** Revised **
CITY OF REDLANDS
CITY COUNCIL SPECIAL MEETING- BUDGET WORKSHOP
A G E N D A
May 18, 2026
MARIO SAUCEDO
Mayor
District 3
MARC SHAW
Mayor Pro Tempore
District 4
PAUL BARICH
Council Member
District 5
EDDIE TEJEDA
Council Member
District 2
DENISE DAVIS
Council Member
District 1
JEANNE DONALDSON
City Clerk
PHILLIP DOOLITTLE
City Treasurer
CHARLES M. DUGGAN JR.
City Manager
YVETTE M. ABICH GARCIA
City Attorney
5:00 p.m. Open Session (Public Meeting)
* * *
City Council Chambers
Civic Center, 35 Cajon Street, Redlands, California
A G E N D A
The following information comprises the agenda for the special meeting of the City Council of the City of Redlands at the times noted below in the City Council Chambers, Civic Center, 35 Cajon Street, Redlands, California, on:
Monday, May 18, 2026
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PLEASE SILENCE CELL PHONES, PAGERS AND OTHER ELECTRONIC
COMMUNICATION DEVICES UPON ENTERING THE CHAMBERS
5:00 PM
A. Call City Council Meeting to Order
B. Public Comment
C. Fiscal Years 2026-2028 Budget Workshop
1. Proposed Budget Overview
(City Manager Duggan and Interim Assistant City Manager Garcia) Department Presentations
a. Police (Police Chief Tolber)
b. Fire (Fire Chief Sessler)
c. Municipal Utilities and Engineering (Municipal Utilities and Engineering Director Heredia) d. Facilities and Community Services (Facilities and Community Services Director Crocker) e. Development Services (Development Services Director Reilly) f. Management Services (Interim Management Services/Finance Director Garland) g. Human Resources (Human Resource Manager Yorck)
h. Library (Library Director McCue)
i. City Council/City Manager (Interim Assistant City Manager Garcia) j. City Attorney (City Attorney Garcia)
k. City Clerk (City Clerk Donaldson)
D. Adjournment
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 meeting.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Goutam Dobey, of the Municipal Utilities and Engineering Department at (909) 798-7584 ext 2. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
(28 CFR 35.102-35.104 ADA Title II)
Any writings or documents distributed to a majority of the City Council Regarding an open session agenda item less than 72 hours before this meeting are available for public inspection at the City Clerk's Office or at the dais of the City Clerk once the open session begins.
Staff reports or other written documentation relating to items referred to on the agenda are available at the A. K. Smiley Public Library, 125 West Vine Street, Redlands, California, and on the City's Website referenced below.
Regular meetings are televised live on Redlands TV Channel 3 (Spectrum) and Channel 35 (Frontier) and re-broadcast at 7:00 P.M. The following Wednesday, Friday and Sunday; and at 9:00 A.M. Thursday, Saturday, and Monday. Meetings are also streamed live and archived for later viewing on demand on the City's website at www.cityofredlands.org. Agendas, staff reports and minutes of the City Council of the City of Redlands are available online at: www.cityofredlands.org Date Posted: May 15, 2026
City Council Special Meeting- Budget Workshop AGENDA ITEM NO. C1.
DATE: May 18, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Proposed Budget Overview (City Manager Duggan) DISCUSSION:
This is a Special Budget Workshop of the City Council. The City Manager and Interim Assistant City Manager will provide an overview of the Proposed Biennial Budget for FY 2027 and 2028, followed by individual department presentations. The City Council will continue its consideration of the proposed budget at the regular meeting on June 2, 2026.
Attachments
FY_2027_and_2028_Proposed_Biennial_Budget.pdf
City of Redlands
Fiscal Year
2027 and 2028
Proposed Biennial Budget
May 18, 2026
C ity 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 2027 & 2028
M
ayor and City Council,
T
his letter transmits the City Manager’s Proposed Biennial Budget for Fiscal Years 2027 and 2028. As in previous years, this budget proposal continues the City’s strategic investment in core services and its commitment to responsible financial stewardship. This budget advances key initiatives in public safety, infrastructure replacement and improvement, and technology modernization.
O
ver the past several fiscal years, the City experienced a period of unusually strong revenue growth driven by post-pandemic economic recovery. Sales tax receipts grew at sustained rates of approximately 5 percent annually, while property tax revenues increased in the range of 8 to 9 percent, supported by elevated real estate activity and assessed value growth. This period of expansion provided the City with the financial capacity to respond to emerging community needs and Council priorities. During this same period, the City made deliberate policy decisions to expand service levels and invest in new and enhanced programs.
Importantly, many of these investments represent ongoing commitments rather than one -time expenditures.
I
n contrast, the development of this budget occurs during a period of financial caution, driven by ongoing national and global policy changes. Over the past two fiscal years, revenue growth has begun to normalize.
Property tax growth has moderated to approximately 4 percent annually, while sales tax growth has flattened to 1 to 2 percent, with modest growth projected over the near term. This deceleration reflects broader economic conditions, including slower consumer spending and a more stable, but less ra pidly appreciating, real estate market.
Th
e City is therefore entering a period where the rate of growth in ongoing revenues is no longer at a rate where it is possible to continue to expand into new expenditure commitments. This dynamic mirrors broader statewide fiscal trends and represents a transition from a period of expansion to one requiring greater structural alignment. Absent adjustments, this imbalance may place pressure on future budgets, limiting flexibility to respond to economic changes or emerging priorities.
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ccordingly, the City’s financial strategy will increasingly emphasize maintaining structural balance by aligning ongoing expenditures with sustainable revenue levels, prioritizing core services, and carefully evaluating new or expanded commitments within the context of long-term fiscal capacity. ii
BACK
GROUND
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. This has its start in the continual evaluation of the enacted budget , through the process of mid -year and mid -biennium examination of revenues and expenditures, mainly focused on the City’s General Fund. Planning begins in earnest in January and February as long-range fiscal models are updated to serve as the framework for the development of the biennial budget.
In March, departments prepared budget requests for the upcoming biennium under direction from the City Manager to limit increases in services and supplies to no more than three percent above original FY 2026 adopted budgets to maintain existing service levels . Departments were also asked to separately identify supplemental operating, capital, equipment, and staffing needs that addressed critical service demands, deferred maintenance, aging infrastructure and equipment, regulatory requirements, or operational efficiencies.
In April, the budget team compiled and analyzed departmental requests alongside updated revenue forecasts, projected personnel costs, and City Council-authorized successor MOU cost assumptions. As part of this process, the Facilities and Community Services Department was directed to reduce its budget by approximately $4 million to create capacity for rising personnel and operational obligations within the General Fund.
In May, department heads presented their budget requests and operational priorities to the City Manager.
Supplemental requests were evaluated in the context of the City’s long -term financial outlook and the availability of ongoing resources. Because many r equested enhancements could only be accommodated through reductions or reprioritization elsewhere in departmental budgets, departments worked collaboratively to identify offsetting reductions, defer lower-priority expenditures, and reallocate existing resources in support of critical operational and capital needs. The resulting budget reflects these discussions and balances service delivery priorities, infrastructure investment, labor obligations, and fiscal sustainability considerations.
The following sections summarize and provide further detail on the City Manager’s General Fund budgets for FY 2026, 2027, & 2028. Included in these sections is an overview of Measure T spending for FY 2027 & 2028. These sections are followed by a short discussion of other major funds.
FISCAL YEAR 2026 SUMMARY
In FY 2026, t he City made significant strides in advancing City Council priorities through targeted investments in public safety, infrastructure upgrades, environmental sustainability, and initiatives aimed at enhancing the community’s quality of life. The following are key highlights of this progress.
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• Sta
te Street City Hall: Continued progress on the adaptive reuse of the former Citrus Center into a centralized civic facility featuring upgraded public meeting spaces, improved accessibility, modernized public service counters, and enhanced civic gathering areas. Construction activities commenced in February 2026 with completion anticipated in Spring 2027. • Safety Hall: Advanced the development of a consolidated Police Department headquarters, including favorable bid results and substantial progress on Phase I site preparation activities. The project will centralize police operations currently spread across multiple facilities and support future departmental growth.
• Animal Shelter, Parks, and Cultural Amenities: Completed several quality-of-life initiatives, including installation of modular animal shelter kennels, replacement and modernization of the Ford Park restroom facility, expansion of youth sports programming at Coyazo Park, and adoption of the Cultural Arts Master Plan and Parks Master Plan.
• Redlands Mall Area Planning: Secured continued public parking access associated with the Redlands Mall property while supporting ongoing site transition and redevelopment activities. • Homeless Solutions and Housing Assistance : Secured approximately $2 million in Proposition 47 grant funding for homelessness outreach, supportive services, and employment assistance programs; contributed to an 8% reduction in the homeless population according to Point -in-Time Count data; and assisted more than 200 individuals and families in obtaining permanent housing. • Climate Action and Sustainability Efforts : Initiated a citywide solar feasibility study for municipal facilities and completed a comprehensive update to the City’s Climate Action Plan. • Fire Station 263 Improvements : Completed improvements including generator replacement, restroom reconfiguration, and facility upgrades to support operational reliability and firefighter accommodations.
• Historical and Cultural Facility Investments : Continued improvements and maintenance efforts supporting the Redlands Historical Museum Association (RHMA) and the Museum of Redlands (MOR).
• Public Safety Technology Modernization: Continued implementation of upgraded public safety technology and equipment, including modernization of hardware systems and deployment of Axon body-worn camera technology.
As the current fiscal year (2026) 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 f iscal years. During the Mid-Year Update in March 2026, the General Fund was thought to require the use of roughly $ 13.7 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 $145 million and total financial requirements at $159 million.
As of May 2026, updated revenue forecasts project an increase of approximately $5.2 million, primarily driven by stronger -than-anticipated investment earnings and additional revenue from the Code Enforcement rental property inspection program. At the same time, projected use of reserves has increased by approximately $14.5 million due to the timing of Council- authorized, reserve-funded capital iv
projects, including State Street City Hall and Safety Hall. This increase reflects the carryover of previously approved use of reserves rather than new revenues.
P
rojected expenditures are also expected to increase by approximately $13.7 million, largely attributable to spending on these same reserve- funded capital projects. This increase reflects the carryover and implementation of previously approved projects rather than cost overruns. Collectively, these changes improve the General Fund bottom line by approximately $6 million between the Adjusted Budget and the 12-Month Estimate.
F
ISCAL YEAR 2027 & 2028 OVERVIEW
T
he Proposed Biennial Budget for Fiscal Years 2027 and 2028 was developed during a period of moderating revenue growth and increasing expenditure pressures. While General Fund revenues are projected to continue growing over the biennium, growth rates have slowed considerably from the unusually strong post-pandemic recovery period, particularly in economically sensitive revenues such as sales tax. At the same time, the City continues to absorb rising personnel, operational, and infrastructure costs associated with maintaining existing service levels and implementing prior Council priorities. Within this environment, the Proposed Biennial Budget reflects significant prioritization intended to balance ongoing operational needs, long-term infrastructure reinvestment, and organizational financial resiliency.
Key
investments include:
• P
aramedic Squad Replacement : Funding is included for replacement of the existing Medic Squad 264 vehicle, which was originally placed into service in 2018 and is approaching the end of its planned operational life cycle. The paramedic squad serves as a rapid Advanced Life Support (A LS) response
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unit staffed by firefighter- paramedics and plays a critical role in emergency medical response and technical rescue operations throughout the community.
• Advanced Emergency Medical Equipment Modernization: The budget includes acquisition of a ZOLL AutoPulse NXT mechanical CPR system and ZOLL Zenix monitor/defibrillator platform to replace aging frontline medical equipment nearing the end of its service life. These systems provide advanced cardiac monitoring, automated high -quality CPR support, and improved resuscitation capabilities during emergency response and patient transport, enhancing reliability and operational effectiveness during critical medical incidents.
• Ballistic Protection Equipment for Fire Personnel : Funding is included for ballistic protective equipment for Fire Department personnel to support Rescue Task Force and other high- risk emergency response operations involving active threats or violent incidents. The equipmen t
e
nhances firefighter safety while improving interoperability and coordinated response capabilities between Fire and Police personnel during critical incidents. • Police Department Operational Support Enhancements : The Proposed Biennial Budget includes several modified and enhanced support positions within the Police Department, including an Administrative Manager, Dispatch Manager, and Records Manager. These positions are intended to strengthen administrative over sight, improve operational coordination, and support increasingly complex regulatory and reporting requirements.
• Texonia Park Revitalization Project: Continued funding is included for the multi-phase revitalization of Texonia Park, representing a substantial reinvestment in neighborhood park infrastructure and recreational amenities. Planned improvements include construction of a new parking lot, ADA - accessible walking paths, restroom renovations, new picnic areas, an inclusive playground, sports field improvements, shade structures, a fitness challenge course, splash pad amenities, dog park improvements, and basketba ll court rehabilitation. Many project components are anticipated to qualify for Development Impact Fee (DIF) funding eligibility and are intended to improve accessibility, recreational opportunities, and long-term usability of the facility. • Sylvan Park Restroom Improvements: Funding is included to refurbish an existing restroom facility at Sylvan Park, including plumbing upgrades, fixture replacement, accessibility improvements, and modernization of finishes to improve functionality, reliability, and user experience at the park facility. • Joslyn Senior Center Roof Replacement: The Proposed Biennial Budget includes replacement of the aging roof system at the Joslyn Senior Center, which has exceeded its useful life and requires replacement to protect the facility and maintain continued operations and programming for th e
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enter’s patrons.
• A.K. Smiley Public Library Preservation : Funding is included for termite remediation and related preservation work at the A.K. Smiley Public Library to protect and maintain one of the City’s most significant historic facilities.
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he Proposed Biennial Budget also reflects significant long-term reinvestment in public facilities and critical infrastructure intended to address aging facilities, improve operational efficiency, and position the organization for long-term service delivery needs. Major planned and continued investments include:
• Ne
w Public Safety Facility (Safety Hall) : The Proposed Biennial Budget continues funding for the construction of the new Public Safety facility through debt financing. The project represents a once- in-a-generation investment that will consolidate Police Department operations currently spread vi
across multiple facilities into a modern, centralized public safety facility designed to improve operational coordination, efficiency, accessibility, and long-term service capacity. • Fire Station No. 264 Relocation: Funding is included for architectural design and related preconstruction activities for the relocation of Fire Station No. 264. The project will replace an aging modular station originally intended as a temporary facility that no longer adequately supports operational, staffing, and service delivery needs.
• A.K. Smiley Public Library HVAC Cooling Tower Replacement: As part of set asides for the Facilities Reserve, the Proposed Biennial Budget includes funding for design and replacement of the Library’s aging cooling tower system.
• Good Nite Inn Transitional Housing Acquisition: The Proposed Biennial Budget anticipates the acquisition of the Good Nite Inn transitional housing facility through a partnership substantially funded by State and County resources. The facility currently serves individuals experiencin g
h
omelessness through interim and supportive housing operations, and the proposed acquisition is intended to preserve continuity of these services while stabilizing long -term operations of the site.
Following acquisition, the City anticipates continuing to support operation of the facility through a subsidy structure generally consistent with the existing operational model.
T
hese projects are anticipated to be funded through a combination of debt financing and future facilities reserves and are intended to address aging infrastructure, improve operational functionality, and support long-term community service needs.
W
hile the Proposed Biennial Budget advances many City Council priorities, not all requested projects and initiatives could be accommodated within available financial resources. Several projects and initiatives were deferred or remain unfunded at this time, including the proposed Skate Park Pump Track, fencing improvements at Prospect Park near the theater area, and the Food Security Task Force initiative. These decisions reflect the need to balance competing priorities within a more constrained fiscal environment while preserving flexibility to respond to future economic conditions and operational needs. A more comprehensive listing of unfunded requests will be included in the June 2nd Budget Document for City Council review. If there is a specific project that you have a question about, please contact the City Manager’s office so we can provide further details.
M
EASURE T SPENDING OVERVIEW – FY 2027 & 2028
Th
e Proposed Biennial Budget continues to utilize Measure T revenues to support a wide range of community priorities, including public safety operations, infrastructure maintenance, capital reinvestment, homelessness response, and quality-of-life programs. Consistent with prior years, Measure T funding remains an important component of the City’s long-term operational and capital planning strategy.
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Fiscal Year 2027
Projected Measure T Sales Tax Revenue $2 0,629,000
F
iscal Year 2028
Projected Measure T Sales Tax Revenue $2 1,252,000
P
ortfolio of Service-Level Investments:
• Public Safety Operations & Staffing
o Police and Fire personnel, equipment leases, IT systems, and operational support • Infrastructure & Asset Maintenance
o Enhanced & o ngoing maintenance of streets, trees, facilities, sidewalks, and ADA improvements
• Community Services & Quality of Life
o Enhanced r ecreation programming, library services, homelessness response, and community events
• Capital Investment & Equipment Replacement
o Vehicle and equipment lifecycle replacement, facility improvements, and capital planning • Strategic Reserves & Major Facilities
o Set asides and funding toward long-term public safety facilities and infrastructure • Homeless Solutions and Services
o Ongoing supportive services, housing assistance programs, and outreach efforts E
xamples of Planned Investments (Subject to Timing and Delivery) – • Fire Apparatus Replacement, Acquisition and Outfitting • Police Vehicle Lease Replacement Program
• Dispatch Radio Console Modernization
• Axon Body-Worn Camera Replacement Program
• Axon Taser Replacement Program
• Police Specialized IT Hardware and Software Upgrades
• Firefighter Ballistic Protective Equipment
• Traffic Signal Maintenance and Repairs
• Texonia Park Revitalization Project
• Sylvan Park Restroom Renovation
• Ford Park Restroom Replacement
• C
itywide Playground Replacement Program
• Citywide Park Furnishing Replacement Program
• Martinez Park Bleacher Improvements
• Freeway Frontage Beautification Improvements
• Joslyn Senior Center HVAC Replacement
• Library Flooring Replacement Project
• Fire Station Bay Door Replacement and Painting
• Fire Station Restroom Tile Replacement
• Electrical Repairs and Infrastructure Improvements for City Parks • Community Gardens Landscaping and Irrigation Improvements viii
• R ec
reation Field Lining and Infield Improvements
• Expanded Recreation and Senior Programming
• C
ommunity Special Events and Family Programming
• Streets Maintenance Vehicle Replacement
• S
treets Backhoe Loader Replacement
• P
ublic Safety & Facility Debt Service
Because Measure T supports ongoing services and multi -year capital investments, individual projects may be delivered, delayed, or completed across fiscal years; therefore, annual reporting reflects actual timing of expenditures rather than the initial year of budget authorization.
OT
HER FUNDS
W
hile 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.
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n addition to a General Fund Budget of $134 and $138 million in fiscal years 2027 & 2028 respectively, the City’s budget includes Enterprise Funds totaling approximately $ 136.3 and $92.8 million for fiscal years 2027 & 2028. In the Water Fund, appropriations for FY 2027 and 2028 total roughly $43.3 and $43.7 million respectively, with about $12.4 million dedicated to capital improvement projects (CIP) in FY 2027 and $12.1 million dedicated in FY 202 8. These projects include plans for pipeline replacement, expansion and renovation of the Joint Utilities Laboratory , wellhead perchlorate treatment for two wells, fleet & heavy- duty equipment replacements, and a filter press to dewater sludge at the Hinckley Water Treatment Plant.
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n the Wastewater Fund, appropriations total approximately $ 68.5 and $21.7 million for FY 2027 & 2028 respectively, with $2.5 million in pipeline replacement budgeted to replace a combined total of roughly 4 to 5 miles of sewer pipeline. It is worth noting that the Wastewater Fund’s largest planned capital project, the Wastewater Treatment Plant Capital Modifications Phase 2 project (approximately $45 million), is included in the proposed FY 2027 budget. Municipal Utilities and Engineering staff were previously notified that the City had been awarded State Revolving Fund financing for construction of the project, and the funding process has since been completed. Construction plans and specifications were subsequently advertised for bid; however, the bids received significantly exceeded the engineer’s estimate and were ultimately rejected. Staff are currently revising the plans and project approach with the intent to rebid the project in late summer or fall 2026. The Clean Water State Revolving Fund is a federal- state partnership that 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 was expanded in 1972, 1988 and 2004.
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astly, in the Solid Waste Fund, annual appropriations total roughly $27.2 and $27.4 million for FY 2027 & 2028. Included in these appropriations is approximately $7 million of capital spending for the purchase of new solid waste collection vehicles, including Zero Emission Vehicles and corresponding infrastructure, per ix
new State mandates for publicly operated heavy -duty fleets. The other significant capital investment in the Solid Waste fund is the Phase V cell expansion, estimated at roughly $4 million.
E
CONOMIC OUTLOOK AND RISKS TO THE BUDGET
T
he City’s financial position is expected to remain stable throughout the FY 2027 and FY 2028 biennium; however, the economic environment entering this budget cycle differs meaningfully from the conditions experienced during the immediate post-pandemic recovery period. Much of the unusually strong revenue growth experienced over the last several fiscal years, particularly in economically sensitive revenues such as sales tax, has begun to moderate toward more normalized historical trends. At the same time, the City continues to absorb significant ongoing obligations associated with labor costs, infrastructure maintenance, expanded service expectations, and long-term capital investments.
T
he Proposed Biennial Budget reflects an effort to align ongoing expenditures with sustainable long -term revenue growth while continuing to maintain core public services, invest in critical infrastructure, and preserve organizational resiliency. This balancing effort has become increasingly complex as inflationary pressures continue to affect labor, construction, insurance, materials, utilities, and contracted services at rates that often exceed historical averages.
S
tatewide and regional economic forecasts generally continue to project economic growth rather than recession; however, many forecasts also point toward slower employment growth, elevated uncertainty, and increased variability in economic performance over the next several years. The City recognizes that broader economic conditions remain susceptible to factors largely outside of local control, including monetary policy decisions, inflation trends, geopolitical instability, and fluctuations in consumer and business confidence.
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gainst this backdrop, the City anticipates that additional prioritization and ongoing evaluation of expenditures, service levels, staffing needs, and capital project timing will likely be necessary in future fiscal years. Much like the State of California and many local agencies, a growing share of ongoing expenditures
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now reflects the cost of sustaining and operating previously expanded services, facilities, staffing levels, and infrastructure commitments rather than the addition of entirely new programs or services. As revenue growth moderates, it becomes increasingly important to ensure that ongoing expenditures remain aligned with sustainable long-term funding sources.
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o budget summary would be complete without acknowledging the presence of risks to the forecast. The City Manager’s Proposed Biennial Budget for Fiscal Years 2027 and 2028 represents a carefully developed financial plan for the coming budget cycle; however, economic conditions, operational needs, and external factors can change over time. While the City’s budget is built with resiliency and flexibility in mind to help accommodate fluctuations in revenues and expenditures, several risks remain that could materially impact future financial performance. The following represents a partial list of such risks:
• T
he collective bargaining agreements with the City’s nine (9) bargaining units will expire on June 30, 2026, and negotiations for successor agreements remain ongoing. There is a risk that labor costs ultimately exceed the assumptions incorporated into the Proposed Biennial Budget. • Construction cost escalation and market volatility may impact the ultimate cost of Fire Station No. 264’s relocation and other major capital initiatives.
• The Proposed Biennial Budget assumes a vacancy factor of approximately seven percent across various departments. If vacancies are filled more quickly than anticipated, personnel expenditures may exceed budgeted assumptions.
• Interest rates are expected to remain elevated relative to historical norms, which may continue to slow interest-sensitive economic activity, consumer spending, development activity, and housing markets, potentially impacting economically sensitive City revenues. • The City is self- insured, and the budget for claims and litigation is based on historical trends and information known at the time the budget is prepared. Actual claims, settlements, or litigation outcomes could exceed budgeted amounts.
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hile the City is not budgeting for an immediate economic downturn, the Proposed Biennial Budget recognizes that future financial flexibility may become more constrained if economic conditions weaken further or expenditure growth continues to outpace recurring revenue growth. As a result, future budgets may require additional expenditure reductions, service deferrals, delayed capital implementation, or reprioritization of projects and operational enhancements in order to preserve long- term fiscal stability and maintain the City’s strong financial position.
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ONCLUSION
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he City’s proposed biennial budget for Fiscal Years 2027 and 2028 reflects a deliberate and balanced approach to maintaining essential public services, investing in community priorities, and positioning the City for long -term sustainability. While the City continues to benefit from a stable financial position and healthy reserves, the economic environment has changed meaningfully from the unusually strong post - pandemic growth experienced during the last budget cycle. Revenue growth has moderated, operation al and personnel costs continue to rise, and the City faces increasing long- term obligations associated with infrastructure, facilities, and service delivery expectations. xi
In re
sponse, this budget reflects significant prioritization and strategic decision -making across the organization. Departments worked collaboratively to reprioritize spending, defer lower-priority enhancements, and identify operational reductions in order to preserve core services and fund critical investments. At the same time, the proposed budget continues to advance several transformational projects for the community, including Safety Hall, the relocation of Fire Station No. 264, public safety technology modernization, homelessness response efforts, and the replacement of critical building systems such as the HVAC infrastructure at the A.K. Smiley Public Library. These investments are intended not only to address current operational needs, but to respons ibly reinvest in public facilities and infrastructure that will serve the community for decades to come.
The
proposed budget also recognizes that maintaining current service levels has become significantly more expensive due to inflationary pressures, evolving community expectations, aging infrastructure, ongoing collective bargaining negotiations, and the need to recruit and retain a highly qualified workforce in an increasingly competitive labor market. While the City’s total compensation structure remains generally competitive, management recognizes the importance of continuing to evaluate employee compensa tion and organizational sustainability in order to maintain high-quality municipal services over the long term.
Alt
hough the City continues to maintain a healthy unassigned General Fund balance, current financial planning anticipates the strategic use of one-time reserves for major capital and facility investments. As a result, management believes it will be increasingly important in future years to carefully evaluate programs, service levels, operational priorities, and long-term affordability as part of the City’s upcoming strategic planning efforts. There remains more to do than can reasonably be funded at one tim e, and continued prioritization will be necessary to balance community expectations, infrastructure needs, employee investment, and long-term fiscal stewardship.
I wan
t to express my sincere appreciation to the department directors, management staff, and employees throughout the organization for their collaborative efforts in developing this proposed budget and continuing to deliver exceptional public services each day. A special note of thanks should also be extended to the Finance Department staff for their diligent work preparing, analyzing, and presenting the substantial amount of financial and operational information necessary to support this budget process. Finally, I would be remiss if I did not recognize the extraordinary efforts of the City’s employees, whose professionalism and dedication continue to contribute meaningfully to the quality of life enjoyed by the Redlands community. With the continued leaders hip of the City Council and support of the community, the City remains well-positioned to responsibly navigate future challenges while continuing to invest in services, infrastructure, and priorities that reflect the values of the community.
Resp
ectfully submitted,
Charle
s M. Duggan, Jr., City Manager
City of Redlands
2025 2026 2026 2027 2028
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
AVAILABLE FINANCIAL SOURCES:
BEGINNING FUND BALANCE-UNASSIGNED 52,249,737$ 51,417,874$ 51,417,874$ 43,660,145$ 38,532,301$ Revenues
Taxes:
Property 44,984,981 44,938,487 45,963,826 47,923,786 49,802,999 Sales 26,750,778 26,915,810 27,279,138 27,774,438 28,515,389 Measure T Sales Tax 20,337,840 20,135,370 20,171,000 20,629,000 21,252,000 Franchise 2,685,573 3,365,568 2,269,752 3,319,766 3,458,479 Other-(TOT, Property Transfer, Mining) 2,604,008 2,953,500 2,444,368 2,719,431 2,664,436 Total Taxes 97,363,181 98,308,735 98,128,084 102,366,421 105,693,303 General Government:
Business Licenses 6,050,839 6,265,000 6,650,000 6,650,000 6,650,000 Motor Vehicle Fees 115,177 65,000 111,682 94,750 97,259 Interfund Charges 4,322,916 4,460,480 4,460,440 5,877,205 6,070,519 Investment Income 3,545,675 450,000 3,335,984 1,500,000 850,000 Other 1,239,934 790,662 714,831 545,304 565,211 Total General Government 15,274,540 12,031,142 15,272,937 14,667,259 14,232,989 Charges For Ser
vices:
Development Services 4,179,538 3,823,629 3,890,145 3,618,241 3,416,636 Library 4,980 44,284 46,500 6,250 6,250
Police 2,568,894 727,767 801,442 737,100 737,100 Animal Services 305,207 43,191 91,014 50,484 52,912 Community Services 698,516 702,779 764,800 810,124 883,086 Fire 1,425,847 501,300 778,510 501,300 501,300 Facilities 2,364,124 1,428,092 2,588,028 1,617,739 1,548,870 Engineering 1,216,
154 794,000 1,231,240 1,176,161 1,234,619 Total Charges For Services 12,763,261 8,065,043 10,191,677 8,517,399 8,380,773 Total Revenues 125,400,982 118,404,919 123,592,698 125,551,079 128,307,065 Interfund Transfers from Other Funds:
Governmental Grants (200) 67,089 - - - -
Gas Tax (207) 2,048,335 2,103,423 2,105,839 2,144,688 2,184,232 Traffic Safety (223) 170,307 127,000 138,054 127,000 127,000 Water (501, 503) 281,510 288,804 288,804 298,852 301,689 Solid Waste (511, 513) 68,313 64,306 64,306 54,121 54,884 S
ewer (521) 124,677 27,560 27,560 23,207 23,522 Total Interfund Transfers From Other Funds 2,760,231 2,611,093 2,624,563 2,647,868 2,691,327 Decreases/Use of to Reserves:
Reserve for Advances Receivable
Reserve for Loans 2,461,644 - - - -
Reserve for Prepaids 501,110 - - - -
Reserve for Donations 15,072 100,000 100,000 225,000 - Reserve for PEG Fees - - 334,322 - -
Reserve for Parking Improvements - - 648,548 - - Reserve for Maintenance: Bldgs. & Improv. - 750,000 750,000 100,000 - Reserve for Unfunded Mandates 850,000 750,000 750,000 - - Reserve for Capital: >$50,000 64,707 497,700 754,700 - - Reserve for Fire Equipment 65,934 31,773 262,839 50,000 - Reserve for Sidewalk Improvements - 29,406 29,406 - - Reserve for Public Safety / Homelessness 2,527,356 - - - - Reserve for Future Facilities 2,905,554 12,645,666 23,591,682 900,000 - Reserve for Public Benefit 27,390 238,667 2,304,859 - - Reserve for Encumbrances 8,256,232 9,803,503 9,803,503 - - Total Cancellations or Decreases to Reserves 17,674,998 24,846,715 39,329,859 1,275,000 - TOTAL AVAILABLE FINANCIAL SOURCES 198,085,948$ 197,280,601$ 216,964,994$ 173,134,093$ 169,530,693$ (Without Unassigned Fund Balance) 145,836,211$ 145,862,727$ 165,547,120$ 129,473,947$ 130,998,392$ General Fund Budget Summary
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
1 2025 2026 2026 2027 2028
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
FINANCIAL REQUIREMENTS:
Appropriations/Expenditures
City Council 503,181 737,111 734,018 566,334 571,004 City Clerk 435,016 511,378 369,027 456,806 390,316 City Manager (incl. Homeless Solutions in FY 2026) 2,177,970 3,024,113 3,161,059 2,818,948 2,840,881 Human Resources 5,484,778 6,549,851 6,628,977 6,641,351 7,022,576 City Attorney 955,943 826,283 957,168 1,013,494 1,040,253 Management Services 3,084,015 4,097,213 4,258,301 3,686,529 3,859,947 Development Services 5,518,814 6,873,084 6,235,125 5,893,323 5,974,489 Facilities & Animal Services 22,157,350 29,788,131 28,810,708 20,566,426 20,446,964 Community Services 2,194,349 3,005,872 2,653,809 2,867,601 2,981,730 Engineering 1,945,560 2,009,219 2,125,168 1,194,486 1,235,860 Library 3,410,455 4,540,608 4,153,057 4,051,710 4,112,949 Police 40,222,820 43,646,376 43,829,721 43,328,936 45,355,852 Fire 24,071,332 25,410,945 25,222,403 24,621,837 24,242,311 Total Appropriations 112,161,583 131,020,183 129,138,540 117,707,780 120,075,133 Interfund Transfers to Other Funds:
Governmental Grants (200) 14,448 - - - -
Paramedic Fund (205) 4,700,338 5,720,339 5,608,004 5,414,243 5,867,052 Traffic Safety (223) 23,020 - - - -
Downtown Redlands Business Assoc. (236) 30,394 98,145 64,472 63,649 69,036 Parking Authority (237) 20,426 15,722 19,722 20,443 21,227 CFD 2004-1 (261) - 30,000 - - -
Landscape Maintenance District (263) 23,255 26,380 42,706 42,908 45,741 Safety Hall (406) 2,905,554 12,645,666 23,926,004 - - Citrus Groves (538) 10,000 200,000 890,000 315,426 405,297 Liability Self-Insurance (602) 6,918,434 6,106,460 7,970,401 6,037,342 6,709,693 Information Technology (604) 350,000 - - - - Total Interfund Transfers To Other Funds 14,995,869 24,842,712 38,521,309 11,894,011 13,118,046 New or Increases to Reserves
Reserve for Prepaids 430,838 - - - -
Reserve for Donations 446,796 - - - -
Reserve for PEG Fees 27,129 - - - -
Reserv
e for Operational Contingency 1,275,000 - - - - Reserve for Encumbrances 9,803,503 - - - -
Reserve for Future Facilities 7,527,356 3,730,000 4,945,000 5,000,000 5,000,000 Reserve for Public Safety / Homelessness - - 700,000 - - Total New or Increases to Reserves 19,510,622 3,730,000 5,645,000 5,000,000 5,000,000 TOTAL FINANCIAL REQUIREMENTS 146,668,074$ 159,592,895$ 173,304,849$ 134,601,792$ 138,193,179$ USE OF UNASSIGNED FUND BALANCE 831,863$ 13,730,168$ 7,757,729$ 5,127,844$ 7,194,787$ (831,863) (13,730,168) (7,
757,729) (5,127,844) (7,194,787)
SOURCES OVER/(UNDER) REQUIREMENTS - - - - -
ENDING FUND BALANCE-UNASSIGNED 51,417,874$ 37,687,706$ 43,660,145$ 38,532,301$ 31,337,514$ General Fund Budget Summary (cont.)
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
2 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PROPERTY TAXES
101501 4101 Current Secured Taxes 42,507,047 42,581,787 43,555,126 45,597,513 47,517,035 101501 4102 Current Unsecured Taxes 940,453 809,200 1,444,500 1,374,534 1,390,957 101501 4103 Supplemental Secured Taxes 485,570 503,200 553,200 552,056 502,093 101501 4104 Supplemental Unsecured Taxes 39,679 50,000 - - - 101501 4105 Secured PY Taxes 208,612 360,000 - - -
101501 4106 Unsecured PY Taxes 7,920 12,600 - - -
101501 4107 Supplemental PY Taxes 291,176 262,700 - - - 101501 4108 Possessory Interest Taxes 483,032 359,000 410,000 399,683 392,914 101501 4110 Supplemental - Voter Approved 21,491 - 1,000 - - TOTAL PROPERTY TAXES 44,984,981 44,938,487 45,963,826 47,923,786 49,802,999
OTHER TAXES
101501 4001 Sales Tax - Donut Hole 7,138,233 7,304,606 7,544,782 7,671,092 7,805,506 101501 4003 Sales and Use Tax 18,215,980 18,177,000 18,300,125 18,591,980 19,153,176 101501 4005 Public Sfy Sales Tax-Prop 172 1,396,565 1,434,204 1,434,231 1,511,366 1,556,707 101501 4006 Measure T Sales Tax 20,337,840 20,135,370 20,171,000 20,629,000 21,252,000 101501 4207 Property Transfer Tax 342,856 598,500 410,377 487,300 432,305 101502 4208 Transient Occupancy Tax 1,979,925 1,995,000 1,766,533 1,912,601 1,912,601 101502 4209 Franchise Fees 2,685,573 3,365,568 2,269,752 3,319,766 3,458,479 101502 4210 Mining Tax 281,228 360,000 267,458 319,530 319,530 TOTAL OTHER TAXES 52,378,199 53,370,248 52,164,258 54,442,635 55,890,304 TOTAL TAXES 97,363,181 98,308,735 98,128,084 102,366,421 105,693,303
OTHER REVENUES
101502 4301 Business License 6,050,839 6,265,000 6,650,000 6,650,000 6,650,000 101502 4302 Dog License 57,199 55,000 58,061 53,028 53,198 101502 4305 Building Permits 1,265 1,000 1,250 1,000 1,000 101120 4329 Miscellaneous Permit 1,989 2,000 2,000 2,000 2,000 101501 4403 Motor Vehicle Fees 115,177 65,000 111,682 94,750 97,259 101501 4405 Mandated Costs Reimb 142,107 110,000 119,475 94,791 104,920 101120 4415 Cost Recovery/Reimbursed Exp 880 - - - -
101140 4415 Cost Recovery/Reimbursed Exp - - 439 - -
101150 4415 Cost Recovery/Reimbursed Exp 2,515 3,000 3,000 3,000 3,000 101254 4415 Cost Recovery/Reimbursed Exp - - 701 - -
101501 4415 Cost Recovery/Reimbursed Exp - 3,000 2,000 2,000 2,000 101150 4521 City Atty Services Reimbursed 83,066 90,000 90,000 90,000 90,000 101501 4604 City Ordinance Violation 10,765 7,000 6,905 8,715 8,715 101502 4701 Application/Filing Fee 258,605 175,000 376,671 238,985 248,593 101121 4711 PEG Fees 29,281 45,000 45,000 45,000 45,000 101501 4805 General Gov't Overhead 4,322,916 4,460,480 4,460,440 5,877,205 6,070,519 101501 4808 Investment Income 37,251 - - - -
101502 4808 Investment Income 5,661,585 450,000 3,335,984 1,500,000 850,000 101502 4810 Returned Check Fee 188 100 200 200 200
101501 4812 Sale of Surplus Property 77 5,000 500 - -
101503 4812 Sale of Surplus Property - - 2,724 - -
101501 4814 Miscellaneous Receipts 670,580 293,987 6,000 6,000 6,000 101502 4814 Miscellaneous Receipts (120) - - - -
101110 4817 Misc. Taxable Sales 125 75 75 85 85
101501 4817 Misc. Taxable Sales - - 30 - -
101501 4820 Bad Debt Recoveries - 500 500 500 500
TOTAL OTHER REVENUES 17,446,289 12,031,142 15,273,638 14,667,259 14,232,989
TOTAL GENERAL
GOVERNMENT 114,809,469 110,339,877 113,401,722 117,033,680 119,926,292 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
3 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
DEVELOPMENT SERVICES
101162 4305 Building Permits 1,667,570 1,405,237 1,490,581 1,447,394 1,490,816 101164 4305 Building Permits 100,184 83,948 83,948 86,466 89,060 101162 4306 Electrical Permits 232,082 163,644 167,556 168,553 173,610 101162 4307 Plumbing Permits 120,348 101,580 101,580 104,627 107,766 101162 4309 HVAC Permits 143,747 147,111 147,111 151,524 156,070 101162 4310 Cert of Occupancy 16 8,176 8,176 8,421 8,674 101162 4311 Pool and Spa Permits 24,005 32,804 32,804 33,789 34,802 101164 4312 Sign Permits 8,216 13,952 13,952 14,371 14,802 101164 4313 Demolition Permits 3,734 9,156 9,156 9,430 9,713 101162 4314 Roofing Permits 186,239 169,124 169,124 174,198 179,424 101164 4315 Historic Cert of Approp 12,217 6,971 9,183 7,180 7,611 101164 4320 East Valley Corridor (4,162) 15,636 - - -
101164 4321 Specific Plan 23,631 15,890 - 16,367 16,858 101164 4322 Conditional Use Permit 74,846 72,969 72,969 75,158 77,413 101164 4323 Variances 25,762 9,649 18,495 9,939 10,237
101164 4324 Home Occupation Permit 10,400 4,484 10,240 4,619 4,758 101162 4331 Solar Permit 450 4,139 4,139 4,263 4,391
101164 4332 Zone Clearance for Business Li - 18,746 - - - 101164 4333 Temp Holiday Sales Permits - 6,510 - - -
101164 4334 Temp & Special Events Permits - 5,948 - - - 101164 4335 Administrative Use Permits - 5,015 - - -
101164 4415 Cost Recovery/Reimbursed Exp 350,035 506,919 377,402 301,328 - 101162 4501 General Plan Review Fee 175,604 60,379 165,847 62,190 64,056 101164 4502 General Plan Amendment - 10,448 - - -
101162 4503 Plan Check 611,754 462,843 587,660 476,728 491,030 101164 4503 Plan Check 101,349 64,341 100,000 110,000 113,300 101164 4504 Preliminary Review 11,076 10,337 12,019 10,647 10,967 101164 4505 CRA Review 62,786 88,512 70,000 91,167 93,902 101164 4506 Map Review 87,859 84,029 84,029 86,550 89,147 101164 4507 Street Vacation 10,074 6,917 - 7,125 7,339
101164 4508 Environmental Impact 1,534 - - - -
101164 4509 Residential Development Alloc - - - - -
101164 4510 Planning Appeal Processing - 4,159 - - -
101164 4511 Ordinance Amendment 3,240 6,685 6,685 6,885 7,092 101164 4512 Development Agreements - 11,489 2,000 - -
101164 4513 Annexation Agreements 1,785 9,151 2,000 9,425 9,708 101164 4514 Preannex. Agreements - 7,354 7,354 7,575 7,802 101164 4515 Socio-Economic Studies 31,285 25,387 30,542 25,000 25,750 101162 4528 Research & Microfilming 3,134 7,398 7,398 7,620 7,849 101164 4593 Measure U Exemption 3,903 - - - -
101164 4717 Contract Administration Fee 44,923 78,553 40,000 42,000 43,260 101164 4734 Legal Notice Ad Publication 11,235 27,553 8,000 10,000 10,300 101164 4735 Tribal Government Notification 1,180 18,231 3,000 3,500 3,605 101164 4736 Environmental CEQA Notice
Publ
1,070 11,021 2,000 2,200 2,266
101162 4810 Returned Check Fee 189 - 27 - -
101161 4814 Miscellaneous Receipts - - - - -
101164 4814 Miscellaneous Receipts 36,238 21,232 45,167 42,000 43,260
TOTAL DEVELOPMENT
SERVICES
4,179,538 3,823,629 3,890,145 3,618,241 3,416,636
LIBRARY
101190 4733 Library Fines 4,980 4,284 6,500 6,250 6,250 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
4 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
LIBRARY
101191 4801 Lincoln Shrine Support - 40,000 40,000 - -
TOTAL LIBRARY 4,980 44,284 46,500 6,250 6,250
POLICE DEPARTMENT
101202 4325 Adult Oriented Bus Permit 748 2,500 356 1,500 1,500 101202 4412 POST Training Reimbursement 40,854 20,000 20,000 20,000 20,000 101202 4414 IRNET Reimbursement 5,610 7,500 22,155 22,200 22,200 101200 4415 Cost Recovery/Reimbursed Exp 466,255 30,000 30,000 20,000 20,000 101202 4415 Cost Recovery/Reimbursed Exp 6,184 - - - -
101204 4415 Cost Recovery/Reimbursed Exp - 540,000 540,000 540,000 540,000 101202 4525 Depositions 5,510 5,250 5,250 5,250 5,250
101202 4526 Fingerprinting/Bkgrd Check 506 - 400 500 500 101202 4529 Police Reports 6,600 4,500 4,500 4,500 4,500 101202 4579 Vehicle Impound Fees 48,492 45,000 45,000 45,000 45,000 101202 4580 Tow Fees 35,360 35,000 37,284 35,000 35,000 101202 4584 Contract Services 2,046 2,300 1,302 2,000 2,000 101200 4606 False Alarm Fees - 8,000 8,000 8,000 8,000
101202 4607 Booking Restitution 631 - 650 650 650
101202 4810 Returned Check Fee 15 - - - -
101200 4812 Sale of Surplus Property 35,355 - 38,920 - - 101202 4812 Sale of Surplus Property 13,475 - 14,907 - - 101202 4814 Miscellaneous Receipts 505 7,500 12,500 12,500 12,500 101202 4819 Donations 290,000 20,217 20,217 20,000 20,000 101202 4827 Lease Proceeds 1,610,749 - - - -
TOTAL POLICE DEPARTMENT 2,568,894 727,767 801,442 737,100 737,100
FIRE DEPARTMENT
101251 4310 Cert of Occupancy 631 4,000 800 4,000 4,000 101251 4327 Special Fire Permits 160,556 65,000 120,000 65,000 65,000 101251 4328 Fire Permits - 6,000 581 6,000 6,000
101250 4409 Mutual Aid Reimbursement 942,361 350,000 476,678 350,000 350,000 101250 4415 Cost Recovery/Reimbursed Exp 3,425 15,000 1,000 15,000 15,000 101251 4415 Cost Recovery/Reimbursed Exp - 1,000 - 1,000 1,000 101251 4503 Plan Check 164,081 30,000 115,000 30,000 30,000 101250 4516 Fire Department Reports 90 - - - -
101251 4520 State Mandated Inspect. 46 3,000 50,000 3,000 3,000 101250 4531 City Classes/Programs 9,661 17,000 1,000 17,000 17,000 101251 4602 Code Enforcement Abatement - 800 - 800 800
101250 4603 Fire Alarms 1,000 500 - 500 500
101250 4812 Sale of Surplus Property 4,125 - 8,750 - -
101250 4819 Donations 1,400 7,500 4,000 7,500 7,500
101251 4819 Donations - 1,500 - 1,500 1,500
101250 4827 Lease Proceeds 120,271 - - - -
TOTAL FIRE DEPARTMENT 1,407,647 501,300 777,809 501,300 501,300
FCS - ANIMAL SERVICES
101311 4534 Animal Adoptions 11,845 8,000 16,446 14,800 15,244 101311 4535 Boarding Fees 2,435 2,381 5,887 4,408 4,540 101311 4536 Owner Release for Adoption 1,605 794 608 1,166 1,201 101311 4537 Shelter Apprehension Fees 1,030 2,987 1,530 1,717 1,768 101311 4538 Shelter Deposit Fees 9,945 14,652 13,000 13,000 14,304 101311 4585 Animal Pick-Up Reimb (NPDES) 16,710 14,377 13,896 15,393 15,855 101311 4819 Donations 162,910 - 39,647 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
5 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FCS - ANIMAL SERVICES
101311 4827 Lease Proceeds 98,727 - - - -
TOTAL FCS - ANIMAL
SERVICES
305,207 43,191 91,014 50,484 52,912
RECREATION & SENIOR
SERVICES
101309 4415 Cost Recovery/Reimbursed Exp 48 - 381 - -
101309 4530 Contract Classes 371,760 401,830 400,000 421,922 464,114 101309 4531 City Classes/Programs - - 203 - -
101309 4533 Lighting Fees 76,954 57,588 50,000 63,346 72,848 101309 4544 Tours/Excursions - 1,983 - - -
101309 4545 Program Income 8,242 15,357 11,386 15,357 16,124 101309 4802 Concessions (Payphone) - 520 - - -
101309 4812 Sale of Surplus Property 3,000 - - - -
101309 4813 Rental Income 233,013 225,000 287,000 300,000 320,000 101309 4815 Game Income 3,788 501 2,330 2,500 3,000
101309 4819 Donations 1,324 - 13,500 7,000 7,000
TOTAL RECREATION &
SENIOR SERVICES
698,128 702,779 764,800 810,124 883,086
FACILITIES AND COMMUNITY
SERVICES DEPARTMENT
101303 4312 Sign Permits 6,182 1,500 7,499 6,000 6,000
101300 4415 Cost Recovery/Reimbursed Exp 43,046 75,000 3,000 75,000 75,000 101302 4415 Cost Recovery/Reimbursed Exp 139 - - - -
101303 4415 Cost Recovery/Reimbursed Exp 542 - 844,045 - - 101304 4415 Cost Recovery/Reimbursed Exp 95,241 - 66,553 - - 101306 4415 Cost Recovery/Reimbursed Exp - - 15 - -
101300 4523 Abandoned Prop Inspections 550 - 178 - -
101306 4524 Rental Property Inspections 80,286 - 100,000 110,000 120,000 101300 4602 Code Enforcement Abatement 58,916 70,000 35,000 70,000 70,000 101300 4702 Litter Control Fees 6,326 - 4,975 - -
101304 4703 Street Cleaning Fees 351,800 332,187 300,000 332,187 332,187 101300 4725 Landfill Mitigation Fees 304,524 400,000 300,000 320,000 325,000 101303 4729 Reimb. Property Damages - - 1,496 - -
101303 4809 Finance Charges 650 - 200 - -
101306 4810 Returned Check Fee - - 54 - -
101300 4811 Land Sale Proceeds (837) - 1,164 - -
101300 4812 Sale of Surplus Property 10,278 - - - -
101303 4812 Sale of Surplus Property 14,112 - 11,650 - - 101304 4812 Sale of Surplus Property 5,489 - 250 - -
101300 4813 Rental Income 7,502 - 485 - -
101303 4813 Rental Income 127,222 120,000 120,000 120,000 120,000 101310 4813 Rental Income 941,066 429,405 560,076 584,552 500,683 101300 4814 Miscellaneous Receipts 446 - - - -
101301 4814 Miscellaneous Receipts (5) - 72 - -
101310 4814 Miscellaneous Receipts - - 6 - -
101300 4819 Donations 4,500 - - - -
101301 4827 Lease Proceeds 123,296 - - - -
101303 4827 Lease Proceeds 66,440 - - - -
101304 4827 Lease Proceeds 79,494 - - - -
101303 4830 Interest on Leases 16,869 - - - -
101310 4830 Interest on Leases 20,050 - - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
6 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FACILITIES AND COMMUNITY
SERVICES DEPARTMENT
101300 4834 IN-LIEU LANDSCAPING - - 231,309 - -
TOTAL FACILITIES AND
COMMUNITY SERVICES
DEPARTMENT
2,364,124 1,428,092 2,588,028 1,617,739 1,548,870
ENGINEERING
101400 4305 Building Permits 14,858 10,000 15,000 15,750 16,538 101400 4308 Grading/Paving Permits 61,574 32,000 61,600 64,680 67,914 101400 4316 Street Permits 559,528 350,000 563,000 591,150 620,708 101400 4319 NPDES Permits 221,260 140,000 300,000 200,000 210,000 101400 4322 Conditional Use Permit 14,476 8,000 8,000 7,109 7,464 101400 4330 Street Rep Fee-TruckHaul Prmt - - 22,180 23,289 24,453 101400 4415 Cost Recovery/Reimbursed Exp 22,948 25,000 23,000 24,150 25,358 101400 4503 Plan Check 161,315 120,000 120,000 126,000 132,300 101400 4505 CRA Review 9,036 7,000 7,000 7,000 7,000
101400 4506 Map Review 33,651 40,000 25,000 26,250 27,563 101400 4507 Street Vacation 3,639 2,000 2,000 2,100 2,205 101400 4512 Development Agreements 11,346 5,000 25,700 26,985 28,334 101400 4522 WQMP Review Admin 41,758 30,000 33,260 34,923 36,669 101400 4578 Street Trench Cut Fee 17,765 25,000 25,500 26,775 28,114 101400 4812 Sale of Surplus Property 43,000 - - - -
TOTAL ENGINEERING 1,216,154 794,000 1,231,240 1,176,161 1,234,619 TOTAL GENERAL FUND (101) 127,554,144 118,404,919 123,592,698 125,551,079 128,307,065 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
7 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
GENERAL GOVT GRANTS
(200)
200120 4401 State Grants 3,741,456 5,810,785 5,810,785 - - 200164 4401 State Grants 60,000 60,000 - -
200190 4401 State Grants 1,806,002 565,170 565,170 - -
200202 4401 State Grants 43,373 270,069 270,069 - -
200300 4401 State Grants 2,081 1,862 1,862 - -
200303 4401 State Grants 221,685 221,685 - -
200400 4401 State Grants 1,875,425 1,875,425 - -
200120 4407 Federal Grants 2,897,097 1,142,967 1,142,967 - - 200164 4407 Federal Grants 146,791 1,023,420 1,023,420 - - 200202 4407 Federal Grants 149,206 266,157 269,281 - -
200250 4407 Federal Grants 83,952 661,121 661,121 - -
200300 4407 Federal Grants 3,262 4,020 4,020 - -
200400 4407 Federal Grants 105,558 571,782 571,782 - -
200202 4408 Federal Reimbursement 4,450 - - - -
200120 4410 Other Grants 50,000 15,000 15,000 - -
200202 4410 Other Grants 30,000 - 60,000 - -
200250 4410 Other Grants 203,097 - 255,725 - -
200300 4410 Other Grants 712 712 - -
200120 4808 Investment Income 33,711 - - - -
200202 4808 Investment Income 311 - - - -
TOTAL GENERAL GOVT
GRANTS (200)
9,300,347 12,490,176 12,809,025 - -
EMERGENCY SERVICES (205)
205250 4101 Current Secured Taxes 1,146,202 1,100,000 1,100,000 1,100,000 1,100,000 205250 4415 Cost Recovery/Reimbursed Exp - - 700 - -
205250 4819 Donations 100 5,000 - 5,000 5,000
TOTAL EMERGENCY
SERVICES (205)
1,146,302 1,105,000 1,100,700 1,105,000 1,105,000
HOUSEHOLD HAZARDOUS
WASTE (206)
206250 4545 Program Income 165,321 140,000 140,000 140,000 140,000
TOTAL HOUSEHOLD
HAZARDOUS WASTE (206)
165,321 140,000 140,000 140,000 140,000
GAS TAX (207)
207300 4201 Road Maint. Rehab (Sec 2030) 1,993,441 1,957,972 1,944,915 2,061,965 2,185,683 207300 4202 Gas Tax (Prop 111) 2105 453,841 474,968 472,187 480,416 488,583 207300 4203 Gas Tax 2107 602,061 649,109 631,078 642,426 653,990 207300 4204 Gas Tax Engineering Rcpts. 7,500 7,500 7,500 7,500 7,500 207300 4205 Gas Tax 2106 289,687 292,473 290,818 295,893 300,923 207300 4206 Gas Tax 2103 & Tax 7360 697,865 679,373 704,256 718,453 732,822 TOTAL GAS TAX (207) 4,044,395 4,061,395 4,050,754 4,206,653 4,369,501
LOCAL TRANSPORTATION
(209)
209400 4330 Street Rep Fee-TruckHaul Prmt 9,910 - - - - 209400 4808 Investment Income 11,318 - 4,725 5,000 5,000
TOTAL LOCAL
TRANSPORTATION (209)
21,228 - 4,725 5,000 5,000
MEASURE "I" 2010 (210)
210400 4004 Measure I Sales Tax 1,729,439 2,100,000 1,929,101 1,933,003 1,979,008 210400 4808 Investment Income 118,647 210,000 20,716 20,716 20,716 TOTAL MEASURE "I" 2010
(210)
1,848,086 2,310,000 1,949,817 1,953,719 1,999,724
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
8 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PARIS STREET
RECONSTRUCTION (211)
211910 4415 Cost Recovery/Reimbursed Exp 694,166 - - - - 211400 4808 Investment Income (37,848) 150,000 39,040 39,040 39,040
