medical Agency (ICEMA), which is the Local Emergency Medical Services Authority (LEMSA), mandates that all Paramedics within its region maintain a valid Advanced Cardiac Life Support (ACLS) certification. The American Heart Association is the organization that prints the curriculum and conducts the research and development to ensure Paramedics are providing the most up-to-date care about cardiac events. An ACLS certification is valid for two years. ACLS certification requires:
o Basic life support skills, including effective chest compressions, use of a bag-mask device, and use of an AED
o Recognition and early management of respiratory and cardiac arrest o Recognition and early management of peri-arrest conditions such as symptomatic bradycardia
o Airway management
o Related pharmacology
o Management of ACS and stroke
o Effective communication as a member and leader of a resuscitation team.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
125
RFD currently has seven (7) certified ACLS instructors to provide this mandated training. This training requires the use of skills mannequins, airway training tools, EKG rhythm generators, and current edition instructor manuals with DVD instruction. RFD currently offers a minimum of six (6) recertification classes every two years, to cover all current RFD Paramedics.
Handtevy Pediatric Recertification Program:
The Handtevy Pediatric certification is a course created by Dr. Antevy. Although possession of this certification is not a state or local mandate, to maintain Paramedic licensure, the Redlands Fire Department requires all Paramedics to maintain this certification as a commitment to excellence. The RFD recognizes that pediatric medical emergencies present different and complex challenges in the management of prehospital care. handtevy certification requires:
o High-quality Child CPR AED and Infant CPR
o Recognition of patients who do and do not require immediate intervention o Recognition of cardiopulmonary arrest early and application of CPR within 10 seconds o Apply team dynamics
o Differentiation between respiratory distress and failure o Early interventions for respiratory distress and failure o Differentiation between compensated and decompensated (hypotensive) shock o Early interventions for the treatment of shock
o Differentiation between unstable and stable patients with arrhythmias o Clinical characteristics of instability in patients with arrhythmias o Post–cardiac arrest management
This certification is valid for two years. RFD currently has seven (7) certified Handtevy instructors to provide this training. This training requires the use of pediatric/child skills mannequins, pediatric/child airway training tools, EKG rhythm generators, and current edition instructor manuals with DVD instruction. RFD currently offers a minimum of six (6) recertification classes every two years, to cover all current RFD Paramedics.
Event Medic: Provides public safety and event medics to large events within the city. The medics provide Advanced Life Support EMS care to citizens and participants at events including the Redlands Bicycle Classic, Hangar 24 Air Show, Believe Walk, and A Run through Redlands (ICEMA).
Cardiopulmonary Resuscitation-Internal Program: Each employee is required to maintain CPR certification, allowing CPR training to be taught in-house (AHA).
Infectious Control: Responsible for the administration of the Infection Prevention and Control Program, which includes the identification, investigation, reporting, prevention, and control of nosocomial infections for personnel. Responsible for coordinating in-service programs related to infection prevention and control. The program is mandated by the Ryan White Act (CFR, Cal-OSHA, CDC, OSHA 1910, 130).
Emergency Medical Services Quality Impr ovement Program: The quality improvement program maintains the regulatory requirement of quality assurance/ improvement for all personnel who perform emergency medical care to the sick and injured. The program is closely monitored as required by the Inland Counties Emergency Medical Services Agency, State Emergency Medical Authority, and Califor nia Code of Regulations, Title 22 (EMSA, ICEMA).
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
126
ePCR: Management of the continued education of updates of the ICEMA mandated Electronic Patient Care Record System (ICEMA) RFD personnel are heavily involved in the ePCR working group and assist in updates, maintenance, and training of the program.
Vaccination Administration Program: The Redlands Fire Department recently received local optional scope vaccination program approval through ICEMA to support EMT and EMT-P COVID-19 Intramuscular vaccination efforts in collaboration with the Redlands Community Hospital.
Program Objectives:
Promote the highest standards of rapid response, patient evaluation, and emergency care possible.
Provide ongoing training, recertification, and paramedic licensure oversight to ensure uninterrupted program delivery.
Function as liaison for the City with County and State health care agencies. Provide strategic and tactical judgments regarding Citywide EMS resource coordination and delivery.
Monitor and coordinate Safety Employee Bloodborne Pathogen/Exposure/Infection Control program. Operations Fire Captain Rob Sandberg and Engineer Brad Byers serve as Infection Control Officers as Ancillary Duties to assist the EMS Coordinator. Continue to conduct, monitor, and evaluate emergency medical technician training and operations as set forth by policy, procedure, and mandated protocol. Provide staff recommendations concerning EMS and related incident management functions.
Coordinate City EMS functions with Department Medical Director. Evaluate, monitor, and coordinate the Fire Department Paramedic program. Complete T/B mask fitting for personnel per OSHA regulations. Maintain OSHA vaccination records and provide access to obtain titers and vaccinations as needed or requested.
Continue to monitor and evaluate Citywide Automatic External Defibrillator Program. Administer, monitor, and oversee Pa ramedic Quality Improvement Program. Coordinate specific medical training with local ambulance providers. Continue to provide advanced life support to the community in the most economical way feasible.
Continue to provide input at the County level with regional changes affecting EMS. Continue to advance medical equipment to maintain optimal functionality to provide the best and most efficient care to our communities.
Continue to monitor the UCapIt vending machines at all fire stations for restocking purposes to improve inventory tracking and decrease unnecessary budgetary replacement costs. Continue to monitor the PS Trax controlled substance tracking software to improve the system in line with DEA requirements.
Continue to advance training equipment and programs to align with current AHA and resuscitation academy recommendations for feedback and simulation devices to simulate real-life training scenarios.
Continue to align with the RUSD to provide Stop the Bleed Training to all RUSD staff and students (post-COVID).
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
127
Significant Program Changes:
The EMS Coordinator has conducted post-incident quality assurance review and training for paramedic and emergency medical technician personnel. The QA/QI program has identified residents who are frequent users of our emergency medical services and now assists them in accessing resources specific to their needs and condition. This lowers the demand for emergency services and keeps resources available for more pressing emergencies.
Implementation of electronic patient care record-keeping systems in coordination with Inland Counties Emergency Medical Agency is continuing. Through CONFIRE, the Fire Department is now a party to an agreement with the Inland Counties Emergency Medical Agency and San Bernardino County Information Services Department that allows for more efficient centralization of response records.
In-house paramedics have been certified to instruct both Advanced Cardiac Life Support and Pediatric Life Support to Paramedics, saving the City money. The Event Medic program has expanded to include Fireline Paramedics and EMTs who serve our community as well as other communities when called upon in time of disaster or fire.
Continue to improve the City’s infectious disease control plan to include specific procedures in the event of an outbreak in our city.
Accomplishments for Fiscal Years 2022-2024:
Continued implementation of robust QI/QA progr am monitoring all cardiac arrests (to include CARES registry/Utstein parameters), strokes, STEMIs, TXA administrations, Narcan administrations, advanced procedures/medications, AMAs, controlled substance administrations, aspirin not administered in cardiac cases, epinephrine administrations, intubations, and capnography utilizations, pediatric incidents, trauma incidents, submersion incidents, incidents with low (less than 100%) validity. Advancement of the High-performance CPR program with the addition of the ZOLL impedance threshold device.
Monitoring and re-training of Handtevy program. Trained seven (7) personnel in Handtevy Instructor course for updated pediatric advanced training for the department. Re-education of PS Trax software for controlled substance tracking. Movement of backup (line-medic) gear for inventory and budget tracking. Update Exposure Control Plan and Exposure Packets.
Update Infectious Disease Plan and Protocols.
Assist in the continuation of SB County COVID-19 Incident Management Team for protocol development, agency liaison monitoring, COVID-19 swabbing, and vaccinations. Updated ACLS instructor training.
Updated AHA and Handtevy training material and equipment. Continued implementation of EMS training program with outside, peer, and EMS Coordinator instruction.
Continued implementation of Firefighter Rehab program overseen by EMS Coordinator – procurement of rehab equipment, nutrition, and hydration. Development of paramedic equipment replacement program (for outdated, damaged equipment)
Continued monitoring of waste disposal program.
Development of community COVID-19 va ccine program alongside Redlands Community Hospital, Redlands Police Department, Redlands Unified School District, University of Redlands, and ESRI.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
128
Assist in the implementation of the Emergen cy Community Nurse System at the dispatch center.
