These measures collectively reflect a relatively affluent economic status in Redlands, with the per capita income highlighting individual earnings and the median household income indicating the economic well-being of typical households.
$46,548
$45,201
$40,363
$91,254
$89,455
$72,414
Redlands California United States
COMPARATIVE INCOME
Per Capita Income Median Household Income
Figure 11: Comparative income
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2.3.7 AT-RISK POPULATION
The Census Bureau has identified six "at-risk" factors, and the following statistics provide a comparison of Redlands to state and national averages in these categories.
The 2023 comparison of these factors for Redlands, California, and the United States reveals varying characteristics in at-risk population groups. In Redlands, 14.2% of the population is foreign-born, which is less than California's 26.5% but slightly higher than the national average of
13.6%. The percentage of people who speak a language other than English at home in Redlands is
27.8%, lower than California's 43.9%, but higher than the U.S. average of 21.7%. Redlands has a higher owner-occupied housing rate (58.6%) compared to California (55.5%) but is lower than the national rate of 64.6%.
The proportion of individuals with a disability in Redlands is 8.5%, which is higher than California's
6.8% but comparable to the U.S. average of 8.7%. The percentage of people without health insurance in Redlands is 5.8%, which is lower than both California's 7.5% and the national average of 9.3%. Lastly, 8.7% of Redlands' population lives in poverty, which is lower than both the state (12.2%) and national (11.5%) averages.
These figures indicate that Redlands generally fares better in terms of lower poverty rates and uninsured population but has a higher disability rate compared to California and is on par with the national average.
Figure 12: At risk population characteristics
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2.4 LOCAL RECREATIONAL TRENDS
The Trends Analysis offers insights into recreational trends at the national, regional, and local levels, as well as recreational interests segmented by age. This analysis utilizes data on trends sourced from the Sports & Fitness Industry Association (SFIA), the National Recreation and Park Association (NRPA), and Environmental Systems Research Institute, Inc. (ESRI). The trends data used in this analysis is based on participation rates that are current or historical and NRPA Park Metrics.
2.4.1 LOCAL SPORT AND LEISURE MARKET POTENTIAL
ESRI provided the following charts depicting sports and leisure market potential data for Redlands’ residents. The Market Potential Index (MPI) is utilized to measure probable demand for a product or service within defined service areas. MPI scores display the likelihood that an adult resident will partake in certain activities when compared to the national U.S. average. The activities that residents participate in do not necessarily have to be within the city’s boundaries. The national average is set at 100, so scores below 100 indicate lower-than-average participation rates, while scores above 100 indicate higher-than-average participation rates. The service area is evaluated against the national average across four categories: general sports, fitness, outdoor activity, and commercial recreation.
It is important to note that MPI metrics represent only one data point used to help determine community trends. Programmatic decisions should not be solely based on MPI metrics.
The following charts compare MPI scores for 46 sport and leisure activities prevalent for residents in the City. The activities are grouped by type and listed in descending order, from highest to lowest MPI score. Index numbers of 100 or higher hold significance as they indicate a greater likelihood that residents within service areas will actively participate in those department offerings.
Conversely, below-average MPI scores suggest lower levels of participation in specific activities. 36 PARKS MASTER PLAN
2.4.2 GENERAL SPORTS MARKET POTENTIAL
In Redlands, tennis and golf both score above the national average with an index of 113, indicating a significantly higher interest in these sports compared to the average across the United States.
Soccer also shows a slightly higher interest in Redlands with an index of 102.
In contrast, sports like volleyball, basketball, and football have slightly lower interest levels in Redlands, scoring 99, 96, and 95 respectively, just below the national average. Interest in softball and baseball is further below the national average, with softball at 93 and baseball at 89.
This data suggests that while Redlands has a notably higher interest in sports like tennis and golf, it generally aligns closely with or is slightly below the national average in its interest in other major sports.
113 113
102 99 96 95 93 89
Tennis Golf Soccer Volleyball Basketball Football Softball Baseball
GENERAL SPORTS MPI
Redlands National Average (100)
Figure 13: General sports MPI
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2.4.3 FITNESS
When compared to national averages, Redlands demonstrates a notably higher interest in fitness activities like Yoga and Pilates, with indices of 112 and 110 respectively. This indicates a significantly greater enthusiasm for these activities than the average across the United States.
Zumba and Aerobics also score high in Redlands with an index of 109 each.
Walking for exercise and swimming are popular as well, scoring 106 and 105 respectively, indicating a higher-than-average interest in these activities. Weightlifting and jogging/running also see greater interest in Redlands compared to the national average, with indices of 104 and 103 respectively.
Overall, this data suggests that Redlands has a robust interest in various fitness and wellness activities, consistently exceeding the national average in these areas. 112 110 109 109 106 105 104 103
Yoga Pilates Zumba Aerobics Walking for
Exercise
Swimming Weight
Lifting
Jogging/
Running
FITNESS MPI
Redlands National Average (100)
Figure 14: Fitness MPI
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2.4.4 OUTDOOR ACTIVITY
In Redlands, road bicycling shows a significant interest with an index of 111, surpassing the national average. Mountain bicycling also scores above average at 108. Backpacking and hiking are popular as well, with indices of 107 and 106, respectively, indicating a greater interest in these activities compared to the national norm. Saltwater fishing enjoys a modestly higher interest in Redlands with a score of 103.
Conversely, activities like canoeing/kayaking, rock climbing, horseback riding, and archery show slightly less interest in Redlands than the national average, with scores of 98, 96, 93, and 93 respectively. Freshwater fishing, in particular, shows a notably lower interest level in Redlands with an index of 85. This data suggests that while Redlands has a stronger inclination towards certain outdoor activities like bicycling and hiking, it generally exhibits varied interest levels, with some activities falling below the national average.
111 108 107 106 103 98 96 93 93
85 Bicycling
(road)
Bicycling
(mountain)
Backpacking Hiking Fishing
(salt water)
Canoeing/
Kayaking
Rock
Climbing
Horseback
Riding
Archery Fishing
(fresh water)
OUTDOOR ACTIVITY MPI
Redlands National Average (100)
Figure 15: Outdoor activity MPI
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2.4.5 COMMERCIAL RECREATION
Analyzing commercial recreation MPI, key findings indicate strong cultural and intellectual engagement in the community. Redlands shows notably higher interest in culturally enriching activities: visiting art galleries scores the highest at 116, participating in book clubs at 113, and attending live theater at 111, all significantly above the national average. Additionally, attending adult education courses and going to museums are also popular, each scoring 107.
In contrast, the interest in more traditional recreational activities like visiting indoor water parks and playing portable video games is lower than the national average, with indices of 89 and 92 respectively. These key findings highlight Redlands' distinct inclination towards cultural and educational pursuits that could be encouraged and grown over time.. 89 92
93 93
94 97
98 99
99 100
101
101
103
104
105
107
107
111
113
116
Visited an indoor water park
Played video/electronic game (portable)
Woodworking
Spent $1-99 on sports/rec equip
Played video/electronic game (console)
Birdwatching
Painting/drawing/sculpting
Attended sports event
Went overnight camping
Spent $250+ on sports/rec equip
Played cards
Spent $100-249 on sports/rec equip
Played chess
Visited a zoo
Photography
Went to museum
Attended adult education course
Went to live theater
Participated in a book club
Went to art gallery
COMMERCIAL RECREATION MPI
(last 12 months)
Redlands National Average (100)
Figure 16: Commercial recreation MPI
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2.4.6 NATIONAL TRENDS IN RECREATION
METHODOLOGY
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized to evaluate National Recreation Participatory Trends.
The methodology of this study is rooted in a nationwide survey conducted in the 2022 calendar year by Sports Marketing Surveys USA (SMS), under the supervision of the Sports & Fitness Industry Association (SFIA) and in collaboration with seven other sports industry associations comprising the Physical Activity Council (PAC). The study was conceptualized and deployed by Digital Research Inc. (DRI), with all supplementary data being credited to the joint research efforts of SFIA and SMS.
Throughout 2022, the study completed 18,000 online interviews involving a nationwide sample of individuals aged six and older. These participants were selected from proprietary online panels designed to be representative of the broader U.S. population. Strict quotas related to gender, age, income, region, and ethnicity were implemented to assure a balanced and representative sample.
The survey's robust sample size of 18,000 completed interviews facilitates a high degree of statistical accuracy. However, it's acknowledged that all surveys are subject to a standard error, which indicates the extent to which the results may differ from those acquired through a comprehensive census of the entire U.S. population. For instance, a sport with a participation rate of five percent exhibits a confidence interval of plus or minus 0.32 percentage points at the 95 percent confidence level.
To further ensure the representation of the data, a weighting technique was employed. This adjusted the data to mirror the entire U.S. population aged six and above, utilizing variables such as gender, age, income, ethnicity, household size, region, and population density. The total population figure applied was 305,439,858 individuals aged six and older.
The study reports activity based on a rolling 12-month participation rate. Unless explicitly specified, all charts present data corresponding to U.S. populations aged six and over.
All category and activity names are those used by SFIA.
OVERALL PARTICIPATION IN THE U.S.
For the fifth year running, physical activity rates among Americans continued to rise. Specifically,
77.6% of all Americans, representing approximately 236.9 million individuals, took part in at least one activity during the year. This figure denotes a 9.2% increase compared to 2017, and a 1.9% rise compared to 2021. In essence, this means that 20 million more individuals participated in at least one physical activity annually compared to 2017, suggesting a growing prioritization of physical activity in American lifestyles.
Racquet sports experienced the most significant rise in participation in 2022, with a surge of 17.6% or about 8 million participants from the previous year. All racquet sports monitored by SFIA saw increased participation in 2022, with pickleball outpacing others with an 85.7% annual growth rate. Conversely, individual and winter sports were the only categories that didn't register increased participation in 2022.
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Team sports rebounded from the sharp downturn they faced in 2020 due to the pandemic, with their participation rate climbing to 23.2% in 2022, almost reaching the 2019 level of 23.4%. In 2022, participation rates in water sports and outdoor sports similarly rose, comparable to the increases seen in team sports, while the fitness participation rate remained steady.
When comparing participation rates from 2013 to 2022, it's evident that physical activity has become a higher priority for Americans over the past decade. Every sports category saw an increase in participation rates, except for individual sports, which experienced a slight decrease from 43.3% to 41.3%. Fitness sports reported the largest growth in participation rate, rising from
60.1% in 2013 to 67.4% in 2022.
INACTIVITY IN THE U.S.
In a first since 2010, the number of totally inactive individuals in the U.S.—those not participating in any of the sports or activities monitored by SFIA—fell below 70 million. In 2022, the count of inactive individuals stood at 68.6 million or 22.4% of Americans, marking the fourth consecutive annual decrease.
A decline in inactivity was observed across all age groups, except for those aged 18-24 and 25-34.
SFIA posits that the increase in inactivity within these groups might be due to significant life transitions such as attending college or starting a family, which were temporarily paused during the onset of the pandemic. Even though inactivity rates for these age groups have risen in 2022, they remain lower than their 2017 rates. Thus, every age group reported lower inactivity rates in 2022 compared to 2017.
Further positive news emerged when examining inactivity rates across income levels. Every income level saw a reduction in inactivity rates of more than 3% in 2022, with the most substantial decrease of 5.2% occurring within the $25k-$49,999 income bracket. Similar to the age group analysis, every income category in 2022 registered lower inactivity rates than in 2017. This trend indicates a growing number of Americans are prioritizing and investing in physical activity (and have better access to opportunities for participation) compared to previous years. 42 PARKS MASTER PLAN
2.4.7 NATIONAL PARTICIPITATION
FITNESS TRENDS
The most popular fitness activity was Walking for Fitness, with 114.8 million participants, though it experienced a small decrease of 0.9% from the previous year. Despite this, it showed a 3% increase in participation over the last three years. The second most popular activity, Treadmill exercising, had around 53.6 million participants, which was largely stable from 2021, but showed a decrease of 5.7% since 2019.
Free Weights (Dumbbells/Hand Weights) also experienced growth in 2022, with approximately
53.1 million participants. This represents a 1% increase from 2021 and a 3.3% increase over three years. Meanwhile, Yoga and Pilates Training showed significant growth over the three years with an increase of 10.4% and 11.6% respectively.
The most significant three-year decreases were observed in Cross-Training Style Workouts and Group Stationary Cycling, with a decrease of 31.7% and 36.9% respectively. Despite some decreases, many fitness activities maintained or increased their number of participants, indicating an ongoing interest in physical fitness among Americans.
Figure 17: Top national fitness activities by participation 43 PARKS MASTER PLAN
Figure 18: National fitness participation
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TEAM SPORTS TRENDS
Basketball continued to lead in team sports participation with over 28.1 million participants, marking a 3.7% increase from 2021 and an impressive 13% increase over the past three years.
Baseball and outdoor soccer followed, with approximately 15.5 million and 13 million participants respectively. While baseball saw a slight decrease of 0.7% in the past year, and a 2.1% decrease over the past three years, outdoor soccer saw a healthy 3.7% increase from the previous year and
9.3% over three years.
Among other notable sports, gymnastics exhibited the most substantial growth from 2021 to 2022, with a 7% increase in participants, bringing the total to approximately 4.6 million.
Conversely, rugby had the most significant drop with a 5.8% decrease from the previous year and a steep 16.2% decrease over the last three years.
Overall, despite some declines, many team sports either sustained or increased their participation numbers in 2022, underlining the continued popularity of these activities.
Figure 19: Top national team sport activities by participation 45 PARKS MASTER PLAN
Figure 20: National team sports participation
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INDIVIDUAL ACTIVITY TRENDS
Individual sports activities demonstrated diverse trends in participation rates. Bowling remained popular, with over 42.2 million participants, marking a 1.5% increase from the previous year.
However, golf, both on and off-course, stole the limelight with significant growth rates. On or offcourse golf combined experienced a substantial 9.7% increase from 2021, with over 41 million participants, underpinned by a massive 25.7% increase in off-course golf participation (driving range, golf entertainment venue, indoor simulator) that skyrocketed to about 15.5 million participants.
Skateboarding also showed strong growth, with a 3.1% increase from 2021 and a substantial
36.4% growth over three years, bringing its total to just over 9 million participants. Meanwhile, trail running and ice skating saw considerable growth of 5.9% and 6.4% from 2021, respectively.
On the contrary, adventure racing experienced a decrease in participation, dropping by 6.1% from 2021 and 20% over three years. Traditional road triathlons also suffered a decline, with an 11% decrease in participants over the past three years. Despite these drops, individual sports and activities generally saw an upward trend in participation in 2022.
Figure 21: Top national individual activities by participation 47 PARKS MASTER PLAN
OUTDOOR ACTIVITY TRENDS
Outdoor activities experienced a surge in participation. Hiking continued to lead with a 1.5% yearly and a 19.9% three-year increase, with nearly 59.6 million participants. Bicycling on paved surfaces and freshwater fishing also grew by 1.8% and 2.4% respectively. Camping saw a considerable 4.0% annual growth, and birdwatching and saltwater fishing increased by 6.8% and 4.0% respectively.
Figure 22: National individual activity participation
Figure 23: Top national outdoor activities by participation 48 PARKS MASTER PLAN
However, target shooting with handguns and rifles experienced a decrease, as did overnight backpacking. BMX bicycling and sport/boulder climbing reported significant growth rates of 8.3% and 6.6%, underscoring a strong interest in outdoor activities despite some downturns.
Figure 24: National outdoor activity participation
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RACQUET SPORT TRENDS
Racquet sports saw a continued upward trend in participation in 2022, with tennis at the forefront, with around 23.6 million participants and marking a 4.3% increase from 2021. This sport also witnessed a significant three-year growth rate of 33.4%.
An even more impressive growth rate was found in pickleball, which experienced an incredible
85.7% increase from 2021, and a stunning 158.6% increase over three years, reflecting its rapidly growing popularity. Meanwhile, other sports like table tennis and badminton also experienced growth in 2022, with 2.8% and 7.1% increases from the previous year respectively.
Racquetball and cardio tennis showed a similar positive trend with 8.0% and 7.8% growth rates from 2021, respectively. Despite its lower participation numbers compared to other racquet sports, squash saw a modest increase of 3.6% from 2021, showing signs of sustained interest.
Overall, the data suggests a robust growth in the popularity of racquet sports in 2022.
Figure 26: National racquet sport participation
Figure 25: Top national racquet sports by participation 50 PARKS MASTER PLAN
WATER ACTIVITY TRENDS
Water activity participation in 2022 demonstrated a generally positive trend across various sports.
Recreational kayaking topped the list with approximately 13.56 million participants, seeing a modest 1.6% increase from the previous year and a significant 19.1% rise over three years.
Canoeing and jet skiing also observed growth in 2022, with participant numbers reaching approximately 9.52 million and 5.44 million, respectively. Canoeing saw a 3.5% increase from 2021, while jet skiing surged by 7.6%.
The popularity of surfing continued to rise, posting a 6.6% increase from 2021 and a notable 24.6% growth over three years. Stand-up paddling and white-water kayaking grew by 1.0% and 3.9% from 2021, respectively.
Sailing, rafting, and wakeboarding saw increases from the previous year, with rafting experiencing a 6.3% increase. Despite the growth, water skiing saw a minor dip of 0.6% from 2021. Scuba diving bounced back from a dip in participation with a 7.3% increase in 2022, although the three-year change remains negative at -2.1%.
Finally, sea/touring kayaking and boardsailing/windsurfing showed minor growth rates from the previous year but have essentially maintained their participant numbers over the last three years.
Figure 27: Top national water activities by participation 51 PARKS MASTER PLAN
2.4.8 4 SUMMARY
• Group Fitness: Participation in group fitness-based activities continued to struggle but showed some signs of recovery. Boot camp style training, cardio kickboxing, and stationary cycling (group) all increased participation in 2022 but are still significantly down from their 2019 numbers.
• Health Clubs: Health club-based activities continued to struggle. Elliptical motion/crosstrainer, stair-climbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year and are down over 10% compared to 2019 numbers.
• Golf (on or off-course): Golf continues to maintain its momentum. Golf (on or off-course) increased by 9.7 % last year and all forms of golf overall have grown over 20% since 2019. • Outdoor Recreation: Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021. • Personal Combat Sports: Personal combat sports had a good year. Martial Arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022.
• Racquet Sports: For the first time since 2015, every racquet sport increased its total participation number compared to the previous year.
o Pickleball continued to be the fastest-growing sport in America. Participation almost doubled in 2022, increasing by 85.7% year-over-year and by an astonishing 158.6% over three years.
o Tennis increased by 4.3% last year and has grown over 20% since 2019. • Running and Hiking: For the fifth straight year, trail running and hiking (day) total participation increased.
Figure 28: National water activity participation
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• Team Sports: Basketball, soccer (outdoor), football (flag), and football (tackle) all posted positive three-year total participation increases of over 4.5%. Basketball had the highest three-year increase of 13.0%.
• Yoga, Barre and Pilates: Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have three-year participation increases with yoga and Pilates increasing over 10% in the last three years.
2.5 KEY TAKEAWAYS
Cost of Living: Redlands' cost of living index stands at 118.6, notably lower than California's 149.9.
The city has more affordable grocery, health, transportation, and miscellaneous expenses compared to state averages. However, housing and utilities are slightly higher than the state's average.
Park Access and Tree Equity: About 50% of Redlands' residents have access to a park within a 10- minute walk, slightly below the national median of 55%. The city has a tree equity score of 81, with varied scores across different neighborhoods, indicating some disparity in tree canopy coverage.
Demographics and Growth: Redlands is experiencing steady population growth, projected to increase from 73,168 in 2020 to 78,288 by 2038. The growth rate, however, is slowly decreasing over time. The community is witnessing a gradual aging trend, with an increase in the median age and older age groups, and a decrease in younger segments.
Racial Composition and Ethnicity: The city is seeing a decline in the White Alone population and an increase in the diversity of other racial groups, with a notable rise in the Some Other Race and Two or More Races categories. The Hispanic/Latino population is also growing, expected to reach 45% by 2038.
Income Levels: Redlands’ residents are at higher income levels than California and the United States, with higher per capita and median household incomes, indicating a moderately affluent economic status.
At-Risk Population Characteristics: Compared to state and national averages, Redlands has a lower percentage of foreign-born residents and individuals speaking a language other than English at home compared to the state averages. The city has a higher owner-occupied housing rate than California but lower than the national rate. It has a comparable disability rate to the U.S. average and lower poverty and uninsured population rates.
Recreational Interests: In terms of sports and recreational activities, Redlands shows a higher interest in tennis, golf, fitness activities like Yoga and Pilates, and outdoor activities like road bicycling and hiking. However, the interest in more traditional recreational activities like visiting indoor water parks and playing portable video games is lower than the national average, reflecting a distinct inclination towards cultural and educational pursuits.
In conclusion, this comprehensive analysis of Redlands reveals a community characterized by cultural diversity and an evolving demographic profile. The higher-than-average income levels suggest a high standard of living, while the aging population and increasing Hispanic/Latino presence highlight the need for diverse and age-appropriate services and infrastructure. The residents' preference for health-focused and cultural activities suggests a community valuing 53 PARKS MASTER PLAN
wellness and intellectual engagement. Environmental concerns are apparent, but issues of equity in green space access must be addressed. The city's stable yet changing population dynamics, along with linguistic diversity, call for adaptable and inclusive community planning. Overall, these findings underscore the unique attributes of Redlands, providing essential insights for future development and policymaking.
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CHAPTER THREE PUBLIC INPUT SUMMARY
A central goal of the City of Redlands Parks and Recreation Master Plan is to reflect the voices, values, and visions of the community it serves. To achieve this, the planning process was guided by a comprehensive and inclusive public engagement strategy. Over 20 key leader interviews and focus groups were conducted to gather insight from stakeholders and community partners.
In addition, two public workshops—offered in both in-person and virtual formats—provided residents with opportunities to participate in real time. Broader community feedback was also captured through two survey efforts: a statistically valid survey administered by ETC Institute and an online community survey hosted on SurveyMonkey. Together, these efforts ensured that the plan was shaped by diverse perspectives, with both qualitative and quantitative data informing its direction. The feedback gathered through this process serves as the foundation for identifying current priorities, future opportunities, and the shared aspirations of Redlands residents.
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3.1 KEY LEADER INTERVIEWS & FOCUS GROUPS
To ground the Master Plan in the real-world experiences and insights of those closest to parks and recreation in Redlands, the planning team conducted more than 20 key leader interviews and focus groups. These sessions engaged a diverse cross-section of voices—including city leadership, partner agencies, community advocates, and civic organizations—to understand the current state and future potential of the City’s parks and recreation system. Participants were asked three guiding questions:
1. What are the strengths of the city parks and recreation system?
2. What are the opportunities for improvement or innovation?
3. What would be your top priority outcome of this plan? The responses provided a deeper understanding of both the city’s successes and the areas where community and stakeholder priorities point to greater impact. This input has played a vital role in identifying themes that will inform strategies, shape investment decisions, and ensure the Plan reflects the needs and aspirations of Redlands.
3.1.1 STRENGTHS
The following are the top five common strengths from the key leader interviews and focus groups:
• Diversity and Availability: This theme captures the large number and variety of parks, the diversity of activities, and the availability of programming for all ages. It also includes the presence of both passive and active parks, unique features like the Emerald Necklace, and the addition of special facilities like a dog park. • Community Engagement and Support: This includes the high level of community involvement, relationships within the community, support to instructors for programming, and events like movie nights which foster community gathering. • Facilities and Infrastructure: The emphasis on good infrastructure is evident from the mentions of the Redlands Bowl, the trail system, mature trees, and facilities like the Community Center that are well-maintained and accessible. • Sports and Recreation Programming: The shift to include sports like pickleball, the availability of sports programming, and senior programming demonstrate a commitment to offering recreational opportunities tailored to different interests and age groups. • Leadership and Maintenance: There’s a clear appreciation for the engaged leadership, the empathetic management, and the responsive and capable maintenance staff who keep the parks in good shape, manage resources well, and ensure the trimming of trees and overall upkeep.
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3.1.2 OPPORTUNITIES
The following are the top five common opportunities from the key leader interviews and focus groups:
• Facilities and Amenities Upgrade: This includes the need for better lighting, more accessible restrooms, splash pads, and the addition of new facilities like pickleball courts.
There's also a call for more amenities that can handle the heat, such as water features and shaded areas.
• Safety and Accessibility Improvements: There's a strong focus on making parks safer and more accessible, especially for seniors, those with disabilities, and families with young children. This extends to improving ADA compliance and adding features that are universally accessible.
• Programming for All Ages: The need for more recreational league activities and diverse programming is apparent. Suggestions include outdoor movies, arts in the park, culturally diverse events, and tech upgrades for community centers to engage different age groups. • Community Engagement and Use of Space: This includes better utilization of existing spaces, integrating arts and educational opportunities, and re-envisioning parks for community events. There's also a desire to improve communication with the community and leverage partnerships for funding and development.
• Maintenance and Management: There's concern about the current state of maintenance and the need for improved management plans, including better staffing levels, updated playgrounds and parks, and consistent care to enhance the appeal and utility of the park spaces.
3.1.3 TOP PRIORITY OUTCOME
The following are the top five common priority outcomes from the key leader interviews and focus groups:
• Facility Upgrades and Accessibility: This theme includes upgrading restrooms, ensuring parks and their amenities are accessible and safe, and improving infrastructure like playgrounds, lighting, and irrigation systems.
• Recreational and Community Amenities: The development of new facilities such as sand volleyball courts, a junior football field, and an aquatics center, as well as the installation of basic fitness equipment along walkways, reflects a priority for enhancing recreational opportunities.
• Youth and Family Focus: Creating a community center for teens, more family-friendly parks, and more opportunities for children to enjoy parks, suggests an emphasis on catering to the needs of young people and families.
• Community Engagement and Storytelling: There is an emphasis on the need to create a narrative for the parks to increase engagement, including storytelling about each park's contribution to the city and potentially the use of stages or amphitheaters for community shows.
• Strategic Planning and Development: The priorities reflect a need for comprehensive planning, including understanding community needs, setting proactive visions, and purchasing properties to expand or improve park services, indicating a strategic approach to park management and development.
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3.2 PUBLIC WORKSHOPS
Two public workshops were held on back-to-back evenings in March 2024 to give Redlands residents an opportunity to participate directly in shaping the future of parks and recreation.
Designed to be interactive and inclusive, each session featured live polling through the Mentimeter platform, allowing participants to share their thoughts in real time and see how their perspectives aligned with those of others in the room. These workshops served as a valuable forum for community members to voice ideas, surface priorities, and respond to key questions about the City's parks, facilities, and recreation services. The feedback gathered through these sessions added meaningful context to the overall engagement effort and provided immediate insight into the values and preferences of those in attendance.
3.2.1 USE & ACCESS
Workshop participants demonstrated a high level of engagement with Redlands’ parks and recreation system. An overwhelming 82% of respondents reported using parks, trails, or recreation facilities at least weekly, with another 11% using them at least monthly. Notably, no participants indicated using the system less than twice per year, and none reported not using it at all—showing a strong culture of regular use among attendees.
When asked about proximity, 67% of participants stated they live within a 10-minute walk to a park or trail, while 33% said they did not. This highlights a generally strong distribution of parks across the city, though access gaps still exist for one-third of residents.
In terms of how residents travel to parks, the most common method was by car (55%), followed by walking (31%), and biking (10%). A few participants humorously selected “teleporting” (3%), underscoring the community’s creative spirit even in public feedback. The majority of participants rely on a mix of active and vehicle-based transportation, emphasizing the importance of both safe walkability and convenient parking when planning future improvements.
3.2.2 NEEDS & INTERESTS
Public workshop participants shared detailed insights into the types of amenities, programs, and improvements they value most across the Redlands parks and recreation system. This input helps prioritize community-driven investments and enhancements in the years ahead.
Regularly Used Amenities
• Participants were asked which amenities they use most often. The top responses included:
• Trails (57%)
• Open Spaces/Grass Areas (43%)
• Sports Fields (36%)
• Playgrounds (29%)
Lower but notable use was reported for the Community Center (14%), Sports Courts (14%), and the Senior Center (7%). These results reflect a strong preference for outdoor, flexible, and multiuse environments that support informal recreation and social gathering. 58 PARKS MASTER PLAN
Most Desired Facilities
When asked which three facilities or amenities they were most interested in seeing added or improved:
• Adventure or Destination-Style Playgrounds were the top choice at 45% • Splash Pads and Outdoor Pools each earned 36%
• Walking Paths and Trails received 33%, reinforcing their high regular use • Shade Structures (21%) and Indoor Recreation Centers (18%) also ranked highly While skate parks and sports courts received low interest (0%), this may reflect either satisfaction with current offerings or a lower perceived community need among attendees.
Program Participation Interests
When selecting the top three program types they would be most interested in:
• Arts and Culture ranked first at 47%
• Special and Cultural Events followed closely with 43% • Youth Sports (37%) and Fitness and Wellness (33%) also received significant support There was also notable interest in Aquatics (27%) and Outdoor Recreation (23%), suggesting a broad community desire for active and culturally enriching experiences.
Top Priorities for Improvement
Looking forward, the highest-priority improvements for the next ten years included:
• Innovative, All-Ability Playgrounds and Upgraded Restrooms (each selected by 55%) • More Shade Structures (48%)
• Expanded or New Community Centers and Outdoor Fitness/Obstacle Courses (38% each)
• Splash Pads and Outdoor Pools (34% each)
• Safety and Security Measures and Upgraded Sports Fields (28%) These responses reflect a strong desire for inclusive play, year-round comfort, enhanced safety, and more welcoming, accessible facilities that serve a wide range of users.
3.2.3 COMMUNITY VALUES & VISION
In addition to identifying needs and usage trends, workshop participants shared valuable feedback about the barriers they face, their level of satisfaction with current offerings, and how they prefer to stay informed. This input provides important insight into the expectations, communication needs, and underlying values that should guide the Parks and Recreation Master Plan.
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Barriers to Participation
Participants identified a number of obstacles that prevent them from using parks, programs, and facilities more frequently:
• Amenities in parks and centers was the top barrier, cited by 46% of respondents, suggesting a need to modernize or diversify the offerings. • Feeling unsafe and lack of restrooms were each selected by 34%, indicating that comfort and security remain key concerns.
• Being too busy (29%) and lack of awareness of offerings (23%) also limit participation. • Other challenges included lack of parking (23%) and wayfinding signage (11%), pointing to the importance of improving basic infrastructure and communication tools.
Satisfaction with Parks and Services
When asked about their overall satisfaction:
• 45% of respondents said they were either “Very” (14%) or “Somewhat Satisfied” (31%). • However, a significant 34% remained neutral, and 17% reported being somewhat dissatisfied.
• Notably, no respondents selected “Very Dissatisfied,” indicating a generally positive baseline—but also room for growth and improvement in how services are delivered.
Perception of Quality
• Nearly half (48%) rated the quality of facilities and experiences as “Good.” • Another 41% said “Fair,” and just 4% selected “Excellent.” • This suggests that while there is general satisfaction, few residents feel the system is truly exceptional—highlighting a gap between basic function and excellence.
Preferred Communication Channels
To ensure ongoing awareness and engagement, participants shared how they prefer to learn about parks and recreation opportunities:
• Social media was the top choice at 61%, followed by Email and Text Messages (each at 42%).
• Websites (36%) and Local News or Press Releases (33%) also remained relevant. • Only 15% preferred an app, and 6% cited word of mouth.
These findings highlight the importance of using multiple communication platforms—especially digital tools—to reach residents effectively and build trust through transparency and responsiveness.
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3.2.4 PRIORITY OUTCOMES
At the conclusion of each public workshop, participants were invited to share—in their own words—the single most important outcome they hoped would result from this Parks and Recreation Master Plan. The responses were thoughtful, detailed, and diverse, offering a powerful snapshot of the values, hopes, and priorities of the Redlands community. The following five themes emerged most consistently across the comments:
FAMILY-FOCUSED AND MULTI-GENERATIONAL SPACES
Many participants expressed a desire for parks and programs that support families of all types and ages. This includes more family-oriented activities like arts, music, cultural events, and fitness opportunities, as well as the development of spaces that can serve multi-generational needs, from children to seniors.
ENVIRONMENTAL SUSTAINABILITY AND NATIVE LANDSCAPING
A strong and recurring theme was the call for sustainable design practices, including the use of native plants, water capture systems, organic and non-toxic materials, and an overall commitment to climate resilience. Participants want the plan to support both environmental health and long-term park sustainability.
INFRASTRUCTURE AND AMENITY IMPROVEMENTS
Participants emphasized a wide range of physical improvements, with consistent calls for:
• Restroom upgrades
• Improved lighting
• Splash pads
• Shaded play structures
• Walking tracks and fitness features like dip/pull-up bars These upgrades were seen as essential to comfort, safety, and usability.
COMMUNITY CONNECTION AND INCLUSIVITY
Many hoped the plan would create stronger community identity and buy-in, especially through welcoming spaces, transparent public input processes, and park designs that reflect cultural diversity. Several responses noted that parks should help bring people together—both physically and socially.
OPEN SPACE, TRAILS, AND ECOLOGICAL ACCESS
Respondents also prioritized more connected trail systems, expanded natural open space, and increased opportunities for passive recreation and ecological interaction. Ideas included linking parks to the Santa Ana Trail, enhancing biodiversity, and ensuring that parks are walkable within 10 minutes of neighborhoods.
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3.3 STATISTICALLY VALID SURVEY
ETC Institute administered a parks and recreation needs assessment survey for the City of Redlands, California during the summer months of 2024. The purpose of the survey was to help determine parks and recreation priorities for the community.
3.3.1 METHODOLOGY
ETC Institute mailed a survey packet to a random sample of households throughout the City of Redlands. Each survey packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online.
After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Redlands from participating, everyone who completed the survey online was required to enter their home address prior to submitting their survey. ETC Institute then matched the addresses entered online with the addresses originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.
The survey aimed to collect a minimum of 400 completed responses from residents, and this target was surpassed with 414 completed surveys collected. The overall results for the sample of 414 residents have a precision of at least +/‐4.80% at the 95% level of confidence.
The major findings of the survey are summarized in the following pages.