TOTAL PARIS STREET
RECONSTRUCTION (211)
656,318 150,000 39,040 39,040 39,040
AIR QUALITY IMPROVEMENT
(221)
221400 4411 AB2766 Subvention AQMD 95,808 92,000 96,000 96,000 96,000 221400 4808 Investment Income 15,228 - 10,000 10,000 10,000 221400 4812 Sale of Surplus Property - 2,400 - -
TOTAL AIR QUALITY
IMPROVEMENT (221)
111,037 92,000 108,400 106,000 106,000
TRAFFIC SAFETY (223)
223200 4608 Traffic Fines 31,897 25,000 20,000 25,000 25,000 223200 4609 Red Light Traffic Fines 5,450 2,000 2,000 2,000 2,000 223200 4610 Parking Fines 111,252 100,000 100,000 100,000 100,000 TOTAL TRAFFIC SAFETY (223) 148,599 127,000 122,000 127,000 127,000 OPEN SPACE (227)
227501 4720 Open Spc Acq Fee 145,810 80,000 80,000 203,815 252,097 227501 4808 Investment Income 123,091 - 52,000 - -
TOTAL OPEN SPACE (227) 268,902 80,000 132,000 203,815 252,097
DOWNTOWN BUSINESS
AREA (236)
236300 4545 Program Income 4,322 30,000 1,810 1,810 1,810 236300 4808 Investment Income (2,380) - (88) - -
236300 4814 Miscellaneous Receipts 26,070 - 10,000 10,000 10,000
TOTAL DOWNTOWN
BUSINESS AREA (236)
28,013 30,000 11,722 11,810 11,810
PARKING AUTHORITY (237)
237502 4813 Rental Income 3,360 8,000 4,000 4,000 4,000
TOTAL PARKING AUTHORITY
(237)
3,360 8,000 4,000 4,000 4,000
PUBLIC ART FUND (238)
238100 4808 Investment Income 468 - 188 188 188
TOTAL PUBLIC ART FUND
(238)
468 - 188 188 188
TRANSPORTATION
DEVELOPMENT ACT (241)
241400 4401 State Grants 55,596 1,089,700 1,089,700 - -
TOTAL TRANSPORTATION
DEVELOPMENT ACT (241)
55,596 1,089,700 1,089,700 - -
ASSET FORFEITURE (246)
246200 4611 Drug Confiscation - State 6,526 5,000 5,000 5,000 5,000 246200 4612 Drug Confiscation - Federal 4,571 436,073 436,073 181,430 181,430 246200 4613 Drug Confiscation-Fed Treas - 30,000 20,000 20,000 20,000 246200 4614 15% Drug/Gang Prevention-CA 1,152 855 855 1,000 800 246200 4808 Investment Income 59,569 10,000 40,000 41,200 42,436 246200 4812 Sale of Surplus Property 26,394 - 22,087 - -
TOTAL ASSET FORFEITURE
(246)
98,211 481,928 524,015 248,630 249,666
SUPPLEMENTAL LAW
ENFORCEMENT (249)
249200 4401 State Grants 240,061 260,558 355,558 302,280 302,280 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
9 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLEMENTAL LAW
ENFORCEMENT (249)
249200 4808 Investment Income 31,919 1,500 25,000 25,750 26,523
TOTAL SUPPLEMENTAL LAW
ENFORCEMENT (249)
271,980 262,058 380,558 328,030 328,803
PARK & OPEN SPACE DEV
(250)
250300 4719 Park & Open Space Facilities 448,667 500,000 500,000 611,445 756,290 250400 4808 Investment Income 128,035 - 56,406 56,406 56,406
TOTAL PARK & OPEN SPACE
DEV (250)
576,702 500,000 556,406 667,851 812,696
PUBLIC FACILITIES DEV (251)
251300 4712 Police Facilities 112,531 35,000 398,906 470,135 555,236 251300 4713 Fire Facilities 144,790 125,000 344,604 407,370 481,107 251300 4714 Library Facilities 149,280 50,000 160,879 414,543 512,744 251300 4715 General Government Facilities 221,504 150,000 528,286 646,232 763,232 251400 4716 Community Center Facilities 576 - - - -
TOTAL PUBLIC FACILITIES
DEV (251)
628,680 360,000 1,432,675 1,938,280 2,312,319
ARTERIAL STREET
CONSTRUCTION (252)
252400 4415 Cost Recovery/Reimbursed Exp - - - 2,756,150 1,153,500 252400 4722 Regional Arterial Fee 214,737 150,000 644,731 781,602 881,455 252400 4723 Railroad Crossings Fee 3,509 10,000 10,674 12,520 14,119 252400 4724 Local Arterial Fee 79,611 60,000 240,903 289,747 326,764 252400 4808 Investment Income 239,055 - 103,296 103,296 103,296
TOTAL ARTERIAL STREET
CONSTRUCTION (252)
536,911 220,000 999,603 3,943,315 2,479,134
TRAFFIC SIGNALS (253)
253400 4415 Cost Recovery/Reimbursed Exp - - - 184,560 1,281,154 253302 4721 Transportation Facilities 18,146 13,000 54,852 66,177 74,631 253400 4808 Investment Income 53,259 - 21,845 21,845 21,845
TOTAL TRAFFIC SIGNALS
(253)
71,404 13,000 76,697 272,582 1,377,630
FREEWAY INTERCHANGES
(254)
254400 4415 Cost Recovery/Reimbursed Exp 60,515 - 30,000 30,000 30,000 254304 4721 Transportation Facilities 175,584 110,000 531,321 638,517 720,090 254400 4808 Investment Income 106,423 - 47,209 47,209 47,209
TOTAL FREEWAY
INTERCHANGES (254)
342,522 110,000 608,529 715,726 797,299
INCLUSIONARY HOUSING
FUND (255)
255900 4808 Investment Income - - 7,593 - 8,500
255900 4832 In-Lieu Inclusionary Housing - - 1,865,318 - - 255910 4832 In-Lieu Inclusionary Housing - 1,500,000 -
TOTAL INCLUSIONARY
HOUSING FUND (255)
- 1,500,000
- 1,500,000 1,872,911 1,500,000 8,500
STREET LIGHTING DISTRICT
#1 (260)
260300 4727 Assessment District 25,305 25,564 25,564 25,564 25,564
TOTAL STREET LIGHTING
DISTRICT #1 (260)
25,305 25,564 25,564 25,564 25,564
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
10 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
COMMUNITY FACILITY
DISTRICT 2004-1 (261)
261300 4727 Assessment District 734,274 703,156 859,800 838,800 838,800 261300 4808 Investment Income 10,706 - 5,811 5,811 5,811
TOTAL COMMUNITY FACILITY
DISTRICT 2004-1 (261)
744,980 703,156 865,611 844,611 844,611
LANDSCAPE MAINTENANCE
DISTRICT (263)
263300 4727 Assessment District 28,674 29,000 29,000 29,000 29,000
TOTAL LANDSCAPE
MAINTENANCE DISTRICT
(263)
28,674 29,000 29,000 29,000 29,000
GENERAL DEBT SERVICE
(305)
305501 4110 Supplemental - Voter Approved - 30,000 - - - 305501 4808 Investment Income 16,189 500 8,000 5,000 5,000
TOTAL GENERAL DEBT
SERVICE (305)
16,189 30,500 8,000 5,000 5,000
STORM DRAIN
CONSTRUCTION (405)
405300 4718 Storm Drain Fees 169,981 75,000 339,816 472,414 556,140 405400 4808 Investment Income 132,090 - 56,687 56,687 56,687
TOTAL STORM DRAIN
CONSTRUCTION (405)
302,072 75,000 396,503 529,101 612,827
SAFETY/CITY HALL
REPLACEMENT (406)
406501 4808 Investment Income 85,109 - 34,526 35,562 36,629
TOTAL SAFETY/CITY HALL
REPLACEMENT (406)
85,109 - 34,526 35,562 36,629
WATER (501)
501900 4415 Cost Recovery/Reimbursed Exp 30,307 15,000 67,041 15,375 15,759 501900 4503 Plan Check 16,610 - 6,840 7,011 7,186
501900 4556 Water Usage 18,197,338 34,000,000 19,043,151 19,519,230 20,007,211 501900 4557 Fire Flow Testing 4,047 1,500 3,282 3,137 3,215 501900 4558 B Contract Water Usage 13,368 60,000 60,000 61,500 63,038 501900 4559 Water Service Charge 8,190,380 - 9,043,639 9,269,730 9,501,473 501900 4560 Water Meter Install 51,640 30,000 43,600 44,690 45,807 501900 4564 Irrigation Water Usage 2,587,868 3,100,000 2,800,000 2,870,000 2,941,750 501900 4565 Irrigation Water Service Chrg 362,059 - 377,000 386,425 396,086 501900 4566 Fire Hydrant Water Usage 89,975 100,000 100,000 102,500 105,063 501900 4567 Fire Hydrant Water Svs Charge 72,193 - 64,000 65,600 67,240 501900 4568 Fire Protection Water Usage 98,463 450,000 98,500 100,963 103,487 501900 4569 Fire Protection Water Svs Chrg 587,465 - 665,000 681,625 698,666 501900 4704 Frontage Charge 255,922 20,000 255,000 261,375 267,909 501900 4808 Investment Income 2,752,039 3,000,000 1,200,000 652,231 652,237 501900 4812 Sale of Surplus Property 48,803 - - - -
501900 4813 Rental Income 131,266 100,000 103,441 102,500 105,063 501900 4814 Miscellaneous Receipts 129,070 250,000 150,000 153,750 157,594 501900 4825 Capital Contribution 2,785,660 - - - -
501900 4830 Interest on Leases 30,944 - - - -
TOTAL WATER (501) 36,435,416 41,126,500 34,080,494 34,297,641 35,138,782 WATER PROJECTS (501910)
501910 4407 Federal Grants 2,722,500 - - - -
501910 4814 Miscellaneous Receipts 1,574,354 - 277,744 - -
TOTAL WATER PROJECTS
(501910)
4,296,854 - 277,744 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
11 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
WATER DEBT SERVICE
(501930)
501930 4808 Investment Income 6,852 - 3,819 3,819 3,819
TOTAL WATER DEBT
SERVICE (501930)
6,852 - 3,819 3,819 3,819
SOURCE ACQUISITION (508)
508900 4562 Water Source Acq Residential 56,634 70,000 211,969 486,635 578,958 508900 4563 Water Source Acq Non-Res 22,640 10,000 41,585 85,877 102,169 508900 4808 Investment Income 94,293 - 39,973 39,973 39,973
TOTAL SOURCE ACQUISITION
(508)
173,566 80,000 293,527 612,485 721,100
WATER CAPITAL
IMPROVEMENT (509)
509920 4575 Cap Improv Chrg Non-Res 89,969 400,000 400,000 306,292 364,400 509920 4576 Cap Improv Chrg Residential 901,494 250,000 1,009,631 1,735,656 2,064,932
TOTAL WATER CAPITAL
IMPROVEMENT (509)
991,463 650,000 1,409,631 2,041,948 2,429,332
SOLID WASTE (511)
511900 4551 SW Service - Residential 10,327,121 10,779,903 10,779,903 11,771,894 12,524,394 511900 4552 SW Service - Non-Residential 8,860,196 9,418,520 9,418,520 10,266,186 10,922,436 511900 4553 Landfill Tipping 409 - - - -
511900 4554 Special Hauls & Rolls-Offs 3,133,856 3,390,667 3,390,667 3,695,827 4,049,268 511900 4555 Recycled Material 39,878 10,000 10,000 - -
511900 4726 Refuse Auto System Fees 441 - - - -
511900 4808 Investment Income 536,963 - 100,000 100,000 100,000 511900 4810 Returned Check Fee 54 - - - -
511900 4812 Sale of Surplus Property 164,764 - 7,750 - - TOTAL SOLID WASTE (511) 23,063,683 23,599,090 23,706,840 25,833,907 27,596,098
SOLID WASTE PROJECT
(511910)
511910 4401 State Grants 131,457 200,144 200,144 - -
TOTAL SOLID WASTE
PROJECT (511910)
131,457 200,144 200,144 - -
CALIF ST LANDFILL
CLOSURE (517)
517981 4808 Investment Income 454,583 - 300,000 300,000 300,000
TOTAL CALIF ST LANDFILL
CLOSURE (517)
454,583 - 300,000 300,000 300,000
SOLID WASTE CAP
IMPROVEMENT (519)
519920 4575 Cap Improv Chrg Non-Res 85,269 100,000 100,000 56,506 68,001 519920 4576 Cap Improv Chrg Residential 2,882 - 1,001 - - 519920 4808 Investment Income 220,215 - 61,691 61,691 61,691
TOTAL SOLID WASTE CAP
IMPROVEMENT (519)
308,366 100,000 162,692 118,197 129,692
WASTEWATER SERVICE (521)
521900 4415 Cost Recovery/Reimbursed Exp 3,796 1,500 42,603 1,605 1,717 521900 4546 Wastewater Residential 9,984,111 10,000,000 10,844,734 11,285,896 12,552,783 521900 4547 Wastewater Non-Residential 3,411,667 3,300,000 4,013,103 4,176,352 4,645,161 521900 4548 Recycled Water Useage 219,125 375,000 220,000 235,400 251,878 521900 4550 Septage Charge 36,240 50,000 55,000 57,210 63,601 521900 4704 Frontage Charge 106,653 30,000 116,000 124,120 132,808 521900 4808 Investment Income 738,229 1,000,000 351,844 250,000 250,000 521900 4812 Sale of Surplus Property 35,226 - 7,250 - - City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
12 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
WASTEWATER SERVICE (521)
521900 4814 Miscellaneous Receipts 549 - 1,492 - -
521900 4825 Capital Contribution 1,676,201 - - - -
TOTAL WASTEWATER
SERVICE (521)
16,211,798 14,756,500 15,652,025 16,130,583 17,897,949
WASTEWATER PROJECTS
(521910)
521910 4824 Bond/Loan Proceeds - - - 45,000,000 -
TOTAL WASTEWATER
PROJECTS (521910)
- - - 45,000,000 -
WASTEWATER CAPITAL
IMPROVEMENT (529)
529920 4575 Cap Improv Chrg Non-Res 121,515 600,000 600,000 292,261 277,608 529920 4576 Cap Improv Chrg Residential 419,533 200,000 292,332 - - 529920 4808 Investment Income 162,526 - 69,981 69,981 69,981
TOTAL WASTEWATER
CAPITAL IMPROVEMENT (529)
703,573 800,000 962,313 362,242 347,589
NON-POTABLE WATER (531)
531900 4572 Non-Potable Water Usage 752,880 325,000 600,000 625,000 630,000 531900 4573 NP Water Service Charge 86,621 250,000 90,000 95,000 100,000 531900 4704 Frontage Charge - 3,000 31,970 3,000 3,000
531900 4808 Investment Income 144,044 125,000 34,393 34,393 34,393
TOTAL NON-POTABLE WATER
(531)
983,545 703,000 756,363 757,393 767,393
NON-POTABLE PROJECTS
(531910)
531910 4401 State Grants 57,573 87,500 87,500 - -
TOTAL NON-POTABLE
PROJECTS (531910)
57,573 87,500 87,500 - -
NON-POTABLE CAPITAL
IMPROVEMENT FUND (532)
532920 4575 Cap Improv Chrg Non-Res 195,984 125,000 125,000 200,000 200,000 532920 4808 Investment Income 61,279 - 26,098 26,098 26,098
TOTAL NON-POTABLE
CAPITAL IMPROVEMENT
FUND (532)
257,263 125,000 151,098 226,098 226,098
GROVES (538)
538900 4415 Cost Recovery/Reimbursed Exp 2,650 - - - -
538900 4808 Investment Income 226 - (8,631) - -
538900 4814 Miscellaneous Receipts 11,782 - 82,000 80,000 80,000 TOTAL GROVES (538) 14,658 - 73,369 80,000 80,000
GROVES PROJECTS (538910)
538910 4818 Grove Receipts 378,608 952,235 1,112,704 1,127,433 1,155,813
TOTAL GROVES PROJECTS
(538910)
378,608 952,235 1,112,704 1,127,433 1,155,813
CEMETERY (562)
562900 4415 Cost Recovery/Reimbursed Exp - - 15 - -
562900 4540 Cemetery Interment 162,255 173,078 174,500 176,539 181,835 562900 4541 Cemetery Lots 791,764 708,750 500,000 725,000 739,500 562900 4542 Cemetery Crypts 176,095 112,852 113,000 113,000 130,000 562900 4543 Cemetery Perpetual Care 34,320 66,736 35,000 36,000 37,080 562900 4808 Investment Income 180,404 - 75,000 75,000 75,000 562900 4809 Finance Charges 13,482 8,667 10,602 9,725 10,188 562900 4810 Returned Check Fee 81 94 - - -
562900 4813 Rental Income 28,492 30,059 29,250 30,059 30,059 562900 4814 Miscellaneous Receipts 124,655 149,752 125,000 111,503 116,812 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
13 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CEMETERY (562)
562900 4817 Misc. Taxable Sales 117,764 131,925 110,000 100,000 81,268 562900 4819 Donations 501 7,688 - - -
562900 4830 Interest on Leases 47 - - - -
TOTAL CEMETERY (562) 1,629,860 1,389,602 1,172,366 1,376,826 1,401,742 AVIATION OPERATING (564)
564900 4102 Current Unsecured Taxes 115,954 106,894 106,894 106,894 106,894 564900 4415 Cost Recovery/Reimbursed Exp 546 - - - -
564900 4707 Tie-Down Fees 16,004 8,300 13,000 8,300 8,300 564900 4708 Gate Access Fee 4,741 5,138 5,138 5,138 5,138 564900 4709 Fuel Flowage Fees 5,522 10,300 5,000 5,000 5,000 564900 4710 Ground Leases 139,417 160,000 139,416 140,000 140,000 564900 4808 Investment Income 12,598 - 5,000 5,000 5,000 564900 4810 Returned Check Fee - - 54 - -
564900 4812 Sale of Surplus Property 7,500 - - - -
564900 4813 Rental Income 286,808 270,000 270,000 270,000 270,000 564900 4830 Interest on Leases 9,589 - - - -
TOTAL AVIATION OPERATING
(564)
598,678 560,632 544,502 540,332 540,332
AVIATION
PROJECTS/GRANTS (564910)
564910 4401 State Grants 27,767 43,639 53,639 - -
564910 4407 Federal Grants 557,994 32,446 32,446 - -
TOTAL AVIATION
PROJECTS/GRANTS (564910)
585,761 76,085 86,085 - -
LIABILITY SELF-INSURANCE
(602)
602140 4415 Cost Recovery/Reimbursed Exp 664,735 - 478,226 - - 602140 4808 Investment Income (225,666) - (108,293) - - 602140 4814 Miscellaneous Receipts 3,573 1,500 3,680 1,545 1,591
TOTAL LIABILITY SELF-
INSURANCE (602)
442,642 1,500 373,613 1,545 1,591
INFORMATION TECHNOLOGY
(604)
604900 4415 Cost Recovery/Reimbursed Exp 44,841 - 5,000 - - 604900 4705 Int Serv Rcpts: General Fund 2,753,036 2,425,294 2,626,049 3,532,217 3,649,955 604900 4706 Int Serv Rcpts: Non-Gen Fund 1,746,964 1,574,706 1,774,710 2,767,785 2,850,045 604900 4808 Investment Income 348,250 250,000 100,000 100,000 100,000
TOTAL INFORMATION
TECHNOLOGY (604)
4,893,091 4,250,000 4,505,759 6,400,002 6,600,000
WORKERS COMP SELF-
INSURANCE (606)
606141 4415 Cost Recovery/Reimbursed Exp 1,075 - 1,100 1,100 1,133 606141 4586 Worker's Comp Receipts 3,341,585 3,457,011 3,457,011 3,457,011 3,457,011 606141 4808 Investment Income 248,102 - 68,907 - -
TOTAL WORKERS COMP
SELF-INSURANCE (606)
3,590,761 3,457,011 3,527,018 3,458,111 3,458,144
EQUIPMENT MAINTENANCE
(607)
607900 4415 Cost Recovery/Reimbursed Exp 137,573 246,382 246,382 - - 607900 4705 Int Serv Rcpts: General Fund 4,136,643 4,279,043 3,288,403 2,793,698 2,399,957 607900 4706 Int Serv Rcpts: Non-Gen Fund 5,785,404 6,057,547 5,756,855 4,522,520 4,232,506 607900 4803 L/CNG Outside Fuel Sales 367,251 1,162,924 200,000 200,000 200,000 607900 4808 Investment Income 330,964 - 102,141 102,141 102,141 607900 4812 Sale of Surplus Property 15,148 3,000 7,315 4,945 4,945 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
14 REVENUES
ORGKEY OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
EQUIPMENT MAINTENANCE
(607)
607900 4814 Miscellaneous Receipts 107,949 - 4,446 4,447 4,445
TOTAL EQUIPMENT
MAINTENANCE (607)
10,880,931 11,748,896 9,605,543 7,627,751 6,943,994
UTILITY BILLING (608)
608900 4415 Cost Recovery/Reimbursed Exp 395 300 300 300 300 608900 4561 Water Turn-On 58,494 65,000 65,000 65,000 65,000 608900 4574 Utility Billing Service 1,400,000 1,400,000 1,750,000 2,025,000 2,275,000 608900 4808 Investment Income 125,022 - 25,000 25,000 25,000 608900 4809 Finance Charges 602,057 475,000 500,000 500,000 500,000 608900 4810 Returned Check Fee 15,225 15,000 15,000 15,000 15,000 608900 4814 Miscellaneous Receipts 40,095 25,000 25,000 25,000 25,000 608900 4820 Bad Debt Recoveries 8,743 2,000 2,000 2,000 2,000 TOTAL UTILITY BILLING (608) 2,250,030 1,982,300 2,382,300 2,657,300 2,907,300
PAYROLL CLEARING ADMIN
(609)
609900 4823 Pension Bond Allocation 455,160 422,455 436,205 455,789 471,205
TOTAL PAYROLL CLEARING
ADMIN (609)
455,160 422,455 436,205 455,789 471,205
SIMONDS ENDOWMENT (705)
705900 4808 Investment Income 1,860 - 850 - -
TOTAL SIMONDS
ENDOWMENT (705)
1,860 - 850 - -
PAULINE STANCLIFF
MEMORIAL TRUST (706)
706900 4808 Investment Income 1,099 - 550 - -
TOTAL PAULINE STANCLIFF
MEMORIAL TRUST (706)
1,099 - 550 - -
COMMUNITY FACILITY
DISTRICT TRUST (810)
810961 4415 Cost Recovery/Reimbursed Exp 759,697 760,447 109,052 - - 810962 4415 Cost Recovery/Reimbursed Exp 734,836 842,924 840,137 850,000 850,000 810961 4808 Investment Income 67 - 21 - -
810962 4808 Investment Income 61 - 38 - -
TOTAL COMMUNITY FACILITY
DISTRICT TRUST (810)
1,494,662 1,603,371 949,247 850,000 850,000
TOTAL NON-GENERAL
FUNDS 132,820,501 134,665,296 132,186,971 169,244,877 128,047,010 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
15 City Clerk
Mission S
tatement:
The City
Clerk's Office fosters transparent, open government by delivering exceptional service to residents, staff, and leadership of the City in a neutral and impartial manner.
Departmen
tal Goals:
• Adminis
trate fair and impartial elections
• Deliver prompt, reliable information to the public, City Council and City departments • Accurately record and maintain the proceedings, actions, and documentation of all City Council meetings for legal, administrative, financial, and historical reference • Streamline office administration through automation, while enhancing efficiency and ensuring regulatory compliance
Strateg
ic Plan Goals
E-Filing –
Form 700 & Campaign Finance Reporting – E- Filing capability for aut omation of Campaign Finance Reporting for elected officials and committees and 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, promotes transparency, and achieves a paperless environment.
Real-time U
pdates – 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.
Strategi
c 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
Signifi
cant Program Changes:
• Trained one part-time employee
• Attended training sessions hosted by the California Municipal Clerks Association Budget Narrative FY 2027:
Operating on a lean budget, the City Clerk’s office provides essential public access to City Government, fulfilling a critical role in our democratic process.
The City
Clerk’s FY 2027 proposed budget includes regular programming for:
• Funding for the
November 2026 elections: $225,000 – which includes elections of 3 City Council Member seats (Districts 1, 3 and 5) and allows for a possible ballot measure • Personnel funding provides for 1 City Clerk, 1 Assistant City Clerk, and 1 PT Administrative Assistant
• NetFile platform provides for:
• E-Filing capability of the conflict-of-interest forms for elected officials, designated staff, and various consultants
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
16 • E-Filing capability of campaign statement reporting for elected officials, candidates, and open campaign committees
• New Training: E-Filing capability of Fiscal and Financial training as required per SB 827. This is a new training module just recently added ($1,000/yearly) • Redlands Municipal Code codification services and online website hosting charges • Funds allocated for legal publications to ensure compliance with government code regarding legal notices, ordinances, resolutions and public hearings Budget Narrative FY 2028:
The City Clerk’s FY 2028 proposed budget includes regular programming for:
• Funding of
$150,000 to support a potential ballot measure
• Personnel funding provides for 1 City Clerk, 1 Assistant City Clerk, and 1 PT Administrative Assistant
• NetFile platform provides for:
o E-Filing capability of the conflict-of-interest forms for elected officials, designated staff, and various consultants
o E-Filing capability of campaign statement reporting for elected officials, candidates, and open campaign committees
o New Training: E- Filing capability of Fiscal and Financial training as required per SB 827. This is a new module just recently added ($1,000/yearly) • Redlands Municipal Code codification services and online website hosting charges • Funds allocated for legal publications to ensure compliance with government code regarding legal notices, ordinances, resolutions and public hearings City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
17 DEPARTMENT/DIVISION
CITY CLERK
FUND ORGKEY
GENERAL FUND 101110
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 176,983 171,966 171,966 177,362 183,273 5002 Salaries: Part-Time - 22,370 22,370 23,980 23,980
5005 Vacancies - - - (6,915) (6,786)
5202 Holiday Pay - 2,454 2,454 - -
5204 Accrual Payout 758 - 812 954 954
5401 Pension Contributions 50,133 51,074 51,074 48,108 48,136 5501 Social Security/Medicare 13,577 15,066 15,066 15,236 15,236 5601 Deferred Compensation 500 3,045 3,045 1,200 1,200
5701 Health/Dental Insurance 30,737 30,860 30,860 29,870 29,894 5702 Workers' Comp Insurance 2,739 2,834 2,834 7,124 7,312 5703 Disability Insurance 1,124 - 533 - -
5704 Unemployment Insurance 195 1,302 1,302 1,302 1,302 5705 Life Insurance 82 126 126 126 126
5802 Eyecare Reimbursement 300 300 300 300 300
5803 Clothing Allowance 300 - - - -
5903 Other Taxable Benefits - 150 150 150 150
TOTAL SALARIES AND
BENEFITS
277,428 301,547 302,892 298,796 305,076
SERVICES
6201 Elections 112,644 150,000 - 75,000 -
6401 Meeting & Prof Development 200 3,060 2,000 3,500 3,500 6402 Travel
Expense/Reimbursement
- 255 477 300 325
6601 Postage 520 510 510 525 541
6710 Special Contractual Services 11,272 14,663 21,600 25,100 25,610 6802 Info Tech Service Charges 19,039 16,772 16,772 27,199 28,105 6901 Printing and Binding - 416 500 416 428
6902 Advertising 10,242 18,353 18,353 18,904 19,471
6906 Office Equip & Furn Rent 1,659 2,582 2,582 2,582 2,659 6907 Comms Service & Rental 686 1,062 1,062 1,094 1,127 6909 Subscriptions & Memberships 508 437 558 890 899
TOTAL SERVICES 156,770 208,110 64,414 155,510 82,665
SUPPLIES
7002 Office Supplies 818 1,148 1,148 1,500 1,545
7101 Office Equipment & Furniture - 573 573 1,000 1,030 TOTAL SUPPLIES 818 1,721 1,721 2,500 2,575
DIVISION TOTAL 435,016 511,378 369,027 456,806 390,316
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
18 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CITY CLERK 435,016 511,378 369,027 456,806 390,316
DEPARTMENT TOTAL 435,016 511,378 369,027 456,806 390,316 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
19 City Council
Miss
ion Statement:
The Cit
y Council is dedicated to responding to the changing needs of our community and to ensuring that Redlands remains a distinctive place in which to live and work.
Depart
mental Goals:
• Hold r
egular 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.
Progr
am Description:
The Ci
ty Council provides direction upon which all City actions, programs, and priorities are based. The Council relies on the input of the City Manager and their staff, as well as recommendations from various commissions and boards. The Council further represents City interests through participation in local and regional organizations.
Progr
am Objectives:
• Conduct
regular twice-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 appropriate legislators on issues that will affect the City.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
20 DEPARTMENT/DIVISION
CITY COUNCIL
FUND ORGKEY
GENERAL FUND 101100
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 143,955 143,850 143,850 121,159 128,381 5002 Salaries: Part-Time - 21,746 21,746 - -
5005 Vacancies - - - (6,977) (6,887)
5006 Elected Official Compensation 85,650 84,000 84,000 84,000 84,000 5202 Holiday Pay 932 - 1,000 - -
5203 Bonus 1,203 1,145 1,145 1,196 1,196
5204 Accrual Payout 14,266 - - 429 429
5301 Banked Leave Buy Back - 8,683 8,683 1 1
5401 Pension Contributions 50,809 40,588 40,588 38,091 38,695 5501 Social Security/Medicare 16,902 17,616 17,616 15,846 15,997 5601 Deferred Compensation 5,946 3,089 3,089 3,191 3,191 5701 Health/Dental Insurance 34,844 32,412 32,412 38,969 39,053 5702 Workers' Comp Insurance 2,739 2,739 2,834 - -
5703 Disability Insurance 368 377 377 478 478
5704 Unemployment Insurance 417 3,116 3,116 2,682 2,682 5705 Life Insurance 84 74 74 390 390
5801 Vehicle Allowance 1,380 1,380 1,380 1,380 1,380
5802 Eyecare Reimbursement - 354 354 285 285
5803 Clothing Allowance 150 150 150 150 150
5903 Other Taxable Benefits 95 102 102 177 177
TOTAL SALARIES AND
BENEFITS
359,739 361,421 362,516 301,447 309,598
SERVICES
6102 Legal Services - 200,000 170,400 50,000 -
6106 Other Professional Services 1,000 - 29,600 30,488 71,403 6201 Elections 33 - - - -
6401 Meeting & Prof Development 4,139 2,731 4,625 4,764 4,907 6402 Travel
Expense/Reimbursement
4,493 3,709 5,207 5,363 5,524
6403 Training - 2,731 - - -
6510 Other Insurance 5,154 3,823 5,601 5,769 5,942
6601 Postage 139 142 142 147 151
6708 Special Program Expenditures 5,535 11,143 11,143 11,477 11,821 6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6901 Printing and Binding 1,281 7,796 1,000 1,030 1,061 6906 Office Equip & Furn Rent 1,659 2,645 2,645 2,724 2,806 6909 Subscriptions & Memberships 102,237 125,643 125,604 129,401 133,283 TOTAL SERVICES 140,900 373,782 369,385 262,922 259,382
SUPPLIES
7002 Office Supplies 1,669 1,092 1,092 1,125 1,159
7101 Office Equipment & Furniture 136 - - - -
7807 Food 8 816 816 840 866
7810 Special Departmental Supplies 728 - 209 - -
TOTAL SUPPLIES 2,542 1,908 2,117 1,965 2,024
DIVISION TOTAL 503,181 737,111 734,018 566,334 571,004
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
21 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CITY COUNCIL 503,181 737,111 734,018 566,334 571,004
DEPARTMENT TOTAL 503,181 737,111 734,018 566,334 571,004 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
22 City Manager
Missi
on 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.
Departm
ental Goals:
• Implem
ent the policy direction of the City Council.
• Provide leadership and direction to all City departments. • Promote favorable working relationships with the 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.
Sustainabi
lity Efforts:
• Continued i
mplementation of paperless processes.
• Purchase and use of recycled paper for copying and printing. • Ongoing effort to scan and store files electronically.
Program
Description:
The Cit
y 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 progress 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 taxpayer dollars.
Program
Objectives:
• Provi
de 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 needed.
• Maintain effective working relationships with other cities, counties, state and federal agencies.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
23 Accomplishments for Fiscal Years 2024-25 and 2025-26:
• Prov
ided leadership, management, and direction to all City departments. • Coordinated and assembled 20 regular City Council Meeting Agenda Packets and 4 City Council Special Meeting Agenda Packets for 2024/25, and 17 regular Meeting Packets with 2 Special Meeting Packets to date for 2025/26.
• Coordinated and processed approximately 170 resident service requests for 2024/25 and 138 to date for 2025/26.
• Reviewed an average of 25 agenda items per City Council meeting for 2024/25, and 22 to date for 2025/26.
Comm
unications and Community Relations
The Comm
unications 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 help generate additional revenue and strengthen the quality of life.
Incl
uded 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 cr eates or contracts original informational videos highlighting City services and programs. RTV programming is streamed on the City’s website at www.redlands.gov and on YouTube at https://www.youtube.com/@CityofRedlandsPIO. Programming is also available to cable television subscribers through Spectrum (Channel 3) and Frontier Communications (Channel 35).
Progr
am Objectives:
• Admi
nister 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 channels.
• Provide a forum for community events and public service messages relevant to Redlands audiences.
• Continually explore new platforms 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 residents.
• Use available video technology and media to provide an outlet, informing Redlands residents of available City events and services or specific public service information.
Accomp
lishments for Fiscal Years 2024-25and 2025-26:
• Support
ed completion of the 2024 and 2025 National Community Surveys, providing benchmarking data on resident satisfaction, service delivery, and community priorities. • Implemented a new City Community Calendar, enabling local organizations to post events, improving community engagement and public access to information.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
24 • Enhanced transparency and public communication through live broadcasting and web streaming of City Council and Planning Commission meetings, along with expanded digital content and outreach efforts.
• Issued approximately 300 press releases and provided media relations support, including coordinating interviews and monitoring regional media coverage with regular updates to staff and elected officials.
• Supported City departments with internal and external communications, including review of written materials and messaging.
• Expanded social media reach and engagement across City platforms:
· Increased Instagram following by 43% (14,000 to 20,000) and total audience to over 32,000 (+26.5%)
· Achieved 6.7 million impressions (+1,300%) and 244,000+ video views (+4,500%) · Increased engagement, shares, and link clicks by over 200% · Published over 1,600 posts and launched targeted campaigns tied to City events and initiatives
· Post reactions (+218%), shares (+233%), link clicks (+339%), and engagement rate (+47.6%) all saw significant year-over-year growth.
• Grew and managed departmental social media accounts (Animal Shelter, Recreation, and Senior Services), achieving:
· 17,000+ followers (+14.8%) and 1.96 million impressions (+1,400%) · Increased engagement through community -focused content, including adoption campaigns and recreation programming
• Expanded video production and digital storytelling, including:
· Bi-weekly “Pet of the Week” series promoting animal adoptions · Recruitment, public safety, and departmental videos
· Coverage of major City events, community programs, and City Council recaps • Produced public service announcements and maintained Redlands TV bulletin board content to support community awareness and outreach.
Grant
s Coordinating Office
The Gran
ts Coordinating Office was established in September 2021 and is a 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 O ffice researches grant opportunities to determine applicability, prepares grant applications, compiles proposed project information, and aligns project needs with fund goals. The division monitors grant activity, composes and submits required grant reports on project progress, and is responsible for submitting all final close- out grant materials.
Program
Objectives:
• Maintai
n 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
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
25 Accomp
lishments for Fiscal Years 2024-25 and 2025-26:
Duri
ng Fiscal Years 2024-25 and 2025-26, the Grants Coordinating Office advanced major grant- funded initiatives, pursued new funding opportunities, and strengthened coordination and compliance across departments.
• Museum of
Redlands Project: Finalized title transfer from the Redlands Historical Museum Association (RHMA) to the City and secured approximately $2.0 million in reimbursements from the California Natural Resources Agency (CNRA), including final retention payment; close-out reporting is in progress.
• Building Forward Library Grant (Lower Level Revive Project): Continued financial and programmatic reporting with Library staff to ensure compliance, with final close-out underway in 2026.
• Grocery Gift Card and Utility Assistance Programs: Executed a Third Amendment with Redlands Ranch Market to expand access; close-out activities, including final disbursements and documentation, are underway in FY 2025–26. • Grant-Funded Staffing Support: Coordinated onboarding and oversight of limited-term staff funded through ARPA and other sources, strengthening cross-departmental implementation and reporting.
• Encampment Resolution Fund (Round 3): Supported acceptance and implementation of state funding to expand interim housing, outreach, and services for individuals experiencing homelessness.
• Energy Efficiency and Conservation Block Grant (EECBG): Supported acceptance and coordination of federal funding to advance energy efficiency and sustainability initiatives.
• Homeland Security Grant Program (FY 2023): Coordinated approvals and compliance with public safety staff to support emergency preparedness. • Community Planning and Capacity Building Grant (2025): Prepared and submitted an application supporting transportation and climate planning. • Employment and Training Pathways Program (ETPP) 2025–26: Coordinated development and submission of a workforce-focused grant application. • OVC FY25 Housing Assistance for Victims of Human Trafficking: Submitted a federal application to expand housing and supportive services. • BJA FY25 Body-Worn Camera Program: Submitted a federal application to support law enforcement technology and policy development.
• Continuum of Care (CoC) and Youth Homelessness Demonstration Program (YHDP): Coordinated with regional partners in preparation for upcoming HUD funding opportunities.
• Proposition 4 and Infrastructure Funding: Tracked eligibility requirements and timelines for resiliency-focused funding opportunities. • Senior Services Grant Research: Identified funding opportunities supporting housing stability, nutrition, and digital literacy for older adults. • Food Assistance Funding Coordination: Supported the City’s Food Task Force by identifying grant opportunities to expand food access programs. • Federal Grant Policy Monitoring: Tracked evolving policies and funding trends to support compliance and inform Citywide strategy.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
26 • Grant Training and Coordination: Participated in trainings and coordinated with regional and state partners to strengthen internal capacity and compliance awareness.
Homel
ess Solutions Office
The Homeless Solutions Office provides leadership, coordination, and administrative oversight for the City’s comprehensive response to homelessness. The Office works collaboratively across City departments and with external partners to design, implement, and manage programs that align with the City Council’s strategic priorities to reduce and prevent homelessness.
The Office ensures effective deployment of resources, strengthens interagency partnerships, and advances data-driven strategies to improve housing outcomes and system efficiency.
Progr
am Objectives:
• Plan, coordinate, and evaluate the activities of the City to address and reduce homelessness.
• Develop and implement innovative, evidence-based strategies in collaboration with regional partners.
• Procure, negotiate, and manage contracts for housing, shelter, and supportive services. • Partner with local businesses, nonprofit organizations, and community groups to enhance service delivery.
• Align City policies and initiatives with local, state, and federal homelessness programs. • Prepare, submit, and manage grant funding to support homeless services programs. • Conduct community outreach, education, and stakeholder engagement. • Develop and monitor the annual budget for homeless services and related programs. • Lead and coordinate the City’s annual Point-in-Time Count. • Collaborate with Code Enforcement to address encampments and neighborhood impacts. • Prepare and deliver reports and presentations to City Council, commissions, and community stakeholders.
FY 2024–2025 Priorities & Activities
• Continued implementation and oversight of City-funded homeless programs and initiatives.
• Expansion and coordination of multidisciplinary street outreach efforts, including behavioral health services.
• Strengthening regional collaboration through Continuum of Care and County partnerships.
• Ongoing administration and compliance of state and federal grant programs (e.g., HHAP).
• Focus on increasing placements into permanent housing and reducing returns to homelessness.
• Enhanced data tracking through HMIS to improve performance measurement and reporting.
Accomplishments for Fiscal Years 2024-25and 2025-26:
• Secur
ed approximately $2 million in grant funding to support homeless services.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
27 • Successfully placed over 230 individuals into permanent housing across prior fiscal years.
• Provided interim shelter and hotel placements for over 170 individuals. • Established and expanded multiple street outreach teams, including a dedicated behavioral health team.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
28 DEPARTMENT/DIVISION
CITY MANAGER
FUND ORGKEY
GENERAL FUND 101120
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 490,384 508,065 508,065 402,466 424,825 5005 Vacancies - - - (18,461) (16,141)
5202 Holiday Pay 2,089 - 1,558 - -
5203 Bonus 1,203 1,145 1,145 1,196 1,196
5204 Accrual Payout 14,257 - - 101,382 1,382
5301 Banked Leave Buy Back - 9,607 9,607 2 2
5401 Pension Contributions 64,335 148,760 148,760 144,248 146,294 5501 Social Security/Medicare 29,977 30,350 30,350 31,367 31,874 5601 Deferred Compensation 53,970 30,519 45,056 44,735 44,735 5701 Health/Dental Insurance 67,909 65,442 65,442 56,694 56,876 5702 Workers' Comp Insurance 10,955 11,336 11,336 22,076 22,658 5703 Disability Insurance 371 377 377 478 478
5704 Unemployment Insurance (3,976) 1,319 1,319 1,319 1,319 5705 Life Insurance 198 192 192 192 192
5801 Vehicle Allowance 6,540 6,540 6,540 6,540 6,540
5802 Eyecare Reimbursement 1,297 912 912 585 585
5803 Clothing Allowance 150 150 150 150 150
5903 Other Taxable Benefits 3,924 381 3,000 2,688 2,688 5904 Tuition Reimbursement - - - - -
5905 Employee Wellness Program 1,638 - 1,130 - -
TOTAL SALARIES AND
BENEFITS
745,221 815,095 834,939 797,657 725,653
SERVICES
6005 License & Permits 1,778 2,294 2,294 2,363 2,434
6106 Other Professional Services 18,647 11,136 31,465 8,253 8,500 6304 Telephone 2,445 3,060 3,060 3,152 3,246
6401 Meeting & Prof Development 13,048 4,916 14,000 14,420 14,852 6402 Travel
Expense/Reimbursement
12,442 7,650 13,680 14,090 14,513
6403 Training 2,223 4,080 - 1,000 1,030
6601 Postage 84 124 124 128 132
6802 Info Tech Service Charges 53,309 46,963 46,963 76,156 78,694 6803 City Garage Charges 4,961 822 - - -
6901 Printing and Binding 546 - - - -
6907 Comms Service & Rental 1,921 - 2,160 - -
6909 Subscriptions & Memberships 17,597 6,242 10,200 10,506 10,821 TOTAL SERVICES 129,002 87,288 123,947 130,068 134,223
SUPPLIES
7001 Books & Supplies 1,229 287 287 295 304
7002 Office Supplies 4,744 2,868 4,645 4,784 4,928
7005 Photo & Copying Supplies 98 - - - -
7101 Office Equipment & Furniture 3,849 4,478 7,538 7,764 7,997 7102 Small Tools & Equipment 85 - - - -
7802 Purchased Water 973 344 1,072 1,104 1,137
7807 Food 780 574 967 591 608
7810 Special Departmental Supplies 665 1,721 1,200 1,236 1,273 TOTAL SUPPLIES 12,423 10,270 15,709 15,775 16,248
DIVISION TOTAL 886,645 912,653 974,594 943,500 876,124
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
29 DEPARTMENT/DIVISION
PUBLIC INFORMATION
FUND ORGKEY
GENERAL FUND 101121
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 278,290 380,834 380,834 338,263 365,707 5005 Vacancies - - - (12,517) (12,648)
5101 Overtime Salaries 7,133 5,000 5,000 7,000 7,000
5202 Holiday Pay 4,537 - 2,171 - -
5203 Bonus 785 747 747 780 780
5204 Accrual Payout 30,457 - 1,055 2,442 2,442
5301 Banked Leave Buy Back 6,268 24,429 24,429 2 2
5401 Pension Contributions 81,790 112,581 112,581 97,314 97,428 5501 Social Security/Medicare 23,323 29,863 29,863 25,913 25,913 5601 Deferred Compensation 21,777 16,131 20,811 15,962 15,962 5701 Health/Dental Insurance 54,901 54,317 54,317 52,181 52,306 5702 Workers' Comp Insurance 8,216 8,502 8,502 8,549 8,775 5703 Disability Insurance 1,212 1,006 1,006 1,084 1,084 5704 Unemployment Insurance 255 1,367 1,367 1,367 1,367 5705 Life Insurance 161 198 198 199 199
5801 Vehicle Allowance 900 900 900 900 900
5802 Eyecare Reimbursement 370 945 945 900 900
5803 Clothing Allowance 300 300 300 - -
5903 Other Taxable Benefits 173 323 323 473 473
TOTAL SALARIES AND
BENEFITS
520,848 637,443 645,348 540,811 568,590
SERVICES
6106 Other Professional Services 32,140 32,826 32,826 34,232 34,522 6304 Telephone 678 546 546 563 579
6401 Meeting & Prof Development 36 1,639 1,000 1,688 1,738 6402 Travel
Expense/Reimbursement
- 3,000 1,000 3,090 3,183
6403 Training - 5,000 600 5,150 5,305
6703 Software Support/Development - 3,661 3,661 3,771 3,884 6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6803 City Garage Charges - 5,168 4,523 3,658 3,316
6907 Comms Service & Rental - 1,870 500 1,926 1,984
6909 Subscriptions & Memberships 7,836 5,303 13,840 5,462 5,625 6910 Labor - - 3,203 - -
TOTAL SERVICES 55,921 72,431 75,117 81,298 82,621
SUPPLIES
7002 Office Supplies 352 510 300 525 541
7004 Uniform/Safety Clothing - 546 546 563 579
7101 Office Equipment & Furniture 1,475 1,092 1,092 1,125 1,159 7810 Special Departmental Supplies - 1,561 500 1,607 1,656 7812 Audio-Visual Materials 5,557 1,639 15,000 1,688 1,738 7901 Non-Capital Expenditures - 5,000 5,000 5,150 5,305 TOTAL SUPPLIES 7,384 10,348 22,439 10,658 10,978
FIXED ASSETS
8703 Computer Equipment - - 25,000 - -
TOTAL FIXED ASSETS 0 0 25,000 0 0
DIVISION TOTAL 584,153 720,221 767,905 632,767 662,188
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
30 DEPARTMENT/DIVISION
PRINT SHOP
FUND ORGKEY
GENERAL FUND 101124
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6710 Special Contractual Services 11,614 14,168 16,000 16,480 16,974 6906 Office Equip & Furn Rent 2,382 - - - -
6907 Comms Service & Rental 3,753 1,852 3,917 4,035 4,156 TOTAL SERVICES 17,749 16,020 19,917 20,515 21,130
SUPPLIES
7002 Office Supplies - 114 114 118 121
7203 Office Equipment Maintenance 1,569 2,868 2,868 2,954 3,042 TOTAL SUPPLIES 1,569 2,982 2,982 3,072 3,164
DIVISION TOTAL 19,318 19,002 22,900 23,586 24,294
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
31 City Homeless Solutions
Miss
ion Statement:
The Cit
y 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.
Depart
mental Goals:
• The Homel
ess Solutions Division is committed to reducing homelessness in the City of Redlands through a coordinated, housing -focused approach that prioritizes efficiency, accountability, and positive outcomes for individuals and families experiencing homelessness. • The Division aims to expand access to interim and permanent housing options, strengthen street outreach and engagement efforts, and improve connections to behavioral health, substance use treatment, and other supportive services. • Enhance data collection, performance measurement, and reporting to ensure programs are effective and aligned with City Council priorities.
• Strengthen partnerships with regional agencies, service providers, and community stakeholders to maximize resources and improve system-wide coordination. • All efforts are guided by a commitment to fiscal responsibility, regulatory compliance, and improving overall health, safety, and quality of life within the community.
Sustai
nability Efforts:
• Incl
usion 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.
• Ongoing effort to scan and store files electronically.
Progr
am 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.
Progr
am Objectives:
• Increase placements into permanent housing through rapid rehousing and housing navigation programs.
• Expand access to interim shelter and supportive services for individuals experiencing homelessness.
• Strengthen street outreach and engagement efforts to connect unsheltered individuals to housing and services.
• Improve coordination with behavioral health and substance use treatment providers. • Collaborate with local, regional, state, and federal partners to enhance service delivery and resource alignment.
• Ensure compliance with grant requirements and applicable regulations. • Maintain accurate and timely data collection, reporting, and performance tracking. • Monitor contracts and program performance to ensure effective and efficient use of resources.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
32 • Continuously evaluate and improve programs to align with City Council priorities and community needs.
Accompl
ishments for Fiscal Years 2024–2025 and 2025–2026
• Secured and
administered state and federal grant funding, including Homeless Housing, Assistance and Prevention (HHAP), Prop 47, and Encampment Resolution Funding (ERF), to expand local homeless services.
• Increased the number of individuals placed into permanent housing through rapid rehousing and housing navigation efforts.
• Expanded interim shelter capacity and maintained consistent shelter placements to reduce unsheltered homelessness.
• Strengthened multidisciplinary street outreach teams, including behavioral health partnerships, resulting in increased engagement with unsheltered individuals. • Conducted coordinated encampment resolution efforts, improving public health and safety while connecting individuals to services and shelter.
• Enhanced coordination with regional service providers, nonprofits, and county partners to improve service delivery and system integration.
• Improved data tracking, reporting, and compliance with state and federal requirements, including HMIS and performance metrics.
• Continued administration and oversight of contracts to ensure high- quality service delivery and accountability of funded programs.
• Supported the City Council, City Manager, and departments with regular updates, reports, and strategic planning related to homelessness.
Operat
ional Improvements and Key Projects (FY 2027–2028)
During FY 2027 and FY 2028, the Division will focus on expanding rapid rehousing and housing navigation efforts to increase placements into permanent housing, particularly for individuals with high barriers. The Division will also enhance multidisciplinary outreach efforts, including strengthened coordination with behavioral health providers, to improve engagement, service delivery, and encampment resolution outcomes. Continued improvements to data tracking and performance management systems will support more efficient service delivery and reporting.
Capital
Projects (>$50,000)
Planned capital investments include improvements to Permanent Supportive Housing to enhance safety, accessibility, and overall service capacity to Redlands Project Home Key site. Additional investments in technology and data systems will support improved coordination of services, compliance with state and federal requirements, and more effective tracking of program outcomes.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
33 DEPARTMENT/DIVISION
HOMELESS SOLUTIONS
FUND ORGKEY
GENERAL FUND 101126
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time - 185,635 185,635 130,634 141,405 5002 Salaries: Part-Time 1,614 - 18,744 25,710 25,710
5005 Vacancies - - - (5,243) (5,319)
5301 Banked Leave Buy Back 231 - 951 1 1
5401 Pension Contributions 642 - 2,794 36,014 37,444
5501 Social Security/Medicare 167 - 1,648 12,214 12,588 5701 Health/Dental Insurance 2,105 - - 26,733 26,809
5704 Unemployment Insurance - - 1,072 434 434
5705 Life Insurance - - 5 63 63
TOTAL SALARIES AND
BENEFITS
4,759 185,635 210,849 226,558 239,135
SERVICES
6007 Penalties and Interest 76 5 2,951 2,800 2,800
6102 Legal Services 79,824 21,348 21,348 23,000 23,690
6106 Other Professional Services 18,700 164,582 185,164 100,000 103,000 6301 Water Wastewater Refuse - - 37,283 30,000 35,000
6304 Telephone 11,564 6,143 15,000 18,000 12,000
6307 Electricity & Gas 26,857 7,561 100,000 75,000 75,000 6401 Meeting & Prof Development 2,318 300 3,000 5,000 5,000 6402 Travel
Expense/Reimbursement
1,014 - 3,103 2,000 2,000
6403 Training 1,500 - 3,485 2,500 2,500
6703 Software Support/Development 4,800 4,800 - 4,800 4,800 6708 Special Program Expenditures 66,815 64,161 25,000 20,000 20,000 6710 Special Contractual Services 237,012 688,197 500,000 528,000 550,000 6712 Landfill Tipping Charges 18,020 12,940 7,500 3,000 3,000 6803 City Garage Charges - - 28,945 - 21,224
6901 Printing and Binding 4,230 4,230 4,230 500 500
6903 Janitorial Services 15,420 15,900 15,900 8,000 8,000 6904 Land and Building Rent 4,200 4,200 - - -
6910 Labor 58,618 66,345 60,000 40,000 40,000
TOTAL SERVICES 550,967 1,060,712 1,012,909 862,600 908,514
SUPPLIES
7002 Office Supplies 10,601 2,080 5,300 10,000 10,300
7004 Uniform/Safety Clothing - - 334 3,000 3,000
7101 Office Equipment & Furniture 26,834 40,820 30,000 25,000 25,000 7102 Small Tools & Equipment - - 1,288 2,000 2,000
7204 Building/Grounds Maintenance 8,195 5,695 7,300 5,695 5,695 7205 Machinery & Equip. Maint. 20,118 25,000 35,813 30,000 30,000 7206 Vehicle Maintenance 963 1,768 4,531 8,000 8,000
7208 Repair/Maintenance Supplies 21,096 4,678 35,908 6,000 6,180 7209 Janitorial Supplies - - 30 - -
7210 Building Supplies 4,283 4,283 - - -
7211 Computer Components 1,830 - 5,909 2,000 2,060
7807 Food 3,355 1,805 4,685 5,000 5,150
7810 Special Departmental Supplies 7,065 13,527 21,091 13,527 13,527 7901 Non-Capital Expenditures 10,680 10,680 - - -
TOTAL SUPPLIES 115,019 110,336 152,189 110,222 110,912
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
34 DEPARTMENT/DIVISION
HOMELESS SOLUTIONS
FUND ORGKEY
GENERAL FUND 101126
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIXED ASSETS
8801 Capital Lease (1,555) 15,553 19,714 19,714 19,714
TOTAL FIXED ASSETS (1,555) 15,553 19,714 19,714 19,714
DEBT SERVICE
9002 Principal - Lease 16,864 - - - -
9102 Interest - Lease 1,800 - - - -
TOTAL DEBT SERVICE 18,664 - - - -
DIVISION TOTAL 687,853 1,372,237 1,395,661 1,219,094 1,278,274 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
35 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CITY MANAGER 886,645 912,653 974,594 943,500 876,124
PUBLIC INFORMATION 584,153 720,221 767,905 632,767 662,188 PRINT SHOP 19,318 19,002 22,900 23,586 24,294
HOMELESS SOLUTIONS 687,853 1,372,237 1,395,661 1,219,094 1,278,274 DEPARTMENT TOTAL 2,177,970 3,024,113 3,161,059 2,818,948 2,840,881 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
36 DEPARTMENT/DIVISION
CITY MANAGER GRANTS
FUND ORGKEY
GRANTS 200120
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 273,515 1,844,230 2,629,264 - - 5002 Salaries: Part-Time 171,632 - 15,000 - -
5101 Overtime Salaries 1,836 - - - -
5202 Holiday Pay 2,738 - - - -
5204 Accrual Payout 1,076 - - - -
5301 Banked Leave Buy Back 5,540 - - - -
5401 Pension Contributions 140,058 - - - -
5501 Social Security/Medicare 35,053 - - - -
5601 Deferred Compensation 1,287 - - - -
5701 Health/Dental Insurance 74,838 - - - -
5703 Disability Insurance 1,896 - - - -
5704 Unemployment Insurance 4,919 - - - -
5705 Life Insurance 260 - - - -
5802 Eyecare Reimbursement - - - - -
5803 Clothing Allowance 900 - - - -
5903 Other Taxable Benefits 1,429 - - - -
TOTAL SALARIES AND
BENEFITS
716,976 1,844,230 2,644,264 - -
SERVICES
6104 Auditing and Accounting - - 25,000 - -
6402 Travel
Expense/Reimbursement
646 - 605 - -
6403 Training 20,000 20,000 - -
6703 Software Support/Development 14,932 99,145 107,481 - - 6708 Special Program Expenditures 5,075,942 4,495,263 3,822,190 - - 6710 Special Contractual Services 12,376 355,584 330,011 - - TOTAL SERVICES 5,103,896 4,969,992 4,305,286 - -
SUPPLIES
7002 Office Supplies 43,912 43,912 - -
7211 Computer Components 3,009 - - - -
7810 Special Departmental Supplies 9,000 9,000 - -
TOTAL SUPPLIES 3,009 52,912 52,912 - -
FIXED ASSETS
8401 Wastewater Infrastructure 864,672 135,328 - - -
TOTAL FIXED ASSETS 864,672 135,328 - - -
DIVISION TOTAL 6,688,552 7,002,463 7,002,463 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
37 DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CITY MANAGER GRANTS 6,688,552 7,002,463 7,002,463 - -
DEPARTMENT TOTAL 6,688,552 7,002,463 7,002,463 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
38 City Attorney
Miss
ion Statement:
The Cit
y 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 City Departments’ program objectives.
Depart
mental Goals:
• Proac
tively 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’ in achieving their goals and objectives. • Resolve all legal disputes efficiently and cost -effectively while protecting the City’s legal interests.
Sustai
nability Efforts:
• Incl
usion 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.
• Ongoing efforts to scan and store files electronically.
Progr
am Description:
The Cit
y 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 counsel. The City Attorney also serves as general counsel to the Successor Agency to the former Redevelopment Agency of the City of Redlands.
Progr
am Objectives:
• Prov
ide the highest quality legal services by drafting and/or providing timely review of all ordinances, resolutions, contracts, and other legal documents in the normal course of City business.
• Ensure services are provided to the City Council and staff as required or permitted by law. • Ensure cost-effective governmental claims 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. • Coordinate with all City departments to review and ensure compliance with subpoena requests and requests for documents under the California Public Records Act.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
39 Accomplishments for Fiscal Years 2024-25 and 2025-26:
• The Cit
y 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 taxpayers.
• Completed 955 public records requests for 2024-25, and 870 for 2025-26 (to date). • Closed 7 lawsuits in Fiscal Year 2024-25. Closed 10 lawsuits in Fiscal Year 2025-26. • Brown Act training for the Human Relations Commission ( HRC), Cultural Arts Commission, Citrus Preservation Commission and Planning Commission
• Conducted California Public Records Act (CPRA) training.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
40 DEPARTMENT/DIVISION
CITY ATTORNEY
FUND ORGKEY
GENERAL FUND 101150
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 401,293 414,842 414,842 443,122 459,158 5002 Salaries: Part-Time - - - 40,937 40,937
5005 Vacancies - - - (15,760) (15,519)
5202 Holiday Pay 49 - - - -
5203 Bonus 523 498 498 520 520
5204 Accrual Payout 5,303 - 1,956 1,048 1,048
5301 Banked Leave Buy Back - 4,513 4,513 1 1
5401 Pension Contributions 114,901 122,655 122,655 120,887 121,124 5501 Social Security/Medicare 23,132 24,214 24,214 25,513 25,546 5601 Deferred Compensation 16,795 15,220 15,220 15,837 15,837 5701 Health/Dental Insurance 32,508 29,331 29,331 34,812 34,824 5702 Workers' Comp Insurance 5,477 5,668 5,668 5,699 5,850 5704 Unemployment Insurance 145 955 1,206 955 955
5705 Life Insurance 78 139 139 139 139
5801 Vehicle Allowance 6,600 6,600 6,600 6,600 6,600
5802 Eyecare Reimbursement - 660 660 330 330
5903 Other Taxable Benefits 155 330 330 330 330
TOTAL SALARIES AND
BENEFITS
606,959 625,625 627,832 680,970 697,681
SERVICES
6102 Legal Services 298,274 163,863 272,000 280,160 288,565 6106 Other Professional Services 14,666 936 15,005 824 849 6304 Telephone 1,590 2,185 2,185 2,250 2,318
6401 Meeting & Prof Development 649 1,366 1,366 1,407 1,449 6402 Travel
Expense/Reimbursement
1,162 3,277 3,277 3,376 3,477
6403 Training 280 1,092 1,092 1,125 1,159
6601 Postage 328 202 202 208 214
6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6901 Printing and Binding - 1,769 1,000 1,030 1,061
6907 Comms Service & Rental 4,151 - 5,040 5,191 5,347
6909 Subscriptions & Memberships 12,231 10,474 12,676 13,056 13,448 TOTAL SERVICES 348,562 198,582 327,261 330,386 340,370
SUPPLIES
7001 Books & Supplies - 1,420 1,420 1,463 1,507
7002 Office Supplies 422 546 546 563 579
7101 Office Equipment & Furniture - 109 109 113 116
TOTAL SUPPLIES 422 2,076 2,076 2,138 2,202
DIVISION TOTAL 955,943 826,283 957,168 1,013,494 1,040,253 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
41 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CITY ATTORNEY 955,943 826,283 957,168 1,013,494 1,040,253 DEPARTMENT TOTAL 955,943 826,283 957,168 1,013,494 1,040,253 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
42 Human Resources Department
Progr
am Description:
The Human
Resources team works collaboratively to develop and administer programs that are designed to increase the effectiveness of staff and the organization. Human Resources provides the full range of services to all City departments, and where applicable, residents and visitors to our community. The primary functions include recruitment and selection, employee benefits administration, wellness, performance management, safety, risk 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.
