HomeMy WebLinkAbout8680City of
Redlands
City Council Handbook
City of Redlands
City County Handbook 2025 2
Table of Contents
Introduction 7
1.Governance 9
Governmental Structure 9 1.1
City of Redlands Municipal Code 10 1.2
City of Redlands Administrative Policy Manual 10 1.3
Appointment of City Manager and City Attorney 10 1.4
City Council/City Manager Mutual Expectations 12 1.5
Organizational Chart 15
2.Council Organization & Duties 17
2.1 Newly Elected Members 17
2.2 Appointment of Mayor and Mayor Pro Tempore 17
2.3 Meeting Duties of Mayor and Mayor Pro Tempore 18
2.4 Seating Order 18
2.5 Representation at Ceremonial Functions 18
2.6 City Council Recognition 18
2.7 Execution of City Documents 2I
2.8 Annual Events 2I
3.Council Administration 23
3.1 Ethics Training 23
3.2 Political Reform Act of 1974 23
3.3 The Brown Act 26
3.4 Sexual Harassment Prevention Training and Education 26
3.5 Salaries and Benefits 26
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Table of Contents
Travel and Expense Reimbursement 27 3.6
4.Conducting City Council Business 29
Time and Place of Meetings 29 4.1
Attendance/Quorum 304.2
Best Practices of Civility and Civil Discourse 32 4.3
Agendas 32 4.4
Agenda Order 33 4.5
Council Action Items 33 4.6
4.7 Addressing the City Council 35
4.8 City Council Meeting Disruptions 35
4.9 Televised and Web Streamed Meeting Coverage 36
5.Communications 39
5.1 General Communications 39
5.2 Use of City Seal and City Logo 39
5.3 Processing and Delivering of City Council Mail 40
5.4 Written Correspondence 40
5.5 Legislative Communications 41
5.6 Speaking Engagements 41
5.7 Media Relations 42
5.8 Citizen Inquiries 42
5.9 Complaints Regarding Performance of Staff 42
5.10 Communications with Staff 42
5.11 Handling of Litigation/Confidential Information 43
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Table of Contents
5.12 Protocol for Communications with Project Applicants 43
5.13 Electronic Communications using Personal Devices 45
6.Commissions/Committee/Boards 47
6.1 Council Member Appointments to Local and Regional Boards,
Commissions, and Committees
47
6.2 Description/Duties of Regionally Significant Boards and Committees 48
6.3 Appointment of Primary Voting Delegate and Alternate to National
League of Cities and/or League of California Cities Annual Conferences
51
6.4 City Commissions/Committees/Boards 51
6.5 Community Organizations 54
7.City Departments 55
7.1 City Manager’s Office 56
7.2 Human Resources 56
7.3 Development Services Department 58
7.4 Facilities & Community Services Department 59
7.5 Fire Department 63
7.6 A.K. Smiley Public Library 65
7.7 Management Services/Finance Department 65
7.8 Municipal Utilities & Engineering Department 67
7.9 Police Department 68
List of Appendices 75
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Mission
Providing superior services to elevate the quality of life, to cultivate community and encourage
a thriving economy while preparing for the future.
Vision
In Redlands, we envision a connected, conscientious, safe community with a small town feel in
which all people and businesses thrive.
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Introduction
The City Council Handbook is meant to serve as a reference document for City
Council Members. The objective is to provide comprehensive orientation information for
new City Council Members, and to compile and maintain operational practices for the entire
Council.
The guidelines and protocols set forth herein are intended to support the inherent
power and general legal authority of the City Council. A majority of the Council Members may
vote to waive any of the protocols herein if they deem that there is good cause to do so based
upon particular facts and circumstances.
The policies shall be amended by a majority vote of the City Council and may be
amended administratively by the City Clerk’s Office in order to remain current with federal,
state, and local law.
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1. Governance
1.1 Governmental Structure
The City of Redlands is a general law city incorporated in 1888. Pursuant to California
Government Code section 34851 et seq., and Redlands Municipal Code 2.04.010, the Office of
the City Manager was established, thereby creating a council-manager form of government.
(Ord. No. 2893, (2019)). The council-manager form of government is a system of local
government that combines the political leadership of elected officials in the form of a mayor
and city council with the professional managerial experience of an appointed local government
manager. In council-manager governments, the mayor and council members are the leaders
and policy makers elected to represent various segments of the community and to
concentrate on policy issues that are responsive to citizens' needs and wishes. The City
Manager is appointed by the City Council to oversee the daily operations of the municipality.
The City Council consists of five representatives chosen by the constituency of their
respective districts. The City Council shall choose one of its members as Mayor, and one of its
members as Mayor pro tempore pursuant to a process set forth by separate resolution of the
City Council. (Reso. No. 8508, (2024)). The Mayor presides over meetings of the Council,
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and votes as a Member of the Council, but has no veto power. The Mayor and Council set
policy, enact legislation, and adopt the budget under which the City operates.
1.2 City of Redlands Municipal Code
The City of Redlands is a general law city. The City Council must act within the
framework of limitations and procedures established by State Law. Local laws are established
by Ordinance and are set forth in the Redlands Municipal Code. The Redlands Municipal Code
contains the regulatory, penal and administrative laws of general application to the City. These
laws are enforceable by the City, and violations thereof can constitute a misdemeanor or an
infraction. Other directives and policies of the City Council are recorded in Council
Ordinances, Resolutions or by direction of the City Council at a council meeting as voted and
recorded in the meeting minutes.
1.3 City of Redlands Administrative Policy Manual
The Administrative Policy Manual consolidates all administrative policies and
procedures of a general or inter-departmental nature into one City document. Administrative
regulations meet the following criteria: 1) are directed toward an ongoing City process or
procedure; 2) are limited to one major subject area; and 3) are applicable to more than one
City department. Administrative regulations are issued from the City Manager’s Office. The
Administrative Policy Manual will be provided to City Council members at their request.
1.4 Appointment of City Manager and City Attorney
City Manager
The City Manager shall be appointed by the City Council solely on the basis of his/her
executive and administrative qualifications and ability and shall hold office at the
pleasure of the City Council. The City Manager reports directly to the City Council.
Absence: In case of the absence or disability of the City Manager, the City Council may
designate a duly qualified person to perform the duties of the City Manager. (Ord. No. 2893,
(2019)).
Orders and Directions From Council: Individual City Council members shall deal with
the administrative services of the City only through the City Manager, except for the purpose
of inquiry to subordinate employees; and the individual City Council members shall not give
orders to any subordinate of the City Manager. (Ord. No. 2893, (2019)).
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Employment Agreement and Compensation: The City Manager shall be employed
pursuant to written agreement, approved by the City Council, which shall provide for
the City Manager's compensation, including the provisions required by Government Code
sections 53243 through 54243.4 and Government Code section 53260, as such provisions may
be amended from time to time, and specify such other duties and responsibilities of
the City Manager in addition to those specified by this chapter. (Ord. No. 2893, (2019)).