Development and implementation of the Naloxone Leave Behind Program. Participation in the statewide Pediatric Emergency Care Coordination Program. Implementation and submission for AHA: Mission Lifeline Recognition. Development and implementation of new hire and probational program. Submission of personnel recognition thr ough Handtevy Challenge Coins and EMSA EMS Awards.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
129
FUND ORGKEY
EMERGENCY MEDICAL SERVICES FUND 205250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 2,026,232 2,974,113 2,049,660 2,451,409 2,572,869 5003 Labor Code Sec 4850 15,895 100,000 25,000 25,000 30,000 5101 Overtime Salaries 123,705 180,000 180,000 180,000 180,000 5102 O.T. Reimbursable 108,394 185,000 100,000 115,000 120,000 5103 Constant Staffing 740,118 700,000 750,000 750,000 800,000 5202 Holiday Pay 66,931 - 62,680 - - 5203 Bonus 3,500 - - - - 5204 Accrual Payout 8,305 - 12,589 - - 5301 Banked Leave Buy Back 10,819 162,424 4,064 145,788 187,307 5401 Pension Contributions 392,130 644,161 388,701 458,752 476,941 5501 FICA/Medicare 52,061 48,041 51,912 46,849 49,386 5601 Deferred Compensation 82,421 76,969 31,725 71,077 73,450 5701 Health/Dental Insurance 268,035 563,906 329,509 472,622 475,570 5702 Workers' Comp Insurance 351,912 380,485 380,485 256,568 265,494 5703 Disab ility Insurance 24,445 29,108 25,793 27,334 29,096 5704 Unemployment Insurance 1,844 10,850 9,114 9,548 9,548 5705 Li f
e Insurance 1,250 1,575 1,144 1,386 1,386 5802 Eyecare Reimbursement - 225 225 300 300 5803 Clothing Allowance 19,800 26,400 26,400 24,200 24,200 5903 Other Taxable Benefits 3,390 59,276 5,149 4,950 4,950 5904 Tuition Reimbursement - - 735 - TOTAL SALARIES AND BENEFITS 4,301,186 6,142,533 4,434,885 5,040,783 5,300,497
SERVICES
6005 License & Permits 6,862 6,500 6,500 6,500 6,500 6105 Medical/Physicals 1,699 2,500 2,500 2,000 2,500 6106 Other Professional Services 19,218 28,000 28,000 28,000 28,000 6401 Meeting & Prof Development 2,283 5,800 5,800 5,800 5,800 6402 Travel Expense/Reimbursement 3,485 6,500 6,500 6,500 6,500 6403 Training 295 2,400 5,400 3,000 3,500 6601 Postage 72 800 800 600 800 6703 Software Support/Development 9,544 17,800 17,800 16,400 17,800 6710 Special Contractual Services - 5,000 5,000 4,000 5,000 6802 Info Tech Service Charges 224,947 241,993 241,993 167,543 147,597 6803 City Garage Charges 73,165 78,093 92,347 110,135 114,736 6804 Gener al
Govt Service Charge 226,466 237,790 237,790 619,635 641,322 6901 Printing and Binding 54 3,500 3,500 3,000 3,500 6902 Advertising - 2,000 2,000 2,000 2,000 6907 Comms Service & Rental 269,436 279,365 279,365 305,578 320,367 6909 Subscriptions & Memberships 8,448 10,420 10,420 9,920 10,420 TOTAL SERVICES 845,974 928,461 945,715 1,290,611 1,316,342
DEPARTMENT/DIVISION
EMERGENCY MEDICAL SERVICES
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
130
FUND ORGKEY
EMERGENCY MEDICAL SERVICES FUND 205250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
EMERGENCY MEDICAL SERVICES
SUPPLIES
7001 Books & Supplies 596 1,000 1,000 800 1,000 7002 Office Supplies 160 1,500 1,500 1,200 1,500 7003 Awards/Recognition Prgm 1,510 2,000 2,000 2,000 2,000 7004 Uniform/Safety Clothing 3,205 19,406 19,406 19,000 19,000 7101 Office Equipment/Furniture 269 3,500 3,500 3,000 3,500 7102 Small Tools & Equipment 426 8,500 8,500 8,000 8,500 7205 Machinery & Equip. Maint. 29,355 31,800 31,800 31,800 31,800 7208 Repair/Maintenance Supplies - 1,500 1,500 1,000 1,500 7209 Janitorial Supplies - 1,000 1,000 1,000 1,000 7211 Computer Components - 4,500 4,500 4,000 4,500 7213 Motor Vehicle Supplies - 1,500 1,500 1,000 1,500 7804 Medical Supplies 89,638 101,200 101,200 101,200 101,200 7807 Food 2,070 1,500 1,500 1,500 1,500 7810 Special Departmental Supplies 10,567 20,000 17,000 25,000 30,000 TOTAL SUPPLIES 137,796 198,906 195,906 200,500 208,500 FUND TOTAL 5,284,956 7,269,900 5,576,506 6,531,894 6,825,339 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
131
Fire
Household Hazardous Waste
Program Description:
The Household Hazardous Waste Program provides for the proper disposal of hazardous materials that might otherwise end up in landfills or wastewater treatment facilities. The program provides personnel with the proper training and equipment to properly evaluate, accept, document, and recycle household hazardous waste. The Household Hazardous Waste Program exemplifies the City of Redlands’ environmentally friendly approach by collecting and recycling hazardous substances and electronic equipment. The San Bernardino County Fire Protection District now oversees and administers the Household Hazardous Waste Program and the maintenance of the facility. This very successful program was used by approximately 3874 participants in 2023.
The San Bernardino County Fire Protection District operates and manages the following programs:
E-Waste Recycling: This program runs in conjunction with the Household Hazardous Waste Program and is operated by the SBCFPD.
Household Hazardous Waste Disposal Program: Redlands was the first city within San Bernardino County to begin offering this service and has been operating for twenty-one years in conjunction with San Bernardino County. Funds collected through this program pay for disposal, training, and operational needs within the department as it relates to hazardous materials (SARA, OSHA, RCRCA, TSCA, DOT, California Health and Safety Code). As of March 2020, the City ceded the program to SBCFPD by way of an amendment to the original contract set to expire June 30, 2022. SBCFPD now operates the Redlands HHW location on behalf of the City.
Program Objectives:
Continue operation and maintenance of the Household Hazardous Waste Collection site each Saturday, from 9:00 a.m. to 2:00 p.m., for the citizens of Redlands Continue the safe collection, categorization, lab packaging, and storage of household hazardous waste collection for proper disposal
Provide training and equipment to operate an Emergency Hazardous Material Response Team
Provide all department personnel with State mandated annual refresher training for Hazardous Materials First Responders in compliance with CFR 1910 Continue to collaborate with San Bernardino County Household Hazardous Waste to provide outreach and public education regarding the proper disposal of hazardous materials used in the home
Seek State and/or Federal grants to help fund programs Continue site inventory control and monitoring
Coordination of inter-agency waste disposal programs
Maintain State and County mandated certification and program elements
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
132
Accomplishments for Calendar Year 2023:
Approximately 3,874 countywide residents used the program in 2023 including 3,128 Redlands residents.
Collection and proper disposal of 213,455 (pounds) of Household Hazardous Waste including used motor oil and oil products.
Collected 59,468.56 pounds of electronic waste.
Collection and disposal of:
o 42,050.64 lbs. of Latex Paint
o 19,424.41 lbs. of Oil Base Paints
o 11,313.12 lbs. of Flammable Liquids/ Solids
o 2,561.46 lbs. of Bulked Flammable Liquids
o 2,988.37 lbs. of Poison
o 1,280.73 lbs. of Corrosive Acids
o 213.46 lbs. of Corrosive bases
o 640.37 lbs. of Oxidizers
o 2,348.01 lbs. of Aerosols
o 1,280.73 lbs. of Home Generated Sharps
o 4,482.56 lbs. of Antifreeze
o 5,549.83 lbs. of Lead/ Acid batteries
o 4,439.86 lbs. of Household Batteries
o 1,494.19 lbs. of NiCad batteries
o 16,862.95 lbs. of Motor Oil/ Oil products
o 768.44 lbs. of Oil Filters
o 22,839.69 lbs. of Cathode Ray Tubes (CRT)
o 59,468.56 lbs. of Electronic Waste
o 1,280.73 lbs. of Fluorescent Tubes
o 853.82 Compressed Gas Cylinders
o 1,707.64 lbs. of Cooking Oil
o 1,921.10 lbs. of Pharmaceuticals
o 4,482.56 lbs. of Waste Exchanged Materials
o 3,201.83 lbs. of other hazardous materials
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
133
FUND ORGKEY
HOUSEHOLD HAZARDOUS WASTE FUND 206250
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5702 Workers' Comp Insurance - 1,439 - - - TOTAL SALARIES AND BENEFITS - 1,439 - - -
SERVICES
6106 Other Professional Services 161 - - - - 6710 Special Contractual Services 133,870 139,000 139,000 143,059 148,424 6804 General Govt Service Charge 6,755 7,093 7,093 9,016 9,332 TOTAL SERVICES 140,786 146,093 146,093 152,075 157,756
SUPPLIES
7102 Small Tools & Equipment - 500 500 500 500 TOTAL SUPPLIES - 500 500 500 500 FUND TOTAL 140,786 148,032 146,593 152,575 158,256
DEPARTMENT/DIVISION
HOUSEHOLD HAZARDOUS WASTE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
134
A. K. Smiley Public Library
Mission Statement:
The mission of the A. K. Smiley Public Library is to inspire lifelong learning by providing free and open access to information, thereby enhancing the community of Redlands. We accomplish this mission by providing access to:
Current and classic books, periodicals, and audiovisual material for circulation to adults, teens, and children
E-books, audiobooks, films, and electronic reference databases A diverse range of informational, educational and entertainment programming including in our Assembly Room and Contemporary Club facility
Free usage of computers and high-speed Internet
The Lincoln Memorial Shrine, a museum/library dedicated to Abraham Lincoln and the American Civil War
The Museum of Redlands, which in the spring of 2025 will open as a museum dedicated to preserving the history and culture of our community
The Adult Literacy Program, which assists those who seek to improve their reading, writing and conversational skills
Smiley Heritage Tours, which provides cultural bus tours of Redlands to all fourth graders in the Redlands Unified School District area
Current Projects:
Collaborating with FCS on installation of a new elevator and fire suppression door in the library's lower level (CSP priority C)
Collaborating with the Redlands Historical Museum Association to open the Museum of Redlands in the spring of 2025, including exhibit creation (City Strategic Plan CSP priority A and C)
Collaborating with the First Baptist Church to develop a new partnership to hold adult literacy meetings and events at their facility (CSP priority A and C) Expanding our programming, building on the success of such events as Smiley LIVE! Library Days, Family Day and our Dia de los Muertos celebration (CSP priority A and C)
Major Completed Projects:
Expansion of the summer reading program from one (1) day a week to two (2) days a week for eight (8) weeks (CSP priority A and C)
Installation of a new boiler which provides more ecologically efficient heating (CSP priority D) Formulation and adoption of the five-year library strategic plan by the Library Board of Trustees (CSP priority A and C)
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
135
FUND ORGKEY
GENERAL FUND 101190
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,456,379 1,856,466 1,624,639 1,803,657 1,875,843 5002 Salaries: Part-Time 196,845 277,389 225,161 257,000 257,000 5101 Overtime Salaries - - 49 - -
5202 Holiday Pay 15,043 - 22,220 - -
5204 Accrual Payout 30,917 - 3,948 - -
5301 Banked Leave Buy Back 15,189 40,017 39,737 39,055 49,592 5401 Pension Contributions 434,566 454,345 485,172 556,175 550,765 5501 FICA/Medicare 132,184 133,515 142,499 158,042 163,964 5601 Deferred Compensation 17,195 14,355 16,619 44,496 31,386 5701 Health/Dental Insurance 253,275 407,085 327,470 384,066 390,305 5702 Workers' Comp Insurance 76,076 82,252 82,252 91,960 95,160 5703 Disab ility Insurance 6,129 6,360 7,844 10,330 10,786 5704 Unemployment Insurance 3,112 15,190 27,759 16,926 16,926 5705 Life Insurance 1,359 1,260 1,418 1,512 1,512
5801 Vehicle Allowance 4,800 4,800 7,000 4,800 4,800 5802 Eyecare Reimbursement 2,400 4,500 4,500 7,200 7,200 5803 C lothing Al
lowance 3,150 3,300 4,200 4,800 4,800
5804 Uniform Rental 238 - 251 - -
5903 Other Taxable Benefits 2,390 35,947 3,274 3,600 3,600 5905 Employee Wellness Program 756 - 390 - -
TOTAL SALARIES AND BENEFITS 2,725,504 3,336,781 3,026,402 3,383,619 3,463,639
SERVICES
6102 Legal Services 37,770 - - - -
6106 Other Professional Services 377 101 4,570 100 102 6304 Telephone 2,264 1,743 1,743 2,330 2,377
6401 Meeting & Prof Development 166 - 209 375 383
6403 Training 2,519 - 271 500 510
6601 Postage 3,549 3,571 3,571 4,000 4,080
6703 Software Support/Development - - 299 - -
6802 Info Tech Service Charges 325,909 25,909 25,909 5,262 4,636 6803 City Garage Charges - - 1,811 3,473 3,618
6901 Printing and Binding 1,569 1,643 1,643 1,725 1,760 6906 Office Equip & Furn Rent 8,160 8,544 8,544 8,971 9,150 6911 Bad D ebt Expense 5 -
- - -
6912 Reimbursed Expenditure - 222,518 222,518 - -
TOTAL SERVICES 382,287 264,030 271,088 26,736 26,615
SUPPLIES
7002 Office Supplies 6,338 6,547 6,547 6,874 7,011
7004 Uniform/safety Clothing 35 - - - -
7101 Office Equipment & Furniture - - - 40,000 -
7102 Small Tools & Equipment 355 381 381 400 408
7206 Vehicle Maintenance - - - 1,000 1,020
7208 Repair/Maintenance Supplies 2,713 3,071 3,071 3,225 3,290
DEPARTMENT/DIVISION
LIBRARY ADMINISTRATION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
136
FUND ORGKEY
GENERAL FUND 101190
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
LIBRARY ADMINISTRATION
SUPPLIES (CONT)
7210 Building Supplies 1,790 2,415 2,415 1,890 1,928 7211 Computer Components - - - 18,000 - 7301 Gasoline - - - 1,500 1,530 7810 Special Departmental Supplies 614 (0) - 646 659 7811 Books - - - 5,000 5,100 7812 Audio-Visual Materials - - - 1,000 1,020 7901 Non-Capital Expemditures 4,690 350,000 275,000 105,000 - TOTAL SUPPLIES 16,535 362,414 287,414 184,535 21,966
FIXED ASSETS
8501 Other Betterments/Improv - 105,000 - - - 8503 Building Construction/Improv - 421,226 - - - 8801 Capital Lease - - - 13,800 13,800 TOTAL FIXED ASSETS - 526,226 - 13,800 13,800 DIVISION TOTAL 3,124,326 4,489,450 3,584,904 3,608,690 3,526,020 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
137
FUND ORGKEY
GENERAL FUND 101191
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6601 Postage 239 182 250 255 260 TOTAL SERVICES 239 182 250 255 260
SUPPLIES
7811 Books 525 1,075 375 1,075 1,097 TOTAL SUPPLIES 525 1,075 375 1,075 1,097 DIVISION TOTAL 764 1,257 625 1,330 1,357 DEPARTMENT TOTAL 3,125,090 4,490,707 3,585,529 3,610,020 3,527,376
DEPARTMENT/DIVISION
LINCOLN SHRINE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
138
FUND ORGKEY
GOVERNMENTAL GRANT FUND 200190
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6912 Reimbursed Expenditures - (222,518) (222,518) - - TOTAL SERVICES - (222,518) (222,518) - -
FIXED ASSETS
8503 Building Const/Improv - 667,553 667,553 - - TOTAL FIXED ASSETS - 667,553 667,553 - - DIVISION TOTAL - 445,035 445,035 - -
DEPARTMENT/DIVISION
LIBRARY GRANTS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
139
Development Services Department
Mission Statement:
The Development Services Department provides quality service to customers through professionalism, integrity, and the efficient use of resources. The Department responds to the changing needs of the community by promoting and implementing policies, goals, procedures, and actions that address community issues related to the physical environment and to strengthen and diversify the economic base of the City. The Department endeavors to enhance and protect the urban and natural environment of the City of Redlands, ensuring that the City remains an ideal place to live and work.