Progr
am Objectives:
• Facil
itate 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 involv ement through enhanced outreach
Proj
ects:
• Impl
ementation 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
FY2027 and FY2028 Proposed Biennial Budget
43 DEPARTMENT/DIVISION
HUMAN RESOURCES
FUND ORGKEY
GENERAL FUND 101140
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 347,172 477,706 477,706 451,472 481,343 5002 Salaries: Part-Time - 35,000 35,000 - -
5005 Vacancies - - - (16,388) (16,525)
5202 Holiday Pay 1,778 - 1,241 - -
5203 Bonus 785 1,896 2,341 2,676 2,676
5204 Accrual Payout 35,120 - 2,049 2,895 2,895
5301 Banked Leave Buy Back 1,082 20,326 20,326 2,263 2,263 5401 Pension Contributions 97,597 122,872 122,872 125,153 128,171 5501 Social Security/Medicare 26,780 32,742 32,742 32,879 33,660 5601 Deferred Compensation 29,258 14,307 14,307 12,092 12,221 5701 Health/Dental Insurance 78,747 59,008 59,008 48,742 48,854 5702 Workers' Comp Insurance 20,741 21,462 21,462 39,017 40,047 5703 Disability Insurance 220 252 252 319 334
5704 Unemployment Insurance 329 1,953 1,953 1,584 1,584 5705 Life Insurance 188 221 221 230 230
5801 Vehicle Allowance 3,300 2,400 2,400 3,300 3,300
5802 Eyecare Reimbursement 1,662 1,050 1,050 930 930
5803 Clothing Allowance 120 120 120 120 120
5903 Other Taxable Benefits 693 945 945 788 788
5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
645,572 792,260 795,996 708,071 742,890
SERVICES
6007 Penalties and Interest 14 - 40 - -
6102 Legal Services 46,773 19,500 50,000 51,500 53,045
6105 Medical/Physicals 15,950 31,350 31,350 31,930 32,888 6106 Other Professional Services 77,775 237,392 274,865 15,450 15,914 6304 Telephone 4,118 - 3,000 3,090 3,183
6401 Meeting & Prof Development 9,527 5,000 5,100 5,150 5,305 6402 Travel
Expense/Reimbursement
8,973 9,000 9,000 9,270 9,548
6403 Training 3,610 2,000 2,000 2,060 2,122
6505 Retiree Health Insurance 4,504,933 5,284,440 5,284,440 5,601,506 5,937,597 6601 Postage 2,003 1,500 1,500 1,545 1,591
6702 Fingerprinting 7,543 9,300 9,300 9,579 9,866
6703 Software Support/Development 4,815 2,730 4,765 4,908 5,055 6710 Special Contractual Services 16,666 18,000 18,540 18,540 19,096 6716 Career Fair 350 - - - -
6802 Info Tech Service Charges 76,156 67,090 67,090 108,794 112,421 6901 Printing and Binding 141 1,000 1,000 1,030 1,061
6902 Advertising 2,521 25,500 25,500 26,265 27,053
6906 Office Equip & Furn Rent 1,659 1,500 1,500 1,545 1,591 6909 Subscriptions & Memberships 7,884 6,150 7,852 6,335 6,525 6910 Labor 4,310 - - - -
TOTAL SERVICES 4,795,720 5,721,452 5,796,842 5,898,497 6,243,860
SUPPLIES
7001 Books & Supplies 1,137 620 620 639 658
7002 Office Supplies 8,029 4,550 4,550 3,142 3,236
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
44 DEPARTMENT/DIVISION
HUMAN RESOURCES
FUND ORGKEY
GENERAL FUND 101140
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7003 Awards/Recognition Prgm 13,626 14,300 14,300 14,729 15,171 7101 Office Equipment & Furniture 5,487 5,500 5,500 5,665 5,835 7210 Building Supplies 5,690 - - - -
7211 Computer Components 1,621 3,000 3,000 3,090 3,183
7806 Promotional Supplies 597 800 800 824 849
7807 Food 3,817 3,000 3,000 3,090 3,183
7810 Special Departmental Supplies 3,483 4,369 4,369 3,605 3,713 TOTAL SUPPLIES 43,486 36,139 36,139 34,783 35,827
DIVISION TOTAL 5,484,778 6,549,851 6,628,977 6,641,351 7,022,576 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
45 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
HUMAN RESOURCES 5,484,778 6,549,851 6,628,977 6,641,351 7,022,576 DEPARTMENT TOTAL 5,484,778 6,549,851 6,628,977 6,641,351 7,022,576 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
46 Risk Management Division
Progr
am 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 third-party administrators (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:
• Identi
fy 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
FY2027 and FY2028 Proposed Biennial Budget
47 DEPARTMENT/DIVISION
RISK MANAGEMENT
FUND ORGKEY
LIABILITY SELF-INSURANCE 602140
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 154,076 210,231 210,231 208,385 222,889 5202 Holiday Pay 329 - 477 - -
5203 Bonus - 948 948 948 948
5204 Accrual Payout 17,516 - 4,231 1,346 1,346
5301 Banked Leave Buy Back 182 8,443 8,443 227 227
5401 Pension Contributions 42,686 61,483 61,483 57,106 58,278 5402 GASB68 Pension Expense (58,606) - - - -
5501 Social Security/Medicare 12,301 14,912 14,912 15,150 15,452 5601 Deferred Compensation 12,245 6,439 6,439 4,705 4,757 5701 Health/Dental Insurance 41,366 31,941 31,941 31,457 31,534 5702 Workers' Comp Insurance 5,477 5,668 5,668 5,699 5,850 5703 Disability Insurance 110 126 126 160 167
5704 Unemployment Insurance 111 738 738 738 738
5705 Life Insurance 89 107 107 107 107
5801 Vehicle Allowance 1,200 1,200 1,200 1,200 1,200
5802 Eyecare Reimbursement 300 510 510 450 450
5803 Clothing Allowance 60 60 60 60 60
5901 Compensated Absences
Expense
2,143 - - - -
5903 Other Taxable Benefits 280 465 465 255 255
TOTAL SALARIES AND
BENEFITS
231,866 343,271 347,980 327,993 344,257
SERVICES
6007 Penalties and Interest - - 22,016 - -
6102 Legal Services 1,574,000 480,000 1,500,000 494,400 509,232 6106 Other Professional Services 1,032 - 30,561 31,421 32,364 6304 Telephone 1,233 800 824 824 849
6401 Meeting & Prof Development 2,230 3,000 3,000 3,090 3,183 6402 Travel
Expense/Reimbursement
5,837 4,000 4,000 4,120 4,244
6501 Settlements/Judgments - 10,000 2,148,625 - -
6502 Property Insurance 2,058,299 2,800,000 2,100,000 2,640,000 3,168,000 6505 Retiree Health Insurance 3,514 - - - -
6506 Premiums for Excess
Coverage
2,139,938 3,065,400 3,065,400 3,157,362 3,252,083
6507 Liability Claims 3,460,965 350,000 350,000 360,500 371,315 6510 Other Insurance 14,832 28,000 28,000 28,840 29,705 6601 Postage 4 100 100 103 106
6710 Special Contractual Services 280,184 251,744 171,690 176,841 182,146 6802 Info Tech Service Charges 7,616 6,709 6,709 10,879 11,242 6901 Printing and Binding - 100 100 103 106
6906 Office Equip & Furn Rent 53 750 750 773 796
6909 Subscriptions & Memberships 726 210 1,000 1,000 1,000 TOTAL SERVICES 9,550,463 7,000,813 9,432,775 6,910,255 7,566,370
SUPPLIES
7002 Office Supplies 753 620 620 639 658
TOTAL SUPPLIES 753 620 620 639 658
DIVISION TOTAL 9,783,082 7,344,704 9,781,375 7,238,887 7,911,285 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
48 DEPARTMENT SUMMARY
FUND
LIABILITY SELF-INSURANCE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
RISK MANAGEMENT 9,783,082 7,344,704 9,781,375 7,238,887 7,911,285 DEPARTMENT TOTAL 9,783,082 7,344,704 9,781,375 7,238,887 7,911,285 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
49 Workers’ Compensation Division
Progr
am Description:
The Ci
ty 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.
Progr
am Objectives:
• Monit
or the performance of the City’s TPA for efficiency, service s tandards, 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 employees 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 Disability Retirement programs in a fiscally responsible manner
• Facilitate a return-to-work (RTW) program for those 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
FY2027 and FY2028 Proposed Biennial Budget
50 DEPARTMENT/DIVISION
WORKERS'
COMPENSATION
FUND ORGKEY
WORKERS' COMPENSATION 606141
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 146,681 197,562 197,562 195,381 209,133 5202 Holiday Pay 433 - 406 - -
5203 Bonus - 948 948 948 948
5204 Accrual Payout 14,332 - 2,543 1,316 1,316
5301 Banked Leave Buy Back 353 9,573 9,573 453 453
5401 Pension Contributions 41,011 58,891 58,891 54,004 55,189 5402 GASB68 Pension Expense (33,198) - - - -
5501 Social Security/Medicare 11,460 14,329 14,329 14,293 14,598 5601 Deferred Compensation 13,695 8,387 8,387 5,727 5,806 5701 Health/Dental Insurance 41,037 27,334 27,334 27,455 27,515 5703 Disability Insurance 110 126 126 160 167
5704 Unemployment Insurance 117 651 651 651 651
5705 Life Insurance 65 95 95 95 95
5801 Vehicle Allowance 1,200 1,200 1,200 1,200 1,200
5802 Eyecare Reimbursement 297 450 450 390 390
5803 Clothing Allowance 60 60 60 60 60
5901 Compensated Absences
Expense
6,072 - - - -
5903 Other Taxable Benefits 376 435 435 465 465
TOTAL SALARIES AND
BENEFITS
244,101 320,041 322,990 302,598 317,986
SERVICES
6102 Legal Services 88,377 99,000 99,000 101,970 105,029 6106 Other Professional Services - 38,400 38,400 38,400 38,400 6401 Meeting & Prof Development - 3,000 3,000 3,090 3,183 6402 Travel
Expense/Reimbursement
- 4,000 4,000 4,120 4,244
6505 Retiree Health Insurance 7,989 4,100 4,100 4,223 4,350 6506 Premiums for Excess
Coverage
265,747 300,000 300,000 309,000 318,270
6509 Worker's Comp Claims 3,410,740 1,500,000 1,700,000 1,545,000 1,591,350 6601 Postage 3 - - - -
6710 Special Contractual Services 179,708 366,957 184,919 190,467 196,181 6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6804 General Govt Service Charge 91,712 94,922 94,922 97,997 102,231 6901 Printing and Binding - 50 50 52 52
6906 Office Equip & Furn Rent - 750 750 773 796
TOTAL SERVICES 4,059,506 2,424,597 2,442,559 2,316,850 2,386,568
SUPPLIES
7002 Office Supplies - 370 500 381 393
7101 Office Equipment & Furniture - 1,835 1,835 1,890 1,947 TOTAL SUPPLIES - 2,205 2,335 2,271 2,339
DIVISION TOTAL 4,303,607 2,746,843 2,767,884 2,621,718 2,706,893 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
51 Safety Division
Progr
am Description:
Empl
oyee safety is an organizational responsibility first and foremost, as well as a personal responsibility. T he 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 must maintain to continue working in compliance with OSHA and other regulatory agencies.
Progr
am Objectives:
• Prov
ide 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 • Review and update the City’s Workplace Violence 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
FY2027 and FY2028 Proposed Biennial Budget
52 DEPARTMENT/DIVISION
SAFETY PROGRAM
FUND ORGKEY
WORKERS' COMPENSATION 606142
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 114,652 160,009 160,009 155,968 167,942 5202 Holiday Pay 318 - 260 - -
5203 Bonus - 474 474 474 474
5204 Accrual Payout 11,355 - 5,107 1,263 1,263
5301 Banked Leave Buy Back 359 6,053 6,053 453 453
5401 Pension Contributions 32,067 46,694 46,694 43,138 44,277 5501 Social Security/Medicare 9,151 11,710 11,710 11,607 11,902 5601 Deferred Compensation 7,392 5,948 5,948 4,155 4,208 5701 Health/Dental Insurance 27,322 21,349 21,349 22,098 22,141 5703 Disability Insurance 55 63 63 80 84
5704 Unemployment Insurance 104 564 564 564 564
5705 Life Insurance 51 82 82 82 82
5801 Vehicle Allowance 600 600 600 600 600
5802 Eyecare Reimbursement - 390 390 360 360
5803 Clothing Allowance 30 30 30 30 30
5903 Other Taxable Benefits 240 300 300 315 315
TOTAL SALARIES AND
BENEFITS
203,695 254,266 259,633 241,186 254,695
SERVICES
6105 Medical/Physicals 1,062 2,500 2,000 2,575 2,652
6401 Meeting & Prof Development - 1,500 1,500 1,545 1,591 6402 Travel
Expense/Reimbursement
- 2,000 2,000 2,060 2,122
6403 Training 1,620 6,120 6,120 6,304 6,493
6703 Software Support/Development - 4,500 4,500 4,635 4,774 6710 Special Contractual Services - 1,000 1,000 1,000 1,061 6901 Printing and Binding - 100 - 103 106
6909 Subscriptions & Memberships 331 360 360 371 382
TOTAL SERVICES 3,013 18,080 17,480 18,592 19,181
SUPPLIES
7001 Books & Supplies - 1,225 1,000 1,262 1,300
7002 Office Supplies - 600 600 618 637
7004 Uniform/Safety Clothing - 480 480 494 509
7102 Small Tools & Equipment - 1,225 1,225 1,262 1,300
7806 Promotional Supplies 3,986 20,000 15,000 20,000 20,000 7810 Special Departmental Supplies 92 610 610 40,628 647 TOTAL SUPPLIES 4,078 24,140 18,915 64,264 24,392
DIVISION TOTAL 210,787 296,486 296,028 324,042 298,268
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
53 Tra
ining Division
Progr
am Description:
The Hum
an 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.
Progr
am Objective:
• Prov
ide 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
FY2027 and FY2028 Proposed Biennial Budget
54 DEPARTMENT/DIVISION
TRAINING PROGRAM
FUND ORGKEY
WORKERS' COMPENSATION 606143
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 205,336 260,724 260,724 261,274 282,453 5202 Holiday Pay 1,610 - 503 - -
5203 Bonus - 474 474 474 474
5204 Accrual Payout 12,563 - 3,324 2,365 2,365
5301 Banked Leave Buy Back 905 10,075 10,075 2,488 2,488 5401 Pension Contributions 58,301 77,308 77,308 73,070 75,033 5501 Social Security/Medicare 16,398 19,916 19,916 20,042 20,550 5601 Deferred Compensation 8,707 7,699 7,699 5,881 5,955 5701 Health/Dental Insurance 36,886 35,468 35,468 27,407 27,460 5703 Disability Insurance 55 63 63 80 84
5704 Unemployment Insurance 234 1,042 1,042 1,042 1,042 5705 Life Insurance 113 151 151 151 151
5801 Vehicle Allowance 600 600 600 600 600
5802 Eyecare Reimbursement - 720 720 690 690
5803 Clothing Allowance 30 30 30 30 30
5903 Other Taxable Benefits 345 465 465 480 480
5904 Tuition Reimbursement 90,253 - 73,110 82,200 80,050
TOTAL SALARIES AND
BENEFITS
432,337 414,735 491,672 478,272 499,904
SERVICES
6401 Meeting & Prof Development 500 2,950 3,243 3,039 3,130 6402 Travel
Expense/Reimbursement
442 4,400 3,000 4,532 4,668
6403 Training 16,743 43,500 40,000 44,805 46,149
6703 Software Support/Development 78,532 47,270 47,270 48,688 50,149 6710 Special Contractual Services 6,450 6,120 6,120 6,304 6,493 6901 Printing and Binding - 500 500 515 530
TOTAL SERVICES 102,667 104,740 100,133 107,882 111,119
SUPPLIES
7001 Books & Supplies - 1,000 1,000 1,030 1,061
7002 Office Supplies - 500 500 515 530
7101 Office Equipment & Furniture 2,977 5,000 5,000 5,150 5,305 7211 Computer Components 88 1,500 1,500 1,545 1,591
TOTAL SUPPLIES 3,064 8,000 8,000 8,240 8,487
DIVISION TOTAL 538,068 527,475 599,805 594,394 619,510
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
55 DEPARTMENT SUMMARY
FUND
WORKERS' COMPENSATION
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
WORKERS' COMPENSATION 4,303,607 2,746,843 2,767,884 2,621,718 2,706,893 SAFETY PROGRAM 210,787 296,486 296,028 324,042 298,268
TRAINING PROGRAM 538,068 527,475 599,805 594,394 619,510 DEPARTMENT TOTAL 5,052,463 3,570,804 3,663,716 3,540,155 3,624,670 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
56 Management Services / Finance Department
Mission St
atement:
The mission of
the Management Services / Finance Department is to provide effective and timely support services involving a wide range of internal 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.
Department
al Description:
The Management Ser
vices / 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 Ser
vices 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 i
s responsible for providing the following major services to the City and its constituents:
• Annual Budget and Fi
nancial 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
FY2027 and FY2028 Proposed Biennial Budget
57 Finance
Program Descr
iption:
This divis
ion performs the functions of administration, 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 Ob
jectives:
• 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.
• 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.
Accomplish
ments for Fiscal Year 2024-25:
• Completed con
tinuous enhancements to our new enterprise resource planning system, Tyler Munis, alongside technical support from the Division of Innovation & Technology. • Supported meetings of the Measure T Oversight Board and produced the Annual Measure T Report for Oversight Board approval for fiscal year 2024. • Completed the City’s Annual Financial Report for the Year Ended June 30, 2025, 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 twenty 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.
• Worked with all city departments to complete the biennial city inventory audit for vehicles and equipment.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
58 • Completed the 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 58
citywide grants.
Accomplishment
s for Fiscal Year 2025-26:
• Supported meetings of the Measure T Oversight Board and produced the Annual Measure T Report for Oversight B
oard approval for fiscal year 2025.
• 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 t he fiscal year 2027 and fiscal year 2028.
• 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 proc
essing budget transfers, reviewing year-to-date-
report, and purchase or
der report.
• Completed the special annual reporting for AQMD 2766 and paramedic assessment. • Continued to support the M
OU negotiations with the City’s various bargaining units • Completed the City’s Mid-Biennium Budget update as a part of the biennial budget process. • Implemented Citywide ClearGov budget software.
• Continue the planning and implementation of t
ime and attendance and contract management
modules in Tyler Munis.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
59 DEPARTMENT/DIVISION
FINANCE
FUND ORGKEY
GENERAL FUND 101501
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 763,856 843,992 843,992 880,164 949,143 5002 Salaries: Part-Time - - 4,000 16,830 16,830
5005 Vacancies - - - (32,423) (32,849)
5101 Overtime Salaries 7,765 15,300 15,300 15,759 16,232 5202 Holiday Pay 9,749 - 2,581 - -
5203 Bonus 1,308 1,185 4,500 1,185 1,185
5204 Accrual Payout 20,382 - 8,713 16,738 16,738
5301 Banked Leave Buy Back 13,484 31,471 31,471 9,305 9,305 5401 Pension Contributions 220,709 244,292 244,292 242,026 246,189 5501 Social Security/Medicare 61,039 63,299 63,299 68,223 69,270 5601 Deferred Compensation 13,671 13,505 14,224 13,505 13,505 5701 Health/Dental Insurance 124,515 150,975 150,975 109,200 109,645 5702 Workers' Comp Insurance 32,712 33,851 33,851 41,320 42,411 5703 Disability Insurance 2,558 2,661 2,661 3,669 3,748 5704 Unemployment Insurance 690 4,145 4,145 4,579 4,579 5705 Life Insurance 592 602 602 603 603
5801 Vehicle Allowance 1,500 1,500 1,500 1,500 1,500
5802 Eyecare Reimbursement 2,546 2,863 2,863 2,790 2,790 5803 Clothing Allowance 1,200 1,200 1,200 1,200 1,200
5903 Other Taxable Benefits 2,693 2,933 2,933 4,733 4,733
TOTAL SALARIES AND
BENEFITS
1,280,967 1,413,774 1,433,102 1,400,905 1,476,756
SERVICES
6004 Bank/Collection Agent Fees 50,503 60,500 60,500 62,315 64,184 6005 License & Permits 150 300 300 309 318
6007 Penalties and Interest 5,181 1,500 1,500 1,545 1,591 6102 Legal Services - 1,000 1,000 1,030 1,061
6104 Auditing and Accounting 68,348 106,352 112,380 85,244 87,800 6106 Other Professional Services 134,297 613,951 726,001 292,865 302,101 6304 Telephone 1,256 1,000 1,000 1,030 1,061
6401 Meeting & Prof Development 325 16,250 16,250 16,725 17,194 6402 Travel
Expense/Reimbursement
122 3,000 3,000 3,090 3,183
6403 Training 1,125 5,000 5,000 5,150 5,305
6601 Postage 5,888 10,000 10,000 10,300 10,609
6703 Software Support/Development - 3,500 20,750 11,100 13,700 6710 Special Contractual Services 8,166 2,900 2,900 2,987 3,075 6802 Info Tech Service Charges 106,618 93,926 93,926 152,312 157,389 6901 Printing and Binding 4,957 7,000 7,000 7,210 7,426 6902 Advertising 1,543 1,650 1,650 1,700 1,750
6906 Office Equip & Furn Rent 1,659 5,500 5,500 5,665 5,835 6909 Subscriptions & Memberships 1,555 4,100 4,100 4,223 4,350 6910 Labor 1,543 - - - -
TOTAL SERVICES 393,235 937,429 1,072,757 664,800 687,933
SUPPLIES
7002 Office Supplies 8,291 34,000 34,000 26,780 27,583
7003 Awards/Recognition Prgm - 700 700 721 743
7004 Uniform/Safety Clothing - 110 110 113 117
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
60 DEPARTMENT/DIVISION
FINANCE
FUND ORGKEY
GENERAL FUND 101501
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7101 Office Equipment & Furniture 7,346 - - - -
7203 Office Equipment Maintenance 308 1,000 1,000 1,030 1,061 7211 Computer Components - 1,000 1,000 1,030 1,061
7807 Food 530 300 300 309 318
7810 Special Departmental Supplies - 1,800 1,800 1,854 1,910 TOTAL SUPPLIES 16,475 38,910 38,910 31,837 32,792
FIXED ASSETS
8703 Computer Equipment - 150,000 - - -
8999 Capital Expenditure Offset 95,400 - - - -
TOTAL FIXED ASSETS 95,400 150,000 - - -
DIVISION TOTAL 1,786,077 2,540,113 2,544,769 2,097,542 2,197,481 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
61 Revenue
Progr
am Description:
The Revenue D
ivision is responsible for the collection, safeguarding, and management of all City revenues in accordance with applicable laws, regulations, and City policies. This includes the receipt and deposit of all City funds into authorized financial institutions; to maintain and balance records of receipts and disbursements; to responsibly invest city funds through secure, approved methods. The Division prepares and submits quarterly investment reports in compliance with the City’s adopted Investment Policy and monitors all depository accounts, including the collateralization of public funds by financial institutions. Oversight of the Division’s investment activities is provided by the elected City Treasurer.
In addit
ion, the Revenue Division administers the issuance of various licenses and permits, including business licenses, dog licenses, transient occupancy tax (TOT) certificates, yard sale permits, and preferential parking permits. The Division provides front counter and customer service support to the public, processes payments for utility services, invoices, fees, and permits across all City departments, and ensures the accurate receipt and accounting of all related revenues.
Progr
am Objectives:
• Enhance oper
ational efficiency through ongoing staff training, implementation of modern technologies, and regular review and improvement of internal procedures. • Manage and maintain the City’s investment portfolio in compliance with all applicable Federal and State laws and the City’s adopted Investment Policy, including the preparation of timely and accurate investment reports.
• Ensure sufficient liquidity within the investment portfolio to meet the City’s cash flow needs, including maintaining funds adequate to support at least six months of budgeted expenditures. • Review and update internal procedures to ensure compliance with changes to the Redlands Municipal Code, particularly as they relate to licensing, permitting, and revenue collection. • Maintain and strengthen internal controls to safeguard the City’s cash, investments, and financial transactions in accordance with established governmental accounting standards. • Implement the City’s Preferential Parking Zone program in accordance with applicable ordinances and policies.
• Oversee the Business License Program in coordination with HdL Companies, ensuring compliance, accuracy, and efficient service delivery.
• Administer 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 and monitor all electronic financial transactions, including ACH, wire transfers, and other online banking activities, ensuring accuracy, security, and proper authorization. • Provide administrative and operational support to the City Treasurer, including assistance with investment activities and reporting requirements.
• Expand and improve accessible, secure, and convenient payment options for residents and customers, including online and electronic payment systems.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
62 Accomplishments for Fiscal Year 2024-25:
• Recei
ved the California Municipal Treasurers Association Investment Policy Certification. • Amended Redlands Municipal Code section pertaining to business license issuance to improve administrative processes and align reporting deadlines. • Enhanced procedures for monitoring and projecting cash flow and conducting revenue analysis.
• Continued implementation of the business license program through HdL Business License staff, including the addition of an Amnesty and Compliance Program. • Improved internal business license application processes through an automated workflow system in coordination with HdL.
• Implemented citywide fee increases in accordance with the approved fee schedule. • Established new investment accounts as directed by the City Treasurer and in accordance with the City’s Investment Policy.
• Prepared and delivered the City Treasurer’s Quarterly Investment Reports, ensuring transparency and compliance with reporting requirements. • Updated City investment policies and procedures in coordination with the City Treasurer. • Coordinated with City departments to enroll delinquent administrative citations and municipal service accounts onto the County’s special assessment tax rolls as liens. • Enhanced the City’s Cash Handling Policy to strengthen security measures and align with best practices.
Accomp
lishments for Fiscal Year 2025-26:
• Incr
eased business license revenue and improved compliance through enhanced enforcement and streamlined processes.
• Completed ordinance update transitioning business license renewals to a calendar-year cycle, improving administrative efficiency and revenue predictability. • Expanded customer payment options and strengthened PCI compliance, improving security and convenience for taxpayers.
• Successfully implemented a cashiering and utility billing system upgrade, enhancing operational efficiency and reporting capabilities.
• Enhanced procedures for monitoring and projecting cash flow and revenue analysis. • Prepared and delivered the City Treasurer’s Quarterly Investment Reports, ensuring transparency and compliance with reporting requirements. • Established new investment accounts as directed by the City Treasurer and in accordance with the City’s Investment Policy.
• Updated investment policies and procedures in coordination with the City Treasurer to reflect best practices and regulatory standards.
• Collaborated with City departments to place delinquent administrative citations and municipal service accounts on the County tax roll, improving collection rates through lien enforcement.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
63 DEPARTMENT/DIVISION
REVENUE
FUND ORGKEY
GENERAL FUND 101502
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 372,274 422,147 422,147 429,567 465,965 5005 Vacancies - - - (16,198) (16,451)
5006 Elected Official Compensation 17,550 16,800 16,800 16,800 16,800 5101 Overtime Salaries 1,286 1,750 1,750 1,950 2,500
5202 Holiday Pay 7,643 - 1,666 - -
5203 Bonus 262 237 300 237 237
5204 Accrual Payout 3,236 - 3,029 4,857 4,857
5301 Banked Leave Buy Back 5,425 14,800 14,800 7,176 7,176 5401 Pension Contributions 111,086 121,465 121,465 118,396 120,239 5501 Social Security/Medicare 30,946 33,000 33,000 34,329 34,793 5601 Deferred Compensation 7,760 6,591 8,391 6,591 6,591 5701 Health/Dental Insurance 65,248 68,285 68,285 69,022 69,189 5702 Workers' Comp Insurance 18,717 19,368 19,368 18,744 19,239 5703 Disability Insurance 1,551 1,578 1,578 2,071 2,072 5704 Unemployment Insurance 365 2,435 2,435 2,435 2,435 5705 Life Insurance 283 290 290 354 354
5801 Vehicle Allowance 300 300 300 300 300
5802 Eyecare Reimbursement 600 1,383 1,383 1,368 1,368
5803 Clothing Allowance 900 600 600 600 600
5903 Other Taxable Benefits 904 992 992 1,292 1,292
5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
646,336 712,021 718,579 699,891 739,556
SERVICES
6004 Bank/Collection Agent Fees - - 36 - -
6007 Penalties and Interest 35 - - - -
6106 Other Professional Services 227,704 352,148 501,581 367,076 380,708 6304 Telephone 1,553 2,000 2,000 2,060 2,122
6401 Meeting & Prof Development - 600 600 618 637
6402 Travel
Expense/Reimbursement
45 4,200 4,200 4,326 4,456
6403 Training 3,283 4,500 4,500 4,635 4,774
6601 Postage 4,433 6,500 6,500 6,695 6,896
6703 Software Support/Development 4,985 11,150 12,150 13,400 10,600 6710 Special Contractual Services 9,310 9,260 9,260 9,537 9,823 6802 Info Tech Service Charges 30,462 26,836 26,836 43,518 44,968 6803 City Garage Charges - 500 - - -
6901 Printing and Binding 272 3,200 3,200 3,296 3,395
6902 Advertising - 350 350 361 371
6906 Office Equip & Furn Rent 1,659 3,600 2,600 3,708 3,819 6909 Subscriptions & Memberships 300 610 610 628 647
6911 Bad Debt Expense - 500 500 500 500
TOTAL SERVICES 284,042 425,954 574,923 460,358 473,717
SUPPLIES
7002 Office Supplies 5,181 14,604 9,104 9,377 9,658
7101 Office Equipment & Furniture 207 5,000 5,000 5,150 5,305 7211 Computer Components 3,251 3,500 3,500 3,605 3,713
7807 Food 197 - 80 300 309
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
64 DEPARTMENT/DIVISION
REVENUE
FUND ORGKEY
GENERAL FUND 101502
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7810 Special Departmental Supplies 1,442 2,200 2,200 2,266 2,335 7901 Non-Capital Expenditures - 5,500 5,500 5,665 5,835 TOTAL SUPPLIES 10,278 30,804 25,384 26,363 27,154
DIVISION TOTAL 940,656 1,168,778 1,318,885 1,186,611 1,240,427 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
65 Purchasing
Program Description:
The Purchasing Division provides strategic leadership and oversight of the City’s procurement operations in accordance with Chapter 2.16 of the Municipal Code and all applicable policies and regulations. The division plans, directs, and manages citywide purchasing, warehouse operations, inventory control, and the disposition of surplus, obsolete, and scrap materials to ensure the delivery of cost-effective, high-quality goods and services for all departments.
The divi
sion serves as a key partner to City departments, leadership, and external agencies by providing expert guidance on procurement strategies, contract administration, regulatory compliance, and fiscal responsibility. Through the implementation of innovative procurement practices, technology solutions, and continuous process improvements, the division enhances operational efficiency, transparency, and accountability across the organization.
Program Objectives:
• Provide leadership and oversight of all procurement, warehouse, and inventory control operations to ensure efficient and compliant service delivery • Develop, implement, and continuously improve purchasing policies, procedures, and strategic initiatives
• Plan, coordinate, and evaluate procurement activities, including formal bids, RFPs, and contract administration
• Ensure compliance with all applicable laws, regulations, and professional standards while promoting ethical procurement practices
• Strengthen citywide procurement through training, guidance, and collaboration with departments and stakeholders
• Leverage technology systems such as PlanetBids (eProcurement) and Tyler Munis (ERP) to improve efficiency, reporting, and financial controls • Oversee the surplus property program to maximize value recovery and ensure proper disposal in accordance with regulations
• Monitor procurement performance metrics to support informed decision-making and cost savings
• Foster vendor relationships and ensure fair, open, and competitive procurement processes
• Identify and implement process improvements that increase productivity, reduce waste, and enhance service levels
Accomplishments for Fiscal Year 2025–26:
• Continued advancement of the City’s automated inventory and warehouse management systems
• Expanded implementation and optimization of the eProcurement system to improve vendor engagement and bid transparency
• Ongoing leadership in the development and implementation of the Tyler Munis ERP system
• Recipient of the 2025 Achievement of Excellence in Procurement (AEP) Award from the National Purchasing Institute (NPI), recognizing innovation, professionalism, productivity, and leadership in procurement
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
66 • Delivered comprehensive citywide and department-specific purchasing training programs to strengthen compliance and operational knowledge • Successfully managed surplus asset disposal and sales across all City departments, ensuring regulatory compliance and maximizing return value • Processed and reviewed purchase requisitions to ensure alignment with risk management, budgetary controls, and procurement regulations • Enhanced procurement processes through policy updates, workflow improvements, and increased use of technology to drive efficiency and cost savings City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
67 DEPARTMENT/DIVISION
PURCHASING
FUND ORGKEY
GENERAL FUND 101503
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 189,230 199,101 199,101 210,192 228,613 5005 Vacancies - - - (8,015) (8,119)
5202 Holiday Pay 808 - 954 - -
5204 Accrual Payout 1,286 - 1,312 1,489 1,489
5301 Banked Leave Buy Back 3,397 4,460 5,101 3,716 3,716 5401 Pension Contributions 54,997 56,657 56,657 56,979 57,052 5501 Social Security/Medicare 14,281 14,969 14,969 15,813 15,815 5601 Deferred Compensation 16,217 10,465 15,464 10,544 10,544 5701 Health/Dental Insurance 46,517 46,802 46,802 46,873 46,997 5702 Workers' Comp Insurance 5,477 5,668 5,668 5,699 5,850 5703 Disability Insurance 519 601 601 841 841
5704 Unemployment Insurance 130 868 868 868 868
5705 Life Insurance 127 126 126 126 126
5802 Eyecare Reimbursement 900 600 600 600 600
5803 Clothing Allowance 300 300 300 300 300
5903 Other Taxable Benefits 165 150 150 300 300
TOTAL SALARIES AND
BENEFITS
334,353 340,767 348,674 346,324 364,992
SERVICES
6106 Other Professional Services - 5,000 2,000 5,000 5,000 6304 Telephone 994 662 662 662 662
6401 Meeting & Prof Development - 882 900 900 950
6402 Travel
Expense/Reimbursement
- 2,400 3,800 2,500 2,700
6403 Training - 662 662 700 720
6601 Postage - 450 450 450 450
6703 Software Support/Development - 330 330 330 330
6710 Special Contractual Services - 330 330 330 330
6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6901 Printing and Binding - 4,300 4,300 4,300 4,300
6906 Office Equip & Furn Rent 1,659 2,693 2,693 2,693 2,693 6909 Subscriptions & Memberships 415 992 992 992 992
TOTAL SERVICES 18,299 32,119 30,537 40,616 41,611
SUPPLIES
7002 Office Supplies 3,789 2,000 2,000 2,000 2,000
7003 Awards/Recognition Prgm 495 880 880 880 880
7004 Uniform/Safety Clothing 251 165 165 165 165
7101 Office Equipment & Furniture - 5,292 5,292 5,292 5,292 7102 Small Tools & Equipment 24 220 220 220 220
7203 Office Equipment Maintenance - 330 330 330 330
7208 Repair/Maintenance Supplies - 115 115 115 115
7209 Janitorial Supplies - 115 115 115 115
7211 Computer Components - 2,257 2,257 2,257 2,257
7802 Purchased Water - 135 135 135 135
7806 Promotional Supplies - 115 115 115 115
7807 Food 71 220 220 220 220
7810 Special Departmental Supplies - 2,600 2,600 2,600 2,600 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
68 DEPARTMENT/DIVISION
PURCHASING
FUND ORGKEY
GENERAL FUND 101503
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7901 Non-Capital Expenditures - 992 992 992 992
TOTAL SUPPLIES 4,630 15,436 15,436 15,436 15,436
DIVISION TOTAL 357,282 388,322 394,647 402,376 422,039
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
69 DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FINANCE 1,786,077 2,540,113 2,544,769 2,097,542 2,197,481 REVENUE 940,656 1,168,778 1,318,885 1,186,611 1,240,427 PURCHASING 357,282 388,322 394,647 402,376 422,039
DEPARTMENT TOTAL 3,084,015 4,097,213 4,258,301 3,686,529 3,859,947 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
70 DEPARTMENT/DIVISION
AIR QUALITY IMPROVEMENT
FUND ORGKEY
AIR QUALITY IMPROVEMENT 221400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 68 651 651 664 677
5401 Pension Contributions 21 191 191 195 198
5501 Social Security/Medicare 5 50 50 51 52
5701 Health/Dental Insurance 8 74 74 76 77
5705 Life Insurance - - - - -
TOTAL SALARIES AND
BENEFITS
102 966 966 985 1,005
SERVICES
6106 Other Professional Services - 121,642 - - -
TOTAL SERVICES - 121,642 - - -
FIXED ASSETS
8501 Other Betterments/Improv - 160,000 - - -
8706 All Other Equipment - 50,000 50,000 - -
TOTAL FIXED ASSETS - 210,000 50,000 - -
DIVISION TOTAL 102 332,608 50,966 985 1,005
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
71 DEPARTMENT SUMMARY
FUND
AIR QUALITY IMPROVEMENT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
AIR QUALITY IMPROVEMENT 102 332,608 50,966 985 1,005
DEPARTMENT TOTAL 102 332,608 50,966 985 1,005
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
72 DEPARTMENT/DIVISION
OPEN SPACE
FUND ORGKEY
OPEN SPACE 227501
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge 2,916 1,600 1,600 4,076 5,042 TOTAL SERVICES 2,916 1,600 1,600 4,076 5,042
DIVISION TOTAL 2,916 1,600 1,600 4,076 5,042
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
73 DEPARTMENT SUMMARY
FUND
OPEN SPACE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
OPEN SPACE 2,916 1,600 1,600 4,076 5,042
DEPARTMENT TOTAL 2,916 1,600 1,600 4,076 5,042
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
74 DEPARTMENT/DIVISION
PARKING AUTHORITY
FUND ORGKEY
PARKING AUTHORITY 237502
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6307 Electricity & Gas 20,190 20,000 20,000 20,600 21,218 6804 General Govt Service Charge 3,596 3,722 3,722 3,843 4,009 TOTAL SERVICES 23,786 23,722 23,722 24,443 25,227
DIVISION TOTAL 23,786 23,722 23,722 24,443 25,227
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
75 DEPARTMENT SUMMARY
FUND
PARKING AUTHORITY
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PARKING AUTHORITY 23,786 23,722 23,722 24,443 25,227
DEPARTMENT TOTAL 23,786 23,722 23,722 24,443 25,227
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
76 DEPARTMENT/DIVISION
GENERAL DEBT SERVICE
FUND ORGKEY
GENERAL DEBT SERVICE 305501
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 3,188 3,165 3,500 3,570 3,641
6804 General Govt Service Charge 2,015 2,086 2,086 2,154 2,247 TOTAL SERVICES 5,203 5,251 5,586 5,724 5,888
DEBT SERVICE
9001 Principal 200,000 215,000 215,000 230,000 250,000
9101 Interest 207,455 207,455 207,455 207,455 207,455
TOTAL DEBT SERVICE 407,455 422,455 422,455 437,455 457,455 DIVISION TOTAL 412,658 427,706 428,041 443,179 463,343
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
77 DEPARTMENT SUMMARY
FUND
GENERAL DEBT SERVICE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
GENERAL DEBT SERVICE 412,658 427,706 428,041 443,179 463,343 DEPARTMENT TOTAL 412,658 427,706 428,041 443,179 463,343 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
78 DEPARTMENT/DIVISION
SAFETY/CITY HALL REPLACEMENT FUND
FUND ORGKEY
SAFETY/CITY HALL REPLACEMENT 406501
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6710 Special Contractual Services 350,204 4,384,683 5,893,835 - - TOTAL SERVICES 350,204 4,384,683 5,893,835 - -
SUPPLIES
7901 Non-Capital Expenditures 1,081,243 - 325,000 - -
TOTAL SUPPLIES 1,081,243 - 325,000 - -
FIXED ASSETS
8301 Construction In Progress 1,479,107 - - - -
8501 Other Betterments/Improv - 3,419,672 3,419,672 - - 8503 Building Const/Improv - 16,145,666 19,639,666 - -
TOTAL FIXED ASSETS 1,479,107 19,565,338 23,059,338 - - DIVISION TOTAL 2,910,554 23,950,021 29,278,173 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
79 DEPARTMENT SUMMARY
FUND
SAFETY/CITY HALL REPLACEMENT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SAFETY/CITY HALL REPLACEMENT FUND 2,910,554 23,950,021 29,278,173 - - DEPARTMENT TOTAL 2,910,554 23,950,021 29,278,173 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
80 Division of Innovation & Technology
Program Description:
The mis
sion of the Division of Innovation and Technology is to strategically align technology, data, and digital services to enhance the City’s operational efficiency, service delivery, and long- term organizational resilience. The Division is committed to advancing secure, reliable, and scalable technology solutions that support the needs of residents, businesses, visitors, and City staff.
Core pr
iorities include modernizing enterprise systems and infrastructure, automating and streamlining business processes, expanding online customer self -service capabilities, strengthening cybersecurity and data protection, and promoting data- driven decis ion-making through integrated and accessible information systems. The Division also supports public safety through advanced technology solutions, including real -time data integration, communications systems, and situational awareness tools.
Divi
sion Goals for Fiscal Years 2027 and 2028:
• Advanc
e key software lifecycle initiatives, including:
o Cityworks Permitting and Land Management System Upgrade o Tyler Enterprise Resource Planning (ERP) including new modules to streamline procurement and daily operational processes
• Continue long-range network infrastructure planning for State Street City Hall and the new Police Department safety hall at 1625 West Redlands Boulevard • Maintain productivity and system reliability through ongoing workstation and laptop refresh cycles
• Deploy an enhanced email security platform to strengthen protection against evolving phishing threats
• Expand the citywide video management system with additional cameras to improve public safety coverage
• Support the Police Department by implementing a modern body worn camera platform with drone integration and real-time intelligence capabilities • Transition of the City’s primary domain from CityofRedlands.org to Redlands.gov to align with federal .gov standards
• Implement a Security Information and Event Management (SIEM) solution for centralized, real-time monitoring of security alerts
Accomp
lishments for Fiscal Years 2025 and 2026:
Info
rmation Technology
• Succ
essfully migrated and upgraded the enQuesta Utility Billing and Customer Account Management System.
• Replaced the legacy Route Management and Roll -Off Scheduling System with the modern Hauler Hero platform.
• Imaged, configured, and deployed 40 Getac ruggedized mobile data computers for Police personnel
• Replaced the Police Department’s camera system into a unified platform which can also be integrated with future building access control
• Upgraded more than 150 workstations as part of the ongoing hardware refresh lifecycle City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
81 • Provisioned upgraded network infrastructure equipment across city facilities to enhance resilience and performance
• Modernized the City’s telephony environment by implementing a cloud- hosted RingCentral system, including all new phone hardware and a next -generation Customer Service contact center
• Deployed a 24/7 managed detection and response service to provide continuous monitoring and threat analysis across all workstations
• Launched a comprehensive annual cybersecurity training program featuring recurring simulated phishing assessments for all staff
• Procured and installed next -generation Internet firewalls to strengthen security visibility and protection citywide
• Upgraded all City facilities with higher speed Internet circuits, improving connectivity across municipal operations
• Implemented a 50GB dark fiber backbone between the City’s data center and core network to significantly increase bandwidth and reliability
• Rolled out a new multifactor authentication solution for the Police Department to ensure CJIS- compliant access control
• Migrated the City’s website to an updated backend platform aligned with upcoming DOJ WCAG accessibility requirements
• Conducted internal and external cybersecurity assessments with CISA and implemented ongoing improvements to enhance the City's security posture • Deployed new hypervisor servers with new and expanded storage capacity to support growing virtualization needs.
• Provided new network infrastructure to support relocating the Homeless Solutions Division into modernized office space within the State Street City Hall building Geographi
c Information Systems
• Completed a total of 358 tickets requesting GIS-support related tasks, reflecting a growth in impact and demand for GIS services across departments • GIS Data and Application Management
o Our production environment currently supports 727 core GIS layers, including parcels, address points, water and sewer infrastructure, streets and centerlines, zoning, building footprints, and streetlights
• Server Migration: This project was a critical initiative to modernize our aging infrastructure and enhance system performance, reliability, and scalability. As part of the migration, we successfully deployed three dedicated servers to support Portal for ArcGIS, Web Adaptor, and the ArcGIS Data Store, and established connectivity with the new SQL Server environment
• Geo-validation Project completion: Geo-validation Project concluded. This project started in 2022 and had as its objective the creation of a highly accurate GIS dataset for use in Next Generation 9-1- 1 (NG9 -1-1) or Public Safety Answering Point (PSAP) mapping systems.
• Training and Presentations: Throughout 2025, the team delivered a series of training sessions and presentations to support staff in effectively using OneStop (ArcGIS Pro version) and a range of web- based applications. These trainings covered key tools and workflows, including the Homeless Resource App, Building Footprint application, Redlands Bicycle Classic operations apps, Hydrants & Pressure Zones, Stormwater Inspections, Animal Shelter app, Code Enforcement, and Capital Improvement Projects (CIP).
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
82 • Utility Network Update: Initiated in 2023, this project focused on cleaning, validating, and updating the utility network to prepare it for migration to the new platform. By December 2025, significant progress had been made to ensure data quality and readi ness.
Completion of the migration required upgrades to both the enterprise geodatabase (SDE) and the server environment. The updated Utility Network is anticipated to be operational by June 2026, enabling enhanced asset management, advanced analysis capabi lities, and improved system performance.
• Address Points Update Workflow: This workflow was developed to support City Planners in the assignment of new addresses through a structured and standardized process. The solution provides a tool for generating and validating address locations, ensuring consistency and accuracy. Additionally, it streamlines updates to the GIS address point layer, improving data quality and supporting critical operations such as planning, permitting, and public safety.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
83 DEPARTMENT/DIVISION
INFORMATION TECHNOLOGY
FUND ORGKEY
INFORMATION TECHNOLOGY 604900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,494,600 1,764,866 1,764,866 1,814,204 1,958,223 5002 Salaries: Part-Time - 16,000 16,000 - -
5101 Overtime Salaries 2,194 3,000 3,000 3,000 3,000
5202 Holiday Pay 21,802 - 19,429 - -
5203 Bonus 2,877 2,607 3,300 2,607 2,607
5204 Accrual Payout 50,565 - 10,578 29,649 29,649
5301 Banked Leave Buy Back 4,113 39,718 39,718 4,296 4,296 5401 Pension Contributions 430,545 521,849 521,849 500,491 515,460 5402 GASB68 Pension Expense 415,601 - - - -
5501 Social Security/Medicare 117,172 135,655 135,655 135,999 139,880 5601 Deferred Compensation 26,714 20,270 27,561 20,591 20,591 5701 Health/Dental Insurance 234,303 293,169 293,169 275,115 275,924 5702 Workers' Comp Insurance 49,286 51,000 51,000 55,467 56,932 5703 Disability Insurance 9,324 11,997 11,997 14,692 15,294 5704 Unemployment Insurance 1,159 8,159 8,159 7,725 7,725 5705 Life Insurance 1,031 1,121 1,121 1,124 1,124
5801 Vehicle Allowance 3,300 3,300 3,300 3,300 3,300
5802 Eyecare Reimbursement 2,286 5,340 5,340 5,175 5,175 5803 Clothing Allowance 3,600 3,900 3,900 2,700 2,700
5901 Compensated Absences
Expense
18,251 - - - -
5903 Other Taxable Benefits 531 720 720 2,670 2,670
TOTAL SALARIES AND
BENEFITS
2,889,253 2,882,671 2,920,662 2,878,804 3,044,550
SERVICES
6007 Penalties and Interest 401 - - - -
6106 Other Professional Services 92,210 880,691 557,634 454,000 132,000 6304 Telephone 401,845 324,703 324,703 324,703 324,703
6401 Meeting & Prof Development 8,347 6,000 6,000 6,000 6,000 6402 Travel
Expense/Reimbursement
4,584 - 4,500 4,500 4,500
6403 Training 5,126 9,000 812 21,150 21,150
6505 Retiree Health Insurance 59,742 90,000 90,000 90,000 90,000 6601 Postage 63 100 100 100 100
6703 Software Support/Development 1,287,402 1,721,777 1,572,859 2,126,481 2,378,225 6710 Special Contractual Services 282,816 529,630 439,466 589,047 510,233 6803 City Garage Charges 4,958 5,168 4,523 3,658 3,316
6804 General Govt Service Charge 319,768 330,960 330,960 341,683 356,444 6906 Office Equip & Furn Rent 44,320 16,000 15,000 25,000 16,000 6907 Comms Service & Rental 66,650 89,903 97,551 109,451 112,151 6909 Subscriptions & Memberships 1,370 3,500 3,500 3,500 3,500 6910 Labor 130 - - - -
6914 Depreciation Expense 357,093 - - - -
6917 SBITA Amortization 122,524 - - - -
TOTAL SERVICES 3,059,349 4,007,432 3,447,609 4,099,273 3,958,322
SUPPLIES
7002 Office Supplies 8,984 7,500 8,500 20,000 10,000
7101 Office Equipment & Furniture 23,027 3,000 1,500 20,000 6,000 7102 Small Tools & Equipment 297 - - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
84 DEPARTMENT/DIVISION
INFORMATION TECHNOLOGY
FUND ORGKEY
INFORMATION TECHNOLOGY 604900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7201 Hardware Maint/Replace 326,702 86,296 276,796 395,000 30,450 7202 PC Service/Replacement 168,788 177,500 174,384 235,000 200,000 7206 Vehicle Maintenance 300 - - - -
7211 Computer Components 36,167 - - - -
7807 Food 1,065 2,500 2,500 2,500 2,500
7810 Special Departmental Supplies 650 500 500 500 500
7901 Non-Capital Expenditures 147,284 1,051,430 953,000 100,000 100,000 TOTAL SUPPLIES 713,264 1,328,727 1,417,180 773,000 349,450
FIXED ASSETS
8301 Construction In Progress 669,105 - - - -
8703 Computer Equipment 530,472 900,000 70,344 20,000 - 8706 All Other Equipment - - - - -
8801 Capital Lease 3,625 7,416 7,850 7,850 7,850
8999 Capital Expenditure Offset (1,184,116) - - - -
TOTAL FIXED ASSETS 19,086 907,416 78,194 27,850 7,850
DEBT SERVICE
9103 Interest - SBITA 1,667 - - - -
TOTAL DEBT SERVICE 1,667 - - - -
DIVISION TOTAL 6,682,620 9,126,245 7,863,644 7,778,927 7,360,172 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
85 DEPARTMENT SUMMARY
FUND
INFORMATION TECHNOLOGY
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
INFORMATION TECHNOLOGY 6,682,620 9,126,245 7,863,644 7,778,927 7,360,172 DEPARTMENT TOTAL 6,682,620 9,126,245 7,863,644 7,778,927 7,360,172 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
86 Customer Service
Progr
am Description:
The Cust
omer Service Division provides responsive and high-quality service to City residents and customers through both telephone and in- person interactions. The Division serves as a central point of contact for a wide range of City services, ensuring timely assistance, accurate information, and efficient resolution of customer inquiries.
In addit
ion to its customer-facing responsibilities, the Division manages utility billing for more than 23,900 accounts, encompassing water, wastewater, solid waste, household hazardous waste, and street sweeping services. This equates to approximately 86,000 services billed on a bi - monthly basis. Utility bills are processed and distributed every two months as a cost -effective measure to reduce administrative and mailing expenses.
On an annual
basis, the Division assists approximately 30, 880 customers at the public counter and 58,480 customers via telephone. Services provided include payment processing for all City revenues, assistance with utility billing inquiries, service connection and disconnection requests, and support related to water usage, water quality, and conservation programs. Additional responsibilities include dog license renewals, coordination of solid waste and roll -off services, handling missed collection requests, and providing information on rebate and assistance programs. These activities resulted in the processing of 64,996 service orders in 2024, reflecting the Division’s critical role in supporting daily operations and customer needs.
The Cus
tomer Service Division is budgeted as a single program within an Internal Service Fund and is supported by the Water, Wastewater, and Solid Waste operating funds.
Progr
am Objectives:
• Prov
ide high-quality, responsive customer service to all residents and customers of Redlands, assisting with water, wastewater, solid waste, and other City-related payment services. • Ensure utility customers receive clear, accurate, consistent, and equitable billing for municipal services.
• Continuously evaluate and improve internal processes to streamline operations, increase efficiency, and minimize operating costs.
• Expand customer awareness and utilization of convenient payment options, including self - service and automated solutions such as payment kiosks, recurring payment programs, and multi-channel digital payment platforms, to improve accessibility and reduce in-person service demand.
• Promote and increase adoption of online account management tools, including Redconnect, to provide customers with secure 24/7 access to account information, billing history, water usage data, and paperless billing options, while supporting sustainability initiatives. • Educate customers on mandatory water conservation requirements by providing clear guidance and directing them to the City’s website and available resources, including referrals to the Water Conservation Coordinator for water audits and conservation rebate programs. • Promote customer awareness of solid waste and recycling requirements by offering accurate information and directing customers to the City’s website, as well as coordinating referrals to the Solid Waste Division and Recycling Coordinator for additional support and program participation.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
87 Accomplishments for Fiscal Year 2024-2025:
• Expanded ut
ility payment options through InvoiceCloud to include multiple payment options with no service fees and implemented point-of-sale devices to enhance customer convenience and payment accessibility.
• Administered the Utility Assistance Program, providing financial support to eligible residents and ensuring timely and accurate application of assistance to customer utility accounts. • Implemented structured payment plans for utility customers, including necessary system modifications to support program requirements and improve account management flexibility. • Developed and administered new policies in compliance with California Senate Bill 3, ensuring regulatory adherence related to water service discontinuation practices. • Initiated the upgrade to EnQuesta Version 6 Utility Billing and Customer Account Management System, enhancing utility billing operations and improving the customer-facing online access portal.
• Began implementation of Hauler Hero for commercial solid waste route management and roll-off billing, improving operational efficiency and service tracking. • Launched a paperless billing campaign through InvoiceCloud to increase e-billing adoption, reduce paper usage, and lower mailing costs.
• Expanded the utility bill collections process with Selectron to streamline and improve customer communications.
Accomp
lishments for Fiscal Year 2025-26:
• Compl
eted the upgrade of EnQuesta, including enhancements to the RedConnect customer portal and cloud migration, improving system flexibility, reliability, and the ability to meet evolving customer service expectations.
• In coordination with other City departments, implemented new processes and supporting system modifications to comply with organic waste management requirements, improving program administration and regulatory compliance.
• Administered the Utility Assistance Program, delivering financial support to eligible residents while ensuring timely and accurate application of assistance to utility accounts. • Implemented required system updates to support automated cart integration and solid waste route adjustments, improving operational efficiency and service accuracy. • Updated special hauling processes and introduced system enhancements, including new work order functionality, to improve service tracking and responsiveness. • Increased customer awareness of available payment options through targeted outreach efforts, including bill inserts, social media, and messaging on utility bills, promoting greater use of convenient payment methods.
• Supported and monitored billing system configuration for the City-wide meter exchange program, including installation of AMR/AMI meters, to ensure accurate billing and integration with advanced metering technology.