Powers: In addition to his general powers as administrative head, and not as a limitation
thereon, it shall be his/her duty and he/she shall have the power:
A.Enforcement Of Laws, Agreements: To see that all laws and ordinances of
the City are duly enforced, and that all franchises, permits and privileges granted by
the City are faithfully observed;
B.Departments: To control, order and give directions to all heads of departments,
subordinate officers and their respective staffs, except elective officers and their
respective staffs, and to conduct studies and effect such administrative
reorganization of offices, positions or units under his direction as may be indicated
in the interest of efficient, effective and economical conduct of the City's business;
C.Appointments; Removals: To appoint and dismiss all subordinate appointive officers
and employees, except the City Attorney; provided, however, that
the City Manager shall consult with the City Council prior to, and as a condition of,
the appointment of any department director. If the Offices of City Clerk
and City Treasurer are made appointive, appointments to such offices shall be
made by the City Council unless the City Council vests such appointing authority in
the City Manager by ordinance;
D.Council Meetings: To attend all meetings of the City Council unless excused
therefrom by the City Council;
E.Ordinances: To recommend to the City Council for adoption such measures and
ordinances as the City Manager deems necessary or expedient;
F.Financial Advice: To keep the City Council at all times fully advised as to the
financial conditions and needs of the City;
G.Budget: To prepare and submit to the City Council the biennial budget;
H.Purchases: To purchase or cause to be purchased all supplies for all of the
departments or divisions of the City;
I.Investigations: To make investigation into the affairs of the City, and any
department or division thereof, and any contract, or the proper performance of
any obligations of the City;
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J.Complaints: To investigate all complaints in relation to matters concerning the
administration of the City government and in regard to the service maintained by
public utilities in the City, and to see that all franchises, permits and privileges
granted by the City are faithfully performed and observed;
K.Property: To exercise general supervision over all public buildings, public parks and
other public property which are under the control and jurisdiction of
the City Council;
L.Supervision: To supervise, in general, the operation of all departments of the City;
M.Other Duties: To perform such other duties and exercise such other powers as
may be delegated to him from time to time by ordinance or resolution of
the City Council;
N.Departmental Cooperation: It shall be the duty of all subordinate officers to assist
the City Manager in administering the affairs of the City efficiently, economically
and harmoniously. (Ord. No. 2893, (2019)).
City Attorney
The City Attorney is appointed by and reports directly to the City Council and is
responsible for planning, organizing, directing, and reviewing the services of the City
Attorney’s Office and serving as legal advisor to the City Council, City Manager, City
departments, and various City boards and commissions. The City Attorney ensures that
decisions are made and policies are formulated with consideration and appreciation for
possible legal consequences.
The City Attorney, with the consent of the City Manager, may enter into professional
services contracts for the retention of special legal counsel to the City, consultants having
expertise in the subject matter of the litigation, expert witnesses, appraisers and other
persons with specialized knowledge without the prior approval of the City Council. Such
contracts shall be executed by the Mayor, the Mayor Pro Tempore, or any member of
the City Council in such order of availability. (Ord. No. 2797, (2014)). To the extent the
contracts are disclosable public records under the California Public Records Act contained in
Government Code section 7920.000, et seq., such contracts shall be filed with and maintained
in the Office of the City Clerk. (Ord. No. 2797, (2014)).
1.5 City Council/City Manager Mutual Expectations
The following expectations have been agreed upon by the City Council and City
Manager regarding their respective roles for the successful operation of the Council/Manager
form of government. They serve as a general framework to foster a constructive working
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relationship and provide new Council Members an overall outline of how the Council/Manager
form of government shall operate. They may also serve as a basis for discussion to resolve
potential concerns or when changes in the expectations are desired.
Expectation of City Manager
A.Promote a high level of customer service to be provided by the organization.
B.Clearly communicate to the City Council the operational impacts of policy
decisions and direction.
C.Deal with the City Council, staff and community in a transparent and honest
manner at all times.
D.Be responsive to Council direction and needs and keep Council Members informed
of key issues, activities and ensure that there is adequate follow-up to requests.
Take necessary steps to avoid surprises for the City Council in public.
E.Provide information equally to all Council Members.
F.Provide complete information regarding an issue or item. Never manipulate
information in order to promote one viewpoint.
G.Ensure staff reports include alternatives, potential impacts of each alternative and
staff’s best recommendation.
H.Be fully committed to successfully implementing City Council’s decisions, whether
or not they are consistent with staff’s recommendations.
I.Seek community input in planning activities on issues impacting the public and make
every effort to develop a consensus on issues in which there are differing
viewpoints.
J.Demonstrate and insist from all staff the highest level of ethics and integrity.
K.Be an active and visible member of the community.
L.Be an effective problem solver.
M.Provide strong leadership in the organization, but also promote participation and
responsibility on the part of the executive staff in accomplishing the City’s goals.
N.Promote professional development of staff in the organization.
O.Be accessible.
Expectations of the City Council
A.Recognize that the City Council is governed by the open meeting laws of the Ralph
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M. Brown Act and direction is given only as a convened body. Share opinions and
views, but refrain from providing direction without the participation of the full City
Council. Do not individually attempt to influence the decisions or
recommendations of staff.
B.Conclude discussions requiring staff follow-up or action with specific direction
agreed upon by the City Council.
C.Make an effort to let staff know concerns and questions prior to public meetings so
staff can be prepared to respond.
D.Share in staff’s commitment to the highest ethical standards and avoid any
appearances of impropriety.
E.Direct questions or requests for information to the City Manager or Department
Directors only. Make requests that will require staff to prepare information to the
City Manager.
F.Treat staff in a respectful manner at all times. Recognize good work by staff.
Communicate any concerns involving staff to the City Manager. Refrain from
criticizing staff in public.
G.Prevent disagreements with each other, the City Manager or staff from becoming
personal. Commit to and support team building efforts when necessary and
appropriate.
H.Provide feedback on an ongoing basis.
I.In addition to ongoing communications, meet individually with the City Manager at
least monthly for Council Members and twice a month for the Mayor.
J.Seek and provide honesty, directness and openness.
K.Immediately communicate to the City Manager any items that are perceived not to
be handled in accord with these expectations.
L.Respect staff’s impartiality involving elections and campaign activities.
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Organizational Chart
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2. Council Organization & Duties
2.1 Newly Elected Members
Newly-elected Council Members are sworn into office generally at a meeting in
December following a regular municipal election. Immediately upon election (even before
being sworn into office), newly-elected Council Members are subject to the provisions of the
Ralph M. Brown Act.
2.2 Appointment of Mayor and Mayor Pro Tempore
Per Resolution No. 8508 adopted December 17, 2024, the City Council shall meet
after each general municipal election and choose one of its members as Mayor, and one of its
members as Mayor Pro Tempore by way of council member nomination. The terms of office
of the Mayor and Mayor Pro Tempore shall be for (2) years. In the event of the terms of the
Council member are shortened or extended, as a result of any change in the election date for
City Council members, the terms of the Mayor and Mayor Pro Tempore shall be
correspondingly shortened or, in the case of an extension of the Council members’ terms, the
City Council shall meet and select one of its members to serve as Mayor and one of its
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members as Mayor Pro Tempore for the period of time the Council members’ terms are
extended until the next municipal election.
The Mayor and Mayor Pro Tempore shall hold office, at the pleasure of the City
Council, from the date of their selection and until their successors are chosen.
2.3 Meeting Duties of Mayor and Mayor Pro Tempore
The Mayor shall preside at the meetings of the Council and shall preserve order and
decorum at all regular and special meetings of the City Council. The City Council will honor
the role of the Mayor in maintaining order and decorum of the meeting. If the Mayor is absent
or unable to act, the Mayor Pro Tempore shall serve until the Mayor returns or is able to act.