The Development Services Department is responsible for the administration and oversight of the following divisions and functions:
Building and Safety Division: Building inspections, plan review, and building permit processing Community Development Block Grant (CDBG) Program: Capital improvement project and public service agency sub-recipient awards administration Economic Development Division: Business attraction and retention, business assistance, workforce development, and tourism promotion
Engineering: Review and inspection of development proposals for compliance with State and City codes, standards, and other governmental requirements relating to land subdivisions, grading, drainage, and improvements within the City rights-of-way Planning Division: Land development application review, general plan, specific plan and development code maintenance and updates, long range planning, and historic preservation
Departmental Goals:
Provide for the short- and long-term physical development within the City consistent with the policies and goals established in the General Plan
Provide professional, accurate, timely, and courteous service to the public Provide opportunities that will improve and preserve housing for all income levels Provide for managed development that will preserve, enhance, and maintain the special quality of life valued by this community
Allow for development within the City of Redlands which occurs in a way that promotes the optimum social and economic well-being of the entire community Provide a high standard of technical expertise by department staff through regular training and awareness of new legislation, innovative construction techniques, and architectural/planning design techniques
Provide a continuing review, update and implementat ion of the City’s General Plan, Specific Plans and zoning ordinances in response to the changing needs of the community Monitor historic resources of the community and encourage their preservation
Performance Measures:
All telephone calls received before noon to be returned the same day 90% of Plan Checks processed in 3 weeks for first review 90% of "LEED" Plan Checks processed in 4 weeks for second review 100% of Inspections completed next business day if requested by 4:00 pm of the previous day City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
140
Development Services Department
Economic Development Division
Program Description:
The Economic Development Division administers a variety of economic development programs and services that support businesses and residents in the City of Redlands. Division staff are involved in business attraction and retention activities, City/Chamber and regional collaborative efforts, business networking, marketing, workforce development, tourism, and project support.
Program Objectives:
Implement the City Council Strategic Plan Economic Development initiatives Target and recruit new business investment in health, technology, and other key sectors Continue business outreach activities
Establish and administer business retention and attraction programs Continue implementing an effective marketing campaign Maintain City presence at targeted trade shows
Facilitate/assist developer with the redevelopment of the Redlands Mall Support business growth and expansion efforts and expedite the development process Encourage point-of-sale locations in Redlands
Engage and collaborate, as appropriate, with regional and county economic development partners
Execute approved initiatives to improve and enhance the downtown area Continue collaborative partnerships with Chamber of Commerce and other business stakeholders
Engage business stakeholders for potential collaboration on tech incubator program Continue to grow partnerships and develop collaborative programs/projects with community tourism stakeholders
Continue to enhance resource and business information pages on City’s website
Significant Program Changes for Fiscal Year 2023-24:
Increase digital ads on mobile devices, highlighting the City’s shopping and downtown activities
Hosted a regional industrial real estate broker’s forum in partnership with San Bernardino County Economic Development Agency and regional industrial brokers association, anticipating over 50 leading industrial brokers and developers to meet and discuss regional industrial efforts and market conditions
Host in person small business workshops and seminars with local resource agencies
Significant Program Changes for Fiscal Year 2024-25:
Enhance advertising mix to promote and highlight the City’s shopping and downtown activities Improve digital marketing campaign on social media platforms highlighting the City’s shopping and downtown activities
Host regional industrial real estate broker’s forum in partnership with San Bernardino County Economic Development Agency and regional industrial brokers association, anticipating over 50 leading industrial brokers and developers to meet and discuss regional industrial efforts and market conditions
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
141
Accomplishments for Fiscal Year 2022-23:
Continued the City’s effort with the Redlands Chamber of Commerce to maintain the Shop It Forward marketing campaign to encourage people to shop in Redlands often and begin Christmas Shopping early
3.6% unemployment rate in 2023, compared to the County-wide average of 4.7% in the same year.
Supported and responded to 4 California State Go-Biz business site search efforts Worked with the County of San Bernardino to support business attraction efforts by responding to site search inquiries
Promoted Shop Small Saturday campaign, supporting shopping in Redlands the Saturday after Thanksgiving, give aways included over 300 custom printed reusable shopping bags to shoppers.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
142
FUND ORGKEY
GENERAL FUND 101161
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 238,035 252,853 228,599 222,062 235,153 5101 Overtime Salaries 27 - - - -
5202 Holiday Pay 995 - 718 - -
5203 Bonus 6,941 - 1,000 1,162 1,185
5204 Accrual Payout 2,225 - 26,363 - -
5301 Banked Leave Buy Back 3,547 11,441 4,431 7,053 9,764 5401 Pension Contributions 67,488 74,469 53,542 69,301 69,043 5501 FICA/Medicare 17,761 18,008 15,249 16,215 17,255 5601 Deferred Compensation 5,252 5,576 2,739 4,464 4,511 5701 Health/Dental Insurance 19,761 34,812 20,311 42,089 42,803 5702 Workers' Comp Insurance 13,832 14,955 14,955 13,694 14,170 5703 Disability Insurance 2 94 81 115 123
5704 Unemployment Insurance (1,031) 868 666 868 868 5705 Life Insurance 126 126 97 126 126
5801 Vehicle Allowance - 300 2,188 1,500 1,500
5802 Eyecare Reimbursement 225 450 450 600 600
5803 Clothing Allowance 60 60 60 60 60
5903 Other Taxable Benefits 411 10,554 449 450 450
5905 Employee Wellness Program 16 - - - -
TOTAL SALARIES AND BENEFITS 375,671 424,567 371,898 379,759 397,611
SERVICES
6304 Telephone - 400 400 408 417
6401 Meeting & Prof Development 4,656 4,511 3,938 4,019 4,115 6402 Travel Expense/Reimbursement 5,347 4,683 4,250 4,335 4,425 6601 Postage 66 28 125 128 131
6703 Software Support/Development - 2,000 2,000 2,040 2,081 6710 Special Contractual Services 130,874 97,433 95,029 23,877 24,355 6802 Info Tech Service Charges 59,256 63,746 63,746 15,231 13,418 6901 Printing and Binding 120 4,738 4,338 4,500 4,500 6902 Advertising 17,451 20,337 20,337 20,744 21,159 6909 Subscriptions & Memberships 6,520 4,892 4,892 5,120 5,275 TOTAL SERVICES 224,290 202,768 199,054 80,402 79,876
SUPPLIES
7002 Office Supplies 363 992 992 1,052 1,083
7101 Office Equipment & Furniture 196 - 236 250 257 7211 Computer Components - - 3,704 3,926 4,044
7806 Promotional Supplies - - 3,451 5,521 3,592
7807 Food 16 - 71 76 78
7810 Special Departmental Supplies 1,508 1,654 2,905 3,079 3,172 TOTAL SUPPLIES 2,082 2,646 11,360 13,904 12,227
FIXED ASSETS
8703 Computer Equipment - 5,000 - - -
TOTAL FIXED ASSETS - 5,000 - - -
DIVISION TOTAL 602,044 634,981 582,312 474,065 489,713
DEPARTMENT/DIVISION
ECONOMIC DEVELOPMENT
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
143
Development Services Department
Building and Safety Division
Program Description:
This program provides for the administration of California codes and City ordinances t o safeguard
life, health, property, and public welfare by regulating the design, construction, accessibility, quality of materials, flood protection, use, occupancy, location, and maintenance of all building and structures within the community of Redlands. This includes plan review of proposed buildings and structures, on-site inspections to assure compliance, complaint investigation and enforcement, disaster emergency response, maintenance, storage and retrieval of building records, and coordination with other government agencies.
Program Objectives:
Maintain and promote excellent customer serv ice standards at the One Stop Permit Center and in the field.
Perform requested onsite building inspections in a timely and courteous manner. Perform final occupancy inspections on building projects, as required, to ensure compliance with conditions of approval and development code standards. Perform effective and efficient plan review within acceptable timeframes for compliance with the California Code of Regulations Title 24 parts 1 through 12, Federal Emergency Management Agency (FEMA) regulations, California Senate and Assembly bills, and locally adopted municipal codes.
Provide staff support to the Development Review Committee, Minor Exception Permit Committee, Historic and Scenic Preservation Commission, Disaster Council, Fire Department, Code Enforcement, Municipal Utilities and Engineering Department, and local chapters of the International Code Council.