• Collaborated with the Solid Waste Division to streamline internal scheduling processes, improving service coordination and maximizing efficiency in customer service delivery. • Successfully completed the transition to RingCentral, in collaboration with the Information Technology Division, a new phone service provider and Customer Service call center system, enhancing communication capabilities, reporting tools, and overall service quality.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
88 DEPARTMENT/DIVISION
CUSTOMER SERVICE
FUND ORGKEY
UTILITY BILLING 608900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,005,355 1,169,128 1,169,128 1,117,600 1,208,768 5101 Overtime Salaries 7,131 6,500 6,500 6,500 7,000
5202 Holiday Pay 12,293 - 10,248 - -
5203 Bonus 785 711 900 711 711
5204 Accrual Payout 8,302 - 4,451 9,319 9,319
5301 Banked Leave Buy Back 18,542 30,387 30,387 17,709 17,709 5401 Pension Contributions 293,846 326,348 326,348 309,382 316,510 5402 GASB68 Pension Expense 236,576 - - - -
5501 Social Security/Medicare 79,797 84,929 84,929 85,681 87,511 5601 Deferred Compensation 9,032 7,531 60,512 7,531 7,531 5701 Health/Dental Insurance 203,444 261,246 261,246 194,486 195,222 5702 Workers' Comp Insurance 45,878 47,476 47,476 42,745 43,873 5703 Disability Insurance 8,050 9,033 9,033 10,956 11,231 5704 Unemployment Insurance 1,115 7,209 7,209 6,775 6,775 5705 Life Insurance 987 1,046 1,046 985 985
5801 Vehicle Allowance 900 900 900 900 900
5802 Eyecare Reimbursement 1,742 4,983 4,983 4,638 4,638 5803 Clothing Allowance 3,300 4,200 4,200 3,000 3,000
5901 Compensated Absences
Expense
12,708 - - - -
5903 Other Taxable Benefits 7,270 6,392 6,392 7,142 7,142
TOTAL SALARIES AND
BENEFITS
1,957,056 1,968,019 2,035,889 1,826,059 1,928,825
SERVICES
6004 Bank/Collection Agent Fees 66,221 60,000 186,000 191,580 197,327 6106 Other Professional Services 468,499 269,008 251,267 28,288 31,800 6304 Telephone - 600 600 618 637
6401 Meeting & Prof Development - 6,500 4,975 6,695 6,896 6402 Travel
Expense/Reimbursement
4,788 3,300 4,825 3,399 3,501
6403 Training 2,699 8,000 8,000 8,240 8,487
6505 Retiree Health Insurance 56,227 90,000 90,000 90,000 90,000 6601 Postage 83,210 99,878 99,878 102,875 105,961
6703 Software Support/Development 30,000 4,550 26,799 88,975 73,058 6708 Special Program Expenditures - - 57,380 57,500 57,500 6710 Special Contractual Services 10,813 12,400 12,400 12,772 13,155 6802 Info Tech Service Charges 114,235 100,635 100,635 390,064 403,069 6804 General Govt Service Charge 242,556 251,045 251,045 259,179 270,376 6901 Printing and Binding 28,893 34,178 34,178 35,203 36,259 6906 Office Equip & Furn Rent 1,659 3,605 3,605 3,713 3,825 6908 Other Rentals 1,980 1,700 1,980 2,000 2,100
6909 Subscriptions & Memberships - 750 470 775 800
6914 Depreciation Expense 19,658 - - - -
TOTAL SERVICES 1,131,438 946,149 1,134,037 1,281,876 1,304,750
SUPPLIES
7002 Office Supplies 5,696 13,850 7,350 7,571 7,798
7101 Office Equipment & Furniture - 2,000 1,950 2,060 2,122 7211 Computer Components 886 6,800 6,800 7,004 7,214
7807 Food 409 450 500 515 530
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
89 DEPARTMENT/DIVISION
CUSTOMER SERVICE
FUND ORGKEY
UTILITY BILLING 608900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7810 Special Departmental Supplies 4,258 1,900 1,900 2,000 2,060 TOTAL SUPPLIES 11,249 25,000 18,500 19,150 19,724
FIXED ASSETS
8706 All Other Equipment - - - 140,000 -
TOTAL FIXED ASSETS - - - 140,000 -
DIVISION TOTAL 3,099,743 2,939,168 3,188,426 3,267,085 3,253,299 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
90 DEPARTMENT SUMMARY
FUND
UTILITY BILLING
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CUSTOMER SERVICE 3,099,743 2,939,168 3,188,426 3,267,085 3,253,299 DEPARTMENT TOTAL 3,099,743 2,939,168 3,188,426 3,267,085 3,253,299 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
91 DEPARTMENT/DIVISION
CFD 2001-1
FUND ORGKEY
CFD TRUST 810961
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 14,344 23,000 23,000 23,000 23,000 6804 General Govt Service Charge 671 694 694 716 747
TOTAL SERVICES 15,015 23,694 23,694 23,716 23,747
DEBT SERVICE
9001 Principal 615,000 650,000 1,345,000 - -
9101 Interest 106,586 86,753 65,790 - -
TOTAL DEBT SERVICE 721,586 736,753 1,410,790 - -
DIVISION TOTAL 736,601 760,447 1,434,484 23,716 23,747
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
92 DEPARTMENT/DIVISION
CFD 2003-1
FUND ORGKEY
CFD TRUST 810962
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 16,458 20,500 20,500 20,500 20,500 6804 General Govt Service Charge 671 694 694 716 747
TOTAL SERVICES 17,129 21,194 21,194 21,216 21,247
DEBT SERVICE
9001 Principal 425,000 470,000 470,000 510,000 555,000
9101 Interest 364,090 351,730 338,060 309,558 278,585
TOTAL DEBT SERVICE 789,090 821,730 808,060 819,558 833,585 DIVISION TOTAL 806,219 842,924 829,254 840,774 854,832
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
93 DEPARTMENT SUMMARY
FUND
CFD TRUST
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CFD 2001-1 736,601 760,447 1,434,484 23,716 23,747
CFD 2003-1 806,219 842,924 829,254 840,774 854,832
DEPARTMENT TOTAL 1,542,820 1,603,371 2,263,738 864,490 878,580 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
94 Police Department
Miss
ion Statement:
The Redlands
Police Department is dedicated to enhancing public safety through trust, innovation, community partnership, and excellence in service.
Depart
mental Goals:
• Conti
nue to provide outstanding service to internal and external customers. • Develop leaders and 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 volunteers, analysts, technology, and data-driven solutions to create greater efficiencies.
Sustai
nability 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.
Perf
ormance Measures:
• Maint
ain crime clearance rates above the national average in 2026-2028. • Identify emerging crime trends quickly and develop and implement targeted, evidence- based strategies to address them.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
95 Police
Patrol Services Bureau
Progr
am Description:
The Pat
rol Services Bureau is one of the most visible units in the department as it provides twenty- four hours 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 nine officers including corporals and one sergeant.
Five patrol teams rotate schedules supplemented by civilian community service officers. • Field Training and Evaluation Program (FTO): 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.
• Community Service Officers (CSOs): CSOs respond to non -emergency calls for service or crimes that have been committed with no suspect information or leads. The CSOs also respond to non-injury traffic collisions. Their presence significantly reduces the call load for patrol officers, allowing the officers to be available for emergency calls for service. • Explorers: The Redlands Police Department’s 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:
• Between 2024-2026, fifteen (15) sworn police officers were hired. • In 2026, an additional CSO will be hired, increasing the total number of CSOs assigned to the Patrol Services Bureau to seven (7).
• In 2025, the Patrol Services Bureau received eighteen (18) new Tahoes and in 2026 received eight (8) new Explorers.
The Patrol Services Bureau will be transitioning to a new body -worn camera platform. The new AXON cameras bring the organization in line with industry standards and expands capabilities by assisting with translation and report writing, utilizing technology as a force multiplier in responding to in-progress crime. Along with the new AXON cameras , Patrol will be deploying a new Drone as First Responder (DFR) program, aligning us with many agencies in our region.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
96 DEPARTMENT/DIVISION
PATROL SERVICES
FUND ORGKEY
GENERAL FUND 101200
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 10,748,017 13,826,878 13,826,878 14,222,692 15,350,402 5002 Salaries: Part-Time - 25,910 25,910 24,400 24,400
5003 Labor Code Sec 4850 170,246 117,759 136,788 121,292 124,930 5005 Vacancies - - - (712,104) (722,271)
5101 Overtime Salaries 1,385,371 1,208,620 1,208,620 1,244,879 1,282,225 5102 Reimbursable Overtime 306,817 215,196 215,196 221,652 228,301 5104 Major Crime OT 86,267 203,598 203,598 109,706 110,997 5105 Overtime: Court/Other 63,629 147,684 147,684 100,115 101,678 5201 Stand By 15,373 16,538 16,538 17,034 17,545
5202 Holiday Pay 272,723 - 172,687 - -
5203 Bonus 52,857 - 40,143 - -
5204 Accrual Payout 514,333 - 327,707 117,218 117,218
5301 Banked Leave Buy Back 926,352 1,563,817 1,021,061 1,203,566 1,203,566 5401 Pension Contributions 7,155,459 8,710,005 8,710,005 9,172,138 9,654,115 5501 Social Security/Medicare 290,480 308,220 308,220 321,101 327,391 5601 Deferred Compensation 404,109 371,209 371,209 401,576 402,546 5701 Health/Dental Insurance 1,833,729 2,320,836 2,320,836 2,283,639 2,289,613 5702 Workers' Comp Insurance 1,291,803 1,335,917 1,335,917 1,436,998 1,474,945 5703 Disability Insurance 13,174 13,754 13,754 20,690 21,247 5704 Unemployment Insurance 6,407 49,476 49,476 49,042 49,042 5705 Life Insurance 5,821 7,119 7,119 7,069 7,069
5802 Eyecare Reimbursement 875 5,100 5,100 6,000 6,000
5803 Clothing Allowance 262,153 333,350 333,350 290,375 290,375 5903 Other Taxable Benefits 69,889 68,400 68,400 109,200 109,200 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
25,875,885 30,849,385 30,866,195 30,768,277 32,470,536
SERVICES
6102 Legal Services 66,288 48,722 47,722 50,184 51,689
6402 Travel
Expense/Reimbursement
8,835 4,162 5,162 4,286 4,415
6710 Special Contractual Services 318,055 347,591 347,591 357,937 368,675 6802 Info Tech Service Charges 601,632 530,009 630,009 690,000 713,000 TOTAL SERVICES 994,809 930,484 1,030,484 1,102,407 1,137,779 DIVISION TOTAL 26,870,694 31,779,869 31,896,679 31,870,684 33,608,315 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
97 Police
Communications Unit
Progr
am Description:
The Comm
unications Unit serves as the operational hub connecting the community with public safety personnel. Communications personnel are often the first point of contact for individuals requesting assistance, whether during emergencies or routine calls for service. Communications personnel assess incoming information, determine the appropriate response and coordinate resources to ensure the safety of officers and the public.
The Di
spatch Center manages a high volume of communications through multiple platforms including 911 emergency lines, non- emergency business lines, alternate emergency lines, text - to-911, emails to 911, and online reporting. Dispatchers utilize advanced technology such as a Computer-Aided Dispatch (CAD) system, radio communications, and a citywide camera system to support field personnel and ensure timely, accurate responses to calls for service. Dispatchers monitor numerous radio channels used by police officers, the fire department and other law enforcement agencies while simultaneously managing calls for service and providing critical information to officers in the field.
Through pr
ofessionalism, critical decision- making and advanced training, the Communications Unit plays a vital role in maintaining public safety and ensuring efficient coordination between the community and law enforcement services.
Progr
am Objectives:
• Prov
ide prompt, professional service when answering emergency and non-emergency lines, ensuring calls are prioritized appropriately and routed to the proper agency or entered into the CAD system for police response.
• Dispatch calls for service to police officers while maintaining accurate and timely communication with officers and allied agencies.
• Monitor radio channels and maintain constant communication with police personnel to support officer safety and operational effectiveness.
• Utilize the citywide camera system and other technological resources to assist officers during calls for service and support situational awareness.
• Process requests from officers in the field including additional resources, database inquiries and coordination with outside agencies.
• Maintain effective communication between the public, police personnel, city departments and allied public safety partners to ensure efficient service delivery.
Signi
ficant Program Changes:
• Implemented standby duty coverage protocols to maintain minimum staffing levels amid staffing shortages and ensure coverage during call-offs.
• Requisitions for the Lateral Police Dispatcher position were posted multiple times. • At the close of 2025, the Communications Unit consisted of 2 Dispatch Supervisors and 11 dispatchers. The unit currently has 3 d ispatcher vacancies and one Dispatch Supervisor vacancy.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
98 Accomplishments:
• The unit w
elcomed a lateral dispatcher with over six years of experience from another agency.
She successfully completed the training program in approximately two months and quickly became a valued and much needed member of the dispatch team. • Dispatchers were active in the community attending various department events, such as:
Coffee with a Cop, Thanksgiving Tuesday, Thanksgiving Luncheon at the Joslyn Senior Center and Heroes and Helpers.
• Dispatchers completed numerous training opportunities to strengthen operational effectiveness and leadership development. Trainings included: Tactical Dispatch Training, Emotional Intelligence Training, Complacency and Critical Decision- Making Training, Communications Training Officer CTO) Course, POST Basic Dispatch Academy, Peer Support Training.
• Two dispatchers now serve on the department’s Peer Support Team, expanding wellness support for department personnel.
• Two female dispatch supervisors attended the Women in Leadership in Law Enforcement Symposium further developing their leadership skills and strengthening professional growth within the unit.
• The dispatch supervisors attended the California CLETS Users Group Annual Conference enhancing system knowledge and operational readiness related to state and federal law enforcement databases.
• One dispatcher and two Dispatch Supervisors received Commitment to Excellence Awards for their critical role in supporting a large-scale multi-agency retail theft operation. • The Communications Unit played a key role in the successful implementation of a new camera system and a new phone system. These projects required extensive planning, coordination, vendor meetings, system demonstrations and operational testing. Dispatch Supervisors and dispatchers actively participated in the process to ensure the systems met operational needs and were successfully integrated into daily operations. • Supervisors continued conducting regular Phone Call Quality Assurance and Review Programs to evaluate dispatcher performance and ensure interactions with the public meet departmental service standards, policies and communication expectations. • Dispatch personnel maintained ongoing oversight of requests submitted through CitySourced, the City’s resident reporting platform, ensuring appropriate calls for service are created and therefore addressed efficiently.
• Dispatchers utilized city cameras 168 times on calls for service; answered 51 texts to 911 and answered 35,795 emergency (911) calls; and answered 92,924 business and alternate emergency lines.
• Dispatch entered 46,224 calls for service.
• Despite high call volumes and staffing limitations, the center maintained excellent performance metrics: 98.82% of 911 calls were answered within 15 seconds and 99.46% were answered within 20 seconds.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
99 DEPARTMENT/DIVISION
COMMUNICATIONS
FUND ORGKEY
GENERAL FUND 101201
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 999,548 1,374,752 1,374,752 1,567,091 1,750,600 5005 Vacancies - - - (64,890) (66,788)
5101 Overtime Salaries 137,496 134,441 134,441 138,474 142,629 5102 Reimbursable Overtime 1,422 - 711 - -
5104 Major Crime OT 534 - - - -
5201 Stand By 65,002 33,427 54,248 34,430 35,462
5202 Holiday Pay 117,092 - 69,840 - -
5203 Bonus - - 8,500 - -
5204 Accrual Payout 3,293 - 42,029 - -
5301 Banked Leave Buy Back 31,991 40,555 40,555 31,208 31,208 5401 Pension Contributions 316,158 408,658 408,658 433,974 441,473 5501 Social Security/Medicare 102,350 110,612 110,612 120,155 122,066 5601 Deferred Compensation 8,571 15,480 15,480 16,340 16,340 5701 Health/Dental Insurance 253,529 353,188 353,188 400,577 401,430 5702 Workers' Comp Insurance 49,297 51,012 51,012 51,294 52,648 5703 Disability Insurance 14,527 15,918 15,918 21,204 21,550 5704 Unemployment Insurance 920 7,812 7,812 8,246 8,246 5705 Life Insurance 845 1,134 1,134 1,199 1,199
5802 Eyecare Reimbursement 1,952 5,400 5,400 5,700 5,700 5803 Clothing Allowance 22,950 30,600 30,600 32,300 32,300 5903 Other Taxable Benefits 3,611 1,200 1,764 6,450 6,450
TOTAL SALARIES AND
BENEFITS
2,131,088 2,584,189 2,726,655 2,803,751 3,002,513
SERVICES
6401 Meeting & Prof Development 645 - - - -
6703 Software Support/Development 58,727 - 5,897 3,500 3,605 6710 Special Contractual Services - 6,885 10,885 7,092 7,304 6802 Info Tech Service Charges 137,081 120,762 170,762 195,830 202,357 6907 Comms Service & Rental 286,122 406,294 406,294 405,420 417,582 TOTAL SERVICES 482,575 533,941 593,838 611,841 630,849
SUPPLIES
7101 Office Equipment & Furniture 955 12,368 12,368 3,000 3,091 7102 Small Tools & Equipment - 4,849 849 - -
7203 Office Equipment Maintenance - 2,867 2,867 - -
7211 Computer Components - 6,659 761 - -
7810 Special Departmental Supplies 2,200 6,309 6,309 8,498 8,753 TOTAL SUPPLIES 3,156 33,052 23,155 11,499 11,844
FIXED ASSETS
8706 All Other Equipment - - 370,436 - -
TOTAL FIXED ASSETS - - 370,436 - -
DIVISION TOTAL 2,616,818 3,151,183 3,714,085 3,427,091 3,645,205 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
100
Police
Support Services Bureau
Progr
am Description:
The Suppor
t 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 Of
fice 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 Assistant, 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 Managemen
t Analyst oversees the financial operations for the department. Their 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 Ope
rations 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 Recor
ds Unit is comprised of one Supervisor and eight full -time Records Specialists responsible for the management, security, and processing of all criminal justice records generated by the department. Unit personnel process police reports, citations, traffic collision reports, pre- employment background checks, subpoenas, discovery requests, and other official documentation produced across all divisions.
Recor
ds Specialists serve as a primary point of contact for the public and are responsible for coordinating and cross-reporting with allied agencies and criminal justice partners, including the District Attorney’s Office, courts, Department of Children and Family Services, Department of Motor Vehicles, Parole, Probation, and the Department of Justice. The Unit functions as the Department’s court liaison, ensuring the timely delivery of reports and evidentiary materials such as audio recordings, 9-1- 1 calls, photographs, and video evidence. Additional responsibilities include maintaining and updating registrant information in the California Sex and Arson Registry (CSAR) for individuals residing within the City of Redlands.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
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The Recor
ds Supervisor serves as the Department’s Custodian of Records and is responsible for overseeing California Public Records Act (CPRA) requests, Freedom of Information Act requests, petitions to seal records, DOJ/CJIS audits, monthly validations, and reporting National Incident - Based Reporting System (NIBRS) compliant data through the California Incident -Based Reporting System (CIBRS). The Supervisor also serves as the Agency CLETS Coordinator (ACC), ensuring compliance with DOJ and FBI regulations, as well as overseeing CLETS training and certification.
Progr
am Objectives:
• Prov
iding timely and accurate records services to the public, courts, and allied agencies. • Maintaining compliance with statutory and regulatory requirements, including CPRA, CLETS, CJIS, and CIBRS reporting standards.
• Supporting investigations and prosecutions through efficient processing of subpoenas, discovery requests, and evidentiary materials.
• Ensuring the integrity, confidentiality, and accessibility of all records. • Delivering professional and responsive customer service despite high workload demands. • Supporting Department operations through reliable records management and interagency coordination.
Signi
ficant Program Changes:
In 2025,
the Records Unit experienced substantial operational impacts due to critical staffing shortages. While the authorized staffing level includes eight Records Specialists and one Records Supervisor, the Unit operated with only five Records Specialists and one Acting Supervisor for the majority of the year. This resulted in four vacancies and an approximately fifty percent reduction in staffing. To maintain compliance with legally mandated functions, the Unit implemented the following service-level adjustments:
• Reduction of front counter/public window hours to two days per week. • Limitation of Penal Code §290 registrant processing to one day per week. • Restriction of phone services to designated hours.
These meas
ures were necessary to prioritize essential and legally required functions, including discovery processing, subpoenas, arrests, report processing, and CPRA requests. Despite these adjustments, workload demands continued to exceed available capaci ty, requiring the Unit to operate in a continuous backlog management environment. In August 2025, the Unit implemented the NextRequest system to manage CPRA requests, resulting in improved tracking, organization, and transparency of public records requests.
Accomp
lishments:
• Maintained full operations and legal compliance despite fifty percent staffing shortage. • Handled high workload across reports, subpoenas, discovery, and public requests. • Staff took on multiple roles, with specialized tasks concentrated among few employees. • Maintained accuracy, professionalism, and completed extensive required training. • Demonstrated strong resilience and adaptability, but staffing shortages risk burnout and long- term sustainability.
• The Training Unit is committed to performing comprehensive background investigations to ensure the department's standards and commitment to excellence are met with each new City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
102
hire. In 2024 and 2025, 28 background investigations were completed, and 29 applicants were hired and onboarded.
• Subject matter experts were brought in to update staff on areas related to leadership, conflict resolution, data analysis, employee wellness, and new human resource regulations. • The Training Unit established a Peer Support Team which includes current and retired members of the Police Department.
• The Training Unit developed a comprehensive Employee Wellness Program to benefit all members of the department and includes wellness checks for staff. • Total requisitions for 2024 and 2025: 23
• Number of background investigations conducted on sworn and professional staff applicants for 2024 and 2025:
o Total Conducted: 31
o Total Completed: 28
Total Sworn: 23
Total Non-Sworn: 5
• Total applicants hired and onboarded in 2024 and 2025: 29 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
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DEPARTMENT/DIVISION
SUPPORT SERVICES
FUND ORGKEY
GENERAL FUND 101202
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,438,116 1,634,278 1,634,278 1,828,527 1,969,419 5002 Salaries: Part-Time 61,075 144,270 144,270 146,380 146,380 5005 Vacancies - - - (71,166) (71,706)
5101 Overtime Salaries 4,080 70,284 70,284 12,569 6,941 5102 Reimbursable Overtime 127 15,192 15,192 15,648 16,118 5104 Major Crime OT - 5,513 5,513 - -
5105 Overtime: Court/Other - 2,426 2,426 - -
5201 Stand By 448 - - - -
5202 Holiday Pay 21,552 - 8,183 - -
5203 Bonus 5,230 5,868 7,256 5,627 5,627
5204 Accrual Payout 246,873 - 17,171 20,696 20,696
5301 Banked Leave Buy Back 55,644 56,968 36,069 24,314 24,314 5401 Pension Contributions 496,541 484,897 484,897 451,344 459,914 5501 Social Security/Medicare 91,780 103,189 103,189 100,829 102,477 5601 Deferred Compensation 175,320 109,536 109,536 63,546 63,820 5701 Health/Dental Insurance 252,303 349,130 349,130 356,585 357,321 5702 Workers' Comp Insurance 68,468 70,850 70,850 79,790 81,897 5703 Disability Insurance 5,098 7,460 7,460 8,755 8,971 5704 Unemployment Insurance 1,159 10,850 10,850 9,548 9,548 5705 Life Insurance 848 1,071 1,071 1,073 1,073
5802 Eyecare Reimbursement 470 4,800 4,800 4,500 4,500
5803 Clothing Allowance 15,150 9,975 9,975 8,975 8,975
5903 Other Taxable Benefits 877,495 5,550 5,550 7,350 7,350
TOTAL SALARIES AND
BENEFITS
3,817,778 3,092,107 3,097,950 3,074,890 3,223,633
SERVICES
6005 License & Permits - 175 175 180 185
6007 Penalties and Interest 5 - 100 100 100
6102 Legal Services 175,454 63,088 63,088 64,980 66,930 6105 Medical/Physicals 73,977 128,358 128,358 86,568 84,765 6304 Telephone 157,217 155,296 155,296 159,497 164,281
6307 Electricity & Gas 4,833 5,161 5,161 5,316 5,476
6402 Travel
Expense/Reimbursement
98,760 120,426 90,426 100,000 100,000
6403 Training 207,583 197,575 260,000 174,946 180,194
6601 Postage 4,969 8,219 8,119 8,366 8,617
6702 Fingerprinting 3,389 10,898 1,903 2,225 2,292
6703 Software Support/Development 19,120 463,806 486,346 716,911 717,189 6710 Special Contractual Services 170,056 220,402 245,402 213,882 219,398 6802 Info Tech Service Charges 167,543 147,597 197,597 239,347 247,325 6803 City Garage Charges 1,261,561 1,305,845 1,008,546 852,339 739,520 6901 Printing and Binding 8,759 21,307 21,307 10,682 10,212 6904 Land and Building Rent 5,400 6,068 6,068 5,787 5,960 6906 Office Equip & Furn Rent 9,953 22,941 401 - -
6909 Subscriptions & Memberships 13,220 11,005 20,000 20,000 20,600 TOTAL SERVICES 2,381,798 2,888,166 2,698,292 2,661,124 2,573,044
SUPPLIES
7001 Books & Supplies 68 700 700 721 743
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
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DEPARTMENT/DIVISION
SUPPORT SERVICES
FUND ORGKEY
GENERAL FUND 101202
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7002 Office Supplies 33,732 45,308 45,308 46,668 48,068 7004 Uniform/Safety Clothing 34,722 165,099 140,099 123,376 118,427 7005 Photo & Copying Supplies 224 10,898 2,898 2,000 2,060 7101 Office Equipment & Furniture 7,996 7,321 15,321 4,541 4,600 7102 Small Tools & Equipment 150,400 161,289 161,289 162,829 164,416 7205 Machinery & Equip. Maint. 2,893 16,024 16,024 5,019 5,029 7206 Vehicle Maintenance 5,744 33,735 33,735 34,747 35,789 7804 Medical Supplies 11,497 10,610 10,610 4,000 4,120
7805 Weapons & Ammunitions 69,503 124,891 124,891 108,638 106,697 7807 Food 7,390 11,757 11,757 6,109 6,000
7810 Special Departmental Supplies 49,605 133,388 100,963 105,338 105,598 7901 Non-Capital Expenditures 162,821 95,613 95,613 95,613 95,613 TOTAL SUPPLIES 536,595 816,633 759,208 699,599 697,160
FIXED ASSETS
8501 Other Betterments/Improv - 70,000 70,000 - -
8704 Motor Vehicles 2,046,005 - - - -
8706 All Other Equipment 805,774 180,000 180,000 - -
8801 Capital Lease 126,125 1,369,290 1,118,380 1,183,643 1,183,643 TOTAL FIXED ASSETS 2,977,905 1,619,290 1,368,380 1,183,643 1,183,643
DEBT SERVICE
9002 Principal - Lease 684,362 - - - -
9102 Interest - Lease 56,345 - - - -
TOTAL DEBT SERVICE 740,707 0 0 0 0
DIVISION TOTAL 10,454,783 8,416,196 7,923,830 7,619,257 7,677,481 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
105
Police
Community Services Bureau
Progr
am Description:
The Comm
unity 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 comprises several sub-units, including:
• Traffic Unit: A sergeant , a motorcycle officer and two community services officers make up the Traffic Unit. The two community service officers function as parking control officers (PCOs). They are responsible for compliance with parking regulations by patrolling assigned areas, investigating parking complaints, issuing citations, and managing abandoned vehicles.
The motorcycle officer patrols the city for traffic violations, ensur es pedestrian safety, investigates injury traffic collisions, and responds to traffic complaints . The sergeant is responsible for coordinating the efforts of the motorcycle officer and two parking control officers. 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. • Special Event Unit: A sergeant and one officer make up the special events unit. The sergeant plans and manages the department’s response to 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 and require police assistance. The sergeant also supervises the Citizen Volunteer Unit, the Community Policing Unit, and the three school resource officers. The officer assists with all special events and works with other city departments to provide outreach and resources to the unhoused population. This officer is also the handler for the department’s police dog, “Jake”. Together, the K9 team assists other units with apprehending dangerous suspects and detecting explosives. • Community Engagement Team: A sergeant, a corporal, three officers and one San Bernardino County Probation Officer are assigned to the Community Engagement Team (CET). The CET officers are committed to addressing ongoing crime problems and promoting long- term interactions with community members and local businesses. The CET assists other department units with homeless camp clean ups, serving search warrants, apprehending suspects and responding to in- progress crimes. The CET also works closely with the community and faith-based organizations to strengthen community relationships while working towards common goals of public safety and well-being. They spearhead department youth programs and assist in special events.
• School Resource Officers: Three officers are 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 and to reduce crime committed by juveniles and young adults. Moreover, the SROs establish trust and a channel of communication with students, parents, and teachers. The SROs serve as positive role models to instill students with high moral standards, good judgment and discretion, respect for other students, and a sincere concern for the school community. Currently, there is one officer assigned to Redlands High School, one assigned to Citrus Valley High School and one officer assigned to the three middle schools (Clement, Moore, and Cope). All three 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 of the TEST program is City of Redlands
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106
to improve resident experience by expanding access to mental health services with local staff and rapid response times , thereby allowing the residents to possibly stay within their community by strengthening their opportunity for recovery and wellness. TEST also strives to reduce the residents’ involvement with the criminal justice system and decrease the frequency of emergency room visits and/or unnecessary hospitalization. While a valuable resource, there has been a high degree of turnover of TEST staff since its inception. • Citizen Volunteers: The Department also has a Citizen Volunteer Unit consisting of hardworking men and women who have chosen to give back to their community. After a person completes the application process to join the Citizen Volunteer Unit, they complet e 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 citizen volunteers 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.
Progr
am Objectives:
• Support
the department’s community policing and problem -solving efforts through active participation and input on issues.
• Conduct proactive patrols and take appropriate enforcement action. • Reduce the number of traffic collisions by enforcing traffic laws and educating the public. • 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 resident 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.
Accomp
lishments:
• The 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, the Run thru Redlands, commencement and graduation ceremonies, and other outdoor events. The Special Events 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. • The Traffic Unit continued its regular enforcement duties, and the department was awarded the Office of Traffic Safety Selective Traffic Enforcement Program grant for 2025/2026 in the amount of $120,000. The grant provides funding to conduct fifteen (15) traffic enforcement operations, ten (10) DUI saturation patrols, six (6) DUI checkpoints, six (6) traffic and DUI education programs, as well as providing new equipment for the unit. Thus far, the Traffic Unit has investigated a total of five (5) traffic fatalities during the fiscal year. • Members of the Citizen Volunteer Unit donated over 2,000 hours in the current fiscal year.
Volunteers are a vital part of the department’s strategy to meet the public safety needs of the City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
107
community. The operational expenses of the Citizen Volunteer Unit are funded through the RPCF.
• The School Resource Officers responded to over 1,000 calls for service this fiscal year. They continue to have ongoing police presence and positive interactions with Redlands Unified School District students and staff.
• The Community Engagement Team continues to impact 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, San Bernardino County Probation, and other allied agencies.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
108
DEPARTMENT/DIVISION
COMMUNITY SERVICES
FUND ORGKEY
GENERAL FUND 101204
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time - - 318 - -
5802 Eyecare Reimbursement 259 - - - -
5803 Clothing Allowance - - 803 - -
TOTAL SALARIES AND
BENEFITS
259 - 1,121 - -
SERVICES
6710 Special Contractual Services 18,613 55,547 55,547 35,486 36,550 6802 Info Tech Service Charges 129,465 114,053 114,053 184,950 191,115 TOTAL SERVICES 148,078 169,600 169,600 220,436 227,665
SUPPLIES
7806 Promotional Supplies 5,708 6,767 6,767 6,970 7,179 TOTAL SUPPLIES 5,708 6,767 6,767 6,970 7,179
DIVISION TOTAL 154,046 176,367 177,488 227,405 234,844
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
109
Police
Special Services Bureau
Progr
am 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 Investigation Unit’s mission is to identify and apprehend those responsible for the commission of various crimes, such as homicides, sexual assaults, robberies, burglaries, thefts, aggravated assaults, and to 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 with the RPD, other law enforcement agencies, social service organizations, local citizen groups, and the District Attorney’s Office, the investigators successfully bring criminal cases to prosecution and conviction.
The I
nvestigations Unit is comprised of the following:
• Viol
ent Crimes: Responsible for homicides, rapes, assaults, robberies, hate crimes, and other acts of violence.
• Special Victims: Responsible for crimes against children, the disabled, and the elderly. • Property Crime: Responsible for burglaries, fraud, identity theft, vehicle theft, and other theft- related crimes.
• Internet Crime Against Children (ICAC): Associated with the 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 C hildren (NCMEC).
NCMEC receives reports from electronic service providers and people who report directly on its website.
• Crime Analysis: Responsible 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: Works closely with the Special Services and Patrol Services Bureaus, handling various types of calls, including sexual assault, homicide, and property crimes. • Property and Evidence: Responsible for retaining and maintaining all property and evidence.
They are also responsible for transporting evidence items for additional processing to the San Bernardino County Sheriff’s Crime Lab.
Progr
am Objectives:
• Inves
tigate 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.
Significant Program Changes:
• A Sergeant position was reassigned from the department’s Multiple Enforcement Team to the Investigations Unit to supervise within the Investigations Unit, ensuring better span of control.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
110
Accomplishments:
• In J
anuary of 2024, a suspect had been stealing items from small businesses in the downtown area. In February, officers responded to a theft report at a downtown business and obtained video of the suspect. The suspect was located, arrested, and admitted to committing the thefts to a detective. The suspect wrote an apology letter to the businesses, and several items were recovered and returned.
• In June of 2024, a suspect entered the Redlands Ulta Beauty store and stole approximately $1,991.00 worth of beauty products. Detectives located the suspect in the City of Moreno Valley and took her into custody with the assistance of the CET team. It was also found that the suspect was responsible for various thefts at Ulta Beauty locations throughout Southern California, totaling 11 thefts with over $20,000 in loss. • In July of 2024, officers responded to the home of the victim. The interior video surveillance showed a former in-home care provider walking around the interior of the victim’s bedroom as she slept. The suspect searched through the drawers in the victim's bedroom. The suspect was identified, and within a few days, a search warrant was issued and served at her home, resulting in the collection of evidence. Officers located and arrested the suspect. As the investigation continued, information was developed that led to the discovery of another victim in the City of Upland.
• In August of 2024, officers responded to a missing person’s report after a concerned neighbor located their missing neighbor’s vehicle parked approximately half a mile away from their home. The circumstances regarding their disappearance were suspicious, and detectives became involved in the investigation. During an intensive canvass and search of the trailer park, a suspect called his family and admitted to killing his neighbors. An extended barricaded situation occurred at the location, and eventually, the suspect was arrested. Over the following several days, detectives, forensics, and the San Bernardino County Sheriff’s Coroner’s Office executed a search warrant at the residence and recovered the bodies of both victims. The District Attorney’s Office personnel were also on scene and working closely with detectives to ensure a prosecutable case.
• In March of 2025, a search warrant was served in the City of Yucaipa involving a suspect who was downloading multiple Child Sexual Abuse Material ( CSAM) files. While executing the search warrant, the suspect actively attempted to destroy the evidence; he was arrested and sent to jail. An analysis was conducted on a computer seized in the suspect’s room, and evidence of CSAM was located.
• In March of 2025, eight storage units were burglarized. One suspect was linked to the crime through license plate data and surveillance in Winchester, CA. After tracking his vehicle and conducting physical surveillance, detectives arrested him for the crimes. A subsequent search of the suspect's residence uncovered identifying clothing and stolen property related to several Redlands cases. The investigation involved collaboration among multiple agencies. • In April of 2025, a suspect punched the victim, causing a broken jaw during an altercation that occurred in a bar located downtown. A second suspect was also involved in the assault. Detectives located and arrested both suspects (in Banning and Beaumont) and obtained full confessions.
• In May of 2025, personnel from the Redlands Police Department set up a computer network system to investigate individuals distributing and soliciting CSAM on Peer 2 Peer (P2P) networks. In July 2025, the Investigations Unit, with the help of SWAT, MET, and several other outside agencies, executed a search warrant at a suspect's residence in Loma Linda.
The suspect admitted to possessing and distributing CSAM in the P2P network and was booked into jail. His devices were seized pursuant to the warrant and analyzed. Over 1,000 images of CSAM were discovered on his devices.
• In May of 2025, several masked suspects forced entry through the rear door of the victim's residence. One suspect was armed with a handgun. One victim fell and was injured during the confrontation, and when the husband confronted them, the suspects fled. Through further investigation, several vehicles of interest and suspects were identified and arrested. The DA's City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
111
office filed multiple charges against the suspects, and they were discovered to have been part of a coordinated burglary crew targeting expensive homes in Southern California. • In August of 2025, officers responded to a shooting at Union Ave. and Orange St. The victim was a 16-year-old student. Witnesses came forward and assisted with the identification of the shooter. A search warrant was executed in Fontana by RPD SWAT, resulting in the suspect's arrest.
• In September of 2025, detectives assisted the Traffic Unit with identifying and locating the suspect involved in a fatal vehicle crash. The Investigations Unit was engaged in surveillance and eventually developed information that the suspect vehicle was in the high desert. The Investigations Unit and CET members responded to Victorville, where the suspect vehicle was located in a driveway with damage consistent with the collision. The suspect was eventually located in the area and led detectives and SBSD deputies on a vehicle pursuit. He eventually stopped and was arrested without incident.
• In December 2025, officers responded to a report of a shooting in the 90 block of Kansas Street. Upon arrival, officers located a deceased male victim lying in his bed with apparent gunshot wounds. Family members and evidence located at the scene indicated the suspect was the victim’s relative. Detectives carried out the investigation and, within four hours, located the suspect at an address in Calimesa. He was arrested for murder, and the case is pending.
• In December of 2025, a family had just arrived home when a vehicle drove past their residence, an occupant yelled an antisemitic slur and fired several shots at their Hanukkah decorations with an airsoft gun. Detectives took over the investigation and, thr ough multiple investigative leads, identified and arrested the suspect during a search warrant in Yucaipa.
IRN
ET (Inland Regional Narcotics Enforcement Team):
Illegal narcotics and firearms seized:
• Cocaine
2024 – 1,219 kilos
2025 – 1,452.5 kilos
• Methamphetamine
2024 – 7,341 lbs.
2025 – 8,586 lbs.
• Fentanyl
2024 – 105 lbs.
2025 – 103 lbs.
• Firearms
2024 – 176
2025 – 103
Proper
ty and Evidence:
• Ite
ms logged into evidence: Approximately 3,000.
• Items sent to SBSD crime lab: Approximately 800.
• Items destroyed: Approximately 4,000.
Cri
me Analysis Unit
• Hosted, facilitated, and presented at the 2025 Crime Analysis Mapping Workshop in May of 2025.
• Completed and distributed approximately 120 flyers for Investigations Unit. • Worked on 15 property case series involving outside agencies: Energy drink thefts, Home Depot thefts, Levi's thefts from various businesses, Stater Bros . thefts, Lego thefts, Golf Galaxy thefts, etc.
• Completed 75 case workups.
• Assisted with monitoring the various protests and demonstrations in our city.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
112
• Coordinated with Lexis Nexis and the Training Unit to ensure in-person training was provided to personnel on the new Accurint Virtual Crime Center (AVCC). • Hosted/planned the 2025 CCIAA State Conference in Palm Springs. • Presented for various community events/organizations/and training events on crime trends or crime analysis: Rotary, ESRI Conference, PEACE Academy, CVP Meeting, Redlands High School Career Day, Citrus Valley Career Day, Organized Retail Crime Association; Florida, CA Crime and Intelligence Association 2026 Conference, and presented on behalf of the City of Redlands for representatives from Japan’s Ministry of Land, Infrastructure, Transport and Tourism on how the police department is using geospatial technology. • Recipient of the prestigious Steve Gottlieb Award at the 2025 California Crime and Intelligence Association state conference.
Forensics
Unit
• Forensics assisted detectives with a 2021, child molestation investigation. During the investigation, forensic specialists located trace DNA on the victim’s clothing which was later linked to the suspect. Additionally, shoe impressions recovered from the crime scene were analyzed and ultimately matched to the shoes worn by the suspect at the time of his arrest.
The forensic evidence played a critical role in supporting the investigation and prosecution of the case. The trial concluded in January 2026, resulting in a verdict of life in prison without the possibility of parole.
• Forensics assisted detectives with a double homicide investigation. Forensic Specialists remained on scene alongside investigators for five days, assisting with the recovery and documentation of human remains and other critical evidence. During the process ing of the scene DNA evidence was located on several objects within the crime scene. The forensic examination and subsequent laboratory results were instrumental in linking this evidence directly to the victims and supporting the investigation. • Forensics assisted with a call involving the discovery of suspected human remains in a vacant lot at Tennessee Street and Lugonia Avenue. Forensic Specialists responded to the scene to document and process the evidence and worked in coordination with the San Bernardino County Sheriff’s Coroner’s Office. Through this collaboration, the remains were confirmed to be human.
• Forensics assisted detectives with a homicide investigation that occurred on Kansas Street during the week of Christmas in 2025. Forensic Specialists responded to the scene to document and process evidence, ensuring all items were properly photographed, collected, and preserved for further analysis. In addition, forensic personnel attended the autopsy to assist with documentation and the collection of additional evidentiary items in support of the ongoing investigation.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
113
Digital Forensics Unit:
• Total dev
ices worked (March 2024 – March 2026): 229.
• Types and quantity of devices: 99 cellphones, 28 external storage devices, 24 tablet devices, 20 USB devices, 20 DVR systems, 17 laptop computers, 12 desktop computers, 1 gaming console, and 8 miscellaneous electronic devices.
• 83 devices for Crimes Against Persons, 92 devices for Internet Crimes Against Children (ICAC), 13 devices for Special Victims Unit (SVU), 20 devices for Property Crimes, 12 devices for Patrol Services, 3 devices for Community Enforcement Team (CET), and 6 devices for Assist Other Department (AOD).
• Total cases worked: 70.
• Total amount of data extracted, previewed, or analyzed: 40.65 Terabytes.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
114
DEPARTMENT/DIVISION
SPECIAL SERVICES
FUND ORGKEY
GENERAL FUND 101205
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 161 - - - -
5401 Pension Contributions 46 - - - -
5501 Social Security/Medicare 12 - - - -
5802 Eyecare Reimbursement 300 - - - -
TOTAL SALARIES AND
BENEFITS
519 - - - -
SERVICES
6402 Travel
Expense/Reimbursement
- - - - -
6701 Undercover Investigations - 15,000 9,050 10,000 10,000 6703 Software Support/Development 11,510 9,296 9,296 32,625 33,442 6710 Special Contractual Services - 5,123 - - -
6802 Info Tech Service Charges 91,387 80,508 80,508 130,553 134,905 TOTAL SERVICES 102,897 109,927 98,854 173,178 178,347
SUPPLIES
7803 Chemical & Lab Supplies 1,652 3,785 3,785 2,000 2,059 7810 Special Departmental Supplies 8,880 9,050 15,000 9,322 9,601 TOTAL SUPPLIES 10,532 12,835 18,785 11,321 11,661
FIXED ASSETS
8703 Computer Equipment 11,939 - - - -
TOTAL FIXED ASSETS 11,939 - - - -
DIVISION TOTAL 125,887 122,762 117,639 184,499 190,007
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
115
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PATROL SERVICES 26,870,694 31,779,869 31,896,679 31,870,684 33,608,315 COMMUNICATIONS 2,616,818 3,151,183 3,714,085 3,427,091 3,645,205 SUPPORT SERVICES 10,454,783 8,416,196 7,923,830 7,619,257 7,677,481 COMMUNITY SERVICES 154,046 176,367 177,488 227,405 234,844 SPECIAL SERVICES 125,887 122,762 117,639 184,499 190,007 DEPARTMENT TOTAL 40,222,228 43,646,376 43,829,721 43,328,936 45,355,852 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
116
Police
Asset Forfeiture and Grants
Progr
am Description:
The Redlands
Police Department receives a portion of the value of assets seized during drug - related arrests. These funds are used to enhance personnel, equipment, and vehicles, in full compliance with the U.S. Department of Justice’s Guide to Equitable Sharing of Federally Forfeited Property for State and Local Law Enforcement Agencies.
The departm
ent also actively pursues grants to support programs and initiatives, helping maintain and expand services that directly benefit the Redlands community.
Progr
am Objectives:
Ass
et forfeiture supplements a variety of community drug and violence resistance programs.
Gran
ts awarded and/or funded through the 2026-2027 fiscal year include, but not limited to:
• Bull
etproof Vest Partnership Program
• San Manuel Grant to support Redlands Emergency Services Academy (RESA) • OTS Selective Traffic Enforcement Grant
• Supplemental Law Enforcement Services Fund (SLESF) supplements part-time camera operators as well as purchasing specialized equipment and software for the department. • Asset Forfeiture Fund supplements specialized equipment and software including ballistic armor, drones, and ammunition.
• Department of Alcoholic Beverage Control (ABC) – Alcohol Policing Partnerships (APP) Grant
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
117
DEPARTMENT/DIVISION
GOV'T GRANTS-POLICE
FUND ORGKEY
GRANTS 200202
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5101 Overtime Salaries 30,480 - 60,000 - -
5102 Reimbursable Overtime 85,303 231,864 231,864 - -
5501 Social Security/Medicare - 558 558 - -
5601 Deferred Compensation - - - -
5701 Health/Dental Insurance - - - - -
5703 Disability Insurance - - - - -
5704 Unemployment Insurance - - - -
5705 Life Insurance - - - - -
TOTAL SALARIES AND
BENEFITS
115,783 232,422 292,422 - -
SERVICES
6402 Travel
Expense/Reimbursement
- 8,990 8,990 - -
6403 Training 11,000 22,690 3,632 - -
6708 Special Program Expenditures 320 320 - -
6710 Special Contractual Services 13,465 98,017 114,875 - - 6909 Subscriptions & Memberships - 5,000 7,200 - -
6912 Reimbursed Expenditures 52 - - - -
TOTAL SERVICES 24,517 135,017 135,017 - -
SUPPLIES
7004 Uniform/Safety Clothing 5,349 - 3,124 - -
7102 Small Tools & Equipment 19,032 23,962 - - -
7810 Special Departmental Supplies 53,714 42,023 65,985 - - 7901 Non-Capital Expenditures 4,320 - - - -
TOTAL SUPPLIES 82,415 65,985 69,109 - -
FIXED ASSETS
8501 Other Betterments/Improv 32,350 - - - -
8706 All Other Equipment 46,594 46,594 - -
TOTAL FIXED ASSETS 32,350 46,594 46,594 - -
DIVISION TOTAL 255,065 480,018 543,142 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
118
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
GOV'T GRANTS-POLICE 255,065 480,018 543,142 - -
DEPARTMENT TOTAL 255,065 480,018 543,142 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
119
DEPARTMENT/DIVISION
ASSET FORFEITURE
FUND ORGKEY
ASSET FORFEITURE 246200
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5101 Overtime Salaries - 35,000 35,000 35,000 35,000
5501 Social Security/Medicare - 508 508 - -
TOTAL SALARIES AND
BENEFITS
- 35,508 35,508 35,000 35,000
SERVICES
6510 Other Insurance - 882 882 882 882
6703 Software Support/Development 20,759 279,135 279,135 25,000 25,000 6704 Community Grant Award 855 855 630 1,000 800
6710 Special Contractual Services 3,432 14,500 14,500 14,500 14,500 TOTAL SERVICES 25,046 295,372 295,147 41,382 41,182
SUPPLIES
7004 Uniform/Safety Clothing - 6,048 6,048 6,048 6,048
7805 Weapons & Ammunitions - 15,000 15,000 15,000 15,000 7810 Special Departmental Supplies 52,518 110,000 110,000 110,000 110,000 TOTAL SUPPLIES 52,518 131,048 131,048 131,048 131,048
FIXED ASSETS
8706 All Other Equipment 58,124 - - - -
8801 Capital Lease - - - 250,473 -
TOTAL FIXED ASSETS 58,124 - - 250,473 -
DIVISION TOTAL 135,688 461,928 461,703 457,903 207,230
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
120
DEPARTMENT SUMMARY
FUND
ASSET FORFEITURE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
ASSET FORFEITURE 135,688 461,928 461,703 457,903 207,230 DEPARTMENT TOTAL 135,688 461,928 461,703 457,903 207,230 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
121
DEPARTMENT/DIVISION
SUPPLEMENTAL LAW ENFORCEMENT
FUND ORGKEY
SUPPLEMENTAL LAW ENF SERVICES 249200
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5002 Salaries: Part-Time - 125,558 125,558 114,280 114,280 5501 Social Security/Medicare - - - - -
5704 Unemployment Insurance - - - - -
TOTAL SALARIES AND
BENEFITS
- 125,558 125,558 114,280 114,280
SERVICES
6703 Software Support/Development 240,061 110,000 230,000 188,000 188,000 6710 Special Contractual Services - 25,000 - - -
TOTAL SERVICES 240,061 135,000 230,000 188,000 188,000
FIXED ASSETS
8801 Capital Lease - - - 200,473 -
TOTAL FIXED ASSETS - - - 200,473 -
DIVISION TOTAL 240,061 260,558 355,558 502,753 302,280
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
122
DEPARTMENT SUMMARY
FUND
SUPPLEMENTAL LAW ENF SERVICES
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLEMENTAL LAW ENFORCEMENT 240,061 260,558 355,558 502,753 302,280 DEPARTMENT TOTAL 240,061 260,558 355,558 502,753 302,280 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
123
Fire
Miss
ion 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. Guided by our credo Protect, Perfect, Persevere, we are committed to safeguarding lives and property, continuously improving our operations, and remaining resilient in the face of evolving challenges.
This m
ission 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 toward the principles of compassion, respect, efficiency, and innovation. We will also leverage emerging technologies and strategic partnerships to enhance service delivery, improve situational awareness, and remain at the forefront of modern fire service practices.
Depart
mental Goals:
• Secur
e funding for design, engineering, and construction for the relocation of Fire Station 264. • Leverage t
echnology and partnerships to drive innovation in emergency response and service delivery, including the use of drones, real -time information systems, and centralized data gathering to support both internal operations and external stakeholders. • Prov
ide adequate staffing levels to meet and sustain service standards for both city services and public safety.
• Expand and enhanc
e the department’s fuels reduction program by continuing to implement and grow multiple projects aimed at reducing wildfire risk, improving defensible space, and strengthening community resilience through strategic planning and partnerships. • Conti
nue allocating funds for the development of emergency response and mitigation plans, while also expanding community outreach and education efforts focused on emergency preparedness.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
124
Fire
Administrative Services
Divi
sion Description:
Fire A
dministration 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, two Senior Administrative Assistants, and Administrative Assistant II.
Divi
sion Objectives:
• Maint
ain 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 reimbursements from CalOES, the Department of U.S. Forestry, and CalFire.
• Administer grants agreements, projects, reimbursements, and grant closeouts; actively seek grant opportunities to supplement departmental expenditures. • Monitor Opioid settlement funding for the Fire Department's initiatives to address the Opioid epidemic in the Redlands community.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
125
Fire Suppression Division
Progr
am 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 2025, the Fire Suppression Division responded to approximately 11,669 individual emergencies.
Redlands Fire Suppression personnel manage the following programs:
• Ars
on 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
FY2027 and FY2028 Proposed Biennial Budget
126
• 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
FY2027 and FY2028 Proposed Biennial Budget
127
Program Objectives:
• Suppres
s 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 activities 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.
Accomp
lishments for Fiscal Years 2025-2026:
• Compl
eted the comprehensive remodel of Fire Station 262, delivering a modern facility that supports emergency operations and strengthens service reliability, firefighter preparedness, and long-term public safety infrastructure.
• Expanded wildland fire suppression capabilities through the acquisition of a new water tender and brush engine, significantly increasing suppression effectiveness and enhancing community protection.
• Installed high-speed folding doors on fire station apparatus bays, improving facility security and enabling rapid deployment for emergency response.
• Finalized and integrated specialized command build-outs into frontline Battalion Chief vehicles, equipping Chief Officers with advanced technology to strengthen leadership and optimize incident management during complex events.
• Modernized communications infrastructure by transitioning to NFPA-compliant 800 MHz portable radios, replacing outdated equipment and significantly improving firefighter safety and interoperability with partner agencies.
• Initiated architectural design and planning for Fire Station 263 improvements, including critical restroom renovations and replacement of an outdated generator with a modern unit to ensure continued operations during power interruptions.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
128
DEPARTMENT/DIVISION
FIRE SUPPRESSION
FUND ORGKEY
GENERAL FUND 101250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 6,202,164 6,443,962 6,443,962 6,795,316 7,289,283 5002 Salaries: Part-Time - - 9,940 - -
5003 Labor Code Sec 4850 214,347 50,000 50,000 50,000 50,000 5005 Vacancies - - - (414,777) (417,319)
5101 Overtime Salaries 437,388 400,000 400,000 400,000 400,000 5102 Reimbursable Overtime 636,648 700,000 600,000 700,000 700,000 5103 Constant Staffing 1,727,156 2,000,000 1,800,000 1,800,000 1,800,000 5202 Holiday Pay 215,617 - 129,784 352,490 352,490
5203 Bonus 5,230 5,743 5,743 5,585 5,585
5204 Accrual Payout 188,664 - 47,491 64,996 64,996
5301 Banked Leave Buy Back 134,919 603,560 426,285 133,284 133,284 5401 Pension Contributions 5,151,770 5,976,376 5,976,376 6,439,780 6,779,579 5501 Social Security/Medicare 151,716 127,989 127,989 118,524 119,055 5601 Deferred Compensation 404,082 174,297 174,297 185,937 186,416 5701 Health/Dental Insurance 1,007,767 1,035,545 1,035,545 1,000,776 1,004,256 5702 Workers' Comp Insurance 140,501 145,390 145,390 137,161 140,783 5703 Disability Insurance 86,023 73,182 73,182 75,906 76,130 5704 Unemployment Insurance 2,697 18,033 18,033 18,033 18,033 5705 Life Insurance 2,633 2,618 2,618 2,623 2,623
5802 Eyecare Reimbursement 3,594 1,200 2,500 900 900
5803 Clothing Allowance 45,785 46,335 46,335 46,335 46,335 5903 Other Taxable Benefits 3,632 2,700 2,700 8,633 8,633 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
16,762,333 17,806,930 17,518,170 17,921,502 18,761,063
SERVICES
6005 License & Permits 1,144 7,000 7,000 7,000 7,000
6102 Legal Services 4,098 10,000 500 10,000 10,000
6105 Medical/Physicals 131 11,500 6,000 8,000 8,000
6106 Other Professional Services 38,719 20,500 30,000 20,000 20,000 6304 Telephone 15,735 16,500 16,500 16,500 16,500
6401 Meeting & Prof Development 3,441 5,500 11,000 6,000 6,000 6402 Travel
Expense/Reimbursement
32,422 26,500 29,500 30,000 32,000
6403 Training 70 9,000 9,000 7,000 7,000
6510 Other Insurance - - 967 - -
6601 Postage 4,915 3,000 3,000 3,000 3,000
6702 Fingerprinting - 500 - 500 500
6703 Software Support/Development 23,460 8,500 15,623 18,000 19,050 6710 Special Contractual Services 303,640 339,500 397,500 590,000 620,000 6712 Landfill Tipping Charges - - 533 - -
6802 Info Tech Service Charges 327,471 288,486 288,486 348,000 359,600 6803 City Garage Charges 1,191,859 1,236,500 1,008,546 852,339 739,520 6901 Printing and Binding 530 2,500 3,000 3,000 2,500
6902 Advertising 1,000 2,500 1,000 2,500 2,500
6905 Clothing and Linen Rent 22,202 24,500 26,000 26,000 27,000 6906 Office Equip & Furn Rent 1,659 5,000 2,700 5,000 5,000 6907 Comms Service & Rental 586,765 669,518 650,518 980,000 1,100,000 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
129
DEPARTMENT/DIVISION
FIRE SUPPRESSION
FUND ORGKEY
GENERAL FUND 101250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6908 Other Rentals 531 5,500 5,500 5,500 5,500
6909 Subscriptions & Memberships 8,188 7,200 9,500 7,200 7,200 6910 Labor 35,000 14,000 14,000 10,000 -
6912 Reimbursed Expenditures 156,396 - - - -
TOTAL SERVICES 2,759,376 2,713,704 2,536,373 2,955,539 2,997,870
SUPPLIES
7001 Books & Supplies - 500 500 500 500
7002 Office Supplies 7,565 11,000 11,000 9,500 9,500
7003 Awards/Recognition Prgm 1,169 4,000 4,000 4,000 4,000 7004 Uniform/Safety Clothing 101,304 135,000 117,000 127,500 127,500 7005 Photo & Copying Supplies - 2,500 2,500 2,500 2,500 7101 Office Equipment & Furniture 3,039 15,000 33,000 15,000 15,000 7102 Small Tools & Equipment 25,186 40,000 40,000 35,000 35,000 7201 Hardware Maint/Replace 203 7,000 3,000 5,000 5,000 7203 Office Equipment Maintenance 49 500 500 500 500
7204 Building/Grounds Maintenance 42,482 40,500 40,500 35,500 35,500 7205 Machinery & Equip. Maint. 14,043 24,700 24,105 21,700 21,700 7206 Vehicle Maintenance 1,161 3,405 6,000 5,000 5,000
7208 Repair/Maintenance Supplies 916 12,500 12,500 8,500 8,500 7209 Janitorial Supplies 18,331 22,000 22,000 22,000 22,000 7211 Computer Components 5,708 6,500 6,500 5,000 5,000
7213 Motor Vehicle Supplies 1,068 4,500 4,500 4,500 4,500 7804 Medical Supplies - 4,500 4,500 4,500 4,500
7807 Food 10,008 6,500 6,500 6,500 6,500
7810 Special Departmental Supplies 291,315 117,959 127,959 115,000 197,500 7901 Non-Capital Expenditures 9,000 - - - -
TOTAL SUPPLIES 532,548 458,564 466,564 427,700 510,200
FIXED ASSETS
8301 Construction In Progress 1,678,840 - - - -
8501 Other Betterments/Improv - 217,553 151,553 - -
8503 Building Const/Improv - 490,205 526,740 1,000,000 - 8704 Motor Vehicles 121,104 1,131,773 1,601,773 400,000 - 8706 All Other Equipment 685,255 481,632 231,632 - -
8801 Capital Lease (9,568) 298,619 376,677 205,990 205,990 TOTAL FIXED ASSETS 2,475,631 2,619,782 2,888,374 1,605,990 205,990
DEBT SERVICE
9001 Principal 102,893 108,966 108,970 115,495 122,409
9002 Principal - Lease 48,269 - - - -
9101 Interest 211,958 205,885 205,880 199,356 192,442
9102 Interest - Lease 2,642 - - - -
TOTAL DEBT SERVICE 365,762 314,851 314,851 314,851 314,851 DIVISION TOTAL 22,895,651 23,913,831 23,724,332 23,225,582 22,789,973 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
130
Fire
Community Risk Reduction Division
Progr
am 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 Community Risk Reduction Division provides an all- hazards approach to life and fire safety, safeguarding the community from fire and other hazards through education, engineering, enforcement, evaluation, and analysis.