In the absence of the Mayor and Mayor Pro Tempore, the City Clerk shall call the
Council to order, whereupon a temporary Chairperson shall be elected by the members of
the City Council present.
2.4 Seating Order
Following the City Council reorganization, the Mayor shall designate the seating order
for the Council dais. The Mayor Pro Tempore shall sit to the Mayor’s left.
2.5 Representation at Ceremonial Functions
The Mayor shall represent the City Council at ceremonial functions. The Mayor may,
at their own discretion, ask the Mayor Pro Tempore or another Council Member to
represent the Council at the function. Voluntary attendance at ceremonial functions by
Council Members is encouraged.
2.6 City Council Recognition
For the purpose of this policy, “recognition” means certificates, proclamations, awards/
plaques and other tangible tributes or honors signed or issued by the Mayor on behalf of the
entire City Council for the purpose of recognizing an individual or group’s civic contributions
or achievements or to honor special occasions, events, celebrations and business openings.
(Reso. No. 8663, (2025)).
General Provisions
All forms of recognition are signed solely by the Mayor on behalf of the entire City
Council. The sponsoring Council Member will present recognition on behalf of City Council,
except when absent, then the Mayor or Mayor Pro Tempore, will perform the duties.
Commissioners/Board Members/Committee members may not issue any official recognition
on behalf of the City or in their official capacity as commissioners or members of any board or
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committee. Recognition may only be issued where there is a clear nexus or connection to the
community of Redlands. Recognitions, when applicable, will only be presented at one City
Council meeting. Recognition will not be issued for campaigns or events contrary to city
policy, matters of politics, or for personal ideological or religious beliefs. (Reso. No. 8663,
(2025)).
Proclamations:
A.Proclamations are official documents of the City Council signed by the Mayor,
approved by the City Council, and prepared to commemorate or create awareness
of a special occasion, event, issue, individual or organization.
B.Proclamations are placed on the agenda for City Council approval and often
presented at City Council meetings.
C.Proclamations constitute endorsement by the City and should be viewed as such
when being considered.
D.Requests for proclamations must be made to the City Manager’s Office.
E.Requests for proclamations must be received by the City Manager’s Office five (5)
weeks ahead of the scheduled City Council meeting for which the proclamation is
being requested for Council consideration.
F.To be considered “received”, requests must include the proclamation name/title
and draft text with recitals comprising a total word count of no more than 250
words in 12-point, New Times Roman font.
G.The City retains the right to modify, edit, or otherwise amend the proposed
proclamation to meet policy guidelines.
H.The name of the person or group who will receive the proclamation at the City
Council meeting, or an address where it will be mailed, should also accompany the
request though a designated recipient is not required. (Reso. No. 8663, (2025)).
Certificates:
A.Certificates are official documents of the City Council bearing the signature of the
Mayor on behalf of the City Council. Certificates may be presented at City Council
meetings or at offsite events without formal City Council approval.
B.Requests for certificates must be approved by the Mayor.
C.Requests must be received by the City Manager’s Office two weeks ahead of when
they are needed.
D.To be considered “received”, requests must include all necessary information to
create the certificate(s) and make it/them available for presentation.
E.Certificates may be awarded to recognize events and achievements including, but
not limited to:
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•Special events such as conferences, conventions, seminars, and professional
celebrations.
•Milestones, achievements and celebrations.
•Academic achievements (individual, group or team). Athletic achievements
(individual, group or team).
•Acts of volunteerism or service. Recognition of dignitaries or legislators
representing the City.
•Honorable completion of office by an elected official or appointed advisory
group member.
•New business: grand openings and ribbon cuttings.
•Any other event or achievement which, at the Mayor’s discretion, merits a
certificate. (Reso. No. 8663, (2025)).
Awards and Plaques:
A.Awards or plaques may be presented in order to recognize events and
achievements of greater significance, including but not limited to:
•Significant acts of volunteerism or service to the community.
•Individual or organization achievement or service benefiting the City of
Redlands by board members or executive officers.
•Any other event or achievement which, at the Mayor’s discretion, merits a
plaque or award.
B.Awards or plaques may be presented at City Council meetings or at offsite events
without formal City Council approval.
C.Requests for awards or plaques must be approved by the Mayor.
D.Requests must be received by the City Manager’s Office five weeks before they
are needed.
E.To be considered “received”, requests must include all necessary information to
create the plaque(s)/awards(s) and make it/them available for presentation. (Reso.
No. 8663, (2025)).
In memory of: A meeting may be adjourned in memory of an individual at the direction of
the Mayor or a member of the City Council. The announcement will be made following roll
call.
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2.7 Execution of City Documents
Per Chapter 2.15 Execution of Documents in the Redlands Municipal Code:
A.All demands drawn on the city treasurer, all written contracts and conveyances
made or entered into by the City, and all instruments requiring the City seal may
be signed by the Mayor, the Mayor Pro Tempore, or any member of the City
Council in such order of availability. (Ord. No. 2797, (2014)).
B.Notwithstanding subsection A of this section, to facilitate the daily operations of
the City, the City Council may, from time to time, by resolution or minute action,
authorize the City Manager, or the City Manager's authorized designee, to execute
contracts and other written instruments and authorizations on behalf of the City.
(Ord. 2797, (2014)).
2.8 Annual Events
There are a number of annual events that the Mayor and Council Members may
attend or participate in, including but not limited to the following:
Downtown Christmas Tree Lighting Event
Community Center Christmas Block Party
PD Heroes and Helpers Event
PD Welcome Aboard, Promotional, and Award Ceremonies
Volunteer Celebration
Senior 5K and Health Fair
PD Coptober
City Halloween Celebration
Community Day of Service
Civics Day
Juneteenth Celebration
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3. Council Administration
3.1 Ethics Training
California Government Code Section 532.35 requires that specified local agency
officials receive at least two (2) hours training in ethics every two years. Local agency officials
include City of Redlands elected officials. In addition, any newly elected or appointed local
agency official must receive two (2) hours of ethics training within one year of taking the oath
of office and once every two years thereafter. Ethics training is available through the City
Clerk’s Office.
3.2 Political Reform Act of 1974
The Political Reform Act of 1974 provides for 1) the comprehensive regulation of
campaign financing, contributions and expenditures by candidates and ballot measure
committees; 2) regulates lobbyists financial disclosures and lobbying activities; and 3) it sets
out ethical rules for state and local government officials that imposes strict limits on decisions
or votes that affect the official's financial interests, including an official's interests in business
entities, sources of income and real property. (Government Code, Sections 81000-91015)
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Conflict of Interest - General Provisions of the Law
The Political Reform Act of 1974 regulates conflicts of interest of state and local
government officials through public disclosure and prohibition (recusal) from participation in
decisions, which constitute conflicts of interest under the Act. The Fair Political Practices
Commission is the state agency that enforces the Political Reform Act.
Council Members must disqualify themselves from making or participating in making
or influencing any governmental decision that will have a foreseeable material financial effect
on any economic interest of the Council Member or certain family members. Government
Code Section 87105 states that a Council Member who has a conflict of interest upon
identifying a conflict of interest or a potential conflict of interest and immediately prior to the
consideration of the matter must do all of the following:
A.Publicly identify the financial interest. This must be done in enough detail for the
public to understand the financial interest that creates the conflict of interest.
Note: Residential street addresses do not have to be disclosed.