3.3.2 FACILITIES/PROGRAMS USAGE
Facilities Use: Majority of the respondents (87%) indicated that they have visited the City’s facilities during the past year. Then, they were asked to rate how often they visited those parks/facilities. 5% visited 5+ times a week, 24% visited 2-4 times a week, 17% visited once a week, 30% visited 1-3 times a month, and 24% visited less than once a month. Then, they rated the physical condition of the parks/facilities they have visited. 10% rated excellent, 52% rated good, 30% rated fair, and 8% rated poor. For those that said they have not visited facilities in the past year, they selected barriers that prevented them from visiting them more often or at all. The common barriers were: fear of criminal activity in the park (39%), do not feel safe using parks/facilities (35%), and lack of shade (31%). Programs Use: Thirty-six percent (36%) of respondents indicated that they have participated in programs/ events in the past year. They gave the number of programs/events they participated in. 37% participated in one, 46% participated in 2-3 programs, 10% participated in 4-6 programs, and 7% participated in 7+ programs. Then, they rated the programs/events they participated in. 23% rated excellent, 57% rated good, 15% rated fair, and 5% rated poor. For those that have said they have not participated in programs or events in the past year, they selected barriers that prevented them from participating more often or at all. The common barriers were: I don’t know what is offered (51%), too busy/not interested (20%), and program times are not convenient (18%). 62 PARKS MASTER PLAN
3.3.3 COMMUNICATION
Respondents selected all the ways they learn about the City’s parks, recreation facilities, programs, and events. The common resources were: word of mouth (63%), social media (44%), and banners (33%). Based on the sum of top three choices, the common resources were: social media (53%), emails/eNewsletter (42%), and City website (30%).
3.3.4 OUTSIDE ORGANIZATIONS
Respondents selected the organizations that they used for recreation/sports activities during the last year. The common selected organizations were: City of Redlands (62%), neighboring cities/county (36%), and private clubs (26%).
3.3.5 BENEFITS, IMPORTANCE, AND IMPROVEMENTS TO PARKS AND
RECREATION
Agreement: Respondents rated their level of agreement with the statements (listed in the survey) about potential benefits of the City’s parks and recreation services. The statements that respondents agreed the most were: provides access to gathering & open spaces (87%), makes Redlands a more desirable place to live (84%), and preserves open space & protects the environment (81%).
3.3.6 ADDITIONAL FINDINGS
Additional Tax Revenue: Respondents were asked how much amount of additional tax revenue they would be willing to pave to improve their parks and recreation services. 23% selected $9+ per month, 9% selected $7-$8 per month, 20% selected $5-$6 per month, 21% selected $3-$4 per month, and 26% selected nothing.
Importance: Respondents rated how important it was for the City to provide high quality parks, recreation facilities, and programs. 78% rated very important, 15% rated somewhat important, 2% rated not important, and 6% were not sure.
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3.3.7 RECREATION FACILITIES NEEDS AND PRIORITIES
Facilities Needs: Respondents were asked to identify if their household had a need for 28 recreation facilities and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.
The three facilities with the highest percentage of households that have an unmet need:
1. Walking paths in parks
2. Open grass areas
3. Small neighborhood parks
Facility Importance: In addition to assessing the needs for each activity, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities that ranked most important to residents:
1. Multi-use hiking, biking, walking trails
2. Walking paths in parks
3. Small neighborhood parks
4. Restrooms
Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on activities and (2) how many residents have unmet needs for the activities.
Based the Priority Investment Rating (PIR), the following facilities were rated as high priorities for investment:
• Multi-use hiking, biking, walking trails (PIR=177)
• Walking paths in parks (PIR=166)
• Splash pads or spray parks (PIR=162)
• Swimming pool (PIR=153)
• Restrooms (PIR=148)
• Small neighborhood parks (PIR=141)
• Bicycle & pedestrian access/connection to parks (PIR=137) • Large community parks (PIR=130)
• Community gardens (PIR=129)
• Environmental/nature education (PIR=127)
The chart below shows the Priority Investment Rating for each of the 28 facilities assessed in the survey
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3.3.8 RECREATION PROGRAMS NEEDS AND PRIORITIES
Program Needs: Respondents were asked to identify if their household had a need for 29 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.
The three programs with the highest percentage of households that have an unmet need:
1. Community special events
2. Cultural enrichment programs
3. Adult fitness & wellness programs
Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs that ranked most important to residents:
1. Community special events
2. Adult fitness & wellness programs
3. Outdoor environmental education/nature camps & programs
4. Recreation swim
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Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the activities.
Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=189)
• Community special events (PIR=184)
• Recreation swim (PIR=149)
• Outdoor environmental education/nature camps & programs (PIR=143) • Cultural enrichment programs (PIR=138)
The chart on the next page shows the Priority Investment Rating for each of the 29 programs assessed in the survey.
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3.4 SURVEY COMPARISON ANALYSIS
This section provides a comparative analysis of two surveys conducted for the City of Redlands Parks and Recreation Master Plan: the ETC Institute Statistically Valid Survey and the Online Community Survey via SurveyMonkey.
The goal of both surveys was to gather feedback from residents on satisfaction levels, priorities, and future needs related to parks, facilities, and recreation programs.
The Statistically Valid Survey gathered responses from 414 randomly selected households, surpassing its goal of 400. With a margin of error of ±4.8% at a 95% confidence level, it offers a reliable and representative view of community sentiment. It was offered in multiple formats and languages to ensure accessibility.
The Online Community Survey collected 755 responses from residents who self-selected to participate. While not statistically representative, it mirrored the ETC survey in content and broadened participation, providing additional insights from engaged community members.
By comparing results from both surveys, this analysis identifies key themes, points of alignment, and unique insights—helping to ensure that both statistically reliable data and broader community voices inform the future of Redlands’ parks and recreation system.
Statistically Valid Survey
• 414 households (Goal of 400)
• Precision rate of at least +/- 4.80%
at the 95% level of confidence
• Residents were able to return the
survey by mail, by phone or
completing it online
• Only scientific & defensible method
to understand community needs
•Translation services available in
multiple languages including Spanish.
Online Community Survey
• 755 responses
• No precision rate or level of
confidence due to there being no
selection criteria for respondents
• Questionnaire identical to the
Statistically Valid Survey
• Provides further insight on
community expectations
• Administered in English
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The following shows a side-by-side comparison of key results from each survey by question.
Full results from the Statistically Valid Survey can be found in the APPENDIX A Full results from the Online Community Survey can be found in the APPENDIX B
3.4.1 DEMOGRAPHICS
In the demographic section of this report, we analyze the community demographics served by the Department based on responses from the ETC Statistically Valid Survey and the Online Community Survey via SurveyMonkey. Due to ETC’s approach of random sampling and ensuring a 95% level of confidence and a margin of error of +/- 5%, their survey results more accurately reflect the community’s demographics and are statistically reliable in comparison to online-only surveys.
We examine respondent demographics such as gender, tenure in City, and race/ethnicity to gain insights into the community's composition. Our findings are compared with the 2023 demographic estimates from The Environmental Systems Research Institute (ESRI) to understand how the survey data aligns with broader demographic trends.
Full demographic data can be found in Section (Insert link in report).
GENDER (EXCLUDES “PREFER NOT TO DISCLOSE”)
Female 50% 66% 52%
Male 49% 34% 48%
Non-Binary/Selfdescribe1% 0% 0%
The gender breakdown varied notably between the two surveys. In the Statistically Valid Survey, responses were nearly balanced, with 50% identifying as female and 49% as male, closely reflecting the city’s actual demographic composition (52% female, 48% male). 1% of respondents identified as non-binary or self-described.
In contrast, the Online Community Survey had a heavier skew toward female participants, with 66% identifying as female and just 34% as male, and no respondents selecting a non-binary or self-described option.
These differences suggest that statistically valid sampling better captured the city's gender demographics, while the online format may have engaged a disproportionately higher number of women. This trend is common in open-access community surveys and should be considered when interpreting broader input.
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YEARS LIVED IN CITY
0-5 13% 31%
6-10 25% 15%
11-15 12% 11%
16-20 10% 9%
21-30 20% 13%
31+ 31% 21%
The two surveys revealed differences in the length of residency among respondents. In the Statistically Valid Survey, a majority of respondents (51%) reported living in Redlands for over 21 years, with 31% living in the city for 31 years or more, and 20% between 21–30 years. This reflects strong input from long-term residents.
In contrast, the Online Community Survey attracted a higher proportion of newer residents, with 31% reporting they had lived in Redlands for 5 years or less, compared to just 13% in the statistically valid sample. Respondents with 6–10 years of residency made up 15% of the online survey, compared to 25% in the statistically valid group.
These differences highlight the value of both surveys: while the statistically valid results reflect the perspectives of long-term residents, the online survey broadens the view to include newer voices, helping to ensure the plan reflects the full spectrum of community experience. 69 PARKS MASTER PLAN
RACE/ETHNICITY
White Alone 58% 74% 51%
Black Alone 5% 2% 5%
American Indian 1% 2% 1%
Asian 9% 9% 10%
Pacific Islander 1% 1% 0%
Some Other Race 4% 11% 15%
Two or More Races N/A N/A 17%
Hispanic (Ethnicity) 37% 32% 37%
Comparing the survey responses to the actual demographics of Redlands highlights how well each tool reflected the city’s racial and ethnic diversity.
In the Statistically Valid Survey, 58% of respondents identified as White Alone, slightly higher than the actual city population (51%), but much more reflective than the Online Community Survey, where 74% of respondents identified as White—indicating significant overrepresentation.
Other notable comparisons include:
• Hispanic/Latino residents accounted for 37% of both the Statistically Valid Survey and actual demographics, compared to 32% in the Online Survey. • Black or African American residents were proportionally represented in the Statistically Valid Survey (5%), but underrepresented in the Online Survey (2%), compared to 5% citywide.
• Asian respondents were evenly represented across both surveys (9%) and matched closely with city demographics (10%).
The category Two or More Races, which represents 17% of the city's population, was not collected in either survey.
Overall, the Statistically Valid Survey more closely mirrors the racial and ethnic makeup of Redlands, particularly in its alignment with Hispanic/Latino and Black resident percentages. The Online Survey, while useful for broad input, tended to skew toward older and White respondents, reinforcing the importance of using multiple methods to reach underrepresented voices.
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3.4.2 VISITATION/PARTICIPATION
HAVE YOU VISITED/PARTICIPATED…
Visited parks and/or
recreation facilities in the
past 12 months
87% 96%
Participated in programs in
the past 12 months
36% 45%
HOW OFTEN HAVE YOU VISITED DEPARTMENT PARKS AND/OR
RECREATION FACILITIES DURING THE PAST 12 MONTHS?
5+ times a week 5% 17%
2-4 times a week 24% 36%
Once a week 17% 18%
1-3 times a month 30% 16%
Less than once a month 24% 12%
HOW MANY PROGRAMS OR EVENTS OFFERED BY DEPARTMENT HAVE YOU
OR MEMBERS OF YOUR HOUSEHOLD PARTICIPATED IN DURING THE PAST 12 MONTHS?
1 program/event 37% 36%
2-3 programs/events 46% 48%
4-6 programs/events 10% 14%
7+ programs/events 7% 3%
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Both surveys indicate high levels of engagement with Redlands parks and recreation facilities, though some variation appears in program participation and frequency of visits.
Park and Facility Visitation
• In the Statistically Valid Survey, 87% of respondents reported visiting a park or recreation facility in the past 12 months, compared to 96% in the Online Community Survey. • The online survey respondents also reported more frequent usage overall: 17% said they visited 5 or more times per week, compared to just 5% in the statistically valid survey. • Conversely, 30% of respondents in the statistically valid sample said they visited 1–3 times per month, compared to 16% of online participants—indicating a more moderate, consistent use pattern.
• Overall, both surveys show that most residents are regular users, but the online survey skewed toward more frequent park users.
Program Participation
• 36% of statistically valid survey respondents had participated in a program in the past year, compared to 45% in the online survey.
• Among those who did participate, the majority attended 1 to 3 programs:
o 37% (SVS) and 36% (Online) reported attending 1 program/event o 46% (SVS) and 48% (Online) participated in 2–3 programs/events These results show that while most residents engage with the park system through facility use, fewer participate in formal programs—and those who do tend to limit involvement to a few activities per year. The higher participation rates in the online survey also suggest that respondents with stronger engagement may have been more likely to opt in voluntarily. 72 PARKS MASTER PLAN
3.4.3 PHYSICAL CONDITION/QUALITY
HOW WOULD YOU RATE THE PHYSICAL CONDITION OF ALL DEPARTMENT AND/OR RECREATION FACILITIES YOU HAVE VISITED?
HOW WOULD YOU RATE THE OVERALL QUALITY OF DEPARTMENT
PROGRAMS OR EVENTS IN WHICH YOUR HOUSEHOLD HAS PARTICIPATED IN?
Survey responses reflect generally positive perceptions of Redlands’ parks, facilities, and programs, though few rated them as truly exceptional. When asked about the physical condition of parks and recreation facilities, 52% of statistically valid respondents and 53% of online respondents rated them as “Good.” Only 10% in each survey considered conditions “Excellent,” while about one-third rated them as “Fair” and a small portion as “Poor.” Program and event quality received slightly higher marks. In the statistically valid survey, 57% rated program quality as “Good” and 23% as “Excellent.” The online survey showed similar results, with 63% selecting “Good” and 17% “Excellent.” Around 20% of respondents in each survey rated the programs as “Fair” or “Poor.” Overall, the results suggest satisfaction with current offerings, along with a clear opportunity to enhance quality and exceed expectations.
Excellent 10% 10%
Good 52% 53%
Fair 30% 31%
Poor 8% 5%
Excellent 23% 17%
Good 57% 63%
Fair 15% 18%
Poor 5% 3%
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3.4.4 BARRIERS
REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLDS FROM
VISITING DEPARTMENT PARKS, AND/OR RECREATION FACILITIES MORE OFTEN. (TOP FIVE RESPONSES)
REASONS THAT PREVENT YOU OR MEMBERS OF YOUR HOUSEHOLD FROM PARTICIPATING IN DEPARTMENT PROGRAMS MORE OFTEN. (TOP FIVE
RESPONSES)
Fear of criminal activity in the park (39%) Lack of shade (44%) Do not feel safe using parks/facilities (35%) Absence of amenities we want to use (28%) Lack of shade (31%) Lack of restrooms (26%)
Facilities/parks are not well maintained (20%) Parks/facilities are not well maintained (17%) Lack of restrooms (20%) Feel unsafe using parks / facilities (14%) I don't know what is offered (51%) I don't know what is offered (53%) Too busy/not interested (20%) Program times are not convenient (27%) Program times are not convenient (18%) Too busy/not interested (19%) The program I want is not offered (12%) The program I want is not offered (16%) Old & outdated facilities (11%) Fees are too high (13%) 74 PARKS MASTER PLAN
Both surveys revealed several key factors that limit how often residents visit parks or participate in programs—many of which point to issues of safety, comfort, and awareness.
For parks and facilities, the most frequently cited barriers included concerns about safety and amenities. In the statistically valid survey, 39% of respondents cited fear of criminal activity, while 35% said they did not feel safe using parks or facilities. Similarly, 31% noted a lack of shade and 20% pointed to poor maintenance or a lack of restrooms. The online survey echoed these concerns, with 44% identifying a lack of shade, 28% noting missing amenities, and 26% pointing to restroom shortages.
When it came to program participation, the top barrier in both surveys was a lack of information—over half of all respondents (51% in the statistically valid survey and 53% online) said they simply didn’t know what was offered. Other barriers included inconvenient program times, being too busy or not interested, and the perception that desired programs were unavailable. In the online survey, additional issues such as high fees and outdated facilities were also mentioned.
These findings suggest that increasing visibility, improving park safety and comfort, and modernizing communication could significantly improve access and engagement.
In March 2024 the Parks and Recreation Commission created a Priority Project List based on input they had received from residents and their own observations. This list can be found in Appendix H.
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3.4.5 IMPORTANCE
FACILITIES/AMENITIES MOST IMPORTANT TO HOUSEHOLDS BY
PERCENTAGE OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF
THEIR TOP FOUR CHOICES (TOP FIVE RESPONSES)
PROGRAMS/ACTIVITIES MOST IMPORTANT TO HOUSEHOLDS BY
PERCENTAGE OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF
THEIR TOP FIVE CHOICES (TOP FIVE RESPONSES)
Multi-use hiking, biking, walking trails (29%) Restrooms (31%) Walking paths in parks (27%) Splash pads or spray parks (31%) Small neighborhood parks (19%) Multi-use hiking, biking, walking trails (30%) Restrooms (18% Walking paths in parks (25%)
Bicycle & pedestrian access/connection to
parks (18%)
Large community parks (23%)
Community special events (33%) Community special events (30%) Adult fitness & wellness programs (29%) Outdoor environmental education/nature camps & programs (26%)
Outdoor environmental education/nature
camps & programs (16%)
Adult fitness and wellness programs (24%)
Recreation swim (16%) Recreation swim (22%)
Cultural enrichment programs (16%) After school programs for youth of all ages (19%)
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Across both surveys, several clear themes emerged around the types of facilities and programs residents value most. These themes reflect the community’s desire for accessible outdoor spaces, basic park infrastructure, and programs that support wellness, learning, and connection.
Access to Nature and Connectivity
One of the strongest themes was the importance of being able to easily access nature through well-connected and versatile outdoor spaces. Multi-use trails and walking paths were consistently ranked among the most important features for households. Residents emphasized the value of being able to walk, hike, or bike for recreation and transportation, with many also prioritizing better pedestrian and bicycle access to parks.
Essential Infrastructure and Comfort
Basic park infrastructure like restrooms and shade-producing amenities emerged as critical needs.
The high prioritization of restrooms and splash pads reflects a desire for comfortable, familyfriendly spaces that can support longer and more inclusive park visits.
Neighborhood and Community-Scale Parks
Residents expressed interest in both small neighborhood parks and larger community parks, highlighting a need for nearby, walkable green spaces as well as destination-style parks that bring people together from across the city.
Health and Wellness Opportunities
Programs focused on physical wellness were ranked highly by respondents. Adult fitness and wellness classes were identified as top priorities, indicating strong community interest in opportunities to stay active and healthy.
Cultural, Educational, and Social Connection
Events and programs that bring people together also ranked near the top. Community special events, cultural enrichment opportunities, and outdoor environmental education programs were seen as important offerings that foster learning, celebration, and connection across generations. 77 PARKS MASTER PLAN
3.4.6 OVERALL PERCEPTIONS
IF YOU HAD $100, HOW WOULD YOU ALLOCATE THE FUNDS AMONG THESE PARKS AND RECREATION CATEGORIES? (TOP FIVE RESPONSES)
When asked how they would allocate $100 across various parks and recreation priorities, respondents from both the statistically valid and online surveys showed clear alignment on key investment areas, while also highlighting a few notable differences in secondary priorities.
The top priority in both surveys was maintaining and improving existing parks, pools, and outdoor recreation amenities. Statistically valid respondents allocated an average of $33.61, while online respondents allocated even more—$37.91—underscoring widespread support for taking care of what the City already has before building new.
Acquiring new park land and open space ranked as the second-highest priority in both surveys, receiving $21.81 from the statistically valid survey and $24.34 from online respondents. This shows strong interest in preserving green space and expanding access to parks, particularly as the city continues to grow.
Priorities diverged slightly in the next tier. The construction of new sports fields was valued slightly more by online respondents ($14.23) than those in the statistically valid survey ($10.87), suggesting broader support among more engaged park users. Meanwhile, expanding program offerings remained a consistent mid-level priority across both surveys, with allocations of $12.10 (SVS) and $12.00 (Online).
Improvements to existing indoor recreation facilities rounded out the top five in both surveys, with modest but steady support: $10.81 (SVS) and $11.51 (Online).
Overall, the results show a shared emphasis on caring for current facilities and expanding access to open space, while also maintaining balanced interest in new development and programming.
These insights provide a strong foundation for strategic investment aligned with the community’s values.
Improvements/maintenance of existing
parks, pools, and outdoor recreation
amenities ($33.61)
Improvements/maintenance of existing
parks, pools, and outdoor recreation
amenities ($37.91)
Acquisition of new park land and open space
($21.81)
Acquisition of new park land and open space
($24.34)
Expand program offerings ($12.10) Construction of new sports fields ($14.23) Construction of new sports fields ($10.87) Expand program offerings ($12.00) Improvements to existing indoor recreation
facilities ($10.81)
Improvements to existing indoor recreation
facilities ($11.51)
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WHAT IS THE MAXIMUM AMOUNT OF ADDITIONAL TAX REVENUE YOU
WOULD BE WILLING TO PAY TO IMPROVE THE TYPES OF PARKS, TRAILS,
RECREATION FACILITIES AND PROGRAMS YOU HAVE INDICATED ARE MOST IMPORTANT TO YOUR HOUSEHOLD?
Survey results indicate that a majority of Redlands residents are open to contributing additional tax revenue to support improvements in parks, trails, facilities, and programs. In both surveys, over 70% of respondents expressed a willingness to pay at least $3 per month, with 23% (SVS) and 31% (Online) willing to contribute $9 or more monthly.
Roughly one in four respondents in the statistically valid survey (26%) and one in five online (19%) stated they would not support any additional tax.
These results suggest solid public support for enhanced investment in the park system, particularly among those engaged in the online survey, while also indicating a need for continued outreach to those more hesitant about increased public funding. $9 or more per month 23% 31%
$7-$8 per month 9% 10%
$5-$6 per month 20% 21%
$3-$4 per month 21% 20%
Nothing 26% 19%
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3.4.7 SUMMARY
The Survey Comparison provides a well-rounded perspective on community needs, priorities, and experiences by analyzing responses from both the ETC Statistically Valid Survey and the Online Community Survey. While the statistically valid survey offers a representative snapshot of Redlands’ diverse population, the online survey captured deeper engagement from more active park users and newer residents—providing both breadth and depth of insight.
KEY FINDINGS:
• Demographics: The statistically valid survey more closely mirrors Redlands’ actual demographic makeup, while the online survey skewed toward female and newer residents, highlighting the importance of inclusive outreach strategies. • Use and Participation: Both surveys show high usage of parks and facilities, with the online survey indicating more frequent visits. Program participation is more limited, though a majority of users who do participate attend 1–3 events per year. • Condition and Quality: Respondents generally rate park and program quality as “good,” but few rate it as “excellent,” suggesting satisfaction with clear opportunities for enhancement.
• Barriers: Key obstacles to park use include safety concerns, lack of shade and restrooms, and poor maintenance. For programs, the most cited barrier was a lack of awareness— over half of all respondents didn’t know what was offered. • Community Priorities: Residents consistently prioritized access to trails, walking paths, restrooms, splash pads, and family-friendly amenities. Desired programs centered on wellness, special events, and outdoor learning experiences. • Investment Preferences: Both surveys revealed strong support for maintaining existing parks and acquiring new open space. While preferences diverged slightly on sports fields and program expansion, the shared emphasis was clear: take care of what we have and ensure future growth is thoughtful and inclusive.
• Willingness to Pay: Over 70% of respondents in both surveys were willing to contribute additional monthly taxes to fund improvements—an encouraging signal for potential funding strategies.
CONCLUSION:
Together, the two surveys provide a powerful, complementary view of the Redlands community.
The statistically valid data ensures reliability and representativeness, while the online survey adds broader community voice and advocacy. The consistent alignment between both tools on core priorities—maintenance, open space, safety, wellness, and family-focused amenities— creates a strong foundation for decision-making. These insights will guide targeted investments that honor the values of Redlands residents and support a park and recreation system that is equitable, inclusive, and built for the future.
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CHAPTER FOUR RESOURCE ANALYSIS
4.1 RECREATION PROGRAM ASSESSMENT
4.1.1 INTRODUCTION
The City of Redlands (“City”) Parks and Recreation Department (“Department”), in partnership with Next Practice Partners, is conducting a comprehensive Recreation Program Assessment as a foundational component of the Parks and Recreation Master Plan (“Plan”). This initiative underscores Redlands’s commitment to enhancing community well-being by aligning its recreation services with the unique character and dynamic needs of its residents.
The assessment includes a detailed analysis of current programs and a forward-looking exploration of opportunities to elevate the City’s recreational offerings. Guided by principles of inclusivity, innovation, and community engagement, the city aims to ensure that Redlands’s recreational experiences continue to enrich lives and strengthen connections for years to come.
This initiative represents more than a program evaluation; it is a reflection of Redlands’s dedication to celebrating its heritage, fostering meaningful relationships, and delivering exceptional recreational opportunities that honor the spirit and aspirations of its community.
4.1.2 COMMUNITY PROFILE
Redlands, California, presents a vibrant and evolving community whose demographic and lifestyle characteristics shape the vision for recreation services. This profile provides a detailed look at population trends, household composition, diversity, economic factors, and cost-of-living influences, offering critical insights for designing inclusive and impactful recreational programming.
POPULATION TRENDS AND HOUSEHOLD CHARACTERISTICS:
Redlands is experiencing steady growth, with an annual population growth rate of 0.57% (2020– 2023) and a projected rate of 0.39% through 2038. Similarly, household growth has been strong at 0.75%, outpacing California (0.64%) and the national average (0.73%). The average household size in Redlands is 2.69, smaller than the state average but larger than the national average, indicating a balanced mix of family-oriented and individual living arrangements.
These trends suggest a stable and growing community where recreation programs can prioritize sustained engagement and accommodate emerging interests across all demographics. 81 PARKS MASTER PLAN
AGE DISTRIBUTION:
Redlands displays a balanced age distribution, reflecting a broad range of recreational needs:
• 21% under 17 years
• 25% aged 18–34
• 24% aged 35–54
• 23% aged 55–74
• 8% aged 75 and older
This even distribution highlights the importance of multi-generational programming, from youth sports and family activities to active adult and senior programs. The significant presence of young adults and middle-aged residents suggests demand for fitness, social, and outdoor recreation opportunities.
DIVERSITY AND CULTURAL INFLUENCE:
Redlands is a diverse community, with:
• 51.4% identifying as White alone,
• 37.0% identifying as Hispanic or Latino (any race),
• 10.0% identifying as Asian, and
• 16.8% identifying as two or more races.
This cultural richness underscores the need for inclusive and culturally relevant recreation services. Programs that celebrate Redlands’s diversity—through events, art, and activities—will resonate with the community’s values.
ECONOMIC CHARACTERISTICS
With a median household income of $91,254 and a per capita income of $46,548, Redlands is a relatively affluent community compared to California and national averages. These indicators, combined with a poverty rate of 8.7%, suggest a stable economy where recreational services can blend premium offerings with affordable options to serve all income levels.
The owner-occupied housing rate is 58.6%, reflecting a strong base of long-term residents who are likely to invest in and value community amenities, including recreation programs.
AT-RISK POPULATIONS AND ACCESSIBILITY
Key considerations for inclusive programming include:
• 14.2% of residents are foreign-born.
• 27.8% speak a language other than English at home, highlighting potential language access needs.
• 8.5% of residents have a disability, emphasizing the importance of accessible facilities and programs.
• 5.8% are uninsured, a figure below state and national averages.
Recreation programs should ensure accessibility across economic and language barriers while promoting health equity through affordable options.
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COST OF LIVING CONSIDERATIONS
Redlands’s cost of living index (118.6) is lower than California’s average (149.9), though housing costs (173.2) remain a notable burden. Recreation services should balance affordability with quality, incorporating resident discounts, subsidies, and free activities to ensure access for all community members.
IMPLICATIONS FOR RECREATION PROGRAMMING
Redlands’s unique characteristics create opportunities to design recreational programs that:
• Engage Families: Develop multi-generational activities and youth-centered programs. • Celebrate Diversity: Integrate culturally relevant events and programs that reflect the community’s heritage.
• Ensure Accessibility: Prioritize affordability and language accessibility to serve all demographics.
• Provide Variety: Offer a mix of premium experiences and cost-effective options to meet diverse resident needs.
By embracing these priorities, Redlands can enhance quality of life and build stronger community connections through its recreational offerings.
More information regarding the Community Profile can be found CHAPTER 2
4.1.3 RECREATION AND LEISURE TRENDS
The Market Potential Index (MPI) measures how likely residents are to participate in activities compared to the national average (100 as baseline). Redlands consistently exceeds the national average, indicating strong community interest in accessible recreation opportunities.
Sports like tennis and golf (113 MPI each) and fitness activities such as yoga (112) and Pilates (110) are highly favored. These trends emphasize the need for quality sports facilities, fitness programs, and trails to support an active lifestyle.
Outdoor activities, including road bicycling (111), hiking (106), and backpacking (107), are particularly popular, while water-based activities like kayaking (98) also show potential. Lower MPI scores for freshwater fishing (85) suggest less demand or access.
Cultural and social pursuits, such as visiting art galleries (116), live theater (111), and book clubs (113), rank highly. Activities like photography (105) and adult education courses (107) reflect Redlands’s strong intellectual and creative engagement.
To meet these interests, Redlands should expand outdoor recreation, cultural programs, and inclusive fitness options to align with its residents' diverse needs and passions.
More information regarding recreation and leisure trends can be found APPENDIX G 83 PARKS MASTER PLAN
4.1.4 COMMUNITY PROGRAMMING PRIORITIES
ETC Institute administered a parks and recreation needs assessment survey for the City of Redlands, California during the early months of 2024. The purpose of the survey was to help determine parks and recreation priorities for the community.
Programs Needs: Respondents were asked to identify if their household had a need for 29 recreation programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various programs.
The three programs with the highest percentage of households that have an unmet need:
1. Community special events
2. Cultural enrichment programs
3. Adult fitness & wellness programs
Program Importance: In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs that ranked most important to residents:
1. Community special events
2. Adult fitness & wellness programs
3. Outdoor environmental education/nature camps & programs
4. Recreation swim
Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the activities.
Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Adult fitness & wellness programs (PIR=189)
• Community special events (PIR=184)
• Recreation swim (PIR=149)
• Outdoor environmental education/nature camps & programs (PIR=143) • Cultural enrichment programs (PIR=138)
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4.1.5 CORE PROGRAM AREAS
A Core Program Area is a crucial category of services and activities offered by an organization, essential to its mission and community service. These areas, varying based on the organization's goals and community needs, are the foundation of its offerings and reputation.
Characteristics of Core Program Areas include:
• Community-Relevance: Tailored to community needs and feedback. • Consistency: Regular and reliable in the organization's schedule. • Mission Alignment: Supports the organization's goals and values. • Diversity of Offerings: Caters to various ages, abilities, and interests. • Outcome-Driven: Measurable objectives and impacts.
• Resource Prioritization: Essential for resource allocation. • Regular Evaluation: Continuously assessed for relevance and effectiveness. • Stakeholder Engagement: Involves community members in planning and evaluation. • Flexibility: Adaptable to changing needs and trends.
• High Quality: Represents the organization's best in content and experience.
Redlands staff identified the following core program areas:
Active
Adult Athletics Culture
Enrichment
Events Health &
Fitness
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4.1.6 GOALS AND DESCRIPTIONS
4.1.7 AGE SEGMENT ANALYSIS
The age segment analysis provides insight into how each core program area serves different age groups within Redlands's recreation offerings. The chart illustrates the specific age demographics targeted by various program areas.
Redlands’s recreation programs demonstrate a strong commitment to inclusivity while catering to specific age groups. Core program areas like Athletics, Cultural Enrichment, Events, and Health & Fitness are designed to serve residents of all ages, fostering community-wide participation.
The Active Adult program focuses on adults (18+), providing opportunities that align with the interests and needs of this segment. While no specific programs are listed for preschoolers, elementary-aged children, or teens, the broad appeal of all-ages offerings ensures that youth and families are not excluded.
This age-focused approach ensures that programs address the diverse needs of Redlands’s residents, balancing inclusivity with targeted services to enrich the community.
Core Program Area Brief Description Internal Goals and/or Desired Outcomes Active Adult Activities and services tailored to senior citizens, focusing on physical fitness, social engagement,
and lifelong learning.
Foster socail connections and reduce isolation,
encourage active and independent living, and
provide opportunities for community engagement
Athletics Sport Programs, clinis, leagues, practices, camps. Encourage physical activity, provide skill development, and foster a sense of sportsmanship
Culture Enrichment Contract Classes, that explore arts and aim to foster creativity
Encourage community involement, develop new
skills, support lifelong learning and enrichment
Events Festivals, street fairs, concerts, and cultural
celbrations
Create memorable expereinces for residents,
provide entertainment and leisure activities, and
strengthen community bonds and engagement.
Health & Fitness Fitness, and Dance classes, martial arts, and wellness worships
Promote regulare physical activity, reduce stress
and enhance mental health, and and encourage
lifelong fitness and wellness practices.
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4.1.8 PRICING STRATEGIES
Pricing strategies serve as a critical tool for agencies to achieve cost recovery, manage demand, ensure equitable access, and align with market dynamics.
The table below shows the current pricing methods used by each core program area, along with potential strategies that could be adopted in the future.
4.1.9 PROGRAM SERVICES CLASSIFICATION
The program services classification system ensures Redlands’s recreational offerings balance inclusivity, accessibility, and financial sustainability while aligning with the department’s mission.
Programs are categorized into three classifications: Community Benefit, Community-Individual Blend, and Individual Benefit, reflecting varying levels of public or private benefit.
Community Benefit programs prioritize accessibility and inclusivity, focusing on community wellbeing. These services are typically publicly funded and include community playgrounds, public libraries, free community events, and low-cost swim lessons. In Redlands, these programs make up 18% of offerings, below the national average of 26%, suggesting room to expand these foundational services.
Community-Individual Blend programs serve both general and individual interests, often requiring nominal fees or memberships. Examples include sports leagues, workshops, and 88 PARKS MASTER PLAN
afterschool programs. These programs constitute the majority of Redlands’s portfolio at 56%, significantly exceeding the national average of 32%, showcasing a balanced approach to meeting diverse needs.
Individual Benefit programs cater to personal interests and are typically fee-based, offering niche services like rentals, personal training, and special interest camps. In Redlands, these programs represent 26% of offerings, below the national average of 41%, emphasizing a stronger focus on community-wide services over individual, exclusive activities.
This framework reflects Redlands’s commitment to community-oriented programming while maintaining a diverse portfolio that supports a range of interests and needs.
4.1.10 COST RECOVERY
To ensure fiscal sustainability and community accessibility, Redlands’s recreation programs are categorized into four cost recovery classifications: Fully Subsidized, Somewhat Subsidized, SelfSufficient, and Revenue Generating. These categories guide budgeting and pricing decisions, balancing public benefit and financial responsibility.
Fully Subsidized programs account for 49% of Redlands’s offerings, significantly exceeding the national average of 32%. These programs, funded entirely by external sources, ensure free access to vital community services such as public parks maintenance, and safety training.
Somewhat Subsidized programs represent only 4% of offerings, well below the national average of 23%. These programs, partially funded by external sources, require participants to pay a portion of costs. Examples include youth sports leagues and community workshops.
Self-Sufficient programs, which cover their own operational costs through participant fees, make up 0% of Redlands’s offerings, far below the national average of 17%. Typical examples, such as specialized workshops or fitness memberships, are currently absent from Redlands’s portfolio. 89 PARKS MASTER PLAN
Revenue Generating programs comprise 47% of offerings, nearly matching the national average of 28%. These programs generate surplus revenue beyond their costs, funding premium services, exclusive retreats, and facility rentals.
Redlands emphasizes fully subsidized and revenue-generating programs, ensuring broad access to essential services while maintaining financial sustainability through premium offerings.
However, there is potential to expand somewhat subsidized and self-sufficient programs to better align with national benchmarks and diversify funding models.