Redlands C
ommunity Risk Reduction Division manages the following programs:
• Code manage
ment 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 • 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
• Community risk reduction initiatives
Progr
am Objectives:
• Prov
ide a review of development projects related to the model construction codes and standards
• Conduct and enforce the California F ire 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
FY2027 and FY2028 Proposed Biennial Budget
131
Significant Program Changes:
• Adopted
the updated 2025 California Fire Code and California Wildland-Urban Interface Code with City of Redlands local amendments.
• Adopted the California Department of Forestry & Fire Protection/State Fire Marshal Fire Hazard Severity Zone 2025 Maps Updates.
• Revised guidelines to align with 2025 Code Updates to assist project stakeholders effectively navigate the new development and Fire plan review process. • Established online scheduling for fire inspections improving customer access and convenience.
Accomp
lishments for Fiscal Years 2025-2026:
• Compl
eted State mandated fire inspections for all hotels, motels, and schools. • Completed 2,232 construction document plan reviews.
• Completed 5,014 new construction inspections.
• Performed 620 routine fire inspections.
• Conducted 1,492 vegetation management inspections.
• Created City’s Community Fire Protection Plan to enhance wildfire preparedness and mitigation programs.
• Coordinated installation of a new AlertCalifornia Wildfire Detection Camera unit for the Live Oak Canyon area.
• Established agreement with CAL FIRE to bolster wildfire fuels management program. • Hosted inaugural Business Emergency Resilience Training (BERT) workshops on topics including wildfire preparedness, fire protection system & utility safety, as well as disaster resiliency.
• Attended professional development opportunities hosted by regional Fire Prevention Officer Associations and at the National Fire Academy.
Goa
ls for Fiscal Years 2027-2028:
• Est
ablish an online construction permit application and intake portal to improve customer experience for contractors and community members.
• Prepare and deliver proactive community risk reduction initiatives to help reduce identified risks for the business and residential communities.
• Support Firewise and similar community-led safety designations to maximize return on investment strategies.
• Maintain and expand intergovernmental and public sector safety partnerships with stakeholders including Southern California Edison, California Department of Transportation, Redlands Conservancy, Union Pacific Railroad, and regional Water Districts. • Revise the routine fire inspection and operational permitting program to align with industry standards based on life, property, and environmental risks assessments reflected in NFPA 1730.
• 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
FY2027 and FY2028 Proposed Biennial Budget
132
DEPARTMENT/DIVISION
COMMUNITY RISK
REDUCTION
FUND ORGKEY
GENERAL FUND 101251
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 449,174 535,435 535,435 556,509 602,111 5005 Vacancies - - - (20,184) (20,530)
5101 Overtime Salaries 3,813 10,000 10,000 15,000 15,000 5202 Holiday Pay 11,309 - 6,661 - -
5204 Accrual Payout 4,102 - - 2,442 2,442
5301 Banked Leave Buy Back - 3,023 3,023 4 4
5401 Pension Contributions 128,064 157,232 157,232 153,917 157,882 5501 Social Security/Medicare 35,359 40,289 40,289 41,833 42,854 5601 Deferred Compensation 6,509 9,659 9,659 9,659 9,659 5701 Health/Dental Insurance 83,411 96,056 96,056 86,589 86,778 5702 Workers' Comp Insurance 13,694 14,170 14,170 11,885 12,199 5703 Disability Insurance 1,861 2,406 2,406 3,056 3,152 5704 Unemployment Insurance 391 2,170 2,170 2,170 2,170 5705 Life Insurance 284 315 315 316 316
5802 Eyecare Reimbursement 159 1,500 1,500 1,500 1,500
5803 Clothing Allowance 4,100 6,050 6,050 6,650 6,650
5903 Other Taxable Benefits 225 1,500 1,500 750 750
5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
742,454 879,805 886,466 872,096 922,937
SERVICES
6106 Other Professional Services 760 10,000 10,000 6,000 6,000 6304 Telephone 8,309 5,000 8,000 8,500 9,000
6401 Meeting & Prof Development 550 2,400 2,400 2,500 2,400 6402 Travel
Expense/Reimbursement
1,902 6,000 6,000 6,000 6,000
6403 Training 4,627 20,000 20,000 9,000 9,000
6601 Postage - 1,500 1,500 1,500 1,500
6703 Software Support/Development 990 8,000 8,000 8,000 8,000 6708 Special Program Expenditures 91 - - - -
6710 Special Contractual Services 55,103 60,000 50,000 80,000 80,000 6712 Landfill Tipping Charges 1,311 - 5,977 - -
6802 Info Tech Service Charges 38,078 33,545 33,545 54,397 56,210 6901 Printing and Binding 1,871 2,500 2,500 2,500 2,500 6902 Advertising 1,746 3,500 3,500 3,500 4,000
6907 Comms Service & Rental 60,264 69,645 69,645 - -
6908 Other Rentals - - 32 - -
6909 Subscriptions & Memberships 1,474 3,350 3,350 3,500 3,500 TOTAL SERVICES 177,079 225,440 224,449 185,397 188,110
SUPPLIES
7001 Books & Supplies 185 5,000 5,000 5,000 5,000
7002 Office Supplies 748 5,500 5,500 4,000 4,000
7003 Awards/Recognition Prgm - 1,500 1,500 1,500 1,500
7004 Uniform/Safety Clothing 1,852 12,000 12,000 7,000 7,000 7005 Photo & Copying Supplies 1,244 1,000 1,000 1,000 1,000 7101 Office Equipment & Furniture 594 2,500 2,500 2,500 2,500 7102 Small Tools & Equipment 3,415 5,000 5,000 5,000 5,000 7201 Hardware Maint/Replace 18 7,000 7,000 7,000 7,000
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
133
DEPARTMENT/DIVISION
COMMUNITY RISK
REDUCTION
FUND ORGKEY
GENERAL FUND 101251
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7204 Building/Grounds Maintenance - 5,000 3,000 3,000 3,000 7205 Machinery & Equip. Maint. - 2,000 2,000 2,000 2,000 7211 Computer Components 83 3,000 3,000 3,000 3,000
7807 Food 444 3,000 3,000 3,000 3,000
7810 Special Departmental Supplies 8,703 6,000 6,000 6,000 6,000 TOTAL SUPPLIES 17,285 58,500 56,500 50,000 50,000
DIVISION TOTAL 936,818 1,163,745 1,167,415 1,107,493 1,161,047 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
134
Redlands Fire Department
Training Program
Progr
am Description:
This
division operates under the direction of the Deputy Chief and consists of one Shift Battalion Chief and is supported by three 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 needs of the community we serve.
The Traini
ng Division manages the following programs:
• Cali
fornia 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.
Progr
am Objectives:
• Admi
nister and ensure all minimum mandated training is provided for all members of the Fire Department.
• Ensure that each Company/Individual completes 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 First 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. • Coordinate recruitment and promotional manipulative examinations.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
135
• Manage training materials at Fire Stations ( i.e., training manuals, new textbooks & videos, accident/investigation reports from Firefighter injury or Fatality incidents, etc.) Accomp
lishments for Fiscal Years 2025-2026:
19,031 Total Training Hours: Achieved full compliance with State and Federal mandates through the delivery of 19,031 total training hours. This represents a significant commitment to professional development, with personnel averaging 317 training hours during 2025. Infection Control Training: Executed specialized training in infection control, bloodborne pathogens, and disease prevention. This proactive approach underscores the Department’s commitment to mitigating occupational health risks and ensuring personnel safety. Firefighter Rescue & Survival: Conducted comprehensive, multi-company drills focused on high-stakes rescue operations. Training emphasized Rapid Intervention Crew (RIC) proficiency and the strategic command of Mayday events, utilizing the K-Mart facility and Crafton Hills College for realistic operational environments. Confined Space Rescue Awareness: Delivered departmental training on confined space operations, emphasizing OSHA regulatory compliance and technical rescue competencies.
The curriculum focused on critical incident command roles necessary for managing these high-risk scenarios.
Technical Rope Rescue: Integrated specialized rope rescue training with the deployment of new technical equipment. These sessions focused on maintaining the manipulative skills required for high-risk, low-frequency rescue operations. Wildland Firefighter Training: Completed wildland fire training in accordance with CICCS requirements. To address the complexities of wildland interface operations, training was conducted through a collaborative framework involving Cal Fire, Crafton Hills College, and the SBCTOA.
Tractor Drawn Aerial (TDA): Continued training on the TDA to enhance skillsets, with the new curriculum now fully integrated into the annual training cycle. Officer Certification & Succession Planning: Continued to enhance the Engineer and Captain Candidate Certification programs to provide structured, on-duty professional development. These initiatives create a sustainable internal succession path, preparing personnel for future leadership roles within the Department. Promotional Examinations: Prepared and administered promotional exams. The process utilizes industry-validated benchmarks to identify and rank candidates, ensuring the Department’s leadership tier remains high-performing and mission-ready. Regional Collaboration & External Testing: Strengthened regional partnerships by deploying Battalion Chiefs, Captains, and Engineers to serve as proctors for neighboring agencies’ promotional exams. These efforts facilitate inter-agency networking and the exchange of critical operational intelligence.
Tra
ining Courses Attended for Fiscal Years 2025-2026:
Rio Hondo Regional Truck Academy: Completed a rigorous, two-week residency specializing in advanced truck company operations. The curriculum provided mastery in high-stakes disciplines, including Rapid Intervention Crew (RIC) tactics, firefighter survival, and complex high-rise fire operations.
Advanced Swiftwater Rescue: Facilitated participation in a 40-hour technical rescue program in Northern California. This intensive course utilized high-velocity waterways and lifelike scenarios to develop advanced proficiency in hydraulic rescue strategies and specialized equipment deployment.
State Fire Instructor Certification: Continued to meet CSFM requirements for personnel to become certified State Fire Instructors. This investment establishes a sustainable internal framework to validate departmental training against state-recognized benchmarks.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
136
Peer Support & Behavioral Health: Enhanced the Department’s Peer Support cadre through advanced clinical coursework. These sessions prepared members to provide critical intervention and support for personnel navigating occupational mental health challenges and trauma.
Fire Arson & Origin/Cause Investigation: Continued CSFM-aligned investigator certification pathways. Training emphasized scientific methodologies for origin and cause determination, fostering improved forensic collaboration with the Redlands Police Department (RPD). Advanced Auto Extrication Practicum: Completed a specialized three-day intensive course in Corona focused on complex vehicle stabilization. Personnel gained technical mastery in utilizing hydraulic systems to manage multi-vehicle collisions and unconventional extrication scenarios, significantly enhancing field operational capabilities.
Training Goals for Fiscal Year 2027-2028:
Professional Development & Operational Readiness: Prioritize personnel attendance in advanced training programs that align with departmental objectives. This strategic focus ensures continuous enhancement of emergency response capabilities, career progression, and the cultivation of a robust instructor cadre.
Strategic Succession Planning: Continue the systematic development of personnel for leadership advancement. A primary objective is the implementation of a Professional Development Guide, designed to provide members with a clear roadmap for career aspirations while ensuring the Department maintains elite service delivery through proactive preparation.
Fiscal Optimization & Reimbursement: Sustain active participation in training reimbursement frameworks, including the Instructional Service Agreement (ISA) with Crafton Hills College and Cal-JAC. These programs are essential for capturing external revenue, effectively offsetting training expenditures for both the City and the Department. Internal Instructional Capacity: Advance the initiative to meet CSFM State Fire Instructor requirements for department personnel. Internalizing this certification capability will allow the Department to issue state-recognized credentials locally, significantly reducing long-term training costs and providing a formal mechanism for curriculum validation. Integrated Tactical Response: Maintain and expand strategic partnerships with the Redlands Police Department (RPD) and Redlands Unified School District (RUSD) for unified active shooter and hostile event training. These joint exercises are critical for synchronizing inter-agency roles and ensuring a cohesive response to high-threat incidents. Regional Interoperability: Preserve strong engagement with neighboring fire agencies through consistent regional training. This commitment ensures seamless technical interoperability and a unified command structure during large-scale mutual aid responses. Strategic Facility Partnerships: Formalize an agreement with Crafton Hills College (CHC) for the utilization of their training tower. While the Department pursues a long-term municipal solution, this partnership provides an immediate, mutually beneficial environment for essential manipulative skills training.
Fire Training Facility Development: Initiate foundational research and master planning for a dedicated Redlands Fire Department Training Facility. Establishing a permanent site is a critical requirement for meeting National and State training mandates, including Live Fire operations—that currently cannot be accommodated within the city’s existing infrastructure.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
137
DEPARTMENT/DIVISION
FIRE TRAINING
FUND ORGKEY
GENERAL FUND 101252
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services - 5,250 2,250 6,000 6,500 6401 Meeting & Prof Development 990 8,000 8,000 5,000 5,000 6402 Travel
Expense/Reimbursement
8,480 8,000 8,000 10,000 10,000
6403 Training 10,606 50,000 50,000 40,000 40,000
6703 Software Support/Development 355 2,000 2,000 2,500 2,500 6710 Special Contractual Services 5,600 24,100 24,100 18,500 18,500 6901 Printing and Binding - 2,500 2,500 2,500 2,500
6902 Advertising - 1,600 1,600 1,600 1,600
6909 Subscriptions & Memberships 259 4,000 4,000 4,000 4,000 TOTAL SERVICES 26,290 105,450 102,450 90,100 90,600
SUPPLIES
7001 Books & Supplies 1,949 3,000 3,000 3,000 3,000
7002 Office Supplies - 2,000 2,000 1,500 1,500
7004 Uniform/Safety Clothing 688 4,500 4,500 3,500 3,500 7005 Photo & Copying Supplies - 2,000 2,000 2,000 2,000 7102 Small Tools & Equipment 5,455 6,500 6,500 6,500 6,500 7211 Computer Components - 5,000 5,000 4,000 4,000
7807 Food 868 3,150 3,150 3,150 3,150
7810 Special Departmental Supplies 562 3,000 3,000 2,000 2,000 7812 Audio-Visual Materials - 1,000 1,000 1,000 1,000
TOTAL SUPPLIES 9,521 30,150 30,150 26,650 26,650
FIXED ASSETS
8706 All Other Equipment 22,316 - - - -
TOTAL FIXED ASSETS 22,316 - - - -
DIVISION TOTAL 58,127 135,600 132,600 116,750 117,250
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
138
Fire
Emergency Preparedness
Progr
am Description:
The Em
ergency Management and Preparedness Program is overseen by the Administrative Battalion Chief and Emergency Operations Coordinator. The 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 r esidents have the resources and information they need to prepare, respond and recover from emergencies, disasters, and significant events.
Progr
am Objectives:
• Update
and maintain the City’s Emergency Operations Plan 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 S tate 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.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
139
Accomplishments for Calendar Year 2025 and 2026:
• Upgraded E
OC with Activu visibility software and large monitors.
• Completed Emergency Operations training with city staff through JGA. • Purchased new disaster supplies including Starlink Satellite Internet Systems, five community water filtration systems, and two 106 gallon portable fuel tanks. o 4 Disaster Council Meetings.
• Upgraded training and incident response trailers.
• Taught 3 CERT Classes
o 2 English Classes
o 1st 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 4th of July reporting. o Continued to train the Evacuation Coordinators.
o Maintain continuity of operations.
o Exercises with other city agencies; 2 tabletops.
• Continue to participate in events throughout 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 FY2025
• Working on upgrading plans
o Working on updated EOP with anticipated completion of 10/26. o Added both an airport and animal shelter annex for the EOP City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
140
DEPARTMENT/DIVISION
EMERGENCY
PREPAREDNESS - FIRE
FUND ORGKEY
GENERAL FUND 101254
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 12,869 29,845 29,845 17,865 20,017 5005 Vacancies - - - (876) (890)
5202 Holiday Pay 141 - - - -
5204 Accrual Payout 281 - 287 334 334
5301 Banked Leave Buy Back 563 861 861 791 791
5401 Pension Contributions 8,475 8,989 8,989 8,679 8,689 5501 Social Security/Medicare 2,331 2,353 2,353 2,435 2,435 5601 Deferred Compensation 420 420 420 420 420
5701 Health/Dental Insurance 6,996 7,040 7,040 7,049 7,066 5704 Unemployment Insurance 23 152 152 152 152
5705 Life Insurance 22 22 22 22 22
5802 Eyecare Reimbursement 237 105 105 105 105
5803 Clothing Allowance 193 - - 385 385
5903 Other Taxable Benefits 474 473 473 473 473
TOTAL SALARIES AND
BENEFITS
33,023 50,260 50,547 37,834 39,998
SERVICES
6106 Other Professional Services - 4,000 7,000 2,000 2,000 6304 Telephone 3,085 3,500 4,000 4,000 3,500
6401 Meeting & Prof Development 300 4,000 3,500 1,000 1,000 6402 Travel
Expense/Reimbursement
2,724 3,000 5,500 3,000 3,000
6403 Training - 3,000 3,000 1,500 1,500
6601 Postage 47 500 500 500 500
6703 Software Support/Development 25 600 600 600 600
6708 Special Program Expenditures 1,876 2,500 - 2,500 2,500 6710 Special Contractual Services 73,805 53,000 50,000 53,000 53,000 6802 Info Tech Service Charges 7,616 6,709 6,709 10,879 11,242 6901 Printing and Binding 1,197 2,500 2,500 2,500 2,500 6909 Subscriptions & Memberships 274 1,000 1,000 1,000 1,000 TOTAL SERVICES 90,949 84,309 84,309 82,479 82,342
SUPPLIES
7002 Office Supplies 965 3,500 3,500 2,000 2,000
7004 Uniform/Safety Clothing 5,476 8,000 8,000 4,000 4,000 7005 Photo & Copying Supplies - 2,500 2,500 1,500 1,500 7101 Office Equipment & Furniture 424 2,500 1,500 2,500 2,500 7102 Small Tools & Equipment 1,484 5,000 6,000 5,000 5,000 7203 Office Equipment Maintenance 850 2,500 500 2,500 2,500 7208 Repair/Maintenance Supplies - 2,000 2,000 2,000 2,000 7209 Janitorial Supplies 214 1,200 1,200 1,200 1,200
7211 Computer Components 15,731 3,000 5,000 3,000 3,000 7804 Medical Supplies 12,403 15,000 14,500 10,000 10,000 7807 Food 5,471 5,000 5,000 5,000 5,000
7810 Special Departmental Supplies 13,745 10,000 13,500 10,000 10,000 7812 Audio-Visual Materials - 3,000 - 3,000 3,000
TOTAL SUPPLIES 56,764 63,200 63,200 51,700 51,700
DIVISION TOTAL 180,737 197,769 198,056 172,013 174,040
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
141
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIRE SUPPRESSION 22,895,651 23,913,831 23,724,332 23,225,582 22,789,973
COMMUNITY RISK
REDUCTION
936,818 1,163,745 1,167,415 1,107,493 1,161,047
FIRE TRAINING 58,127 135,600 132,600 116,750 117,250
EMERGENCY
PREPAREDNESS - FIRE
180,737 197,769 198,056 172,013 174,040
DEPARTMENT TOTAL 24,071,332 25,410,945 25,222,403 24,621,837 24,242,311 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
142
DEPARTMENT/DIVISION
FIRE DEPARTMENT GRANTS
FUND ORGKEY
GRANTS 200250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 16,460 16,460 255,725 - -
5401 Pension Contributions - - - -
5501 Social Security/Medicare - - - -
5601 Deferred Compensation - - - -
5701 Health/Dental Insurance - - - -
5704 Unemployment Insurance - - - -
5705 Life Insurance - - - -
TOTAL SALARIES AND
BENEFITS
16,460 16,460 255,725 - -
SERVICES
6910 Labor 4,980 - - - -
6912 Reimbursed Expenditures (156,396) - - - -
TOTAL SERVICES (151,416) - - - -
SUPPLIES
7901 Non-Capital Expenditures 213,123 - - - -
TOTAL SUPPLIES 213,123 - - - -
FIXED ASSETS
8501 Other Betterments/Improv 233,706 - - - -
8706 All Other Equipment 258,223 14,501 14,501 - -
TOTAL FIXED ASSETS 491,929 14,501 14,501 - -
DIVISION TOTAL 570,096 30,961 270,226 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
143
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIRE DEPARTMENT GRANTS 570,096 30,961 270,226 - -
DEPARTMENT TOTAL 570,096 30,961 270,226 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
144
Fire
Emergency Medical Services
Progr
am Description:
Over
seen by the Administrative Battalion 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 pr
ogram 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 pr
ogram 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.
Emer
gency Medical Services division operates and manages the following programs:
• Emer
gency Medical Technician (EMT Program)
The cert
ification 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
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145
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 • Param
edic 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 Ti
tle 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 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
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146
o Use laboratory devices, including point of care testing, for pre-hospital screening, used to measure lab values including, but not limited to, glucose, capnometry, capnography, and carbon monoxide when appropriate authorization is obtained from State and F ederal 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 P
aramedics 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.
• Advanc
ed Cardiac Life Support (ACLS) Recertification Program:
The Inland C
ounties 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
FY2027 and FY2028 Proposed Biennial Budget
147
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. • Handtev
y Pediatric Recertification Program:
The Handtev
y 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 c
ertification 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).
• Cardi
opulmonary Resuscitation- Internal Program: Each employee is required to maintain CPR certification, allowing CPR training to be taught in-house (AHA). • Infec
tious 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).
• Emer
gency Medical Services Quality Improvement Program: The quality improvement program maintains the regulatory requirement of quality assurance/improvement for all personnel who perform emergency medical care to the sick and injured. The program is closely monitored as required by the Inland Counties Emergency Medical Services Agency, State Emergency Medical Authority, and California Code of Regulations, Title 22 (EMSA, ICEMA).
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
148
• 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. • Vacc
ination 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.
Progr
am Objectives:
• Prom
ote 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 Paramedic Quality Improvement Program. • Coordinate specific medical training with local ambulance providers. • Continue to provide advanced life support to the community in the most feasible economical way.
• 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
FY2027 and FY2028 Proposed Biennial Budget
149
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 assist 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.
Accomp
lishments for Fiscal Years 2025-2026:
• The departm
ent has moved closer to becoming a certified Heart safe Community by adding public access AED’s located in three city parks.
• The department added a Substance Use Navigator position paid for through Opioid Settlement funds.
• The Redlands Fire Department continues to rank well above the national average with its ROSC (return of spontaneous circulation) rates for CPR patients. • Continued implementation of robust QI/QA program 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.
• 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.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
150
• Assist in the implementation of the Emergency Community Nurse System at the dispatch center.
• Development and implementation of the Naloxone Leave Behind Program. • Participation in the statewide Pediatric Emergency Care Coordination Program. • Implementation and submission for AHA: Mission Lifeline Recognition. • Development and implementation of new hire and probational program. • Submission of personnel recognition through Handtevy Challenge Coins and EMSA EMS Awards.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
151
DEPARTMENT/DIVISION
EMERGENCY MEDICAL SERVICES
FUND ORGKEY
EMERGENCY MEDICAL SERVICES 205250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 2,115,587 2,572,869 2,572,869 2,588,408 2,756,662 5003 Labor Code Sec 4850 37,745 30,000 30,000 30,000 30,000 5101 Overtime Salaries 151,274 180,000 180,000 180,000 180,000 5102 Reimbursable Overtime 183,453 120,000 120,000 120,000 120,000 5103 Constant Staffing 665,282 800,000 650,000 800,000 800,000 5202 Holiday Pay 74,623 - 39,640 184,233 184,233
5204 Accrual Payout 7,633 - 6,074 1,906 1,906
5301 Banked Leave Buy Back - 187,307 187,307 2 2
5401 Pension Contributions 378,865 476,941 476,941 457,635 466,015 5501 Social Security/Medicare 54,918 49,386 49,386 53,362 54,332 5601 Deferred Compensation 72,167 73,450 73,450 72,116 73,084 5701 Health/Dental Insurance 364,419 475,570 475,570 447,496 448,656 5702 Workers' Comp Insurance 256,568 265,494 265,494 285,459 292,997 5703 Disability Insurance 31,836 29,096 29,096 34,131 34,800 5704 Unemployment Insurance 1,398 9,548 11,033 9,982 9,982 5705 Life Insurance 1,266 1,386 1,386 1,452 1,452
5802 Eyecare Reimbursement - 300 300 600 600
5803 Clothing Allowance 20,900 24,200 24,200 23,100 23,100 5903 Other Taxable Benefits 5,413 4,950 4,950 8,250 8,250 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
4,423,348 5,300,497 5,197,696 5,298,132 5,486,071
SERVICES
6005 License & Permits 2,738 6,500 6,500 6,500 6,500
6105 Medical/Physicals - 2,500 2,500 2,500 2,500
6106 Other Professional Services 1,719 28,000 28,000 28,000 28,000 6401 Meeting & Prof Development 960 5,800 5,800 5,800 5,800 6402 Travel
Expense/Reimbursement
1,408 6,500 6,500 6,500 6,500
6403 Training 2,778 3,500 3,500 3,500 3,500
6601 Postage - 800 800 800 800
6703 Software Support/Development 9,828 17,800 17,800 17,800 17,800 6710 Special Contractual Services 18,000 5,000 5,000 5,000 5,000 6802 Info Tech Service Charges 167,543 147,597 147,597 179,400 185,380 6803 City Garage Charges 110,135 114,736 100,402 81,210 73,620 6804 General Govt Service Charge 619,635 641,322 641,322 662,101 690,704 6901 Printing and Binding - 3,500 3,500 3,500 3,500
6902 Advertising - 2,000 2,000 2,000 2,000
6907 Comms Service & Rental 277,214 320,367 320,367 - - 6909 Subscriptions & Memberships 9,212 10,420 10,420 8,000 8,000 TOTAL SERVICES 1,221,170 1,316,342 1,302,008 1,012,611 1,039,604
SUPPLIES
7001 Books & Supplies - 1,000 1,000 1,000 1,000
7002 Office Supplies - 2,000 2,000 1,500 1,500
7003 Awards/Recognition Prgm 2,110 2,000 2,000 2,000 2,000 7004 Uniform/Safety Clothing 5,043 19,000 19,000 19,000 19,000 7101 Office Equipment & Furniture - 3,500 3,500 3,500 3,500 7102 Small Tools & Equipment - 8,500 8,500 8,500 8,500
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
152
DEPARTMENT/DIVISION
EMERGENCY MEDICAL SERVICES
FUND ORGKEY
EMERGENCY MEDICAL SERVICES 205250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7205 Machinery & Equip. Maint. 68,320 31,800 31,800 31,800 31,800 7208 Repair/Maintenance Supplies - 1,500 1,500 1,500 1,500 7209 Janitorial Supplies - 1,000 1,000 1,000 1,000
7211 Computer Components - 4,500 4,500 4,500 4,500
7213 Motor Vehicle Supplies - 1,500 1,500 1,500 1,500
7804 Medical Supplies 113,718 101,200 101,200 101,200 101,200 7807 Food 398 1,500 1,500 1,500 1,500
7810 Special Departmental Supplies 12,533 30,000 30,000 30,000 30,000 TOTAL SUPPLIES 202,122 209,000 209,000 208,500 208,500
DEBT SERVICE
9001 Principal - - - - 237,877
TOTAL DEBT SERVICE - - - - 237,877
DIVISION TOTAL 5,846,640 6,825,839 6,708,704 6,519,243 6,972,052 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
153
DEPARTMENT SUMMARY
FUND
EMERGENCY MEDICAL SERVICES
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
EMERGENCY MEDICAL SERVICES 5,846,640 6,825,839 6,708,704 6,519,243 6,972,052 DEPARTMENT TOTAL 5,846,640 6,825,839 6,708,704 6,519,243 6,972,052 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
154
Fire
Household Hazardous Waste
Progr
am Description:
The Househol
d Hazardous Waste Program, administered by the San Bernardino County Fire Protection District under contract with the City, provides for the safe and proper disposal of hazardous materials that might otherwise enter landfills or wastewater treatment systems. The program is staffed by trained personnel equipped to evaluate, accept, document, and facilitate the recycling or disposal of household hazardous waste in compliance with applicable regulations.
Through this program, the City continues its commitment to environmental stewardship by ensuring hazardous substances and electronic waste are managed responsibly. The San Bernardino County Fire Protection District also oversees the operation and maintenance of the facility. In 2025, the program served approximately 4,471 participants, demonstrating its continued effectiveness and community value.
The San Ber
nardino County Fire Protection District operates and manages the following programs:
• E-Was
te 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 approximately thirty 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, 2027 . SBCFPD now operates the Redlands HHW location on behalf of the City.
Progr
am Objectives:
• Conti
nue 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
• 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
FY2027 and FY2028 Proposed Biennial Budget
155
Accomplishments for Calendar Year 2025:
• Approx
imately 4,471 countywide residents used the program in 202 5 including 3, 592 Redlands residents.
• Collection and proper disposal of 219,912 (pounds) of Household Hazardous Waste including used motor oil and oil products.
• Collected 59,376.24 pounds of electronic waste.
• Collection and disposal of:
o 43,542.58 lbs. of Latex Paint
o 20,231.90 lbs. of Oil Base Paints
o 11,875.25 lbs. of Flammable Liquids/ Solids
o 2,858.86 lbs. of Bulked Flammable Liquids
o 3,298.68 lbs. of Poison
o 1,539.38 lbs. of Corrosive Acids
o 439.82 lbs. of Corrosive bases
o 879.65 lbs. of Oxidizers
o 2,638.94 lbs. of Aerosols
o 1,495.40 lbs. of Home Generated Sharps
o 4,838.06 lbs. of Antifreeze
o 6,245.50 lbs. of Lead/ Acid Batteries
o 4,618.15 lbs. of Household Batteries
o 1,759.30 lbs. of NiCad Batteries
o 14,382.24 lbs. of Motor Oil/ Oil products
o 769.69 lbs. of Oil Filters
o 21,331.49 lbs. of Covered Electronic Waste
o 59,376.24 lbs. of Electronic Devices
o 1,979.21 lbs. of Fluorescent Tubes
o 879.65 lbs. of Compressed Gas Cylinders
o 2,199.12 lbs. of Cooking Oil
o 3,078.77 lbs. of Pharmaceuticals
o 5,717.71 lbs. of Waste Exchanged Materials
o 3,936.42 lbs. of other Hazardous Materials
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
156
DEPARTMENT/DIVISION
HOUSEHOLD HAZARDOUS WASTE
FUND ORGKEY
HOUSEHOLD HAZARDOUS WASTE 206250
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6710 Special Contractual Services 143,059 148,424 148,424 154,360 165,000 6804 General Govt Service Charge 9,016 9,332 9,332 9,634 10,050 TOTAL SERVICES 152,075 157,756 157,756 163,994 175,050
SUPPLIES
7102 Small Tools & Equipment - 500 500 500 500
TOTAL SUPPLIES - 500 500 500 500
DIVISION TOTAL 152,075 158,256 158,256 164,494 175,550
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
157
DEPARTMENT SUMMARY
FUND
HOUSEHOLD HAZARDOUS WASTE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
HOUSEHOLD HAZARDOUS WASTE 152,075 158,256 158,256 164,494 175,550 DEPARTMENT TOTAL 152,075 158,256 158,256 164,494 175,550 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
158
A. K. Smiley Public Library
Mission Statement:
The mis
sion 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:
• Curr
ent 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 Fall of 2026 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
Curr
ent Projects:
• Desi
gning and installing exhibits at the Museum of Redlands towards the goal of opening the facility in the fall of 2026 (City Strategic Plan 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) • Evaluating future library space needs as directed in the five-year library strategic plan adopted by the Library Board of Trustees (CSP priority A and C) • Addressing several major infrastructure and accessibility issues at both the Library and the Contemporary Club (CSP priority A and C)
• Collaborating with the Watchorn Lincoln Memorial Association on commemorating the semiquincentennial of the Declaration of Independence
Maj
or Completed Projects:
• Coll
aborated with FCS on installation of a new elevator and fire suppression door in the library's lower level utilizing a California State Library grant (CSP priority C) • Collaborated with the Redlands Historical Museum Association to transfer the completed Museum of Redlands building to the City to be administered by the Library • Collaborated 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) City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
159
DEPARTMENT/DIVISION
LIBRARY
ADMINISTRATION
FUND ORGKEY
GENERAL FUND 101190
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,739,154 1,875,843 1,875,843 2,011,217 2,150,945 5002 Salaries: Part-Time 245,819 257,000 257,000 256,941 256,941 5005 Vacancies - - - (80,692) (80,967)
5101 Overtime Salaries 19,026 - 5,000 10,500 10,815
5201 Stand By 2,009 - 2,472 - -
5202 Holiday Pay 21,984 - 12,665 - -
5203 Bonus - - - 4,378 4,378
5204 Accrual Payout 22,743 - 14,755 17,731 17,731
5301 Banked Leave Buy Back 29,696 49,592 49,592 34,113 34,113 5401 Pension Contributions 510,010 550,765 550,765 513,457 520,941 5501 Social Security/Medicare 157,709 163,964 163,964 169,495 171,518 5601 Deferred Compensation 37,910 31,386 37,269 32,084 32,084 5701 Health/Dental Insurance 363,589 390,305 390,305 353,034 354,040 5702 Workers' Comp Insurance 91,960 95,160 95,160 109,095 111,976 5703 Disability Insurance 10,026 10,786 10,786 13,709 14,013 5704 Unemployment Insurance 2,599 16,926 16,926 16,926 16,926 5705 Life Insurance 1,488 1,512 1,512 1,578 1,578
5801 Vehicle Allowance 4,800 4,800 4,800 4,800 4,800
5802 Eyecare Reimbursement 2,680 7,200 7,200 7,200 7,200 5803 Clothing Allowance 4,500 4,800 5,100 3,600 3,600
5804 Uniform Rental 251 - 139 - -
5903 Other Taxable Benefits 3,432 3,600 3,600 7,350 7,350 5904 Tuition Reimbursement - - - - -
5905 Employee Wellness Program 840 - 529 - -
TOTAL SALARIES AND
BENEFITS
3,272,225 3,463,639 3,505,381 3,486,516 3,639,982
SERVICES
6102 Legal Services 1,017 - - - -
6106 Other Professional Services 19 102 102 102 102
6304 Telephone 3,508 2,377 2,377 2,448 2,521
6401 Meeting & Prof Development 257 383 463 476 490
6403 Training 1,276 510 510 510 510
6601 Postage 6,848 4,080 4,080 4,202 4,328
6703 Software Support/Development - 3,073 3,073 3,165 3,260 6710 Special Contractual Services - 100,000 - 100,000 - 6802 Info Tech Service Charges 5,262 4,636 4,636 10,000 10,600 6803 City Garage Charges 3,473 3,618 3,166 2,561 2,321
6901 Printing and Binding 1,713 1,772 1,772 1,812 1,867 6904 Land and Building Rent 12,000 - 6,000 - -
6906 Office Equip & Furn Rent 1,659 6,077 - 5,479 6,879 6912 Reimbursed Expenditures 3,000 182,591 182,591 - -
TOTAL SERVICES 40,032 309,219 208,770 130,757 32,879
SUPPLIES
7002 Office Supplies 6,915 13,211 7,011 7,222 7,439
7101 Office Equipment & Furniture 26,372 - 3,057 4,149 3,243 7102 Small Tools & Equipment 422 408 408 420 433
7206 Vehicle Maintenance 150 1,020 1,020 1,051 1,082
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
160
DEPARTMENT/DIVISION
LIBRARY
ADMINISTRATION
FUND ORGKEY
GENERAL FUND 101190
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7208 Repair/Maintenance Supplies 3,085 3,290 6,382 5,573 6,771 7210 Building Supplies 1,765 1,928 1,928 1,986 2,045
7211 Computer Components 11,136 - 4,723 4,864 5,010
7301 Gasoline - 1,530 - - -
7810 Special Departmental Supplies 630 680 680 700 721
7811 Books 5,077 5,100 5,107 5,253 5,411
7812 Audio-Visual Materials 1,120 1,037 1,051 1,051 1,082 7901 Non-Capital Expenditures 40,228 100,000 100,000 1,400 - TOTAL SUPPLIES 96,899 128,204 131,367 33,669 33,237
FIXED ASSETS
8801 Capital Lease - 13,800 10,175 10,202 10,202
TOTAL FIXED ASSETS - 13,800 10,175 10,202 10,202
DIVISION TOTAL 3,409,157 3,914,862 3,855,693 3,661,143 3,716,300 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
161
AK Smiley Public Library – Special Collections Division Mission Statement:
As a research center and museum exhibition program, the Special Collections Division seeks to deepen the understanding of the history of Redlands, San Bernardino County, and Southern California, as well as President Abraham Lincoln and the American Civil War, through education, interaction, exhibition, and research.
Programs:
The Special Collections Division includes three major programs:
• The Heritage Room research center
• The Lincoln Memorial Shrine
• Museum of Redlands
Current Projects:
• Exhibitions and Programs – Develop and present relevant exhibits that are engaging, offer new perspectives, and help achieve deeper understanding to inspire vibrant communities, especially with regard to Museum of Redlands and the Lincoln Memorial Shrine.
• Build the capacity to design, develop, staff, and fund appropriate educational programming to be the prime resource to the community for information on the history of the greater Redlands area and Southern California, Abraham Lincoln, the American Civil War, and enslavement of people of African origin and their descendants. • Increase visibility and raise public awareness of Special Collections’ programs, such as The Lincoln Memorial Shrine and Museum of Redlands, through marketing and communication, branding, visibility and recognition, partnering with Watchorn Lincoln Memorial Association and Redlands Historical Museum Association • Ensuring responsible management of the collections through appropriate acquisitions, accessibility, and by review of the Collections Development Plan, to confirm it supports collections stewardship goals and revising the plan as needed Maj
or Completed Projects in 2025/26:
• Volunteer Docent Program - Created and implemented inaugural docent training program cohort for Museum of Redlands
• Consolidated object collections from three separate locations into a single storage facility at Museum of Redlands
• Completed Special Collections Institutional Plan 2025-2029 • Continued the “Southern California in Film” series
• Presented “Redlands History,” a 6-week class for the public, conducted fall 2025 and spring 2026
• Recruited and trained new volunteers working with historical materials • Welcomed 8,018 visitors to the Lincoln Memorial Shrine 7/1/2025-3/31/2026 • Served 409 research visits in the Heritage Room 7/1/2025-3/31/2026 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
162
DEPARTMENT/DIVISION
LINCOLN SHRINE
FUND ORGKEY
GENERAL FUND 101191
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6601 Postage 242 260 260 268 276
TOTAL SERVICES 242 260 260 268 276
SUPPLIES
7811 Books 1,056 1,097 1,097 1,129 1,163
TOTAL SUPPLIES 1,056 1,097 1,097 1,129 1,163
DIVISION TOTAL 1,298 1,357 1,357 1,397 1,439
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
163
DEPARTMENT/DIVISION
MUSEUM OF REDLANDS
FUND ORGKEY
GENERAL FUND 101192
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6301 Water Wastewater Refuse - 27,200 11,150 28,016 28,857 6304 Telephone - 4,500 2,500 2,575 2,650
6307 Electricity & Gas - 81,600 110,925 114,255 117,863 6502 Property Insurance - 279,540 - - -
6601 Postage - 1,500 250 6,000 1,591
6710 Special Contractual Services - 104,400 45,000 107,532 110,758 6712 Landfill Tipping Charges - - 533 549 565
6802 Info Tech Service Charges - 750 750 8,000 8,000
6901 Printing and Binding - 1,500 1,500 2,500 1,592
6903 Janitorial Services - 71,400 71,400 73,542 75,748
6906 Office Equip & Furn Rent - 2,000 - - -
TOTAL SERVICES 0 574,390 244,008 342,969 347,624
SUPPLIES
7002 Office Supplies - 1,500 1,500 1,545 1,591
7101 Office Equipment & Furniture - 10,000 12,000 5,000 5,150 7102 Small Tools & Equipment - 1,000 1,000 1,030 1,061
7204 Building/Grounds Maintenance - 25,500 23,000 23,690 24,401 7208 Repair/Maintenance Supplies - 11,500 14,000 14,420 14,853 7210 Building Supplies - 500 500 515 530
TOTAL SUPPLIES 0 50,000 52,000 46,200 47,586
DIVISION TOTAL 0 624,390 296,008 389,169 395,210
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
164
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
LIBRARY ADMINISTRATION 3,409,157 3,914,862 3,855,693 3,661,143 3,716,300 LINCOLN SHRINE 1,298 1,357 1,357 1,397 1,439
MUSEUM OF REDLANDS 0 624,390 296,008 389,169 395,210
DEPARTMENT TOTAL 3,410,455 4,540,608 4,153,057 4,051,710 4,112,949 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
165
DEPARTMENT/DIVISION
LIBRARY GRANTS
FUND ORGKEY
GRANTS 200190
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6912 Reimbursed Expenditures (3,000) (182,591) (182,591) - - TOTAL SERVICES (3,000) (182,591) (182,591) - -
SUPPLIES
7901 Non-Capital Expenditures 2,000,000 - - - -
TOTAL SUPPLIES 2,000,000 - - - -
FIXED ASSETS
8301 Construction In Progress 9,002 - - - -
8503 Building Const/Improv - 547,761 547,761 - -
TOTAL FIXED ASSETS 9,002 547,761 547,761 - -
DIVISION TOTAL 2,006,002 365,170 365,170 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
166
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
LIBRARY GRANTS 2,006,002 365,170 365,170 - -
DEPARTMENT TOTAL 2,006,002 365,170 365,170 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
167
Development Services Department
Miss
ion Statement:
The Dev
elopment 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 endeavor s 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 Devel
opment Services Department is responsible for the administration and oversight of the following divisions and functions:
• Buil
ding 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: B usiness 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: L and development application review, general plan, specific plan and development code maintenance and updates, long range planning, and historic preservation Depart
mental Goals:
• Prov
ide 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 architect ural/planning design techniques
• Provide continued review, update and implementation of the City’s General Plan, Specific Plans and zoning ordinances in response to the changing needs of the community • Monitor historic resources of the community and encourage their preservation Perf
ormance Measures:
• All te
lephone 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
FY2027 and FY2028 Proposed Biennial Budget
168
Development Services Department
Economic Development Division
Progr
am Description:
The Econom
ic Development Division administers a variety of economic development programs and services that support businesses and residents in the City of Redlands. Division staff are actively involved in business attraction and retention activities, embracing and growing the relationship between the City and the Redlands Chamber of Commerce and the local business community, as well as participating in regional conferences and collaborating with other economic development agencies in California. Division s taff are actively involved in business networking, marketing, workforce development, tourism, and project support.
Progr
am Objectives:
• Impl
ementation of the City Council- approved Strategic Plan Economic Development initiatives.
• Liaison to the business community of Redlands and the Redlands Chamber of Commerce relating to questions, concerns and suggestions about governmental affairs. • Growth of collaborative partnerships with Redlands Chamber of Commerce, Redlands Visitor Center and other local entities to continue the promotion of tourism in Redlands. • Support of new developments in Redlands by providing guidance and assistance through the development process.
• Establishment and administration of business retention and attraction programs. • Development of strategic and effective marking campaigns for Redlands. • Collaboration with other local, county and state economic development agencies to continue to promote the Inland Empire as a region.
• Attendance at national and regional trade shows to increase Redlands’ visibility in the marketplace.
• Continue to enhance resource and business information pages on City’s website. • Identification and implementation of parking solutions for the Downtown Redlands area. • Spearhead the development of funding applications through elected officials for City infrastructure projects supporting economic development.
Signi
ficant Program Changes for Fiscal Year 2026-27 and 2027-28:
• Devel
opment of an Economic Development Strategic Plan to identify development opportunities and challenges in Redlands.
• Development of a Business Outreach program to identify ways the City can better serve the business community.
• Expansion of the digital communication system with Downtown Redlands businesses for upcoming special events, announcements and significant developments via the City’s email and text communication platforms.
• Adoption of the use of digital technology (Placer AI) to aid business attraction and retention efforts, as well as identify trends in the Redlands marketplace. • Growth of leveraging of collaboration with economic development agencies like Team California to continue the promotion of Redlands.
• Coordination with other City departments to begin the exploration of a Wayfinding sign program to direct the public to attractions in the City.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
169
Accomp
lishments for Fiscal Year 2024-25 and 2025-26:
• Impl
emented a digital communication system with Downtown Redlands businesses to bring awareness to special events, announcements and significant developments in the Downtown area that may impact their business.
• Completed a feasibility study to determine the viability and costs associated with the demolition of the existing Redlands City Hall site and replacement with a surface level parking lot and second level.
• Completed a feasibility study to determine the viability and costs associated with the demolition of the existing Redlands City Hall site and replacement with a multi -level parking structure with retail space on Citrus Avenue or Cajon Street. • Negotiated a lease agreement with the property owner of the Redlands Mall to ensure public parking remains available while the Redlands Mall is demolished and site begins redevelopment.
• Negotiated an interim lease agreement with San Bernardino County Transportation Authority (SBCTA) for the use of a vacant lot between 7th & 9th street for a public parking lot , while concurrently negotiating potential acquisition of the property. • Coordinated and collaborated with other City d ivisions and Southern California Edison on finding an energy solution for development projects in northwest Redlands. • Signed a contract with Placer AI, a location intelligence company, to gain greater insight into the locations, brands and enterprises that are successful in Redlands. • Led successful efforts in receiving funding through the Community Project Funding program through Congressman Aguilar’s and Obernolte’s offices for New Safety Hall and Texonia Park Modernization and Renovations projects.
• Represented Redlands at numerous economic development conferences including the International Council of Shopping Centers (ICSC), ICSC Western and the State of the County. • Expansion of the relationship with Redlands Chamber of Commerce through spearheading partnership with their Leadership Redlands program and m onthly presentations at the Chamber’s Government Review Committee.
• Growth of the City’s advertising efforts via Inland Empire Magazine, Audacy, and other digital avenues.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
170
DEPARTMENT/DIVISION
ECONOMIC
DEVELOPMENT
FUND ORGKEY
GENERAL FUND 101161
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 250,614 235,153 235,153 261,734 278,240 5005 Vacancies - - - (9,706) (9,718)
5101 Overtime Salaries 39 - 25 - -
5202 Holiday Pay 1,594 - 188 - -
5203 Bonus 1,308 1,185 2,452 1,185 1,185
5204 Accrual Payout 4,837 - 1,616 1,334 1,334
5301 Banked Leave Buy Back 15,976 9,764 16,800 10,740 10,740 5401 Pension Contributions 71,632 69,043 69,043 70,199 70,535 5501 Social Security/Medicare 19,608 17,255 17,255 19,365 19,433 5601 Deferred Compensation 7,736 4,511 14,733 4,331 4,331 5701 Health/Dental Insurance 42,787 42,803 42,803 39,389 39,513 5702 Workers' Comp Insurance 13,694 14,170 14,170 17,098 17,549 5703 Disability Insurance 118 123 123 267 279
5704 Unemployment Insurance (1,174) 868 868 846 846
5705 Life Insurance 132 126 126 123 123
5801 Vehicle Allowance 1,500 1,500 1,500 1,500 1,500
5802 Eyecare Reimbursement 300 600 600 510 510
5803 Clothing Allowance 60 60 90 60 60
5903 Other Taxable Benefits 414 450 450 413 413
TOTAL SALARIES AND
BENEFITS
431,176 397,611 417,995 419,386 436,873
SERVICES
6304 Telephone - 417 - - -
6401 Meeting & Prof Development 1,774 4,115 1,926 6,918 6,918 6402 Travel
Expense/Reimbursement
1,144 4,425 308 4,800 5,260
6601 Postage - 131 67 100 100
6703 Software Support/Development - 2,081 10,000 10,000 10,000 6710 Special Contractual Services 4,800 34,355 25,600 - - 6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6901 Printing and Binding - 1,500 1,500 1,500 1,500
6902 Advertising 14,991 14,159 16,000 16,000 16,000
6909 Subscriptions & Memberships 15,927 5,275 12,048 17,650 17,715 TOTAL SERVICES 53,867 79,876 80,867 78,727 79,977
SUPPLIES
7002 Office Supplies 160 2,125 1,284 1,300 1,400
7101 Office Equipment & Furniture - 257 753 500 500
7211 Computer Components 2,160 4,044 - 1,500 1,500
7806 Promotional Supplies - 3,592 500 2,500 2,500
7807 Food - 78 78 80 80
7810 Special Departmental Supplies 55 3,172 1,500 1,500 1,500 TOTAL SUPPLIES 2,374 13,269 4,115 7,380 7,480
DIVISION TOTAL 487,418 490,755 502,977 505,493 524,330
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
171
Development Services Department
Building and Safety Division
Program Description:
This pr
ogram provides for the administration of California codes and City ordinances to safeguard life, health, property , and public welfare by regulati ng the design, construction, accessibility, quality of materials, flood protection, use, occupancy, location, and maintenance of all buildings 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.
Progr
am Objectives:
• Maint
ain and promote excellent customer service standards at the One Stop Permit C enter 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 C ertified Access Specialist (CASp).
Signi
ficant Program Changes for Fiscal Year 2026-27:
• Conti
nue 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.
• Launch the Online Public Portal for building trade permits with the ability to pay electronically.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
172
Significant Program Changes for Fiscal Year 2027-28:
• Conti
nue 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.
• Rework Cityworks building permit case types and workflows to streamline and simplify processing of permits and backend fee calculations.
• Make available to the public the option to submit plans electronically for electronic plan review through Project Dox.
Accom
plishments for Fiscal Year 2025-26:
• Iss
ued over 2, 981 permits for building, electrical, mechanical, plumbing, or combinations thereof ensuring compliance with current city-adopted building and municipal codes. • Performed 1, 877 plan reviews for construction permit submittals , with a 10 day average delivery to applicants.
• Performed 17,753 construction permit inspections 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 off 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 Wastewater Treatment Systems for properties within the City’s jurisdiction.
• Updated the Municipal Code for the new FEMA Flood Insurance Rate Maps effective October 20, 2025.
• Updated the Municipal Code with the adoption of the 2025 California Building Code updates effective January 1, 2026.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
173
DEPARTMENT/DIVISION
BUILDING & SAFETY
FUND ORGKEY
GENERAL FUND 101162
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 892,854 962,584 962,584 968,964 1,048,892 5005 Vacancies - - - (36,069) (36,526)
5101 Overtime Salaries 143 - 500 2,500 2,500
5202 Holiday Pay 12,978 - 7,503 - -
5203 Bonus 2,858 711 3,058 2,511 2,511
5204 Accrual Payout 17,672 - 10,325 16,330 16,330
5301 Banked Leave Buy Back 724 6,739 6,739 1,277 1,277
5401 Pension Contributions 259,514 259,589 259,589 280,179 282,644 5501 Social Security/Medicare 67,418 66,679 66,679 75,634 76,211 5601 Deferred Compensation 16,200 8,921 19,059 12,770 12,770 5701 Health/Dental Insurance 179,466 165,291 165,291 187,435 187,817 5702 Workers' Comp Insurance 21,910 22,672 22,672 22,797 23,399 5703 Disability Insurance 6,392 5,884 5,884 7,930 8,036 5704 Unemployment Insurance 609 3,906 3,906 4,223 4,223 5705 Life Insurance 579 567 567 614 614
5801 Vehicle Allowance 3,180 900 1,590 3,180 3,180
5802 Eyecare Reimbursement 2,262 2,700 2,700 2,760 2,760 5803 Clothing Allowance 1,950 1,950 2,100 1,950 1,950
5903 Other Taxable Benefits 1,998 1,755 1,755 3,488 3,488
TOTAL SALARIES AND
BENEFITS
1,488,707 1,510,848 1,542,500 1,558,473 1,642,075
SERVICES
6106 Other Professional Services 82,928 157,473 106,200 121,200 121,200 6304 Telephone 4,449 3,442 2,313 2,500 2,500
6401 Meeting & Prof Development 2,838 8,800 5,168 7,300 7,300 6402 Travel
Expense/Reimbursement
78 2,550 24 1,250 2,300
6403 Training - 103 500 500 -
6601 Postage 1 21 5 100 -
6703 Software Support/Development 99,345 95,457 97,853 129,242 96,657 6705 Filming and Microfilming - 2,294 - 1,000 1,000
6710 Special Contractual Services - 5,000 - 25,000 25,000 6802 Info Tech Service Charges 68,540 60,381 60,381 97,915 101,179 6803 City Garage Charges 31,751 33,077 28,945 23,412 21,224 6901 Printing and Binding 572 2,292 1,138 1,000 1,000
6906 Office Equip & Furn Rent 2,850 3,476 1,500 - 2,500 6909 Subscriptions & Memberships 3,835 5,372 1,510 5,411 5,608 TOTAL SERVICES 297,186 379,737 305,536 415,830 387,468
SUPPLIES
7001 Books & Supplies - 1,326 6,045 2,000 2,040
7002 Office Supplies 2,516 7,086 3,912 3,500 3,500
7004 Uniform/Safety Clothing 1,432 - 1,000 1,500 2,000
7101 Office Equipment & Furniture 1,916 7,097 3,527 3,600 3,700 7206 Vehicle Maintenance 1,042 670 1,400 1,200 1,200
7211 Computer Components 2,160 3,500 1,500 2,000 2,000
7810 Special Departmental Supplies 61 3,060 400 3,750 3,825 TOTAL SUPPLIES 9,127 22,738 17,784 17,550 18,265
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
174
DEPARTMENT/DIVISION
BUILDING & SAFETY
FUND ORGKEY
GENERAL FUND 101162
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIXED ASSETS
8801 Capital Lease 5,600 25,369 15,822 13,621 13,621
TOTAL FIXED ASSETS 5,600 25,369 15,822 13,621 13,621
DEBT SERVICE
9002 Principal - Lease 7,927 - - - -
9102 Interest - Lease 968 - - - -
TOTAL DEBT SERVICE 8,895 - - - -
DIVISION TOTAL 1,809,516 1,938,693 1,881,642 2,005,474 2,061,429 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
175
Development Services Department
Land Use Engineering
Progr
am Description:
Land Use Engi
neering 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 trees, storm drainage, storm water pollution prevention, street lights, 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
FY2027 and FY2028 Proposed Biennial Budget
176
Significant Program Changes for Fiscal Year 2026-27:
• 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.
• Transfer of operations to the new State Street City Hall facility. • Assist developers with implementation of SB 9 lot splits for creation of additional housing opportunities
Significant Program Changes for Fiscal Year 2027-28:
• Finalize implementation of operational procedures for the new One Stop Permit Center at the new State Street City Hall facility.
• Assist University of Redlands with progress on their University Village development plans Accomplishments for Fiscal Year 2025-26:
• 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 175 engineering plan reviews.
• Assessed development impact fees in excess of $5M on new development projects.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
177
DEPARTMENT/DIVISION
LAND USE
ENGINEERING
FUND ORGKEY
GENERAL FUND 101163
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 330,525 352,501 352,501 245,448 274,998 5005 Vacancies - - - (10,523) (10,811)
5202 Holiday Pay 2,401 - 2,634 - -
5204 Accrual Payout 1,377 - 1,404 1,963 1,963
5301 Banked Leave Buy Back 4,481 5,285 5,285 2,961 2,961 5401 Pension Contributions 96,887 104,693 104,693 98,640 99,710 5501 Social Security/Medicare 25,632 27,432 27,432 27,076 27,334 5601 Deferred Compensation 11,847 8,443 12,133 8,337 8,337 5701 Health/Dental Insurance 52,186 44,322 44,322 53,404 53,554 5702 Workers' Comp Insurance 8,216 8,502 8,502 21,696 22,269 5703 Disability Insurance 1,167 1,307 1,307 1,611 1,636 5704 Unemployment Insurance 1,541 1,541 1,541 1,541 1,541 5705 Life Insurance 226 224 224 224 224
5802 Eyecare Reimbursement 738 1,065 1,065 1,065 1,065
5803 Clothing Allowance 720 540 720 720 720
5903 Other Taxable Benefits 263 263 263 533 533
5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
538,206 556,118 564,026 454,694 486,033
SERVICES
6005 License & Permits 161,452 209,537 170,560 220,000 250,000 6102 Legal Services 240 - 15,500 15,500 15,500
6106 Other Professional Services 79,088 221,847 27,500 80,000 80,000 6401 Meeting & Prof Development 616 2,400 2,400 3,550 3,550 6402 Travel
Expense/Reimbursement
- 500 500 500 500
6403 Training - 5,000 300 5,000 5,000
6802 Info Tech Service Charges 60,925 53,672 53,672 87,035 89,937 6901 Printing and Binding - 375 50 50 50
6902 Advertising - 10,000 - - -
6906 Office Equip & Furn Rent - 1,500 - - -
6909 Subscriptions & Memberships 305 5,000 - 5,000 5,000 TOTAL SERVICES 302,626 509,831 270,482 416,635 449,537
SUPPLIES
7001 Books & Supplies - 2,040 500 500 500
7002 Office Supplies 1,417 2,515 2,275 1,900 1,950
7101 Office Equipment & Furniture - - 3,527 3,600 3,600 7211 Computer Components - 1,500 - - -
7810 Special Departmental Supplies - 1,275 200 1,250 1,250 TOTAL SUPPLIES 1,417 7,330 6,502 7,250 7,300
DIVISION TOTAL 842,250 1,073,279 841,010 878,579 942,870 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
178
Development Services Department
Planning Division
Progr
am Description:
The Planni
ng Division plays a key 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, Climate Action Plan, 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.