Review and implement Assembly Bill 717 and Senate Bill 1608, to meet the continuing education and accessibility requirements that applies to the Building Division. Continue to upgrade department storage methods of building plans to comply with state laws by digitizing plans.
Evaluate and investigate existing structures within the City for compliance with various municipal codes and state regulations.
Prepare for disaster response by training and certification in emergency services. Maintain and improve accessibility throughout the City by employing a Certified Access Specialist (CASp).
Update the Municipal Code for the new Flood Insurance Rate Maps for an anticipated FEMA effective time frame of Summer 2025.
Update the Municipal Code with the adoption of the 2025 California Building Code updates effective January 1, 2026.
Significant Program Changes for Fiscal Year 2024-25:
Continue with the digital scanning of all paper records for properties within the City. This will reduce the printing costs of the department, reduce PRA department record response times, and allow public access to records for viewing by using a Laserfiche web link on the City website at all hours of the day.
Make available to the public the option to submit plans electronically for electronic plan review through Project Dox.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
144
Significant Program Changes for Fiscal Year 2025-26:
Continue with the digital scanning of all paper records for properties within the City. This will reduce the printing costs of the department, reduce PRA department record response times, and allow public access to records for viewing by using a Laserfiche web link on the City website at all hours of the day.
Develop a program to perform virtual inspections for residential water heater change outs, residential HVAC change outs, residential electrical panels, and residential reroofs.
Accomplishments for Fiscal Year 2023-24:
Issued over 2,632 permits for building, electrical, mechanical, plumbing, or combinations thereof ensuring compliance with current city-adopted building and municipal codes. Performed 1,444 plan reviews for construction permit submittals, with a 9 day average delivery to applicants.
Performed 18,679 construction permit inspecti ons by next business day after inspection request, improving community/department relations.
Provided staff support for the improvement of City Works computer permitting software program.
Provided community building activity reports to the county, state, and federal levels of government.
Enforced the 2022 editions of the California Building Standards Codes, resulting in improved citywide construction safety and improved energy efficiency reducing CO2 emissions by 152,858 metric tons per year compared to the 2019 Energy Code, the equivalent of taking 32,051 gas cars of the road each year.
Enforced the City’s Local Agency Management Plan (LAMP) to review plans and field inspect the installation and abandonment of Onsite Wast ewater Treatment Systems for properties within the City’s jurisdiction.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
145
FUND ORGKEY
GENERAL FUND 101162
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 662,248 642,107 764,932 920,490 962,584 5101 Overtime Salaries 68 1,500 - - - 5202 Holiday Pay 13,195 - 10,371 - - 5203 Bonus 31,274 - 600 697 711 5204 Accrual Payout 5,241 - 4,097 - - 5301 Banked Leave Buy Back 613 10,257 709 6,516 6,739 5401 Pension Contributions 196,144 188,811 229,232 260,277 259,589 5501 FICA/Medicare 53,022 46,842 59,264 63,609 66,679 5601 Deferred Compensation 4,809 1,940 8,238 8,786 8,921 5701 Health/Dental Insurance 66,146 145,592 134,859 162,594 165,291 5702 Workers' Comp Insurance 21,709 23,472 23,472 21,910 22,672 5703 Disab ility Insurance 4,461 4,993 5,353 5,590 5,884 5704 Unemployment Insurance 820 3,472 5,272 3,906 3,906 5705 Life Insurance 536 504 561 567 567 5801 Vehicle Allowance - 180 1,313 900 900 5802 Eyecare Reimbursement 900 1,800 1,800 2,700 2,700 5803 C l
othing Allowance 1,500 1,950 1,950 1,950 1,950 5903 Other Taxable Benefits 2,115 19,406 1,750 1,755 1,755 5905 Employee Wellness Program 9 - - - - TOTAL SALARIES AND BENEFITS 1,064,809 1,092,827 1,253,773 1,462,247 1,510,848
SERVICES
6004 Bank/Collection Agent Fees - - 120 - - 6106 Other Professional Services 93,510 120,000 120,000 120,000 120,000 6304 Telephone 5,019 3,308 3,308 3,374 3,442 6401 Meeting & Prof Development 4,046 9,104 9,104 5,800 8,800 6402 Travel Expense/Reimbursement - 2,867 2,867 2,500 2,550 6403 Training - - 95 101 103 6601 Postage 7 20 20 20 21 6703 Software Support/Development 119,782 505,813 125,000 128,042 95,457 6705 Filming and Microfilming 260 5,000 - - - 6710 Special Contractual Services 4,990 - 4,990 5,000 5,000 6802 Info Tech Service Charges 71,107 76,496 76,496 68,540 60,381 6803 City Garage Charges 16,259 17,354 19,013 31,751 33,077 6901 Prin
ting and Binding 1,475 2,119 2,119 2,246 2,292 6902 Advertising 582 - - - - 6906 Office Equip & Furn Rent 5,012 3,308 3,308 3,375 3,476 6909 Subscriptions & Memberships 2,398 3,662 3,662 5,171 5,372 6911 Bad Debt Expense - - 12 - - TOTAL SERVICES 324,446 749,051 370,114 375,920 339,971
SUPPLIES
7001 Books & Supplies 4,973 1,365 1,365 1,300 1,326 7002 Office Supplies 3,636 3,308 3,308 3,506 3,612 7101 Office Equipment & Furniture 2,448 6,500 6,500 6,890 7,097 7201 Hardware Maint/Replace 771 - - - - 7206 Vehicle Maintenance 631 - 208 650 670 7211 Computer Components - - 14,017 3,500 3,500 7810 Special Departmental Supplies 1,731 2,206 146 3,000 3,060 TOTAL SUPPLIES 14,191 13,379 25,544 18,846 19,264
DEPARTMENT/DIVISION
BUILDING & SAFETY
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
146
FUND ORGKEY
GENERAL FUND 101162
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
BUILDING & SAFETY
FIXED ASSETS
8703 Computer Equipment - 25,000 - - - 8801 Capital Lease 5,897 5,922 18,757 15,275 25,369 TOTAL FIXED ASSETS 5,897 30,922 18,757 15,275 25,369 DIVISION TOTAL 1,409,343 1,886,179 1,668,188 1,872,289 1,895,452
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
147
Development Services Department
Land Use Engineering
Program Description:
Land Use Engineering is a division within the Development Services Department. This division is intended to work hand-in-hand with developers and staff in the Planning Division to achieve excellence in design and construction of development projects in the City.
Program Objectives:
Manage One Stop Permit Center for public records and information related to properties and development. The One-Stop Permit Center is designed to guide developers through multi-Departmental requirements, the Redlands Municipal Code, Measure U, and State regulations.
Review of improvement plans, maps, and building permits. Process encroachment permits and street closures.
Issue grading permits, truck route permits and wide load permits. Perform National Pollutant Discharge Elimination System (NPDES) investigations and plan reviews.
Coordinate with Planning Division and other City Departments for entitlements, including conditional use permits, Planning Commission Review and Approval, lot line adjustments, and other land use activities.
Work with Planning Division on initial planning phases needed for development of the University Village plan.
Coordinate with Facilities and Community Services and outside consultants for annexations into Community Facilities District 2004-1.
Prepare annual reports for Street Lighting District No. 1 and Landscape Maintenance District No. 1.
Assess Development Impact Fees on development and redevelopment projects that are then used by other departments to mitigate the impact of those projects on the infrastructure of the City.
Provide customer assistance regarding city policies and procedures related to land development issues, grading, street improvements, and utility connections. Perform plan reviews for building, grading, streets design, erosion control, water quality management, sewer, water, irrigation, street tree, storm drainage, storm water pollution prevention, street light, hydrology, lot line adjustment, parcel map, and tract maps. Process applications for sewer and water service in the Mentone area as mandated by Measure ”U”.
Create and maintain an organizational ethos amongst all OSPC staff that customer service is of the utmost importance. Respond to telephone, e-mail, and public counter inquiries for customer assistance at the One Stop Permit Center.
Provide engineering related assistance to other City departments, such as the City Manager, City Attorney, Municipal Utilities & Engineering Department, and Code Enforcement Division.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
148
Significant Program Changes for Fiscal Year 2023-24:
Continued participation in the implementation of an Electronic Plan Review process across all divisions of the One Stop Permit Center with the objective of creating an integrated, and simplified, method for intake, review, and return of all types of development plans submitted to the City for review.
Assist Planning Division with the Transit Village Specific Plan adoption. Assist developers with implementation of SB 9 lot splits for creation of additional housing opportunities
Begin planning for improved customer service methodologies related to the relocation of City Hall.
Significant Program Changes for Fiscal Year 2024-25:
Continue planning for improved customer service methodologies related to the relocation of City Hall.
Assist University of Redlands with progress on their University Village development plans Accomplishments for Fiscal Year 2023-24:
Issued over 1000 encroachment permits for work within the public right-of-way. Prepared conditions of approval for all entitlement cases presented to the Planning Commission.
Performed more than 200 engineering plan reviews.
Assessed development impact fees in excess of $800K on new development projects.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
149
FUND ORGKEY
GENERAL FUND 101163
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 258,933 349,522 312,316 338,216 352,501 5002 Salaries: Part-Time - 14,683 - - - 5202 Holiday Pay 2,859 - 2,603 - - 5203 Bonus 9,625 - - - - 5204 Accrual Payout 16,071 - 1,543 - - 5301 Banked Leave Buy Back 6,618 8,605 14,196 5,260 5,285 5401 Pension Contributions 77,860 83,852 93,344 105,489 104,693 5501 FICA/Medicare 20,985 21,586 25,246 26,337 27,432 5601 Deferred Compensation 8,343 2,932 4,548 8,588 8,443 5701 Health/Dental Insurance 28,235 47,710 38,272 43,624 44,322 5702 Workers' Comp Insurance - - - 8,216 8,502 5703 Disab ility Insurance 668 1,047 933 1,246 1,307 5704 Unemployment Insurance 1,463 1,497 3,547 1,541 1,541 5705 Life Insurance 178 167 214 224 224 5802 Eyecare Reimbursement 225 596 596 1,065 1,065 5803 Clothing Allowance - 390 480 540 540 5804
Uniform Rental - 75 75 - - 5903 Other Taxable Benefits - 4,299 270 263 263 TOTAL SALARIES AND BENEFITS 432,064 536,962 498,183 540,609 556,118
SERVICES
6005 License & Permits 20,000 318,000 303,461 183,804 209,537 6106 Other Professional Services 20,131 119,984 122,484 168,000 118,060 6401 Meeting & Prof Development - 1,575 1,575 1,650 2,400 6402 Travel Expense/Reimbursement 54 525 150 500 500 6403 Training 192 10,500 7,139 5,000 5,000 6703 Software Support/Development - 8,000 - - - 6802 Info Tech Service Charges - - - 60,925 53,672 6901 Printing and Binding 104 375 375 375 375 6902 Advertising - 6,300 6,300 10,000 10,000 6906 Office Equip & Furn Rent - 1,575 1,575 1,500 1,500 6909 Subscriptions & Memberships - 830 830 5,000 5,000 TOTAL SERVICES 40,481 467,664 443,889 436,754 406,044
SUPPLIES
7001 Books & Supplies - 1,050 2,000 2,000 2,040 7002
Office Supplies 1,463 1,050 1,000 1,250 1,275 7101 Office Equipment & Furniture - 6,825 - - - 7211 Computer Components - - 5,000 1,500 1,500 7810 Special Departmental Supplies 812 1,050 750 1,250 1,275 TOTAL SUPPLIES 2,275 9,975 8,750 6,000 6,090
FIXED ASSETS
8703 Computer Equipment - 25,000 - - - TOTAL FIXED ASSETS - 25,000 - - - DIVISION TOTAL 474,820 1,039,601 950,822 983,363 968,252
DEPARTMENT/DIVISION
LAND USE ENGINEERING
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
150
Development Services Department
Planning Division
Program Description:
The Planning Division plays a critical role in achieving the City’s goals and objectives in terms of physical development and growth management. Three general categories of Planning activities include: Current Planning (development review); Long-Range Planning; and Historic Preservation. Current Planning functions include: processing of land development applications; responding to land use inquiries from residents, business owners, and development professionals; project management for special projects; administering contracts with consultants hired to perform environmental and planning services; and annexation requests. Long-Range Planning functions include: maintenance and updates of the General Plan, Housing Element, various Specific Plans, and the zoning code (RMC Title 18); inter-agency coordination and strategic planning; and grant administration for State planning grants. Planning administers the City’s historic preservation program including related permits and policy documents. Planning Division staff also regularly provide technical and professional support to the City Council, Planning Commission, Historic & Scenic Preservation Commission, Preliminary/Development Review Committee, and the Minor Exception Permit Committee.