4.1.11 PROGRAM LIFECYCLE
The Program Lifecycle Analysis helps the City of Redlands strategically manage its recreation offerings by evaluating the distribution of programs across lifecycle stages. This approach ensures a balance of innovative, established, and evolving programs while minimizing outdated options.
New and Growing Programs: Programs in the Launch (11%) and Rising (7%) stages represent 19% of Redlands’s offerings, below the national average of 34%. This indicates potential for increasing innovation and new program development to match national trends and community needs.
Stable and Maxed Programs: Programs with sustained participation or minimal growth make up 78% of Redlands’s portfolio, above the national average of 61%. This reflects a strong focus on maintaining established programs that consistently fill, although it may indicate opportunities to introduce more dynamic offerings.
Declining and Cancelled Programs: Declining programs represent 4% of offerings, consistent with the national average, while no programs are currently categorized as Cancelled. This suggests that the department is proactive in evaluating and adapting underperforming programs to ensure relevance.
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Redlands’s lifecycle distribution emphasizes stability, with room to enhance innovation and growth through increased focus on new and rising programs. This balanced approach supports the department’s goal of offering relevant and diverse recreational opportunities.
4.1.12 PROGRAM DIRECTION
The Program Direction Analysis categorizes recreation offerings to align with community needs and operational capabilities. Redlands’s programs are classified into four types: Self-Directed, Staff-Directed, Facilitated, and Cooperative, based on the level of guidance and partnership involved.
• Self-Directed programs, where participants engage independently with general supervision, represent 20% of Redlands’s offerings, close to the national average of 22%. • Staff-Directed programs, involving leadership or instruction, make up 58% of the distribution, exceeding the national average of 51%, indicating a strong emphasis on guided activities.
• Facilitated programs, where the department assists external providers in delivering services, account for only 2%, below the national average of 6%, suggesting an area for growth.
• Cooperative programs, formed through partnerships with public, private, or nonprofit organizations, represent 20%, aligning closely with the national average of 21%.
This distribution highlights Redlands’s strong focus on staff-directed programs and partnerships while identifying opportunities to expand facilitated offerings to diversify recreation services. 91 PARKS MASTER PLAN
4.1.13 PROGRAM PROFICIENCY
A program proficiency analysis evaluates how recreation offerings meet the diverse skill levels and learning goals of participants. Programs are classified as Beginner (for newcomers), Intermediate (for skill refinement), Advanced (for high-level challenges), and All Abilities (inclusive for all skill levels).
In Redlands, 77% of programs are categorized as All Abilities, closely aligning with the national average of 81%, reflecting a strong commitment to inclusivity. Beginner and Intermediate programs each make up 10% of the offerings, matching their respective national averages, ensuring opportunities for skill development. Advanced programs account for 4%, slightly exceeding the national average of 3%, highlighting some focus on specialized, high-level training.
This distribution emphasizes Redlands’s inclusive approach while providing a balanced range of offerings for participants across all proficiency levels, from newcomers to advanced learners.
4.1.14 CURRENT MARKETING & COMMUNICATIONS
The Department utilizes a range of marketing methods to promote its recreation programs, focusing on both digital and traditional outreach strategies:
Methods Currently Used
• Print Media: Program guides (print), newsletters (print), flyers, brochures. • Digital Media: Website, mobile-enabled site, newsletters (online), SMS/text message marketing.
• Direct Outreach: Direct mail, email blasts, and in-facility signage. • Paid Advertising: Paid advertisements, TV (including movie ads). • Social Media: Facebook, Instagram, Twitter.
• Interactive Tools: QR codes.
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Methods Not Currently Used
• Online Program Guides: Online versions of program guides are not in use. • Broadcast and Online Media: Public Service Announcements (PSAs), radio, YouTube, blogs/vlogs, webinars, podcasts, on-hold phone messages, and online versions of program guides are not in use.
• Social Media Platforms: TikTok remains unused.
• Digital Tools: Apps and road sign marquees are not part of the current marketing strategy.
Opportunities for Growth
The city can enhance its marketing reach by incorporating unused methods such as apps, TikTok, YouTube, and blogs/vlogs to engage younger demographics. Expanding into PSAs, radio, and webinars could improve outreach to a broader audience. These additional channels could help diversify communication strategies and ensure comprehensive community engagement.
DEPARTMENT WEBSITE
The City of Redlands' Parks and Recreation webpage
serves as a comprehensive resource for residents
and visitors seeking information on the city's
recreational offerings. The page is organized into
several key sections:
Parks & Trails: This section provides details about the city's extensive network of parks and trails, including descriptions of individual parks, their amenities, and
available recreational activities. Users can access maps and information on park reservations, facilitating easy planning for visits and events.
Recreation: Here, visitors can explore various programs and classes offered by the Recreation Division, such as sports leagues, arts and crafts, and fitness classes. The section also includes information on facility rentals and current programming schedules.
Community Gardens: This area highlights the city's community garden program, detailing how residents can participate in growing organic fruits and vegetables. Information on garden locations, plot rentals, and guidelines is provided to encourage community involvement.
Bike Redlands: This section offers insights into the city's bicycle infrastructure, including bike paths and trails. It promotes cycling as a mode of transportation and recreation, supporting the city's commitment to active lifestyles.
Senior Services: Dedicated to the senior community, this segment provides information on programs, events, and resources available at the Eddie and Gloria Flores Senior Center and the Joslyn Senior Center. Operating hours and contact details are also included.
Overall, the webpage is user-friendly, offering clear navigation and detailed information to support the recreational needs of the Redlands community.
The website can be viewed at https://www.cityofredlands.org/parks-and-recreation 93 PARKS MASTER PLAN
SOCIAL MEDIA OVERVIEW
The Recreation Department maintains dedicated accounts on Facebook and Instagram, while the City manages an account on X (formerly Twitter). However, the Recreation Department's Instagram account is not set up as a "Business Profile," which limits the ability to perform detailed analysis. Additionally, no analysis is conducted on accounts that are not specifically dedicated to the Department. Therefore, the following analysis focuses on the Department’s Facebook engagement. The data was collected in November 2024 and reflects activity from the previous 12 months.
FACEBOOK
• 2,516 followers
• Average a little less than one post a day
KEY ENGAGEMENT HIGHLIGHTS
Popular Content:
• Holiday and Family Events: Posts about Halloween activities (10/15/24) and a free family-friendly event on 10/28/24 generated high engagement, with 25 and 20 reactions, respectively. These posts effectively appealed to families and highlighted community fun.
• Community Participation Events: Posts promoting events such as tree lighting (11/13/24) and historical talks put on by the library (10/14/24) also saw solid interaction, showing a community interest in cultural and festive programming. • New Classes or Initiatives: Posts gauging interest in Spanish classes (11/14/24) or promoting creative programs like sound baths (10/7/24) generated moderate interaction, reflecting curiosity about novel offerings.
Consistently Low Engagement:
• Posts about routine updates (e.g., closures due to air quality or holidays) and general information (e.g., ShakeOut day participation, 10/17/24) generally performed poorly, receiving fewer than five reactions.
CONTENT THEMES
• Family-Oriented and Seasonal Activities: Posts promoting family-inclusive, free, or lowcost activities, especially with a holiday or community-centered theme, received the highest engagement. This highlights the strong appeal of activities that cater to diverse age groups and bring people together.
• Event Announcements: Posts about upcoming events (e.g., water conservation, pop-ups) tended to have moderate engagement, indicating that timing and presentation may influence their reach and effectiveness.
• Emergency Updates:Updates about cancellations due to weather or air quality (e.g., 10/3/24, 10/2/24) saw minimal interaction, though such posts serve an essential operational purpose.
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ENGAGEMENT METRICS
• Top Performers: Posts with photos or event details (e.g., 10/15/24 Halloween event) showed significantly higher engagement compared to text-heavy or routine updates. • Lowest Performers: General updates, such as ShakeOut reminders (10/17/24, 10/16/24) or generic appreciation posts (11/7/24), struggled to engage audiences, suggesting a need for more visual or interactive elements in these types of posts.
OPPORTUNITIES FOR IMPROVEMENT
• Visual and Interactive Content: Posts with images, graphics, or videos significantly outperform text-heavy posts. Incorporating eye-catching visuals into all posts could increase engagement.
• Targeted Timing and Frequency: Posts scheduled closer to event dates and at peak browsing times (e.g., evenings) performed better. Refining posting schedules could improve visibility and interaction.
• Community Input and Polls: The 11/14/24 post asking for input on a Spanish class generated engagement through audience participation. Expanding interactive content (e.g., polls or questions) could foster stronger community involvement. • Repackaging Routine Updates: Emergency notifications and general updates could be repackaged with more visuals or user-friendly calls to action to boost interaction.
CONCLUSIONS
The City of Redlands successfully engages its audience through family-oriented, seasonal, and interactive posts. However, there is room to improve engagement for informational and emergency updates through better visuals and targeted timing. By leveraging interactive features and broadening promotion for niche events, the city can further strengthen its connection with the community and enhance participation.
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4.1.15 KEY FINDINGS
Community Profile Insights
• Population Growth: Steady population and household growth, coupled with a balanced mix of family-oriented and individual living arrangements, provides opportunities to sustain long-term engagement.
• Diversity: Redlands’s cultural richness requires inclusive and culturally relevant recreation services to celebrate the city’s heritage and diversity. • Economic Stability: A relatively affluent community supports a blend of premium and affordable offerings, ensuring access across income levels. • Accessibility Considerations: The city must prioritize accessibility for foreign-born residents, non-English speakers, and those with disabilities.
Programming Priorities and Trends
• Community Needs and Importance: Community special events, cultural enrichment, and adult fitness/wellness programs were identified as high-priority needs. Outdoor environmental education and recreational swimming also ranked highly in importance. • Activity Preferences: The Market Potential Index revealed strong interest in activities like tennis, yoga, hiking, and cultural experiences such as visiting art galleries and live theater.
This underscores the demand for diverse recreational options, including outdoor and cultural programs.
• Program Lifecycle: Most offerings are in the Stable or Maxed stages, reflecting consistent participation, with opportunities to introduce more innovative and dynamic programming.
Program Services and Cost Recovery
• Service Balance: Redlands emphasizes Community-Individual Blend programs (56%), exceeding the national average, showcasing a balanced approach to addressing both public and individual benefits.
• Cost Recovery: The city excels in providing fully subsidized programs (49%), ensuring broad accessibility. However, there is potential to expand somewhat subsidized and selfsufficient programs to diversify funding models and align with national benchmarks.
Inclusive Programming
• Age and Skill Proficiency: Programs cater to all age groups and skill levels, with a focus on inclusivity. However, there is room to expand offerings targeting specific skill development for beginners and intermediates.
• Core Program Areas: Identified areas such as Athletics, Cultural Enrichment, and Health & Fitness serve diverse interests while fostering multi-generational engagement.
Marketing and Communications
• Utilized Channels: Effective use of print media, social media platforms (Facebook, Instagram, Twitter), and direct outreach methods promotes engagement. • Opportunities for Growth: Expanding into underutilized platforms like YouTube, TikTok, and blogs/vlogs, as well as leveraging visual and interactive content, can enhance reach and community connection.
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4.2 PARK AND FACILITY EVALUATIONS
The evaluation of park assets within the City of Redlands is a cornerstone of our strategic planning and maintenance scheduling efforts. Each park and its amenities are carefully assessed through thorough field observations by our dedicated staff, resulting in a comprehensive grading based on current conditions. This systematic process ensures that we understand the performance of individual assets, rather than evaluating the park system as a whole.
Our evaluation process uses a qualitative grading scale, complemented by numerical scores, to reflect both the quantity and quality of recreational opportunities available. This approach facilitates transparent prioritization for repairs, upgrades, and future enhancements. Each park is rated consistently and comparatively against similar facilities across the system.
4.2.1 METHODOLOGY
As part of the City of Redlands park system
assessment, each asset is evaluated using a
standardized grading system. These evaluations
are based on in-depth field observations
conducted by qualified staff, focusing on the
condition and functionality of individual amenities.
Rather than assessing parks as a whole, each
amenity is reviewed on its own merits. When an
amenity or facility is found to be in noticeably
poorer condition compared to similar features in
other parks, it is clearly noted. Numerical scores are assigned to summarize both the quantity and overall quality of recreational opportunities available at each location.
THE FOLLOWING SCORING SYSTEM WAS USED
4.2.2 GREAT (SCORE: 4–5)
Site amenities are in excellent condition, displaying high levels of functionality and appearance with little to no visible maintenance concerns. These amenities are well-maintained, up to date, and fully operational. Users can expect a safe, clean, and enjoyable experience, and only routine preventative maintenance is required at this level.
4.2.3 GOOD (SCORE: 3)
Site amenities are in good condition and remain fully functional but may show signs of minor wear and tear. Maintenance issues, if present, are typically superficial and the result of normal aging or heavy usage. While amenities are still safe and attractive, some may benefit from minor repairs or cosmetic improvements to maintain long-term quality. 97 PARKS MASTER PLAN
4.2.4 FAIR (SCORE: 2)
Site amenities are in fair condition, indicating ongoing maintenance issues and a noticeable decline in appearance or functionality. The wear and tear observed is often due to age and high usage, and while amenities remain usable, they may detract from the overall experience. More frequent maintenance and moderate repairs are needed to prevent further deterioration.
4.2.5 POOR (SCORE: 0–1)
Site amenities are in poor condition and clearly exhibit significant maintenance problems. These issues may compromise safety or usability, potentially requiring the closure of the amenity for repairs or replacement. Immediate action is needed to address structural concerns, functional deficiencies, or serious aesthetic deterioration. Amenities in this category are a priority for repair or replacement in future improvement plans.
As part of the comprehensive evaluation of the City of Redlands park system, all parks were assessed using a standardized set of criteria to ensure consistent, objective, and meaningful evaluations. This assessment helps identify strengths, areas for improvement, and opportunities for future investments. Each park was reviewed based on its accessibility; physical condition, user safety, and ongoing maintenance needs to support the long-term success and enjoyment of Redlands public spaces. Each category was given a numerical score between 0-5, with 5 being best.
Access and Connectivity
This category evaluates how easily and safely park users can reach and navigate through each park.
It considers the availability and condition of adjacent trails or trailheads, street crossings, sidewalks, and internal park pathways. Additionally, it assesses the effectiveness of wayfinding signage, connectivity to surrounding neighborhoods, and compliance with accessibility standards to ensure all visitors, including those with mobility challenges, can comfortably access and enjoy park amenities.
Condition and Functionality
This assessment focuses on the physical state and usability of individual park amenities, such as playground equipment, sports facilities, seating areas, and restrooms. It also evaluates the health and coverage of the tree canopy and other vegetation, the condition of paved surfaces like walkways and courts, and the quality of lighting and site furnishings. Parks that score well in this category have well-maintained, attractive, and fully functional amenities that meet community needs.
Safety and Comfort
This category addresses how safe and comfortable visitors feel while using the park. It considers factors such as visibility and clear sightlines, adequate lighting for evening use, and the presence of active park users that promote a welcoming environment. The evaluation also looks for signs of misuse or vandalism, ease of navigation within the park, proximity to busy roadways, potential physical hazards (e.g., damaged surfaces or unsafe structures), and the management of natural features like slopes and water bodies to minimize safety risks. 98 PARKS MASTER PLAN
Maintenance
Maintenance evaluates the ongoing care required to keep the park attractive, functional, and safe.
This includes reviewing the presence of litter, graffiti, worn or damaged amenities, and landscaping issues such as overgrown vegetation or unhealthy trees. A strong maintenance program ensures that parks remain welcoming, enjoyable, and in good condition, supporting their continued use and long-term sustainability.
It is important to note that the consultant team conducted in-person site assessments of Redlands parks over the summer of 2023. This assessment establishes a baseline understanding and a “snapshot” in time of the system’s existing conditions, facilities, and amenities. This assessment does not account for additions and improvements to the system that were not completed in the 2023 fiscal year or other improvements to the system that have occurred since the site assessments were conducted.
Each summary includes key information on existing amenities and features available at each site.
To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decision-making as the City continues to develop and enhance its parks and recreational facilities.
Summaries and maps for all parks like the ones below can be found in APPENDIX E along with assessments for the Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center, Joslyn Center, and Carriage House at Prospect Park.
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PARKS & FACILITIES ASSESSED
PARK ACRES PARK ACRES
Brookside Park 9.50 Lincoln Park 8.51
Caroline Park 18.20 Martinez Park 18.20
Clement Middle School Fields (RUSD) 11.00 Oakmont Park 14.60 Crafton Park 6.80 Orange Street Alley 0.10
Ed Hales Park 0.20 Orangewood High School Fields (RUSD) 3.12 Ford Park 20.40 Prospect Park 31.60
Franklin Park 0.70 Redlands Sports Park 36.20
Galway Avenue Park (CFD) 0.29 Simond's Parkway 0.80
Heritage Park 18.40 Smiley Park 8.30
Israel Beal Park 8.10 Sylvan Park 18.40
Jennie Davis Park 2.80 Texonia Park 8.50
Judson Park East (CFD) 1.34 The Annex 0.69
Judson Park West (CFD) 5.34 The Terrace 2.40
Laramie Park 1.60 Triangle Park 0.01
Total Acres
256.10
REDLANDS PARK SITES ASSESSED
REDLANDS FACILIITES ASSESSED
Joslyn Senior Center
Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center Carriage House at Prospect Park
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LOCATION MAP
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FINDINGS
Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center
• Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center is a one story, Exterior CMU Walls. Overall, the building structural system and infrastructure seem to be okay, however due to lack of regular maintenance and repair, the rest of the building, especially the finishes, must be replaced or repaired. The exterior finishes are in good condition; however, it is dirty and needs to be pressure washed. The existing builtup and PVC roof are in good condition and is approximately 10 years old. The existing HVAC system is working fine for about 15 yrs. but will soon need to be replaced and the existing Swamp cooler needs replacement withing the next 5 years. • The existing Men’s and Women’s restrooms in the community center are non A.D.A. compliant and need to be renovated for compliance.
• The existing Accessible stall and counter tops in the Women’s restroom in the Senior center is non-A.D.A compliant and need to be renovated. • The two existing ramp handrails do not have the required handrail extensions. Currently, this does not meet ADA requirements.
• The service counter in the lobby is too high and non-A.D.A compliant. • Most of the buildings’ lighting fixtures are fluorescent, and do not illuminate sufficiently in areas and should be replaced with new LED light fixtures. • The carpet flooring is dirty, worn-out, and needs replacement. • The existing 2x4 and 2x2 tile ceilings are old and in need of being replaced.
PARK
ACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCE
OVERALL ASSESSMENT SCOREPARK
ACCESS & CONNECTIVITYCONDITION & FUNCTIONALITY SAFETY & COMFORTMAINTENANCE
OVERALL ASSESSMENT SCORE
Brookside Park 1.80 3.50 3.20 3.25 2.94 Laramie Park 3.10 3.57 3.60 3.75 3.51 Caroline Park 1.80 3.67 2.00 3.75 2.80 Lincoln Park 2.10 2.83 3.60 3.00 2.88 Clement Middle School Fields (RUSD) 1.20 2.86 3.20 2.00 2.31 Oakmont Park 2.60 3.13 3.60 4.00 3.33 Martinez Park 1.60 3.50 3.40 2.00 2.63 Orange Street Alley 2.30 2.83 4.20 3.00 3.08 Crafton Park 1.30 3.20 3.60 2.50 2.65 Orangewood High School Fields (RUSD) 0.20 2.89 3.20 3.00 2.32 Ed Hales Park 3.90 4.13 3.80 3.75 3.89 Prospect Park 2.20 3.44 3.80 4.75 3.55 Ford Park 1.70 3.30 3.60 3.75 3.09 Redlands Sports Park 1.70 3.22 4.20 3.75 3.22 Franklin Park 0.80 2.50 2.80 3.50 2.40 Simond's Parkway 0.80 3.33 5.00 2.50 2.91 Galway Avenue Park (CFD) 2.50 3.89 4.00 4.75 3.78 Smiley Park 3.00 4.00 4.00 4.25 3.81 Heritage Park 2.40 3.89 4.00 4.00 3.57 Sylvan Park 2.70 3.40 3.60 3.25 3.24 Israel Beal Park 1.80 3.90 4.00 4.25 3.49 Texonia Park 2.00 2.90 4.00 3.50 3.10 Jennie Davis Park 2.10 3.11 3.20 3.25 2.92 The Annex 2.00 3.40 3.60 4.00 3.25 Judson Park East (CFD) 2.50 4.11 4.00 4.75 3.84 The Terrace 2.60 3.38 4.20 4.25 3.61 Judson Park West (CFD) 2.50 4.11 4.00 4.75 3.84 Triangle Park 3.50 3.86 3.60 3.50 3.61 Poor 0-1, Fair 2, Good 3, Great 4-5
REDLANDS PARK ASSESSMENT SCORES
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• The existing drinking fountains in the Gloria Flores Senior Center and the Joe R. Gonzales Community Center do not meet ADA requirements and need replacement with low-hi type drinking fountains to comply with accessible requirements. • The existing light switches and outlets are non-compliant and must be lowered to meet ADA compliant height.
• The existing walls and flooring in game room #2 are worn out, dented, and need to be replaced.
• Some of the building’s door hardware are knobs which are non-A.D.A compliant and need to be replaced with compliant type.
• The thresholds at both Raquette Ball courts entrances are non-A.D.A compliant and must be replaced.
• The vinyl tile and carpet flooring in the Joe R. Gonzales Community Center are dirty and worn-out and need replacement.
Joslyn Senior Center
• Joslyn Senior Center is a one story, Exterior wood framing Walls & wood roof frame building. Overall, the building structural system and infrastructure seem to be okay.
The existing Kitchen was newly renovated and in good condition. The men’s and women’s restroom were also newly renovated and A.D.A compliant. Alarming is the existing built-up roofing systems, which appears to be very old with exposed felt and rusted parapet caps. This must be replaced with a new roof system very soon. The existing HVAC system for the entire facility is over 20 years old and needs to be replaced. Faculty has no control over the temperature; it is either too cold or does not get cold enough.
• The existing stage in the dining area is non-A.D.A compliant and needs a compliant ramp orlift.
• The two exterior stair handrails do not have the required extension and are not up to code.
• The threshold at the exterior door in the dining area are raise and non-A.D.Acompliant. • The service counter in the lobby is too high and non-A.D.A compliant. • The Rap Room needs extra storage, currently there is an area behind a curtain that is being used as storage.
• The existing sliding door in the game room is non A.D.A. compliant. • The carpet flooring is dirty, worn-out, and needs replacement. • The existing 2x4 ceiling tiles are old and in need of being replaced. • Most door hardware is non A.D.A. compliant with knobs and vertical bars, that must be replaced with compliant type.
• The existing light switches and outlets are non-compliant. • The building lighting fixtures are old fluorescent; we recommend replacement of all the existing light fixtures with new LED fixtures.
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The Carriage House at Prospect Park
• The Carriage House at Prospect Park is a two story, wood frame building with wood shingle siding and stone retaining walls. Overall, the building structural system and infrastructure seem to be okay, however due to lack of regular maintenance and repair, the rest of the building, especially the finishes, must be replaced or repaired.
The exterior wood shingle siding needs some repairs and patching. However, the existing stone retaining walls on the exterior are in good condition. The existing asphalt roof shingles and HVAC are over 15 years old and worn-out and will soon need to be replaced within the next 5years.
• The existing Men’s and Women’s restrooms on the lower level and top level do not meet all A.D.A standards and require renovation.
• The existing countertop height in the kitchen in the main building and the adjacent building are non- A.D.A compliant and must be replaced. • The existing drinking fountain needs to be replaced with a low-hi type drinking fountain to comply with accessible requirements.
• The wood flooring in the living room area on the top floor needs some repairs and refinishing as there are cracks and dents in the floor. • The existing restroom and bathing room in the adjacent single bedroom building do not meet the A.D.A requirements and must be renovated.
• Most of the building lighting fixtures are fluorescent, and do not illuminate sufficiently in areas and should be replaced with LED light fixtures. • The carpet flooring in the lower level is dirty, worn-out, and needs replacement. • Access to the single bedroom provides a level change of approximately 3” and does not meet A.D.A. requirements. A compliant A.D.A. ramp must be provided. • The wood shingle siding on the south side exterior have many shingles that are cracked, cupped, and needs to be replaced. We recommend refinishing the wood shingle siding to maintain its longevity.
Key Takeaways
• The Gloria Flores Senior Center and the Joe R. Gonzales Community Center facility is city-owned and maintained and serves as a large community resource. • Most building systems are functional but aging, with several elements rated Fair (C) or Poor (D).
• Several features are Non-Compliant with ADA standards (ramps, service counters, outlets).
• Significant investment (approx. $3M) is required to address deficiencies and bring the building up to modern compliance and service standards. 104
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• The Joslyn Senior Center is a smaller downtown facility, city-owned and maintained. • The building is in mixed condition, with many elements rated Fair (C) to Poor (D), and several items Non-Compliant (NC) with ADA standards.
• HVAC, lighting, and service counters are in need of upgrades; storage is missing. • Estimated $1.5M is needed to address deficiencies and maintain safe, accessible operations.
• The Carriage House at Prospect Park is a historic facility (built in 1896), smaller in size but significant in cultural and community value.
• Condition is mixed, with many systems rated Fair (C) and some Failing (F). • The facility lacks a fire sprinkler system and likely has limited ADA compliance, both major concerns.
• Estimated $1.25M is required for rehabilitation and modernization while respecting historic preservation needs.
4.2.6 GENERAL OBSERVATIONS
1. Access & Connectivity Evaluation
• Parks are linked to regional trails (Orange Blossom, Zanja, canyon/nature trails). • Pathway systems vary: some have concrete walks, DG paths, or interpretive trails with signage; others lack internal pathways (all turf only). • Crosswalks and traffic signals noted at some adjacent intersections improve safety. • Street buffers: shrubs, turf, and planters help define edges and provide permeability. • Transit: A few parks are served by nearby bus stops; most rely on walking/biking or adjacent parking.
2. Topography & Site Conditions Evaluation
• Flat parks are common, especially those with sports fields. • Some sites feature sloped topography: terraced turf, raised picnic areas overlooking ponds, or amphitheater seating.
• Unique landscapes: Redwood grove, oak/citrus groves, canyon slopes, carriage house hilltop.
• Vegetation: Native plantings (oak, citrus, redwoods) add ecological value. Some areas lack plantings or show stressed turf.
• Drainage/erosion: No major issues mentioned, but cracked paving and turf stress indicate site wear.
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3. Parking & Circulation Evaluation
• Parking types: Street parking, angled street parking, and small lots near schools. Some parks only have one lot serving multiple facilities.
• Circulation: Concrete walks connect most major amenities; some areas limited to DG paths or turf access only.
• Accessibility: Playgrounds and skatepark noted as accessible; some cracked/sloped paving at playgrounds reduces usability.
• Edge permeability: Planting buffers along 75% of some park hardscapes; others are open turf directly to sidewalk.
4. Facilities & Maintenance Evaluation
• Restrooms: Present in most parks, generally functional. • Maintenance: Generally regular and effective, though issues persist:
o Turf quality inconsistent (well-maintained in some, weeds/stress in others). o Playground surfacing (PIP rubber) worn in high-use areas. o Missing or declining shrubs in planters.
o Occasional graffiti/vandalism on sculptures and structures. • Irrigation: Some sites lack irrigation or show need for turf/shrub upkeep.
5. Amenities & Structures Evaluation
• Sports facilities: Soccer, baseball/softball, basketball, tennis, pickleball, volleyball, fishing ponds, disc golf.
• Playgrounds: Widely present, mostly in good condition but some surfacing repair needed. • Community/cultural amenities: Amphitheater, stage with plaques, Redlands Bowl, Smiley Library, Lincoln Memorial, sculptures, historical plaques/signs. • Picnic infrastructure: Shelters, gazebos, group areas, tables, and benches (though benches are inconsistently available).
• Lighting: Field lighting present on soccer fields (MUSCO, parking lot lighting in places).
Most parks lack general park lighting, with occasional pathway lights. • Other structures: Skatepark, exercise stations, dog parks, arbors, drinking fountains, concession building.
6. General Observations & Enhancements Evaluation
• Strengths: Wide variety of recreational, cultural, and natural features; native plantings add uniqueness; regular maintenance evident in many parks. • Weaknesses: Turf wear/stress, inconsistent availability of benches and lighting, cracked paving, shrub/planter gaps.
• Opportunities:
o Add general park lighting for safety and usability.
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o Increase benches and shaded seating areas.
o Repair/upgrade playground surfacing and cracked pavement. o Expand irrigation/plantings in under-landscaped areas. • Threats:
o Vandalism/graffiti (ongoing maintenance demand).
o Turf stress and weeds reducing usability.
o Limited irrigation and planting gaps may worsen with drought conditions.
Full Facility & Park Evaluations can be found in APPENDIX E 107
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4.3 INVENTORY, ASSESSMENT, AND LEVELS OF
SERVICE
Level of Service (LOS) standards provide a framework for evaluating the availability and distribution of parks, facilities, and amenities across the City of Redlands. By calculating this inventory in relation to the City’s current population, we can better understand how well the community is being served today—and where future improvements may be needed.
These standards help guide planning decisions around the development, enhancement, and equitable access to parks and recreation facilities. They are informed by a combination of sources, including National Recreation and Park Association (NRPA) guidelines, 2023 national participation trends from the Sports and Fitness Industry Association (SFIA), feedback from the community and stakeholders, findings from the statistically valid survey, and input from City staff.
Level of Service analysis also considers the contributions of other service providers in the region to present a complete picture of available resources. While these standards are not one-size-fitsall, they provide valuable direction for identifying gaps or surpluses in the system and shaping future investments that reflect Redlands growth, demographics, and evolving recreational needs. 108
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4.3.1 LEVEL OF SERVICE
The Level of Service analysis indicates that Redlands will require additional parkland and amenities to meet both current and future needs. While planned improvements at Coyazo Park add new fields, gaps remain in neighborhood and community park acreage, trails, tennis and pickleball courts, splash pads, picnic shelters, and indoor recreation space. Addressing these shortfalls through targeted investment will be key to ensuring equitable access, supporting community health, and maintaining the quality of recreation opportunities for all residents.
Park Type City of
Redlands Schools Total Inventory
Meet Standard/
Need Exists Inventory Total
2024-2034
Meet Standard/
Need Exists
Neighborhood Parks 55.05 14.12 69.17 0.93 acres per 1,000 1.00 acres per 1,000 Need Exists 5 Acre(s) Need Exists 8 Acre(s) Community Parks 176.00 - 176.00 2.38 acres per 1,000 2.00 acres per 1,000 Meets Standard - Acre(s) Coyazo Park 12.00 Meets Standard - Acre(s) Pocket Parks 10.93 - 10.93 0.15 acres per 1,000 0.05 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s) Regional Park - - - - acres per 1,000 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s) Total Developed Park Acres 241.98 14.12 256.10 3.46 acres per 1,000 3.05 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s) Special Use Parks / Sites - - - - acres per 1,000 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s) Total Park Acres 241.98 14.12 256.10 3.46 acres per 1,000 3.05 acres per 1,000 Meets Standard - Acre(s) Meets Standard - Acre(s) TRAILS:
Trails (paved and unpaved) 37.16 37.16 0.50 mile per 1,000 0.45 mile per 1,000 Meets Standard - Mile(s) Meets Standard - Mile(s) OUTDOOR AMENITIES:
Basketball Courts 1 8 9 1.00 court per 8,222 1.00 court per 10,000 Meets Standard - Court(s) Meets Standard - Court(s) Tennis Courts 5 6 11 1.00 court per 6,727 1.00 court per 7,500 Meets Standard - Court(s) Meets Standard - Court(s) Pickleball Courts 10 - 10 1.00 court per 7,400 1.00 court per 7,500 Meets Standard - Court(s) Need Exists 0.2 Court(s) Ball Fields (Diamond) 3 5 8 1.00 field per 9,867 1.00 field per 10,000 Meets Standard - Field(s) Coyazo Park 1.00 Meets Standard - Field(s) Multi-purpose Fields (soccer/rectangular) 39 1 40 1.00 field per 1,850 1.00 field per 5,000 Meets Standard - Field(s) Coyazo Park 3.00 Meets Standard - Field(s) Playgrounds 12 - 12 1.00 site per 6,167 1.00 site per 5,500 Need Exists 1 Site(s) Need Exists 2 Site(s) Picnic Shelters 6 - 6 1.00 site per 12,333 1.00 site per 10,000 Need Exists 1 Site(s) Need Exists 2 Site(s) Shade Shelter 13 - 13 1.00 site per 5,692 1.00 site per 7,500 Meets Standard - Site(s) Meets Standard - Site(s) Outdoor Swimming Pools - - - 1.00 site per - 1.00 site per 50,000 Need Exists 1 Site(s) Need Exists 1.54 Site(s) Skate Parks 1 - 1 1.00 site per 73,999 1.00 site per 40,000 Need Exists 1 Site(s) Need Exists 1 Site(s) Splash Pads - - - 1.00 site per #DIV/0! 1.00 site per 25,000 Need Exists 3 Site(s) Need Exists 3 Site(s) Dog Parks 2 - 2 1.00 site per 37,000 1.00 site per 30,000 Need Exists 0.5 Site(s) Need Exists 1 Site(s) INDOOR AMENITIES:
Indoor Fitness / Recreation Space 46,199 - 46,199 0.62 SF per person 1.00 SF per person Need Exists 27,800 Square Feet - Need Exists 30,664 Square Feet 73,999
76,863
2024 Estimated Population
2034 Estimated Population
2024 Inventory - Developed Facilities 2024 Standards 2034 Standards Current Service Level based
upon population
Recommended Service
Levels;
Revised for Local Service
Area
Additional Facilities/
Amenities Needed
Additional Facilities/
Amenities Needed
Anticipated Future Park
Development 2024 - 2034
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4.4 EQUITY MAPPING
Service area maps and standards allow the City of Redlands to assess how parks and recreation amenities are distributed across the community and whether they align with population density and neighborhood needs. These maps are based on recommended levels of service for each park and amenity type and help identify areas that may be underserved or oversupplied.
By comparing geographic access to population-based standards, the City can pinpoint gaps in service and make informed decisions about future investments. This ensures that capital improvement efforts not only address system-wide needs but also promote equitable access to parks and facilities for all residents. The different service area rings highlight the reach of various providers, reflecting the broader network of resources available to the Redlands community. 110
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4.4.1 COMMUNITY PARKS
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4.4.2 NEIGHBORHOOD PARKS
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4.4.3 POCKET PARKS
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4.4.4 REGIONAL PARK
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4.4.5 SPECIAL USE PARKS
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4.4.6 DOG PARKS
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4.4.7 SKATE PARKS
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4.4.8 BALL FIELDS (DIAMOND)
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4.4.9 MULTI-PURPOSE FIELDS
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4.4.10 BASKETBALL COURTS
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4.4.11 PICKLEBALL COURTS
4.4.12 4.4.13
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4.4.14 TENNIS COURTS
4.4.15 122
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4.4.16 SHADE SHELTER
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4.4.17 PICNIC SHELTERS
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4.4.18 PLAYGROUNDS
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4.4.19 SPLASH PADS
4.4.20 126
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4.4.21 OUTDOOR SWIMMING POOLS
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4.4.22 TRAILS (PAVED AND UNPAVED)
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4.4.23 INDOOR FITNESS / RECREATION SPACE
4.4.24 129
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4.5 RECOMMENDED PARKS IMPROVEMENTS PLAN
The Recommended Parks Improvements Plan (RPIP) for
Redlands serves as a strategic framework for prioritizing, funding, and delivering critical infrastructure and facility projects that enhance the city’s livability, sustainability, and long-term growth. This plan focuses on targeted
investments in parks, recreational amenities, community centers, and public spaces to meet the evolving needs of Redlands diverse and growing population.