Progr
am 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. • 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 for m of agendas, project review, and conducting meetings.
• Process General Plan amendments, Zoning Map and Zoning Code amendments, and Specific Plan amendments.
• Prepare and submit an annual Housing Element Progress Report and General Plan Progress Report as required 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, implementing the Historic Architectural Design Guidelines, and public outreach/information.
• Process annexation applications for surrounding unincorporated areas to accommodate proposed development projects.
• Process Pre -Annexation Agreement applications for developments in surrounding unincorporated areas to connect to City water and/or sewer services. • 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.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
179
• Provide Planning-related assistance to other City departments, such as the City Manager, City Attorney, Municipal Utilties & Engineering Department, and Code Enforcement Division. • Continue to evaluate Planning procedures for efficiency and effectiveness , and implement improvements or changes to department procedures and zoning code regulations. • Seek and apply for State or regional grant funding in support of Planning work programs and activities.
• 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.
Signi
ficant Program Changes for Fiscal Years 26-27 and 27-28:
• Facil
itate redevelopment of the Redlands Mall site with a new mixed-use development project, in cooperation with the property’s new ownership.
• Continue implementation of the adopted 2021-2029 Housing Element and complet ing the relevant remaining tasks contained in the work program. • Administer new inclusionary housing program including in- lieu fees for affordable housing projects.
• Implement and provide pre-approved ADU Standard Plans to residents and property owners. • Facilitate the long-term expansion of the Kaiser medical facility complex on California Street with new medical office building(s).
• Assist with implementation of policies and programs in the Climate Action Plan. • Complete a citywide historical reconnaissance survey for the historical preservation program.
Accomp
lishments for Fiscal Years 24-25 and 25-26:
• Compl
eted several significant work program items listed in the 2021-2029 Housing Element including:
o Adopted Ordinance No. 2983 to complete the required rezoning actions to accommodate the Regional Housing Needs Allocation (RHNA).
o Adopted Ordinance No. 2985 updating housing definitions, various housing regulaions in the Zoning Regulations (RMC Title 18), and adoped new development standards for Single-Room Occupancy homes as well as Agricultural Worker housing. o Adopted Ordinance No. 2959 creating an Inclusionary Housing program and new chapter in the Zoning Regulaitons (RMC Title 18).
o Prepared draft ordinance to update Accesssory Dwelling Units (ADU) development standards.
o Hired architectural consultant to prepare pre- approved ADU Standard Plans with four different architectural styles for use by residents and property owners (available to the public at no cost).
• Adopted Ordinance No. 2961 to permit agri-tourim land uses in the Agricultural (A-1) District and related development standards and performance criteria. • Completed a comprehensive update to the adopted Climate Action Plan. • Completed a comprehensive update to the City’s Truck Route Map (per AB 98 requirements) contained in the 2035 General Plan’s “Connected City” chapter. • Preparation and noticing responsibilities for Planning Commission agendas , Historic & Scenic Preservation Commission agendas, Development Review Committee agendas, and Minor Exception Permit Committee agendas.
• Developer completed construction of the Liberty Lane Apartments project with 80 apartments affordable to lower -income housholds located at the southwest corner of Texas St. and Lugonia Ave.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
180
• Prepare staff reports for matters scheduled before the City Council, Planning Commission, and Historic & Scenic Preservation Commission.
• Developer completing the build-out of the Bergamot Specific Plan (SP No. 64) with 434 new single-family homes plus a new 12-acre public park (now dedicated to the City) located to the north and west of Citrus Valley High School.
• Entitled the long-term expansion of the Kaiser medical center property on California Street. • Entitled a new mixed use project in the downtown within the Transit Villages Specific Plan. • New hotel under construction on West Colton Ave. near downtown Redlands (Tru Hotel by Hilton).
• Several applications currently under review for new retail, commercial, and shopping center developments.
• 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 those of the San Bernardino Council of Governments (SBCOG) and other studies by the San Bernardino County Transportation Authority (SBCTA), including seeking and receiving grant funds.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
181
DEPARTMENT/DIVISION
PLANNING
FUND ORGKEY
GENERAL FUND 101164
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 928,925 1,127,247 1,127,247 1,251,259 1,335,195 5002 Salaries: Part-Time 1,680 16,000 16,000 33,660 33,660 5005 Vacancies - - - (44,172) (44,554)
5101 Overtime Salaries 1,338 - 500 1,500 2,000
5202 Holiday Pay 8,848 - 6,489 - -
5203 Bonus 5,125 2,844 6,169 4,644 4,644
5204 Accrual Payout 28,915 - 10,073 19,379 19,379
5301 Banked Leave Buy Back 2,250 22,700 22,700 3,661 3,661 5401 Pension Contributions 269,555 310,756 310,756 330,737 337,906 5501 Social Security/Medicare 68,685 79,503 79,503 90,968 92,808 5601 Deferred Compensation 36,755 18,448 45,774 21,637 21,637 5701 Health/Dental Insurance 114,440 127,435 127,435 136,473 136,850 5702 Workers' Comp Insurance 21,872 22,633 22,633 28,943 29,707 5703 Disability Insurance 2,303 1,925 1,925 3,878 4,069 5704 Unemployment Insurance 679 4,340 4,340 5,243 5,243 5705 Life Insurance 521 567 567 636 636
5801 Vehicle Allowance 5,880 3,600 3,600 5,880 5,880
5802 Eyecare Reimbursement 1,726 2,700 2,700 2,730 2,730 5803 Clothing Allowance 390 690 1,110 690 690
5903 Other Taxable Benefits 4,704 3,045 3,045 5,820 5,820 5904 Tuition Reimbursement - - - 5,000 5,000
TOTAL SALARIES AND
BENEFITS
1,504,591 1,744,433 1,792,566 1,908,566 2,002,962
SERVICES
6005 License & Permits 269 150 3,119 500 500
6102 Legal Services 99,352 - 75,000 100,000 100,000
6106 Other Professional Services 313,745 597,245 534,232 125,583 125,583 6107 Reimb Professional Services 339,723 851,969 458,743 181,814 24,500 6304 Telephone 1,068 2,065 900 2,200 2,300
6401 Meeting & Prof Development 3,951 11,091 13,355 13,550 14,160 6402 Travel
Expense/Reimbursement
2,475 4,910 10,451 5,600 5,850
6403 Training 1,245 550 1,119 575 600
6601 Postage 3,074 3,570 2,500 3,700 3,850
6703 Software Support/Development - 26,450 10,000 - -
6705 Filming and Microfilming 2,364 10,000 - 10,300 10,600 6710 Special Contractual Services - 150 - - -
6802 Info Tech Service Charges 68,540 60,381 60,381 97,915 101,179 6803 City Garage Charges 4,961 5,168 4,523 3,658 3,316
6901 Printing and Binding 794 2,244 348 3,050 3,175
6902 Advertising 9,876 11,471 15,000 11,500 11,500
6906 Office Equip & Furn Rent 1,191 3,000 3,000 3,975 4,095 6909 Subscriptions & Memberships 4,093 5,800 4,981 6,125 6,350 6910 Labor - - 3,000 - -
6912 Reimbursed Expenditures - - - - -
TOTAL SERVICES 856,722 1,596,213 1,200,652 570,045 417,558
SUPPLIES
7001 Books & Supplies 2,969 1,170 250 2,000 2,000
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
182
DEPARTMENT/DIVISION
PLANNING
FUND ORGKEY
GENERAL FUND 101164
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7002 Office Supplies 4,737 7,223 4,243 3,950 3,950
7101 Office Equipment & Furniture - 1,170 3,569 5,000 5,000 7203 Office Equipment Maintenance - 444 500 500 500
7206 Vehicle Maintenance 380 - 430 500 550
7211 Computer Components 4,188 1,754 488 5,500 5,500
7807 Food 798 530 950 1,550 1,575
7810 Special Departmental Supplies 387 530 2,000 2,550 2,650 TOTAL SUPPLIES 13,460 12,824 12,429 21,550 21,725
FIXED ASSETS
8801 Capital Lease 4,858 16,887 3,850 3,615 3,615
TOTAL FIXED ASSETS 4,858 16,887 3,850 3,615 3,615
DIVISION TOTAL 2,379,631 3,370,357 3,009,496 2,503,776 2,445,860 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
183
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
ECONOMIC DEVELOPMENT 487,418 490,755 502,977 505,493 524,330 BUILDING & SAFETY 1,809,516 1,938,693 1,881,642 2,005,474 2,061,429 LAND USE ENGINEERING 842,250 1,073,279 841,010 878,579 942,870 PLANNING 2,379,631 3,370,357 3,009,496 2,503,776 2,445,860 DEPARTMENT TOTAL 5,518,814 6,873,084 6,235,125 5,893,323 5,974,489 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
184
Development Services Department
Grants Program
Progr
am Description:
The Gran
ts Program within the Development Services Department consists of the administration of the City’s Community Development Block Grant (CDBG) program as well as researching, applying, securing, and administering other county, s tate, or federal grant opportunities that benefit advance planning and community development needs.
As a Par
ticipating 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 Pr
ogram Objectives:
• Devel
opment 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.
Othe
r Grants Program Objectives:
• To secur
e funding opportunities that encourage and support advanced planning activities that help plan for future growth and development.
Signi
ficant Program Changes for Fiscal Year 2026-27 and 2027-28:
• Identi
fy 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 emergency generator projects at the designated cooling centers.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
185
Accomplishments for Fiscal Year 2024-2026:
• Compl
eted the Joslyn Senior Center Rehabilitation Project Phase I. • Provided contract administration for the Joslyn Senior Center Rehabilitation Project Phase II. • Provided contract administration to five CDBG funded public services programs that benefited low to moderate income residents.
• Provided contract administration for Flores Senior Center Rehabilitation Project. • Provided contract administration for the ECBG HVAC replacement at the Joslyn Senior Center.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
186
DEPARTMENT/DIVISION
PLANNING GRANTS
FUND ORGKEY
GRANTS 200164
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time - 67,249 67,249 - -
TOTAL SALARIES AND
BENEFITS
- 67,249 67,249 - -
SERVICES
6005 License & Permits 366 366 - -
6710 Special Contractual Services 54,502 46,700 46,700 - - 6901 Printing and Binding 400 400 - -
TOTAL SERVICES 54,502 47,466 47,466 - -
SUPPLIES
7901 Non-Capital Expenditures 29,069 8,011 8,011 - -
TOTAL SUPPLIES 29,069 8,011 8,011 - -
FIXED ASSETS
8501 Other Betterments/Improv 279,770 279,770 - -
8503 Building Const/Improv 545,474 545,474 - -
8706 All Other Equipment - 133,300 133,300 - -
TOTAL FIXED ASSETS - 958,544 958,544 - -
DIVISION TOTAL 83,571 1,081,269 1,081,269 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
187
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PLANNING GRANTS 83,571 1,081,269 1,081,269 - -
DEPARTMENT TOTAL 83,571 1,081,269 1,081,269 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
188
Development Services Department
Inclusionary Housing Program
Progr
am Description:
The Incl
usionary Housing Program , adopted by the City Council on December 19, 2023, is an integral part of the City’s implementation 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 low- and moderate-income households, or an in-lieu 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.
Inclus
ionary Housing Program Objectives:
• Prom
ote the development of affordable housing throughout the City. • Incr
ease the supply of housing affordable to very low-, low- and moderate-income families through the assistance and cooperation of private residential developers.
Signi
ficant Program Changes for Fiscal Year 2026-27 and 2027-28:
• This was
a new program and budget added for this fiscal year.
• Recei
ved In-Lieu revenue in the amount of $1.86 million in 2025-2026 for future projects.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
189
DEPARTMENT/DIVISION
INCLUSIONARY HOUSING OPERATIONS
FUND ORGKEY
INCLUSIONARY HOUSING 255900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
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 35,000 35,000
TOTAL SERVICES - 35,000 35,000 35,000 35,000
DIVISION TOTAL - 110,000 110,000 35,000 35,000
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
190
DEPARTMENT/DIVISION
INCLUSIONARY HOUSING PROJECTS/GRANTS
FUND ORGKEY
INCLUSIONARY HOUSING 255910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services - 35,000 35,000 35,000 35,000 TOTAL SERVICES - 35,000 35,000 35,000 35,000
DIVISION TOTAL - 35,000 35,000 35,000 35,000
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
191
DEPARTMENT SUMMARY
FUND
INCLUSIONARY HOUSING
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
OPERATIONS - 110,000 110,000 35,000 35,000
PROJECTS/GRANTS - 35,000 35,000 35,000 35,000
DEPARTMENT TOTAL - 145,000 145,000 70,000 70,000
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
192
Facilities and Community Services
Progr
am Description:
The mission of the Facilities and Community Services Department is to promote and develop policies and practices that minimize impact to the environment, improve 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:
• 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 and projects. • Citrus Groves and 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. • Parks Division: Maintaining parks, Landscape Maintenance Districts, and Community Facility Districts.
• Recreation and Senior Services Divisions: Managing Community and Senior Centers and their programs.
• Redlands Municipal Airport: Management and operation of the city-owned airport. • State Street Building (Future City Hall): Management and operation of the new city hall facility.
• Street Tree Division: Providing tree trimming and emergency tree services. • Street Maintenance and Electrical: Maintaining the city streets, street lighting and public right of way areas.
• Solid Waste and Landfill Division: Collection of residential and commercial green waste, refuse, recyclables, operating the California Street Landfill, and developmental and implementation of the city’s recycling programs.
Accomplishments Fiscal Year 2024-2026:
• Issued 371 special events permits.
• Processed 2607 work orders.
• Completed 14 Capital Improvement Projects.
Fiscal Year 2026-2028 Goals:
• Issuance of 420 special events permits.
• Process 2900 work orders.
• Complete 21 Capital Improvement Projects.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
193
DEPARTMENT/DIVISION
FCS ADMINISTRATION
FUND ORGKEY
GENERAL FUND 101300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 417,872 378,726 378,726 235,173 263,272 5005 Vacancies - - - (12,627) (12,863)
5101 Overtime Salaries 8,195 1,500 10,000 8,195 8,195
5202 Holiday Pay 3,351 - 1,932 - -
5203 Bonus 3,975 3,564 3,564 3,601 3,601
5204 Accrual Payout 28,627 - 25,757 28,685 28,685
5301 Banked Leave Buy Back 97 32,164 1,582 115 115
5401 Pension Contributions 120,378 157,731 157,731 120,530 123,053 5501 Social Security/Medicare 31,379 38,373 38,373 33,578 34,325 5601 Deferred Compensation 9,567 11,015 11,015 9,904 9,911 5701 Health/Dental Insurance 72,144 92,308 92,308 61,193 61,483 5702 Workers' Comp Insurance 18,543 19,188 19,188 44,728 45,910 5703 Disability Insurance 1,565 1,276 1,276 2,079 2,181 5704 Unemployment Insurance 325 2,322 2,322 2,040 2,040 5705 Life Insurance 292 337 337 297 297
5801 Vehicle Allowance 4,560 5,016 5,016 4,560 4,560
5802 Eyecare Reimbursement 2,100 1,605 1,605 1,182 1,182 5803 Clothing Allowance 306 831 831 636 636
5903 Other Taxable Benefits 1,651 1,002 1,002 1,701 1,701 5904 Tuition Reimbursement - - - - -
5905 Employee Wellness Program 901 - 601 - -
TOTAL SALARIES AND
BENEFITS
725,830 746,958 753,166 545,570 578,284
SERVICES
6005 License & Permits 27,293 - 27,293 28,112 28,955
6006 Taxes 104 - - - -
6102 Legal Services - - 111 - -
6106 Other Professional Services 7,146 18,375 18,375 5,000 5,000 6301 Water Wastewater Refuse - 321 - - -
6304 Telephone 11,016 8,190 8,190 9,000 9,000
6401 Meeting & Prof Development 2,409 1,600 5,000 5,150 5,250 6402 Travel
Expense/Reimbursement
4,470 1,680 2,217 2,300 2,500
6403 Training 515 3,400 505 - -
6501 Settlements/Judgments - 1,820,000 1,820,000 - -
6601 Postage 13,724 1,995 1,500 2,055 2,117
6703 Software Support/Development - 840 30,840 30,000 30,000 6708 Special Program Expenditures 20,000 51,000 162,735 380,308 380,308 6710 Special Contractual Services 131,693 355,320 200,000 150,000 151,500 6802 Info Tech Service Charges 83,772 73,799 73,799 119,674 123,663 6803 City Garage Charges 63,502 66,154 28,945 23,412 21,224 6901 Printing and Binding 6,996 6,600 6,600 6,463 6,463 6902 Advertising 5,000 - - 1,000 1,000
6906 Office Equip & Furn Rent 1,659 4,310 3,000 4,310 4,310 6909 Subscriptions & Memberships 2,466 7,516 7,976 8,553 8,858 6910 Labor 993 18,783 18,783 - -
TOTAL SERVICES 382,758 2,439,883 2,415,869 775,337 780,148 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
194
DEPARTMENT/DIVISION
FCS ADMINISTRATION
FUND ORGKEY
GENERAL FUND 101300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7002 Office Supplies 17,653 23,750 13,000 16,223 16,709 7004 Uniform/Safety Clothing 612 840 2,000 1,000 1,000
7101 Office Equipment & Furniture 6,791 36,948 10,500 10,815 11,140 7204 Building/Grounds Maintenance - - 713,000 - -
7205 Machinery & Equip. Maint. - 4,482 - - -
7206 Vehicle Maintenance 1,432 1,447 1,447 1,447 1,447
7208 Repair/Maintenance Supplies 365 220 2,446 250 250
7209 Janitorial Supplies - 857 - - -
7211 Computer Components 3,975 10,150 7,000 10,150 10,150 7807 Food 4,918 6,825 7,500 8,000 8,000
7810 Special Departmental Supplies 3,501 9,272 1,000 1,050 1,050 7901 Non-Capital Expenditures 223 4,000 - 1,000 1,000
TOTAL SUPPLIES 39,471 98,791 757,893 49,935 50,746
FIXED ASSETS
8001 Land Acquisitions 365 - 25,304 - -
8301 Construction In Progress 22,263 - - - -
8501 Other Betterments/Improv - 713,038 - - -
8706 All Other Equipment - 50,000 50,000 - -
8801 Capital Lease 33,657 44,944 22,609 22,316 22,316
TOTAL FIXED ASSETS 56,284 807,982 97,913 22,316 22,316
DIVISION TOTAL 1,204,343 4,093,614 4,024,841 1,393,157 1,431,493 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
195
Facilities and Community Services
Building Maintenance Division
Program Description:
The Building Maintenance Division performs routine maintenance and emergency services for all City-owned facilities , and oversees all capital improvement projects . This division provides maintenance services to all City facilities totaling approximately 583,000 square feet , including 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. In 2026, the State Street building at 300 E. State Street and the Museum of Redlands was added to the City facility list as well.
This D
ivision 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.
Cit
y 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 2024-2026:
• HVAC replacement at Joslyn Senior Center.
• Managed Animal Shelter Kennel Expansion.
• Managed Citrus Avenue Parking Structure Improvement Plan. • Managed Ford Park Restroom Placement Project.
• Managed the Library Modernization Project.
• Worked alongside Tilden-Coil on State Street building Renovation Project. • Completed Fire Station 2 remodel project.
• Completed 860 work orders.
Goals
for Fiscal Year 2026-2028:
• Complete Citrus Center Remodel and move city staff into new offices. • Manage CIP projects for Roof and HVAC replacements at several City Facilities. • Complete 265 preventative maintenance requests.
• Complete 680 work orders.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
196
DEPARTMENT/DIVISION
BUILDING
MAINTENANCE
FUND ORGKEY
GENERAL FUND 101301
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 487,111 580,455 580,455 629,314 673,838 5002 Salaries: Part-Time - - 11,415 - -
5005 Vacancies - - - (23,782) (24,044)
5101 Overtime Salaries 67,367 29,242 85,000 50,000 55,000 5201 Stand By 4,684 - 8,000 5,000 5,000
5202 Holiday Pay 10,702 - - - -
5203 Bonus - 440 440 - -
5204 Accrual Payout 1,624 - 10,042 1,650 1,650
5301 Banked Leave Buy Back 3,955 14,156 14,156 4,422 4,422 5401 Pension Contributions 140,829 168,440 168,440 153,941 156,410 5501 Social Security/Medicare 44,177 43,873 43,873 42,325 42,943 5601 Deferred Compensation 3,518 4,796 4,796 3,932 3,990 5701 Health/Dental Insurance 119,230 153,347 153,347 123,852 124,184 5702 Workers' Comp Insurance 21,230 21,968 21,968 20,574 21,117 5703 Disability Insurance 4,446 4,143 4,143 4,972 5,047 5704 Unemployment Insurance 547 3,147 3,147 3,103 3,103 5705 Life Insurance 431 457 457 451 451
5801 Vehicle Allowance - 600 600 - -
5802 Eyecare Reimbursement - 2,175 2,175 2,145 2,145
5803 Clothing Allowance 810 1,830 1,830 2,010 2,010
5804 Uniform Rental 408 - 278 - -
5903 Other Taxable Benefits 2,641 2,813 2,813 3,653 3,653
TOTAL SALARIES AND
BENEFITS
913,710 1,031,882 1,117,375 1,027,562 1,080,920
SERVICES
6005 License & Permits 1,350 - - 5,000 5,000
6007 Penalties and Interest 1,700 - 45 - -
6301 Water Wastewater Refuse 122,927 130,826 130,826 162,767 167,650 6304 Telephone 24,180 17,544 17,544 18,070 18,613
6307 Electricity & Gas 1,023,305 931,173 931,173 1,043,156 1,074,451 6402 Travel
Expense/Reimbursement
3 - 58 - -
6403 Training 401 1,721 1,721 1,773 1,826
6601 Postage - - 48 - -
6703 Software Support/Development 103,653 4,984 43,093 30,000 30,900 6710 Special Contractual Services 141,561 150,886 150,840 153,325 155,885 6712 Landfill Tipping Charges - 1,092 1,092 1,125 1,159 6802 Info Tech Service Charges 30,462 26,836 26,836 43,518 44,968 6803 City Garage Charges 42,665 44,447 38,895 31,460 28,520 6901 Printing and Binding 716 - 109 - -
6902 Advertising - 2,122 2,122 2,185 2,251
6903 Janitorial Services 411,771 477,405 477,405 548,805 565,269 6904 Land and Building Rent 12,000 - 6,000 6,000 6,000
6908 Other Rentals 195,358 54,188 190,000 190,000 100,000 6910 Labor 302,513 290,008 290,008 300,000 303,000
TOTAL SERVICES 2,414,565 2,133,232 2,307,816 2,537,184 2,505,491
SUPPLIES
7002 Office Supplies 1,915 4,065 2,000 2,642 2,721
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
197
DEPARTMENT/DIVISION
BUILDING
MAINTENANCE
FUND ORGKEY
GENERAL FUND 101301
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7004 Uniform/Safety Clothing 7,224 6,203 10,000 10,000 10,000 7101 Office Equipment & Furniture 1,436 1,700 3,500 1,751 1,804 7102 Small Tools & Equipment 5,461 4,000 4,000 4,120 4,244 7204 Building/Grounds Maintenance 11,074 - - - -
7205 Machinery & Equip. Maint. 3,110 - - - -
7206 Vehicle Maintenance 2,943 - 4,333 5,000 5,000
7208 Repair/Maintenance Supplies 334,091 352,160 362,724 253,818 262,653 7209 Janitorial Supplies 8,810 10,609 10,609 10,927 11,255 7210 Building Supplies 1,779 26,503 3,000 5,000 7,000
7211 Computer Components 1,685 - 1,500 1,000 1,000
7807 Food 170 750 750 773 796
7810 Special Departmental Supplies 25,893 120,418 45,000 50,000 50,000 TOTAL SUPPLIES 405,590 526,408 447,417 345,031 356,472
FIXED ASSETS
8501 Other Betterments/Improv - - - 225,000 -
8503 Building Const/Improv 33,214 - - - -
8704 Motor Vehicles 141,884 - - - -
8706 All Other Equipment 20,500 - - - -
8801 Capital Lease (14,022) 53,462 100,147 89,335 89,335 TOTAL FIXED ASSETS 181,576 53,462 100,147 314,335 89,335
DEBT SERVICE
9002 Principal - Lease 52,074 - - - -
9102 Interest - Lease 3,895 - - - -
TOTAL DEBT SERVICE 55,968 - - - -
DIVISION TOTAL 3,971,409 3,744,983 3,972,754 4,224,113 4,032,218 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
198
Facilities and Community Service
Streets and Electrical Division
Progr
am Description:
The St
reet Division provides for the general maintenance and repair of 314 miles of streets, and 90 miles of storm drains within the city . Crews respond to approximately 1,000 annual calls for routine street maintenance services.
The division also provides routine street cleaning and sweeping services on public roadways within the city. Cleaning actions include mechanical sweeping, debris removal, 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, including 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 include shoulder grading and mowing, spraying, and removal to comply with Fire Department abatement requirements. • Provide support to public safety departments 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 markings and striping, including painted curbs, street legends, crosswalks, centerline and lane-line stripes, and parking lot lines. • The field service coordinator is responsible for oversight of the City’s contracted street sweeping and traffic signal infrastructure.
• Service, repair, and maintain streetlights.
Accomplishments for Fiscal Year 2024-2026:
• Maintained over 300 miles of streets, including potholing and skin patching, and sidewalk ramping, using 10 tons of asphalt in 457 locations. • Provide street sweeping for 12,000 curb miles throughout the City. • Completed approximately 7,800 underground service alert tickets. These are USA dig alerts that the streets / electrical to have to locate underground utilities • Serviced and/or repaired 1,560 street lights.
• Completed annual cleaning of all storm drain inlets and channels. • Fabricated, replaced, or serviced 870 street signs.
• Replaced 27 streetlights/traffic signals knocked down in traffic accidents. • Provided 400 labor hours, eradicating illegal dumps.
• Roughly 12 lane miles of curbs to sweep added to stripe City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
199
Projects Completed:
• Worked with SBCTA on light rail traffic signal integration. • Replaced 4 power pedestals that were knocked down in traffic accidents. • Cleared canyon roads during heavy winter rain events. • Retro fitted intersection traffic signal power feed Redlands Blvd. and Orange St. • Installation of approx. 2,900 linear ft of guardrail from Ford St to Palm Ave. • Worked alongside Parks and Building Maintenance staff to complete various downtown projects including Christmas holiday decorations and lighting and community service day. • Completed city wide speed limit sign replacement estimated 70 signs.
Accompl
ishments for Fiscal Year 2024-2026:
• 586 Field R
esponses.
• 463 Signs created and replaced.
• 8,000 underground service alerts.
Goals
for Fiscal Year 2026-2028:
• 430 field responses.
• 454 signs create and replace.
• 8,200 Underground service alerts.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
200
DEPARTMENT/DIVISION
ELECTRICAL
FUND ORGKEY
GENERAL FUND 101302
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 77,204 95,003 95,003 89,576 96,534 5005 Vacancies - - - (3,655) (3,696)
5101 Overtime Salaries - 4,000 4,000 - -
5202 Holiday Pay 3,463 - 1,497 - -
5204 Accrual Payout 608 - 2 238 238
5301 Banked Leave Buy Back 2,561 3,911 3,911 1,487 1,487 5401 Pension Contributions 23,048 28,216 28,216 24,491 25,368 5501 Social Security/Medicare 6,394 7,596 7,596 6,785 7,014 5601 Deferred Compensation 300 300 10,631 300 300
5701 Health/Dental Insurance 25,926 32,621 32,621 33,268 33,356 5702 Workers' Comp Insurance 2,739 2,834 2,834 2,850 2,925 5703 Disability Insurance 591 779 779 816 857
5704 Unemployment Insurance 92 543 543 543 543
5705 Life Insurance 68 79 79 79 79
5802 Eyecare Reimbursement 299 375 375 375 375
5803 Clothing Allowance 300 338 338 600 600
5804 Uniform Rental 106 - 69 - -
5903 Other Taxable Benefits 2 38 38 188 188
TOTAL SALARIES AND
BENEFITS
143,701 176,633 188,532 157,939 166,166
SERVICES
6007 Penalties and Interest - - 40 - -
6008 State Mandated Fees 2,361 3,500 3,500 3,500 3,605
6304 Telephone 2,176 2,500 2,500 2,575 2,652
6307 Electricity & Gas 10,041 8,000 8,000 8,240 8,487
6311 Elec Service-CA Traffic Sgl 26,633 24,000 24,000 24,720 25,462 6312 Elec Service-City Traffic Sgl 79,774 70,000 70,000 72,100 74,263 6314 Elec Service-SCE Street Light 661 3,000 3,000 3,090 3,183 6315 Electric Service-Street Light 651,370 600,000 600,000 618,000 636,540 6316 Elec Service-State Str Light 73,028 40,000 40,000 41,200 42,436 6402 Travel
Expense/Reimbursement
- 250 - - -
6403 Training 812 1,300 1,300 1,339 1,379
6710 Special Contractual Services 452,396 628,600 600,000 600,000 600,000 6802 Info Tech Service Charges 15,231 13,418 13,418 21,759 22,484 6803 City Garage Charges 65,486 68,221 59,699 48,287 43,774 6902 Advertising - 500 100 515 530
6904 Land and Building Rent 9,608 12,128 12,128 12,492 12,867 TOTAL SERVICES 1,389,577 1,475,417 1,437,685 1,457,817 1,477,662
SUPPLIES
7002 Office Supplies 18 1,000 - - -
7003 Awards/Recognition Prgm - 500 500 515 530
7004 Uniform/Safety Clothing - 600 - - -
7102 Small Tools & Equipment - 2,000 - - -
7205 Machinery & Equip. Maint. - 15,000 - - -
7208 Repair/Maintenance Supplies 292,961 209,996 150,000 155,400 160,962 7209 Janitorial Supplies - 50 - - -
7210 Building Supplies - 500 - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
201
DEPARTMENT/DIVISION
ELECTRICAL
FUND ORGKEY
GENERAL FUND 101302
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7211 Computer Components - 1,000 - - -
7804 Medical Supplies - 100 - - -
7807 Food - 250 - 258 265
7810 Special Departmental Supplies 159 11,000 5,000 7,000 8,000 TOTAL SUPPLIES 293,138 241,996 155,500 163,173 169,758
FIXED ASSETS
8706 All Other Equipment 136,281 - - - -
8801 Capital Lease (9,291) - - - -
TOTAL FIXED ASSETS 126,989 - - - -
DEBT SERVICE
9001 Principal 21,684 - - - -
9002 Principal - Lease 9,081 - - - -
9101 Interest 1,816 - - - -
9102 Interest - Lease 211 - - - -
TOTAL DEBT SERVICE 32,791 - - - -
DIVISION TOTAL 1,986,197 1,894,046 1,781,717 1,778,928 1,813,586 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
202
DEPARTMENT/DIVISION
STREETS
FUND ORGKEY
GENERAL FUND 101304
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 800,396 888,186 888,186 931,333 1,007,611 5005 Vacancies - - - (37,979) (38,353)
5101 Overtime Salaries 39,263 35,000 40,000 36,050 37,132 5201 Stand By 10,703 15,000 15,000 15,450 15,914
5202 Holiday Pay 16,234 - 12,260 - -
5204 Accrual Payout 3,130 - 1,637 991 991
5301 Banked Leave Buy Back 23,643 24,496 27,799 9,852 9,852 5401 Pension Contributions 236,326 259,743 259,743 251,111 253,190 5501 Social Security/Medicare 68,334 68,873 68,873 69,732 70,218 5601 Deferred Compensation 1,248 1,248 32,241 1,248 1,248 5701 Health/Dental Insurance 181,733 168,066 168,066 237,840 238,430 5702 Workers' Comp Insurance 95,393 98,712 98,712 96,544 99,093 5703 Disability Insurance 8,157 8,535 8,535 10,602 10,693 5704 Unemployment Insurance 955 5,768 5,768 5,768 5,768 5705 Life Insurance 801 837 837 839 839
5802 Eyecare Reimbursement 580 3,987 3,987 3,987 3,987
5803 Clothing Allowance 3,450 3,788 3,788 4,100 4,100
5804 Uniform Rental 1,554 - 735 - -
5903 Other Taxable Benefits 2,178 2,856 2,856 3,494 3,494
TOTAL SALARIES AND
BENEFITS
1,494,078 1,585,095 1,639,021 1,640,961 1,724,206
SERVICES
6004 Bank/Collection Agent Fees - 60 - - -
6005 License & Permits - 206,000 - - -
6007 Penalties and Interest 4 309 309 - -
6105 Medical/Physicals 1,350 2,060 2,060 2,122 2,060
6106 Other Professional Services - - 4,483 - -
6301 Water Wastewater Refuse 4,196 4,635 4,635 4,774 4,635 6304 Telephone 7,733 6,695 5,500 6,896 6,695
6307 Electricity & Gas 19,971 12,875 12,875 13,261 12,875 6401 Meeting & Prof Development - 2,575 1,000 2,652 2,575 6402 Travel
Expense/Reimbursement
- 3,914 - 4,031 3,914
6403 Training 4,600 10,300 8,000 8,000 8,000
6601 Postage - 103 - 106 103
6703 Software Support/Development - - 2,153 2,200 2,400 6710 Special Contractual Services 1,056,805 947,912 1,084,912 755,036 758,836 6712 Landfill Tipping Charges 17,918 87,550 20,000 20,000 20,600 6802 Info Tech Service Charges 91,387 80,508 80,508 108,000 111,600 6803 City Garage Charges 597,778 614,328 412,464 362,884 295,808 6901 Printing and Binding - 103 - - -
6902 Advertising 291 1,030 - - -
6908 Other Rentals 4,291 25,750 15,000 20,000 20,000
6909 Subscriptions & Memberships - 1,030 - - -
6910 Labor 5,614 62,272 15,000 15,000 20,000
6911 Bad Debt Expense 108 - - - -
TOTAL SERVICES 1,812,047 2,070,009 1,668,898 1,324,963 1,270,101 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
203
DEPARTMENT/DIVISION
STREETS
FUND ORGKEY
GENERAL FUND 101304
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7002 Office Supplies 2,595 6,090 3,000 3,183 3,278
7003 Awards/Recognition Prgm - 3,090 2,000 3,183 3,278
7004 Uniform/Safety Clothing 26,497 36,050 36,050 37,132 38,245 7101 Office Equipment & Furniture - 515 127 - -
7102 Small Tools & Equipment 10,174 15,450 10,000 15,914 16,391 7204 Building/Grounds Maintenance - 15,450 - - -
7206 Vehicle Maintenance 4,786 3,090 5,000 3,183 3,278
7208 Repair/Maintenance Supplies 192,616 227,666 211,180 198,094 204,936 7209 Janitorial Supplies 2,567 2,060 2,060 2,122 2,185
7211 Computer Components - - 554 - -
7802 Purchased Water 439 - 700 - -
7804 Medical Supplies - 309 - - -
7807 Food 1,998 1,030 500 1,061 1,093
7810 Special Departmental Supplies 30,874 31,013 50,000 31,827 32,782 TOTAL SUPPLIES 272,548 341,812 321,170 295,696 305,467
FIXED ASSETS
8403 Street Construction 21,995 - - - -
8602 Other Land Improvements 174,600 - - - -
8704 Motor Vehicles 89,628 580,813 580,813 - -
8706 All Other Equipment 43,149 101,439 60,000 - -
8801 Capital Lease 31,437 72,124 70,556 67,063 67,063
TOTAL FIXED ASSETS 360,810 754,376 711,369 67,063 67,063
DEBT SERVICE
9001 Principal 29,870 30,835 30,835 17 -
9002 Principal - Lease 40,871 - - - -
9101 Interest 2,241 1,165 1,165 84 -
9102 Interest - Lease 2,249 - - - -
TOTAL DEBT SERVICE 75,231 32,000 32,001 101 -
DIVISION TOTAL 4,014,713 4,783,292 4,372,460 3,328,784 3,366,836 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
204
Facilities and Community Services
Parks Division
Progr
am Description:
The Parks Division is responsible for the maintenance and upkeep of approximately 800 acres consisting of 27 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. Parks Division staff also help facilitate special events along with maintaining all the downtown areas within the City’s purview.
Progr
am 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 and clean manner. • Maintain city owned medians, trails and open space.
• Oversee, coordinate, and assist with various park volunteer efforts and other programs. • Support the annual Day of Service volunteer event.
Accomp
lishments for Fiscal Year 2024-2026:
• Annual D
og Park renovation and seeding.
• Ford Park and Sylvan Park annual Day of Service events. • Texonia Park Renovation design work completed and awarded grant funds. • BMX pump track design work completed.
• Parks Master Plan completed.
• Acceptance of Coyazo Park.
• Closed out 685 graffiti abatement work orders.
Goals
for Fiscal Year 2026-2028:
• Texonia
Park renovations, construction phase.
• Sylvan restroom renovation.
• Playground and restroom replacements.
• Replacement of bleachers in various parks.
• Coyazo Park Crow’s nest building completion.
• Park maintenance increased to 840 acres.
• 5 park renovations completed.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
205
DEPARTMENT/DIVISION
PARKS
FUND ORGKEY
GENERAL FUND 101303
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 944,958 1,114,240 1,114,240 1,083,913 1,175,394 5005 Vacancies - - - (44,371) (45,009)
5101 Overtime Salaries 160,928 124,800 100,000 120,000 125,000 5201 Stand By 14,612 8,000 13,000 8,240 8,487
5202 Holiday Pay 28,344 - 13,724 - -
5203 Bonus 143 - - - -
5204 Accrual Payout 1,131 - 381 953 953
5301 Banked Leave Buy Back 21,071 22,057 24,590 10,172 10,172 5401 Pension Contributions 282,627 330,808 330,808 302,884 308,669 5501 Social Security/Medicare 88,716 87,291 87,291 85,005 86,471 5601 Deferred Compensation 1,200 1,200 1,200 1,200 1,200 5701 Health/Dental Insurance 258,755 243,513 243,513 236,519 237,164 5702 Workers' Comp Insurance 43,820 45,344 45,344 76,312 78,327 5703 Disability Insurance 10,997 11,204 11,204 13,332 13,598 5704 Unemployment Insurance 1,260 7,986 7,986 7,573 7,573 5705 Life Insurance 1,091 1,159 1,159 1,101 1,101
5802 Eyecare Reimbursement 610 5,520 5,520 5,235 5,235
5803 Clothing Allowance 4,103 5,325 5,325 6,166 6,166
5804 Uniform Rental 1,844 - 1,017 - -
5903 Other Taxable Benefits 427 450 450 2,918 2,918
5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
1,866,636 2,008,897 2,006,752 1,917,154 2,023,419
SERVICES
6005 License & Permits - - 2,001 - -
6007 Penalties and Interest - - 76 - -
6105 Medical/Physicals 165 - 100 - -
6301 Water Wastewater Refuse 223,580 420,887 250,000 250,000 260,000 6304 Telephone 7,611 7,600 7,600 7,600 7,600
6307 Electricity & Gas 128,330 96,067 96,067 120,000 120,000 6402 Travel
Expense/Reimbursement
628 - 881 - -
6403 Training 8,068 3,986 11,000 3,986 3,986
6710 Special Contractual Services 1,366,133 1,355,100 1,206,529 1,277,465 1,318,722 6712 Landfill Tipping Charges 29,905 26,264 26,264 26,264 26,264 6802 Info Tech Service Charges 152,312 134,180 134,180 157,800 163,060 6803 City Garage Charges 518,400 531,634 331,056 304,355 242,748 6901 Printing and Binding 66 - - - -
6902 Advertising 3,822 400 - - -
6903 Janitorial Services - 17,500 - - -
6908 Other Rentals 3,655 2,833 2,833 2,833 2,833
6910 Labor 73,835 174,097 85,000 80,000 85,000
TOTAL SERVICES 2,516,509 2,770,548 2,153,586 2,230,303 2,230,213
SUPPLIES
7002 Office Supplies 4,007 9,000 2,000 4,000 4,000
7004 Uniform/Safety Clothing 41,576 45,856 45,856 47,232 48,649 7102 Small Tools & Equipment 27,739 41,299 15,900 42,538 43,814 7204 Building/Grounds Maintenance - 100,548 100,548 50,000 50,000 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
206
DEPARTMENT/DIVISION
PARKS
FUND ORGKEY
GENERAL FUND 101303
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7206 Vehicle Maintenance 9,216 6,507 10,000 10,000 10,000 7208 Repair/Maintenance Supplies 287,973 231,331 231,331 208,271 215,419 7209 Janitorial Supplies 38,228 38,714 38,714 39,876 41,072 7210 Building Supplies 11,250 - - - -
7807 Food 199 750 750 1,000 1,000
7810 Special Departmental Supplies 20,334 49,004 75,000 - - 7901 Non-Capital Expenditures 132,365 - 67,779 - -
TOTAL SUPPLIES 572,887 523,009 587,879 402,917 413,954
FIXED ASSETS
8501 Other Betterments/Improv 716,398 2,552,485 1,738,746 295,230 - 8503 Building Const/Improv - 170,000 830,022 - -
8602 Other Land Improvements - - 243,718 - -
8704 Motor Vehicles 67,404 - - - -
8706 All Other Equipment 31,831 90,000 - - -
8801 Capital Lease 60,967 188,101 221,478 197,227 197,227 TOTAL FIXED ASSETS 876,599 3,000,586 3,033,963 492,457 197,227
DEBT SERVICE
9002 Principal - Lease 71,543 - - - -
9102 Interest - Lease 7,659 - - - -
TOTAL DEBT SERVICE 79,202 - - - -
DIVISION TOTAL 5,911,834 8,303,040 7,782,180 5,042,831 4,864,814 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
207
Facilities and Community Services
Trees
Progr
am Description:
The Ci
ty’s urban forest is a recognized asset and landmark of the City of Redlands, valued at approximately $151,929,920.00. The Facilities and Community Services Street Tree Division staff oversee the maintenance of approximately 56,520 tree sites located within the City’s right-of-way, City-owned facilities, parking lots, trails, and parks. Of these sites, approximately 43,720 are home to living trees. This count includes approximately 6,675 trees within the City’s park system, and the remaining 37,045 trees in parkway areas, easement areas, and City-owned properties. Palm trees continue to be the single most prominent genus of trees within the City’s inventory, which numbers approximately 8,875. A close second is the Crape Myrtle tree which numbers approximately 6,872. Both of these tree species are iconic Redlands trees. In partnership with the Redlands Street Tree Committee, the Street Tree Division is dedicated to the continued enhancement, maintenance, and care of this living asset.
Program Objectives:
• Provide trimming (based on safety, tree health, and aesthetics) and maintenance of City trees with a primary focus on individual specimens within the city right-of-way. • Provide safe and efficient removals of dead, diseased, and hazardous trees, either on a pre-approved or emergency basis.
• Provide an active response to mitigate and resolve emergency tree concerns. • Work cooperatively with various volunteer groups, special interest organizations, and city departments to promote urban forest health and preservation. • Provide continual updates to maintain accurate records and reports.
Signi
ficant Program Changes and Process Improvements:
The Street Tree Division advanced a focused tree replacement initiative in partnership with a contractor, establishing a target for removal and planting to meet a 1:1 ratio. Through coordinated planning and execution, the program exceeded expectations, resulting in 480 newly planted trees. This effort not only addressed immediate canopy loss but also strengthened the long-term sustainability and resilience for the City’s tree canopy.
Accomplishments for Fiscal Year 2024-2026:
• 476 trees were removed
• 12,430 trees were pruned
• 540 trees were planted
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
208
Goals for Fiscal Year 2026-2028:
• Tree replacement and removal is a 1:1 ratio.
• Continued to fulfill tree trimming service that meets the needs of the community for safety and welfare.
• 50 new trees will be planted with volunteer work
• Estimated 800 (400 per year) trees will be removed.
• Estimated 13,000 (6,500 per year) trees will be trimmed. • Estimated 600 (300 per year) new trees will be planted.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
209
DEPARTMENT/DIVISION
TREES
FUND ORGKEY
GENERAL FUND 101305
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 319,823 324,283 324,283 319,739 348,549 5005 Vacancies - - - (13,514) (13,650)
5101 Overtime Salaries 81,976 25,000 80,000 20,000 20,000 5201 Stand By 5,063 - 5,000 5,000 5,000
5202 Holiday Pay 10,673 - 5,122 - -
5204 Accrual Payout 445 - 1,962 372 372
5301 Banked Leave Buy Back 7,000 6,433 6,433 2,805 2,805 5401 Pension Contributions 94,967 96,016 96,016 97,180 97,549 5501 Social Security/Medicare 32,365 25,290 25,290 26,618 26,687 5601 Deferred Compensation 468 468 468 468 468
5701 Health/Dental Insurance 81,218 79,322 79,322 100,152 100,441 5702 Workers' Comp Insurance 10,955 11,336 11,336 11,399 11,700 5703 Disability Insurance 4,068 3,083 3,083 4,010 4,018 5704 Unemployment Insurance 315 2,035 2,035 2,101 2,101 5705 Life Insurance 305 295 295 306 306
5802 Eyecare Reimbursement 600 1,407 1,407 1,452 1,452
5803 Clothing Allowance 1,260 1,290 1,290 1,035 1,035
5804 Uniform Rental 376 - 208 - -
5903 Other Taxable Benefits 4,086 539 2,137 4,806 4,806
TOTAL SALARIES AND
BENEFITS
655,965 576,797 645,687 583,927 613,638
SERVICES
6105 Medical/Physicals 470 552 100 1,000 1,030
6304 Telephone 216 - - - -
6401 Meeting & Prof Development - 5,000 - 500 500
6402 Travel
Expense/Reimbursement
2 1,000 39 1,000 1,000
6403 Training 330 3,150 3,150 3,245 3,150
6710 Special Contractual Services 862,196 1,200,000 1,202,000 607,000 607,210 6712 Landfill Tipping Charges - 10,609 1,000 1,000 1,000 6802 Info Tech Service Charges 25,200 22,200 22,200 36,000 37,200 6803 City Garage Charges 254,004 264,617 231,559 187,295 169,791 6901 Printing and Binding 359 - - - -
TOTAL SERVICES 1,142,777 1,507,128 1,460,048 837,040 820,881
SUPPLIES
7002 Office Supplies 161 - - - -
7208 Repair/Maintenance Supplies 1,423 12,000 12,000 5,000 5,150 TOTAL SUPPLIES 1,584 12,000 12,000 5,000 5,150
DIVISION TOTAL 1,800,326 2,095,925 2,117,735 1,425,967 1,439,669 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
210
Facilities and Community Services
Code Enforcement Division
Progr
am Description:
The Code Enf
orcement Division is responsible for improving the quality of life of residents , protecting property values, and ensuring the health and safety of our community by fair and consistent enforcement of the Redlands Municipal Code. Such enforcement activities include, but are not limited to, enforcement of codes related to property maintenance, graffiti, inoperative vehicles, unsafe conditions, unsafe buildings, unpermitted (unsafe) construction, and the eradication of neighborhood blight. This division consists of one full-time senior code officer, three full-time code officers, and one full -time administrative technician. The Code Enforcement Division provides a balance of providing customer service to residents concerned with municipal code violations while working to educate and gain voluntary compliance, increasing the quality of life and serving the entire community.
Program Objectives:
• Provide excellent customer service to the residents and businesses of the City of Redlands.
• Increase the quality of life in the City of Redlands by improving the visual appearance of our neighborhoods through the fair and consistent enforcement of the property maintenance ordinance.
• Respond to citizen concerns pertaining to Municipal Code violations. • Educate property owners and responsible parties of code requirements and work with stakeholders to resolve issues raised by residents and businesses through voluntary compliance.
• When voluntary compliance is not gained through education, enforcement action is initiated to gain compliance to provide the appropriate customer service to the overall community.
Accompl
ishments for Fiscal Years 2024-26:
• Open 1805 c
ases.
• Closed 1,508 cases.
• 1,840 Requests for service.
• 4,658 code inspections completed.
The Code E
nforcement Division participates in a monthly meeting with the City’s Police Department, Building and Safety Department, and Fire Department to discuss current public safety issues, code cases, and municipal code violations. This partnership assi sts in improving interdepartmental communications, the successful closing of cases, and providing health and safety to the community.
Goals
for Fiscal Year 2026-2028:
• Open 1,800 cases.
• Close 1,950 cases.
• 1,840 requests for service.
• Complete 4,000 code inspections.
• 1000 cases brought into compliance.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
211
DEPARTMENT/DIVISION
CODE ENFORCEMENT
FUND ORGKEY
GENERAL FUND 101306
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 295,820 345,311 345,311 357,624 385,675 5005 Vacancies - - - (13,033) (13,225)
5101 Overtime Salaries 3,165 18,191 2,000 5,000 6,000
5202 Holiday Pay 4,301 - 3,341 - -
5204 Accrual Payout 999 - 1,578 1,096 1,096
5301 Banked Leave Buy Back 3,897 4,213 5,413 2,474 2,474 5401 Pension Contributions 72,768 97,989 97,989 89,231 90,704 5501 Social Security/Medicare 23,688 25,576 25,576 26,590 27,065 5601 Deferred Compensation 1,380 300 1,385 1,380 1,380
5701 Health/Dental Insurance 61,117 77,742 77,742 69,229 69,451 5702 Workers' Comp Insurance 16,432 17,004 17,004 14,248 14,624 5703 Disability Insurance 2,071 3,289 3,289 3,000 3,027 5704 Unemployment Insurance 307 1,888 1,888 1,884 1,884 5705 Life Insurance 259 274 274 274 274
5802 Eyecare Reimbursement 53 1,305 1,305 1,302 1,302
5803 Clothing Allowance 1,368 1,230 1,230 1,074 1,074
5804 Uniform Rental 310 - 187 - -
5903 Other Taxable Benefits 1,617 1,118 1,118 1,731 1,731
TOTAL SALARIES AND
BENEFITS
489,552 595,430 586,630 563,104 594,534
SERVICES
6007 Penalties and Interest 69 - - - -
6102 Legal Services 90,824 30,000 130,000 95,000 75,000 6106 Other Professional Services 425 35,500 - 5,665 5,835 6304 Telephone 5,971 5,532 5,532 5,698 5,869
6401 Meeting & Prof Development 1,275 500 500 515 530
6402 Travel
Expense/Reimbursement
5,289 1,200 1,200 1,236 1,273
6403 Training 107 1,824 1,824 1,878 1,935
6601 Postage 2,028 3,038 3,800 3,600 3,700
6703 Software Support/Development - 1,323 1,500 1,550 1,600 6710 Special Contractual Services 100,128 234,148 140,000 - - 6712 Landfill Tipping Charges - 1,216 1,216 1,253 1,216 6802 Info Tech Service Charges 45,694 40,254 40,254 65,277 67,452 6803 City Garage Charges 15,875 16,539 14,472 11,706 10,612 6901 Printing and Binding 490 2,675 2,675 2,755 2,755
6909 Subscriptions & Memberships 9,642 7,182 7,397 7,397 7,619 6911 Bad Debt Expense 263 - - - -
TOTAL SERVICES 278,081 380,931 350,370 203,530 185,396
SUPPLIES
7002 Office Supplies 775 3,431 3,431 2,504 2,579
7004 Uniform/Safety Clothing - 2,431 2,431 2,504 2,579
7807 Food 81 165 165 170 175
7810 Special Departmental Supplies 811 1,216 1,216 1,253 1,290 TOTAL SUPPLIES 1,667 7,243 7,243 6,431 6,624
DIVISION TOTAL 769,299 983,604 944,243 773,065 786,555
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
212
Facilities and Community Services
Recreation and Senior Services
Progr
am Description:
The Cit
y of Redlands Recreation and Senior Services Division is a customer -driven service that is responsive to the needs of the public. Recreation and Senior programs promote wellness and human development through leisure pursuits. The Division operates t he Joe R. Gonzales Community Center, Eddie and Gloria Flores Senior Center, and Joslyn Senior Center, which are open to the community for a variety of educational and leisure activities. The centers feature a gymnasium, computer labs, classrooms, reading l ounges, multi -purpose rooms, and kitchen facilities. In addition to manning the centers, the Division also facilitates the rentals of indoor and outdoor recreation sites as well as the Morning Market within the downtown area.
The Senior Services programs focus on community support and partnerships, nutrition and healthy eating, and active living. The Senior Information and Referral Services Offices are in the Community Center at 111 W. Lugonia Avenue, and offers assistance to seniors seeking housing, medical, and financial information. Numerous programs are offered, including the Meals on Wheels program and the Family Service Association Nutrition Program, ensuring the availability of hot meals to seniors for a reasonable price.
Program Objectives:
• Strengthen community image and sense of place.
• Provide and support recreation and leisure services offered throughout the community. • Promote health and wellness.
• Foster human development
• Increase cultural unity.
• Provide programs and activities to stimulate and strengthen senior lives, including health and fitness, education and instruction, referral and support, and social activities and events.
Significant Improvements Related to Operations:
The Joe R. Gonzalez Community Center has recently undergone targeted enhancements to better service the needs of its patrons:
• Renovation of the Joe R. Gonzalez Community Center back lobby, including a new service counter, updated flooring, paint, and lighting.
• Renovation of small classroom at the Joe R. Gonzalez Community Center, including new paint, flooring, and lighting, along with the addition of a mounted projector screen and speakers to support audiovisual programming.
• Gymnasium enhancements and maintenance, including replacement of four backyard winches used to raise and lower basketball hoops, and the addition of a backboard lowering device to better accommodate younger participants and expand introductory your basketball programming.
• Installation of new volleyball nets, poles, and a referee stand to support expanded volleyball programming.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
213
• Replacement of a 20 -year-old scoreboard with a modern, wireless -operated system, improving ease of use and overall service delivery.
Accomplishments for Fiscal Year 2024-2026:
• 12 Community events held.
• 170 City programs offered for kids, youths, and seniors. • 155,000 registered participants across all programs.
• 80% of community satisfaction level reports for services provided.