B.Recuse yourself from both the discussion and the vote on the matter. You must
recuse yourself from all proceedings related to the matter.
C.Leave the meeting room until the matter has been completed. The matter is
considered complete when there is no further discussion, vote or any other action.
Exception: If the matter is on the consent calendar, the council member must public identify
their financial interest, but does not have to leave the room.
Exception: Under limited circumstances, if the council member wishes to speak during public
comment, they may do so as long as they have complied with the disclosure and recusal
requirements, left the meeting room and make their comments during the time the public
makes its comments. Comments are limited to the matter only as it relates to the council
member’s personal interest. Consult with the City Attorney's Office before speaking during
public comment on a matter in which recusal is required. The Political Reform Act and its
regulation are complex and depend heavily on the facts of each situation. Please consult with
the City Attorney's Office if there are any questions regarding the ability to participate in a
decision before the City Council.
Government Code Section 1090
Government Code Section 1090 applies only to City contracts in which a public official
has a financial interest. The financial interests covered by Government Code Section
Section1090 are different from those in the Political Reform Act. Having an interest in a
contract may preclude the City from entering into the contract at all, even if the individual
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recuses him or herself from the decision. In addition, the penalties for violating Government
Code Section1090 are severe and include criminal consequences and a ban from holding public
office. If a Council Member believes that he or she may have any financial interest in a contract
that will be before the Council, the member should immediately seek advice from the City
Attorney and/or the Fair Political Practices Commission.
Gifts
Council Members should carefully consider and monitor the acceptance of “gifts” from any
person or organization whether the gift be financial support, loans, event tickets or passes,
meals, etc. The Fair Political Practices Commission imposes a limit on the amount an official
may accept in a calendar year. Moreover, gifts may need to be reported and may present a
conflict of interest when considering and/or voting on projects or issues brought before the
City Council by the donor of the gift.
Event Tickets
Pursuant to City Council Resolution No. 6894, tickets (as defined in section 18944.1 of
Title 2 of California Code), and passes are not considered gifts to public officials if the City
distributes the tickets and passes in accordance with the adopted resolution.
Legal Advice
It is critical to note that compliance with the State’s conflict of interest laws is each
public official’s personal responsibility. While the City Attorney can render advice on the
interpretation of State laws and regulations on conflict matters, such advice is solely an
interpretation of the law. The only authority that can provide binding interpretations and
possible immunity from civil or criminal liability on such matters is the Fair Political Practices
Commission (FPPC). The City Attorney’s Office can assist (and would encourage City Council
Members to seek assistance) in formulating questions for the Commission, since the quality
and utility of the response from the Commission is normally dependent upon how the
question is posed.
It is also important to keep in mind that the City Attorney represents the City and
City Council as a whole and not individual Council Members.
FPPC Filing Requirements
Elected officials file a Statement of Economic Interest (Form 700) to disclose certain
investments, interests in real property, sources of income, gifts, loans and business positions
within 30 days of assuming office; annually by April 1, covering the previous calendar year or
from the last filing period, as required; and within 30 days of leaving office. Certain City
commission members and designated City employees are also subject to this disclosure
requirement.
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Form 460 is filed semi-annually in January and July; Form 470 is filed annually in July as
required by the FPPC. During an election year, candidates running for office have to meet
additional filing requirements.
3.3 The Brown Act
The Ralph M. Brown Act is the state open meetings law which provides that all
meetings of a legislative body, whether meetings of the City Council or its appointed advisory
bodies, shall be open and public and all persons shall be permitted to attend. Notices of
regular meetings must be made 72 hours prior to the meeting. Special meetings may be called
by the Mayor or a majority of the City Council and must be noticed 24 hours prior to the
time of the meeting. The Open & Public Guide to the Ralph M. Brown Act will be provided to
all Council Members upon assuming office.
3.4 Sexual Harassment Prevention Training and Education
State law requires that elected officials who receive any type of compensation, salary,
or stipend from a local agency receive at least two hours of sexual harassment prevention
training and education within the first six months of taking office, and every two years
thereafter (Government Code Sections 53237-53237.5).
3.5 Salaries and Benefits
As set forth in the Redlands Municipal Code Section 2.02.040, members of the
City Council shall be compensated according to the following schedule:
A.When the population of Redlands is up to and including thirty five thousand
(35,000) in population, three hundred dollars ($300.00) per month;
B.When the population of Redlands is over thirty five thousand (35,000) up to and
including fifty thousand (50,000) in population, four hundred dollars ($400.00) per
month;
C.When the population of Redlands is over fifty thousand (50,000) up to and
including seventy five thousand (75,000) in population, five hundred dollars
($500.00) per month;
D.When the population of Redlands is over seventy five thousand (75,000) up to and
including one hundred fifty thousand (150,000) in population, six hundred dollars
($600.00) per month. (Ord. No. 2953)).
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(The population of the city shall be determined either by the last preceding federal census, or
by any subsequent census, or by an estimate validated by the state of California Department of
Finance. (Ord. No. 2953, (2023)).
“The compensation of city council members may be increased beyond the amount
provided in section 2.02.030 of this chapter by an ordinance, or by an amendment to an
ordinance, but the amount of the increase may not exceed an amount equal to five percent
(5%) for each calendar year from the operative date of the last adjustment of the salary in
effect when the ordinance, or ordinance amendment, is enacted. No salary ordinance shall be
enacted or amended which provides for automatic future increases in salary.” (RMC 2.02.030)
“Pursuant to City of Redlands Ordinance No. 2886 adopted in accordance with this
section 2.02.030, and notwithstanding any other provision of this chapter, the compensation of
city council members shall be fourteen hundred dollars ($1,400.00) per month, commencing
with the first full City pay period after January 1, 2023. (Ord. 2953, 2023)).
3.6 Travel and Expense Reimbursement
It is the policy of the City of Redlands to reimburse Council Members for reasonable
and necessary expenses incurred in connection with approved travel on behalf of the City.
The City strongly encourages Council Members to book travel in advance and to utilize travel
discounts when making travel arrangements. Council Members seeking reimbursement should
incur the lowest reasonable travel expenses and exercise care to avoid impropriety or the
appearance of impropriety. (Reso No. 7938)
Reimbursement is allowed only when reimbursement has not been, or will not be,
received from other sources. If a circumstance arises that is not specifically covered in this
travel policy, then the most conservative course of action should be taken. Travel includes:
attendance at workshops, seminars, conventions, conferences, or other meetings of interest
to the City. Reimbursement requests for travel expenses are submitted on an Expense
Reimbursement Claim form signed by the designated approval authority and accompanied by
the following (if applicable):
•Approved Training and Travel Request Form;
•Itemized expense receipts;
•Internet map showing route and miles traveled;
•Event brochure or flier;
•GSA Meals & Incidentals Breakdown for destination; and
•Listing of prepaid travel expenses
These forms must be submitted to the Finance Division within 60 days after the travel is
completed. Forms not submitted within this time frame require exception approval from the
Management Services Director or City Manager or their designee. Reimbursement of travel
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expenses is based on documentation of reasonable and actual expenses supported by the
original, itemized receipts. The City will reimburse travel expenses for the most efficient and
economical mode of transportation.
International and out-of-state travel require prior approval by City Council. (Reso No. 7938)
Per Resolution 7938, at the council meeting following conferences and meetings attended by
Council Members at the city’s expense, the attending Council Member must provide a brief
report, either verbally or by written report. Notice of the report shall be agendized.