A key component of the RPIP is the alignment of
available financial resources to support these
improvement projects. Redlands utilizes a variety of
existing funding sources to make these initiatives
possible, including:
General Fund, DIF, CDBG and various Grant opportunities.
Through the strategic use of these resources, the City ensures responsible fiscal management while advancing projects that promote environmental stewardship, community wellness, and economic vitality. As Redlands continues to thrive, this Recommended Improvements Plan provides a clear and actionable roadmap for creating vibrant public spaces and strengthening community infrastructure—today and for future generations.
To provide greater clarity and transparency, the PRIP is organized into three distinct categories:
4. Projects that are planned and have secured funding
5. Projects that are planned but not yet funded
6. Projects that have been completed in the last several years This structure allows stakeholders to easily understand the current status of each initiative, track progress over time, and anticipate future development efforts as the plan evolves. 130
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As outlined in the table below, the City has several planned and funded projects underway, reflecting its continued investment in quality of life. These include Texonia Park, Coyazo Park and Sylvan Park as well as phase 3 of the Orange Blossom Trail. The city has also completed recent improvements at Ford Park and Martinez (Community) Park.
The following chart provides a comprehensive, park-by-park breakdown of estimated improvement costs along with the projected phases for implementation. This visual summary offers a clear look at how capital improvement efforts are distributed across Redlands park system and when each project is anticipated to be completed.
It is important to note that this chart represents a point-in-time snapshot based on current priorities, available funding, and project planning as of the publication of this report. As new projects are introduced, priorities shift, and funding sources evolve, the timeline and cost estimates will be updated accordingly.
This dynamic planning tool is designed to support transparency, guide resource allocation, and ensure that Redlands continues to respond effectively to the community’s recreational needs.
TOTAL PROJECTS PLANNED FUNDED $8,060,000
PARKS PLANNED FUNDED $7,100,000
FACILITIES PLANNED FUNDED $0
TRAILS PLANNED FUNDED $960,000
TOTAL PROJECTS PLANNED NEED FUNDING $35,770,000
PARKS PLANNED NEED FUNDING $29,760,000
FACILITIES PLANNED NEED FUNDING $5,750,000
TRAILS PLANNED NEED FUNDING $260,000
TOTAL PROJECTS COMPLETED $1,550,000
PARKS COMPLETED $1,550,000
FACILITIES COMPLETED $0
TRAILS COMPLETED $0
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Parks Acres Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 25/26 FY 26/27 FY 28 & beyond
268.10 $1,550,000 $7,100,000 $29,760,000 $3,150,000 $7,800,000 $27,460,000 $38,410,000 Brookside Park 9.50 $0 $0 $10,300,000 $0 $0 $10,300,000 $10,300,000 Caroline Park 18.20 $0 $0 $0 $0 $0 $0 $0
Clement Middle School Fields (RUSD) 11.00 $0 $0 $0 $0 $0 $0 $0 Coyazo Park 12.00 $0 $800,000 $0 $800,000 $0 $0 $800,000 Crafton Park 6.80 $0 $0 $1,800,000 $0 $0 $1,800,000 $1,800,000 Ed Hales Park 0.20 $0 $0 $800,000 $0 $800,000 $0 $800,000 Ford Park 20.40 $850,000 $0 $800,000 $850,000 $0 $800,000 $1,650,000 Franklin Park 0.70 $0 $0 $0 $0 $0 $0 $0
Galway Avenue Park (CFD) 0.29 $0 $0 $0 $0 $0 $0 $0
Heritage Park 18.40 $0 $0 $850,000 $0 $0 $850,000 $850,000 Israel Beal Park 8.10 $0 $0 $0 $0 $0 $0 $0
Jennie Davis Park 2.80 $0 $0 $1,350,000 $0 $0 $1,350,000 $1,350,000 Judson Park East (CFD) 1.34 $0 $0 $0 $0 $0 $0 $0
Judson Park West (CFD) 5.34 $0 $0 $0 $0 $0 $0 $0
Laramie Park 1.60 $0 $0 $0 $0 $0 $0 $0
Lincoln Park 8.51 $0 $0 $0 $0 $0 $0 $0
Martinez (Community) Park 18.20 $700,000 $0 $0 $700,000 $0 $0 $700,000 Oakmont Park 14.60 $0 $0 $0 $0 $0 $0 $0
Orange Street Alley 0.10 $0 $0 $0 $0 $0 $0 $0
Orangewood High School Fields (RUSD) 3.12 $0 $0 $0 $0 $0 $0 $0 Prospect Park 31.60 $0 $0 $0 $0 $0 $0 $0
Redlands Sports Park 36.20 $0 $0 $2,300,000 $0 $0 $2,300,000 $2,300,000 Simond's Parkway 0.80 $0 $0 $0 $0 $0 $0 $0
Smiley Park 8.30 $0 $0 $1,500,000 $0 $0 $1,500,000 $1,500,000 Sylvan Park 18.40 $0 $800,000 $1,300,000 $800,000 $1,300,000 $0 $2,100,000 Texonia Park 8.50 $0 $5,500,000 $0 $0 $5,500,000 $0 $5,500,000 The Annex 0.69 $0 $0 $0 $0 $0 $0 $0
The Terrace 2.40 $0 $0 $0 $0 $0 $0 $0
Triangle Park 0.01 $0 $0 $0 $0 $0 $0 $0
General Parks $0 $0 $8,760,000 $0 $200,000 $8,560,000 $8,760,000 Facilities Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 25/26 FY 26/27 FY 28 & beyond
46,199 $0 $0 $5,750,000 $0 $0 $5,750,000 $5,750,000
Joslyn Senior Center 8,666 $0 $0 $1,500,000 $0 $0 $1,500,000 $1,500,000 Joe R. Gonzales Community Center and Eddie and
Gloria Flores Senior Center 32,333 $0 $0 $3,000,000 $0 $0 $3,000,000 $3,000,000 Carriage House 5,200 $0 $0 $1,250,000 $0 $0 $1,250,000 $1,250,000 Trails Miles Completed Planned Planned P1 P2 P3 TOTAL
Funded Need Funding FY 25/26 FY 26/27 FY 28 & beyond
39.76 $0 $960,000 $260,000 $960,000 $0 $260,000 $1,220,000 Bluff's Trail 1.60 $0 $0 $0 $0 $0 $0 $0
Caroline Park Trail 1.40 $0 $0 $0 $0 $0 $0 $0
Creekside Trail 1.50 $0 $0 $0 $0 $0 $0 $0
East Valley Corridor Trail 2.10 $0 $0 $0 $0 $0 $0 $0
Garden/Mariposa Trail 1.50 $0 $0 $0 $0 $0 $0 $0
Herngt 'Aki' Trails 16.25 $0 $0 $0 $0 $0 $0 $0
Orange Blossom Trail 2.50 $0 $960,000 $0 $960,000 $0 $0 $960,000 Prospect Park Trail 0.70 $0 $0 $0 $0 $0 $0 $0
Saha'tapa Trail 1.75 $0 $0 $0 $0 $0 $0 $0
San Timoteo Nature Trails 5.23 $0 $0 $0 $0 $0 $0 $0
Sylvan Park Trail 1.00 $0 $0 $0 $0 $0 $0 $0
Teddy's Trail 0.50 $0 $0 $0 $0 $0 $0 $0
The Terrace Trail 0.38 $0 $0 $0 $0 $0 $0 $0
Zanja Trail 0.75 $0 $0 $0 $0 $0 $0 $0
New Trails 2.60 $0 $0 $260,000 $0 $0 $260,000 $260,000
Square
Footage
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The following improvements are recommended:
• Ford Park – Phase 1 (FY 25/26)
Renovation of the existing restroom facility at Ford Park to improve accessibility, functionality, and user experience; project completed in summer 2025. • Orange Blossom Trail – Phase 1 (FY 25/26)
Phase 3 improvements to approximately 5 miles of the Orange Blossom Trail, including upgrades to enhance safety, functionality, and overall user experience as part of the City’s priority trail investment program.
• Coyazo Park – Phase 1 (FY 25/26)
Construction of a new equipment building at Coyazo Park to support park operations, storage needs, and ongoing maintenance activities.
• Sylvan Park -Phase 2 (FY 26/27)
Renovation of the existing restroom facility at Sylvan Park to improve accessibility, functionality, and user experience and add a BMX Pump Track. • Texonia Park – Phase 2 (FY 26/27)
Renovation of Texonia Park with construction of a parking lot, installation of an inclusive playground, splash pad, ADA walking paths, bathroom renovation and sports fields, dog park, renovation of basketball courts, and shade structures. • Smiley Park – Phase 3 (FY 28 & Beyond)
Install Family friendly amenities such as playground, ADA walking paths, restroom, etc. to improve accessibility, functionality, and user experience. • Brookside Park – Phase 3 (FY 28 & Beyond)
Development of new recreational amenities at Brookside Park, including replacement of playground equipment, a splash pad, and a 10,000-square-foot skatepark to expand active recreation opportunities and serve a wide range of age groups. • Heritage Park – Phase 3 (FY 28 & Beyond)
Construction of a new restroom facility at Heritage Park to address visitor needs and support increased park usage and programming.
• Crafton Park – Phase 3 (FY 28 & Beyond)
Installation and replacement of a playground, all-inclusive play and creating a destination for the community by enhancing family friendly amenities. 133
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• Redlands Sports Park – Phase 3 (FY 28 & Beyond)
Installation of a playground, dog park, all-inclusive play and creating a destination for the community by enhancing family friendly amenities.
• Jennie Davis – Phase 3 (FY 28 & Beyond)
Renovation of the existing restroom facility at Jeannie Davis Park to improve accessibility, functionality, and user experience and add pickleball courts. • Ed Hales Park – Phase 3 (FY 28 & Beyond)
Development of a new playground, or interactive play at Ed Hales Park to improve recreational offerings for children and families within the downtown area. Fostering family-friendly environments and art and cultural amenities (e.g. sensory and adaptive equipment, accessible surfaces with cultural integration such as murals or artwork). • New Trails – Phase 3 (FY 28 & Beyond)
Construction of approximately 2.60 miles of new trails to meet projected community needs through 2034, expanding the City’s trail network and improving connectivity for walking, biking, and other non-motorized recreation.
• Joe R. Gonzales Community Center and
Eddie and Gloria Flores Senior Center – Phase 3 (FY 28 & Beyond) The Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center is a city-owned and maintained facility that serves as a major community resource. While most building systems remain functional, many are aging and several components are rated Fair (C) or Poor (D). Multiple features, including ramps, service counters, and electrical outlets, are non-compliant with ADA standards. An estimated $3 million investment is required to address deficiencies and bring the facility into compliance with modern accessibility, safety, and service standards.
• Joslyn Senior Center – Phase 3 (FY 28 & Beyond)
The Joslyn Senior Center is a smaller, city-owned facility located in the downtown area.
The building is in mixed condition, with many elements rated Fair (C) to Poor (D), and several features identified as non-compliant with ADA requirements. Key building systems, including HVAC, lighting, and service counters, require upgrades, and adequate storage is lacking. Approximately $1.5 million is needed to correct deficiencies and maintain safe, accessible operations.
• Carriage House at Prospect Park – Phase 3 (FY 28 & Beyond) The Carriage House at Prospect Park is a historic facility constructed in 1896 and holds significant cultural and community value despite its smaller size. The building is in mixed condition, with many systems rated Fair (C) and some failing (F). The absence of a fire sprinkler system and limited ADA compliance present major safety and accessibility concerns. An estimated $1.25 million is required for rehabilitation and modernization, with improvements designed to respect historic preservation requirements. 134
PARKS MASTER PLAN
CHAPTER FIVE VISIONING AND KEY
RECOMMENDATIONS
As a part of developing the Parks Master Plan, city staff was engaged in an iterative visioning process to review the Values, Vision and Mission and develop key themes, priorities and implementation. This resulted in affirming the core values and updating the Mission and Vision statements along with developing key themes that will guide the prioritization and implementation of this plan.
5.1 MISSION
The updated mission statement is
“Preserve history, celebrate community, and deliver exceptional service”
5.2 VISION STATEMENT
The updated vision statement is
“To be the go-to-place”
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5.3 VALUES
The values of Teamwork, Integrity, Enjoyment and Safety are paramount in the day-to-day operations and how to plan for the future.
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5.4 BIG MOVES
Secure and Expand Dedicated Funding Sources
• Develop sustainable and focused funding strategies, including grants, sponsorships, and possible tax initiatives.
• Allocate funding specifically for maintenance, security, and facility upgrades. • Balance investment between the replacement of aging amenities and the development of new park features.
Enhance Safety, Security, and Accessibility
• Prioritize security measures in parks, trails, and facilities to ensure user safety. • Improve trail signage, lighting availability, and accessibility for all users. • Ensure compliance with safety and accessibility standards across all parks.
Address Deferred Maintenance and Facility Upgrades
• Implement a structured plan to tackle deferred maintenance, focusing on park restroom renovations and other essential infrastructure.
• Establish a park equipment replacement schedule that balances the maintenance of existing facilities with the development of new amenities. • Upgrade facilities to meet modern standards while maintaining a consistent, high-quality user experience.
Develop a Comprehensive Marketing Plan
• Create a cohesive marketing strategy to increase awareness of programs, events, and amenities through all channels (social media, signage, campaigns). • Highlight unique features like themed parks and community events to attract broader audiences.
• Ensure effective communication of available resources and opportunities for community involvement.
Optimize Staffing and Operations
• Increase staffing levels to support 7-day, year-round operations. • Provide training and resources to ensure operational excellence and the ability to meet growing community needs.
• Focus on interdepartmental connectivity to streamline operations and enhance service delivery.
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PARKS MASTER PLAN
CHAPTER SIX CONCLUSION
The Redlands Parks Master Plan is a forward-thinking guide to strengthen the city’s proud legacy of parks, recreation, and community life. Shaped by Redlands’ historic charm and enriched by robust community input, the Plan reflects the aspirations of residents, city staff, and partners who are committed to honoring the past while creating opportunities for the future.
This process was a chance for Redlands to reconnect with its roots and chart a bold direction forward. From the timeless beauty of Prospect Park and the community traditions of the Redlands Bowl Summer Music Festival, to the open spaces, sports fields, and historic orange groves that define the city’s character, Redlands’ identity is inseparable from its parks and cultural resources. With this in mind, the department embraced a revitalized Vision: To Be the Go-To Place, supported by a mission that centers on Preserve history, celebrate community, and deliver exceptional service. These commitments reflect a promise to build welcoming, inspiring, and inclusive spaces for all.
The Master Plan also identifies five “Big Moves” that respond to both current needs and future opportunities:
• Expand and enhance Redlands’ recreation spaces and facilities • Strengthen staffing and professional development to serve a growing community • Deepen cultural programming and community engagement, building on traditions like the Redlands Bowl
• Invest in infrastructure, safety, and the long-term care of parks, trails, and open spaces • Secure sustainable funding and cultivate partnerships that extend Redlands’ impact These priorities are grounded in the voices of residents who shared their perspectives through surveys, workshops, and community forums. From families seeking more youth programs, to older adults desiring expanded recreation opportunities, to neighbors calling for better connections between trails and open spaces, the community’s message was clear: Redlands is ready to grow while staying true to its values of equity, connection, and belonging.
As Redlands plans for the future, this Master Plan offers a clear and actionable roadmap— balancing bold aspirations with practical solutions. With strong leadership, collaborative partnerships, and continued investment, Redlands will remain a community defined by its parks, cultural traditions, and gathering places—a true “go-to place” for residents and visitors alike, today and for generations to come.
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CHAPTER SEVEN APPENDICES
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APPENDIX B - ONLINE COMMUNITY SURVEY
CHARTS & GRAPHS
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19%
40%
20%
10%
8%
3%
18-34 35-44 45-54 55-64 65-74 75+
What is your age?
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4%
32%
63%
0% 0%
Prefer not to
disclose
Male Female Non-binary Prefer to selfdescribe
Your gender identity:
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9%
2% 2%
74%
1%
11%
Asian or Asian
Indian
Black or
African
American
American
Indian or
Alaska Native
White or
Caucasian
Native
Hawaiian or
other Pacific
Islander
Other (please
specify)
Which of the following best describes
your race?
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APPENDIX C - PROGRAM INVENTORY
ACTIVE ADULT
Bingo Chess Group
Deaf Club French Class
Heartfulness Meditation Joslyn Joy Writers
Joslyn Painters Knitting Group
Learn to Play Bridge Mahjong Group
Needle Pointers Party Bridge
Quilting Group Senior Discussion Group
Women's Discussion Group
ATHLETICS
dult Tennis - Beginner Adult Tennis - Intermediate
Basketball Camps Basketball Club
Basketball Kills Basketball Leagues
BEST Intro to Soccer BEST Multi Sport
Cheerleading Escola Soccer
Pickleball League Pickleball Organized Play
Racquetball Tennis - Future Stars
Tennis - Rising Stars Tennis - Team Tennis
Tennis - Tennis Academy UK Soccer Camp
Volleyball Camp Volleyball Club
Volleyball Rec
CULTURE ENRICHMENT
Art Lessons Billiards
Lego Camps Mandarin Classes
Piano Lessons Recording Studio
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EVENTS
Afternoon Delights Socials Afternoon Education Presentations Blood Pressure Checks Cell Phones 101
Christmas Block Party Christmas Tree Lighting Ceremony
Coffee, Donuts & Trivia Dinner & Dances
Downtown Morning Market Halloween on Olive
Midnight Hoops Movies in the Park
Music Festival Workshops Paint & Sip
Summer Swish Swim Days
Theater Workshops
HEALTH & FITNESS
Adult Jazz Afternoon Line Dance
Ballet 2 Ballet 3
Bolly Tots Bolly Tots 2
Bolly X Workout Bollywood Dance
Chair Yoga Evening Line Dance
FSA Meal Service Hula Lessons
Indian Folk Dance Jazz Dance
Morning Line Dance Street Smarts
Sunshine Dance Tai Chi
Tap Dance Tiger Claw Karate
Zumba
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APPENDIX D - SIMILAR PROVIDERS
Name of Agency Location in
the City
Operator
(Public /
Private /
Not-forProfit
General Description
Price
Comparison
with your
Services
(Same /
Lower /
Higher)
Distance in
minutes from
your Prime
Facility
24 hour Fitness 27621 San
Bernardino Ave
Private Fitness Facility with
some classes
Higher 7 minutes
Highland Family YMCA 7793 Central
Ave, Highland,
CA
Non- Profit Facility with some
classes, fitness, and
youth programs
Same / Higher 11 minutes
Highland Senior Center 3102 Highland
Ave, Highland,
CA
Non- Profit Community Facility with
classes & social activities
Same 13 minutes
LA Fitness 1035 Parkford
Dr.
Private Fitness Facility with
some classes
Higher 9 minutes
Redlands Boys and Girls
Club
1251 Clay St. Non- Profit After school program
with some camps
Lower 1 minute
YMCA of the East Valley 500 E Citrus Ave Non- Profit Facility with some classes, fitness, and
youth programs
Same / Higher 6 minutes
Yucaipa Community Center 34900 Oak Glen
Rd
Public Community Facility with
classes & social activities
Same 19 minutes
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APPENDIX E - PARK & FACILITY EVALUTATIONS
The following pages provide a point-in-time summary for each park within the Redlands park system, reflecting conditions as of summer 2023. Each summary includes key information on existing amenities and features available at each site. To visually support this information, an aerial site plan is included for each park, clearly identifying the location of all existing amenities.
It is important to note that this information does not reflect any changes made to the park sites since summer 2023. Additionally, all data has been compiled and stored in a comprehensive Geographic Information System (GIS) database, which has been provided to the City. This valuable resource supports ongoing planning, project management, and informed decisionmaking as the City continues to develop and enhance its parks and recreational facilities. 189
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TREVINO PARK SUMMARY
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Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center Assessment
This is a brief report for the assessment and documentation of building conditions. We did not do any destructive testing or uncovered walls and ceilings, nor investigate building structure, underground infrastructure, hazardous materials, or any plumbing, electrical, or HVAC Systems.
This report serves to identify existing building conditions at the facilities mentioned below in reference to the recent 10/15/2024 site visit and meeting with City Building Maintenance and some users.
• Joe R. Gonzales Community Center and Eddie and Gloria Flores Senior Center is a one story, Exterior CMU Walls. Overall, the building structural system and infrastructure seem to be okay, however due to lack of regular maintenance and repair, the rest of the building, especially the finishes, must be replaced or repaired. The exterior finishes are in good condition; however, it is dirty and needs to be pressure washed. The existing builtup and PVC roof are in good condition and is approximately 10 years old. The existing HVAC system is working fine with about 15 yrs. but will soon need to be replaced and the existing Swamp cooler needs replacement withing the next 5 years. • The existing Men’s and Women’s restrooms in the community center are non A.D.A. compliant and need to be renovated for compliance.
• The existing Accessible stall and counter tops in the Women’s restroom in the Senior center is non-A.D.A compliant and need to be renovated. • The two existing ramp handrails do not have the required handrail extensions. Currently, this does not meet ADA requirements.
• The service counter in the lobby is too high and non-A.D.A compliant. • Most of the buildings’ lighting fixtures are fluorescent, and do not illuminate sufficiently in areas and should be replaced with new LED light fixtures. • The carpet flooring is dirty, worn-out, and needs replacement. • The existing 2x4 and 2x2 tile ceilings are old and in need of being replaced. • The existing drinking fountains in the Senior Center and the Community Park do not meet ADA requirements and need replacement with low-hi type drinking fountains to comply with accessible requirements.
• The existing light switches and outlets are non-compliant and must be lowered to meet ADA compliant height.
• The existing walls and flooring in game room #2 are worn out, dented, and need to be replaced.
• Some of the building’s door hardware are knobs which are non-A.D.A compliant and need to be replaced with compliant type.
• The thresholds at both Raquette Ball courts entrances are non- A.D.A compliant and must be replaced.
• The vinyl tile and carpet flooring in the community center are dirty and worn-out and need replacement.
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253
Overview
Address: 111 W Lugonia Ave, Redlands, CA 92374
Year Constructed: 1979
Facility Setting: Downtown
Building Size: 32,333 square feet
Ownership & Maintenance: City-owned and city-maintained Building Height: 1 story
Fire Sprinkler: Yes
Building Composition & Condition Assessment
• Structure & Materials
• Exterior Materials: Not explicitly listed, assumed mixed based on City standard facilities. • Roofing/Finishes: Elements such as ceiling, flooring, lighting, and casework are included in assessment.
• Condition Ratings: Mostly Good (B) to Fair (C), with some Poor (D) and Non-Compliant (NC) elements.
• Room Features
• Restrooms: Present, ADA compliance mixed (some elements noted as Non-Compliant (NC)).
• Other Features:
o Storage: Present
o Service Counter: Non-Compliant
o Service Window: N/A
o Light Fixtures: Poor (D)
o Light Switch/Outlet: Non-Compliant (NC)
o HVAC: Fair (C)
o Exhaust Fans: Fair (C)
o Ramp: Non-Compliant (NC)
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Cost Estimates
• Base ROM (Rough Order of Magnitude)
Total: $3,000,000
• Covers walls, finishes, restrooms, lighting, HVAC, and other systems requiring upgrades.
Key Takeaways
• The Senior and Community Center facility is city-owned and maintained and serves as a large community resource.
• Most building systems are functional but aging, with several elements rated Fair (C) or Poor (D).
• Several features are Non-Compliant with ADA standards (ramps, service counters, outlets).
• Significant investment (approx. $3M) is required to address deficiencies and bring the building up to modern compliance and service standards. 255
Joslyn Senior Center Assessment
This is a brief report for the assessment and documentation of building conditions. We did not do any destructive testing or uncovered walls and ceilings, nor investigate building structure, underground infrastructure, hazardous materials, or any plumbing, electrical, or HVAC Systems.
This report serves to identify existing building conditions at the facilities mentioned below in reference to the recent 10/15/2024 site visit and meeting with City Building Maintenance and some users.
• Joslyn Senior Center is a one story, Exterior wood framing Walls & wood roof frame building. Overall, the building structural system and infrastructure seem to be okay.
The existing Kitchen was newly renovated and in good condition. The men’s and women’s restroom were also newly renovated and A.D.A compliant. Alarming is the existing built-up roofing systems, which appears to be very old with exposed felt and rusted parapet caps. This must be replaced with a new roof system very soon. The existing HVAC system for the entire facility is over 20 years old and needs to be replaced. Faculty has no control over the temperature; it is either too cold or does not get cold enough.
• The existing stage in the dining area is non-A.D.A compliant and needs a compliant ramp orlift.
• The two exterior stair handrails do not have the required extension and are not up to code.
• The threshold at the exterior door in the dining area are raise and non-A.D.Acompliant. • The service counter in the lobby is too high and non-A.D.A compliant. • The Rap Room needs extra storage, currently there is an area behind a curtain that is being used as storage.
• The existing sliding door in the game room is non A.D.A. compliant. • The carpet flooring is dirty, worn-out, and needs replacement. • The existing 2x4 ceiling tiles are old and in need of being replaced. • Most door hardware is non A.D.A. compliant with knobs and vertical bars, that must be replaced with compliant type.
• The existing light switches and outlets are non-compliant. • The building lighting fixtures are old fluorescent, we recommend replacement of all the existing light fixtures with new LED fixtures.
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257
Overview
Address: 21 Grant Street, Redlands, CA 92373
Year Constructed: 1977
Facility Setting: Downtown
Building Size: 8,666 square feet
Ownership & Maintenance: City-owned and city-maintained Building Height: 1 story
Fire Sprinkler: Yes
Building Composition & Condition Assessment
• Structure & Materials
• Exterior Materials: Not explicitly listed; assumed mixed standard finishes. • Roofing/Finishes: Includes ceiling, floor, wall finishes assessed. • Condition Ratings:
o Generally Good (B) to Fair (C)
o Some systems rated Poor (D) or Non-Compliant (NC)
o Storage casework noted as Item Missing (IM)
• Room Features
• Restrooms: Present; ADA accessibility appears mixed, with some Non-Compliant (NC) elements.
• Other Features:
o Storage Casework: Missing (IM)
o Service Counter: Non-Compliant (NC)
o Light Fixtures: Poor (D)
o Light Switch/Outlet: Non-Compliant (NC)
o HVAC: Poor (D)
o Exhaust Fans: Excellent (A)
Cost Estimates
• Base ROM (Rough Order of Magnitude)
Total: $1,500,000
• Covers deficiencies in walls, finishes, restrooms, lighting, HVAC, and other building systems.
Key Takeaways
• The Joslyn Senior Center is a smaller downtown facility, city-owned and maintained. • The building is in mixed condition, with many elements rated Fair (C) to Poor (D), and several items Non-Compliant (NC) with ADA standards.
• HVAC, lighting, and service counters are in need of upgrades; storage is missing. • Estimated $1.5M is needed to address deficiencies and maintain safe, accessible operations.
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Carriage House at Prospect Park Assessment
This is a brief report for the assessment and documentation of building conditions. We did not do any destructive testing or uncovered walls and ceilings, nor investigate building structure, underground infrastructure, hazardous materials, or any plumbing, electrical, or HVAC Systems.
This report serves to identify existing building conditions at the facilities mentioned below in reference to the recent 10/15/2024 site visit and meeting with City Building Maintenance and some users.
• The Carriage House at Prospect Park is a two story, wood frame building with wood shingle siding and stone retaining walls. Overall, the building structural system and infrastructure seem to be okay, however due to lack of regular maintenance and repair, the rest of the building, especially the finishes, must be replaced or repaired. The exterior wood shingle siding needs some repairs and patching. However, the existing stone retaining walls on the exterior are in good condition. The existing asphalt roof shingles and HVAC are over 15 years old and worn-out and will soon need to be replaced within the next 5years.
• The existing Men’s and Women’s restrooms on the lower level and top level do not meet all A.D.A standards and require renovation.
• The existing countertop height in the kitchen in the main building and the adjacent building are non- A.D.A compliant and must be replaced. • The existing drinking fountain needs to be replaced with a low-hi type drinking fountain to comply with accessible requirements.
• The wood flooring in the living room area on the top floor needs some repairs and refinishing as there are cracks and dents in the floor. • The existing restroom and bathing room in the adjacent single bedroom building do not meet the A.D.A requirements and must be renovated.
• Most of the building lighting fixtures are fluorescent, and do not illuminate sufficiently in areas and should be replaced with LED light fixtures. • The carpet flooring in the lower level is dirty, worn-out, and needs replacement. • Access to the single bedroom provides a level change of approximately 3” and does not meet A.D.A. requirements. A compliant A.D.A. ramp must be provided. • The wood shingle siding on the south side exterior have many shingles that are cracked, cupped, and needs to be replaced. We recommend to refinish the wood shingle siding to maintain its longevity.
259
260
Overview
Address: 1399 Prospect Dr, Redlands, CA 92373
Year Constructed: 1896
Facility Setting: Downtown (Prospect Park)
Building Size: 5,200 square feet
Ownership & Maintenance: City-owned and city-maintained Building Height: 2 stories
Fire Sprinkler: No
Building Composition & Condition Assessment
• Structure & Materials
• Historic Structure (constructed in 1896, likely requiring specialized preservation approaches).
• Exterior/Interior Materials: Not fully detailed in spreadsheet but expected to include original historic finishes.
• Condition Ratings:
o Several elements rated Fair (C)
o Some systems rated Failing (F)
o Limited infrastructure upgrades evident
• Room Features
• Restrooms: Present, condition not fully detailed.
• Other Features:
o Counter: Failing (F)
261
o HVAC: Fair (C)
o Light Fixtures: Fair (C)
o Service Counter/Window: Not listed
o Accessibility features: Limited, likely non-compliant given age Cost Estimates
• Base ROM (Rough Order of Magnitude)
Total: $1,250,000
• Covers deficiencies in lighting, HVAC, finishes, counters, and general building rehabilitation.
Key Takeaways
• The Carriage House at Prospect Park is a historic facility (built in 1896), smaller in size but significant in cultural and community value.
• Condition is mixed, with many systems rated Fair (C) and some Failing (F). • The facility lacks a fire sprinkler system and likely has limited ADA compliance, both major concerns.
• Estimated $1.25M is required for rehabilitation and modernization while respecting historic preservation needs.
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APPENDIX G - NATIONAL TRENDS IN RECREATION
METHODOLOGY
The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2023 was utilized to evaluate National Recreation Participatory Trends.
The methodology of this study is rooted in a nationwide survey conducted in the 2022 calendar year by Sports Marketing Surveys USA (SMS), under the supervision of the Sports & Fitness Industry Association (SFIA) and in collaboration with seven other sports industry associations comprising the Physical Activity Council (PAC). The study was conceptualized and deployed by Digital Research Inc. (DRI), with all supplementary data being credited to the joint research efforts of SFIA and SMS.
Throughout 2022, the study completed 18,000 online interviews involving a nationwide sample of individuals aged six and older. These participants were selected from proprietary online panels designed to be representative of the broader U.S. population. Strict quotas related to gender, age, income, region, and ethnicity were implemented to assure a balanced and representative sample.
The survey's robust sample size of 18,000 completed interviews facilitates a high degree of statistical accuracy. However, it's acknowledged that all surveys are subject to a standard error, which indicates the extent to which the results may differ from those acquired through a comprehensive census of the entire U.S. population. For instance, a sport with a participation rate of five percent exhibits a confidence interval of plus or minus 0.32 percentage points at the 95 percent confidence level.
To further ensure the representation of the data, a weighting technique was employed. This adjusted the data to mirror the entire U.S. population aged six and above, utilizing variables such as gender, age, income, ethnicity, household size, region, and population density. The total population figure applied was 305,439,858 individuals aged six and older.
The study reports activity based on a rolling 12-month participation rate. Unless explicitly specified, all charts present data corresponding to U.S. populations aged six and over.
All category and activity names are those used by SFIA.
OVERALL PARTICIPATION IN THE U.S.
For the fifth year running, physical activity rates among Americans continued to rise. Specifically,
77.6% of all Americans, representing approximately 236.9 million individuals, took part in at least one activity during the year. This figure denotes a 9.2% increase compared to 2017, and a 1.9% rise compared to 2021. In essence, this means that 20 million more individuals participated in at least one physical activity annually compared to 2017, suggesting a growing prioritization of physical activity in American lifestyles.
Racquet sports experienced the most significant rise in participation in 2022, with a surge of
17.6% or about 8 million participants from the previous year. All racquet sports monitored by SFIA saw increased participation in 2022, with pickleball outpacing others with an 85.7% annual growth rate. Conversely, individual and winter sports were the only categories that didn't register increased participation in 2022.
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Team sports rebounded from the sharp downturn they faced in 2020 due to the pandemic, with their participation rate climbing to 23.2% in 2022, almost reaching the 2019 level of 23.4%. In 2022, participation rates in water sports and outdoor sports similarly rose, comparable to the increases seen in team sports, while the fitness participation rate remained steady.
When comparing participation rates from 2013 to 2022, it's evident that physical activity has become a higher priority for Americans over the past decade. Every sports category saw an increase in participation rates, except for individual sports, which experienced a slight decrease from 43.3% to 41.3%. Fitness sports reported the largest growth in participation rate, rising from
60.1% in 2013 to 67.4% in 2022.
INACTIVITY IN THE U.S.
In a first since 2010, the number of totally inactive individuals in the U.S.—those not participating in any of the sports or activities monitored by SFIA—fell below 70 million. In 2022, the count of inactive individuals stood at 68.6 million or 22.4% of Americans, marking the fourth consecutive annual decrease.
A decline in inactivity was observed across all age groups, except for those aged 18-24 and 25-
34. SFIA believes that the increase in inactivity within these groups might be due to significant life transitions such as attending college or starting a family, which were temporarily paused during the onset of the pandemic. Even though inactivity rates for these age groups have risen in 2022, they remain lower than their 2017 rates. Thus, every age group reported lower inactivity rates in 2022 compared to 2017.
Further positive news emerged when examining inactivity rates across income levels. Every income level saw a reduction in inactivity rates of more than 3% in 2022, with the most substantial decrease of 5.2% occurring within the $25k-$49,999 income bracket. Similar to the age group analysis, every income category in 2022 registered lower inactivity rates than in 2017.