Goals for Fiscal Year 2026-2028:
• On-going c
ollaboration with independent contractors for program activities. • Continue to provide special events for community engagement and demand. • Continue to provide cooling centers for the community. • Continue to provide senior services and recreational programming to meet the community needs.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
214
DEPARTMENT/DIVISION
RECREATION AND
SENIOR SERVICES
FUND ORGKEY
GENERAL FUND 101309
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 563,791 750,261 750,261 749,291 817,798 5002 Salaries: Part-Time 34,325 35,580 35,580 36,300 36,300 5005 Vacancies - - - (30,606) (31,095)
5101 Overtime Salaries 15,808 11,992 11,992 12,352 12,723 5201 Stand By 5,979 - 6,000 6,000 6,000
5202 Holiday Pay 9,942 - 8,543 - -
5204 Accrual Payout 1,288 - 9,470 1,698 1,698
5301 Banked Leave Buy Back 4,631 10,813 10,813 4,835 4,835 5401 Pension Contributions 165,226 217,579 217,579 216,843 221,161 5501 Social Security/Medicare 46,506 59,678 59,678 62,076 63,172 5601 Deferred Compensation 4,438 3,864 4,164 3,992 4,050 5701 Health/Dental Insurance 156,208 195,647 195,647 197,086 197,513 5702 Workers' Comp Insurance 32,112 33,229 33,229 38,884 39,911 5703 Disability Insurance 4,607 6,370 6,370 7,975 8,146 5704 Unemployment Insurance 1,090 6,293 6,293 6,293 6,293 5705 Life Insurance 694 788 788 789 789
5802 Eyecare Reimbursement 1,400 3,750 3,750 3,750 3,750 5803 Clothing Allowance - 3,300 3,300 600 600
5903 Other Taxable Benefits 2,545 2,625 2,625 4,275 4,275 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
1,050,588 1,341,769 1,366,082 1,322,433 1,397,918
SERVICES
6004 Bank/Collection Agent Fees 28,365 8,029 20,000 20,000 20,000 6005 License & Permits 4,448 2,294 3,000 3,051 4,058
6007 Penalties and Interest - - 235 250 250
6101 Architect & Engineer - 10,610 10,610 10,928 11,256 6105 Medical/Physicals - 241 241 249 256
6106 Other Professional Services 162,208 298,917 316,791 329,000 329,000 6304 Telephone 5,812 8,858 8,858 9,124 9,397
6307 Electricity & Gas 23,321 15,589 25,000 25,000 16,539 6401 Meeting & Prof Development 850 4,588 5,500 5,500 5,750 6402 Travel
Expense/Reimbursement
- 2,294 5,000 2,363 2,434
6403 Training 268 2,294 2,294 2,363 2,422
6510 Other Insurance 1,745 - 7,000 5,000 5,000
6601 Postage 25,108 1,147 10,000 12,000 14,000
6703 Software Support/Development 9,352 14,866 5,000 14,000 14,000 6708 Special Program Expenditures 53,167 65,896 70,000 72,000 74,000 6710 Special Contractual Services 438,636 430,306 353,569 542,000 549,000 6712 Landfill Tipping Charges 3,198 5,735 5,735 5,907 6,084 6802 Info Tech Service Charges 99,003 87,217 87,217 114,000 117,800 6803 City Garage Charges 16,867 17,572 15,377 12,438 11,275 6901 Printing and Binding 3,177 1,147 15,000 12,983 13,372 6902 Advertising 39,775 54,314 20,000 55,944 57,622
6906 Office Equip & Furn Rent 11,715 16,672 - 17,173 17,688 6907 Comms Service & Rental 4,990 - - 5,000 5,000
6908 Other Rentals 4,200 3,441 6,000 3,544 3,651
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
215
DEPARTMENT/DIVISION
RECREATION AND
SENIOR SERVICES
FUND ORGKEY
GENERAL FUND 101309
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6909 Subscriptions & Memberships 2,685 2,294 5,000 2,363 2,434 6910 Labor 19,902 12,522 19,000 12,859 13,245
TOTAL SERVICES 958,792 1,066,845 1,016,427 1,295,038 1,305,533
SUPPLIES
7002 Office Supplies 10,419 10,735 11,500 12,000 12,500 7004 Uniform/Safety Clothing 4,898 5,735 5,735 6,022 6,624 7101 Office Equipment & Furniture 26,022 15,493 15,493 15,957 16,436 7102 Small Tools & Equipment - 574 - - -
7203 Office Equipment Maintenance - 2,867 - 2,953 3,042 7204 Building/Grounds Maintenance 11,680 - 600 12,000 12,250 7205 Machinery & Equip. Maint. 13,557 69,666 10,000 20,000 30,000 7206 Vehicle Maintenance 387 - 2,500 2,750 3,000
7208 Repair/Maintenance Supplies 13,752 16,532 16,532 17,028 17,539 7209 Janitorial Supplies 3,133 4,588 4,588 4,726 4,868
7210 Building Supplies 1,693 1,147 2,000 1,181 1,217
7302 Compressed Natural Gas
(LCNG)
- 3,191 - - -
7804 Medical Supplies - 1,147 - 1,181 1,217
7807 Food 13,430 22,808 40,000 42,500 55,000
7810 Special Departmental Supplies 63,681 71,939 71,939 61,162 62,997 7901 Non-Capital Expenditures 2,000 29,823 94 30,718 31,639 TOTAL SUPPLIES 164,651 256,245 180,981 230,179 258,329
FIXED ASSETS
8501 Other Betterments/Improv - 204,000 - - -
8602 Other Land Improvements 6,700 - - - -
8706 All Other Equipment - 71,173 71,173 - -
8801 Capital Lease 444 65,840 19,146 19,950 19,950
TOTAL FIXED ASSETS 7,144 341,013 90,319 19,950 19,950
DEBT SERVICE
9002 Principal - Lease 11,931 - - - -
9102 Interest - Lease 1,242 - - - -
TOTAL DEBT SERVICE 13,173 - - - -
DIVISION TOTAL 2,194,349 3,005,872 2,653,809 2,867,601 2,981,730 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
216
Facilities and Community Services
City Hall 300 E. State Street
Progr
am Description:
The City acquired the new facility at 300 E. State Street on October 1, 2021, for the purpose of a future City Hall location. The building was built in 1981 and includes approximately 80,000 square feet comprised of six floors. The new facility is located at 300 E. State Street in the heart of the City’s historic downtown area. The building is an iconic feature of the typical international style or corporate architecture and is the tallest building in the city. The facility will house the administrative offices and public facilities such as the Council Chambers and various customer service departments.
Program Objective:
• To locate all administrative public services within one facility for customer service accessibility and engagement with the residents and business community. • Accommodate growth and expansion of C ity facilities and services necessary for future stability.
Accomplishments for Fiscal Year 2024-2026:
• The space planning and necessary retrofitting design is underway with City departments anticipated to move in throughout 2026.
• The City Manager’s and City Council offices have been occupied on the 6 th floor and were
completed by the end of the year 2023.
Strategic Plan:
Conversion of this facility into a future City Hall supports the Strategic Plan Priority D – Sustainability Strategic Objective 2 – Infrastructure.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
217
DEPARTMENT/DIVISION
CITY HALL - STATE
STREET
FUND ORGKEY
GENERAL FUND 101310
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 43,716 108,688 108,688 45,463 49,149 5002 Salaries: Part-Time 774 88,725 88,725 - -
5005 Vacancies - - - (1,593) (1,615)
5101 Overtime Salaries 514 4,872 800 800 800
5202 Holiday Pay 176 - 68 - -
5203 Bonus - 220 220 - -
5204 Accrual Payout 314 - 327 238 238
5301 Banked Leave Buy Back 3,897 5,129 5,129 2,470 2,470 5401 Pension Contributions 12,917 30,503 30,503 12,261 12,357 5501 Social Security/Medicare 3,781 14,787 14,787 3,524 3,546 5601 Deferred Compensation 300 796 796 300 300
5701 Health/Dental Insurance 5,058 4,676 4,676 4,816 4,825 5702 Workers' Comp Insurance 2,739 2,834 2,834 - -
5703 Disability Insurance 111 643 643 126 130
5704 Unemployment Insurance 26 1,476 1,476 174 174
5705 Life Insurance 28 88 88 25 25
5801 Vehicle Allowance - 300 300 - -
5802 Eyecare Reimbursement - 420 420 120 120
5803 Clothing Allowance 375 330 330 45 45
5903 Other Taxable Benefits 108 45 45 60 60
TOTAL SALARIES AND
BENEFITS
74,832 264,532 260,855 68,829 72,624
SERVICES
6005 License & Permits 2,691 1,181 - - -
6006 Taxes - 940 - - -
6007 Penalties and Interest 8 - 94 - -
6301 Water Wastewater Refuse 8,671 24,843 10,000 10,000 10,000 6304 Telephone 10,290 10,793 10,793 11,117 11,451
6307 Electricity & Gas 43,240 39,165 45,000 45,000 55,000 6308 Elec Service-Facility Ops 314,480 342,974 342,974 353,263 363,861 6601 Postage - 111 111 110 110
6703 Software Support/Development 432 26,045 26,045 26,827 27,632 6708 Special Program Expenditures - 2,840 - - -
6710 Special Contractual Services 253,826 191,055 191,055 186,087 190,177 6901 Printing and Binding - - 150 - -
6902 Advertising - 700 - - -
6903 Janitorial Services 124,227 146,423 146,423 150,000 154,500 6907 Comms Service & Rental 2,712 2,047 2,500 2,047 2,047 6908 Other Rentals 2,200 - - - -
6910 Labor 166,408 142,947 142,947 147,235 151,652
6912 Reimbursed Expenditures 434 - - - -
TOTAL SERVICES 929,618 932,064 918,093 931,686 966,430
SUPPLIES
7002 Office Supplies 175 1,603 2,500 1,801 1,855
7004 Uniform/Safety Clothing - 863 - - 863
7101 Office Equipment & Furniture 9,809 - - - -
7208 Repair/Maintenance Supplies 77,843 138,611 25,000 125,263 129,021 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
218
DEPARTMENT/DIVISION
CITY HALL - STATE
STREET
FUND ORGKEY
GENERAL FUND 101310
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7209 Janitorial Supplies - 6,070 - - -
7210 Building Supplies 479 2,263 7,992 8,232 8,478
7211 Computer Components 32,443 - - - -
7810 Special Departmental Supplies 3,404 10,385 2,000 2,000 2,000 7901 Non-Capital Expenditures - 18,534 - - -
TOTAL SUPPLIES 124,153 178,328 37,492 137,295 142,218
DIVISION TOTAL 1,128,603 1,374,924 1,216,439 1,137,811 1,181,271 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
219
Facilities and Community Services
Anim
al Services
Progr
am Description:
The Ani
mal Services Division provides a variety of services to meet the needs of the community and ensure the welfare of animals. The division enforces state and federal animal laws and city municipal codes. The animal control officers are responsible for handling stray animals on city streets, animal disturbance calls, reports of injured or aggressive animals, and animals receiving fatal injuries. The Animal Service Division also quarantines animals after reported animal bites, investigates reports of animal abuse, and temporarily provides shelter to neglected livestock and injured wildlife.
Progr
am Objectives:
• Prov
ide humane care for all animals housed within the shelter. • Promote the adoption and placement of animals through adoption and rescue efforts. • Increase participation in the spay and neuter program to reduce animal overpopulation. • Deliver professional and responsive customer service to the community. • Strengthen community partnerships to enhance animal welfare outcomes. • Educate the public on responsible pet ownership, including licensing, vaccinations, and wildlife awareness.
• Improve operational efficiency through increased information in the field by moving towards paperless systems.
• Provide at least two low-cost microchip events annually to help reduce lost pets entering the shelter system. Develop and implement community engagement events, such as “Take a Shelter Dog Out for a Day,” to increase public interaction with the shelter and promote adoptions.
Accomp
lishments – Prior Fiscal year 2022-2024:
• Compl
eted the remodel of the cattery to provide adequate space, updated kennels with privacy areas, and improved cleanability.
• Participated in more than a dozen community events promoting the Animal Services Division and highlighting adoptable animals currently in the shelter. • Worked with Best Friends Animal Society to provide additional staff training, develop updated policies and procedures for shelter operations, and coordinated with additional rescue groups to find positive outcomes for shelter animals. • Developed master plan for expansion and renovation of the facility to meet the current and future needs of the community.
• Increased participation in our volunteer program, providing much needed interaction and activity time for shelter animals.
• Added additional shelter staff to ensure operation is adequately staffed to provide required services 365 days per year.
• Upgraded computer software system to provide mobile field access via phones and tablets.
• Facilitated 506 animal adoptions.
• Oversaw the intake process for 707 stray animals, maintaining detailed records.
Goals
for Fiscal Year 2026-2028:
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
220
• Identi
fy funding for the construction of the facility expansion. Complete the design phase and prepare for construction phase.
• Expanded the Animal Services Center’s kennel capacity by approximately 86% through the addition of new modular kennels (Accomplished)
• Explore various partnerships, both public and private, to expand services and adoption opportunities.
• Complete renovation of the isolation room to provide adequate space and separation of animals under care.
• Evaluate and implement additional staffing positions to effectively maintain the approximately 86% increase in kennel capacity, ensuring continued high standards of animal care, facility maintenance, and public service.
• Evaluate and establish a partnership with a pet licensing platform (e.g., DocuPet) to improve licensing compliance, enhance return-to-owner rates, and reduce shelter intake of stray animals.
• Establish lead positions for Animal Control Officers, Kennel Attendants, and a Shelter Coordinator to improve operational oversight, distribute workload more effectively, enhance accountability, and reduce staff burnout.
• Design and construct a holding area consisting of approximately 10–12 kennels to support intake operations, improve animal flow, and reduce the risk of disease transmission within the shelter.
• Convert the existing small dog room into a dedicated isolation area for sick or high -risk animals to improve disease control, enhance recovery outcomes, and prevent cross - contamination with healthy animal populations.
• Facilitate 730 adoptions.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
221
DEPARTMENT/DIVISION
ANIMAL SERVICES
FUND ORGKEY
GENERAL FUND 101311
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 458,432 570,982 570,982 551,568 598,232 5005 Vacancies - - - (22,980) (23,352)
5101 Overtime Salaries 9,244 25,000 30,000 25,000 25,000 5202 Holiday Pay 25,264 - 13,590 - -
5203 Bonus - - 3,000 - -
5204 Accrual Payout 7,468 - 6,913 745 745
5301 Banked Leave Buy Back 4,071 6,613 6,613 2,646 2,646 5401 Pension Contributions 133,319 168,846 168,846 165,341 171,814 5501 Social Security/Medicare 39,465 44,714 44,714 45,485 47,179 5601 Deferred Compensation 8,131 12,344 12,344 12,472 12,530 5701 Health/Dental Insurance 88,597 106,445 106,445 120,174 120,506 5702 Workers' Comp Insurance 27,952 28,924 28,924 68,038 69,834 5703 Disability Insurance 4,743 5,633 5,633 6,986 7,262 5704 Unemployment Insurance 818 4,123 4,123 4,123 4,123 5705 Life Insurance 543 599 599 600 600
5802 Eyecare Reimbursement 246 2,850 2,850 2,850 2,850
5803 Clothing Allowance 8,750 9,300 9,300 8,425 8,425
5903 Other Taxable Benefits - 75 474 1,425 1,425
TOTAL SALARIES AND
BENEFITS
817,043 986,448 1,015,350 992,897 1,049,818
SERVICES
6007 Penalties and Interest 58 - 152 - -
6102 Legal Services 5,450 - - - -
6103 Veterinary Services 188,907 154,350 140,000 153,000 158,620 6106 Other Professional Services 702 25,000 25,000 25,000 25,000 6304 Telephone 4,647 4,200 4,200 4,326 4,200
6403 Training 6,989 8,000 5,000 10,000 10,000
6710 Special Contractual Services 13,750 20,000 45,860 20,000 20,000 6712 Landfill Tipping Charges - 600 - - -
6802 Info Tech Service Charges 68,540 60,381 60,381 85,800 88,660 6803 City Garage Charges 31,751 33,077 28,945 23,412 21,224 6901 Printing and Binding - 2,955 1,200 3,043 3,135
6906 Office Equip & Furn Rent 1,658 1,261 1,500 1,550 1,600 6909 Subscriptions & Memberships 234 83 75 - -
6910 Labor 1,530 - 11,235 11,572 11,919
TOTAL SERVICES 324,216 309,907 323,548 337,703 344,358
SUPPLIES
7002 Office Supplies 2,819 5,716 3,000 5,800 6,200
7004 Uniform/Safety Clothing 3,802 8,180 5,000 5,000 5,000 7101 Office Equipment & Furniture - - 7,759 2,000 2,060 7102 Small Tools & Equipment - 1,200 - - -
7206 Vehicle Maintenance 899 506 2,000 2,500 2,800
7208 Repair/Maintenance Supplies - 5,694 13,000 9,500 10,000 7211 Computer Components - - 2,500 2,500 2,575
7804 Medical Supplies - 13,230 - 13,500 14,500
7805 Weapons & Ammunitions - 1,459 - - -
7807 Food 155 4,011 500 650 700
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
222
DEPARTMENT/DIVISION
ANIMAL SERVICES
FUND ORGKEY
GENERAL FUND 101311
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7810 Special Departmental Supplies 55,751 44,143 90,000 63,000 65,790 TOTAL SUPPLIES 63,426 84,139 123,759 104,450 109,625
FIXED ASSETS
8501 Other Betterments/Improv - 832,600 832,600 - -
8502 Building Acquisitions - 275,000 275,000 - -
8704 Motor Vehicles 141,422 - - - -
8801 Capital Lease 5,600 26,608 28,081 26,721 26,721
TOTAL FIXED ASSETS 147,023 1,134,208 1,135,681 26,721 26,721
DEBT SERVICE
9002 Principal - Lease 17,111 - - - -
9102 Interest - Lease 2,399 - - - -
TOTAL DEBT SERVICE 19,510 - - - -
DIVISION TOTAL 1,371,218 2,514,702 2,598,339 1,461,771 1,530,522 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
223
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FCS ADMINISTRATION 1,204,343 4,093,614 4,024,841 1,393,157 1,431,493 BUILDING MAINTENANCE 3,971,409 3,744,983 3,972,754 4,224,113 4,032,218 ELECTRICAL 1,986,197 1,894,046 1,781,717 1,778,928 1,813,586 PARKS 5,911,834 8,303,040 7,782,180 5,042,831 4,864,814 STREETS 4,014,713 4,783,292 4,372,460 3,328,784 3,366,836 TREES 1,800,326 2,095,925 2,117,735 1,425,967 1,439,669 CODE ENFORCEMENT 769,299 983,604 944,243 773,065 786,555
RECREATION AND SENIOR
SERVICES
2,194,349 3,005,872 2,653,809 2,867,601 2,981,730
CITY HALL - STATE STREET 1,128,603 1,374,924 1,216,439 1,137,811 1,181,271 ANIMAL SERVICES 1,371,218 2,514,702 2,598,339 1,461,771 1,530,522 DEPARTMENT TOTAL 24,352,291 32,794,003 31,464,517 23,434,026 23,428,694 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
224
DEPARTMENT/DIVISION
FCS ADMIN GRANTS
FUND ORGKEY
GRANTS 200300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 277 - - - -
5401 Pension Contributions 88 - - - -
5501 Social Security/Medicare 22 - - - -
5701 Health/Dental Insurance 53 - - - -
5703 Disability Insurance 3 - - - -
5705 Life Insurance - - - - -
TOTAL SALARIES AND
BENEFITS
443 - - - -
SERVICES
6402 Travel
Expense/Reimbursement
- 1,238 1,238 - -
6708 Special Program Expenditures 712 712 - -
TOTAL SERVICES - 1,950 1,950 - -
SUPPLIES
7807 Food 4,322 4,020 4,020 - -
7810 Special Departmental Supplies - 624 624 - -
TOTAL SUPPLIES 4,322 4,644 4,644 - -
DIVISION TOTAL 4,765 6,595 6,595 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
225
DEPARTMENT/DIVISION
PARKS GRANTS
FUND ORGKEY
GRANTS 200303
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIXED ASSETS
8501 Other Betterments/Improv 221,685 221,685 - -
TOTAL FIXED ASSETS 221,685 221,685 - -
DIVISION TOTAL 221,685 221,685 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
226
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FCS ADMIN GRANTS 4,765 6,595 6,595 - -
PARKS GRANTS 221,685 221,685 - -
DEPARTMENT TOTAL 4,765 228,280 228,280 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
227
Facilities and Community Services
Downtown Redlands
Progr
am Description:
The Downtown Redlands Division is dedicated to ensuring the downtown area is the cornerstone of the community; offering an enhanced experience of shopping and dining that makes Redlands a true destination. The division concentrates efforts on the promotion of events, enhanced maintenance efforts, and customer service outreach for the downtown businesses. Promotional events include our Certified Farmers Market, Christmas tree lighting, annual Holiday Décor, and Entertainment Program, along with other various popular downtown events.
Program Objectives:
• Preserve the integrity of historic downtown and cultivate prosperity for the local businesses.
• Help stimulate downtown’s economic vitality.
• Provide information to and address service requests from the local business community and patrons.
• Enrich the downtown area with activities that are conducive to family participation. • Enrich the downtown area with enhanced streetscape, furnishings, and decorations.
Priority Focus Area:
• In support of the City’s Strategic Plan Focus Area B – Economic Development, during the Fiscal Year 2026-2028, the Downtown Division will provide support to the local downtown businesses. This will include managing the weekly Certified Farmers Market as part of the Morning Market Event which provides essential produce to the community and includes annual celebrations such as the Tree Lighting Ceremony and holiday decorations. In addition, the City supports several non-profit events within the downtown area for economic prosperity.
These non- profit events include the Redlands Bicycle Classic , the New’s Year’s Eve celebration, Redlands’ Firefighters’ Car show, the Believe Walk, various art events, and the Christmas Parade.
Ongoing m
aintenance is further performed to ensure downtown is aesth etically inviting and maintains its historic and unique character. This includes items such as the quarterly replacement of the umbrellas within the Orange Street Alley, maintaining the State Street audio system for use with various events and daily ambient music , the downtown tree lights for enhanced aesthetic in the evening hours , and the ongoing upkeep of existing infrastructure.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
228
DEPARTMENT/DIVISION
DOWNTOWN RDLDS BUSINESS AREA
FUND ORGKEY
DOWNTOWN RDLDS BUSINESS ASSOC 236300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6004 Bank/Collection Agent Fees 540 573 573 573 573
6005 License & Permits 1,870 6,242 6,242 6,242 6,242
6106 Other Professional Services 2,950 5,285 5,285 5,285 5,285 6301 Water Wastewater Refuse 3,675 5,202 5,202 5,202 5,202 6307 Electricity & Gas 1,962 1,501 1,900 1,501 1,501
6708 Special Program Expenditures 2,485 1,027 1,027 1,027 1,027 6710 Special Contractual Services 24,177 56,100 30,000 30,000 35,000 6802 Info Tech Service Charges - 9,479 - - -
6803 City Garage Charges 4,961 5,168 4,523 3,658 3,316
6804 General Govt Service Charge 15,788 16,341 16,341 16,870 17,599 6902 Advertising - 5,100 5,100 5,100 5,100
TOTAL SERVICES 58,407 112,019 76,194 75,458 80,845
SUPPLIES
7002 Office Supplies - 826 - - -
7810 Special Departmental Supplies - 15,300 - - -
TOTAL SUPPLIES - 16,126 - - -
DIVISION TOTAL 58,407 128,145 76,194 75,458 80,845
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
229
DEPARTMENT SUMMARY
FUND
DOWNTOWN RDLDS BUSINESS ASSOC
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
DOWNTOWN RDLDS BUSINESS AREA 58,407 128,145 76,194 75,458 80,845 DEPARTMENT TOTAL 58,407 128,145 76,194 75,458 80,845
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
230
Facilities and Community Services
Community Facility, Land Maintenance, and Street Lighting Division Progr
am Description:
The City established Landscape District No. 1 and Street Lighting District No. 1 in accordance with the "Landscaping and Lighting Act of 1972."
The San Bernardino County Assessor's Office collects annual assessments from affected district property owners to provide for the district's management, administration, maintenance, and operational expenses. Maintenance costs associated with Landscape District No. 1 include water and labor costs, materials, equipment to maintain or replace trees, bushes, groundcover and turf, and repairs for irrigation lines and irrigation control systems. Maintenance costs associated with the Street Lighting District include the cost of power to illuminate the streetlights and the labor, materials, and equipment to replace burnt -out or broken street light infrastructure within these districts.
The revenues collected through the assessments in both districts have not been adequate to cover the cost of providing high levels of maintenance. As a result, General Fund revenues have been used to subsidize the cost of providing these services. The intent of a maintenance district is to provide adequate funding to support all necessary maintenance services within its boundaries. Services provided will be minimized to a level supported by the annual assessments to reduce the burden on the General Fund. Additionally, Landscape Maintenance District reductions will include reduced irrigation periods, cutbacks to the frequency of the landscape maintenance activities, and minor repair work. Landscaping and irrigation will be systematically removed and replaced with drought-tolerant plant material and drip irrigation that will require fewer maintenance hours. Furthermore, staff review, and inspections and general City administrative overhead will not be included in the cost of service for these Districts.
Program Objectives:
• Comply with the requirements of the "Landscaping and Lighting Act of 1972". • Implement adjustments to services to ensure there is adequate cost recovery. • Provide satisfactory landscape maintenance to meet the City's desire for well -maintained attractive, and aesthetically landscaped areas.
• Provide appropriate street light maintenance to provide well lighted and safe pedestrian and vehicular travel ways.
Signi
ficant Program Changes and Process Improvements:
• The City accepted Coyazo Park, which is partially funded by the CFD.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
231
Comm
unity Facility Districts
Progr
am Description:
The City established Community Facility District No. 2004-1 in July of 2004 under the "Mello-Roos Community Facilities Act of 1982."
In 1978, Proposition 13 was enacted by Californians, which limited the ability of many public agencies to finance new projects. In 1982, Senator Henry Mello and Assemblyman Mike Roos affected the passage of the "Mello-Roos Community Facilities Act of 1982" (the Act) authorizing local governments and developers to create Community Facilities Districts (CFDs) for the purpose of selling tax-exempt bonds to fund public improvements. The Act allows any county, city, special district, school district, or joint p owers of authority to establish a CFD, which provides for the financing of public services and facilities. The Act allows communities to raise funds for improvements to infrastructure (streets, sewers, and storm drain) even though Proposition 13 limits their ability to tax property. The revenues collected through the assessments are used to support the maintenance of parks, parkways, and open spaces as well as flood and storm protection services, including, but not limited to, the operation and maintenance of storm drainage systems and on- site retention basins. The city currently facilitates the maintenance of 21 CFD areas.
Progr
am Objectives:
• Comply with the requirements of the "Mello-Roos Community Facilities Act of 1982". • Provide satisfactory maintenance to CFD common areas, park areas, open spaces, and retention basins.
• Provide landscape maintenance to meet the City's desire for well-maintained, attractive, and aesthetically landscaped areas to improve community quality of life.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
232
DEPARTMENT/DIVISION
STREET LIGHTING DISTRICT #1
FUND ORGKEY
STREET LIGHTING DISTRICT #1 260300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 5,517 5,565 5,565 5,814 6,337
5202 Holiday Pay 13 - 32 - -
5204 Accrual Payout 37 - 38 29 29
5301 Banked Leave Buy Back 336 261 261 222 222
5401 Pension Contributions 1,601 1,653 1,653 1,602 1,626 5501 Social Security/Medicare 442 447 447 453 458
5601 Deferred Compensation 36 36 36 36 36
5701 Health/Dental Insurance 1,398 729 729 1,406 1,410
5703 Disability Insurance 15 19 19 23 24
5704 Unemployment Insurance 4 26 26 26 26
5705 Life Insurance 4 4 4 4 4
5802 Eyecare Reimbursement - 18 18 18 18
5803 Clothing Allowance 15 9 9 9 9
5903 Other Taxable Benefits 11 5 5 9 9
TOTAL SALARIES AND
BENEFITS
9,429 8,772 8,842 9,649 10,207
SERVICES
6315 Electric Service-Street Light - 23,690 23,690 23,690 23,690 6401 Meeting & Prof Development - - 5 - -
6804 General Govt Service Charge 3,470 3,591 3,591 3,708 3,868 TOTAL SERVICES 3,470 27,281 27,286 27,398 27,558
DIVISION TOTAL 12,899 36,053 36,128 37,047 37,765
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
233
DEPARTMENT SUMMARY
FUND
STREET LIGHTING DISTRICT #1
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
STREET LIGHTING DISTRICT #1 12,899 36,053 36,128 37,047 37,765 DEPARTMENT TOTAL 12,899 36,053 36,128 37,047 37,765
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
234
DEPARTMENT/DIVISION
CFD 2004-1
FUND ORGKEY
CFD 2004-1 ASSESSMENTS 261300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 32,801 35,135 35,135 34,583 37,552 5101 Overtime Salaries 21 - 30 - -
5202 Holiday Pay 198 - 59 - -
5203 Bonus - 44 44 - -
5204 Accrual Payout 203 - 207 205 205
5301 Banked Leave Buy Back 2,133 2,540 2,540 1,749 1,749 5401 Pension Contributions 9,662 10,424 10,424 9,406 9,454 5501 Social Security/Medicare 2,652 2,825 2,825 2,694 2,704 5601 Deferred Compensation 429 466 466 365 365
5701 Health/Dental Insurance 7,367 5,999 5,999 7,796 7,818 5703 Disability Insurance 60 69 69 87 89
5704 Unemployment Insurance 20 139 139 135 135
5705 Life Insurance 20 20 20 20 20
5801 Vehicle Allowance - 60 60 - -
5802 Eyecare Reimbursement - 96 96 93 93
5803 Clothing Allowance 45 38 38 30 30
5903 Other Taxable Benefits 142 93 93 107 107
TOTAL SALARIES AND
BENEFITS
55,751 57,948 58,243 57,268 60,319
SERVICES
6102 Legal Services - 5,000 - - -
6106 Other Professional Services 561 - - - -
6301 Water Wastewater Refuse 171,874 216,865 180,000 200,000 210,000 6307 Electricity & Gas 1,857 1,591 2,600 3,000 3,090
6401 Meeting & Prof Development - - 9 - -
6710 Special Contractual Services 203,903 286,870 273,433 407,512 339,958 6804 General Govt Service Charge 26,401 27,325 27,325 28,210 29,429 6902 Advertising - - 2,500 2,500 -
6910 Labor 12,612 880 15,000 15,000 15,450
TOTAL SERVICES 417,208 538,531 500,867 656,222 597,927
SUPPLIES
7208 Repair/Maintenance Supplies 6,432 47,565 15,000 15,000 17,000 TOTAL SUPPLIES 6,432 47,565 15,000 15,000 17,000
DIVISION TOTAL 479,391 644,044 574,110 728,490 675,246
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
235
DEPARTMENT SUMMARY
FUND
CFD 2004-1 ASSESSMENTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CFD 2004-1 479,391 644,044 574,110 728,490 675,246
DEPARTMENT TOTAL 479,391 644,044 574,110 728,490 675,246 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
236
DEPARTMENT/DIVISION
LANDSCAPE MAINTENANCE DISTRICT
FUND ORGKEY
LANDSCAPE MAINTENANCE DISTRICT 263300
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 5,367 5,565 5,565 5,814 6,337
5202 Holiday Pay 13 - 32 - -
5204 Accrual Payout 37 - 38 29 29
5301 Banked Leave Buy Back 336 261 261 222 222
5401 Pension Contributions 1,560 1,653 1,653 1,602 1,626 5501 Social Security/Medicare 430 447 447 453 458
5601 Deferred Compensation 36 36 36 36 36
5701 Health/Dental Insurance 1,374 729 729 1,406 1,410
5703 Disability Insurance 15 19 19 23 24
5704 Unemployment Insurance 4 26 26 26 26
5705 Life Insurance 4 4 4 4 4
5802 Eyecare Reimbursement - 18 18 18 18
5803 Clothing Allowance 9 9 9 9 9
5903 Other Taxable Benefits 5 5 5 9 9
TOTAL SALARIES AND
BENEFITS
9,189 8,772 8,842 9,649 10,207
SERVICES
6301 Water Wastewater Refuse 25,994 25,000 32,000 32,000 34,000 6307 Electricity & Gas 792 400 1,200 400 400
6401 Meeting & Prof Development - - 5 - -
6710 Special Contractual Services 10,000 16,225 18,000 18,000 18,000 6804 General Govt Service Charge 5,954 6,162 6,162 6,362 6,637 6902 Advertising - 497 497 497 497
TOTAL SERVICES 42,740 48,284 57,864 57,259 59,534
SUPPLIES
7204 Building/Grounds Maintenance - 5,000 5,000 5,000 5,000 TOTAL SUPPLIES - 5,000 5,000 5,000 5,000
DIVISION TOTAL 51,929 62,056 71,706 71,908 74,741
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
237
DEPARTMENT SUMMARY
FUND
LANDSCAPE MAINTENANCE DISTRICT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
LANDSCAPE MAINTENANCE DISTRICT 51,929 62,056 71,706 71,908 74,741 DEPARTMENT TOTAL 51,929 62,056 71,706 71,908 74,741
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
238
Facilities and Community Services
Solid Waste
Progr
am Description:
The Solid Waste Division operates automated refuse, recycling, and green waste collection for approximately 20,300 single-family residential units. Commercial bin service is provided for one to six days per week to 989 customers, and commercial recycling service is provided to about 614 businesses. New commercial organic waste recycling is provided to 35 customers.
Businesses have recently received notification of compliance for AB 1826 ( Mandatory Commercial Recycling). Roll-off bin service is provided using 171 roll -off bins, which customers rent weekly. An un-staffed recycling drop-off center is provided at the City Yard for residents and businesses that don’t otherwise have an opportunity to recycle. As a community service, the Solid Waste Division provides cleanup of illegal dumping, educational activities with schools, and other solid waste education, including recycling and waste reduction for Redlands residents and businesses.
Program Objectives:
• Comply with all local, state, and federal regulatory requirements such as AB939, AB341, AB1826, SB1383, SCAQMD 1150.1 Clean Air Acts, and landfill operating requirements. • Provide cost-effective, high-quality service to all solid waste customers. • Operate the City’s landfill in an efficient and fiscally responsible manner to ensure regulatory compliance.
• Ensure landfill regulatory requirements and compliance are met or exceeded. • Ensure continued compliance with increasing state diversion/recycling requirements.
Significant Projects and Improvements:
• The California Street Landfill began construction of the installation of 13 vertical gas extraction wells on Phases 2 and 3. The project was completed on March 2, 2024. • Staff continue to provide customer outreach for SB1383. These new regulations require the recycling of organic/food waste material by businesses and residents. • To address mandatory recycling requirements of AB341, SB1383, and AB1826, the City’s Solid Waste Division is continuing the recycling outreach programs and has developed an organics collection route to provide service to approximately 87 commercial customers.
April 1, 2024, the Solid Waste Division bega n servicing curbside organic waste material for city residents.
• The Solid Waste Division continues to offer a Bulky Item Collection program to residential customers. The program allows customers to request a collection of bulky items retrieved from their curbside.
• The Solid Waste Division continues participating in a no-cost mattress recycling program offered through the State of California. This program allows staff to recycle mattresses collected through the City’s bulky item program. This program enables Landfi ll staff to extract mattresses from the waste stream and recycle them. Staff is also working with CalRecycle on the possibility of implementing a used carpet recycling program. • February 21, 2024, the California Street Landfill received a draft permit from the South Coast Air Quality Management District (SCAQMD) for a permit to construct one Enclosed Flare to accommodate the future needs and growth of the city. The Flare was purchased in March 2026 and is currently in the process of production.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
239
• Two new front-end loading, and one automated side loader collection truck was delivered to the Solid Waste Division in November of 2023.
• Implementation of Senate Bill 1383 (SB 1383) residential curbside organics collection.
Implementation included “Talking Trash” educational videos, updates to the city website, and free kitchen pails to residential and multi-family households. • Staff worked collaboratively to determine commercial businesses that were out of compliance with AB 341 (Mandatory Commercial Recycling) and brought over 326 commercial businesses into compliance.
• Implementation of a new Recycling program to help staff determine compliance for Mandatory Commercial Recycling (AB 341), Mandatory Commercial Organics Recycling (AB 1826), and Short -Lived Climate Pollutant Reduction Strategy (SB 1383).
Accomp
lishments for Fiscal Year 2024-2026:
• Soli
d Waste collected approximately 1,000,175 tons of refuse, and 26,500 total tons of organic material was diverted from the landfill through green waste and food w aste collection.
• 87% of successful residential pick-ups.
• 100% efficiency of collection routes.
• CalRecycle certified that the City of Redlands meets the requirements of AB939, AB1826, AB341, and SB1383 and has adequately implemented a diversion program • Staff began outreach meetings and public speaking engagements to inform residents and business owners of the new assembly bills and recycling requirements of AB1826, AB341, and SB1383.
• The Landfill began the importation of compost material for erosion control and to remain in compliance with SB 1383.
Goals
for Fiscal Year 2026-2028:
• Landfil
l will purchase a new landfill scraper in the amount of $1.2 million to support the ongoing operations and maintain regulatory compliance.
• The Landfill Division has purchased a new gas flare for $900,000 and will advertise a Request for Bids (RFB) for installation upon completion of fabrication. • The Landfill Phase 5 Expansion Project will receive contractor bids and is anticipated to break ground in 2026 to ensure continued disposal capacity. • The Solid Waste Division will place an order for three new solid waste collection trucks to support service reliability and fleet replacement needs. • Residential pick-up success will be at 92%.
• 675,000 total tons will be collected.
• Efficiency: 100% sustained.
• Organic diversion: 15,600 tons.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
240
DEPARTMENT/DIVISION
SOLID WASTE-OPERATIONS
FUND ORGKEY
SOLID WASTE 511900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 3,072,824 3,618,820 3,618,820 4,457,167 4,767,459 5101 Overtime Salaries 527,049 400,000 450,000 408,320 408,320 5102 Reimbursable Overtime 17,444 - 25,000 20,000 20,000 5201 Stand By 2,805 - 2,536 3,000 3,000
5202 Holiday Pay 159,804 - 74,873 2,076 2,076
5203 Bonus 1,831 2,067 2,067 1,681 1,681
5204 Accrual Payout 24,827 - 28,518 15,798 15,798
5301 Banked Leave Buy Back 32,316 64,948 64,948 45,874 45,874 5401 Pension Contributions 906,918 965,709 965,709 972,657 990,374 5402 GASB68 Pension Expense (322,668) - - - -
5501 Social Security/Medicare 287,443 252,082 252,082 276,075 280,805 5601 Deferred Compensation 12,093 9,059 14,239 15,257 15,340 5701 Health/Dental Insurance 769,919 883,751 883,751 841,626 844,182 5702 Workers' Comp Insurance 394,305 408,023 408,023 277,263 284,585 5703 Disability Insurance 34,177 32,101 32,101 40,822 41,587 5704 Unemployment Insurance 4,081 21,874 21,874 22,898 22,898 5705 Life Insurance 3,142 3,175 3,175 3,330 3,330
5801 Vehicle Allowance 2,400 2,880 2,880 2,400 2,400
5802 Eyecare Reimbursement 3,172 15,120 15,120 15,663 15,663 5803 Clothing Allowance 14,321 14,190 14,190 17,441 17,441 5804 Uniform Rental 4,640 - 2,733 - -
5901 Compensated Absences
Expense
46,753 - - - -
5903 Other Taxable Benefits 2,699 885 2,384 10,326 10,326 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
6,002,294 6,694,684 6,885,022 7,449,675 7,793,141
SERVICES
6005 License & Permits 95,672 113,591 113,591 117,013 121,693 6006 Taxes 427 5,498 1,500 2,000 2,000
6007 Penalties and Interest 215 661 661 626 651
6008 State Mandated Fees 72,655 85,048 85,048 100,000 100,000 6105 Medical/Physicals 4,810 3,634 4,000 3,927 4,162
6106 Other Professional Services 779,652 1,066,456 682,189 732,189 1,023,000 6301 Water Wastewater Refuse 1,275 19,388 3,000 7,513 7,813 6304 Telephone 6,083 5,512 8,900 9,000 9,000
6307 Electricity & Gas 17,710 14,000 16,000 15,000 15,000 6401 Meeting & Prof Development - - 100 100 100
6402 Travel
Expense/Reimbursement
160 1,050 750 2,233 2,322
6403 Training 3,630 10,500 10,500 30,000 30,000
6505 Retiree Health Insurance 445,824 720,000 720,000 700,000 700,000 6601 Postage 6,606 - - - -
6703 Software Support/Development - 525 - - -
6710 Special Contractual Services 1,860,974 2,933,585 2,716,403 2,933,903 3,526,500 6712 Landfill Tipping Charges 62,494 90,101 90,101 100,000 100,000 6713 Landfill Closure/PC Expense 578,252 300,000 600,000 600,000 600,000 6801 City Attorney Legal Service 29,073 29,351 29,351 30,341 30,355 6802 Info Tech Service Charges 373,164 328,740 378,740 533,092 550,861 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
241
DEPARTMENT/DIVISION
SOLID WASTE-OPERATIONS
FUND ORGKEY
SOLID WASTE 511900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6803 City Garage Charges 3,701,774 3,886,864 3,696,345 2,989,773 2,843,006 6804 General Govt Service Charge 748,326 774,517 774,517 1,199,612 1,234,155 6805 Billing Services 500,000 500,000 575,000 650,000 750,000 6901 Printing and Binding 15,085 7,445 11,500 15,000 15,000 6902 Advertising - 2,625 - - -
6903 Janitorial Services 11,773 27,642 25,000 26,000 26,500 6904 Land and Building Rent 6,341 5,985 5,985 6,319 6,572 6908 Other Rentals 128,109 52,500 - 50,000 50,000
6909 Subscriptions & Memberships 1,430 1,155 2,850 1,171 1,218 6910 Labor 20,296 18,088 25,000 20,000 20,000
6911 Bad Debt Expense 17,074 - - - -
6914 Depreciation Expense 1,088,761 - - - -
6916 Lease Amortization 48,302 - - - -
TOTAL SERVICES 10,625,947 11,004,460 10,577,032 10,874,812 11,769,908
SUPPLIES
7002 Office Supplies 2,543 9,000 4,000 4,000 4,000
7004 Uniform/Safety Clothing 91,703 51,000 90,000 90,000 90,000 7101 Office Equipment & Furniture 2,635 771 771 5,208 5,416 7102 Small Tools & Equipment 13,887 7,350 7,350 11,300 11,752 7203 Office Equipment Maintenance 675 - - 5,208 5,416
7204 Building/Grounds Maintenance 400 11,184 11,184 12,000 12,000 7205 Machinery & Equip. Maint. 13,770 14,700 25,000 17,135 17,820 7206 Vehicle Maintenance 3,386 1,764 5,600 1,987 2,066
7208 Repair/Maintenance Supplies 58,419 30,608 75,000 55,000 60,000 7209 Janitorial Supplies 15,645 7,350 7,350 8,433 8,770 7210 Building Supplies - 1,575 1,575 4,092 4,256
7211 Computer Components 4,654 4,200 4,200 4,242 4,284
7807 Food 1,745 1,260 1,260 1,531 1,592
7810 Special Departmental Supplies 565,736 806,386 806,386 753,831 783,984 TOTAL SUPPLIES 775,199 947,148 1,039,675 973,967 1,011,356
FIXED ASSETS
8501 Other Betterments/Improv 148,870 - - - -
8706 All Other Equipment 37,699 - - - -
8801 Capital Lease 30,835 28,714 113,950 187,039 228,651 8999 Capital Expenditure Offset (162,838) - - - -
TOTAL FIXED ASSETS 54,566 28,714 113,950 187,039 228,651
DEBT SERVICE
9102 Interest - Lease 4,411 - - - -
9902 Intrafund Transfers Out 302,292 - - - -
TOTAL DEBT SERVICE 306,703 - - - -
DIVISION TOTAL 17,764,709 18,675,006 18,615,678 19,485,494 20,803,056 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
242
DEPARTMENT/DIVISION
SOLID WASTE PROJECTS/GRANTS
FUND ORGKEY
SOLID WASTE 511910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 6,494 7,865 7,865 - -
5101 Overtime Salaries 143 - - - -
5401 Pension Contributions 2,008 - - - -
5501 Social Security/Medicare 475 - - - -
5701 Health/Dental Insurance 2,736 - - - -
5703 Disability Insurance 63 - - - -
5704 Unemployment Insurance 48 - - - -
5705 Life Insurance 7 - - - -
TOTAL SALARIES AND
BENEFITS
11,975 7,865 7,865 - -
SERVICES
6106 Other Professional Services 2,127 - - - -
6703 Software Support/Development 27,142 5,546 29,761 - - 6708 Special Program Expenditures - 34,957 33,105 - -
6710 Special Contractual Services 24,625 47,750 36,375 - - 6901 Printing and Binding - - 6,854 - -
6902 Advertising 5,594 - - - -
TOTAL SERVICES 59,489 88,253 106,094 - -
SUPPLIES
7206 Vehicle Maintenance 14,352 - 14,352 - -
7810 Special Departmental Supplies 47,665 104,027 86,185 - - 7901 Non-Capital Expenditures 16,751 - 5,352 - -
TOTAL SUPPLIES 78,768 104,027 105,889 - -
FIXED ASSETS
8301 Construction In Progress 6,520 - - - -
8501 Other Betterments/Improv - 1,183,034 1,792,660 4,250,000 - 8704 Motor Vehicles 1,420,048 3,464,969 4,664,969 2,000,000 5,036,438 8999 Capital Expenditure Offset (1,426,568) - - - -
TOTAL FIXED ASSETS 0 4,648,002 6,457,628 6,250,000 5,036,438
DEBT SERVICE
9001 Principal - 323,257 328,155 222,301 237,841
9101 Interest 51,693 46,896 54,323 38,728 22,691
TOTAL DEBT SERVICE 51,693 370,153 382,478 261,029 260,531 DIVISION TOTAL 201,925 5,218,299 7,059,955 6,511,029 5,296,969 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
243
DEPARTMENT/DIVISION
SOLID WAST DEBT SERVICE
FUND ORGKEY
SOLID WASTE 511930
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6004 Bank/Collection Agent Fees 12,054 12,913 12,913 12,913 12,913 TOTAL SERVICES 12,054 12,913 12,913 12,913 12,913
DEBT SERVICE
9001 Principal - 304,691 304,691 314,212 324,031
9101 Interest 117,353 107,856 107,856 98,061 87,961
TOTAL DEBT SERVICE 117,353 412,547 412,547 412,274 411,992 DIVISION TOTAL 129,407 425,460 425,460 425,187 424,905
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
244
DEPARTMENT/DIVISION
LANDFILL
FUND ORGKEY
SOLID WASTE 511981
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5802 Eyecare Reimbursement 300 - - - -
TOTAL SALARIES AND
BENEFITS
300 - - - -
DIVISION TOTAL 300 - - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
245
DEPARTMENT SUMMARY
FUND
SOLID WASTE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SW-OPERATIONS 17,764,709 18,675,006 18,615,678 19,485,494 20,803,056 SW-PROJECTS/GRANTS 201,925 5,218,299 7,059,955 6,511,029 5,296,969 SW-DEBT SERVICE 129,407 425,460 425,460 425,187 424,905 LANDFILL 300 - - - -
DEPARTMENT TOTAL 18,096,341 24,318,765 26,101,093 26,421,709 26,524,930 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
246
DEPARTMENT/DIVISION
SOLID WASTE CAPITAL
IMPROVEMENT
FUND
FUND ORGKEY
SOLID WASTE CAPITAL IMPROV 519920
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge - 2,000 - - -
TOTAL SERVICES - 2,000 - - -
DEBT SERVICE
9902 Intrafund Transfers Out 1,441,769 - - 400,000 431,525 TOTAL DEBT SERVICE 1,441,769 - - 400,000 431,525
DIVISION TOTAL 1,441,769 2,000 - 400,000 431,525
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
247
DEPARTMENT SUMMARY
FUND
SOLID WASTE CAPITAL IMPROV
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SOLID WASTE CAPITAL
IMPROVEMENT FUND 1,441,769 2,000 - 400,000 431,525
DEPARTMENT TOTAL 1,441,769 2,000 - 400,000 431,525
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
248
Facilities and Community Services
Citrus Groves
Program Description:
The City currently farms 22 separate citrus groves totaling approximately 184 acres. Several citrus varieties, including Navel orange, Valencia orange, Ruby Star grapefruit, and Rio grapefruit, are farmed within these groves. The department staff provides onsite repairs and maintenance as well as oversight of various contractors.
The Ci
trus Preservation Commission has been appointed by the City Council to advise staff and the City Council on both technical and business matters related to citrus grove management.
Seventy acres of the city-owned groves are designated as Citrus Heritage Groves to be protected for future generations. The groves were primarily purchased with funds from Measure “O” and Park Acquisition Funds.
The Ci
trus Grove budget is presented in twenty -one separate job ledgers/programs as an Enterprise Fund, to be supported by revenue received from the sale of citrus products from these groves. The groves currently owned and maintained by the city are known as:
1. California
2. Palmetto1, Palmetto 2
3. Dearborn & Pioneer
4. Fifth
5. Granite
6. Jacinto Memorial
7. Judson
8. Lugonia
9. Mountain View
10. Mullin
11. Olive
12. Judson East
13. Judson West
14. Prospect
15. Riverview
16. Texas
17. University
18. Gateway
19. West Riverview
20. Sessums
21. Wabash
22. San Bernardino
23. England
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
249
Program Objectives:
• Staff support for the Citrus Preservation Commission on matters of acquisition, improvement, preservation, operation, and retention of citrus properties within the City. • Efficiently, effectively, and economically manage the day-to-day operation of the groves, and market the crops to recover all costs of operation. • Preserve acreage in citrus production consistent with the City’s historical and cultural heritage as a citrus growing community while providing an economic basis for supporting private citrus development and processing facilities.
Significant Program Changes and Process Improvements:
• Staff continues to monitor the impact of the Asian citrus psyllid on the California citrus industry and implementing prevention methods.
Accomplishments for Fiscal Year 2024-2026:
• Accepted possession of England Grove.
• Farmed 184 acres.
• 93,058 cartons of fruit were harvested.
Goals for Fiscal Year 2026-2028:
• Farm 190 acres.
• Harvest 110,000 cartons of fruit.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
250
DEPARTMENT/DIVISION
GROVES-OPERATIONS
FUND ORGKEY
GROVES FUND 538900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 191,367 224,664 224,664 233,787 252,065 5101 Overtime Salaries 18,673 15,000 15,000 15,450 15,914 5202 Holiday Pay 7,668 - 3,560 - -
5203 Bonus - 132 132 - -
5204 Accrual Payout 4,197 - 2,701 340 340
5301 Banked Leave Buy Back 948 5,244 5,244 1,060 1,060
5401 Pension Contributions 55,757 66,550 66,550 63,995 66,573 5402 GASB68 Pension Expense 146,700 - - - -
5501 Social Security/Medicare 16,854 17,456 17,456 17,520 18,200 5601 Deferred Compensation 716 1,071 1,071 798 810
5701 Health/Dental Insurance 43,567 73,628 73,628 55,912 55,965 5702 Workers' Comp Insurance 8,216 8,502 8,502 - -
5703 Disability Insurance 1,972 2,028 2,028 2,568 2,683 5704 Unemployment Insurance 383 1,554 1,554 1,541 1,541 5705 Life Insurance 217 226 226 224 224
5801 Vehicle Allowance - 180 180 - -
5802 Eyecare Reimbursement - 1,074 1,074 1,065 1,065
5803 Clothing Allowance 750 1,005 1,005 1,100 1,100
5804 Uniform Rental 364 - 189 - -
5901 Compensated Absences
Expense
2,614 - - - -
5903 Other Taxable Benefits - 50 50 533 533
TOTAL SALARIES AND
BENEFITS
500,962 418,364 424,814 395,890 418,072
SERVICES
6007 Penalties and Interest 28 - 25 - -
6102 Legal Services - - 8,759 - -
6304 Telephone 368 1,530 1,530 1,576 1,623
6308 Elec Service-Facility Ops 26,799 - 16,000 - -
6707 Stock Assessment 5,856 - - - -
6708 Special Program Expenditures - - 10 - -
6710 Special Contractual Services 406 - 1,252 - -
6802 Info Tech Service Charges 30,462 26,836 26,836 43,518 44,968 6804 General Govt Service Charge 28,776 29,784 29,784 30,749 32,077 6914 Depreciation Expense 24,915 - - - -
6916 Lease Amortization 6,865 - - - -
TOTAL SERVICES 124,477 58,150 84,196 75,843 78,668
SUPPLIES
7102 Small Tools & Equipment 5,381 - - - -
7204 Building/Grounds Maintenance 3,753 1,247 1,247 - - 7206 Vehicle Maintenance 911 2,500 2,500 2,575 2,652
7208 Repair/Maintenance Supplies 10,750 5,838 15,000 5,150 5,150 7810 Special Departmental Supplies - 3,500 3,500 3,605 3,713 TOTAL SUPPLIES 20,796 13,085 22,247 11,330 11,515
FIXED ASSETS
8801 Capital Lease 8,671 16,560 17,016 17,162 17,162
TOTAL FIXED ASSETS 8,671 16,560 17,016 17,162 17,162
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
251
DEPARTMENT/DIVISION
GROVES-OPERATIONS
FUND ORGKEY
GROVES FUND 538900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
DEBT SERVICE
9102 Interest - Lease 63 - - - -
TOTAL DEBT SERVICE 63 - - - -
DIVISION TOTAL 654,969 506,159 548,272 500,226 525,417
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
252
DEPARTMENT/DIVISION
GROVES-PROJECTS/GRANTS
FUND ORGKEY
GROVES FUND 538910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6006 Taxes 788 - 189 - -
6106 Other Professional Services 56 - 45 - -
6301 Water Wastewater Refuse 88,621 84,143 170,850 106,394 109,585 6307 Electricity & Gas 5,660 6,834 7,523 4,413 4,545
6308 Elec Service-Facility Ops - 12,240 - 12,607 12,985 6510 Other Insurance - 7,350 7,350 7,334 7,365
6710 Special Contractual Services 810,487 818,321 1,089,078 1,173,262 1,220,571 6902 Advertising - 1,000 1,000 1,000 1,000
TOTAL SERVICES 905,611 929,888 1,276,036 1,305,010 1,356,051
SUPPLIES
7002 Office Supplies - 1,020 1,020 - -
7208 Repair/Maintenance Supplies - 37,830 37,830 38,965 40,134 TOTAL SUPPLIES - 38,850 38,850 38,965 40,134
FIXED ASSETS
8001 Land Acquisitions - 90,000 91,684 - -
TOTAL FIXED ASSETS - 90,000 91,684 - -
DIVISION TOTAL 905,611 1,058,738 1,406,570 1,343,975 1,396,185 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
253
DEPARTMENT SUMMARY
FUND
GROVES FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
GROVES-OPERATIONS 654,969 506,159 548,272 500,226 525,417 GROVES-PROJECTS/GRANTS 905,611 1,058,738 1,406,570 1,343,975 1,396,185 DEPARTMENT TOTAL 1,560,580 1,564,897 1,954,842 1,844,201 1,921,603 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
254
Facilities and Community Services
Cemetery Division
Progr
am Description:
Hil
lside Memorial Park is a historic cemetery consisting of more than fifty acres of land. There are 11.75 acres of undeveloped land reserved for future developments. The cemetery has performed and recorded over 33, 400 interments since it was established in 1886. Hillside Memorial Park provides a place of reflection and remembrance for those that visit. Families that select Hillside Memorial Park as a final resting place are presented with an array of products to choose from , which span from ground burials to mausoleum entombments. There are also multiple options for families that prefer cremation services. Hillside staff works diligently with public and private organizations to provide the best possible service to families. The cemetery conducts an average of 200 interments per year.
The ceme
tery is an Enterprise Fund organized to produce revenue to offset expenditure. Portions of the cemetery revenues are placed into the Cemetery Perpetual Care Fund to help offset the expenses associated with future maintenance and upkeep of the cemetery grounds as well as to fund capital improvement projects.
Program Objectives:
• Provide excellent customer service to residents and the community by offering an array of services and products.
• Continue to modernize record-keeping systems to include digital information storage and retrieval.
• Digitize archived records in an electronic format for efficient and accurate research. • Implement capital improvement projects that will allow the cemetery to remain modern and competitive.
Significant Projects and Improvements:
• Management of property inventory database to track available inventory spaces more effectively.
• Maintained permanent records for 33,548 recorded interments. • Sold 129 plots.
• Performed 189 new interments, 43.39% of which were cremation related services. • Sunset Lawn Phase II was developed and will add an additional 220 casket burial spaces and 350 cremation spaces. (This area is classified as a Basic product option.) • Garden of Hope was developed and will add an additional 500 casket burial spaces and 300 cremation spaces. (This area is classified as a Traditional product option.) • Garden of Peace was developed and will add 350 casket spaces and 220 cremation spaces. (This area is classified as a Premium product option.) • Cemetery staff have started an ongoing property inventory verification project to identify usable spaces located on the historic north end of the cemetery. An additional 10 usable cremation spaces were identified and added to the property inventory by staff.
Fiscal Year 2026-2028 Goals:
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
255
• Complete 185 burials.
• Sell 200 plots.
• Additional surveying for lot 12.