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4. Conducting City Council Business
The City Council meetings shall be governed by the procedures provided for in this
handbook, with the exception of any special rule adopted by the City Council, or as otherwise
provided by state statute. The City Attorney is designated as the parliamentarian for City
Council meetings. The City Manager shall preside as the parliamentarian in the City Attorney’s
absence.
4.1 Time and Place of Meetings
Regular meetings of the City Council shall be the first and third Tuesday of each
month at five o'clock (5:00) P.M. in the council chambers, Civic Center, 35 Cajon Street, Suite
2, Redlands, California. If any such regular meeting falls on a legal holiday, the meeting shall be
held on the next city business day. (Ord. 2953, (2023)).
A special meeting may be called at any time by the presiding officer (Mayor) or by a
majority of the City Council.
The Council may adjourn any regular, or special meeting, to a time and place specified in
the order of adjournment pursuant to the procedures set forth in the Brown Act.
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A regular meeting may be cancelled by a majority vote of the Council or when there is
lack of a quorum. Historically, it has been the Council’s practice to cancel the regular meetings
in August so the City Council and staff can coordinate vacation time during the summer
months. In addition, the City Council generally cancels the first regular meeting in January due
to the holidays and related City office closures.
The order of business for the City Council shall be as arranged by the City Manager,
except for matters set at a specific time by the Council.
4.2 Attendance/Quorum
Council Members acknowledge that attendance at lawful meetings of the City Council
is part of their official duty. Council Members shall make a good faith effort to attend all such
meetings. Council Members will notify the City Manager or City Clerk if they will be absent
from a meeting.
Three members of the City Council shall constitute a quorum and shall be sufficient to
transact business. If less than three appear at a regular meeting, the Mayor, Mayor Pro
Tempore in the absence of the Mayor, any Council Member in the absence of the Mayor and
Mayor Pro Tempore, or in the absence of all Council Members, the City Clerk, or his/her
designee, shall adjourn the meeting to a stated day and hour or cancel the meeting due to the
lack of a quorum.
Exceptions under AB 2449
In September 2022, California Governor Gavin Newsom signed California Assembly
Bill 2449 (AB 2449). When implemented in January 2023, AB 2449 authorized a local agency
to use teleconferencing without complying with the traditional teleconferencing requirements
of the Brown Act which state:
1.Each teleconference location be identified in the notice and agenda; and
2. Each teleconference location be accessible to the public.
On February 13, 2023, City Council authorized the continued use of Zoom for City
Council and Planning Commission meetings, and authorized all other commissions, boards, and
committees to follow traditional Brown Act teleconferencing rules. The traditional Brown
Act teleconferencing requirements may only be waived provided that at least a quorum of the
members of the legislative body participate in person from a singular physical location clearly
identified on the agenda, and that that location be open to the public and situated within the
local agency’s jurisdiction.
Until AB 2449 expires on January 1, 2026, members of the legislative body are
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authorized to participate remotely under two specified circumstances, “just cause” or
“emergency circumstances.”
Just Cause and Emergency Circumstances Definitions & Procedures
Just Cause is defined as the following:
•Childcare or caregiving of a child, parent, grandparent, grandchild, sibling, spouse, or
domestic partner that requires a Council Member to participate remotely.
•A contagious illness that prevents a member from attending in person.
•A need related to a physical or mental disability.
•Travel while on official business of the City or another state or local agency.
To participate under the Just Cause exception, the Council Member must notify the
Council at the earliest opportunity of the need to participate remotely and provide a general
explanation as to which of the aforementioned categories is requiring their remote
participation.
The Just Cause exception may only be invoked twice in a calendar year.
Emergency Circumstances is defined as a physical or family medical emergency that prevents
a Council Member from attending in person.
Under the Emergency Circumstances exception, the Council Member must notify the
Council at the earliest opportunity and provide a brief description of the need to
teleconference under Emergency Circumstances. The Council must take a formal action
approving the request. If the request does not allow for the item to be placed on the agenda,
the Council may take action on the matter at the beginning of the meeting by majority vote.
AB 2302, in effect as of January 1, 2025, revised the limits for the number of times
teleconferencing may be used under either circumstance based on the number of meetings the
legislative body holds each month. Under AB2302 the legislative body may teleconference up
to five (5) times per year, if the body meets three or more times per month.
For the City Council to operate within the parameters of AB 2449 and the
teleconferencing requirements contained therein, council members must additionally adhere
to the following:
•Participate through both audio and visual technology.
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•Council Members participating remotely must publicly disclose at the meeting and
before any action has been taken if an individual 18 years or older is present in the
telecommunication location and what the relationship is to that person.
4.3 Best Practices of Civility and Civil Discourse
The City Council shall promote the use of and adherence to the principles of civility
and civil discourse in conducting business with appointed and elected officials, staff, and
citizens.
Council Members may ask a question for clarification, make an announcement, or
report briefly on his or her activities. Council Members may also request staff to report back
to the Council at a subsequent meeting concerning any matter or request that staff place a
matter of business on a future agenda. Proper action will be taken by staff.
4.4 Agendas
The purpose of the agenda is to provide a framework within which Council meetings
can be conducted and to effectively implement the approved Council Goals, Long Term
Financial Plan and Budget, Critical Needs Action Plan and also work programs, objectives, and
business of the City as established by the City Council. Agenda items may also include, but not
be limited to, recommendations to the City Council from advisory bodies, public hearings for
land use and zoning actions or appeals, awarding bids, contracts, agreements, and adoption of
resolutions and ordinances establishing various City regulations or policies. Agenda items will
be within the policy context established by the Council, the scope of existing work programs,
and within the jurisdiction of the City.
For items that are of a regional, State, or Federal nature, including but not limited to
proposed legislation, the item may be placed on the City Council agenda if it meets any of the
following criteria:
A.Items that will result in any direct significant financial impact to the City; Items that
involve new regulations, requirements or other impacts that will result in a
significant impact to staff workload or adversely impact Redlands businesses or
citizens;
B.Items that will create or increase a fee, tax or other charge unique to Redlands
residents.
Agendas for the Council will be prepared by the City Manager’s Office. The electronic
City Council agenda packet, including all reports, communications, ordinances, resolutions,
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contracts, documents that are available, or other matters to be considered by the City
Council at the regular meeting, will be delivered to members of the City Council no later than
72 hours preceding the Tuesday Council meeting to which the agenda packet pertains.
Agenda packets for special meetings will be delivered electronically to members of the
City Council no later than 24 hours preceding the date and time set for the special meeting.
Agendas shall be posted in a publicly accessible location at City Hall, 35 Cajon St.
Redlands, and posted on the City website at www.cityofredlands.org
4.5 Agenda Order
The order of the Regular Meeting Agenda is generally as follows:
Call to Order
Public Comment (Closed Session Items)
Closed Session
Reconvene City Council Meeting for Open Session
Invocation and Pledge of Allegiance
Closed Session Report
Presentations
Public Comment
Consent Calendar
Communications
Public Hearings
New Business
Individual Council Member Announcements and/or Reports on Activities
Adjournment
4.6 Council Action Items
Staff Reports
Each City Council agenda business item shall have a coordinating staff report prepared
by the originating department. Staff reports are written specifically for the purpose of
communicating information necessary for policy and decision-making and generally includes an
abbreviated summary of action, impact on financial and personnel resources, recommended
action, background, analysis of issues, alternatives, advantages, disadvantages, environmental
review (if applicable), public notification methods and applicability to the City’s Strategic Plan.