This trend indicates a growing number of Americans are prioritizing and investing in physical activity (and have better access to opportunities for participation) compared to previous years. 264
7.1.1 NATIONAL PARTICIPITATION
FITNESS TRENDS
The most popular fitness activity was Walking for Fitness, with 114.8 million participants, though it experienced a small decrease of 0.9% from the previous year. Despite this, it showed a 3% increase in participation over the last three years. The second most popular activity, Treadmill exercising, had around 53.6 million participants, which was largely stable from 2021, but showed a decrease of 5.7% since 2019.
Free Weights (Dumbbells/Hand Weights) also experienced growth in 2022, with approximately
53.1 million participants. This represents a 1% increase from 2021 and a 3.3% increase over three years. Meanwhile, Yoga and Pilates Training showed significant growth over the three years with an increase of 10.4% and 11.6% respectively.
The most significant three-year decreases were observed in Cross-Training Style Workouts and Group Stationary Cycling, with a decrease of 31.7% and 36.9% respectively. Despite some decreases, many fitness activities maintained or increased their number of participants, indicating an ongoing interest in physical fitness among Americans.
Figure 29: Top national fitness activities by participation 265
Figure 30: National fitness participation
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TEAM SPORTS TRENDS
Basketball continued to lead in team sports participation with over 28.1 million participants, marking a 3.7% increase from 2021 and an impressive 13% increase over the past three years.
Baseball and outdoor soccer followed, with approximately 15.5 million and 13 million participants respectively. While baseball saw a slight decrease of 0.7% in the past year, and a
2.1% decrease over the past three years, outdoor soccer saw a healthy 3.7% increase from the previous year and 9.3% over three years.
Among other notable sports, gymnastics exhibited the most substantial growth from 2021 to 2022, with a 7% increase in participants, bringing the total to approximately 4.6 million.
Conversely, rugby had the most significant drop with a 5.8% decrease from the previous year and a steep 16.2% decrease over the last three years.
Overall, despite some declines, many team sports either sustained or increased their participation numbers in 2022, underlining the continued popularity of these activities.
Figure 31: Top national team sport activities by participation 267
2019 2020 2021 2022 1-year
change
3-year
change
Basketball 24,917 27,753 27,135 28,149 3.7% 13.0%
Baseball 15,804 15,731 15,587 15,478 -0.7% -2.1%
Soccer (Outdoor) 11,913 12,444 12,556 13,018 3.7% 9.3%
Football (Flag) 6,783 7,001 6,889 7,104 3.1% 4.7%
Volleyball (Court) 6,487 5,410 5,849 6,092 4.2% -6.1%
Softball (Slow-Pitch) 7,071 6,349 6,008 6,036 0.5% -14.6% Soccer (Indoor) 5,336 5,440 5,408 5,495 1.6% 3.0%
Football (Touch) 5,171 4,846 4,884 4,843 -0.8% -6.3%
Gymnastics 4,699 3,848 4,268 4,569 7.0% -2.8%
Volleyball (Beach/Sand) 4,400 4,320 4,184 4,128 -1.3% -6.2% Track and Field 4,139 3,636 3,587 3,690 2.9% -10.8%
Cheerleading 3,752 3,308 3,465 3,507 1.2% -6.5%
Swimming on a Team 2,822 2,615 2,824 2,904 2.9% 2.9%
Volleyball (Grass) 3,136 2,738 2,807 2,829 0.8% -9.8%
Paintball 2,881 2,781 2,562 2,592 1.2% -10.0%
Ice Hockey 2,357 2,270 2,306 2,278 -1.3% -3.4%
Softball (Fast-Pitch) 2,242 1,811 2,088 2,146 2.8% -4.3% Ultimate Frisbee 2,290 2,325 2,190 2,142 -2.2% -6.5%
Wrestling 1,944 1,931 1,937 2,036 5.1% 4.7%
Lacrosse 2,115 1,884 1,892 1,875 -0.9% -11.4%
Roller Hockey 1,616 1,500 1,425 1,368 -4.0% -15.3%
Rugby 1,392 1,242 1,238 1,166 -5.8% -16.2%
Legend:
Large Increase
(greater than
10%)
Moderate
Increase
(0% to 10%)
Moderate
Decrease
(0% to -10%)
Large
Decrease
(less than -
10%)
TEAM SPORTS PARTICIPANTS
NOTE: Participation numbers are in 000's for the US population ages 6 and over Figure 32: National team sports participation
268
INDIVIDUAL ACTIVITY TRENDS
Individual sports activities demonstrated diverse trends in participation rates. Bowling remained popular, with over 42.2 million participants, marking a 1.5% increase from the previous year.
However, golf, both on and off-course, stole the limelight with significant growth rates. On or off-course golf combined experienced a substantial 9.7% increase from 2021, with over 41 million participants, underpinned by a massive 25.7% increase in off-course golf participation (driving range, golf entertainment venue, indoor simulator) that skyrocketed to about 15.5 million participants.
Skateboarding also showed strong growth, with a 3.1% increase from 2021 and a substantial
36.4% growth over three years, bringing its total to just over 9 million participants. Meanwhile, trail running and ice skating saw considerable growth of 5.9% and 6.4% from 2021, respectively.
On the contrary, adventure racing experienced a decrease in participation, dropping by 6.1% from 2021 and 20% over three years. Traditional road triathlons also suffered a decline, with an 11% decrease in participants over the past three years.
Figure 33: Top national individual activities by participation 269
OUTDOOR ACTIVITY TRENDS
Outdoor activities experienced a surge in participation. Hiking continued to lead with a 1.5% yearly and a 19.9% three-year increase, with nearly 59.6 million participants. Bicycling on paved surfaces and freshwater fishing also grew by 1.8% and 2.4% respectively. Camping saw a considerable 4.0% annual growth, and birdwatching and saltwater fishing increased by 6.8% and
4.0% respectively.
Figure 34: National individual activity participation
Figure 35: Top national outdoor activities by participation 270
However, target shooting with handguns and rifles experienced a decrease, as did overnight backpacking. BMX bicycling and sport/boulder climbing reported significant growth rates of
8.3% and 6.6% respectively, underscoring a strong interest in outdoor activities despite some downturns.
Figure 36: National outdoor activity participation
271
RACQUET SPORT TRENDS
Racquet sports saw a continued upward trend in participation in 2022, with tennis at the forefront, with around 23.6 million participants and marking a 4.3% increase from 2021. This sport also witnessed a significant three-year growth rate of 33.4%.
An even more impressive growth rate was found in pickleball, which experienced an incredible
85.7% increase from 2021, and a stunning 158.6% increase over three years, reflecting its rapidly growing popularity. Meanwhile, other sports like table tennis and badminton also experienced growth in 2022, with 2.8% and 7.1% increases from the previous year respectively.
Racquetball and cardio tennis showed a similar positive trend with 8.0% and 7.8% growth rates from 2021, respectively. Despite its lower participation numbers compared to other racquet sports, squash saw a modest increase of 3.6% from 2021, showing signs of sustained interest.
Overall, the data suggests a robust growth in the popularity of racquet sports in 2022.
Figure 38: National racquet sport participation
Figure 37: Top national racquet sports by participation 272
WATER ACTIVITY TRENDS
In 2022, participation in water sports grew. Recreational kayaking was the favorite, drawing
13.56 million participants, up by 1.6% from 2021, and showing a significant three-year growth of
19.1%.
Popularity of canoeing and jet skiing also rose in 2022, attracting about 9.52 million and 5.44 million people respectively, increasing by 3.5% and 7.6% from 2021.
Surfing remained popular, showing a 6.6% increase from 2021 and a sizable 24.6% growth over three years. Stand-up paddling and white-water kayaking saw smaller growth, with increases of
1.0% and 3.9% respectively from 2021.
The number of people sailing, rafting, and wakeboarding also rose in 2022, with rafting showing a significant 6.3% growth. However, water skiing saw a slight dip of 0.6%. Scuba diving bounced back from a decline with a 7.3% rise in 2022, despite a small overall three-year decrease of 2.1%.
Figure 39: Top national water activities by participation Figure 40: National water activity participation
273
7.1.2 SUMMARY
• Group Fitness: Participation in group fitness-based activities continued to struggle but showed some signs of recovery. Boot camp style training, cardio kickboxing, and stationary cycling (group) all increased participation in 2022 but are still significantly down from their 2019 numbers.
• Health Clubs: Health club-based activities continued to struggle. Elliptical motion/crosstrainer, stair-climbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year and are down over 10% compared to 2019 numbers.
• Golf (on or off-course): Golf continues to maintain its momentum. Golf (on or off-course) increased by 9.7 % last year and all forms of golf overall have grown over 20% since 2019.
• Outdoor Recreation: Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021. • Personal Combat Sports: Personal combat sports had a good year. Martial Arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022.
• Racquet Sports: For the first time since 2015, every racquet sport increased its total participation number compared to the previous year.
o Pickleball continued to be the fastest-growing sport in America. Participation almost doubled in 2022, increasing by 85.7% year-over-year and by an astonishing 158.6% over three years.
o Tennis increased by 4.3% last year and has grown over 20% since 2019. • Running and Hiking: For the fifth straight year, trail running and hiking (day) total participation increased.
• Team Sports: Basketball, soccer (outdoor), football (flag), and football (tackle) all posted positive three-year total participation increases of over 4.5%. Basketball had the highest three-year increase of 13.0%.
• Yoga, Barre and Pilates: Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have three-year participation increases with yoga and Pilates increasing over 10% in the last three years. 274
APPENDIX H – PARK & RECREATION COMMISSION
PRIORITY PROJECT LIST
Priority
1-10 Project Name Project Description Grants Grant Status City
District
Target
Age
Group
Adds
Revenue Project Site
1 Overdue Texonia Park
Updates
Upgrade existing facilities
including sidewalks. 2 All NO Texonia Park
1 Small Splash Pad 1 Install small scale splash pad. 2 0-12 NO Texonia Park 1 Small Splash Pad 2 Install small scale splash pad. 2 0-12 NO Brookside Park 1 Texonia Park Stadium Install stadium at Texonia
Park. 2 NO Texonia Park
1 Texonia Park Lighting Install new lighting for
basketball courts. 2 NO Texonia Park
1 Texonia Community Garden Install new community garden for park. 2 YES Texonia Park
1 Pump Track Install new pump track in the
city. 4 NO Sylvan Park
2 Caretaker House Fully rennovate caretaker
house and grounds. 4 YES Sylvan Park
2 Fire Garden Regeneration
Updated ADA parking space
and sidewalk to enable
regeneration of the fire
garden.
5 NO Ford Park
3 Additional Basketball Court
at Community Center
Install additional basketball
court 2 NO Community Center
3 Complete Redlands Bluffs Plan and complete Redlands
Bluffs Trail 2, 3 NO Centennial Park
3 Ford Park Lighting Install new lighting at dog
park. 5 NO Ford Park
3 Additional Pickle Ball Courts Install additional pickle ball courts TBD NO TBD (suggestions inc. Jennie Davis, Smiley, Sylvan). 4 Redlands Theatre Festival
Fence
City funded security fence for
Redlands Theatre Festival
stage at Prospect Park
5 NO Prospect Park
6 Overdue Smiley Park
Updates
Upgrade range of facilities
and amenities in Smiley Park. 1 NO Smiley Park
6 Overdue Jennie Davis Park
Rennovation
Update upates to Jennie Davis
Park 1 NO Jennie Davis Park
6 Park Wifi
Extend city wi-fi network to
Ed Hales, Smiley Park, Jenny
Davis Park, and others.
All NO Multiple Parks
6 Smiley Park Benches Install additional benches at
Smiley Park 1 NO Smiley Park
6 Community Garden Install new community garden
site. 1 YES Heritage Park
6 Ford Park Trees Install shade trees at dog park
and playground. 5 All NO Ford Park
6 Full-Scale Aquatic Center Plan and install new aquatic center TBD All YES TBD
6 Peforming Arts Center Plan and install new
performing arts center TBD YES TBD
Parks & Recreation Priority Project List - March 21, 2024 City Council AGENDA ITEM NO. K5.
DATE: June 16, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of a First Amendment to the Non-Professional Services Agreement with SVT Fleet, LLC, increasing the total compensation by $650,000 for a total amount not to exceed $2,452,000, and extending the term by one additional year (Facilities and Community Services Department Director Crocker)
MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motion is provided:
I move to approve the First Amendment to the Non-Professional Services Agreement with SVT Fleet, LLC, extending the term by one year and increasing total compensation by $650,000 for a total amount not to exceed $2,452,000.
RECOMMENDATION:
Staff recommends that the City Council approve the First Amendment to the Non-Professional Services Agreement with SVT Fleet, LLC, increasing the total compensation by $650,000, for a total amount not to exceed $2,452,000, and extend the term by one additional year.
DISCUSSION:
The City of Redlands Facilities and Community Services Department’s Equipment Maintenance Division is responsible for the maintenance of approximately 622 vehicles and equipment, as well as the operation of the City’s fuel station. The fleet consists of a diverse range of light-duty, heavy-duty, off-road, and commercial vehicles that require ongoing maintenance and repair. To support fleet reliability and day-to-day operations, the City regularly procures goods and services in accordance with the City’s purchasing policies.
Staff followed the City’s procurement procedures by preparing and issuing a Request for Proposals (RFP) for Onsite Fleet Maintenance and Repair Services on January 6, 2025. A total of 70 vendors were solicited, and two responsive proposals were received. On January 30, 2025, the City Clerk publicly opened the proposals. Staff subsequently evaluated both submissions and determined that SVT Fleet, LLC submitted the proposal that best met the City’s operational needs and service requirements.
On July 1, 2025, the City Council approved an Agreement to Perform Non-Professional Services for Equipment and Supplies with SVT Fleet, LLC, (Agreement) for a one-year term ending June 30, 2026, in an amount not to exceed $1,802,000. The services provided by SVT Fleet, LLC supplement the City’s Equipment Maintenance staff, including repairs, regulatory compliance, vehicle maintenance and record keeping, which are vital to the operations of the Equipment Maintenance Division. To maintain adequate service to the City’s vehicles and equipment, this First Amendment would extend the Agreement term by one additional year and increase the not-to-exceed amount from $1,802,000 to $2,452,000.
ALTERNATIVES:
City Council may elect not to approve the first amendment and provide alternative direction to staff.
STRATEGIC PLAN:
N/A
SUBMITTED BY:
Tabitha Crocker, Facilities & Community Services Director RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:
Marion Cronin, Administrative Analyst
FISCAL IMPACT
Fiscal Year: FY 2026-27
Revenue Generating: No
Amount: $650,000
Budgeted Y/N: Yes
Account No.: 607900-7206
Additional Appropriation Required: No
Discussion: Funding for the additional $650,000 has been included in the FY2027 and FY2028 Proposed Biennial Budget.
Attachments
Attachment_A_-_1st_Amendment_with_SVT_Fleet.pdf
Attachment_B_-_SVT_Fleet_Original_Agreement.pdf
1 I:\cmo\Agreements\1st Amendment with SVT.bm.06.04.2026.FY2526-189.docx
FIRST AMENDMENT TO AGREEMENT TO PERFORM PROFESSIONAL SERVICES This first amendment (“First Amendment”) to the agreement for Non-Professional Services for Equipment and Supplies for onsite fleet maintenance and repair services (“Agreement”), dated July 1, 2025, by and between the City of Redlands, a municipal corporation and a general law city (“City”), and SVT Fleet, LLC, a California limited liability company (“Contractor”), is made and entered into this 16th day of June, 2026.
RECITALS
WHEREAS, it is the desire of the City and Contractor to amend their existing Agreement, specifically with the total compensation.
NOW, THEREFORE, for good and valuable consideration in the receipt of which is hereby acknowledged City and Contractor agree as follows:
AGREEMENT
Section 1. Subsection 4.2 of the Agreement, entitled “Article 4 - Performance of Services,” is hereby amended to read as follows:
4.2 “The term of this Agreement shall be for a period of two (2) years commencing on July 1, 2025, expiring June 30, 2027 (the “Term”).”
Section 2. Subsection 5.1 of the Agreement, entitled “Article 5 - Payments to Contractor” is hereby amended to read as follows:
5.1 “The Compensation for Contractor’s Performance of the Services Shall not exceed the amount of Two Million Four Hundred Fifty-Two Thousand Dollars ($2,452,000). City shall pay Contractor on a time and materials basis up to the not to not-to-exceed amount in accordance with the rates specified in Exhibit "B," titled "Price and Fee Schedule," which is attached hereto and incorporated herein by reference.
Section 3. All other provisions of the Agreement shall remain unchanged by this First Amendment and in effect.
IN WITNESS WHEREOF, the parties have executed this First Amendment, to be effective as of June 16, 2026.
[Signatures on Next Page]
2 I:\cmo\Agreements\1st Amendment with SVT.bm.06.04.2026.FY2526-189.docx
CITY OF REDLANDS SVT FLEET, LLC
By: ________________________________ By: ________________________________ Mario Saucedo, Mayor Michael Thompson, President
ATTEST:
___________________________________
Jeanne Donaldson, City Clerk
AGREEMENT TO PERFORM NON-PROFESSIONAL SERVICES
FOR EQUIPMENT AND SUPPLIES
This agreement for the provision of onsite fleet maintenance and repair services Agreement") is made and entered in this I" day of July, 2025 (" Effective Date"), by and between the City of Redlands, a municipal corporation (" City") and SVT Fleet, LLC, a California limited liability company, a wholly owned subsidiary of Velocity Vehicle Group (" Contractor"). City and Consultant are sometimes individually referred to herein as a " Party" and, together, as the Parties." In consideration of the mutual promises contained herein, City and Contractor agree as follows:
ARTICLE 1 — ENGAGEMENT OF CONTRACTOR
1. 1 City hereby engages Contractor to perform onsite fleet maintenance and repair services for City (the " Services").
1. 2 The Services shall be performed by Contractor in a professional manner, and Contractor represents that it has the skill and the professional expertise necessary to provide the Services to City at a level of competency presently maintained by other practicing professional Contractors in the industry providing like and similar types of Services.
ARTICLE 2 — SERVICES OF CONTRACTOR
2. 1 The Services that Contractor shall perform are more particularly described in Exhibit " A," titled " Scope of Services," which is attached hereto and incorporated herein by this reference.
2. 2 Contractor shall comply with applicable federal, state and local laws and regulations in the performance of this agreement including, but not limited to, any applicable State prevailing wage laws.
ARTICLE 3 — RESPONSIBILITIES OF CITY
3. 1 City shall make available to Contractor information in its possession that may reasonably assist Contractor in performing the Services.
3. 2 City designates Tabitha Crocker, Facilities & Community Services Director, as City' s representative with respect to performance ofthe Services, and such person shall have the authority to transmit instructions, receive information, interpret and define City' s policies and decisions with respect to performance of the Services.
ARTICLE 4 — PERFORMANCE OF SERVICES
4. 1 Consultant shall perform and complete the Services in a prompt and diligent in accordance with the schedule set forth in Exhibit "A," titled " Scope of Services," which is attached hereto and incorporated herein by reference.
4.2 The term ofthis Agreement shall be for a period of one ( 1) year from July 1, 2025 through June 30, 2026 ( the " Term").
1 IAemo\ Agrecments\ SVT Fleet, LLC Agreement FY25- 0093. dwx- ms
4. 3 If Contractor' s Services include deliverable electronic visual presentation materials, such materials shall be delivered in a form, and made available to City, consistent with City Council -adopted policy for the same. It shall be the obligation of Contractor to obtain a copy of such policy from City staff.
ARTICLE 5 — PAYMENTS TO CONTRACTOR
5. 1 The compensation for Contractor' s performance of the Services shall not exceed the amount of One Million Eight Hundred Two Thousand Dollars ($ 1, 802, 000) for the Services provided during the Term. City shall pay Contractor on a time and materials basis up to the not to not -to -exceed amount in accordance with the rates specified in Exhibit ` B," titled " Price and Fee Schedule," which is attached hereto and incorporated herein by reference.
5. 2 _ Contractor shall submit monthly invoices to City describing the Services performed during the preceding month. Contractor' s invoices shall include a brief description of the Services performed, the dates the Services were performed, the number of hours spent and by whom.
City shall pay Contractor no later than thirty ( 30) days after receipt and approval by City of Contractor' s invoice.
5. 3 Any notice or other communication required, or which may be given, pursuant to this Agreement, shall be in writing.- Any such notice shall be deemed delivered ( i) on the date of delivery in person; (ii) five (5) days after deposit in first class registered mail, with return receipt requested; ( iii) on the actual delivery date if deposited with an overnight courier; or iv) on the date sent by facsimile or electronic mail transmission ( including PDF), if confirmed with a copy sent. contemporaneously by first class, certified, registered or express mail; in each case properly posted and fully prepaid to the appropriate address set forth below, or such other address as a Parry may provide notice in accordance with this section:
CITY
City Clerk
City of Redlands
35 Cajon Street
P. O. Box 3005 ( mailing)
Redlands, CA 92373
jdonaidson@cityofredlands. org
909) 798- 7531
CONTRACTOR
Michael Thompson, President
SVT Fleet, LLC
2429 S. Peck Rd.
Whittier, CA 90601
mthompson@svtfleet. com
714- 305- 1206
ARTICLE 6 — INSURANCE AND INDEMNIFICATION
6. 1 The following insurance coverage required by this Agreement shall be maintained by Contractor for the duration of its performance ofthe Services. Contractor shall not perform any Services unless and until the required insurance listed below is obtained by Contractor.
Contractor shall provide City with certificates of insurance and endorsements evidencing 2 I:\ cmoUgreements\ SVT Fleet, LLC Agreement FY25- 0093. docx- ms such insurance prior to commencement of the Services. Insurance policies shall include a provision prohibiting cancellation or modification of the policy except upon thirty ( 30) days prior written notice to City.
A. Workers' Compensation and Employer' s Liability insurance in the amount that meets statutory requirements with an insurance carrier acceptable to City, or certification to City that Contractor is self -insured or exempt from the workers' compensation laws of the State of California. Contractor shall execute and provide City with Exhibit " C," titled "Workers' Compensation Insurance Certification," which is attached hereto and incorporated herein by this reference, prior to performance of the Services.
B. Comprehensive General Liability insurance with carriers acceptable to City in the minimum amount ofOne Million Dollars ($ 1, 000, 000) per occurrence and Two Million Dollars ($ 2, 000,000) aggregate, for public liability, property damage and personal injury is required. City shall be named as an additional insured and such insurance shall be primary and non- contributing to any insurance or self-insurance maintained by City.
C. Business Auto Liability coverage, with minimum limits of One Million Dollars 1, 000, 000) per occurrence, combined single limit bodily injury liability and property damage liability. This coverage shall include all Contractor owned vehicles used in connection with Contractor' s provision ofthe Services, hired and non -owned vehicles, and employee non -ownership vehicles. City shall be named as an additional insured and such insurance shall be primary and non- contributing to any insurance or selfinsurance maintained by City.
6.2 Contractor shall defend, indemnify, and hold harmless City and its elected and appointed officials, employees and agents from and against any and all claims, losses and liability, including attorneys' fees, arising from injury or death to persons or damage to property occasioned by any negligent act or omission by, or the willful misconduct of, Contractor, or its officers, employees and agents in performing the Services.
ARTICLE 7 — CONFLICTS OF INTEREST
7. 1 Contractor covenants and represents that it does not have any investment or interest in any real property that may be the subject of this Agreement or any other source of income, interest in real property or investment that would be affected in any manner or degree by the performance of Contractor' s Services. Contractor further covenants and represents that in the performance ofits duties hereunder, no person having any such interest shall perform any Services under this Agreement.
7. 2 Contractor agrees it is not a designated employee within the meaning of the Political Reform Act because Contractor:
A. Does not make a governmental decision whether to:
i) approve a rate, rule or regulation, or adopt or enforce a City law; ii) issue, deny, suspend or revoke any City permit, license, application, certification, approval, order or similar authorization or entitlement; L\ cmo\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. doex- ms iii) authorize City to enter into, modify or renew a contract; iv) grant City approval to a contract that requires City approval and to which City is a party, or to the specifications for such a contract; v) grant City approval to a plan, design, report, study or similar item; vi) adopt, or grant City approval of, policies, standards or guidelines for City or for any subdivision thereof.
B. Does not serve in a staff capacity with City and, in that capacity, participate in making a governmental decision or otherwise perform the same or substantially the same duties for City that would otherwise be performed by an individual holding a position specified in City' s Conflict of Interest Code under Government Code section 87302,
7. 3 In the event City determines that Contractor must disclose its financial interests, Contractor shall complete and file a Fair Political Practices Commission Form 700, Statement of Economic Interests, with the City Clerk' s office pursuant to the written instructions provided by the City Cleric.
ARTICLE 8 — GENERAL CONSIDERATIONS
8. 1 In the event any action is commenced to enforce or interpret any of the terms or conditions of this Agreement the prevailing Party shall, in addition to any costs and other relief, be entitled to the recovery of its reasonable attorneys' fees, including fees for the use of inhouse counsel by a Party.
8. 2 Contractor shall not assign any of the Services, except with the prior written approval of City and in strict compliance with the terms and conditions of this Agreement. Any assignment or attempted assignment without such prior written consent may, in the sole discretion of City, results in City' s immediate termination of this Agreement.
8. 3 Contractor is for all purposes under this Agreement an independent contractor and shall perform the Services as an independent contractor. Neither City nor any of its agents shall have control over the conduct of Contractor or Contractor' s employees, except as herein set forth. Contractor shall supply all necessary tools and instrumentalities required to perform the Services. Assigned personnel employed by Contractor are for its account only, and in no event shall Contractor or personnel retained by it be deemed to have been employed by City or engaged by City for the account of, or on behalf of City. Contractor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent, nor shall Contractor have any authority, express or implied, to bind City to any obligation.
8. 4 This Agreement may be terminated by City, in its sole discretion, by providing not less than ten ( 10) days prior written notice to Contractor of City' s intent to terminate. If this Agreement is terminated by City, an adjustment to Contractor' s compensation shall be made, but ( 1) no amount shall be allowed for anticipated profit or unperformed Services, and (2) any payment due Contractor at the time oftermination may be adjusted to the extent of any additional costs to City occasioned by any default by Contractor. Upon receipt of a termination notice, Contractor shall immediately discontinue its provision of the Services and, within five ( 5) days of the date of the termination notice, deliver or otherwise make I omoAgreementASW Fleet, LLC Agreement FY25- 0093. docx- ms available to City, copies ( in both hard copy and electronic form, where applicable) of project related data, drawings, specifications, reports, summaries and such other information and materials as may have been accumulated by Contractor in performing the Services. Contractor shall be compensated on a pro- rata basis for Services completed up to the date of termination.
8. 5 Contractor shall maintain books, ledgers, invoices, accounts and other records and documents evidencing costs and expenses related to the Services for a period of three ( 3) years, or for any longer period required by law, from the date of final payment to Contractor pursuant to this Agreement. Such books shall be available at reasonable times for examination by City at the office of Contractor.
8. 6 This Agreement, including the Exhibits incorporated herein by reference, represents the entire agreement and understanding between the Parties as to the matters contained herein, and any prior negotiations, written proposals or verbal agreements relating to such matters are superseded by this Agreement. Except as otherwise provided for herein, any amendment to this Agreement shall be in writing, approved by City and signed by City and Contractor.
8. 7 This Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to its conflicts of laws provisions. The Parties agree that all actions or proceedings arising in connection with this Agreement shall be tried and litigated only in the state courts located in San Bernardino County, California, and the federal courts located in Riverside County, California.
8. 8 If one or more ofthe sentences, clauses, paragraphs or sections contained in this Agreement is declared invalid, void or unenforceable by a court of competent jurisdiction, the same shall be deemed severable from the remainder of this Agreement and shall not affect, impair or invalidate the remaining sentences, clauses, paragraphs or sections contained herein, unless to do so would deprive a Party of a material benefit of its bargain under this Agreement.
IN WITNESS WHEREOF, duly authorized representatives of City and Contractor have signed in confirmation of this Agreement.
CITY OF REDLANDS
ByOA - Mario
Saucedo, Mayor ATTEST: ne
Donaldson,
City Clerk 5 BemolAgreements\
SVT
Fleet, LLC Agreement FY25- 0093.docx- ms SVT FLEET,
LLC By: Ni"&
d
rL Michael Tho
pson, President
EXHIBIT " A"
SCOPE OF SERVICES
Time estimates for equipment repair are not to exceed the industry standard repair guidelines using sources such as Chilton, Mitchell or All Data time. Additional time, above and beyond guidelines will not be accommodated unless previously approved in writing or email by an authorized City representative.
The Scope of Work and Specifications are a general guide, and are not intended to be an allinclusive list ofthe work necessary for providing the Onsite Fleet Maintenance and Repair Program scope. It shall be the Contractor' s responsibility to develop and implement a preventative maintenance ( PM) program to effectively maintain all vehicles and equipment listed in the Fleet Availability Performance Standards Tables ( Table A) to the satisfaction of City's representatives.
The current hours of operation for City staff at the Equipment Maintenance facility are Monday through Friday from 6: 00 am to 5: 30 pm. The Contractor shall be required to have technicians on site from 6: 00 am to 5: 00pm Monday through Friday. Changes to this schedule may be accommodated with prior written approval by an authorized City representative.
Personnel Requirements are as follows:
Up to Six ( 6) fleet technicians
A minimum of two (2) technicians will be onsite Monday through Friday from 6: 00 am to 3: 00 pm.
A minimum of two ( 2) technicians will be onsite Monday through Friday from 8: 00 am to 5: 00 pm.
One ( 1) light duty service truck to perform onsite BIT inspections Janitorial Service:
One ( 1) full time person onsite Monday through Thursday from 7: 30 am to 4: 30 pm Contractor will ensure all employees' certifications and licenses must stay current, including, but not limited to:
Class AB License
ASE' s
Forklift
Contractor will not use the contracted assets or other City furnished property for work on vehicles or equipment not owned or leased by City unless otherwise authorized by City. City property will not be used in any manner for any personal advantage, business gain, or other personal endeavors by Contractor or Contractor' s employees other than in the performance ofthe work described in the Agreement, unless otherwise authorized.
C\ cmo\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. docx- ms Within ten ( 10) days of Agreement award, Contractor shall schedule with City ajoint facility inspection for the purpose of identifying pre- existing deficiencies pertaining to the buildings, utility systems, equipment, and other assets. Contractor and City will together make a complete and systematic inspection and inventory of all structural, mechanical, electrical and furniture to which Contractor will have access during the course of the Agreement period. Contractor will then prepare and submit to City a Pre -Existing Deficiency Report describing all observed deficiencies pertaining to the building structure, systems, equipment, or other assets noted during the joint inspection. Contractor will include and identify, as part of this listing, any facility feature or system which is functional, but which should be considered for replacement or upgrade due to age or overall condition.
City does not warrant or guarantee against the possibility that safety or environmental hazards or potential hazards may exist at this facility. Contractor shall be responsible for identifying any hazardous conditions located in the facility and notifying City in writing within thirty ( 30) days of Agreement Award. This will be accomplished by conducting an environmental assessment and an occupational, health, and safety inspection of facilities acceptable to City. Contractor will be responsible for the conduct ofthe assessment and inspection and will pay for the cost of these services.
City will be responsible for supplying heat, water and electricity to these facilities. Contractor may use City phone system, but must pay for local service, equipment charges and long- distance calls. In using these facilities, Contractor will develop and adhere to an energy conservation plan that is consistent with City policy. To the extent Contractor operates these facilities in a manner that unnecessarily increases utility costs incurred by City ( e. g, does not turn off lights when appropriate to conserve energy and utility usage), City may charge Contractor the excess utility costs of such practices.
City will be responsible for preventative maintenance and repair of facility structure and all elements contained therein that are sublet to Contractor and that are the property of City unless such repair is due to negligence of Contractor.
City from time to time may add equipment, tools, or furniture to the garage and will entertain Contractor recommendations in this regard. These items will be added to the inventory of items that are Contractor' s responsibility as they are put into service. Alternatively, Contractor may purchase and install equipment in the garage upon approval by City. At the conclusion of the Agreement, City shall have the option to purchase this equipment at its depreciated cost. If City elects not to purchase this equipment, Contractor will remove the equipment and return the garage to its pre -equipment installation condition.
Hazardous Material Disposal:
City shall be responsible for disposal of all wastes ( e. g. used oils, oil filters, coolants, transmission fluids, tires, etc.) generated during the course of the Agreement. Disposal of all waste materials will be done in accordance with City, County, State and Federal laws and regulations. Contractor will train its employees in working with and handling hazardous materials.
Contractor will aid City Staff with an annual Certified Unified Program Agency ( CUPA) Filing. 1: 1emo\ Agreemems\ SVT Fleet, LLC Agreement FY25- 0093. doex- ms Diesel Particulate Filters
Contractor shall maintain and service Diesel Particulate Filters as required by the South Coast Air Quality Management District ( AQMD).
Parts Procurement
Contractor may utilize City existing parts procurement contracts for their existing term( s).
Contractor shall demonstrate to City that they are receiving the preferred customer pricing for City for all other parts or supplies. City reserves the right to purchase parts directly for Contractor' s use in effecting maintenance or repairs, whether from existing contracts or from any vendor of its choice.
Repairs:
Enterprise Fleet Management Leased Vehicles:
Contractor must be an authorized Enterprise Fleet Management vendor for repairs and maintenance.
Vehicles with a Preventative Maintenance Agreement:
Contractor shall perform the preventative maintenance work on the Enterprise Leased Vehicle and invoice Enterprise Fleet Management directly for such services. The time spent working on these vehicles shall not be included in the time billed to City.
Vehicles without a Preventative Maintenance Agreement:
Contractor shall perform the preventative maintenance work on the Enterprise Leased Vehicle and include the time billed to City.
Repairs Beyond Regular Maintenance:
Ifit is determined that a City vehicle needs repairs beyond regular maintenance such as new brakes, tires, major electrical improvements, or other repairs deemed as necessary, the Preventative Maintenance form will become a repair work order. The City Representative will be contacted to obtain authorization to proceed before any repairs are performed, as required by California State law. The Contractor will not perform the repair until receiving approval from City Representative in writing or e- mail. Contractor will also advise City Representative of the estimated downtime before completing the repair.
Work shall not be sub -contracted without approval from City Representative. Any subcontractor to be utilized for maintenance or repair work shall meet City' s required qualifications, repair certificates, licenses, and insurance requirements and provide repair and maintenance as provided in the turnaround time requirements identified in the Agreement.
Warranty and Recall Work:
Contractor will administer all warranties and recalls, both for vehicles and parts, associated with management of City's fleet. Contractor will be required to attempt to obtain authorization from I:\emo\ Agrcements\ SVT Fleet, LLC Agreement FY25-0093. doex- ms various vehicle manufacturers to perform in house warranty work on City vehicles. Such work will be reimbursed directly to the Contractor by the manufacturer and City will be held harmless from payment for such work. Work performed by the Contractor for which reimbursement is provided by the manufacturers shall not be billed to City. Contractor may send warranty or recall work out to others, subject to applicable provisions ofthe manufacturer' s warranty, when it is more cost- effective to City to do so. Contractor will be responsible for any deductible on work performed at a dealership. The cost of repairs made if a vehicle is sent out for suspected warranty work — and the suspected problem is not warrantied — will be absorbed by Contractor as part of the annual maintenance cost.