• GIS location project with online customer information completed.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
256
DEPARTMENT/DIVISION
CEMETERY
FUND ORGKEY
CEMETERY 562900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 348,632 402,698 402,698 438,887 469,402 5002 Salaries: Part-Time - 16,000 16,000 16,830 16,830
5101 Overtime Salaries 10,096 10,000 13,000 10,000 10,000 5201 Stand By 74 - - - -
5202 Holiday Pay 9,724 - 3,548 - -
5203 Bonus - 88 88 - -
5204 Accrual Payout 1,095 - 822 1,086 1,086
5301 Banked Leave Buy Back 3,476 8,248 8,248 2,871 2,871 5401 Pension Contributions 102,747 120,213 120,213 116,059 116,350 5402 GASB68 Pension Expense (89,349) - - - -
5501 Social Security/Medicare 28,414 32,630 32,630 33,374 33,416 5601 Deferred Compensation 1,368 1,567 1,567 1,368 1,368 5701 Health/Dental Insurance 84,372 99,267 99,267 84,809 85,089 5702 Workers' Comp Insurance 17,802 15,587 15,587 16,320 16,751 5703 Disability Insurance 2,661 3,092 3,092 3,934 3,940 5704 Unemployment Insurance 290 2,773 2,773 2,765 2,765 5705 Life Insurance 307 340 340 339 339
5801 Vehicle Allowance - 120 120 - -
5802 Eyecare Reimbursement 1,753 1,617 1,617 1,611 1,611 5803 Clothing Allowance 1,110 1,277 1,277 1,094 1,094
5804 Uniform Rental 336 - 222 - -
5901 Compensated Absences
Expense
4,585 - - - -
5903 Other Taxable Benefits 2,663 2,634 2,634 3,266 3,266 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
532,157 718,151 725,743 734,614 766,177
SERVICES
6005 License & Permits 1,650 800 800 800 800
6007 Penalties and Interest 13 - - - -
6301 Water Wastewater Refuse 33,041 31,500 31,500 31,500 31,500 6304 Telephone 3,717 2,900 2,900 2,900 2,900
6307 Electricity & Gas 4,152 4,300 4,300 4,300 4,300
6401 Meeting & Prof Development 150 7,000 1,200 7,000 5,000 6402 Travel
Expense/Reimbursement
1 1,200 19 1,200 1,200
6403 Training 434 1,500 1,500 1,500 1,500
6505 Retiree Health Insurance 31,939 70,000 70,000 70,000 70,000 6601 Postage 13 250 250 250 -
6703 Software Support/Development - - - 45,000 -
6710 Special Contractual Services 127,560 214,644 187,658 275,352 241,940 6802 Info Tech Service Charges 45,694 33,545 33,545 54,397 56,210 6803 City Garage Charges 48,618 50,649 44,322 35,849 32,499 6804 General Govt Service Charge 79,974 82,773 82,773 85,455 89,146 6901 Printing and Binding - 500 500 500 500
6902 Advertising 2,626 5,000 5,000 5,000 5,000
6903 Janitorial Services 19,654 31,148 31,148 35,000 35,000 6906 Office Equip & Furn Rent 1,659 2,500 - - -
6909 Subscriptions & Memberships - 330 330 330 330
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
257
DEPARTMENT/DIVISION
CEMETERY
FUND ORGKEY
CEMETERY 562900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6910 Labor 705 792 7,000 - -
6911 Bad Debt Expense 300 - - - -
6914 Depreciation Expense 44,834 - - - -
6916 Lease Amortization 41,636 - - - -
TOTAL SERVICES 488,370 541,330 504,745 656,333 577,825
SUPPLIES
7002 Office Supplies 2,375 4,200 4,200 2,000 2,000
7004 Uniform/Safety Clothing 3,372 2,508 3,500 3,600 3,600 7101 Office Equipment & Furniture - 1,500 4,500 2,500 2,500 7102 Small Tools & Equipment 2,126 2,500 3,500 2,000 2,000 7204 Building/Grounds Maintenance 17,159 22,000 1,000 - - 7206 Vehicle Maintenance 1,748 1,259 4,000 2,500 2,500
7208 Repair/Maintenance Supplies 20,360 14,658 16,250 14,500 14,500 7209 Janitorial Supplies - 200 100 200 200
7801 Resale Materials 56,196 67,352 50,000 50,000 50,000 7806 Promotional Supplies - 2,500 2,500 1,200 1,100
7807 Food 21 500 521 500 500
7810 Special Departmental Supplies 7,653 2,750 7,000 2,500 2,500 7901 Non-Capital Expenditures 5,537 - - - -
TOTAL SUPPLIES 116,546 121,928 97,071 81,500 81,400
FIXED ASSETS
8301 Construction In Progress 13,300 - - - -
8501 Other Betterments/Improv - 100,000 43,000 500,000 115,000 8602 Other Land Improvements - 9,600 57,000 - -
8801 Capital Lease 8,647 71,335 70,244 89,498 91,758
8999 Capital Expenditure Offset (13,300) - - - -
TOTAL FIXED ASSETS 8,647 180,935 170,244 589,498 206,758
DEBT SERVICE
9001 Principal - 150,000 150,000 150,000 150,000
9101 Interest 22,545 - - - -
9102 Interest - Lease 2,492 - - - -
TOTAL DEBT SERVICE 25,038 150,000 150,000 150,000 150,000 DIVISION TOTAL 1,170,757 1,712,344 1,647,803 2,211,946 1,782,160 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
258
DEPARTMENT SUMMARY
FUND
CEMETERY
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
CEMETERY 1,170,757 1,712,344 1,647,803 2,211,946 1,782,160 DEPARTMENT TOTAL 1,170,757 1,712,344 1,647,803 2,211,946 1,782,160 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
259
Facilities and Community Services
Redlands Municipal Airport
(Aviation Division)
Progr
am Description:
The Aviation Division manages all airfield operations, airport land leases, tie- downs, and city airfield facilities and equipment. The Division ensures compliance with the Federal Aviation Administration and the California Department of Transportation Aeronautics Division requirements for General Aviation airport facilities. The airport budget is an Enterpris e Fund to sustain the program through airport revenue. The City Council has appointed the Airport Advisory Board to advise the City Council on airport management matters. Oversight is provided by department staff that coordinate airport maintenance activi ties, grant acquisition, and administration through various department divisions.
The airpor
t encompasses 177 acres, with 197 hangars, 25 offices, 210 tie- downs, and approximately 200 based aircraft. There are currently 14 businesses based at the airport.
Program Objectives:
• Maintain a safe aviation environment.
• Operate the airport as a self-sustaining Enterprise Fund. • Provide regular education, inspections of airport facilities and equipment along with recurring maintenance.
• Leverage FAA and Caltrans entitlements to maximize capital improvements through FAA and Caltrans grant programs.
• Administer the city-owned west ramp tie-downs.
• Administer Fixed Base Operators (FBO’s) with land leases. • Administer, advise, coordinate, and communicate land use and airspace compatibility. • Provide staff liaison to the Airport Advisory Board.
Accomplishments for Fiscal Year 2024-2026:
• Hosted the annual Halloween Plane-or-Treat event bringing over 3500 participants to the airfield to learn about aviation activities and the Redlands Airport. • $750,000 in FAA Grants awarded.
• Processed for approval FAA Entitlement Planning Grants and State of California Matching Grants for runway and taxiway resurfacing, Wildlife Hazardous Management Plan, design for a new airfield security fence, and associated environmental documents. • Continued agreement with Civil Air Patrol to base a youth squadron at Redlands Municipal Airport, which teaches youth participants about aviation careers and activities and provides support to airport events and operations.
• Completed the FAA funded runway resurfacing project.
• Complied with FAA Hangar Policy and San Bernardino Possessory Tax requirements through hangar inspection program.
• Sustained maintenance of Storm Water Pollution Prevention Program, achieving recognition and approval to limit sampling one time per year for staying within compliance standards.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
260
• Secured on-call service agreement with design, planning, and engineering consultants to provide all FAA required documents and information for grant funded projects. • Conducted outreach/engagement with FAA, San Bernardino International Airport, and Redlands Pilot community relating to a new flight pattern transecting through Redlands Municipal Airport airspace.
• Remediated v-ditch between Taxiway-Alpha and the West Ramp. • 47,000 runway operations.
Goals
for Fiscal Year 2026-2028:
• Secure $563,000 in FAA grants to continue to support improvements. • Host the annual Halloween Plane-or-Treat event bringing over 3500 participants to the airfield in the second year to learn about aviation activities and Redlands Airport. • Develop and release an RFP to provide additional fuel service at the airport, including Jet- A fuel utilized by growing number of helicopters at KREI. • Restore the beacon tower as a showcase to aviation history in Redlands and the Inland Empire.
• Continue to enhance the Airport with landscaping and clearing of the Runway Safety Areas.
• Grow to 49,000 runway operations.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
261
DEPARTMENT/DIVISION
AIRPORT-OPERATIONS
FUND ORGKEY
REDLANDS MUNICIPAL AIRPORT 564900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 61,436 100,670 100,670 89,722 96,825 5101 Overtime Salaries 12 - 44 - -
5202 Holiday Pay 50 - 46 - -
5203 Bonus - 44 44 - -
5204 Accrual Payout 15,579 - 1,260 1,013 1,013
5301 Banked Leave Buy Back 65 1,499 1,499 75 75
5401 Pension Contributions 17,284 29,910 29,910 24,739 25,969 5402 GASB68 Pension Expense (90,530) - - - -
5501 Social Security/Medicare 6,105 7,775 7,775 7,106 7,430 5601 Deferred Compensation 1,390 1,512 1,512 1,423 1,428 5701 Health/Dental Insurance 4,461 5,068 5,068 6,186 6,193 5702 Workers' Comp Insurance - 2,834 2,834 7,446 7,642
5703 Disability Insurance 28 - 17 39 41
5704 Unemployment Insurance 124 456 463 473 473
5705 Life Insurance 45 66 66 69 69
5801 Vehicle Allowance - 60 60 - -
5802 Eyecare Reimbursement - 315 315 327 327
5803 Clothing Allowance 38 - 15 15 15
5901 Compensated Absences
Expense
794 - - - -
5903 Other Taxable Benefits 182 158 158 164 164
TOTAL SALARIES AND
BENEFITS
17,063 150,367 151,755 138,796 147,663
SERVICES
6005 License & Permits 1,873 - - - -
6007 Penalties and Interest 69 - 14 - -
6008 State Mandated Fees - - 27 - -
6106 Other Professional Services - - 3,158 - -
6301 Water Wastewater Refuse 10,530 14,000 12,000 14,000 14,000 6304 Telephone 8,875 14,000 8,000 14,000 14,000
6307 Electricity & Gas 29,274 43,000 25,000 43,000 43,000 6403 Training 32 1,000 36 1,000 1,000
6505 Retiree Health Insurance 3,535 - 11 - -
6510 Other Insurance - - 1,000 - -
6601 Postage - - 300 - -
6703 Software Support/Development 129 1,500 1,125 1,500 1,500 6710 Special Contractual Services 53,075 26,712 65,000 49,000 39,500 6712 Landfill Tipping Charges 3,195 - 2,000 - -
6802 Info Tech Service Charges - 6,709 6,709 10,879 11,242 6803 City Garage Charges 4,961 5,168 4,523 3,658 3,316
6804 General Govt Service Charge 80,375 83,188 83,188 85,883 89,593 6902 Advertising 7,025 2,500 8,340 3,500 3,000
6903 Janitorial Services 11,710 39,918 23,400 26,000 25,000 6907 Comms Service & Rental - 1,654 1,000 2,000 1,500
6909 Subscriptions & Memberships 250 500 500 500 500
6910 Labor 22,669 9,549 40,000 40,000 40,000
6911 Bad Debt Expense 57 - 500 500 500
6912 Reimbursed Expenditures 34,247 3,605 3,605 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
262
DEPARTMENT/DIVISION
AIRPORT-OPERATIONS
FUND ORGKEY
REDLANDS MUNICIPAL AIRPORT 564900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6914 Depreciation Expense 221,534 - - - -
6918 Unreimbursed Expenditures 40,000 - - - -
TOTAL SERVICES 533,416 253,002 289,436 295,420 287,651
SUPPLIES
7002 Office Supplies 111 1,600 1,312 1,000 1,000
7102 Small Tools & Equipment - 1,200 1,000 600 600
7204 Building/Grounds Maintenance 12,776 50,000 15,000 15,000 20,000 7208 Repair/Maintenance Supplies 17,969 25,818 40,000 35,000 35,000 7209 Janitorial Supplies - - 3,000 4,000 4,000
7210 Building Supplies 224 4,000 16,504 4,000 4,000
7807 Food - 500 2,500 - -
7810 Special Departmental Supplies 2,491 - 1,617 2,000 2,000 TOTAL SUPPLIES 33,572 83,118 80,933 61,600 66,600
FIXED ASSETS
8801 Capital Lease - 24,400 - - -
TOTAL FIXED ASSETS 0 24,400 0 0 0
DEBT SERVICE
9001 Principal - 57,000 57,000 57,000 57,000
9101 Interest 32,228 3,000 3,000 3,000 3,000
TOTAL DEBT SERVICE 32,228 60,000 60,000 60,000 60,000
DIVISION TOTAL 616,279 570,887 582,125 555,816 561,914
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
263
DEPARTMENT/DIVISION
AIRPORT-PROJECTS/GRANTS
FUND ORGKEY
REDLANDS MUNICIPAL AIRPORT 564910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6710 Special Contractual Services 2,857 36,051 36,051 - - 6912 Reimbursed Expenditures (34,135) (3,605) (3,605) - - TOTAL SERVICES (31,278) 32,446 32,446 - -
SUPPLIES
7204 Building/Grounds Maintenance 15,872 25,872 - -
7901 Non-Capital Expenditures 617,039 - - - -
TOTAL SUPPLIES 617,039 15,872 25,872 - -
DIVISION TOTAL 585,761 48,318 58,318 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
264
DEPARTMENT SUMMARY
FUND
REDLANDS MUNICIPAL AIRPORT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
AIRPORT-OPERATIONS 616,279 570,887 582,125 555,816 561,914 AIRPORT-PROJECTS/GRANTS 585,761 48,318 58,318 - -
DEPARTMENT TOTAL 1,202,040 619,205 640,442 555,816 561,914 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
265
Facilities and Community Services
Equipment Maintenance Division
Progr
am Description:
The Equipment Maintenance Division provides maintenance and repair services as well as safety inspections for the City’s vehicles and equipment. Emphasis is placed on safety, preventive maintenance, and compliance with air quality and other State regulations. Equipment Maintenance staff provide the support necessary to maintain over 600 units of vehicles, heavy equipment, generators, and compressors, as well as operation of the City’s L/CNG fuel station.
The Equipment Maintenance Division is an Internal Service Fund.
Program Objectives:
• Provide maintenance and repair services to City departments to maintain an in-service rate of 93% or higher.
• Continue to receive an annual award of tax rebates through consistent and timely L/CNG tax reporting.
• Maintain and provide timely reporting for programs required by the State of California and other regulatory agencies.
• Maintain continuous training for mechanics to ensure up- to-date skills and knowledge of computer and electronic technology on the newer model electric, and alternative fuel vehicles.
Accompl
ishments for Fiscal Year 2024-2026:
• 2 Vehic
le charging stations were developed.
• Percentage of city facilities with chargers is 6%.
• 1% of fleet vehicles were transitioned to Zero Emission Vehicles. • 18 fleet vehicles are alternative fuel.
Goals for Fiscal Year 2026-2028:
• The average fleet age will be 15 years old. 5-Years Old by end of 2028 • Percentage of city facilities with chargers 24%.
• 8 vehicle charging stations will be developed.
• 10% of fleet will transition to zero emission vehicles. • 16% of fleet will meet CARB Zero Emission Vehicle Standards. • 34 vehicles in fleet will be alternative fuel vehicles.
Str
ategic Plan
The Equipment Maintenance Division supports the Strategic Plan Priority D – Sustainability through continued evaluation of the City's medium and light-duty vehicles under the vehicle lease and maintenance program with Enterprise Fleet Management. Through this program, 290 City vehicles have been replaced, resulting in an increase in safety and a reduction in maintenance costs associated with older vehicles.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
266
DEPARTMENT/DIVISION
EQUIPMENT MAINTENANCE
FUND ORGKEY
EQUIPMENT MAINTENANCE 607900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 352,262 696,947 696,947 1,160,379 1,235,838 5101 Overtime Salaries 54,940 42,588 150,000 160,000 170,000 5201 Stand By 67 811 811 12,480 13,104
5202 Holiday Pay 6,904 - 13,878 - -
5203 Bonus - 440 440 - -
5204 Accrual Payout 31,512 - 10,548 1,496 1,496
5301 Banked Leave Buy Back 9,386 23,434 23,434 4,945 4,945 5401 Pension Contributions 102,143 200,031 200,031 188,928 192,444 5402 GASB68 Pension Expense (301,130) - - - -
5501 Social Security/Medicare 34,614 52,946 52,946 52,085 52,990 5601 Deferred Compensation 1,884 2,877 2,877 1,884 1,884 5701 Health/Dental Insurance 67,002 175,316 175,316 132,977 133,250 5702 Workers' Comp Insurance 104,547 108,185 108,185 37,070 38,049 5703 Disability Insurance 3,015 5,460 5,460 6,835 6,931 5704 Unemployment Insurance 455 3,763 3,763 3,719 3,719 5705 Life Insurance 287 546 546 541 541
5801 Vehicle Allowance - 600 600 - -
5802 Eyecare Reimbursement 890 2,601 2,601 2,571 2,571
5803 Clothing Allowance 1,788 2,250 2,250 3,125 3,125
5804 Uniform Rental 235 - 347 - -
5901 Compensated Absences
Expense
5,745 - - - -
5903 Other Taxable Benefits 1,019 311 780 1,346 1,346
TOTAL SALARIES AND
BENEFITS
477,565 1,319,105 1,451,761 1,770,381 1,862,234
SERVICES
6004 Bank/Collection Agent Fees 9,742 28,078 18,078 18,078 28,078 6005 License & Permits 16,056 109,453 15,000 20,000 20,000 6006 Taxes 71,196 30,341 30,341 30,341 30,341
6007 Penalties and Interest 14,196 - 850 1,000 1,000
6008 State Mandated Fees 7,594 500 26,000 26,000 26,000 6105 Medical/Physicals 80 200 435 200 200
6304 Telephone 5,329 6,655 6,655 6,655 6,655
6401 Meeting & Prof Development 675 - 805 5,000 5,000
6402 Travel
Expense/Reimbursement
944 500 500 5,000 5,000
6403 Training 258 3,000 18,000 25,000 15,000
6505 Retiree Health Insurance 119,654 140,000 140,000 140,000 140,000 6601 Postage 619 600 600 600 600
6703 Software Support/Development 47,034 39,310 120,500 86,810 86,810 6710 Special Contractual Services 47,249 52,000 195,491 59,740 59,780 6802 Info Tech Service Charges 38,078 33,545 33,545 54,397 56,210 6804 General Govt Service Charge 494,184 511,480 511,480 528,052 550,864 6901 Printing and Binding - - 202 200 200
6906 Office Equip & Furn Rent 1,659 2,244 - - -
6908 Other Rentals 86,592 36,954 225,000 225,000 225,000 6909 Subscriptions & Memberships 36,127 1,000 7,000 2,000 1,000 6910 Labor 216,411 125,750 218,750 218,750 111,240
6914 Depreciation Expense 59,512 - - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
267
DEPARTMENT/DIVISION
EQUIPMENT MAINTENANCE
FUND ORGKEY
EQUIPMENT MAINTENANCE 607900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6916 Lease Amortization 16,532 - - - -
TOTAL SERVICES 1,289,720 1,121,610 1,569,232 1,452,823 1,368,978
SUPPLIES
7002 Office Supplies 3,692 10,950 4,000 8,950 8,950
7004 Uniform/Safety Clothing 9,652 37,560 17,560 25,000 25,000 7101 Office Equipment & Furniture 12,164 9,561 9,561 9,561 9,561 7102 Small Tools & Equipment 84,647 30,670 75,000 110,000 65,000 7201 Hardware Maint/Replace 458 - - - -
7203 Office Equipment Maintenance 9,853 - 2,880 4,500 4,500 7204 Building/Grounds Maintenance 75,650 83,822 120,000 110,000 110,000 7205 Machinery & Equip. Maint. 4,448 80,282 250,000 250,000 260,000 7206 Vehicle Maintenance 2,006,629 1,807,675 1,400,000 692,808 995,724 7208 Repair/Maintenance Supplies 480,465 104,286 104,285 121,700 121,700 7209 Janitorial Supplies 29,535 26,807 40,000 25,000 25,000 7210 Building Supplies 16,086 57,238 100,000 60,000 70,000 7211 Computer Components 5,451 13,584 6,000 14,263 14,977 7212 Equipment Parts 30,683 62,491 200,000 165,615 182,491 7213 Motor Vehicle Supplies 1,909,833 1,713,024 2,000,000 1,750,280 1,837,794 7214 Tires & Tubes 285,217 355,186 300,000 300,000 300,000 7301 Gasoline 587,088 642,163 600,000 620,000 620,000
7302 Compressed Natural Gas
(LCNG)
438,283 2,090,345 430,000 430,000 430,000
7303 Oil and Lubricants 105,800 147,594 100,000 97,594 107,594 7304 Diesel Fuel 253,319 475,836 315,000 350,000 350,000 7807 Food 1,004 2,362 2,362 7,362 8,362
7810 Special Departmental Supplies 48,801 16,633 25,132 27,132 30,645 7901 Non-Capital Expenditures 654 16,900 900 900 900
TOTAL SUPPLIES 6,399,410 7,784,969 6,102,681 5,180,666 5,578,197
FIXED ASSETS
8501 Other Betterments/Improv - 746,845 48,000 875,000 - 8503 Building Const/Improv - 425,000 - - -
8704 Motor Vehicles - - - 200,000 -
8706 All Other Equipment 90,282 150,865 82,052 - -
8801 Capital Lease 2,248 14,851 19,466 75,676 72,719
8999 Capital Expenditure Offset (104,058) - - - -
TOTAL FIXED ASSETS (11,528) 1,337,560 149,518 1,150,676 72,719
DEBT SERVICE
9102 Interest - Lease 1,240 - - - -
TOTAL DEBT SERVICE 1,240 - - - -
DIVISION TOTAL 8,156,408 11,563,244 9,273,191 9,554,546 8,882,128 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
268
DEPARTMENT SUMMARY
FUND
EQUIPMENT MAINTENANCE
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
EQUIPMENT MAINTENANCE 8,156,408 11,563,244 9,273,191 9,554,546 8,882,128 DEPARTMENT TOTAL 8,156,408 11,563,244 9,273,191 9,554,546 8,882,128 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
269
Municipal Utilities and Engineering Department
Miss
ion:
The mi
ssion of the Municipal Utilities & Engineering Department (MUED) is to provide reliable service to the community with professionalism, integrity, accountability, quality, transparency, and innovation. MUED plans, designs , constructs, operates , and maintains Redlands’ physical infrastructure for the residents and businesses in the City; making our community a desirable place to live, work, and visit.
MUED is
responsible for delivering the following services to the City’s residents and businesses:
• Utility Operations:
o Water production and distribution
o Non-potable and recycled water distribution
o Wastewater collection, treatment, and disposal
• 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. • Management, rehabilitation, and replacement of infrastructures such as water mains, sewer mains, storm drains, streets, and traffic signals to provide reliable service to the community. • Development and construction of new public facilities to protect and enhance Redlands’ livability.
MUE
D is organized into three (3) divisions, including Engineering (Development Review, Capital Improvement Program and Construction Management), Water Utility Operations ( Potable and Non-Potable), and Wastewater Utility Operations. In total, MUED employs 94 full-time, and one (1) part-time, professionals.
Depart
mental Goals:
• Pres
erve City Assets
o Provide responsible leadership and management to preserve the City’s physical assets and resources.
o Optimize City’s physical assets to ensure reliability and exceed anticipated service life. o Maximize sustainable practices and ensure City infrastructure improvements support the City’s mission to limit its environmental footprint.
o Provide fiscally responsible water, non-potable (including recycled) water, and wastewater services.
o Provide a safe, well-maintained, and efficient transportation system. o Ensure regulatory compliance by mandating MUED and vendor practices are consistent with all related codes and regulations; and
o Develop and implement effective emergency management strategies to ensure continuity of services during and after significant events.
• Prov
ide Quality Customer Service
o Promptly deliver requested services with the highest quality of workmanship. o Develop and train staff to effectively communicate with customers. o Expand online self-service opportunities.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
270
• Ensure Employee Effectiveness and Satisfaction
o Recruit and retain high-performing employees.
o Provide resources necessary for employees to perform work tasks safely and efficiently. o Create and maintain a diverse work environment that encourages staff engagement, teamwork, high-performance, and professional satisfaction. o Encourage professional development to prepare City employees for promotion opportunities.
o Emphasize the importance of employee leadership and accountability at all levels. • Est
ablish Effective and Long-term Partnerships
o Promote productive working relationships with other departments, City stakeholders, other municipalities, and regional partners.
o Expand collaboration with education and industry partners on technology projects. • Utilize Innovation
o Leverage new ideas and technology to solve problems and accomplish the City’s mission. o Create and sustain an organizational culture that encourages and supports innovation. o Optimize the use of emerging technologies.
o Improve data collection and promote data-driven decision-making. • Stim
ulate the Redlands Economy
o Provide a One-Stop Permit Center for the prompt processing of development permits in the City.
o Provide a One -Stop Permit Center to guide developers through Departmental requirements, the Redlands Municipal Code, Measure U, and State regulations. o Enhance Redlands’ economic curb appeal.
• Encour
age Environmental Protection
o Collaborate with State, Regional, and Local agencies to promote environmentally sound policies and procedures.
o Continually assess Redlands water sources (Santa Ana River, Mill Creek, and Bunker Hill Basin) to monitor the health of each source.
o Implement the City’s National Pollutant Discharge Elimination System (NPDES) to ensure stormwater discharges comply with the Municipal Separate Storm Sewer Systems (MS4) permits for Capital Improvement Projects, Water Utility Operations, and Wastewater Utility Operations.
• Soc
ial Responsibility
o Collaborate with local Universities and Colleges to encourage students to consider a career in municipal government.
o Establish an apprenticeship program to mentor young professionals. o Promote Departmental programs through community outreach at local events (Market Night, Redlands Bicycle Classic, etc.).
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
271
Municipal Utilities and Engineering Department
Engineering Division
Progr
am Description:
The Cit
y of Redlands Engineering Division provides quality engineering services for the citizens of Redlands and the private development community. Engineering reviews capital improvement projects and manages the construction of City infrastructure improvement projects, such as street rehabilitation, water, and sewer main replacement, and storm drain construction.
Progr
am Objectives:
• Eff
iciently deliver Capital Improvement Projects.
• Capitalize on opportunities to improve the effectiveness of services provided to community. • Leverage State and Federal grant funds to implement major capital improvement projects. • Extend and maintain the useful lifespan of public infrastructure in a fiscally responsible and sustainable manner.
• Maintain a CIP noticing program to educate and inform the general public.
Sustai
nability Efforts:
• Rehabil
itate well and booster pumps with energy-efficient units. • Capitalize on building energy consumption and efficiency improvement opportunities. • Reduce pollutants and greenhouse gases by reducing traffic congestion. • Support sustainable transportation such as biking and walking. • Identify grant opportunities and emerging technologies. • Promote the use of LED streetlights and identify opportunities to replace existing HPS streetlights.
Signi
ficant Programs:
PARI
S
In 2012, the City completed the Pavement Accelerated Repair Implementation Strategy (PARIS), a funding strategy for pavement condition assessment and a pavement management platform that strategically prioritizes investment in road improvements. PARIS resurfaced approximately 440 lane miles of public streets (2/3 of all City streets) from 2013 to 202 1 and increased the Redlands Street network pavement condition index from 53 to 82. PARIS was completed in FY 2020-21. The remaining 210 lane miles of City streets will be rehabilitated, and streets rehabilitated through PARIS will be maintained through a new Pavement Management Program (PMP 2020), which was adopted by City Council in April 2020.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
272
MEASU
RE I & SB1
Measure I is the half -cent countywide sales tax levy approved by the voters to fund loc al transportation improvements. The City’s annual Measure I allocation was used in its entirety to fund the PARIS program and is expected to be used in the same manner for the PMP.
Additionally, the Road Maintenance and Rehabilitation Account established through Senate Bill 1 (SB1) provides funding to Redlands for not only PMP improvements, but also other local transportation improvements.
DEVELO
PMENT IMPACT FEES
Development Impact Fees (DIF) are collected for the construction, expansion, and improvement of arterial streets, freeway interchanges, traffic signals, public facilities, public parks, storm drain facilities, wastewater facilities, solid waste facilities, and water facilities . DIF provides partial funding for the construction of master -planned facilities to accommodate the impacts of new development projects.
WATE
R CONSERVATION
In 2012-13, Redlands adopted a Water Conservation Rebate Program to incentivize customers to reduce water consumption and contribute to the City’s effort to meet the 2009 Water Conservation Act goals, which required a twenty percent (20%) reduction in water consumption by 2020. The rebate program and successful implementation of additional programs , such as irrigation controller scheduling assistance, a water waste investigation program, have resulted in a citywide residential water consumption rate reduction of approximately 50 gallons per capita per day over the last five years.
Accom
plishments in Fiscal Year 2025-26:
• Const
ruction of the PMP 2024 and PMP 2025, completing approximately sixty-eight (68) lane miles of streets out of the remaining 1/3 of the City’s streets (210 lane miles out of 650) after completing the PARIS program.
• Replacement of ten (10) miles of water pipeline.
• Rehabilitation of four (4) miles of sewer pipeline by replacing and slip lining. • Replacement of thirty-one (31) sewer manholes.
• Replacement of four (4) miles of sidewalks.
• Replacement of thirty-two (32) ADA curb ramps.
• Awarded approximately $150,000 in Water Efficiency Rebates. • Design and bidding of WWTP Phase 2 (overall rehabilitation of the plant) is completed. • Construction of the Joint Utilities Laboratory expansion has begun. • Engineering review of land development activities and permit applications. • Construction inspection for capital projects and land development activities.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
273
DEPARTMENT/DIVISION
ENGINEERING
FUND ORGKEY
GENERAL FUND 101400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 380,912 419,615 419,615 381,818 422,570 5002 Salaries: Part-Time 14,884 13,489 13,489 16,786 16,786 5005 Vacancies - - - (16,804) (17,026)
5101 Overtime Salaries 7,232 5,513 17,000 6,000 -
5201 Stand By 748 - 1,000 - -
5202 Holiday Pay 8,310 - 3,500 - -
5203 Bonus 546 498 615 498 498
5204 Accrual Payout 9,137 - 12,860 6,070 6,070
5301 Banked Leave Buy Back 3,204 11,837 11,837 4,357 4,357 5401 Pension Contributions 104,681 122,972 122,972 140,978 143,533 5501 Social Security/Medicare 31,529 32,826 32,826 39,928 40,577 5601 Deferred Compensation 5,357 5,192 5,691 6,364 6,364 5701 Health/Dental Insurance 61,504 73,911 73,911 77,403 77,589 5702 Workers' Comp Insurance 43,951 45,480 45,480 53,081 54,483 5703 Disability Insurance 1,962 2,084 2,084 2,932 2,998 5704 Unemployment Insurance 359 2,083 2,083 2,461 2,461 5705 Life Insurance 257 258 258 314 314
5801 Vehicle Allowance - - - 600 600
5802 Eyecare Reimbursement 3,261 1,230 1,390 1,461 1,461 5803 Clothing Allowance 803 645 1,210 822 822
5804 Uniform Rental 61 - 46 - -
5903 Other Taxable Benefits 303 293 492 986 986
5905 Employee Wellness Program 942 - 510 - -
TOTAL SALARIES AND
BENEFITS
679,941 737,926 768,870 726,055 765,441
SERVICES
6005 License & Permits 9,547 540 1,000 540 540
6101 Architect & Engineer 157,324 77,285 95,535 - -
6102 Legal Services 4,946 - 44,863 - -
6106 Other Professional Services 5,483 200,000 200,000 200,000 200,000 6304 Telephone 908 2,800 2,800 4,000 4,000
6401 Meeting & Prof Development - 7,500 7,500 7,500 7,500 6402 Travel
Expense/Reimbursement
865 1,600 1,600 1,600 1,600
6403 Training 1,350 7,500 7,500 7,500 7,500
6601 Postage 165 1,000 1,000 1,000 1,000
6708 Special Program Expenditures 1,100 - 5,000 - -
6710 Special Contractual Services 16,710 - 9,264 - -
6802 Info Tech Service Charges 76,156 67,090 67,090 108,794 112,421 6803 City Garage Charges 31,751 33,077 39,799 27,070 24,540 6901 Printing and Binding 410 4,590 4,590 3,000 3,000
6902 Advertising 8,458 3,000 3,000 3,000 3,000
6906 Office Equip & Furn Rent 1,659 - - - -
6909 Subscriptions & Memberships 1,126 2,100 2,100 2,100 2,100 6912 Reimbursed Expenditures 65,950 214,107 214,107 - - TOTAL SERVICES 383,907 622,189 706,748 366,104 367,201
SUPPLIES
7001 Books & Supplies 43 2,200 2,200 2,200 2,200
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
274
DEPARTMENT/DIVISION
ENGINEERING
FUND ORGKEY
GENERAL FUND 101400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SUPPLIES
7002 Office Supplies 1,395 3,800 3,800 2,200 2,200
7003 Awards/Recognition Prgm - 3,000 3,000 3,000 3,000
7004 Uniform/Safety Clothing - 1,600 1,600 1,600 1,600
7101 Office Equipment & Furniture - 1,000 1,000 1,000 1,000 7102 Small Tools & Equipment - 500 500 500 500
7206 Vehicle Maintenance 5,995 - 6,009 6,009 6,900
7208 Repair/Maintenance Supplies 88 - - - -
7211 Computer Components 1,069 3,600 3,600 3,600 3,600
7807 Food 454 - 543 - -
7810 Special Departmental Supplies - 15,000 15,000 - -
7901 Non-Capital Expenditures 4,751 - - - -
TOTAL SUPPLIES 13,795 30,700 37,252 20,109 21,000
FIXED ASSETS
8403 Street Construction 714,041 529,406 529,406 - -
8405 Other Infrastucture 64,707 - - - -
8801 Capital Lease (2,376) 88,998 82,892 82,218 82,218
TOTAL FIXED ASSETS 776,371 618,404 612,298 82,218 82,218
DEBT SERVICE
9002 Principal - Lease 81,181 - - - -
9102 Interest - Lease 10,365 - - - -
TOTAL DEBT SERVICE 91,546 - - - -
DIVISION TOTAL 1,945,560 2,009,219 2,125,168 1,194,486 1,235,860 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
275
DEPARTMENT SUMMARY
FUND
GENERAL FUND
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
ENGINEERING 1,945,560 2,009,219 2,125,168 1,194,486 1,235,860 DEPARTMENT TOTAL 1,945,560 2,009,219 2,125,168 1,194,486 1,235,860 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
276
DEPARTMENT/DIVISION
ENGINEERING GRANTS
FUND ORGKEY
GRANTS 200400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services 15,200 15,200 - -
6912 Reimbursed Expenditures (68,299) (199,317) (199,317) - - TOTAL SERVICES (68,299) (184,117) (184,117) - -
SUPPLIES
7901 Non-Capital Expenditures 5,316 129,255 129,255 - - TOTAL SUPPLIES 5,316 129,255 129,255 - -
FIXED ASSETS
8301 Construction In Progress 23,429 - - - -
8501 Other Betterments/Improv 570,399 2,070,097 2,070,097 - - TOTAL FIXED ASSETS 593,828 2,070,097 2,070,097 - -
DIVISION TOTAL 530,845 2,015,235 2,015,235 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
277
DEPARTMENT SUMMARY
FUND
GRANTS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
ENGINEERING GRANTS 530,845 2,015,235 2,015,235 - -
DEPARTMENT TOTAL 530,845 2,015,235 2,015,235 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
278
DEPARTMENT/DIVISION
MEASURE I (2010)
FUND ORGKEY
MEASURE I 2010 210400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge 8,197 8,484 8,484 8,759 9,137 TOTAL SERVICES 8,197 8,484 8,484 8,759 9,137
DIVISION TOTAL 8,197 8,484 8,484 8,759 9,137
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
279
DEPARTMENT SUMMARY
FUND
MEASURE I 2010
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
MEASURE I (2010) 8,197 8,484 8,484 8,759 9,137
DEPARTMENT TOTAL 8,197 8,484 8,484 8,759 9,137
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
280
DEPARTMENT/DIVISION
PARIS-OPERATIONS
FUND ORGKEY
PARIS 211400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 416,000 454,674 454,674 - -
5002 Salaries: Part-Time - - 572 - -
5101 Overtime Salaries 7,029 3,750 19,000 - -
5201 Stand By 748 - 1,000 - -
5202 Holiday Pay 5,723 - 2,536 - -
5203 Bonus 262 249 300 - -
5204 Accrual Payout 12,093 - 8,825 - -
5301 Banked Leave Buy Back 4,856 12,006 12,006 - -
5401 Pension Contributions 117,103 133,999 133,999 - -
5501 Social Security/Medicare 33,163 34,589 34,589 - -
5601 Deferred Compensation 11,800 10,148 12,048 - -
5701 Health/Dental Insurance 60,592 72,739 72,739 - -
5703 Disability Insurance 1,343 1,728 1,728 - -
5704 Unemployment Insurance 307 1,779 1,865 - -
5705 Life Insurance 253 258 258 - -
5801 Vehicle Allowance - - - - -
5802 Eyecare Reimbursement - 1,230 1,230 - -
5803 Clothing Allowance 233 525 855 - -
5804 Uniform Rental 36 - 32 - -
5903 Other Taxable Benefits 225 353 373 - -
TOTAL SALARIES AND
BENEFITS
671,765 728,027 758,628 - -
SERVICES
6106 Other Professional Services - 100,000 95,593 400,000 - 6401 Meeting & Prof Development - - 28 - -
6804 General Govt Service Charge 131,439 136,039 136,039 140,447 146,514 6901 Printing and Binding 410 1,590 1,590 2,000 2,000
TOTAL SERVICES 131,849 237,629 233,250 542,447 148,514
SUPPLIES
7810 Special Departmental Supplies 8,043 15,411 15,411 3,900 3,900 7901 Non-Capital Expenditures - 1,520 1,520 - -
TOTAL SUPPLIES 8,043 16,931 16,931 3,900 3,900
DIVISION TOTAL 811,656 982,587 1,008,809 546,347 152,414 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
281
DEPARTMENT/DIVISION
PARIS-PROJECTS/GRANTS
FUND ORGKEY
PARIS 211910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services - 100,000 100,000 - -
6710 Special Contractual Services - 40,000 40,000 - -
6901 Printing and Binding - 2,000 2,000 - -
6902 Advertising - - - - -
TOTAL SERVICES - 142,000 142,000 - -
SUPPLIES
7901 Non-Capital Expenditures 292,698 - - - -
TOTAL SUPPLIES 292,698 - - - -
FIXED ASSETS
8403 Street Construction 3,629,787 5,564,574 5,564,574 3,000,000 3,500,000 8501 Other Betterments/Improv 1,105,431 500,000 500,000 500,000 500,000 TOTAL FIXED ASSETS 4,735,218 6,064,574 6,064,574 3,500,000 4,000,000 DIVISION TOTAL 5,027,916 6,206,574 6,206,574 3,500,000 4,000,000 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
282
DEPARTMENT SUMMARY
FUND
PARIS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PARIS-OPERATIONS 811,656 982,587 1,008,809 546,347 152,414 PARIS-PROJECTS/GRANTS 5,027,916 6,206,574 6,206,574 3,500,000 4,000,000 DEPARTMENT TOTAL 5,839,573 7,189,161 7,215,383 4,046,347 4,152,414 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
283
DEPARTMENT/DIVISION
TRANSPORTATION DEVELOPMENT ACT
FUND ORGKEY
TRANSPORTATION DEVELOPMENT ACT 241400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services 50,000 50,000 - -
6912 Reimbursed Expenditures (525) (191,775) (191,775) - - TOTAL SERVICES (525) (141,775) (141,775) - -
FIXED ASSETS
8301 Construction In Progress 3,500 - - - -
8405 Other Infrastucture 46,340 1,228,500 1,228,500 - - TOTAL FIXED ASSETS 49,840 1,228,500 1,228,500 - -
DIVISION TOTAL 49,315 1,086,725 1,086,725 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
284
DEPARTMENT SUMMARY
FUND
TRANSPORTATION DEVELOPMENT ACT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
TRANSPORTATION DEVELOPMENT ACT 49,315 1,086,725 1,086,725 - - DEPARTMENT TOTAL 49,315 1,086,725 1,086,725 - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
285
DEPARTMENT/DIVISION
PARK & OPEN SPACE DEVELOPMENT
FUND ORGKEY
PARK & OPEN SPACE FACILITIES 250400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6004 Bank/Collection Agent Fees 3,263 3,500 3,500 3,500 3,500 6804 General Govt Service Charge 8,973 10,000 10,000 12,229 15,126 TOTAL SERVICES 12,236 13,500 13,500 15,729 18,626
FIXED ASSETS
8501 Other Betterments/Improv - 1,255,660 755,660 375,000 - TOTAL FIXED ASSETS - 1,255,660 755,660 375,000 -
DEBT SERVICE
9001 Principal 68,988 71,162 71,162 73,403 75,715
9101 Interest 33,172 30,964 30,964 28,687 26,339
TOTAL DEBT SERVICE 102,160 102,126 102,126 102,091 102,054 DIVISION TOTAL 114,396 1,371,286 871,286 492,820 120,680 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
286
DEPARTMENT SUMMARY
FUND
PARK & OPEN SPACE FACILITIES
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PARK & OPEN SPACE DEVELOPMENT 114,396 1,371,286 871,286 492,820 120,680 DEPARTMENT TOTAL 114,396 1,371,286 871,286 492,820 120,680 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
287
DEPARTMENT/DIVISION
PUBLIC FACILITY DEVELOPMENT
FUND ORGKEY
PUBLIC FACILITY DEVELOPMENT 251400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge 12,574 7,200 7,200 38,766 46,246 TOTAL SERVICES 12,574 7,200 7,200 38,766 46,246
FIXED ASSETS
8503 Building Const/Improv - - - 600,000 -
TOTAL FIXED ASSETS - - - 600,000 -
DIVISION TOTAL 12,574 7,200 7,200 638,766 46,246
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
288
DEPARTMENT SUMMARY
FUND
PUBLIC FACILITY DEVELOPMENT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
PUBLIC FACILITY DEVELOPMENT 12,574 7,200 7,200 638,766 46,246 DEPARTMENT TOTAL 12,574 7,200 7,200 638,766 46,246
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
289
DEPARTMENT/DIVISION
ARTERIAL STREET CONSTRUCTION
FUND ORGKEY
ARTERIAL STREET CONSTRUCTION 252400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services 905 15,298 15,298 - -
6804 General Govt Service Charge 5,957 4,400 4,400 21,674 2,447 TOTAL SERVICES 6,862 19,698 19,698 21,674 2,447
FIXED ASSETS
8301 Construction In Progress 71,666 - - - -
8403 Street Construction - - - - 1,500,000
8501 Other Betterments/Improv - 6,562,131 4,400,000 3,350,000 - TOTAL FIXED ASSETS 71,666 6,562,131 4,400,000 3,350,000 1,500,000 DIVISION TOTAL 78,528 6,581,829 4,419,698 3,371,674 1,502,447 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
290
DEPARTMENT SUMMARY
FUND
ARTERIAL STREET CONSTRUCTION
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
ARTERIAL STREET CONSTRUCTION 78,528 6,581,829 4,419,698 3,371,674 1,502,447 DEPARTMENT TOTAL 78,528 6,581,829 4,419,698 3,371,674 1,502,447 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
291
DEPARTMENT/DIVISION
TRAFFIC SIGNALS
FUND ORGKEY
TRAFFIC SIGNALS 253400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge 363 260 260 1,324 1,493 6912 Reimbursed Expenditures 2,874 176,986 176,986 - -
TOTAL SERVICES 3,237 177,246 177,246 1,324 1,493
FIXED ASSETS
8501 Other Betterments/Improv - 575,000 - 240,000 1,666,000 TOTAL FIXED ASSETS - 575,000 - 240,000 1,666,000
DIVISION TOTAL 3,237 752,246 177,246 241,324 1,667,493
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
292
DEPARTMENT SUMMARY
FUND
TRAFFIC SIGNALS
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
TRAFFIC SIGNALS 3,237 752,246 177,246 241,324 1,667,493 DEPARTMENT TOTAL 3,237 752,246 177,246 241,324 1,667,493 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
293
DEPARTMENT/DIVISION
FREEWAY INTERCHANGES
FUND ORGKEY
FREEWAY INTERCHANGES 254400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6106 Other Professional Services 15,727 - 427 - -
6804 General Govt Service Charge 3,512 2,200 2,200 12,770 14,402 TOTAL SERVICES 19,238 2,200 2,627 12,770 14,402
FIXED ASSETS
8301 Construction In Progress 99,155 - - - -
8403 Street Construction - - 23,708 - -
TOTAL FIXED ASSETS 99,155 - 23,708 - -
DIVISION TOTAL 118,394 2,200 26,336 12,770 14,402
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
294
DEPARTMENT SUMMARY
FUND
FREEWAY INTERCHANGES
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FREEWAY INTERCHANGES 118,394 2,200 26,336 12,770 14,402 DEPARTMENT TOTAL 118,394 2,200 26,336 12,770 14,402
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
295
DEPARTMENT/DIVISION
STORM DRAIN CONSTRUCTION
FUND ORGKEY
STORM DRAIN CONSTRUCTION 405400
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6708 Special Program Expenditures - 2,400 2,400 2,400 2,400 6804 General Govt Service Charge 3,400 1,500 1,500 9,448 11,123 TOTAL SERVICES 3,400 3,900 3,900 11,848 13,523
FIXED ASSETS
8404 Storm Drain Construction - 83,094 83,094 500,000 - TOTAL FIXED ASSETS - 83,094 83,094 500,000 -
DIVISION TOTAL 3,400 86,994 86,994 511,848 13,523
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
296
DEPARTMENT SUMMARY
FUND
STORM DRAIN CONSTRUCTION
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
STORM DRAIN CONSTRUCTION 3,400 86,994 86,994 511,848 13,523 DEPARTMENT TOTAL 3,400 86,994 86,994 511,848 13,523
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
297
Municipal Utilities and Engineering Department
Water Utility Division
Potabl
e Water Utility Program Description:
The water
utility produces and distributes water through approximately 23,500 water service lines to approximately 77,800 customers within its service area. G enerally, the service area includes the City of Redlands, a small portion of the City of Loma Linda, and unincorporated areas of the County (Mentone and Crafton areas), as well as the San Bernardino County Donut Hole area.
The City’s average daily water consumption is 20 million gallons per day (mgd) , peaking at 35 mgd in the summer. The average consumption per capita is approximately 170 gallons per day.
The water utility operates and maintains approximately 384 miles of potable pipelines, within seven pressure zones and two sub- zones, and provides a maximum storage capacit y of 54.5 million gallons. Water division employees operate approximately 3,500 fire hydrants, eighteen (18) reservoirs, two surface water treatment plants, four engineered blending sites, twenty -two (22) active potable groundwater production wells, and fourteen (14) booster station facilities. The City also has two interconnections established with Loma Linda and Western Heights, which allow for supplemental water delivery when needed.
The wate
r budget includes all expenses required to operate and maintain the entire system, including production, treatment , and distribution; laboratory operations; regulatory compliance; utility billing services; and water conservation.
Progr
am Objectives:
• Prov
ide a safe, reliable drinking water supply that meets or exceeds all water quality requirements.
• Deliver water in a fiscally responsible manner.
• Publish an annual Consumer Confidence Report to educate the public about drinking water quality and water sources.
• Promote water conservation awareness and practices.
Accomp
lishments in Fiscal Year 2025-26:
• Replac
ed approximately nine (9) miles of aging water distribution mainlines. • Received the 2023 and 2024 Climate Impact Award and $104,756 of incentive rebates for participation in the energy demand response program.
• Rehabilitated five (5) potable wells & four (4) booster pumps.
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
298
DEPARTMENT/DIVISION
WATER-OPERATIONS
FUND ORGKEY
WATER 501900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SALARIES AND BENEFITS
5001 Salaries: Full-Time 4,561,218 6,037,939 6,037,939 6,584,658 7,069,590 5002 Salaries: Part-Time 3,189 2,891 8,780 3,597 3,597
5101 Overtime Salaries 230,424 235,000 240,300 245,000 255,000 5102 Reimbursable Overtime 17,444 - 19,479 - -
5201 Stand By 124,207 120,000 120,000 120,000 120,000
5202 Holiday Pay 133,018 - 68,823 2,076 2,076
5203 Bonus 7,341 2,988 9,988 4,164 4,164
5204 Accrual Payout 106,955 - 82,502 39,689 39,689
5301 Banked Leave Buy Back 65,069 101,643 101,643 58,808 58,808 5401 Pension Contributions 1,327,291 1,427,480 1,427,480 1,676,164 1,711,906 5402 GASB68 Pension Expense 129,697 - - - -
5501 Social Security/Medicare 389,032 371,978 371,978 456,708 465,770 5601 Deferred Compensation 51,855 28,982 54,981 56,516 56,677 5701 Health/Dental Insurance 957,650 1,037,406 1,037,406 1,201,315 1,203,787 5702 Workers' Comp Insurance 214,991 222,471 222,471 181,822 186,623 5703 Disability Insurance 41,305 44,999 44,999 59,192 60,560 5704 Unemployment Insurance 4,248 24,890 24,890 29,334 29,334 5705 Life Insurance 3,548 3,604 3,604 4,257 4,257
5801 Vehicle Allowance 1,680 - 840 5,460 5,460
5802 Eyecare Reimbursement 6,287 17,160 17,160 19,914 19,914 5803 Clothing Allowance 16,423 15,990 15,990 19,399 19,399 5804 Uniform Rental 5,547 - 3,095 - -
5901 Compensated Absences
Expense
61,548 - - - -
5903 Other Taxable Benefits 3,999 2,003 3,121 13,728 13,728 5904 Tuition Reimbursement - - - - -
TOTAL SALARIES AND
BENEFITS
8,463,967 9,697,424 9,917,468 10,781,802 11,330,339
SERVICES
6005 License & Permits 155,661 190,500 190,500 188,000 188,000 6006 Taxes 4,663 7,500 7,500 8,000 8,000
6007 Penalties and Interest 6,836 200 200 200 200
6008 State Mandated Fees 2,361 6,000 6,000 6,500 6,500
6102 Legal Services 238,428 - 30,000 - -
6105 Medical/Physicals 2,560 2,500 2,630 2,500 2,500
6106 Other Professional Services 172,799 533,929 533,929 248,000 348,000 6301 Water Wastewater Refuse 17,045 21,842 21,842 15,000 15,000 6302 City Water 579,084 500,000 500,000 600,000 600,000 6304 Telephone 70,483 68,500 68,500 68,500 68,500
6306 Water Recharge 255,700 250,000 250,000 250,000 250,000 6307 Electricity & Gas 622,210 700,000 700,000 700,000 700,000 6308 Elec Service-Facility Ops 2,446,213 2,491,788 2,491,788 2,500,000 2,600,000 6310 Gas Service - Facility Ops 756 1,103 1,103 1,150 1,300 6313 Service for Facility Ops 3,165 85,220 85,220 85,220 85,220 6401 Meeting & Prof Development 17,895 5,500 7,000 5,500 5,500 6402 Travel
Expense/Reimbursement
13,377 7,000 7,000 7,000 7,000
6403 Training 36,567 46,850 46,850 56,000 56,000
6505 Retiree Health Insurance 490,644 92,943 490,000 490,000 490,000 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
299
DEPARTMENT/DIVISION
WATER-OPERATIONS
FUND ORGKEY
WATER 501900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6601 Postage 9,200 17,000 17,000 30,500 30,500
6703 Software Support/Development 67,575 209,000 209,000 245,000 330,000 6706 Energy for Treatment 72,873 77,175 77,175 77,175 77,175 6707 Stock Assessment 1,122,879 1,365,000 1,365,000 1,250,000 1,250,000 6708 Special Program Expenditures 23,376 28,520 28,520 26,900 26,900 6709 Conservation Rebate 57,815 80,000 80,000 80,000 80,000 6710 Special Contractual Services 1,152,069 2,097,842 2,137,842 1,855,000 1,760,000 6712 Landfill Tipping Charges 179 1,874 1,874 1,874 1,874 6801 City Attorney Legal Service 41,533 41,930 41,930 43,344 43,354 6802 Info Tech Service Charges 787,398 729,374 829,374 1,110,000 1,137,000 6803 City Garage Charges 1,410,916 1,469,864 1,447,241 1,036,708 939,820 6804 General Govt Service Charge 695,090 719,418 719,418 1,142,727 1,174,813 6805 Billing Services 650,000 650,000 825,000 1,000,000 1,085,000 6901 Printing and Binding 17,704 5,397 5,397 15,000 15,000 6902 Advertising 5,961 5,000 5,000 5,000 5,000
6903 Janitorial Services 15,962 70,868 70,868 60,000 60,000 6904 Land and Building Rent 3,267 5,513 5,513 5,500 5,500 6905 Clothing and Linen Rent 28,951 42,500 42,500 42,500 42,500 6906 Office Equip & Furn Rent 3,318 5,775 5,775 5,775 5,775 6908 Other Rentals 35,397 81,121 81,121 85,500 85,500
6909 Subscriptions & Memberships 13,694 14,325 14,325 14,500 14,500 6910 Labor 7,925 5,071 5,071 - -
6911 Bad Debt Expense 15,643 - - - -
6914 Depreciation Expense 4,620,140 - - - -
6916 Lease Amortization 477,211 - - - -
TOTAL SERVICES 16,472,523 12,733,940 13,455,004 13,364,573 13,601,931
SUPPLIES
7001 Books & Supplies - 1,500 1,500 1,500 1,500
7002 Office Supplies 9,373 25,500 25,500 12,750 12,750
7003 Awards/Recognition Prgm 214 10,000 10,000 10,000 10,000 7004 Uniform/Safety Clothing 19,527 35,000 35,000 29,000 29,000 7101 Office Equipment & Furniture 99,608 28,753 28,753 20,000 20,000 7102 Small Tools & Equipment 37,807 58,000 58,000 42,500 40,500 7204 Building/Grounds Maintenance 76,953 117,500 150,000 168,000 127,000 7205 Machinery & Equip. Maint. 57,147 114,045 114,045 158,250 158,250 7206 Vehicle Maintenance 12,950 - 15,000 25,000 25,000
7207 Street Repairs 345,818 540,473 540,473 300,000 300,000 7208 Repair/Maintenance Supplies 1,187,389 2,213,569 2,213,569 2,374,000 2,457,700 7209 Janitorial Supplies 3,810 6,500 6,500 6,500 6,500
7211 Computer Components 6,409 20,000 20,000 15,000 15,000 7213 Motor Vehicle Supplies 13,205 105,000 105,000 25,000 25,000 7802 Purchased Water 145,554 294,770 333,183 245,000 245,000 7803 Chemical & Lab Supplies 604,484 651,500 651,500 708,500 742,000 7807 Food 4,965 4,000 4,000 4,000 4,000
7808 Water Meters & Fittings 375,076 500,000 500,000 500,000 500,000 7810 Special Departmental Supplies 46,461 65,911 50,000 51,000 40,000 7901 Non-Capital Expenditures 3,785 - - - -
TOTAL SUPPLIES 3,050,535 4,792,020 4,862,022 4,696,000 4,759,200 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
300
DEPARTMENT/DIVISION
WATER-OPERATIONS
FUND ORGKEY
WATER 501900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
FIXED ASSETS
8501 Other Betterments/Improv - 500,000 500,000 - -
8503 Building Const/Improv 12,985 - - - -
8704 Motor Vehicles 285,865 388,500 388,500 370,000 388,500 8705 Laboratory Equipment 42,112 65,000 65,000 - -
8706 All Other Equipment 413,891 - - - -
8801 Capital Lease 12,012 217,651 423,568 582,752 601,676 8999 Capital Expenditure Offset (736,139) - - - -
TOTAL FIXED ASSETS 30,725 1,171,151 1,377,068 952,752 990,176
DEBT SERVICE
9102 Interest - Lease 40,984 - - - -
TOTAL DEBT SERVICE 40,984 - - - -
DIVISION TOTAL 28,058,735 28,394,535 29,611,562 29,795,127 30,681,646 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
301
DEPARTMENT/DIVISION
WATER- PROJECTS/GRANTS
FUND ORGKEY
WATER 501910
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6005 License & Permits 2,966 - - - -
6106 Other Professional Services 536,690 714,268 781,093 425,000 1,200,000 TOTAL SERVICES 539,656 714,268 781,093 425,000 1,200,000
SUPPLIES
7808 Water Meters & Fittings 4,219,697 - - - -
7901 Non-Capital Expenditures 219,235 - - - -
TOTAL SUPPLIES 4,438,932 - - - -
FIXED ASSETS
8301 Construction In Progress 8,291,095 - - - -
8402 Water Infrastructure 238,951 12,328,875 12,328,875 5,500,000 9,000,000 8501 Other Betterments/Improv - 12,628,730 8,903,730 6,065,000 1,500,000 8503 Building Const/Improv - - 10,885 - -
8706 All Other Equipment - 4,212,753 3,408,328 - -
8999 Capital Expenditure Offset (8,526,734) - - - -
TOTAL FIXED ASSETS 3,312 29,170,358 24,651,818 11,565,000 10,500,000 DIVISION TOTAL 4,981,900 29,884,626 25,432,911 11,990,000 11,700,000 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
302
DEPARTMENT/DIVISION
WATER-DEBT SERVICE
FUND ORGKEY
WATER 501930
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6001 Fiscal Agent Fees 135 90 90 90 90
TOTAL SERVICES 135 90 90 90 90
DEBT SERVICE
9001 Principal - 898,165 898,165 728,306 552,226
9101 Interest 160,143 138,669 138,669 116,669 100,890
TOTAL DEBT SERVICE 160,143 1,036,835 1,036,835 844,976 653,116 DIVISION TOTAL 160,278 1,036,925 1,036,925 845,066 653,206 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
303
DEPARTMENT SUMMARY
FUND
WATER
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
WATER-OPERATIONS 28,058,735 28,394,535 29,611,562 29,795,127 30,681,646 WATER-PROJECTS/GRANTS 4,981,900 29,884,626 25,432,911 11,990,000 11,700,000 WATER-DEBT SERVICE 160,278 1,036,925 1,036,925 845,066 653,206 DEPARTMENT TOTAL 33,200,912 59,316,085 56,081,398 42,630,193 43,034,852 City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
304
DEPARTMENT/DIVISION
SOURCE ACQUISITION
FUND ORGKEY
SOURCE ACQUISITION 508900
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge - 1,600 - - -
TOTAL SERVICES - 1,600 - - -
DIVISION TOTAL - 1,600 - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
305
DEPARTMENT SUMMARY
FUND
SOURCE ACQUISITION
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SOURCE ACQUISITION - 1,600 - - -
DEPARTMENT TOTAL - 1,600 - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
306
DEPARTMENT/DIVISION
WATER CAPITAL
IMPROVEMENT
FUND ORGKEY
WATER CAPITAL IMPROVEMENT 509920
OBJECT
FY 2025
ACTUAL
(AUDITED)
FY 2026
ADJUSTED
BUDGET
FY 2026
12 MONTH
ESTIMATED
FY 2027
CITY MANAGER
RECOMMENDED
FY 2028
CITY MANAGER
RECOMMENDED
SERVICES
6804 General Govt Service Charge - 13,000 - - -
TOTAL SERVICES - 13,000 - - -
DEBT SERVICE
9902 Intrafund Transfers Out 991,463 - - - -
TOTAL DEBT SERVICE 991,463 - - - -
DIVISION TOTAL 991,463 13,000 - - -
City of Redlands
FY2027 and FY2028 Proposed Biennial Budget
307