Program Objectives:
Respond to telephone, e-mail, and public counter inquiries for customer assistance at the One-Stop Permit Center and the Planning Division office. Support business assistance and economic development activities including review of Business License applications, special event applications, commercial property searches, zoning research, etc.
Accept, process, and prepare staff reports for land use applications and permits as necessary to satisfy legally-required procedures to enable a formal decision. Provide staff support to the Planning Commission and the Historic & Scenic Preservation Commission, in the form of agendas, legal advertising and notices, staff reports, presentations, and recording meeting minutes.
Provide staff support to the Minor Exception Committee, in the form of agendas, legal advertising and notices, project reviews, and meeting minutes. Provide staff support to the Preliminary/Development Review Committee, in the form of agendas, project review, and conducting meetings.
Process General Plan amendments, Zoning M ap and Zoning Code amendments, and Specific Plan amendments.
Prepare and submit an annual Housing Element Progress Report and General Plan Progress Report as mandated by the State of California.
Maintain and expand the Historic Preservation program, including advising property owners, issuing permits, maintaining restoration/rehabilitation agreements (Mills Act Contracts) with private property owners, and adoption of an updated Historic Architectural Design Guidelines. Process annexation applications for surrounding unincorporated areas to accommodate proposed development projects.
Review final grading, building, and landscaping plans prior to issuance of building permits to ensure compliance with code requirements and any applicable conditions of approval. Perform final occupancy inspections on building projects as required to ensure compliance with conditions of approval and municipal code standards. Provide Planning-related assistance to other City departments, such as the City Manager, City Attorney, Municipal Utilities & Engineering Department, and Code Enforcement Division.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
151
Continue to evaluate Planning procedures for efficiency and effectiveness, and implement improvements or changes to department procedures and zoning code regulations. Seek and apply for State or regional grant funding in support of Planning work programs and activities.
Coordinate Planning activities with other agencies, such as the County of San Bernardino, the San Bernardino County Transportation Authority (SBCTA), Southern California Association of Governments (SCAG), Caltrans, and Omnitrans.
Significant Program Changes for Fiscal Years 2024-25 and 2025-26:
Implement the adopted 2022-2029 Housing Element, including related tasks and programs such as rezoning actions for specified parcels.
Implement the new Inclusionary Housing Ordin ance, including related administrative tasks such as create necessary application forms.
Complete the Zone Map Update project.
Complete work on various Zoning Code (RMC Title 18) text amendments and adopt related ordinances in compliance with the 2022-2029 Housing Element.
Accomplishments for Fiscal Years 2022-23 and 2023-24:
More than 200 Planning applications of various types accepted and processed. Adopted the 6 th Cycle 2021-2029 Housing Element Update. More than 200 staff reports written for the City Council, Planning Commission, and Historic & Scenic Preservation Commission.
Preparation and noticing responsibilities for approximately 100 meeting agendas consisting of Planning Commission agendas, Historic & Scenic Preservation Commission agendas, Development Review Committee agendas, and Minor Exception Permit Committee agendas. Approval of numerous residential housing proj ects consisting of tract map subdivisions, specific plans, and multifamily developments (including affordable housing projects). Developer completed construction of the Heritage Specific Plan (SP No. 62) with 207 homes on the south side of Citrus Valley High School.
Developer began construction of the Bergamot Specific Plan (SP No. 64) with 434 new single- family homes plus 12-acre public park located to the north and west of Citrus Valley High School.
Several applications currently under review for new housing projects throughout the city (including several with Affordable Housing Density Bonus Agreements). Applications approved or under review for new hotels near downtown Redlands. Several applications currently under review for new retail, commercial, and industrial developments throughout the city.
Prepared required annual progress reports for the 2035 General Plan as well as the Housing Element.
Provided administrative oversight, including contract administration, for Surface Mining and Reclamation Act (SMARA) compliance for six quarries and two reclamation plants operated by CEMEX Materials and Robertson’s Ready Mix in the Santa Ana River Wash. Participated in inter-agency coordination for regional Planning efforts, including San Bernardino County Regional GHG Reduction Plan prepared by San Bernardino Council of Governments (SBCOG) and continuing work on the countywide Vehicle Miles Travelled (VMT) study and mitigation measures prepared by SBCTA.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
152
FUND ORGKEY
GENERAL FUND 101164
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 655,806 1,060,659 844,308 1,080,736 1,127,247 5002 Salaries: Part-Time 7,905 15,750 13,139 16,000 16,000 5101 Overtime Salaries 87 1,103 167 - - 5202 Holiday Pay 8,072 - 6,774 - - 5203 Bonus 30,448 - 2,400 2,788 2,844 5204 Accrual Payout 23,451 - 18,169 - - 5301 Banked Leave Buy Back 6,578 40,036 7,918 19,831 22,700 5401 Pension Contributions 193,992 306,885 252,755 311,469 310,756 5501 FICA/Medicare 51,777 76,172 64,652 75,907 79,503 5601 Deferred Compensation 9,427 14,198 15,760 18,242 18,448 5701 Health/Dental Insurance 64,515 154,387 97,358 125,370 127,435 5702 Workers' Comp Insurance 28,784 31,121 31,121 21,872 22,633 5703 Disability Insurance 935 1,857 1,343 1,799 1,925 5704 Unemployment Insurance 912 4,340 4,413 4,340 4,340 5705 Life Insurance 410 567 502 567 567 5801 Vehicle Allowance - 720 5,250 3,600 3,600 5802 Eyecare Reimbursement 544 2,025 2,025 2,700 2,700 5803 Clothing Allowance 390 690 690 690 690 5903 Other Taxable Benefits 1,876 38,929 2,646 3,045 3,045 5905 Employee Wellness Program 99 - - - - TOTAL SALARIES AND BENEFITS 1,086,007 1,749,439 1,371,390 1,688,956 1,744,433
SERVICES
6005 License & Permits 3,926 - 69 150 150 6106 O
ther Professional Services 256,290 1,108,694 1,097,998 333,000 354,800 6107 Reimb Professional Services 588,289 433,347 433,347 435,000 435,000 6304 Telephone 912 1,985 16,916 2,024 2,065 6401 Meeting & Prof Development 1,707 10,660 10,660 10,873 11,091 6402 Travel Expense/Reimbursement (324) 4,719 2,495 4,813 4,910 6403 Training - - 539 550 550 6601 Postage 2,846 3,000 3,000 3,500 3,570 6703 Software Support/Development 1,137 25,176 25,176 25,931 26,450 6705 Filming and Microfilming - 12,680 10,000 10,000 10,000 6710 Special Contractual Services 137 - 59 - 150 6802 Info Tech Service Charges 106,661 114,744 114,744 68,540 60,381 6803 City Garage Charges 740 789 4,074 4,961 5,168 6901 Printing and Binding 910 2,191 2,191 2,200 2,244 6902 Advertising 19,433 11,025 11,025 11,246 11,471 6906 Office Equip & Furn Rent 3,590 3,308 3,308 3,000 3,000 6909 Subscriptions & Memberships 3,704 5,643 5,643 5,625 5,800 TOTAL SERVICES 989,959 1,737,959 1,741,244 921,414 936,800
DEPARTMENT/DIVISION
PLANNING
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
153
FUND ORGKEY
GENERAL FUND 101164
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
PLANNING
SUPPLIES
7001 Books & Supplies 205 1,103 1,103 1,136 1,170 7002 Office Supplies 3,224 3,422 3,422 3,525 3,630 7101 Office Equipment & Furniture 306 1,103 1,332 1,136 1,170 7203 Office Equipment Maintenance - 419 - 432 444 7206 Vehicle Maintenance 450 - 190 - - 7211 Computer Components - 1,654 30,983 1,703 1,754 7807 Food 914 500 500 515 530 7810 Special Departmental Supplies 2,509 500 500 515 530 TOTAL SUPPLIES 7,608 8,701 38,030 8,962 9,231
FIXED ASSETS
8703 Computer Equipment - 30,000 - - - 8801 Capital Lease 5,178 5,200 5,871 6,028 16,887 TOTAL FIXED ASSETS 5,178 35,200 5,871 6,028 16,887 DIVISION TOTAL 2,088,751 3,531,298 3,156,535 2,625,360 2,707,351 DEPARTMENT TOTAL 4,574,959 7,092,059 6,357,857 5,955,078 6,060,768
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
154
Development Services Department
Grants Program
Program Description:
The Grants Program within the Development Services Department consists of the administration of the City’s Community Development Block Gr ant (CDBG) program as well as researching, applying, securing, and administering other county, state, or federal grant opportunities that benefit advance planning and community development needs.
As a Participating Jurisdiction (PJ) in the County of San Bernardino’s Urban County Program, the City receives an annual award from the U.S. Department of Housing and Urban Development (HUD). The County of San Bernardino administers the award on behalf of the City and retains 20% of the annual award for administrative expenses.
CDBG Program Objectives:
Development of a viable urban community by providing decent housing, suitable living environment, and expanded economic opportunity for City residents, particularly those earning low and moderate incomes.
Aid in the prevention or elimination of slums or blight. Aid in activities designed to meet other community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community where other financial resources are not available to meet such needs.
Other Grants Program Objectives:
To secure funding opportunities that encourage and support advanced planning activities that help plan for future growth and development.