Emission ( Smog) Testing / Opacity Testing:
Emission testing shall be performed annually on qualifying vehicles by Contractor. Due to configuration of City' s fleet, there will be vehicles tested every year based on vehicle identification numbers. Opacity testing shall be completed annually with comprehensive records maintained.
DOTBIT Inspection Vehicles ( Heavy Trucks, Trailers and Buses):
Contractor shall manage and City' s DOTBIT Inspection to include, but not limited to:
1) Serviced accordingly every 90 days as per DOT guidelines with CHP approved checklists 2) Maintain records for all vehicles regulated by DOT per DOT and CHP guidelines City will manage and maintain personnel records and conduct random drug screening for City employees affected by the DOTBIT program.
Management Information System:
City shall provide and maintain all software and hardware needed for the Ron Turley & Associates ( RTA) Fleet Management Software System.
The Contractor will be responsible for accurate daily entry of all work order information, ( e.g. parts, labor, repair type, outside vendor repair costs, etc.) into the RTA Fleet Management System.
The Contractor will follow existing City Policies with respect to adding or modifying any information to the RTA Fleet Management Software.
Sensitivity of City Property:
Contractor must acknowledge that certain property owned by City is sensitive in nature and requires concerted efforts by Contractor to ensure that the sensitive nature of such property is not compromised.
Vehicles designated by City as unmarked police undercover vehicles will be serviced and maintained by Contractor. Contractor will ensure that the confidential and sensitive nature of these vehicles, including, but not limited to, the special equipment inside the vehicles are l:\ cmo\ Agmements\ SVT Fleet, LLC Agreement FY25- 0093. doex- ms maintained. Security procedures by Contractor for such vehicles will include written acknowledgement of the agreement of staff to:
A) Control and limit discussion about these vehicles
B) Prohibit handling and tampering with special machinery and tools C) Ensuring that the integrity of the mechanics and other staff and subcontractors is sufficient Turn Around Time — Public Safety:
In the course of maintenance and repair of City owned Police vehicles, there shall not be more than 10% of the safety fleet down at one time for maintenance or repair. Repairs will need to be coordinated with City Representative to minimize equipment downtime for response.
Safety Requirements:
Contractor shall be solely and completely responsible for conditions of the jobsite, including safety of all persons ( including employees) and property during performance ofthe work This requirement shall apply continuously and not be limited to normal working hours. Safety provisions shall conform to U.S. Department of Labor ( OSHA), California Department of Labor CAL) and all other applicable federal, state, county, and local laws, ordinances, codes and regulations. Where any of these are in conflict, the more stringent requirement shall be followed.
Contractor' s failure to thoroughly familiarize themselves with the aforementioned safety provisions shall not relieve them from compliance with the obligations and penalties set forth therein. City reserves the right, but is not obligated to make safety inspections at any time Contractor is on City property and to ensure safety rules are not being violated.
A) Contractor will furnish adequate safety equipment and comply with the various OSHA regulations established by the Federal Government, the State and amendments and changes that may occur from time to time: Contractor will maintain safety records in connection with its operation of City facilities recording the relevant details regarding any accidents or injuries occurring on City of Redlands property.
B) All work will be conducted in a safe manner and will comply with the requirements of State and local rules and regulations and OSHA safety standards. Prior to commencement ofthe work, Contractor will meet in conference with a representative from the Risk Management Division to discuss and develop a mutual understanding relative to the administration of City safety program C) If at any time Contractor fails or refuses to comply with Federal, State, or City of Redlands safety requirements; City may issue an order to stop all work until satisfactory corrective action has been taken. No part of the time lost due to any such stop order will be made the subject of any claims for excess cost, damage or extension of time against City, its agents or employees.
D) Contractor will report to City all accidents ( personal injury, vehicle or equipment damage) within twenty- four ( 24) hours of their occurrence or discovery.
Additional Duties:
A) Road calls in field
10 I:\ cmo\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. doex- ms B) Large truck and car tire repairs and installation
C) Unload deliveries warehouse/ UPS/ Fed- Ex
Fleet Availability Performance Standards
Table A — List of Vehicles
MONTHLY
DEPARTMENT/ FLEET AVAILABILITY
GOAL
1 Entire City of Redlands Fleet Between 95% and 97%
2 Police — Available 24 x 7 Between 96% and 98%
3 Fire — Available 24 x 7 Between 96% and 98%
Solid Waste* - Available 8 — 9 Hours per business day
Commercial Collections
3 Residential Collections Between 95% and 97%
Recycling
Municipal Utilities & Engineering ( MUED)
4 Water Production*.
Between 95% and 97%
Water Distribution*
Waste Water*
Municipal Utilities & Engineering ( MUED)
5 Administration* Between 94% and 97% Engineering*
Meter Readers*
FACILITIES & COMMUNITY SERVICES ( FCS)
Airport
Animal Services*
Building Maintenance*
Cemetery*
Code Enforcement*
6 Electrical* Between 94% and 97%
Parks/ Groves*
Recreation*
Senior Transportation*
Streets*
Trees*
7 All other City Departments Petween 94% and 97%
These vehicles do not accrue downtime until the next business day begins. Accident damage repairs, acts of nature or any time spent waiting for customer approval to precede with repair does not accrue downtime.
I
I:\ cmo\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. docx-ms
PREVENTATIVE EQUIPMENT MAINTENANCE SCHEDULE
Preventative maintenance shall be defined as scheduled routine inspection, servicing, repair and replacement of equipment components on a regular basis so as to facilitate operations with a minimum of downtime. The preventative maintenance program shall be in accordance with industry recognized best Onsite Fleet Maintenance and Repair Program practices, and shall comply with the original equipment manufacturer ( OEM) specifications.
Safety Checklist: The listed items must be inspected, serviced and/ or repaired at every PM interval.
1 Headlights ( High and Low Beams) Steering and Suspension Components Beam Indicator Lamp Windshield Wipers and Washers
3 Parking Lights
112
Horn and/ or Audible Warning Devices ( Siren,
etc.
41 License Plate Light ll Interior and Exterior Mirrors 5 ` ail/ Sto Li hts Exhaust Pipes and all Hanger/ clamps 6 rum Signals 14 : Seat Belts
1 Pazard and 4 Way Lights 15 IWindow Operation and Door Locks 8 = mergenc / Parking Break 16 ire Pressure and Wear
Preventative Maintenance - Level A Service ( PM -A)
Perform all items listed every 5, 000 miles or six ( 6) months, whichever occurs first, on all cars, light trucks ( 1 ton and below) vans, utility vehicles, etc. Exceptions from the PM work listed will be considered if approved by the City Representative.
Enterprise Leased Vehicles
Performallitems listed every 5,000 miles or six (6) months, whichever occurs first on all cars, light trucks (1 ton and below), vans, utility vehicles, etc. Exceptions from the PM work listed will be considered if approved by the City Representative. 1.:
rkInspect service and repair all interior lights. Inspect, service and refill fluid levels: Coolant
Windshield
Washer Solvent Transmission
ifferentials
Power
Steering Brake
Fluids 3
Inspect, service and repair charging system, battery terminals, cables and box Inspect, service and repair heating/air conditionings stem 5
Inspect, service and repair frame, cross members and body joints6 ``" i Inspect, service and repair the engine starting components and circuits Inspect, service and repair drive train components5
Inspect, service and repair any noted oil, fuel, coolant or other fluid leaks 9 ":` Inspect, service and repair air emission filters and valves as needed 10:.
Inspect, service and repair drive belts, hoses and clamps 11 ` Inspect, service and repair all gauges for proper calibration and operation 12 IA=
o\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. doex- ms 12 Inspect, service, repair and lubricate all grease points on chassis, body, booms, hoists and winching mechanisms
13 Chan a en ine oil and filter— products shall meet OEMspecifications 14 Inspect, service and replace air filter as necessary 15 Inspect, service, repair/replace tires as necessary. Replace at 3/ 32 inch tread life. 16 Inspect brakes, repair/* re lace as necessary.
Preventative Maintenance - Level C Service ( PM-C)
Perform items listed every 9, 000 miles or 12 months, whichever occurs first. 1 Perform all items listed in PM -A and PM-B
Inspect and service transmission, which includes but is not limited to adjustment, fluid and filter change as necessary and/ or required by original equipment manufacturer 3;; ` Perform front end alignment as well as inspect for work or broken components; replace as necessary
Drain, flush and replace differential fluids
5 Drain, flush and replace engine coolant
6`% Remove all wheels and inspect brakes; * replace or repair as needed T Clean particulate diesel filters per OEMspecifications 30, 000 Mile Service
Perform items listed every 30,000 miles or 36 months, whichever occurs first 1 Perform a pressure check ofthe coolant system for leaks. Drain coolant and perform black flush to system. Replace coolant; tighten all hose clamps and fittings.
Change air and fuel filters
3 = Perform a complete system check to include ignition/timing, the charging voltage, charging amperage and the cranking amperage. The results must be recorded on the PM checklist.
Drain the transmission fluid, replace the filter, adjust the transmission bands and replace the an gasket. Fill transmission with manufacturers required type and specified amount of transmission fluid. Perform a road test to ensure fluid is circulated and bands are properly adjusted.
Replace all spark plugs and wires, distributor cap and rotor, PVC valve with new OEM or 5 better quality parts. Perform overhead service.
6''' Remove thermostat and gasket and replace with new OEM or better -quality art road test shall be performed for each preventative service performed for diagnosing problems, checking the effectiveness of repairs and testing overall operation of the vehicle.
Technician to make recommendations as appropriate.
8_' Check tire pressure and condition. Replace as appropriate 13 BemoUgreementASW Fleet, LLC Agreement FY25- 0093. docx- ms EXHIBIT ' B"
PRICE AND FEE SCHEDULE
Labor Rates
Description Hourly Rate
Light/ Medium/ Heavy Duty 105. 00
Mechanic - Regular Time
Light/ Medium/ Heavy Duty 148. 00
Mechanic - Overtime
Janitorial Service 36. 25
Road Call ( from Contractor
125. 00
Home Base Facility)
On -site Supervisor - Regular
58. 00
Time
On -site Supervisor - Overtime 87. 00
Certified Fire Technician 130. 00
Parts Technician 80. 00
Material / Parts / Subcontractor Rates
Parts Markup Cost + 20%
Subcontractor Costs Cost+ 15%
3% annual CPI increase on annual extensions at time of extension. 14 l:\cmo\ Agreements\ SVT Fleet, LLC Agreement FY25- 0093. docx- ms EXHIBIT " C"
WORKERS' COMPENSATION INSURANCE CERTIFICATION
Every employer, except the State, shall secure the payment of compensation in one or more of the following ways:
a) By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State. b) By securing from the Director of Industrial Relations, a certificate of consent to self -insure, either as an individual employer, or as one employer in a group of employers, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self -insure and to pay any compensation that may become due to his or her employees.
CHECK ONE
X
I am aware of the provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability for Workers' Compensation or to undertake self- insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance' of -the work and activities required or permitted under this Agreement. ( Labor Code § 1861).
I affirm that at all times, in performing the work and activities required or permitted under this Agreement, I shall not employ any person in any manner such that I become subject to the workers' compensation laws ofCalifornia. However, at any time, if I employ any person such that I become subject to the workers' compensation laws of California, immediately I shall provide the City with a certificate of consent to: -self -insure, or a certification of workers' compensation insurance.
I certify under penalty ofperjury under the laws ofthe State of California that the information and representations made in this certificate are true and correct.
SVT FLEET, INC.
By: & eQ. ZK yL 0- Date: 06- 30- 25
Michael Tho Pre son President
15 I:\ cm6Agreemcros\ SVT Fleet, LLC Agreement FY25- 0093. docx- ms City Council AGENDA ITEM NO. K6.
DATE: June 16, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of Fiscal Year 2026-27 Facilities and Community Services Department Annual Agreements and Purchase Orders for a total annual amount not to exceed $8,587,250.04 and a total not to exceed amount of $17,477,073.38 and determine that approval is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Department Director Crocker)
MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motions are provided:
1. I move that the City Council determine approval of the Fiscal Year 2026-27 Facilities and Community Services Department Agreements and Annual Purchase Orders is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act; and
2. I move to approve an amendment to an agreement with Redlands Iron Works; and
3. I move to approve the Purchase Orders as set forth in the staff report.
RECOMMENDATION:
Staff recommends that the City Council determine that approval of the Fiscal Year 2026-27 Facilities and Community Services Department's Agreements and Annual Purchase Orders is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act.
Staff further recommends approval of the Fiscal Year 2026-27 Facilities and Community Services Department's Agreement and Annual Purchase Orders for a total FY 2026-27 amount not to exceed $8,587,250.04 and a total not-to-exceed amount of $17,477,073.38.
DISCUSSION:
The Facilities and Community Services Department routinely procures goods and services necessary to support City operations, including fleet maintenance, facility upkeep, and park services. The proposed agreements and purchase orders have been included in the Fiscal Year 2026-27 budget and are consistent with the City‘s purchasing policies.
These annual purchase orders and the proposed agreement amendment are included in the Fiscal Year 2026-27 budget request and will not exceed the total annual amount of $8,587,250.04 as described in the chart below.
Vendor Service Annual Notto-Exceed
Amount
Total Not-toExceed
Amount
PO or
Agreement
Term
Division(s) Procurement
Type
Bernell
Hydraulics
Parker
Hannifin
Hydraulic
Parts &
Service
$310,000 $930,000 3 Years Equipment
Maintenance
Purchase
Order
Redlands
Iron Works
Fabrication
Services
$100,000 $250,000 3 Years Equipment
Maintenance;
Parks
Agreement
Amendment
Bens Lock
& Key
Locksmith
Services
$50,000 $50,000 1 Year Building
Maintenance
Sole Source
Clean
Energy
Fuel Island
Maintenance
$240,000 $240,000 1 Year Equipment
Maintenance
Sole Source
Dick
Dewese
Chevrolet,
Inc.
OEM
Chevrolet
Parts &
Service
$100,000 $100,000 1 Year Equipment
Maintenance
Sole Source
Ray Gaskin
Service
New Way
Parts &
Service
$400,000 $400,000 1 Year Equipment
Maintenance
Sole Source
San
Bernardino
County
Landfill
Landfill
Services
$100,000 $100,000 1 Year Landfill Sole Source
Tec
Equipment,
Inc.
Mack Parts &
Service
$300,000 $300,000 1 Year Equipment
Maintenance
Sole Source
Caterpillar,
Inc.
Heavy
Equipment
Parts &
Service
$400,000 $400,000 1 Year Equipment
Maintenance
Cooperative
Purchase
Enterprise
FM Trust
Vehicle
Lease
Program
$5,868,710.04$14,388,533.387 Years City Wide Cooperative Purchase
Geotab Telematics &
Drivecam
Systems
$118,540 $118,540 1 Year Equipment
Maintenance
Cooperative
Purchase
Genuine
Automotive
(Napa Auto
Parts)
Automotive
Parts & Tools
$200,000 $200,000 1 Year Equipment
Maintenance
Cooperative
Purchase
Grainger Parts, Tools,
& Supplies
$100,000 $100,000 1 Year Department
Wide
Cooperative
Purchase
Rush Truck Peterbilt
Parts &
Service
$300,000 $300,000 1 Year Equipment
Maintenance
Cooperative
Purchase
Purchase Order
In accordance with the City's procurement guidelines, formal Requests for Bids (RFBs) were advertised for the provision of Parker Hannifin Parts & Service on February 26, 2026. There was only one bid submitted by Bernell Hydraulics. Staff evaluated the only bid for conformance with the scope of services and qualifications and verified the total price listed on the Bid Opening Report shown in the table below. Bernell Hydraulics, Inc., met all the bidding requirements and was deemed the apparent low bidder. The total purchase order amount is not to exceed $930,000 for a term of three years.
Vendor Name Bid Amount
Bernell Hydraulics, Inc. $930,000
Agreement Amendment
On June 4, 2024, the City Council approved an agreement with Redlands Iron Works for Onsite Fabrication Services. Due to an increased need for fabrication repairs and an increase in the price of materials, staff is recommending that the City Council approve a First Amendment to the agreement with Redlands Iron Works to increase the compensation for the second extended term by $25,000, from $75,000 to an amount not to exceed $100,000. Approval of the amendment would increase the total agreement amount from $225,000 to a not-toexceed amount of $250,000.
Sole Source Purchase Orders
In accordance with the City's purchasing policy, sole or single source purchases exceeding $40,000 require City Council approval. These purchases are typically warranted because the vendor is the sole authorized dealer and purchasing from another vendor would void the manufacturer's warranty, and/or the vendor's product has been standardized for use. Fiscal Year 2026-27 purchases through these annual purchase orders are anticipated not to exceed $1,190,000.
Cooperative Purchase Orders
In accordance with the City’s procurement policies, the City utilizes existing cooperative contract agreements for supplies and services through Sourcewell. By utilizing the cooperative purchasing arrangement, the City can benefit from previously posted bid packages that have been competitively bid and awarded. Agencies can review bid results from more than 50,000 government, educational, and nonprofit organizations and draw from the terms and pricing for similar units and vehicles. Fiscal Year 2026-27 cooperative purchases are anticipated not to exceed $6,987,250.04. This includes an annual purchase order with Enterprise Fleet Management in an amount not to exceed $5,868,710.04 and a total master agreement amount not to exceed $14,388,533.38.
City Council approval of these annual agreements and purchase orders is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act as it can be seen with certainty that approval of these annual agreements and purchase orders will have no significant effect on the environment.
ALTERNATIVES:
City Council may deny the staff's recommendations and provide alternate directions.
STRATEGIC PLAN:
Approval of the proposed agreements and purchase orders supports the City’s Strategic Plan by ensuring operational excellence, promoting fiscal responsibility, and enhancing service delivery.
SUBMITTED BY:
Tabitha Crocker, Facilities & Community Services Director RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:
Marion Cronin, Administrative Analyst
FISCAL IMPACT
Fiscal Year: FY 2026-27
Revenue Generating: No
Amount: $8,587,250.00
Budgeted Y/N: Yes
Account No.: Various
Additional Appropriation Required: No
Discussion:
Funding for these annual agreements and purchase orders are included in each Division's Proposed Operating Budget request for FY 2026-27.
Attachments
A_1st_Amendment_w_Iron_Works.pdf
B_Iron_Works_Original_Agreement.pdf
C_Cooperative_Purchase_Orders.pdf
D_Sole_Source.pdf
E_Bernell_Bid_Report_-_Parker_Hannifin_Parts_Service.pdf 1 I:\cmo\Agreements\1st Amendment w Iron Works.bm.06.04.2026.FY2526-198.docx
FIRST AMENDMENT TO AGREEMENT TO PERFORM PROFESSIONAL SERVICES This first amendment (“First Amendment”) to the agreement for the provision of Onsite Fabrication Services (“Agreement”), dated June 4, 2024, by and between the City of Redlands, a municipal corporation and a general law city (“City”), and Redlands Iron Works, Inc., (“Consultant”), is made and entered into this 16th day of June, 2026.
RECITALS
WHEREAS, it is the desire of the City and Consultant to amend their existing Agreement, specifically with the total compensation.
NOW, THEREFORE, for good and valuable consideration in the receipt of which is hereby acknowledged City and Consultant agree as follows:
AGREEMENT
Section 1. Article 5 of the Agreement, entitled “Payments to Contractor,” Section 5.1 is hereby amended to read as follows:
5.1 “Compensation: The compensation for Contractor’s performance of the Services shall not exceed the amount of Seventy-Five Thousand Dollars ($75,000) for the Services provided during the Initial Term. Should this Agreement be renewed, the compensation for Contractor’s performance for the Services shall not exceed the amount of Seventy-Five Thousand Dollars ($75,000) for the first Extended Term; and One Hundred Thousand Dollars ($100,000) for the second Extended Term, bringing the total possible amount of compensation to a not-to-exceed amount of Two Hundred and Fifty Thousand Dollars ($250,000). For the Initial Term and each Extended Term, City shall pay Contractor on a time and materials basis up to the not to not-toexceed amount in accordance with the rates specified in Exhibit “B,” titled “Fee Schedule,” which is attached hereto and incorporated herein by reference.” Section 2. All other provisions of the Agreement shall remain unchanged by this First Amendment and in effect.
[See next page for Signatures]
2 I:\cmo\Agreements\1st Amendment w Iron Works.bm.06.04.2026.FY2526-198.docx IN WITNESS WHEREOF, the parties have executed this First Amendment, to be effective as of June 16, 2026.
CITY OF REDLANDS REDLANDS IRON WORKS, INC
By: _______________________________ By: _______________________________ Mario Saucedo, Mayor Manuel Gonzalez, Owner
ATTEST:
__________________________________
Jeanne Donaldson, City Clerk
City Council AGENDA ITEM NO. K7.
DATE: June 16, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of a First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc., for Sports Field Maintenance, increasing the total compensation to an amount not to exceed $1,202,625; and determine approval of the First Amendment to the NonProfessional Services Agreement is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Department Director Crocker) MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motion is provided:
1. I move that the City Council determine approval of the First Amendment to the Non-Professional Services Agreement with BrightView Landscape Service, Inc. for Sports Field Maintenance, is exempt from environmental review pursuant to Section 15061 (b)(3) of the State's guidelines implementing the California Quality Act; and
2. I move to approve the First Amendment to the Non-Professional Services Agreement with BrightView Landscape Service, Inc. to increase the current three-year agreement amount by $121,507.00, expanding Sports Field Maintenance Services and amend total compensation to a not-to-exceed amount of $1,202,625.00, over a threeyear term.
RECOMMENDATION:
Staff recommends that the City Council find the approval of the First Amendment to the Non-Professional Services Agreement between the City of Redlands and BrightView Landscape Service, Inc., for Sports Field Maintenance, is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Act.
Staff also recommends City Council approve the First Amendment to the Non-Professional Services Agreement between the City of Redlands and BrightView Landscape Service, Inc. for Sports Field Maintenance, to amend the total compensation of the agreement.
DISCUSSION:
On June 17, 2025, the City Council approved a multi-year agreement with BrightView Landscape Services, Inc. to provide sports field maintenance services at various City parks, including Brookside Park, Crafton Park, Israel Beal Park, Martinez Park, Sports Park, and Texonia Park.
Since execution of the Agreement, the City has added Coyazo Park to the Scope of Services. As a result, staff is requesting approval of a First Amendment to increase the total annual compensation of $1,081,118 under the original agreement by $121,507 to a new total amount not to exceed $1,202,625, over a three-year term.
Continuation of services under the Agreement remains subject to annual City Council budget appropriations in subsequent fiscal years.
Approval of the proposed First Amendment is exempt from environmental review pursuant to Section 15061(b)(3) of the State Guidelines implementing the California Environmental Quality Act, which applies to activities that do not have the potential to cause a significant effect on the environment. The services provided under this Agreement consist of routine maintenance of existing sports fields and do not involve expansion or alteration of facilities; therefore, no significant environmental impacts are anticipated.
ALTERNATIVES:
The City Council may elect not to approve the first amendment to the agreement and direct staff accordingly.
STRATEGIC PLAN:
Focus Area D- Sustainability
SUBMITTED BY:
Tabitha Crocker, Facilities & Community Services Director RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:
Marion Cronin, Administrative Analyst
FISCAL IMPACT
Fiscal Year: FY 2025-26
Revenue Generating: No
Amount: N/A
Budgeted Y/N: Yes
Account No.: 101303-6710
Additional Appropriation Required: No
Discussion:
The proposed First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc. increases the total contract amount by $121,507.00, reflecting the addition of Coyazo Park to the Sport Field Maintenance scope of services. Funding for the contract increase in the amount of $121,507 is included in the FY2027 and 2028 Proposed Biennial Budget .
Attachments
First_Amendment_w_BrightView_sports_fields.pdf
Executed_BrightView_Agreement.pdf
Sports_Field_Amendment_Calculations.pdf
1 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx
FIRST AMENDMENT TO AGREEMENT TO PERFORM NON-PROFESSIONAL
SERVICES FOR IMPROVEMENT TO PUBLIC BUILDINGS AND GROUNDS This first amendment (“First Amendment”) to the agreement for the provision of Sports Field Maintenance services (“Agreement”), dated June 17, 2025, by and between the City of Redlands, a municipal corporation and a general law city (“City”), and BrightView Landscape Services, Inc., a California corporation (“Contractor”), is made and entered into this 16th day of June, 2026.
RECITALS
WHEREAS, on June 17, 2025, City Council and Contractor entered into a multi-year agreement for the provision of sports field maintenance services; and WHEREAS, part of the Bergamot Development by Meritage Homes, the new Coyazo Park was developed and dedicated to the City; and
WHEREAS, it is the desire of the City and Contractor to amend their existing Agreement to increase the amounts of annual compensation and total compensation to be paid to Contractor necessary to add sports field maintenance services at the newly developed sports field at Coyazo Park.
NOW, THEREFORE, City and Contractor agree as follows:
AGREEMENT
Section 1. Section 5.1 of the Agreement, titled “Payments to Contractor,” is hereby amended to read as follows:
“5.1 Total compensation for Contractor’s performance of the Services shall not exceed the amount of One Million Two Hundred Two Thousand Six Hundred Twenty-Five dollars ($1,202,625.00). City shall pay Contractor on a time and materials basis up to the not-toexceed amount in accordance with Exhibit “B,” titled “Fee Schedule,” which is attached hereto and incorporated herein by reference.”
Section 2. Exhibit “A” (“Scope of Services”) of the Agreement is replaced with an amended Exhibit “A,” which is attached hereto and incorporated herein by this reference as Attachment 1.
Section 3. Exhibit “B” (“Fee Schedule”) of the Agreement is replaced with an amended Exhibit “B,” which is attached hereto and incorporated herein by reference as Attachment
2. Section 4. All other provisions of the Agreement shall remain unchanged by this First Amendment and in effect.
2 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx IN WITNESS WHEREOF, the parties have executed this First Amendment, to be effective as of June 16, 2026.
CITY OF REDLANDS BRIGHTVIEW LANDSCAPE SERVICES,
INC.
________________________________ By: ________________________________ Mario Saucedo, Mayor Enrico Marogna, Sr. Vice President ATTEST:
___________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx ATTACHMENT 1
EXHIBIT “A”
SCOPE OF SERVICES
SPORTS FIELDS WITHIN LISTED PARKS
Services to be performed at:
Brookside Park sports field, Isreal Beal Park sports field, and Texonia Park sports field:
• Weekly mowing, edging, and trimming
• Basic weed and pest control
• Routine irrigation inspection and adjustment
• General debris and trash removal
• Weekly safety inspections
• Fence inspections
• Annual overseeding (dethatch, verticut, vacuum, seed at 8lbs per 1,000 sq ft, drag in seed) • Annual pre-emergent application
• 2x/year turf fertilization
• 1x/year turf aeration
• 2x/year post-emergent application
• 3x/year hard edge baseball and softball fields
• 2x/year edge flushing baseball and softball fields
• 36x/year scarify, drag, and water baseball and softball fields • Provide monthly Quality Site Assessment (QSA) reports Services to be performed at Crafton Park sports field and Sports Park Soccer Complex:
• Weekly mowing, edging, and trimming
• Basic weed and pest control
• Routine irrigation inspection and adjustment
• General debris and trash removal
• Weekly safety inspections
• Fence inspection
• Annual overseeing (dethatch, verticut, vacuum, seed at 8lbs per 1,000 sq ft, drag and seed) • Annual pre-emergent application
• 3x/year turf fertilization
• 2x/year turf aeration
• 3x/year post-emergent application
• 4x/year edge flushing baseball and softball fields
• 38x/year scarify, drag, and water field
• Twice weekly turf mowing on fields during heaviest use/growth (May – September) • Provide monthly Quality Site Assessment reports
4 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Services to be performed at Martinez Park sports field:
• Weekly mowing, edging, and trimming
• Basic weed and pest control
• Routine irrigation inspection and adjustment
• General debris and trash removal
• Weekly safety inspections
• Fence inspections
• Annual overseeding (dethatch, verticut, vacuum, seed at 8lbs per 1,000 sq ft, drag in seed) • Annual pre-emergent application
• 3x/year turf fertilization
• 2x/year turf aeration
• 3x/year post-emergent application
• 5x/year hard edge baseball and softball fields
• 4x/year edge flushing baseball and softball fields
• 38x/year scarify, drag, and water field
• Twice weekly turf mowing on fields during heaviest use / growth (May – September) • 1x/year infield renovation: Lip reduction by deep tine scarification, add infield clay (as needed), level infield
• Provide monthly Quality Site Assessment (QSA) reports Services to be performed at Coyazo Park sports field:
• Weekly mowing, edging, and trimming
• Basic weed and pest control
• Routine irrigation inspection and adjustment
• General debris and trash removal
• Weekly safety inspections
• Fence inspection
• Annual overseeing (dethatch, verticut, vacuum, seed at 8lbs per 1,000 sq ft, drag and seed) • Annual pre-emergent application
• 3x/year turf fertilization
• 2x/year turf aeration
• 3x/year post-emergent application
• 4x/year edge flushing baseball and softball fields
• 38x/year scarify, drag, and water field
• Twice weekly turf mowing on fields during heaviest use/growth (May – September) • Provide monthly Quality Site Assessment reports
As Needed Services to be performed at all locations:
• Irrigation system repairs, including but not limited to:
° Sprinkler replacement
° Valve replacement
5 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx ° Filter cleaning / replacement
° Broken line repair
• All replacement parts pertaining to the irrigation system shall be the same make to match with existing components specific to the location; i.e. Hunter, Rain Bird, Superior, Sch 40 PVC fittings and pipe, etc.
City of Redlands Sports Field Locations
1 Brookside Park – 1630 Brookside Ave Soccer Field Approx 35,221 sf 2 Coyazo Park – Domestic Ave & Bergamot St Baseball, Flag Football Approx 210,308 sf 3 Crafton Park – Independence Ave Soccer Field Approx 100,188 sf 4 Israel Beal Park 140 W Riverview Dr Baseball Approx 56,962 sf 5 Martinez Park – 1535 N Church St Baseball, Flag Football Multi Field approx. 330,543 sf 6 Sports Field – 1790 N Dearborn St Soccer Field Approx 1,139,430 sf 7 Texonia Park – 1321 Texas St 2 Soccer Fields Approx 124,036 sf 6 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Brookside Park Sports Field Area
7 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Israel Beal Park Sports Field Area
8 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Texonia Park Sports Field Area
9 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Crafton Park Sports Field Area
10 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Martinez Park Sports Field Area
11 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Sports Park Sports Field Area
12 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx Sports Field Maintenance Service Locations Included in Scope:
Coyazo Park Sports Field Area
13 I:\cmo\Agreements\First Amendment w BrightView (sports fields).bm.06.01.2026.FY2526-188.docx ATTACHMENT 2
EXHIBIT “B”
FEE SCHEDULE
SPORTS FIELD MAINTENANCE
Sports Field Landscape Maintenance
1st Amendment to Agreement with Brightview 3/2026
Service Location Monthly Cost Year 1 Monthly Cost Year 2 Monthly Cost Year 3 Brookside Park $446.00 $459.38 $473.16
Crafton Park $1,398.00 $1,439.94 $1,483.14
Israel Beal Park $911.00 $938.33 $966.48
Martinez Park $7,141.00 $7,355.23 $7,575.89
Sports Park $15,415.00 $15,877.45 $16,353.77
Texonia Park $1,397.00 $1,438.91 $1,482.08
Current Agreement Monthly Totals $26,708.00 $27,509.24 $28,334.52 Total Current Agreement Annual Amount $320,496.00 $330,110.88 $340,014.21 As Needed Services Rate Year 1 Rate Year 2 Rate Year 3
Irrigation Technician (Per Hour) $70.00 $72.10 $74.26
Irrigation Parts Cost Plus 15% Cost Plus 15% Cost Plus 15% Estimated Annual As Needed Service Costs $29,503.60 $30,158.80 $30,833.66 Annual Cost Year 1 Annual Cost Year 2 Annual Cost Year 3 $350,000 $360,270 $370,848
Current Agreement Total Compensation not to exceed
Amendment to Add Coyazo Park Monthly Cost Year 1 Monthly Cost Year 2 Monthly Cost Year 3 $4,988.00 $5,137.64 $5,291.77
FY 2025-26 Partial Year Amount (March, April, May & June) $19,952.00 FY 2026-27 (Year 2) and FY 2027-28 (Year 3) Annual Amounts $61,651.68 $63,501.23 Amended Annual Agreement Amount (Including Coyazo Park) $340,448.00 $391,762.56 $403,515.44 As Needed Services Rate Year 1 Rate Year 2 Rate Year 3
Irrigation Technician (Per Hour) $70.00 $72.10 $74.26
Irrigation Parts Cost Plus 15% Cost Plus 15% Cost Plus 15% Estimated Annual As Needed Service Costs $45,000.00 $46,350.00 $47,740.50 Annual Cost Year 1 Annual Cost Year 2 Annual Cost Year 3 Total Amended Annual Agreement Amount $385,448 $438,113 $451,256 Total Compensation not to exceed
Current Agreement Monthly Rates
$1,274,816
$1,081,118
City Council AGENDA ITEM NO. K8.
DATE: June 16, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of the First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc. for Citywide Landscape Maintenance Services, increasing the total compensation to an amount not to exceed $2,466,662; and determine approval of the First Amendment to the Non-Professional Services Agreement is exempt from environmental review pursuant to Section 15061(b)(3) of the State’s guidelines implementing the California Environmental Quality Act (Facilities and Community Services Department Director Crocker) MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motions are provided:
1. I move that the City Council determine approval of the First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc. is exempt from environmental review pursuant to Section 15061(b)(3) of the State’s guidelines implementing the California Environmental Quality Act; and
2. I move to approve the First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc. to increase the current multi-year agreement amount of $2,332,174.00 by $134,488.00, expanding Citywide Landscape Maintenance Services and amend total compensation to a notto-exceed amount of $2,466,662.00.
RECOMMENDATION:
Staff recommends that the City Council find the approval of the First Amendment to the Non-Professional Services Agreement between the City of Redlands and BrightView Landscape Services, Inc. is exempt from environmental review pursuant to Section 15061(b)(3) of the State’s guidelines implementing the California Environmental Quality Act. Staff further recommends that the City Council approve the First Amendment to the Agreement to amend the total compensation and scope of the Citywide Landscape Maintenance Agreement.