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Ordinances
Ordinances are the laws of a municipality. An ordinance generally prescribes some
permanent rule of conduct that remains in force until the ordinance is repealed. Ordinances
may only be passed at a regular meeting or at an adjourned regular meeting. Except for
urgency ordinances, ordinances may not be passed at a special meeting. Ordinances generally
take effect 30 days following the date of adoption. The following ordinances take effect
immediately: 1) Ordinances relating to an election; and 2) urgency ordinances for the immediate
preservation of the public peace, health, or safety, containing a declaration of the facts
constituting the urgency, and passed by a four- fifths vote of the City Council.
Resolutions
A Resolution expresses City Council policy or directs certain types of administrative
action and may be changed by a subsequent Resolution. Resolutions are generally effective on
the date of adoption.
Agreements/Contracts
Municipal government enters into contracts for many different types of goods and
services. These contracts are usually written agreements that are legally binding upon the
parties. Typically, agreements are entered into with the approval of the City Council or, if
authorized, the City Manager.
Minute Motion
A minute action or motion is appropriate when: 1) the action is not of a penal nature
or intended to be a local law; 2) an ordinance or resolution is not specifically required; or 3) a
formal document reflecting the City Council’s action is not necessary. The only record of
such action is in the form of minutes taken of the meeting at which the action is taken.
Submitted Materials at Meetings are Public Record
Any written correspondence or other materials, when distributed to all, or a majority
of all, of the members of the City Council by any person in connection with a matter subject
to discussion or consideration at an open public meeting, are disclosable public records under
the California Public Records Act and shall be made available upon request without delay.
Writings that are public records and that are distributed during a public meeting shall be made
available for public inspection at the meeting if prepared by City staff or a member of the City
Council, or after the meeting if prepared by some other person. All writings referenced herein
shall be provided to and documented with a received/filed date by the City Clerk.
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Minutes
The minutes serve as a permanent record of the City Council’s actions. The City
Clerk, or their Deputy, shall attend and prepare minutes of all public meetings of the City
Council [Gov’t Code Sections 36814 and 40801].
Minutes ready for Council approval shall be placed on the regular City Council meeting
agenda and included in the Council packet. Minutes of Council meetings are available for review
in the City Clerk's Office and online at www.cityofredlands.org.
4.7 Addressing the City Council
Each person wishing to address the Council during a City Council meeting shall
proceed to the podium upon invitation by the Mayor. Speakers shall be asked to voluntarily
state their name for the record, but speakers will not be required to state their name as a
condition of attendance or participation. Unless further time is granted by the Mayor, (unless
overruled by a majority vote of the Council), the speaker shall limit their remarks to three (3)
minutes unless special circumstances exist. All remarks shall be pertinent to the subject at
hand. All remarks must be addressed to the Council as a whole and not to any Member
individually. No questions shall be asked of a Council Member or member of City staff without
the permission of the Mayor.
In order to avoid repetitious presentations and delay in the business of the Council,
whenever any group of persons wishes to address the Council on the same subject matter, it
shall be proper for the Mayor to request a spokesperson be chosen by the group to represent
its position. The Mayor may, in his or her discretion, grant additional time for a speaker that
has been recognized or designated by a group to present comments on their behalf.
After a motion has been made and seconded, or a public hearing has been closed, no
member of the public shall address the Council from the audience on the matter under
consideration without first securing permission to do so from the Mayor or a majority vote of
the Council.
4.8 City Council Meeting Disruptions
The following procedure and format will be used by the City Council to address
disruptive persons at a Council Meeting:
“You are hereby advised that your conduct is in violation of California Penal Code
Section 403, and you are directed to be orderly and silent. Penal Code section 403 states that
any person who, without authority of law, willfully disturbs or breaks up a lawfully convened
meeting of the City Council is guilty of a misdemeanor. Continued disruption of this City
Council meeting will result in your removal from the meeting by the officer present and you
will not be permitted to return to Council Chambers for the duration of the meeting. In
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addition, any continued disruption of this meeting is grounds for your being arrested and
charged with a misdemeanor. Do you understand this admonition?”
If, after receiving a clear warning from the Mayor, the person persists in disturbing the
meeting, the Mayor may order a brief recess of the Council to regain order.
If the person persists in disturbing the meeting, despite having been previously warned,
the Mayor may order him or her to leave the Council meeting.
If the person does not depart the Council Chambers of his or her own volition, the
Mayor may order any law enforcement officer who is on duty at the meeting to escort that
person from the Council Chambers.
The Chief of Police or the officer present shall carry out all orders and instructions
given him/her by the Mayor for the purpose of maintaining order in the Council Chambers.
Upon instructions from the Mayor, it shall be the duty of the Chief of Police or his/her
representative to eject any person from the Council Chambers or place him/her under arrest
or both.
As set forth in the Brown Act (Government Code Section 54957.9), in the event that
any meeting is willfully interrupted by a group or groups of persons so as to render the
orderly conduct of such meeting unfeasible and order cannot be restored by the removal of
individuals who are willfully interrupting the meeting, the members of the Council may order
the meeting room cleared and continue in session. Only matters appearing on the agenda may
be considered in such a session. Representatives of the press or other news media, except
those participating in the disturbance, shall be allowed to attend any session held pursuant to
this section. Nothing in the section shall prohibit the legislative body from establishing a
procedure for readmitting an individual or individuals not responsible for willfully disturbing
the orderly conduct of the meeting.
Any person who willfully disturbs or breaks up a Council meeting may be arrested and
charged with a misdemeanor, pursuant to California Penal Code Section 403. Penal Code 403
states, “Every person who, without authority of law, willfully disturbs or breaks up any
assembly or meeting that is not unlawful in its character, other than an assembly or meeting
referred to in Section 302 of the Penal Code or Section 18340 of the Elections Code, is guilty
of a misdemeanor.” (Res 7482 2/3/2015, SB1100)
4.9 Televised and Web Streamed Meeting Coverage
All regular City Council meetings held in the City Council Chambers are broadcast live
and rebroadcast on the City’s government access channel, web streamed live on the City’s
website, and archived online for on-demand viewing. The purpose of televising and web
streaming meetings of the Redlands City Council is to enhance the awareness and education of
the general public regarding the actions and deliberations of the City Council.
Council coverage is not to be edited or subjected to editorial comment.
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All regular City Council meetings shall be televised and web streamed, except for
meetings or portions of meetings which are closed to the public, or when the Council directs
otherwise.
Cameras used shall be owned by the City and operated only by City employees or
persons under contract with the City.
Cameras shall be operated so that they are focused primarily on the officially
recognized speaker or on Council as a body, and on any visually displayed information the
speaker may be showing.
The City Clerk’s minutes shall remain the official record of Council proceedings.
To assure timely information for the public, Council meeting video will be placed on
the City’s website as soon as possible for rebroadcast.
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5. Communications
5. 1 General Communication
A fundamental role of a Council Member is communication – communication with the
public to assess community opinions and needs – communication with members of the
Legislature and other public agencies to represent the community’s interests – and,
communication with the media to inform the public about the functions of government.