Significant Program Changes for Fiscal Year 2023-24:
Fund six public service agency programs that benefit low- to moderate-income residents with CDBG funds.
Fund the Joslyn Senior Center Rehabilitation Project Phase II to include additional site and ADA improvements.
Secure funding for additional energy efficiency im provements to the Joslyn Senior Center.
Significant Program Changes for Fiscal Year 2024-2025:
Identify and fund new rehabilitation projects with CDBG funds that benefit low to moderate income residents with CDBG funds.
Implement new public service programs that benefit low to moderate income residents with CDBG funds.
Fund the Redlands Senior Center Improvements Project with CDBG funds.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
155
Accomplishments for Fiscal Year 2022-2023:
Completed the first phase of the Joslyn Senior Center Rehabilitation Project. Completed the Senior Outdoor Dining Project funding by CDBG-CV funds. Provided contract administration for the Joslyn Senior Center Rehabilitation Project Phase I. Provided contract administration for the Senior Outdoor Dining project. Provided contract administration to five CDBG funded public services programs that benefited low to moderate income residents.
Provided contract administration for the st ate funded Local Early Action Program (LEAP)- a $300,000 grant that is funding the update to the City’s Housing Element. Provided contract administration for the state funded Planning Grants Program (PGP-SB2)- a $310,000 grant that is funding the environmental analysis for the Transit Villages Specific Plan project.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
156
FUND ORGKEY
GOVERNMENTAL GRANT FUND 200164
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 248 18,248 140,353 - - 5401 Pension Contributions 74 4,593 4,883 - - 5501 FICA/Medicare 17 1,401 1,476 - - 5701 Health/Dental Insurance 43 2,652 2,817 - - 5703 Disability Insurance - 48 48 - - 5704 Unemployment Insurance - 75 80 - - 5705 Life Insurance 0 10 11 - - TOTAL SALARIES AND BENEFITS 382 27,026 149,668 - -
SERVICES
6005 License & Permits - 4,492 4,492 - - 6106 Other Professional Services 104,032 67,521 4,879 - - 6710 Special Contractual Services 56,744 115,453 55,459 - - 6901 Printing and Binding - 400 400 - - TOTAL SERVICES 160,776 187,866 65,230 - -
FIXED ASSETS
8301 Construction in Progress 746,161 - - - - 8501 Other Betterments/Improv 312,369 - - - - 8503 Building Const/Improv - 583,461 300,356 - - TOTAL FIXED ASSETS 1,058,530 583,461 300,356 - - DEPARTMENT TOTAL 1,219,689 798,353 515,254 - -
DEPARTMENT/DIVISION
PLANNING GRANTS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
157
Development Services Department
Inclusionary Housing Program
Program Description:
The Inclusionary Housing Program was adopted by the City Council on December 19, 2023, and is an integral part of the City’s implement ation programs contained in the 2021-2029 Housing Element. The Inclusionary Housing Program requires that a percentage of housing units in new residential developments be provided at an affordable cost to lower- and moderate-income households, or an in-lie fee be paid, in all new residential developments with ten (10) or more residential units.
The in-lieu fees collected under this program must be utilized for the provision of housing affordable to Very Low-income, Low-income, and Moderate-income households in the City, and administration and compliance monitoring of the Inclusionary Housing Program.
Inclusionary Housing Program Objectives:
Promote the development of affordable housing throughout the City.
Increase the supply of housing affordable to Very Low-, Low- and Moderate-income families through the assistance and cooperation of private residential developers.
Significant Program Changes for Fiscal Year 2024-2025:
This is a new program and budget for this fiscal year.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
158
FUND ORGKEY
INCLUSIONARY HOUSING FUND 255900
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 75,000 75,000 TOTAL SALARIES AND BENEFITS 75,000 75,000
SERVICES
6102 Legal Services 35,000 35,000
TOTAL SERVICES 35,000 35,000
DIVISION TOTAL 110,000 110,000
DEPARTMENT/DIVISION
INCLUSIONARY HOUSING OPERATIONS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
159
FUND ORGKEY
INCLUSIONARY HOUSING FUND 255910
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SERVICES
6106 Other Professional Services 35,000 35,000 TOTAL SERVICES 35,000 35,000
DIVISION TOTAL 35,000 35,000
FUND TOTAL 145,000 145,000
DEPARTMENT/DIVISION
INCLUSIONARY HOUSING PROJECTS/GRANTS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
160
Facilities and Community Services
Program Description:
The mission of the Facilities and Community Serv ices Department is to promote and develop policies and practices that minimize impact to the environment, improve the response experience to reports and service requests, provide quality service to City residents, businesses, and visitors, and improve the quality of life for present and future generations.
Program Objectives:
The Facilities and Community Services Department is comprised of the following divisions and functions:
Administration: Providing customer service and support to residents, businesses, and visitors of the city for requests for service and information. Animal Services: Overseeing animal welfare and services. Building Maintenance Division: Maintaining city facilities. Citrus Groves & Preservation Division: Focusing on the preservation and management of the city's citrus groves.
Code Enforcement Division: Ensuring compliance with state and local laws and codes. Downtown Division: Managing the City's Certified Farmers Markets and other downtown events, promoting tourism, and serving the downtown business community. Equipment Maintenance Division: Maintaining the city fleet, operating the natural gas fuel station, and maintenance of the Corporate Yard.
Hillside Memorial Park: Management and operation of the city-owned cemetery. Homeless Resource Coordination: Facilitating resources for the homeless community. Parks Division: Maintaining parks, Landscape Maintenance Districts, and Community Facility Districts.
Recreation & Senior Services Divisions: Managing Community and Senior Centers and their programs.
Redlands Municipal Airport: Management and operation of the city-owned airport. Street Tree Division: Providing in-house tree trimming and emergency tree services. Solid Waste Division: Collection of residential and commercial green waste, refuse, recyclables, operating the California Street Landfill, and development and implementation of the city's recycling programs.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
161
FUND ORGKEY
GENERAL FUND 101300
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 160,490 276,352 192,021 536,473 564,361 5101 Overtime Salaries 1,481 1,000 1,542 1,500 1,500 5202 Holiday Pay 2,199 - 1,266 - - 5203 Bonus 7,210 - - 3,416 3,564 5204 Accrual Payout 2,376 - 2,050 - - 5301 Banked Leave Buy Back 1,894 7,636 12,964 30,611 32,164 5401 Pension Contributions 47,004 139,254 57,574 157,554 157,731 5501 FICA/Medicare 13,121 20,068 15,748 36,440 38,373 5601 Deferred Compensation 1,370 2,798 2,501 10,703 11,015 5701 Health/Dental Insurance 20,543 63,830 29,407 92,295 92,308 5702 Workers' Comp Insurance 13,225 14,299 14,299 18,543 19,188 5703 Disab ility Insurance 497 669 524 1,207 1,276 5704 Unemployment Insurance 180 1,437 1,720 2,322 2,322 5705 Life Insurance 132 209 138 337 337 5801 Vehicle Allowance - - 1,212 5,016 5,016 5802 Eyecare Reimbursement 535 745 1,330 1,605 1,605 5803 C l
othing Allowance 348 324 1,619 831 831 5903 Other Taxable Benefits 345 (49,682) 658 1,002 1,002 5904 Tuition Reimbursement - - 4,092 - - TOTAL SALARIES AND BENEFITS 272,949 478,939 340,665 899,855 932,593
SERVICES
6005 License and Permits 2,230 - 7,000 - - 6006 Taxes 223 - - - - 6007 Penalties and Interest 29 - - - - 6106 Other Professional Services 13,833 9,715 17,270 17,500 18,375 6301 Water Wastewater Refuse - - 306 306 321 6304 Telephone 9,130 6,615 7,601 7,800 8,190 6401 Meeting & Prof Development 1,372 900 179 1,400 1,600 6402 Travel Expense/Reimbursement - 1,300 1,300 1,600 1,680 6403 Training 1,572 - 2,800 3,200 3,400 6601 Postage 1,700 1,865 1,865 1,900 1,995 6703 Software Support/Development 981 420 420 840 840 6708 Special Program Expenditures 58,861 950 212,398 50,000 50,000 6710 Specia
l Contractual Services 96,604 286,610 210,760 150,000 150,000 6802 Info Tech Service Charges 35,554 113,247 38,248 83,772 73,799 6803 City Garage Charges 7,391 789 43,458 63,502 66,154 6901 Printing and Binding 6,519 1,220 6,463 6,463 6,463 6902 Advertising 1,330 - - - - 6904 Land and Building Rent - - 4,200 - - 6906 Office Equip & Furn Rent 4,310 4,278 4,278 4,310 4,310 6909 Subscriptions & Memberships 5,766 2,200 4,510 7,516 7,516 6910 Labor 1,288 - 135 - - TOTAL SERVICES 248,695 430,109 563,191 400,109 394,643
DEPARTMENT/DIVISION
FACILITIES AND COMMUNITY SERVICES ADMINISTRATION
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
162
FUND ORGKEY
GENERAL FUND 101300
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
FACILITIES AND COMMUNITY SERVICES ADMINISTRATION
SUPPLIES
7002 Office Supplies 17,976 6,300 20,000 15,000 15,750 7004 Uniform/Safety Clothing 1,644 400 400 800 840 7101 Office Equipment & Furniture - 1,500 12,144 10,000 10,500 7206 Vehicle Maintenance 1,447 917 1,244 1,447 1,447 7208 Repair/Maintenance Supplies 911 - 220 220 220 7209 Janitorial Supplies 857 - - 857 857 7211 Computer Components 4,212 - 10,150 10,150 10,150 7807 Food 1,505 - 6,500 6,500 6,825 7810 Special Departmental Supplies 1,558 1,050 1,050 1,050 1,050 7901 Non-Capital Expenditures 511,447 700,000 521,348 1,000,000 1,000,000 TOTAL SUPPLIES 541,557 710,167 573,056 1,046,024 1,047,639
FIXED ASSETS
8001 Land Acquisitions - 1,687,000 850,000 650,000 - 8602 Other Land Improvements - 200,000 200,000 - - 8706 All Other Equipment - - - - 50,000 8801 Capital Lease 23,180 14,370 48,070 44,944 44,944 TOTAL FIXED ASSETS 23,180 1,901,370 1,098,070 694,944 94,944 DIVISION TOTAL 1,086,381 3,520,585 2,574,982 3,040,932 2,469,819 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
163
Facilities and Community Services
Building Maintenance Division
Program Description:
The Building Maintenance Division performs both routine maintenance and emergency service for all City-owned facilities. This division provides maintenance services to all City facilities totaling approximately 583,000 square feet and includes the Citrus Center, Civic Center, three parking structures, A.K. Smiley Library, Lincoln Shrine, Contemporary Club, four Fire stations, Police Annex, Joslyn Senior Center, Community and Senior Center, Corporate Yard, Redlands Airport, Landfill, Hillside Memorial Park and 1625 Redlands Blvd.
This Division is utilized for a wide range of building maintenance functions including carpentry, plumbing, electrical, HVAC, painting, furniture assembly and relocation, general cleaning services, and special projects including office construction, remodeling, janitorial issues, and environmental testing.