DISCUSSION:
On July 15, 2025, the City Council approved a multi-year Non-Professional Services Agreement with BrightView Landscape Services, Inc. for comprehensive citywide landscape maintenance services; the term of the agreement is August 1, 2025, to July 31, 2029. The scope includes maintenance of City parks, parkways, medians, trails, Community Facilities Districts (CFDs), Landscape Maintenance Districts (LMDs), and Hillside Memorial Park Cemetery, ensuring public safety, functionality, and aesthetic quality across City facilities.
Subsequently, the City accepted the dedication of Coyazo Park as part of the Bergamot residential development.
Coyazo Park was annexed into a Community Facilities District No. 2004-1, which provides a dedicated funding source for ongoing maintenance and operations. To ensure consistent maintenance standards and integration of Coyazo Park into existing operations, staff proposes amending the agreement to include the park within the citywide maintenance program.
The First Amendment updates Exhibit “A” (Scope of Services) and Exhibit “B” (Fee Schedule) to reflect the additional acreage and service requirements. The amendment increases the contract amount by $134,488.00, for a revised total not-to-exceed amount of $2,466,662.00 over the remaining three-year term. Approval of the First Amendment is exempt from environmental review under Section 15061(b)(3) of the CEQA Guidelines, as it involves routine maintenance of existing public facilities and will not result in physical changes or environmental impacts.
ALTERNATIVES:
The City Council may elect not to approve the First Amendment and direct staff to pursue an alternative approach for maintenance of Coyazo Park, which could include separate contracting or in-house service adjustments.
STRATEGIC PLAN:
Focus Area D - Sustainability
SUBMITTED BY:
Tabitha Crocker, Facilities & Community Services Director RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:
Marion Cronin, Administrative Analyst
FISCAL IMPACT
Fiscal Year: 2025-26
Revenue Generating: No
Amount: $134,488.00
Budgeted Y/N: Yes
Account No.: 261300
Additional Appropriation Required: No
Discussion:
The proposed First Amendment to the Non-Professional Services Agreement with BrightView Landscape Services, Inc. increases the total contract amount by $134,488 reflecting the addition of Coyazo Park to the Citywide Landscape Maintenance scope of services. Funding for the contract increase in the amount of $134,488 is included in the FY2027 and 2028 Proposed Biennial Budget
Attachments
First_Amendment_w_BrightView_citywide.pdf
BrightView_citywide_fully_executed.pdf
1 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx
FIRST AMENDMENT TO AGREEMENT TO PERFORM NON-PROFESSIONAL
SERVICES FOR IMPROVEMENT TO PUBLIC BUILDINGS AND GROUNDS This first amendment (“First Amendment”) to the agreement for the provision of landscape maintenance services at City parks, medians, Community Facility Districts, Landscape Maintenance Districts, and Hillside Memorial Park Cemetery (“Agreement”), dated July 15, 2025, by and between the City of Redlands, a municipal corporation and a general law city (“City”), and BrightView Landscape Services, Inc., a California corporation (“Contractor”), is made and entered into this 16th day of June, 2026.
RECITALS
WHEREAS, on July 15, 2025, City Council and Contractor entered into a four-year agreement for the provision of public landscape maintenance services; and WHEREAS, as part of the Bergamot Development by Meritage Homes, the new Coyazo Park was developed and dedicated to the City; and
WHEREAS, it is the desire of the City and Contractor to amend their existing Agreement, to increase the annual compensation and total compensation to be paid to Contractor necessary to add services at the newly developed Coyazo Park, excluding the sports field area.
NOW, THEREFORE, City and Contractor agree as follows:
AGREEMENT
Section 1. Section 5.1 of the Agreement, titled “Payments to Contractor,” is hereby amended to read as follows:
“5.1 Total compensation for Contractor’s performance of the Services shall not exceed the amount of Two Million Four Hundred Sixty-Six Thousand Six Hundred Sixty-Two dollars ($2,466,662). City shall pay Contractor on a time and materials basis up to the not-to-exceed amount in accordance with Exhibit “B,” titled “Fee Schedule,” which is attached hereto and incorporated herein by reference.”
Section 2. Exhibit “A” (“Scope of Services”) of the Agreement is replaced with an amended Exhibit “A,” which is attached hereto and incorporated herein by this reference as Attachment 1.
Section 3. Exhibit “B” (“Fee Schedule”) of the Agreement is replaced with an amended Exhibit “B” which is attached hereto and incorporated herein by this reference as Attachment 2.
Section 4. All other provisions of the Agreement shall remain unchanged by this First Amendment and in effect.
2 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx IN WITNESS WHEREOF, the parties have executed this First Amendment, to be effective as of June 16, 2026.
CITY OF REDLANDS BRIGHTVIEW LANDSCAPE SERVICES, INC.
By:___________________________ By: _______________________________ Mario Saucedo, Mayor Enrico Marogna, Sr. Vice President ATTEST:
_______________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx ATTACHMENT 1
EXHIBIT “A”
SCOPE OF SERVICES
PARK AREAS (SPORTS FIELDS EXCLUDED)
TURF MOWING MAINTENANCE ONLY
The City requires turf mowing only for specific parks. Services shall include:
• Routine mowing of turf areas to maintain a functional and aesthetically pleasing appearance • Parks with sports fields (i.e. soccer, baseball, flag football) are not part of the turf-mowing only scope. Perimeter turf (around sports fields) are the areas of mow only • Coordination with City staff on mowing frequency and scheduling
FULL-SERVICE MAINTENANCE
Landscape center medians and fourteen (14) Community Facility District Annexes (CFD) throughout the City require comprehensive maintenance, including:
• Turf mowing, weed whacking, and edging of all turf areas • Vine, shrub, ground cover maintenance, fertilization/replacement • Blow/sweep of hardscape surfaces, curb, gutter
• Irrigation system inspection, repairs, and controller programming • Weed control (manual and/or chemical)
• Pest control
• Empty trash receptacles, debris/litter removal
• Inspection of playground/exercise equipment
• Inspection of BBQ and picnic areas, clean out BBQ, trash receptacles • Retention basin maintenance
• DG pathway maintenance, inspection of exercise pads
• Fertilization, aeration, seasonal turf care
• CFD Locations with citrus groves require weed and pest control • Light trimming of trees from ground to maintain 6’ of ground clearance as needed • Seasonal seeding or sod replacement, as needed
• Seasonal planting or plant replacement, as needed
MOW AND EDGE MAINTENANCE – LANDSCAPE MAINTENANCE DISTRICTS (LMD) Maintenance of landscaped areas within five (5) LMD tracts shall include a mow and edge service scope:
• Turf mowing, weed whacking, and edging of all turf areas • Weed control (manual and/or chemical
• Irrigation inspections and repairs, and controller programming • Trash/debris removal
• Blowing and general site cleanliness
4 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx SPECIALIZED GROUNDS MAINTENANCE – HILLSIDE MEMORIAL PARK CEMETERY • Turf mowing, weed whacking, and edging of all turf areas • Eding with a string trimmer
• Weed control
• Blowing of paved and gravel walkways
• Light trimming of trees from the ground to maintain a 6’ ground clearance, as needed • Flower beds, rose trimming
• Special care and handwork around;
° Upright monuments
° Mausoleums
° Crypts and vaults
° Garden of Serenity
5 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx Landscape Services to be provided at the following PARK locations (excluding sports fields):
TURF MOWING MAINTENANCE ONLY
1 Brookside Park 1630 Brookside Ave 8.13 acres
2 Corporate Yard 1270 W Park Ave 0.49 acres
3 Crafton Park 601 N Wabash Ave 4.34 acres
4 Dearborn Parklet 500 N Dearborn St 0.17 acres
5 Ford Park 955 Parkford Dr 10.43 acres
6 Heritage Park Orange Ave between Iowa St and Nevada St 1.06 acres 7 Isreal Beal Park East 255 Riverview Dr 5.06 acres
8 Isreal Beal Park West 255 Riverview Dr 3.76 acres
9 Jennie Davis 923 W Redlands Blvd 1.94 acres
10 Martinez Park 1535 N Church St 13.41 acres
11 Prospect Park 352 Prospect Dr 0.66 acres
12 Simonds Parkway Garden St & Rossmont Dr 0.68 acres
13 Smiley Park 101 Parkwood Dr
9.98 acres
Smiley Park - Redlands Bowl Between Grant St and Eureka St Smiley Park - Joslyn Center Between Grant St and Eureka St Smiley Park - AK Smiley Public Library Between Eureka St and 4th St Smiley Park - Lincoln Shrine Between Eureka St and 4th St Smiley Park - Contemporary Club Between Eureka St and 4th St Smiley Park - Police Annex Corner of Cajon St and Vine St 14 Sports Park 1790 Dearborn St 2.5 acres
15 Sylvan Park & Micah House 601 N University St 18.97 acres 16 Texonia Park Pennsylvania Ave, Texas St and W Lugonia Ave 6.56 acres 6 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx Landscape Services to be provided at the following MEDIAN, PARKLETS, TRAIN DEPOT AND TRAIL Locations (excludes sports fields)
FULL-SERVICE MAINTENANCE
1 Brookside Ave From Cajon St to Terracina Blvd (approx. 27 medians) 3.15 acres 2 California St North and South side of Orange Tree Ln 0.22 acres 3 California St Between Almond Ave and San Bernardino Ave .017 acres 4 Eureka St to Orange St I-10 off ramp/on ramp 2.50 acres 5 Eureka St Off ramp to W Redlands Blvd 0.06 acres
6 Isreal Beal Park West 255 Riverview Dr 3.76 acres
7 Laramie Park 1473 Laramie Ave 0.15 aces
8 Lincoln Park Off Sylvan Blvd and Lincoln St 3.74 acres 9 Orange St to 6th St I-10 off ramp/on ramp 3.41 acres
10 Orange Blossom Trail East Wabash Ave to N Grove St 8.47 acres 11 Orange Blossom Trail West Between Redlands Blvd to Tennessee St 3.66 acres 12 Redlands Blvd on Alabama St, Redlands Blvd to Kansas St 0.49 acres 13 Redlands Blvd Between Ford St and Fern Ave 3.23 acres 14 The Terrace On E Colton Ave between Alta St and Church St 2.03 acres 15 University St train station stop Park Ave between University St to Cook St 0.29 acres 16 West State St medians Between Tennessee St and New York St 0.16 acres 17 Zanja Trail Between Lincoln St to Wabash Ave 4.27 acres 18 Zanja Trail and Parking Lot Between Church St to 9th St 0.97 acres 19 Zanja Trail 9th St parking lot .035 acres
7 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx Landscape Services to be provided at the following CFD locations FULL-SERVICE MAINTENANCE – COMMUNITY FACILITY DISTRICTS (CFD) 1 Annex 2004-1 5th Ave at Wabash Ave 3.97 acres
2 Annex 4 Ford St at Patricia Dr 3.55 acres
3 Annex 5 California St at Orange Tree Ln 2.48 acres
4 Annex 9 Redlands Blvd at Nevada St 0.72 acres
5 Annex 12A Lucas Ln & Judson St West 4.94 acres
6 Annex 12B Lucas Ln at Judson St 2.62 acres
7 Annex 12C Amie Ct North & South green belts 0.27 acres 8 Annex 12D San Bernardino at Adeline Ave 6.49 acres
9 Annex 14 California St at Almond Ave 0.13 acres
10 Annex 16 Domestic Ave, Texas St, and Clementine St 10.11 acres 11 Annex 19 Wabash Ave at Sylvan Blvd 1.97 acres
12 Annex 20 Wabash Ave at Citrus Ave 2.12 acres
13 Annex 21 Lugonia Ave at Pennsylvania Ave 3.38 acres
14 Annex 29 Bergamot St and Domestic Ave (Coyazo Park) 6.52 acres Landscape Services to be provided at the following CFD locations
MOW AND EDGE MAINTENANCE - LANDSCAPE MAINTENANCE DISTRICTS (LMD) 1 E San Bernardino Ave between Occidental Dr and Deanna Way 0.57 acres 2 E San Bernardino Ave between N Grove St to Kelly St (cul-de-sac), Nelson St to Moriarty Ln 0.41 acres 3 Rebecca Crest at Alessandro Rd (slopes facing Alessandro Rd) 1.73 acres 4 Reservoir Rd from Devonshire to Lexington Ln 0.05 acres 5 San Bernardino Ave between Vermont St to Columbia St (cul-de-sac) 0.28 acres 6 Wabash Ave between Mendocino Way and Brockton Ave 0.28 acres Landscape Services to be provided at Hillside Memorial Park SPECIALIZED GROUNDS MAINTENANCE – HILLSIDE MEMORIAL PARK CEMETERY 1 1540 Alessandro Road 29.0 acres
8 I:\cmo\Agreements\First Amendment w BrightView (citywide).bm.06.01.2026.FY2526-187.docx ATTACHMENT 2
EXHIBIT “B”
FEE SCHEDULE
CITY WIDE LANDSCAPE MAINTENANCE (EXCLUDES SPORTS FIELDS) Service Location Monthly Cost Year
1 Monthly Cost Year
2 Monthly Cost Year
3 Monthly Cost Year
4 Part A – Turf Mowing
Maintenance Only $8,009 $8,249 $8,497 $8,752
Part B – Full-Service
Maintenance $24,160 $28,474 $29,328 $30,208
Part C – Mow & Edge
Maintenance (LMD) $1,058 $1,090 $1,122 $1,156
Hillside Memorial Cemetery $10,796 $11,120 $11,453 $11,797 Total Monthly Cost $44,023 $48,933 $ 50,401 $ 51,913
TOTAL ANNUAL SERVICE
COST $528,276 $587,192 $604,808 $622,952
As Needed Services Rate Year 1 Rate Year 2 Rate Year 3 Rate Year 4 Irrigation Technician (Per
Hour) $70 $72 $74 $76
Irrigation Parts Cost Plus 15% Cost Plus 15% Cost Plus 15% Cost Plus 15% Estimated Annual as Needed
Services Costs $ 29,504 $ 30,389 $ 31,301 $ 32,240
TOTAL ANNUAL COSTS
(Including As Needed
Service and Irrigation) $557,780 $ 617,581 $ 636,109 $ 655,192
City Council AGENDA ITEM NO. K9.
DATE: June 16, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of the City Manager's Proposed Two-Year Budget for Fiscal Years 2027 and 2028 and of Resolution Nos. 8794 and 8804 (Interim Assistant City Manager Garcia) MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motions are provided:
1. I move to adopt the City Manager's Proposed Two-Year Budget for Fiscal Years 2027 and 2028 and adopt Resolution No. 8794.
-or2. I move to adopt Resolution No. 8804 and direct staff to take the necessary steps to notice and schedule a special meeting of the City Council on June 29, 2026, for a full discussion of the proposed biennial budget, with budget adoption to be considered at that meeting.
RECOMMENDATION:
Staff recommends the City Council adopt the City Manager's Proposed Two-Year Budget for Fiscal Years 2027 and 2028 and adopt Resolution No. 8794.
DISCUSSION:
The City Manager’s Proposed Two-Year Budget for Fiscal Years 2027 and 2028 was first presented to the City Council during a budget workshop on May 18, 2026. The workshop included a detailed review of the City’s overall fiscal condition, General Fund forecast, major budget priorities, Measure T-supported expenditures, enterprise fund activity, and department-by-department budget presentations. The item returned for formal consideration on June 2, 2026, together with Resolution No. 8794, at which time staff provided an analysis of the proposed budget.
Following public comment and City Council discussion, the City Council continued consideration of the item to June 16, 2026, and requested additional information regarding the timeline for development of Fire Station No. 265.
The proposed budget before the City Council remains the City Manager’s recommended balanced spending plan for Fiscal Years 2027 and 2028. While the City Council discussed several policy priorities and potential future capital needs at the June 2, 2026 meeting, the direction provided did not identify specific amendments to revenues, appropriations, staffing levels, capital projects, or fund balances sufficient for staff to prepare a revised proposed budget for consideration on June 16, 2026. Accordingly, the proposed budget has not been materially revised and is being returned for City Council consideration in substantially the same form. The current plan is to evaluate the need, urgency, and efficacy of additional Fire Department personnel and to bring a recommendation to the City Council in January 2027 so that the Council may deliberate budget changes for Fiscal Year 2028. This evaluation would also include reviewing plans for constructing, staffing, timing and budgeting for stations 265 and 266 as well as potential budget reductions if changes are desired in the second year of the biennium.
To the extent the City Council provides additional direction as part of its June 16, 2026 deliberations, staff can incorporate that direction into the final adopted budget document, where applicable, or return with future budget amendments, project appropriations, or reprioritization actions. This approach preserves the structure of the proposed biennial budget while allowing the City Council to provide further direction on specific priorities as those items are ready for implementation or formal budget action.
Staff recommends that the City Council adopt Resolution No. 8794 approving the City Manager’s Proposed TwoYear Budget for Fiscal Years 2027 and 2028.
ALTERNATIVES:
The City Council may elect to modify, reject, or further continue adoption of the City Manager’s Proposed Two-Year Budget for Fiscal Years 2027 and 2028; however, if the budget is not adopted before July 1, 2026, the City must adopt a continuing appropriation resolution to authorize essential expenditures until a final budget is approved.
Without an adopted budget or temporary spending authority, the City’s ability to approve purchase orders, process operating expenditures, continue recurring contracts, and continue progress on capital construction projects such as RPD Safety Hall and State Street City Hall will be delayed or limited. Continued delay could also create uncertainty regarding the City’s approved financial plan, project funding assumptions, and appropriations supporting the upcoming Certificates of Participation financing scheduled to close at the end of June 2026.
STRATEGIC PLAN:
Fiscal Sustainability
SUBMITTED BY:
Danielle Garcia, Interim Assistant City Manager
RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
FISCAL IMPACT
Fiscal Year:
Revenue Generating:
Amount:
Budgeted Y/N:
Account No.:
Additional Appropriation Required:
Discussion:
The City Manager's Proposed Two-Year Budget for Fiscal Years 2027 and 2028 identifies the fiscal impact for the General Fund and all other City funds.
Attachments
Resolution_No_8804_-_Proposed_Budget_FY27-28.pdf
Resolution_No_8794_-_Proposed_Budget_FY27-28.pdf
Attachment_B_-_FY_2027_and_2028_Proposed_Biennial_Budget.pdf Attachment_C_-_FY_2027_and_2028_-_Schedule_of_Proposed_Reserves.pdf Attachment_D_-_Loans_Outstanding_-_All_Funds_FY_2027_and_2028.pdf Attachment_E_-_FY_2027_and_2028_-_Summary_of_Financial_Sources_and_Requirements.pdf Attachment_F_-_6-Year_Capital_Improvement_Plan_CIP.pdf
Attachment_G_-_Capital_Outlay_Projects.pdf
1 I:\cmo\Resolutions\Resolution No. 8804 - Proposed Budget FY27-28.docx RESOLUTION NO. 8804
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
AUTHORIZING CONTINUING APPROPRIATIONS FOR THE FISCAL YEAR BEGINNING JULY 1, 2026, PENDING ADOPTION OF THE CITY'S
BIENNIAL BUDGET FOR FISCAL YEARS 2027 AND 2028
WHEREAS, the City Manager has prepared and submitted to the City Council the proposed biennial budget for the fiscal years beginning July 1, 2026 and ending June 30, 2027, and beginning July 1, 2027 and ending June 30, 2028 (the “Proposed Biennial Budget”); and WHEREAS, the City Council has reviewed the Proposed Biennial Budget but requires additional time to consider and act upon its adoption; and WHEREAS, the City Council desires to ensure the uninterrupted delivery of essential and routine City services; the timely payment of payroll, benefits, debt service, utilities, contractual obligations and other lawful expenditures; the continued administration of grants; and the orderly continuation of previously authorized capital projects and procurements pending adoption of the Proposed Biennial Budget; and
WHEREAS, the City Council finds that temporary continuing appropriations are necessary to preserve City operations and prevent disruption to employees, vendors, contractors, grantfunded activities and capital projects after June 30, 2026; and WHEREAS, this Resolution is intended solely to provide interim spending authority and does not constitute adoption of the Proposed Biennial Budget.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDLANDS AS FOLLOWS:
Section 1. Continuing Appropriations. Effective July 1, 2026, appropriations necessary to continue the ongoing operations, programs and services of the City are hereby authorized on an interim basis. Except as otherwise provided in this Resolution or separately approved by the City Council, such appropriations shall not exceed the amounts and purposes authorized in the City’s budget for the fiscal year ending June 30, 2026, as amended, and shall be limited to expenditures reasonably necessary to maintain existing service levels and fulfill lawful City obligations.
Section 2. Duration. The authority granted by this Resolution shall remain in effect until the earliest of: (a) adoption and effectiveness of the City’s biennial budget for Fiscal Years 2027 and 2028; (b) repeal or replacement of this Resolution by the City Council; or (c) July 30, 2026, which is 30 days after July 1, 2026.
Section 3. Payroll and Ongoing Obligations. The continuing appropriations authorized by this Resolution include amounts necessary to pay employee salaries, wages, benefits and other compensation; debt service and trustee obligations; utilities; insurance; legally mandated 2 I:\cmo\Resolutions\Resolution No. 8804 - Proposed Budget FY27-28.docx payments; routine operating expenses; and amounts due under contracts, agreements and other obligations previously approved or lawfully entered into by the City. Nothing in this Resolution authorizes changes to compensation, staffing levels or service levels except as separately approved by the City Council or otherwise authorized by law.
Section 4. Outstanding Encumbrances and Existing Purchase Orders. All valid purchase orders, contracts, encumbrances and other commitments outstanding as of June 30, 2026, including obligations funded by appropriations that would otherwise lapse at fiscal yearend, are hereby continued and reappropriated in the amounts necessary to satisfy those obligations. Such amounts shall be in addition to the interim operating authority provided in Section 1.
Section 5. Purchase Orders Effective On or After July 1, 2026. Appropriations are hereby authorized for purchase orders, contracts and agreements that become effective on or after July 1, 2026, when such purchase orders, contracts or agreements: (a) are approved by the City Council on or before the date of this Resolution; (b) are approved by the City Council while this Resolution remains in effect; or (c) may lawfully be approved administratively under the City’s purchasing authority. This authority includes recurring annual purchase orders and other procurements necessary to continue City operations during the interim period.
Section 6. Grants and Restricted Funds. The approved budgets for individual grants and restricted funding sources shall remain authorized appropriations until the applicable grant or funded activity is completed, expires or is canceled in accordance with applicable requirements. Unexpended authorized grant appropriations, corresponding revenue budgets, required local matches and related purchase orders or contracts are hereby carried forward and may be expended in accordance with the applicable grant agreement, funding restrictions and prior City Council authorizations.
Section 7. Capital Projects. All previously authorized appropriations, contracts, purchase orders, encumbrances, reimbursements, transfers and other funding actions associated with active capital projects are hereby continued and reappropriated. This authority expressly includes the State Street City Hall project, the Redlands Police Department Safety Hall project, the Fire Station project and the A.K. Smiley Public Library HVAC project, together with related design, construction, construction management, equipment, furnishings, financing, professional services and project administration costs. Additional appropriations or contracts for these projects may be made only pursuant to separate City Council action or existing lawful administrative authority.
Section 8. Transfers and Financing-Related Actions. Transfers, interfund loans, reimbursements, debt-service payments, capitalized interest, costs of issuance and other financing-related expenditures previously approved by the City Council, or subsequently approved while this Resolution remains in effect, are authorized to proceed in accordance with their governing resolutions, agreements and applicable law.
Section 9. Limitations. Unless separately approved by the City Council, this Resolution does not authorize a new program, a material expansion of an existing program, the 3 I:\cmo\Resolutions\Resolution No. 8804 - Proposed Budget FY27-28.docx addition of a new permanent position, or a new capital project not previously authorized. The City Manager may impose additional administrative controls, expenditure limitations or review requirements necessary to preserve fund balance, maintain liquidity and ensure that expenditures remain consistent with the purposes of this Resolution.
Section 10. Administrative Authority. The City Manager is authorized to administer the continuing appropriations established by this Resolution and to adjust appropriations within each fund, provided that total appropriations within a fund do not exceed the amounts authorized by this Resolution or by subsequent City Council action. The City Manager may delegate this authority to the Management Services/Finance Director, Assistant Finance Director or Finance Manager. Any such adjustments shall be documented in the manner prescribed by the Management Services/Finance Director.
Section 11. Reporting. The City Manager may provide the City Council with periodic updates regarding expenditures made under this Resolution and the status of the Proposed Biennial Budget, and shall return to the City Council for approval of any expenditure or action requiring separate legislative authorization.
Section 12. Superseding Budget. Upon the effective date of the City Council’s adoption of the biennial budget for Fiscal Years 2027 and 2028, expenditures and encumbrances made pursuant to this Resolution shall be deemed incorporated into, and charged against, the corresponding appropriations in the adopted budget unless otherwise directed by the City Council.
Section 13. Effective Date. This Resolution shall become effective immediately upon its passage.
ADOPTED, SIGNED AND APPROVED this 16th day of June, 2026.
Mario Saucedo, Mayor
ATTEST:
____________________________
Jeanne Donaldson, City Clerk
4 I:\cmo\Resolutions\Resolution No. 8804 - Proposed Budget FY27-28.docx I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing resolution was duly adopted by the City Council at a regular meeting thereof held on the 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Jeanne Donaldson, City Clerk
1 I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx RESOLUTION NO. 8794
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
ADOPTING THE BIENNIAL BUDGET OF THE CITY OF REDLANDS FOR THE FISCAL YEAR ENDING JUNE 30, 2027, AND ENDING JUNE 30, 2028 WHEREAS, the proposed two-year budget of the City of Redlands for the Fiscal Years beginning July 1, 2026 and ending June 30, 2027, and beginning July 1, 2027 and ending June 30, 2028, consisting of one volume entitled “Proposed Biennial Budget for Fiscal Years 2027 and 2028,” has been made available to the public and City Council on May 15, 2026, presented and reviewed at a special City Council meeting on May 18, 2024 and presented for review, consideration, and adoption at the regular City Council meeting of June 2, 2026 and June 16, 2026; and WHEREAS, the City Council has given careful consideration to the adoption of a budget and financial plan for the use of funds for Fiscal Years 2027 and 2028 as set forth in the entitled “Proposed Biennial Budget for Fiscal Years 2027 and 2028” and including any modifications, revisions, and/or corrections made and approved by the City Council, which are incorporated here by reference as though fully set forth herein, and together constitute the “Adopted Biennial Budget for Fiscal Years 2027 and 2028.”
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDLANDS AS FOLLOWS:
Section 1. The biennial budget for the City of Redlands for Fiscal Years beginning July 1, 2026 and ending June 30, 2027 and beginning July 1, 2027 and ending June 30, 2028 prepared and submitted to the City Council by the City Manager and on file in the Office of the City Clerk, the A.
K. Smiley Public Library and the Redlands Community Center, as modified and amended by the City Council, is hereby adopted as the biennial budget for Fiscal Years 2027 and 2028, on the basis of the totals set forth in each of the budgets contained therein by program, division and/or department.
Section 2. At the conclusion of fiscal year ending June 30, 2026, certain purchase orders will exist as Outstanding Encumbrances representing contractual obligations of previously budgeted funds. In addition, budgeted funds for certain items or projects in various stages of acquisition or development have previously been approved or will be approved by the City Council to be carried forward to fiscal year 2027, as Continuing Appropriations. The Outstanding Encumbrances and Continuing Appropriations shall be deemed to be re-budgeted as an addition to the budget amounts previously set forth in this resolution.
Section 3. At the conclusion of fiscal year ending June 30, 2027, certain purchase orders will exist as Outstanding Encumbrances representing contractual obligations of previously budgeted funds. In addition, budgeted funds for certain items or projects in various stages of acquisition or development have previously been approved or will be approved by the City Council to be carried forward to fiscal year 2028, as Continuing Appropriations. The Outstanding Encumbrances and Continuing Appropriations shall be deemed to be re-budgeted as an addition to the budget amounts previously set forth in this resolution.
Section 4. The approved budgets for individual grants remain as authorized appropriations for the individual grants until the grant is completed or expires. Any unexpended authorized 2 I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx appropriation for each grant and the corresponding revenue budget is automatically carried over from fiscal year to fiscal year until the funds of the individual grant are expended, the grant expires, or the grant is canceled by the City Manager.
Section 5. The City Manager shall have authority to adjust the appropriations within each fund, provided however, that the total appropriations within each fund do not exceed the amounts approved in this budget resolution or future amendments to the budgeted amounts. The City Manager may delegate said authority to the Management Services/Finance Director, Assistant Finance Director, or Finance Manager. Said adjustments of the appropriations for each department or activity shall be made only upon written request to the Management Services Department, the form of which shall be prescribed by the Management Services/Finance Director.
Section 6. This Resolution shall become effective immediately upon its passage.
ADOPTED, SIGNED AND APPROVED this 16th day of June, 2026. ________________________
Mario Saucedo, Mayor
ATTEST:
____________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx I:\cmo\Resolutions\Resolution No. 8794 - Proposed Budget FY27-28.docx I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing resolution was duly adopted by the City Council at a regular meeting thereof held on the 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Jeanne Donaldson, City Clerk
R�tANDS
BIENNIAL
PROPOSED BUDGET
FY 2027 & 2028 rt STATEs,: ·C/� r�
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City of Redlands
Fiscal Year
2027 and 2028
Proposed Biennial Budget
June 16, 2026
City of
REDLANDS
Incorporated 1888
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CHARLES M. DUGGAN, JR.
City Manager
35 Cajon Street,
Redlands, CA 92373
909-798-7510
[email protected]
CITY MANAGER’S BUDGET MESSAGE
FY 2027 & 2028
Mayor and City Council,
This 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.
Over 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.
In 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 rapidly appreciating, real estate market.
The 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.
Accordingly, 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
BACKGROUND
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 requested 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, the 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. iii
• State 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 fiscal 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.
Projected 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.
FISCAL YEAR 2027 & 2028 OVERVIEW
The 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:
• Paramedic 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 (ALS) response v
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 equipment enhances 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 oversight, 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, ADAaccessible 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 basketball 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 the Center’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.
The 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:
• New 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 oncein-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 experiencing homelessness 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.
These 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.
While 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 can be found on page 16 of this budget document.
MEASURE T SPENDING OVERVIEW – FY 2027 & 2028
The 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.
Fiscal Year 2027
Projected Measure T Sales Tax Revenue $20,629,000
Fiscal Year 2028
Projected Measure T Sales Tax Revenue $21,252,000
vii
Portfolio 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 & ongoing maintenance of streets, trees, facilities, sidewalks, and ADA improvements
• Community Services & Quality of Life
o Enhanced recreation 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 Examples 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
• Citywide 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 • Recreation Field Lining and Infield Improvements
• Expanded Recreation and Senior Programming
• Community Special Events and Family Programming
• Streets Maintenance Vehicle Replacement
• Streets Backhoe Loader Replacement
• Public Safety & Facility Debt Service
viii
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.
OTHER FUNDS
While emphasis in this message is placed on the capital improvement projects and service level enhancements funded by the City’s General Fund, the services delivered to the community and its residents through the City’s Enterprise Funds are of significance as well and warrant discussion here.
In addition to a General Fund Budget of $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 2028. These projects include plans for pipeline replacement, expansion and renovation of the Joint Utilities Laboratory, wellhead perchlorate treatment for two wells, fleet & heavyduty equipment replacements, and a filter press to dewater sludge at the Hinckley Water Treatment Plant.
In 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.
Lastly, 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 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. ix
ECONOMIC OUTLOOK AND RISKS TO THE BUDGET
The 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.
The 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.
Statewide 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.
Against 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 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.
x
No budget summary would be complete without acknowledging the presence of risks to the forecast. The City Manager’s Proposed Biennial Budget for Fiscal Years 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:
• The 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.
While 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 longterm fiscal stability and maintain the City’s strong financial position.
CONCLUSION
The 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 postpandemic growth experienced during the last budget cycle. Revenue growth has moderated, operational and personnel costs continue to rise, and the City faces increasing long-term obligations associated with infrastructure, facilities, and service delivery expectations.
In response, 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 xi
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 responsibly 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 compensation and organizational sustainability in order to maintain high-quality municipal services over the long term.
Although 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 time, and continued prioritization will be necessary to balance community expectations, infrastructure needs, employee investment, and long-term fiscal stewardship.
I want 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 leadership 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.
Respectfully submitted,
Charles 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 $ 37,932,963 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 Services:
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 Sewer (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 $ 168,931,355 (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 503,181 737,111 734,018 568,820 575,513
City Clerk 435,016 511,378 369,027 456,562 390,969
City Manager (incl. Homeless Solutions in FY 2026) 2,177,970 3,024,113 3,161,059 2,840,069 2,870,966 Human Resources 5,484,778 6,549,851 6,628,977 6,657,845 7,045,364 City Attorney 955,943 826,283 957,168 1,022,617 1,055,000 Management Services 3,084,015 4,097,213 4,258,301 3,717,257 3,891,506 Development Services 5,518,814 6,873,084 6,235,125 5,948,249 6,040,541 Facilities & Animal Services 22,157,350 29,788,131 28,810,708 20,652,211 20,551,700 Community Services 2,194,349 3,005,872 2,653,809 2,886,746 3,001,806 Engineering 1,945,560 2,009,219 2,125,168 1,204,407 1,247,049 Library 3,410,455 4,540,608 4,153,057 4,079,178 4,154,047 Police 40,222,820 43,646,376 43,829,721 43,615,459 45,701,929 Fire 24,071,332 25,410,945 25,222,403 24,618,561 24,331,093 Total Appropriations 112,161,583 131,020,183 129,138,540 118,267,980 120,857,484 Interfund Transfers to Other Funds:
Governmental Grants (200) 14,448 - - - -
Paramedic Fund (205) 4,700,338 5,720,339 5,608,004 5,453,381 5,922,068 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 11,933,149 13,173,062 New or Increases to Reserves
Reserve for Prepaids 430,838 - - - -
Reserve for Donations 446,796 - - - -
Reserve for PEG Fees 27,129 - - - -
Reserve 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 $ 135,201,130 $ 139,030,546 USE OF UNASSIGNED FUND BALANCE $ 831,863 $ 13,730,168 $ 7,757,729 $ 5,727,182 $ 8,032,154 (831,863) (13,730,168) (7,757,729) (5,727,182) (8,032,154)
SOURCES OVER/(UNDER) REQUIREMENTS - - - - -
ENDING FUND BALANCE-UNASSIGNED $ 51,417,874 $ 37,687,706 $ 43,660,145 $ 37,932,963 $ 29,900,808 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 - 1,500,000 -
TOTAL INCLUSIONARY
HOUSING FUND (255)
- 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 SELFINSURANCE (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 SELFINSURANCE (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 Department Description of Unfunded Needs Expenditure
Type
DSD Development and Implementation of Economic Development Strategic Plan Operating FCS Enhanced Funding for Citywide Programs and Special Events Operating FCS Construction of the Pump Track at the Skate Park Capital FCS Citywide Playground and Bathroom Renovations at City Parks Capital FCS Community Center Gameroom Renovation Project Capital FCS Prospect Park Sewell Theatre Fencing and Doors Capital FCS Redlands Bowl Security Fencing Capital
Fire 6 Additional Firefighter Paramedics for a New Paramedic Squad Personnel Fire Fire Department Specialized Incident Support Apparatus Capital Fire Construction and Installation of Fuel Island at Fire Station 263 Capital Fire Drone Program for Fire Incident Response Operating Fire On Duty Health Assessment Services for Fire Personnel Operating Fire Consulting Services for Debris Management Plan to Align with FEMA Requirements Operating Fire Live Fire Extinguisher Training for the Public Operating Library Contemporary Club Remodel and Improvements Capital Library Upgrade and Repairs to Library Amenities (carpet, restrooms, basement) Capital Library Bookmobile to Service Communities Capital
Management Services Enhancements to Existing Financial Enterprise Resource Planning Software Capital Management Services Upgrade Citywide Information Technology Hardware (Desktops, Laptops, and PD Equipment) Capital
MUED Alley Resurfacing Projects Capital
MUED Sidewalks and ADA Replacement Projects Capital
MUED Traffic and Parking Commission Recommended Projects Capital Police Replace and Upgrade Police Department Communications Equipment Capital Multiple Departments Citywide Roof Replacement Projects (Library, Recreation, Senior Center) Capital Multiple Departments
Funding to Enhance Maintenance Levels and Expand Operational Services, Supplies, and Equipment in Order to Improve Operational Efficiency, Maintain Reliable Service Delivery, and Support the Growing Demands of Daily Operations Operating
Multiple Departments Additional Administrative and Support Service Personnel Personnel Multiple Departments Replace 65 City Vehicles with Enterprise Leases Operating Summary of Unfunded Department Needs for FY2027 and 2028 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 16 City Clerk
Mission Statement:
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.