Because the City Council functions as a body, i.e., acting on a majority vote, it is
important that members represent the City’s official position, or if expressing personal views,
the public is so advised. To ensure that accurate City communications reach the public in a
timely manner, the following shall apply.
5.2 Use of City Seal and City Logo
The seal and logo are considered symbols of the authority and jurisdiction of the City
and, as such, are valuable assets of the City and its citizens. The City seal and logo shall be
used for official purposes only and according to policies and guidelines developed by the City
Manager, or as authorized by the City Council. (Reso. No. 7938)
City County Handbook 2025 39
Unauthorized use of the Official City Seal, City Logos, Badges and/or Patches for
malicious, deceptive, fraudulent, or other unauthorized purposes in violation of this Chapter is
declared to be a public nuisance and the City can abate or enjoin such use pursuant to the
Redlands Municipal Code. Violation of this Chapter shall be an infraction or misdemeanor, as
determined by the City Attorney. Nothing herein prevents the City from using any other
available civil and/or criminal remedies allowed by law to protect the Official City Seal, City
Logos, City Badge and/or Patch from improper or illegal use. (Ord. 2940, 2022)
5.3 Processing and Delivering of City Council Mail
The City Clerk’s Office maintains a mailbox at City Hall for each member of the City
Council. The City Clerk, or his/her designee and City Manager’s Office staff are authorized to
receive and open all mail addressed to the City Council, the Mayor and/or individual City
Council Members. Said mail shall be opened and date stamped the day it was received. Letters
addressed to the Mayor and/or individual City Council members will be copied to the full
Council. Letters received which include issues directly related to a particular department shall
be copied to the City Manager and the Department Director. Mail relating to a legal issue may
also be forwarded to the City Attorney. Council Members may pick up their mail any time at
City Hall. Notwithstanding mail that is time sensitive needing immediate attention, all other
mail that is not picked up at City Hall will be delivered to the Council at every Council
meeting.
5.4 Written Correspondence
Members of the City Council will often be called upon to write letters to citizens,
businesses or other public agencies. Typically, the Mayor will be charged with transmitting the
City’s position on policy matters to outside agencies on behalf of the City Council. Individual
members of the Council will often prepare letters for constituents in response to inquiries or
to provide requested information. City letterhead is available for this purpose, and staff can
assist in the preparation of such correspondence.
On occasion, members may wish to transmit correspondence on an issue upon which
the Council has yet to take a position or about an issue for which the Council has no position.
In these circumstances, members should clearly indicate either in correspondence or verbally
that they are not speaking for the City Council as a whole, but for themselves as one member
of Council. City letterhead and office support may be utilized in these circumstances.
After the City Council has taken a position on an issue, official correspondence should
reflect this position. While members who may disagree with a position are free to prepare
correspondence on such issues as private citizens, City letterhead, official Council title, and
staff support should not be utilized. In addition, City letterhead and staff support cannot be
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utilized for any personal or political purposes. (Reso. No. 7938)
Council Members may use stationery, business cards, and other materials and articles
printed by the City that include the Official City Seal, City Logos, Badges, and/or Patches only
while acting within the scope of their office (Ord. No. 2940, 2022)).
All Council Member correspondence using City letterhead shall be copied to the full
Council, the City Manager, the City Attorney, and the City Clerk. In addition, all Council
correspondence to public agencies in which the Mayor or Council Member identifies
themselves as such, shall be copied to the full Council.
Additionally, per Government Code section 8314(a): It is unlawful for any elected
state or local officer, including any state or local appointee, employee, or consultant, to use or
permit others to use public resources for a campaign activity, or personal or other purposes
which are not authorized by law. “Personal purposes” is defined in the Government Code as
including any outside endeavor not related to the City’s business.
The intentional or negligent violation of the Government Code’s restriction or the
improper use of public resources may cause liability to a person for a civil penalty not to
exceed $1000 per day for each day the violation occurs. If two or more persons violate the
section, they each can be jointly and severally liable for the violation and penalty. (GC 8314)
Social Media: On social media, a member of a legislative body may not “respond directly” to
any communication relating to a matter within the subject matter jurisdiction of that agency
that is made, posted, or shared by any other member of the legislative body. Government
Code §54952.2(b)(3)(A). There are other special rules under the Brown Act for use of social
media by members of the legislative body. (See Brown Act Handbook)
5.5 Legislative Communications
From time to time, the City is asked by the League of California Cities or other City-
affiliated organizations to take a support or oppose position on a particular piece of legislation
and/or proposal. When such a request is received, the matter shall be placed on the agenda
and acted upon at the next regularly scheduled City Council meeting. When a request is
received necessitating a more timely response in that action is required prior to the next
regularly scheduled City Council meeting, the Mayor in his/her individual capacity may sign and
submit the requested communication so long as the position is consistent with the position
taken by the League and/or other City-affiliated organizations and previous positions, if any,
taken by the City. A copy of the communication shall be provided to the City Council.
5.6 Speaking Engagements
Council members may accept public speaking invitations.
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Presentations shall clearly articulate the Council’s adopted policy position.
A Council Member may indicate that their individual position differs from that which
was adopted.
5.7 Media Relations
Typically, the Mayor is the designated representative of the Council to speak on official
City positions.
Individual Council Members may comment to the media but should be clear about
whether their comments represent the official City position or a personal viewpoint.
Generally, press releases shall be prepared and routed to the City Manager or his
designee for approval before release to the media.
Police and Fire responses to, and/or press releases regarding emergencies, may be
reported directly to the media by the designated department spokesperson.
5.8 Citizen Inquiries
Often a constituent will call a Council Member with a question or a complaint about a
particular problem or issue. Sometimes the complaint is related to not understanding why a
particular action is taken and sometimes it relates to how a service has been provided or not
provided.
The most effective way for staff to ensure citizens receive a response is for the Council
Member to email the City Manager's office to relay the question or complaint. Staff will take
the information, coordinate with the appropriate Department, follow up with the citizen
directly or provide information back to the full Council, and/or both, whichever is preferred.
5.9 Complaints Regarding Performance of Staff
Any concerns by a member of Council over the behavior or work of a City employee
should be directed to the City Manager privately to ensure the concern is resolved. Council
Members shall not reprimand employees directly, nor shall they communicate their concerns
to anyone other than the City Manager.
5.10 Communications with Staff
The City Council and its members, except for the purpose of inquiry, shall deal with
administrative services solely through the City Manager, and neither the City Council nor any
member thereof shall give orders to any officer or employee of the City under the supervision
of the City Manager.
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In regard to questions relating to agenda items, Council Members are encouraged to
contact the City Manager to ask questions for clarification prior to the meeting at which time
the subject will be discussed.
5.11 Handling of Litigation/Confidential Information
Council Members shall keep all written materials and verbal information provided to
them on matters that are confidential in complete confidence to ensure that the City’s
position is not compromised. No disclosure or mention of information in these materials shall
be made to anyone other than Council Members, the City Attorney, or City Manager.
Council Members may not disclose information obtained in closed session unless
authorized by a majority vote of the Council, or as otherwise required by law.
5.12 Protocol for Communications with Project Applicants
The following are informal protocol guidelines and procedures regarding meetings
between developers and City Council members to discuss upcoming projects.