City staff prepares scope of services, solicits bids, and administers contracts for various vendors to provide ongoing and specialized maintenance services. Among the contracted services are janitorial, pest control, HVAC maintenance, elevator servicing, and security alarm systems.
Program Objectives:
Provide quality service when responding to calls from various departments regarding maintenance and repair of City-owned facilities.
Reduce response time for maintenance and service calls. Work synergistically with other divisions for various department and city-wide projects. Manage CIP and other facility related projects.
Accomplishments for Fiscal Year 2022-24:
Managed the renovation of the Joslyn Senior Center.
Managed the renovation of the Redlands Bowl (electrical and sound project, stucco rehabilitation, and bench replacement).
Managed the Prospect Park Lighting Upgrade Project.
Managed the roof replacement at 300 E State St.
Managed the Boiler replacement project at the Smiley Library. Managed renovations at the Community Center recreation space. Received 508 work orders and completed 419 of them.
Managed Animal Services Remodel.
Managed Ford Park Pond Aeration Project.
Goals for Fiscal Year 2024-26:
Implement new work ticket tracking system.
Complete full facility assessment, programmed maintenance plan, and CIP for City buildings and facilities.
Repair and replace roofs as indicated in assessment based on priority.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
164
FUND ORGKEY
GENERAL FUND 101301
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 155,939 289,453 161,958 558,295 580,455 5101 Overtime Salaries 33,886 27,563 27,563 28,390 29,242 5202 Holiday Pay 5,655 - 15,841 - - 5203 Bonus 8,925 - - 411 440 5204 Accrual Payout 1,614 - 518 - - 5301 Banked Leave Buy Back 2,636 3,107 5,184 9,856 14,156 5401 Pension Contributions 45,883 52,725 52,326 170,062 168,440 5501 FICA/Medicare 16,444 13,543 16,355 41,928 43,873 5601 Deferred Compensation 473 473 660 4,599 4,796 5701 Health/Dental Insurance 18,875 47,485 39,618 152,785 153,347 5702 Workers' Comp Insurance 18,645 20,159 20,159 21,230 21,968 5703 Disab ility Insurance 1,387 1,310 1,370 3,987 4,143 5704 Unemployment Insurance 211 1,107 1,796 3,147 3,147 5705 Life Insurance 155 161 158 457 457 5801 Vehicle Allowance - - - 600 600 5802 Eyecare Reimbursement - 574 574 2,175 2,175 5803 C l
othing Allowance 450 600 600 1,830 1,830 5804 Uniform Rental 124 250 250 - - 5903 Other Taxable Benefits 806 8,399 1,261 2,813 2,813 TOTAL SALARIES AND BENEFITS 312,109 466,909 346,191 1,002,565 1,031,882
SERVICES
6005 License and Permits 900 - 225 - - 6007 Penalties and Interest 59 - 3,370 - - 6301 Water, Sewer, Disposal 25,379 45,813 45,813 150,870 158,026 6304 Telephone 19,397 16,537 16,537 17,033 17,544 6307 Electricity & Gas 1,000,981 895,015 903,125 992,915 1,012,773 6309 Heating/AC Service Contract 102,574 90,328 - - - 6403 Training 1,243 1,654 800 1,687 1,721 6601 Postage 25 - - - - 6710 Special Contractual Services 300,344 198,570 99,819 116,600 120,098 6712 Landf ill Tipping Charges 1,055 1,050 1,050 1,071 1,092 6802 Info Tech Service Charges 35,554 68,247 38,248 30,462 26,836 6803 City Garage Charges 14,781 15,776 27,161 42,665 44,447 6901 Prin
ting and Binding 275 - 42 - - 6902 Advertising 1,962 2,000 2,000 2,060 2,122 6903 Janitorial Services 329,475 752,842 450,000 533,500 548,805 6908 Other Rentals 5,664 6,673 15,155 15,000 15,000 6910 Labor 158,014 26,426 200,177 206,000 222,480 TOTAL SERVICES 1,997,682 2,120,931 1,803,522 2,109,863 2,170,944
DEPARTMENT/DIVISION
BUILDING MAINTENANCE
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
165
FUND ORGKEY
GENERAL FUND 101301
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
BUILDING MAINTENANCE
SUPPLIES
7002 Office Supplies 5,380 1,103 2,465 2,514 2,565 7004 Uniform/Safety Clothing 6,484 5,453 5,847 6,022 6,203 7101 Office Equipment & Furniture - 1,575 1,575 1,600 1,700 7102 Small Tools & Equipment 7,302 1,654 7,385 3,500 4,000 7201 Hardware Maint/Replace 1,261 - - - - 7204 Building/Grounds Maintenance 18,863 66,020 1,234 25,000 25,500 7205 Machinery & Equip. Maint. 11,023 12,833 - - - 7206 Vehicle Maintenance 1,079 420 715 - - 7208 Repair/Maintenance Supplies 136,794 48,606 375,000 309,000 318,270 7209 Janitorial Supplies 34,068 33,000 10,000 10,300 10,609 7210 Building Supplies 43,450 24,982 24,982 25,731 26,503 7211 Computer Components 1,591 1,103 1,103 - - 7807 Food 418 - 750 750 750 7810 Special Departmental Supplies 21,536 44,400 113,506 116,911 120,418 7901 Non-Capital Expenditures 159,823 105,000 - - - TOTAL SUPPLIES 449,071 346,148 544,561 501,329 516,518
FIXED ASSETS
8501 Other Betterments/Improv 77,333 549,970 200,000 - - 8704 Motor Vehi
cles 36,761 - - - - 8706 All Other Equipment 70,995 - - - - 8801 Capital Lease 12,957 43,926 56,682 53,462 53,462 TOTAL FIXED ASSETS 198,047 593,897 256,682 53,462 53,462
DEBT SERVICE
9002 Principal-Lease 11,346 - - - - 9102 Interest-Lease 420 - - - - TOTAL DEBT SERVICE 11,766 - - - - DIVISION TOTAL 2,968,675 3,527,885 2,950,957 3,667,218 3,772,806 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
166
Facilities and Community Services
Streets & Electrical Division
Program Description:
The Street Division provides for the general main tenance and repair of 314 m iles of streets and 90 miles of storm drains within the City. Crews re spond to approximately 1,000 annual calls for routine street maintenance services.
The division also provides rout ine street cleaning and sweeping serv ices on public roadways within the city. Cleaning actions include mechanical sweeping, debris re moval, storm cleanup, and other related services. Streets are swept on a bi-monthly basis totaling 510 curb-miles swept during each sweeping rotation, equating to 1,020 curb-miles cleaned per month.
The division is also charged with providing the maintenance and repair of 72 city-owned traffic signals and approximately 5,000 city-owned streetlights.
Program Objectives:
Patch and repair asphalt surfaces, includi ng potholes, utility trenches, and cracks. Repair and ramping of sidewalks damaged by tree roots. General maintenance and repair to the storm drain system, including clearing of vegetation, repairs to open and rock channels, debris removal, clearing of blockages, and general inspections. Operation of a weed abatement program to in clude shoulder grading and mowing, spraying, and removal to comply with Fire Department abatement requirements. Provide support to public safety department s for barricades, signs, and human resources in response to emergencies.
Install, replace, repair, and maintain all traffic signage within the public right-of-way. Install, restore, and maintain all roadway mark ings and striping, including painted curbs, street legends, crosswalks, centerline and lane-line stripes, and parking lot lines. The division’s field service coordi nator is responsible for oversight of the City’s contracted street sweeping and traffic signal infrastructure.
Service, repair, and maintain streetlights.
Accomplishments for Fiscal Year 2022-2024:
Maintained over 300 miles of streets, includi ng potholing and skin patching, and sidewalk ramping, using 130 tons of asphalt in 457 locations.
Swept 12,000 curb miles throughout the City
Removed and replaced approx imately 10,022 square feet of sidewalk at 43 locations. Completed approximately 7,800 unde rground service alert tickets. Serviced and/or repair ed 1,560 streetlights.
Completed annual cleaning of all storm drain inlets and channels. Fabricated, replaced, or serviced 870 street signs.
Replaced 33 streetlights/traffic signals knocked down in traffic accidents. Provided 301 labor hour s eradicating illegal dumps.
Projects Completed:
Worked with SBCTA on light ra il traffic signal integration. Replaced 4 power pedestals kno cked down in traffic accidents. Cleared canyon roads during heavy winter rain events. Trenched for new conduits at Redlands Bowl.