Departmental Goals:
• Administrate 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
Strategic Plan Goals
E-Filing – Form 700 & Campaign Finance Reporting – E-Filing capability for automation 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 Updates – The City’s archiving system, known as Laserfiche, allows the public the ability to browse, search, retrieve, download, and print documents. This enhances citizen awareness and promotes accountability and trust in government.
Strategic Goals – Supports Sustainability by enhancing fiscal and operational practices for maintaining fiscal stability, transparency, and data-driven decisions. Supports Equity and Inclusion by enhancing communication and engagement to ensure all parts of the community have easy access to information
Significant 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: $75,000 – which includes elections of 3 City Council Member seats (Districts 1, 3 and 5).
• 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 17 • 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:
• 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 18
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
PERSONNEL
5001 Salaries: Full-Time 176,983 171,966 171,966 177,118 183,926 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 PERSONNEL 277,428 301,547 302,892 298,552 305,729
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 435,016 511,378 369,027 456,562 390,969
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 19
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 435,016 511,378 369,027 456,562 390,969
DEPARTMENT TOTAL 435,016 511,378 369,027 456,562 390,969 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 20 City Council
Mission Statement:
The City 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.
Departmental Goals:
• Hold regular meetings to conduct City business and hear public input on all issues. • Remain open and responsive to the concerns of the community. • Formulate policies and goals and, through the City Manager, direct the use of resources for the attainment of these policies and goals.
• Monitor and seek to influence state and federal legislation to better address the concerns of the City of Redlands.
• Encourage community involvement through the appointment of citizens to City-sanctioned commissions, boards, and committees.
Program Description:
The City Council provides direction upon which all City actions, programs, and priorities are based. The 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.
Program 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 21
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 143,955 143,850 143,850 123,645 132,890 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
359,739 361,421 362,516 303,933 314,107
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 503,181 737,111 734,018 568,820 575,513
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 22
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 503,181 737,111 734,018 568,820 575,513
DEPARTMENT TOTAL 503,181 737,111 734,018 568,820 575,513 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 23 City Manager
Mission Statement:
The City Manager’s Office is dedicated to managing all City services in the most efficient, effective, and economical manner possible while maintaining excellent customer service through a high degree of professionalism.
Departmental Goals:
• Implement the policy direction of the City Council.
• Provide leadership and direction to all City departments. • Promote favorable working relationships with 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.
Sustainability Efforts:
• Continued implementation of paperless processes.
• Purchase and use of recycled paper for copying and printing. • Ongoing effort to scan and store files electronically.
Program Description:
The City Manager’s Office provides centralized direction and leadership for the effective administration and operation of all municipal services for the City of Redlands as directed by the City Council. Operating under the traditional Council-Manager form of government, the City Manager is appointed by the five-member City Council and is responsible for the day-to-day operations of the City. The City Manager’s Office leadership team includes two Assistant City Managers and a Public Information Officer. The office provides strategic direction to departments and monitors 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:
• Provide leadership, management, and direction to all City departments. • Compile and distribute agenda packets for all Council meetings. • Oversee the preparation of the annual budget.
• Guide the City’s Strategic Plan and vision.
• Be available to the public as needed.
• Maintain effective working relationships with other cities, counties, state and federal agencies.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 24 Accomplishments for Fiscal Years 2024-25 and 2025-26:
• Provided 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.
Communications and Community Relations
The Communications and Community Relations division of the City Manager’s Office oversees the City’s communication initiatives, and social media platforms and responds on behalf of the City to inquiries from the media and the public. The division educates and informs residents, visitors, and businesses about City programs, services, and events. Using targeted communication strategies in cooperation with other City departments, the division engages the community in the governmental process, facilitates transparency, enhances tourism, supports local industries, promotes business attraction and retention, and increases participation in City programs and activities to help generate additional revenue and strengthen the quality of life.
Included in the division is Redlands TV (RTV), the City’s government access cable TV facilities and operations. RTV televises and records live events, such as City Council and Planning Commission meetings, provides a Community Events Bulletin Board, and creates or contracts original informational videos highlighting City services and programs. RTV programming is 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).
Program Objectives:
• Administer the City’s community relations and public information programs, including media relations, videos, and other information on Redlands TV, the City’s social media platforms, and other communications 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.
Accomplishments for Fiscal Years 2024-25and 2025-26:
• Supported 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 25 • 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.
Grants Coordinating Office
The Grants 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 Office 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:
• Maintain grant records and files
• Communicate grant projects to the community and solicit feedback for program implementation
• Provide information and assistance to departments in applying for grants • Provide centralized information regarding grant funding opportunities, Uniform Guidance requirements, and other compliance
• Implement grant projects
• Coordinate grant activities with other departments
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 26 Accomplishments for Fiscal Years 2024-25 and 2025-26:
During Fiscal Years 2024-25 and 2025-26, the Grants Coordinating Office advanced major grantfunded 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 27 • Grant Training and Coordination: Participated in trainings and coordinated with regional and state partners to strengthen internal capacity and compliance awareness.
Homeless 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.
Program 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:
• Secured approximately $2 million in grant funding to support homeless services.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 28 • 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 29
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 490,384 508,065 508,065 414,742 444,486 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
745,221 815,095 834,939 809,933 745,314
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
DEPARTMENT/DIVISION
DIVISION TOTAL 886,645 912,653 974,594 955,776 895,785
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 30
DEPARTMENT/DIVISION
COMMUNICATIONS AND
COMMUNITY
RELATIONS
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 278,290 380,834 380,834 343,650 371,615 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
520,848 637,443 645,348 546,198 574,498
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 - - 25,000 - -
DIVISION TOTAL 584,153 720,221 767,905 638,154 668,096
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 31
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 32 City Homeless Solutions
Mission Statement:
The City Homeless Solutions Office is dedicated to providing housing and outreach for all unhoused persons in the City in the most efficient, effective, and economical manner practical to help attain the City Council’s goals and the City Departments’ program objectives.
Departmental Goals:
• The Homeless 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.
Sustainability Efforts:
• Inclusion of sustainable measures in public project contracts and procurement documents. • Continued progress toward “paperless” processes and operations where possible, practical, and effective.
• Purchase and use of recycled paper for copying and printing, and other available recycled products.
• Ongoing effort to scan and store files electronically.
Program Description:
The City Homeless Solutions Office provides support and administrative oversight of the development and implementation of homeless services, coordinates with outside agencies, and ensures that programs and resources across all departments are aligned with the City's goals to address homelessness.
Program Objectives:
• 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 33 • Continuously evaluate and improve programs to align with City Council priorities and community needs.
Accomplishments 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.
Operational 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time - 185,635 185,635 134,092 145,921 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
4,759 185,635 210,849 230,016 243,651
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 35
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 1,222,552 1,282,790 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 36
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 886,645 912,653 974,594 955,776 895,785
COMMUNICATIONS AND
COMMUNITY RELATIONS
584,153 720,221 767,905 638,154 668,096
PRINT SHOP 19,318 19,002 22,900 23,586 24,294
HOMELESS SOLUTIONS 687,853 1,372,237 1,395,661 1,222,552 1,282,790 DEPARTMENT TOTAL 2,177,970 3,024,113 3,161,059 2,840,069 2,870,966 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 37
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 38
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 39 City Attorney
Mission Statement:
The City Attorney’s Office is dedicated to professionally providing the highest quality legal services for all City matters in the most efficient, effective, and economical manner practical to help attain the City Council’s goals and City Departments’ program objectives.
Departmental Goals:
• Proactively provide high-quality, ethical, and timely legal advice to the City Council, City Manager, City Departments, and appointed boards and commissions, to assist the City Council and City Departments’ in achieving their goals and objectives. • Resolve all legal disputes efficiently and cost-effectively while protecting the City’s legal interests.
Sustainability Efforts:
• Inclusion of sustainable measures in public project contracts and procurement documents. • Continued progress 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.
Program Description:
The City Attorney is responsible for providing legal advice and representation to the City Council, City Manager, and City employees, as well as to City Council appointed commissions and boards, as needed. The City Attorney also oversees the prosecution of violations of the City’s Municipal Code to ensure compliance with City, state, and federal laws and regulations, and monitors all City legal matters involving the use of special counsel.
Program Objectives:
• Provide 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 40 Accomplishments for Fiscal Years 2024-25 and 2025-26:
• The City Attorney supported the City Council, City Manager, and all City departments, boards, commissions, and committees in achieving the City Council’s goals while limiting risk and costs to 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 41
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 401,293 414,842 414,842 452,245 473,905 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
606,959 625,625 627,832 690,093 712,428
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 1,022,617 1,055,000 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 42
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 1,022,617 1,055,000 DEPARTMENT TOTAL 955,943 826,283 957,168 1,022,617 1,055,000 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 43 Human Resources Department
Program Description:
The Human Resources team works collaboratively to develop and administer programs that are designed to increase the effectiveness of staff and the organization. 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.
Program Objectives:
• Facilitate the recruitment, selection, retention, and promotion of individuals to ensure a talented, diverse workforce
• Market a comprehensive and economical employee compensation and benefits package to attract and retain the highest caliber employees
• Support employee engagement by providing an effective onboarding process and continued training and professional development opportunities
• Ensure compensation and performance management processes are designed to maximize performance and align with the goals of the organization • Revise and implement Personnel Rules and Regulations and Administrative Policies that create a consistent, positive, and productive organizational culture • Utilize technology in all aspects of Human Resources to create a cost-effective and efficient operation
• Build upon the Volunteer & Intern Resources program including enhancing the volunteer and intern program and increasing community awareness and involvement through enhanced outreach
Projects:
• Implementation of NEOGOV Onboarding in support of the City’s Strategic Plan Priority D.
This platform will support the onboarding program that was established in 2022. It will increase efficiency of processing new hire documents, standardize processes, provide a personalized portal to welcome new employees, and assign internal points of contact to assist new hires with transitioning into the organization. This program will also support sustainability by significantly reducing the use of paper.
• Continued enhancement of the Training and Development Program and Succession Planning.
In support of the City’s Strategic Plan Priorities C and D, we are procuring additional resources for continued diversity and inclusion training for staff. Additionally, training will be provided to support leadership development to assist current staff in being prepared to move into advanced roles as they become available.
City of Redlands 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 347,172 477,706 477,706 467,966 504,131 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
645,572 792,260 795,996 724,565 765,678
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 45
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 6,657,845 7,045,364 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 46
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 6,657,845 7,045,364 DEPARTMENT TOTAL 5,484,778 6,549,851 6,628,977 6,657,845 7,045,364 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 47 Risk Management Division
Program Description:
The Risk Management Division identifies, assesses, and controls risk to the City and ensures a safe and secure work environment. The division manages the processing of all property and general liability claims filed against the City. The division also establishes the City’s insurance needs and works with the City’s broker to procure appropriate levels of insurance coverage for property and general liability, workers’ compensation, crime, and various other policies.
The City contracts with 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:
• Identify potential liability exposures and address them in a proactive, not reactive, manner • Work closely with the City Attorney and TPA to expedite the disposition of all claims presented to the City
• Ensure maintenance of a database of all claims filed against the City • Prepare analysis as needed related to the City’s need for excess liability insurance • Act as liaison with the City’s insurance broker in the procurement of all property and liability insurance policies maintained by the City
• Assist other departments with insurance-related issues • Review proposed contractual agreements for appropriate levels of insurance coverage maintained by the other party before the City enters into the agreement • Review proposed contractual agreements wherein the City must provide coverage, recommend acceptance, or voice concerns and alternative solutions • Compile and submit the necessary documentation to the City’s insurance carriers for reimbursement of losses incurred and for which the City has insurance coverage • Pursue the City’s subrogation rights for property losses caused by others City of Redlands FY2027 and FY2028 Proposed Biennial Budget 48
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 49
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 50 Workers’ Compensation Division
Program Description:
The City of Redlands is self-insured for its Workers’ Compensation and contracts with a third-party administrator (TPA) whose focus is to keep abreast of the continually changing Workers’ Compensation laws and regulations, assure that the City maintains compliance with these changes, and most importantly facilitates the care needed to return the employee to their pre-injury status. The Workers’ Compensation program provides employee treatment through a wide network of healthcare practitioners. To reach the goal of returning an employee to their pre-injury productivity the City, whenever possible, provides modified duty. Modified duty allows the employee to remain an active and productive member of the organization while still recuperating from their injury.
Program Objectives:
• Monitor the performance of the City’s TPA for efficiency, service standards, and cost-effectiveness
• Analyze accident data, identify root causes, and coordinate with the department on the implementation of programs to reduce the number of work-related injuries and illnesses • Implement a wellness-rich environment where 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 51
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 146,681 197,562 197,562 200,337 215,479 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
244,101 320,041 322,990 307,554 324,332
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 2,626,674 2,713,239 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 52 Safety Division
Program Description:
Employee safety is an organizational responsibility first and foremost, as well as a personal responsibility. The Safety Division of the Human Resources Department is responsible for providing the tools and information necessary for each City division to function at its optimal safety level. To this end, we facilitate the required training our employees must maintain to continue working in compliance with OSHA and other regulatory agencies.
Program Objectives:
• Provide a safe work environment for City employees
• Inspect job locations to ensure safe working environments and practices • Decrease the number of on-the-job injuries
• Comply with OSHA mandates for training and reporting
• Review and update the City’s Injury and Illness Prevention Program • 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 53
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 114,652 160,009 160,009 160,135 172,910 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
203,695 254,266 259,633 245,353 259,663
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 210,787 296,486 296,028 328,209 303,236
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 54 Training Division
Program Description:
The Human Resources Department is responsible for coordination and oversight of citywide employee training. Focus is directed toward employee development that will apply throughout all levels of the organization to meet necessary skills and provide a network of mentoring and leadership training.
Program Objective:
• Provide a comprehensive menu of training programs to educate employees and ensure the fluid transition for the future, including:
o Supervisory Training
o Employee Training
o Employee Orientation
o Leadership Development
• Continue to enhance and utilize technology-based management of training programs and training records
• Development of a succession-style training program to develop talent in-house • Creating feeder positions and career paths to increase tenure and engagement • Continue compliance with State and Federal training mandates • Provide educational programs to encourage individual professional development and growth City of Redlands FY2027 and FY2028 Proposed Biennial Budget 55
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 205,336 260,724 260,724 268,260 291,947 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
432,337 414,735 491,672 485,258 509,398
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 538,068 527,475 599,805 601,380 629,004
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 56
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 2,626,674 2,713,239
SAFETY PROGRAM 210,787 296,486 296,028 328,209 303,236
TRAINING PROGRAM 538,068 527,475 599,805 601,380 629,004 DEPARTMENT TOTAL 5,052,463 3,570,804 3,663,716 3,556,264 3,645,478 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 57 Management Services / Finance Department
Mission Statement:
The mission of the Management Services / Finance Department is to provide effective and timely support services involving a wide range of internal administrative functions to City departments and to play an integral role in enhancing each department's ability to better serve the Redlands community. Towards these efforts, the department focuses on effective management of City finances, sound internal controls, and meaningful financial reporting. The department is also responsible for supporting automation and process efficiencies through technology and works proactively to develop, research, and recommend the best technical solutions to facilitate positive interaction with our City departments, residents, businesses, and visitors.
Departmental Description:
The Management Services / Finance Department is comprised of the following divisions:
• Finance Administration
• Purchasing
• Revenue, Office of the Treasurer
• Utility Billing Customer Service
• Innovation & Technology / GIS
The department is focused on providing exceptional customer service to both its internal customers, as well as the community and public at large. The department reports the financial state of the City and ensures the needs of each division are met to better serve the community at all times.
The Management Services Department was created by merging the former departments of Finance and Innovation & Technology to provide added efficiencies, a transition to a new financial information system, and promote responsiveness in the provision of internal services for City departments.
The department is responsible for providing the following major services to the City and its constituents:
• Annual Budget and Financial Reporting
• City’s procurement function
• Support of Treasury Management and Investment through the City Treasurer • Business License Registrations and Annual Renewals
• Processing Accounts Payable, Accounts Receivable, and Payroll Administration • Utility Billing and Customer Service for Water, Wastewater, and Solid Waste customers • Management of the City’s IT Network Infrastructure and Equipment • Administration of the City’s Geographic Information Systems database and applications City of Redlands FY2027 and FY2028 Proposed Biennial Budget 58 Finance
Program Description:
This division 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 Objectives:
• Prepare an Annual Comprehensive Financial Report (ACFR) that presents an accurate financial picture of the City to the public, financial institutions, and bond rating agencies. • Plan and coordinate the Mid-Biennium budget process to incorporate all changes to the Biennial Budget.
• 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 20th of each month.
• Prepare and distribute a monthly General Fund Revenue and Expenditure Summary report to the City Council per the City Council’s Strategic Plan. • Issue required financial reports (Single Audit, CalPERS & IRS audits, Annual AB 1600 Report, AB 2766 Report, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report) • Implement and ensure continued compliance with new/existing Governmental Accounting Standards Board (GASB) pronouncements. There are 101 GASB accounting standards to date.
• Plan and coordinate the annual audits of the City, Successor Agency to the Former Redevelopment Agency, Gas Tax, and Measure I funds, as well as other grant-related audits as required by federal law.
Accomplishments for Fiscal Year 2024-25:
• Completed continuous 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 59 • 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.
Accomplishments for Fiscal Year 2025-26:
• Supported meetings of the Measure T Oversight Board and produced the Annual Measure T Report for Oversight Board 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 the 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 processing budget transfers, reviewing year-to-datereport, and purchase order report. • Completed the special annual reporting for AQMD 2766 and paramedic assessment. • Continued to support the MOU 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 ClearGov budget software Citywide.
• Continued the planning and implementation of Time and Attendance and Contract Management modules in Tyler Munis.
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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 763,856 843,992 843,992 897,474 970,179 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 1,418,215 1,497,792
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 61
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 2,114,852 2,218,517 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 62 Revenue
Program Description:
The Revenue Division 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 addition, 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.
Program Objectives:
• Enhance operational 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 63 Accomplishments for Fiscal Year 2024-25:
• Received 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.
Accomplishments for Fiscal Year 2025-26:
• Increased 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 372,274 422,147 422,147 439,248 474,910 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
646,336 712,021 718,579 709,572 748,501
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 65
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 1,196,292 1,249,372 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 66 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 division 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 67 • 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 189,230 199,101 199,101 213,929 230,191 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
334,353 340,767 348,674 350,061 366,570
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 69
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 357,282 388,322 394,647 406,113 423,617
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 70
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 2,114,852 2,218,517 REVENUE 940,656 1,168,778 1,318,885 1,196,292 1,249,372 PURCHASING 357,282 388,322 394,647 406,113 423,617
DEPARTMENT TOTAL 3,084,015 4,097,213 4,258,301 3,717,257 3,891,506 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 71
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 72
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 73
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 74
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 75
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 76
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 77
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 78
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 79
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 80
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 81 Division of Innovation & Technology
Program Description:
The mission 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 priorities 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 decision-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.
Division Goals for Fiscal Years 2027 and 2028:
• Advance 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
Accomplishments for Fiscal Years 2025 and 2026:
Information Technology
• Successfully 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 82 • 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 CJIScompliant 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 Geographic 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 83 • 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 readiness.
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 capabilities, 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 84
DEPARTMENT/DIVISION
DEPARTMENT OF
INNOVATION AND
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 1,859,406 2,016,014 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 2,924,006 3,102,341
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
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 85
DEPARTMENT/DIVISION
DEPARTMENT OF
INNOVATION AND
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
7101 Office Equipment & Furniture 23,027 3,000 1,500 20,000 6,000 7102 Small Tools & Equipment 297 - - - -
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 7,824,129 7,417,963 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 86
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
DEPARTMENT OF
INNOVATION AND
TECHNOLOGY
6,682,620 9,126,245 7,863,644 7,824,129 7,417,963
DEPARTMENT TOTAL 6,682,620 9,126,245 7,863,644 7,824,129 7,417,963 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 87 Customer Service
Program Description:
The Customer 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 addition 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 bimonthly 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 Customer 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.
Program Objectives:
• Provide 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 selfservice 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 88 Accomplishments for Fiscal Year 2024-2025:
• Expanded utility 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.
Accomplishments for Fiscal Year 2025-26:
• Completed 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,005,355 1,169,128 1,169,128 1,142,319 1,239,308 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 1,850,778 1,959,365
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 90
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 3,291,804 3,283,839 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 91
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 3,291,804 3,283,839 DEPARTMENT TOTAL 3,099,743 2,939,168 3,188,426 3,291,804 3,283,839 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 92
DEPARTMENT/DIVISION
COMMUNITY FACILITIES
DISTRICT 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 93
DEPARTMENT/DIVISION
COMMUNITY FACILITIES
DISTRICT 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 94
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
COMMUNITY FACILITIES
DISTRICT 2001-1
736,601 760,447 1,434,484 23,716 23,747
COMMUNITY FACILITIES
DISTRICT 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 95 Police Department
Mission Statement:
The Redlands Police Department is dedicated to enhancing public safety through trust, innovation, community partnership, and excellence in service.
Departmental Goals:
• Continue to provide outstanding service to internal and external customers. • Develop leaders and 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.
Sustainability Efforts:
• Continue using a new vehicle profile for professional staff employees to reduce fuel usage and reduce carbon emissions.
• The department desires to create paperless systems when possible.
Performance Measures:
• Maintain crime clearance rates above the national average in 2026-2028. • Identify emerging crime trends quickly and develop and implement targeted, evidencebased strategies to address them.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 96 Police
Patrol Services Bureau
Program Description:
The Patrol Services Bureau is one of the most visible units in the department as it provides twentyfour 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 97
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 14,448,257 15,621,285 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 30,993,842 32,741,419
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 32,096,249 33,879,198 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 98 Police
Communications Unit
Program Description:
The Communications 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 Dispatch Center manages a high volume of communications through multiple platforms including 911 emergency lines, non-emergency business lines, alternate emergency lines, textto-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 professionalism, 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.
Program Objectives:
• Provide 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.
Significant 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 dispatcher vacancies and one Dispatch Supervisor vacancy.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 99 Accomplishments:
• The unit welcomed 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 100
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 1,592,378 1,781,482 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 2,829,038 3,033,395
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 3,452,378 3,676,087 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 101 Police
Support Services Bureau
Program Description:
The Support Services Bureau is comprised of diverse responsibilities that affect all operations of the department. The goal of the Support Services Bureau is to supply the necessary equipment, provisions, and support personnel to facilitate the delivery of efficient and courteous public safety services to residents of Redlands. The Support Services Bureau is comprised of the following units: Office of the Chief of Police, Operations Manager, Records, and Fleet.
The Office of the Chief of Police is comprised of the Chief, two (2) Deputy Chiefs, one (1) Executive Assistant, one (1) Management Analyst, one (1) Operations Coordinator, one (1) Administrative 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 executivelevel administrative and secretarial duties for the management staff. The Executive Assistant also coordinates special projects and events and maintains the department’s personnel files.
The Management Analyst 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 Operations Manager oversees the Records Unit, Communications Unit, building maintenance, and fleet operations. The Operations Manager also performs other specialized duties and works daily with other City staff to ensure a timely response to inquiries from the Police Department.
The Records Unit 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, preemployment background checks, subpoenas, discovery requests, and other official documentation produced across all divisions.
Records 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 102 The Records 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 IncidentBased 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.
Program Objectives:
• Providing 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.
Significant 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 measures 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 capacity, 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.
Accomplishments:
• 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 longterm 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 103 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 104
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 1,864,198 2,013,731 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 3,110,561 3,267,945
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 105
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 - - - -
DIVISION TOTAL 10,454,783 8,416,196 7,923,830 7,654,928 7,721,793 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 106 Police
Community Services Bureau
Program Description:
The Community Services Bureau works closely with residents and business owners to prevent crime, solve problems, and enhance the quality of life of Redlands’ residents. The Community Services Bureau 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, ensures 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 FY2027 and FY2028 Proposed Biennial Budget 107 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 complete a preparation academy. This intensive training gives them an understanding of the various components of the department and the expectations of the community. After their initial training, the 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.
Program 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.
Accomplishments:
• 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 108 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 109
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 110 Police
Special Services Bureau
Program Description:
The Redlands Police Department's Investigations Unit is responsible for conducting criminal investigations and unresolved field investigations. Following up on the initial efforts of Patrol and Community Service Officers, the 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 Investigations Unit is comprised of the following:
• Violent 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 theftrelated 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 Children (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.
Program Objectives:
• Investigate crimes to disposition, including arrest, prosecution, and conviction. • Develop and implement strategies to address crime trends, patterns, and series. • Train and educate patrol officers in specialized criminal investigations and procedures.
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 111 Accomplishments:
• In January 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 112 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, through multiple investigative leads, identified and arrested the suspect during a search warrant in Yucaipa.
IRNET (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
Property and Evidence:
• Items logged into evidence: Approximately 3,000.
• Items sent to SBSD crime lab: Approximately 800.
• Items destroyed: Approximately 4,000.
Crime 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 113 • 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 processing 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 114 Digital Forensics Unit:
• Total devices 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 115
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 116
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 32,096,249 33,879,198 COMMUNICATIONS 2,616,818 3,151,183 3,714,085 3,452,378 3,676,087 SUPPORT SERVICES 10,454,783 8,416,196 7,923,830 7,654,928 7,721,793 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 43,615,459 45,701,929 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 117 Police
Asset Forfeiture and Grants
Program Description:
The Redlands Police Department receives a portion of the value of assets seized during drugrelated 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 department also actively pursues grants to support programs and initiatives, helping maintain and expand services that directly benefit the Redlands community.
Program Objectives:
Asset forfeiture supplements a variety of community drug and violence resistance programs.
Grants awarded and/or funded through the 2026-2027 fiscal year include, but not limited to:
• Bulletproof 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 118
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 119
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 120
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 121
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 122
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 123
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 124 Fire
Mission Statement:
The Redlands Fire Department envisions itself as a forward-thinking organization that sets the standard for public safety in the community. Our services will be synonymous with excellence, recognized as embodying "The Redlands Way."
Our mission is to deliver a secure, proficient, and respectful team dedicated to surpassing the expectations of both our community and our organization. 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 mission necessitates our members to be part of a skilled, proactive, all-encompassing fire department committed to "Preserving the Past and Protecting the Future" of those under our care.
Upholding the core values of honor, loyalty, pride, and courage, we will strive 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.
Departmental Goals:
• Secure funding for design, engineering, and construction for the relocation of Fire Station 264. • Leverage technology 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. • Provide adequate staffing levels to meet and sustain service standards for both city services and public safety.
• Expand and enhance 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. • Continue 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 125 Fire
Administrative Services
Division Description:
Fire Administration provides general department oversight, monitors effectiveness of current programs, determines future needs of the department, and develops plans of action to achieve departmental goals. Fire Administration provides support to all Fire Department divisions, as well as four separate fire stations throughout the city. This Division consists of the Fire Chief, Deputy Fire Chief of Operations, an Administrative Battalion Chief, a Management Analyst, two Senior Administrative Assistants, and Administrative Assistant II.
Division Objectives:
• Maintain fiscal discipline, monitor the budget, and uphold a high level of service for Redlands residents.
• Restructure office staff functions, responsibilities, and procedures to enhance efficiency and productivity.
• Develop, administer, and manage personnel policies and procedures for department personnel.
• Oversee department contracts, agreements for programs and services, and partnerships with other fire agencies.
• Process, administer, and track mutual aid 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 126 Fire Suppression Division
Program Overview:
The Fire Suppression Division, under the leadership of the Deputy Chief, is supported by the Administrative Battalion Chief. With 57 dedicated personnel responsible for frontline operational duties, the department operates four 3-person engines, a 4-person ladder truck, a 2-person paramedic squad, and one Battalion Chief per 24-hour shift. In 2025, the Fire Suppression Division responded to approximately 11,669 individual emergencies.
Redlands Fire Suppression personnel manage the following programs:
• Arson Program: Implements education, investigation, and community engagement to prevent and combat arson. Through outreach, enforcement, data analysis, and partnerships, it aims to raise awareness, prosecute perpetrators, and enhance fire safety measures, fostering a safer environment for all community members.
• California Incident Command Certification System (CICCS): The California Incident Command Certification System is a cooperative effort between the State Fire Marshal’s Office and the Governor’s Office of Emergency Services. This program standardizes training for wildland firefighting and certifies that individuals have been trained and hold a minimum level of competency (Cal-Fire, OES, County Fire Chiefs, NWCG FireScope). • Ladder Testing & Maintenance: Testing, repair, and ongoing maintenance of ground ladders used by firefighters (NFPA 1932, OSHA).
• Redlands Emergency Services Academy (RESA): A mutual partnership between Redlands Fire and Police Departments, Crafton Hills College, Redlands Unified School District, and COMPACT to offer new graduates of Redlands high schools the opportunity to experience first-hand the duties of police officers and firefighters (Crafton Hills Community College). • Rope/Technical Rescue Training: This is a multifaceted program that deals with the use of rope to rescue civilians as well as firefighters. A rope is a versatile tool that can aid search teams in locating victims, provide egress in self-rescue, and raise/lower teams to provide rescue from precarious locations. The main areas of focus for this program are LARRO (Low Angle Rope Rescue Operational), Aerial Ladder rescue, Personal escape device (self-rescue rope), and Vertical rescue (CSFM, CAL-OSHA).
• CONFIRE Operations Committee: This is a multi-agency committee tasked with identifying and addressing needs and issues, reviewing new products for departments and the region, resource deployments, move-ups, resource availability, response times, response plans, computer-aided dispatch, and other logistical and communications issues. • CONFIRE Support Committee: The CONFIRE Support Committee provides technical expertise and knowledge. They evaluate, vet, and coordinate with the Operations Committee on new product implementation and provide technical input to challenges or issues with communications and CAD equipment.
• Personal Protective Equipment Program (PPE): The PPE program is responsible for the supply cache inventory, specifications, and warranties of purchased PPEs, and tracking of issued equipment.
• National Fire Incident Reporting System: The National Fire Incident Reporting System (NFIRS) is a reporting standard that fire departments use to uniformly report on the full range of their activities, from fire to Emergency Medical Services (EMS) to severe weather and natural disasters.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 127 • 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 128 Program Objectives:
• Suppress structural, wildland, urban interface, vehicle, and other fires as necessary to ensure the health and safety of the community.
• Provide emergency medical services to the ill and injured. • Conduct technical search, rescue, and recovery 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.
Accomplishments for Fiscal Years 2025-2026:
• Completed 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 6,202,164 6,443,962 6,443,962 6,879,865 7,364,014 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 18,006,051 18,835,794
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 130
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 - 490,205 526,740 900,000 -
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 1,505,990 205,990
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 23,210,131 22,864,704 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 131 Fire
Community Risk Reduction Division
Program Description:
This division operates under the direction of the Fire Chief and consists of the Fire Marshal, one Deputy Fire Marshal, two Fire Prevention Inspectors, and one Administrative Assistant II.
Operating under the guidelines of the California Fire Code (CFC) as adopted by the State of California and the City of Redlands, the 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 Community Risk Reduction Division manages the following programs:
• Code management and policy development relating to life and fire safety • Construction document reviews for all new and improved buildings and structures throughout the City
• New construction inspection and acceptance testing of fire protection • 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
Program Objectives:
• Provide a review of development projects related to the model construction codes and standards
• Conduct and enforce the California Fire Code and related safety regulations, as adopted by the City of Redlands
• Authorize issuance of operational permits related to systems, processes, and uses as defined in the California Fire Code
• Conduct routine life and fire safety inspections
• Direct the Vegetation Management Program that protects life and property through defensible space and fire-wise strategies
• Provide logistical support for major emergencies through disaster and emergency incident management
• Oversee special events to ensure proper safety (assemblies, fireworks, etc.) • Organize community risk reduction initiatives for the identified hazards in the City of Redlands • Serve as fire safety subject matter experts for City Council and City Commissions. • Represent the City of Redlands regionally and nationally through public safety professional development and industry advisory opportunities.
City of Redlands FY2027 and FY2028 Proposed Biennial Budget 132 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.
Accomplishments for Fiscal Years 2025-2026:
• Completed 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.
Goals for Fiscal Years 2027-2028:
• Establish 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 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
SALARIES AND BENEFITS
5001 Salaries: Full-Time 449,174 535,435 535,435 568,704 615,931 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
742,454 879,805 886,466 884,291 936,757
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 134
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 1,119,688 1,174,867 City of Redlands FY2027 and FY2028 Proposed Biennial Budget 135 Redlands Fire Department
Training Program
Program 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 Training Division manages the following programs:
• California Firefighter Joint Apprenticeship Program: An apprenticeship program which parallels the State Board of Fire Service and the National Fire Protection Association Standards (California Firefighter Joint Apprenticeship Committee – CAL-JAC). • Engineer/Captain Certification: Engineer and Captain Certification programs provide an in house, on-duty approach to developing personnel in the skills and experience necessary to become an Engineer and Captain.
• Recruit Firefighter Testing Program: Development, implementation, and delivery of entry level tests.
• Crafton Hills College Reimbursement Program ISA: Registration of fire department personnel, tracking and documentation of approved training hours, and participation in annual site visits by program administrator.
• SBCTOA: Maintain participation in the San Bernardino County Training Officers Association (SBCTOA). Ensuring that departmental training is collaborative and interoperable within our area of operation and response.