Graded road for temporary fire station at Prospect Park. Worked alongside Parks and Building Maintenance st aff to complete various downtown projects including Christmas holiday decorations and lighting and community service day.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
167
FUND ORGKEY
GENERAL FUND 101302
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 54,461 62,751 60,650 90,724 95,003 5101 Overtime Salaries 193 4,000 1,000 4,000 4,000 5202 Holiday Pay 599 - 1,128 - - 5203 Bonus 3,535 - - - - 5204 Accrual Payout 10 - 11 - - 5301 Banked Leave Buy Back 25 1,314 180 3,589 3,911 5401 Pension Contributions 15,697 17,840 18,003 28,297 28,216 5501 FICA/Medicare 4,170 4,809 4,724 7,244 7,596 5601 Deferred Compensation 9 - 12 300 300 5701 Health/Dental Insurance 10,490 19,829 22,673 32,621 32,621 5702 Workers' Comp Insurance 5,533 5,982 5,982 2,379 2,834 5703 Disab ility Insurance 461 644 559 737 779 5704 Unemployment Insurance 81 434 849 543 543 5705 Life Insurance 63 63 64 79 79 5802 Eyecare Reimbursement 225 225 225 375 375 5803 Clothing Allowance 150 300 300 338 338 5804 U ni
form Rental 124 125 126 - - 5903 Other Taxable Benefits 2 4,598 2 38 38 TOTAL SALARIES AND BENEFITS 95,826 122,914 116,488 171,264 176,633
SERVICES
6008 State Mandated Fees 1,732 3,500 1,678 3,500 3,500 6105 Medical/Physicals - 500 - - - 6304 Telephone 1,479 2,700 1,824 2,500 2,500 6307 Electricity & Gas 389 716 7,402 8,000 8,000 6311 Elec Service-CA Traffic Sgl 10,655 16,537 20,550 24,000 24,000 6312 Elec Service-City Traffic Sgl 64,586 46,305 63,471 70,000 70,000 6314 Elec Service-SCE Street Light 942 11,025 2,500 3,000 3,000 6315 Electric Service-Street Light 625,097 407,925 579,672 600,000 600,000 6316 Elec Service-State Str Light 24,306 25,357 48,857 40,000 40,000 6402 Travel Expense/Reimbursement - 250 - 250 250 6403 Training - 1,200 700 1,300 1,300 6710 Special Contractual Services 509,101 597,930 425,000 640,000 625,000 6802 Info Tech Service Charges 23,702 - 25,499 15,231 13,418 6803 City
Garage Charges 14,781 - 23,540 65,486 68,221 6902 Advertising - 500 - 500 500 6904 Land and Building Rent 8,715 11,000 11,000 11,550 12,128 TOTAL SERVICES 1,285,485 1,125,445 1,211,693 1,485,317 1,471,817
DEPARTMENT/DIVISION
ELECTRICAL
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
168
FUND ORGKEY
GENERAL FUND 101302
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
ELECTRICAL
SUPPLIES
7002 Office Supplies 1,778 500 200 500 500 7003 Awards/Recognition Prgm - 500 - 500 500 7004 Uniform/Safety Clothing 577 600 500 600 600 7102 Small Tools & Equipment 655 2,000 2,000 2,000 2,000 7205 Machinery & Equip. Maint. 12,257 12,000 15,000 15,000 15,000 7208 Repair/Maintenance Supplies 127,528 163,101 193,000 171,150 180,000 7209 Janitorial Supplies - 50 - 50 50 7210 Building Supplies - 500 355 500 500 7211 Computer Components 1,199 1,000 - 1,000 1,000 7804 Medical Supplies - 100 - 100 100 7807 Food - 250 125 250 250 7810 Special Departmental Supplies 5,026 9,000 8,719 10,000 11,000 7901 Non-Capital Expenditures 1,123,023 - - - - TOTAL SUPPLIES 1,272,043 189,601 219,899 201,650 211,500
FIXED ASSETS
8706 All Other Equipment 87,097 148,355 38,355 325,000 - 8801 Capital Lease (8,427) - - - - TOTAL FIXED ASSETS 78,670 148,355 38,355 325,000 -
DEBT SE
RVICE
9001 Principal 18,438 17,007 19,991 21,684 - 9002 Principal-Lease 8,071 - - - - 9101 Interest 5,062 6,494 3,509 1,816 - 9102 Interest-Lease 356 - - - - TOTAL DEBT SERVICE 31,927 23,501 23,500 23,500 - DIVISION TOTAL 2,763,951 1,609,816 1,609,935 2,206,731 1,859,950 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
169
FUND ORGKEY
GENERAL FUND 101304
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 655,578 979,190 769,737 852,548 888,186 5101 Overtime Salaries 31,380 35,000 30,792 35,000 35,000 5201 Stand By 8,552 20,800 10,000 15,000 15,000 5202 Holiday Pay 8,891 - 12,754 - - 5203 Bonus 45,535 - - - - 5204 Accrual Payout 840 - 944 - - 5301 Banked Leave Buy Back 15,068 18,878 25,281 22,247 24,496 5401 Pension Contributions 193,813 283,429 235,001 264,298 259,743 5501 FICA/Medicare 57,351 71,311 66,406 66,622 68,873 5601 Deferred Compensation 869 1,032 1,212 1,248 1,248 5701 Health/Dental Insurance 125,277 294,436 163,799 168,066 168,066 5702 Workers' Comp Insurance 192,543 208,177 208,177 95,393 98,712 5703 Disab ility Insurance 5,618 8,956 6,996 8,257 8,535 5704 Unemployment Insurance 1,055 6,857 11,474 5,768 5,768 5705 Life Insurance 754 995 826 837 837 5802 Eyecare Reimbursement 923 3,555 3,555 3,987 3,987 5803 C l
othing Allowance 2,991 4,380 4,380 3,788 3,788 5804 Uniform Rental 1,202 1,825 1,825 - - 5903 Other Taxable Benefits 1,585 11,307 2,508 2,856 2,856 TOTAL SALARIES AND BENEFITS 1,349,823 1,950,128 1,555,667 1,545,915 1,585,095
SERVICES
6005 License & Permits 1,379 2,000 11,200 200,000 206,000 6007 Penalties and Interest 401 - 144 300 309 6105 Medical/Physicals 1,229 5,200 1,300 2,000 2,060 6301 Water, Sewer, Disposal 4,301 6,600 3,674 4,500 4,635 6304 Telephone 5,555 11,550 5,594 6,500 6,695 6307 Electricity and Gas 7,205 - 11,845 12,500 12,875 6401 Meeting & Prof Development - 2,500 - 2,500 2,575 6402 Travel Expense/Reimbursement - 3,800 - 3,800 3,914 6403 Training 6,156 19,000 2,600 10,000 10,300 6601 Postage - 100 - 100 103 6703 Software Support/Development - 11,025 - - - 6710 Special Contractual Services 534,843 901,048 900,000 990,000 910,000 6712 Landfill Tippin
g Charges 22,714 8,200 80,000 85,000 87,550 6802 Info Tech Service Charges 142,215 - 152,992 91,387 80,508 6803 City Garage Charges 220,233 - 404,246 597,778 614,328 6901 Printing and Binding - 100 - 100 103 6902 Advertising - 1,000 - 1,000 1,030 6908 Other Rentals 17,307 20,717 18,000 25,000 25,750 6909 Subscriptions & Memberships - 1,000 - 1,000 1,030 6910 Labor 4,004 36,597 60,000 60,000 61,800 6911 Bad Debt Expense 3,996 - - - - TOTAL SERVICES 971,537 1,030,437 1,651,595 2,093,465 2,031,565
DEPARTMENT/DIVISION
STREETS
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
170
FUND ORGKEY
GENERAL FUND 101304
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
DEPARTMENT/DIVISION
STREETS
SUPPLIES
7002 Office Supplies 1,587 2,700 2,700 3,000 3,090 7003 Awards/Recognition Prgm - 3,000 1,000 3,000 3,090 7004 Uniform/Safety Clothing 22,746 15,000 34,770 35,000 36,050 7101 Office Equipment & Furniture - 500 - 500 515 7102 Small Tools & Equipment 41,240 12,000 12,688 15,000 15,450 7204 Building/Grounds Maintenance 179 1,500 - 15,000 15,450 7206 Vehicle Maintenance 5,589 3,000 3,000 3,000 3,090 7208 Repair/Maintenance Supplies 234,348 205,489 190,000 215,000 221,450 7209 Janitorial Supplies 2,603 1,500 1,700 2,000 2,060 7210 Building Supplies 133 - - - - 7804 Medical Supplies - 300 50 300 309 7807 Food 2,481 1,000 750 1,000 1,030 7810 Special Departmental Supplies 4,670 27,000 27,000 30,000 30,900 TOTAL SUPPLIES 315,576 272,989 273,658 322,800 332,484
FIXED ASSETS
8501 Other Betterments/Improv 8,265 - - - - 8602 Other Land Improvements 93,163 - - - - 8704 Motor Vehicles 71,992 657,806 657,806 295,000 170,000 8706 Al l
Other Equipment - 75,000 20,468 - 65,000 8801 Capital Lease 30,098 338,538 68,524 72,124 72,124 TOTAL FIXED ASSETS 203,517 1,071,344 746,798 367,124 307,124
DEBT SERVICE
9001 Principal 79,736 83,914 82,286 29,870 30,835 9002 Principal-Lease 23,913 - - - - 9101 Interest 7,830 9,038 5,279 2,241 1,165 9102 Interest-Lease 364 - - - - TOTAL DEBT SERVICE 111,843 92,952 87,565 32,111 32,000 DIVISION TOTAL 2,952,296 4,417,850 4,315,283 4,361,415 4,288,268 City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
171
Facilities and Community Services
Parks Division
Program Description:
The Parks Division is responsible for the maintenance and upkeep of approximately 800 acres consisting of 26 established parks, over 60 water well and reservoir sites, parking lots, 14.5 acres of median strips and traffic islands throughout the City, the downtown area, and the improved I-10 Gateway. The division is comprised of 20 full-time employees who provide maintenance to the City’s Park and open space system. The division also has a dedicated staff member to handle graffiti abatement within the city. City parks and medians also include over 6,530 trees, which are included within the tree care program and monitor ed by division staff. All members of the Parks Division are trained to assist the Tree Division with routine tree removals, trimming, and emergency tree care when needed. These actions are not only performed on trees within the parks system, but also to the approximately 43,500 trees within City easement as well as trees located on various City facilities and parcels. Parks Division staff also help facilitate special events along with maintaining all of the downtown areas within the City’s purview. The division also assists in the cleanup of homeless encampments and illegal dumps throughout the city.
Program Objectives:
Provide clean, safe, and attractive open space and parkland areas. Maintain irrigation systems and facility plumbing systems in all areas of responsibility. Maintain playgrounds and other facilities in a safe, clean manner. Maintain historic downtown Redlands.
Maintain City medians.
Support the tree crew with any tree related emergency mitigation within the city parks system. Support the tree crew with any tree related emergency mitigation within the City’s easement areas throughout the city.
Support the tree crew with the weekly palm frond abatement throughout the city. Oversee, coordinate, and assist with various park volunteer efforts and other programs. Support the annual Day of Service volunteer event.
Work cooperatively with various sports groups and special interest organizations. Work cooperatively with fellow divisions and departments with various projects and emergency work.
Accomplishments for Fiscal Year 2022-24:
Parks staff successfully completed the design and installation of over a mile of irrigation for the RSCC Helping Hands Volunteer Workday.
Coordinated the replacement of vandalized shade sails in seven parks. Coordinated the construction and completion of the Israel Beal ballfield. Installation of a new shade sail at the Skate Park.
Parks staff coordinated with volunteers to complete the median planting of Brookside Avenue between Kendall Avenue and Center Street.
Coordinated and installed improvements to the Fo rd Park ponds to stabilize the eroding banks by placement of boulders and cobble stone.
Closed out a total of 685 graffiti abatement work orders.
City of Redlands
FY 2025 and 2026 Proposed Biennial Budget
172
FUND ORGKEY
GENERAL FUND 101303
2022-23 2023-24 2023-24 2024-25 2025-26
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 593,572 956,910 736,975 1,069,292 1,114,240 5101 Overtime Salaries 91,923 73,500 144,577 120,000 124,800 5201 Stand By 5,763 - 6,000 7,000 8,000 5202 Holiday Pay 15,071 - 14,850 - - 5203 Bonus 47,030 - - - - 5204 Accrual Payout 8,100 - 888 - - 5301 Banked Leave Buy Back 4,644 8,001 16,205 20,765 22,057 5401 Pension Contributions 179,407 197,136 224,285 333,387 330,808 5501 FICA/Medicare 57,552 49,132 70,262 83,754 87,291 5601 Deferred Compensation 757 757 1,056 1,200 1,200 5701 Health/Dental Insurance 151,536 287,750 181,814 243,513 243,513 5702 Workers' Comp Insurance 52,810 57,098 57,098 43,820 45,344 5703 Disab ility Insurance 5,842 6,175 7,649 10,731 11,204 5704 Unemployment Insurance 1,275 5,590 15,235 7,986 7,986 5705 Life Insurance 823 811 922 1,159 1,159 5802 Eyecare Reimbursement 1,296 2,898 2,898 5,520 5,520 5803
Clothing Allowance 3,015 3,600 4,298 5,325 5,325 5804 Uniform Rental 1,382 13,230 13,230 - - 5903 Other Taxable Benefits 132 (2,543) 132 450 450 TOTAL SALARIES AND BENEFITS 1,221,928 1,660,045 1,498,374 1,953,902 2,008,897