A.When meeting with developers/constituents on a pending project, there is always a
risk of a serial meeting under the Brown Act. Serial meetings being those where
there is a series of communications, of any kind, among a majority of members of a
legislative body, directly or through intermediaries, to discuss, deliberate, or take
action on any item of business that is within the subject matter jurisdiction of the
legislative body. A developer may become an intermediary who causes an illegal
serial meeting in violation of the Brown Act. Similarly, constituents’ unfamiliarity
with the Brown Act can aggravate this potential problem because they may expect
a Council Member to be willing to commit to a position in a private conversation in
advance of a public hearing. Lastly, commitments to approve or disapprove a
project outside a public hearing may require a Council Member to recuse him or
herself for pre-deciding the matter in violation of the developer’s due process
rights. Of course, Council Members are not legally required to meet with
developers or constituents regarding pending projects and may respectfully decline
such meetings. A Council Member who chooses to accept such meetings with
developers or constituents related to projects which will be presented at a public
hearing should adhere to the following guidance:
a.State the ground rules up front. Ask if the developer/constituent has or
intends to talk with other members of the Council about the same subject;
if so, make it clear that the constituent should not share your comments
with other Council Members.
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b.Explain to the developer/constituent that you will not make a final decision
on a matter prior to the meeting. For example: “State law prevents me from
giving you a commitment outside a meeting. I will listen to what you have to say
and give it consideration as I make up my mind.”
c.Do more listening and asking questions than expressing opinions.
d.If you disclose your thoughts about a matter, counsel the constituent not to
share them with other members of the City Council.
e.If a constituent persists in offering information or sharing documents with
you but is unwilling to testify before the whole City Council, tell the person
to put the information or documents on the record by sending an email or
letter to City planning staff.
f.Emails, letters and any documents you receive during communications with
developers or constituents related to a project pending before the City
Council should be sent to planning staff for review and/or inclusion in the
City Council packets.
g.If you make a site visit with or without the applicant, or have discussions
with the developer or constituents about the project, you must disclose that
fact (and the contents of those discussions) on the record when the Mayor
opens the public hearing on the project.
B.If any materials are provided by an applicant, the council member should provide
them to the City Manager, who will forward copies to each of the other members
of the City Council.
C.A Council Member may make a request to the City Manager for staff to attend a
meeting if desired. If staff attends, it should be communicated to the applicant that
staff is present to answer any process or technical questions. It is not appropriate
for staff to participate in discussion regarding the merits of the project at such a
meeting.
D.While the meeting is an appropriate opportunity to ask questions and identify
issues, Council Members should refrain from stating how they intend to vote on a
project and should avoid making representation or commitments regarding future
actions. A vote should be based upon information presented during the public
hearing and as part of the formal application process.
E.Council Members must disclose ex parte contacts with a project applicant during
the public hearing and before the public speaks on the matter.
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5.13 Electronic Communications Using Personal Devices
As a public official, your communications regarding City business are potentially subject
to disclosure pursuant to a California Public Records Act (PRA) request, regardless of the
medium used to send, receive, or store the records. In order to minimize potential risk,
embarrassment, or awkward situations for yourself and for the City, please take the following
into consideration when using various electronic communication methods:
A.All City business should be conducted using City communications accounts to the
greatest extent feasible. Conducting work communications in this way assures that
the City has a record of your communications, which can then be searched and
produced in a non-invasive manner should a public records request be received.
However, should you need, under limited circumstances, to use personal accounts,
such as text messaging, email, or social media, to communicate with others
regarding City business, please be prepared to timely search for and provide copies
of work-related communications if the City receives a related PRA request.
B.Exercise tact and caution when communicating in writing regarding City business,
regardless of the medium or recipient. While the PRA's definition of work-related
"records" is essentially limited to communications relating to actual conduct of the
City's business by an individual in their official capacity, there is no guarantee that
any particular personal or seemingly incidental work-related communication will
ultimately be deemed exempt from production or disclosure.
While the law attempts to strike a balance between the public's interest in
disclosure and the official's personal right to privacy, permitted exemptions from
production and disclosure are rather narrow, and the City Attorney must act
impartially when determining whether a record is exempt. Factors such as potential
embarrassment cannot be accounted for in determining what to produce, and the
City is obligated by law to err on the side of disclosure.
Additionally, bear in mind that in the event of litigation, a subpoena for records is a
more powerful tool that can potentially compel the City to produce a broader
array of records, including those that would not have been produced under a PRA
request.
C.Consider the appropriate platform for all work-related communications. As always,
a good rule of thumb before hitting "send" is to consider how you would feel if the
communication were to be reprinted in the newspaper. If a communication is
sensitive enough that you would not want it to be reprinted, you are encouraged
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to consider using the telephone and personal visits to communicate instead, when
appropriate.
A copy of the City’s Administrative Policy regarding the use of electronic communication will
be provided to Council Members upon assuming office.
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6. Commissions/Committees/Boards
6.1 Council Member Appointments to Local and Regional Boards,
Commissions, and Committees
There are a number of local and regional boards, commissions and committees that
either require a member of the City Council as the City representative or it has been
established practice for a Council Member to serve as the representative. They include, but
may not be limited to, the following:
•CONFIRE Board of Directors
•Inland Empire Economic Partnership
•Interagency Council on Homelessness
•League of California Cities-Legislative Task Force
•OMNITRANS
•Redlands Chamber of Commerce
•Redlands Conservancy
•Redlands Service Club Council
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•San Bernardino County Solid Waste Advisory Task Force (SWAT)
•Santa Ana River Wash Committee
•San Bernardino County Transit Authority (SBCTA)
•Southern California Association of Governments (SCAG)
The City Council makes these appointments at the first regular meeting in February
following a municipal election.
Appointments include selection of a primary representative and an alternate.
6.2 Description/Duties of Regionally Significant Boards and
Committees
SCAG
The Southern California Association of Governments (SCAG) is a Joint Powers
Authority under California state law, established as an association of local governments and
agencies that voluntarily convene as a forum to address regional issues. Under federal law,
SCAG is designated as a Metropolitan Planning Organization (MPO) and under state law as a
Regional Transportation Planning Agency and a Council of Governments .
The SCAG region encompasses six counties (Imperial, Los Angeles, Orange, Riverside,
San Bernardino and Ventura) and 191 cities in an area covering more than 38,000 square
miles.
The agency develops long-range regional transportation plans including sustainable
communities strategy and growth forecast components, regional transportation improvement
programs, regional housing needs allocations and a portion of the South Coast Air Quality
management plans.
Meeting schedule: First Thursday of the month.
SBCTA
The San Bernardino County Transit Authority is statutorily designated to serve in the
following capacities:
•County Transportation Commission (1976) – Allocates and programs State and
Federal funds for regional transportation projects throughout the county.
•Service Authority for Freeway Emergencies (1986) – Manages the system of call
boxes on major highways throughout the county.
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•County Transportation Authority (1989) – Administers the voter-approved half-cent
transportation sales tax and provides major transportation improvements within
the county.
•Congestion Management Agency (1990) – Implements the plan for addressing
congestion and air quality related to transportation facilities throughout the county.
Meeting schedule: First Wednesday of the month. Council liaisons receive $100 from SBCTA for each
regular Board meeting they attend.
SBCOG
The San Bernardino County Council of Governments is comprised of representatives
from 24 cities and towns that focus on regional matters affecting member agencies. SBCOG
provides a forum to reduce duplication of effort and to share information. The San Bernardino
County Board of Supervisors have a seat on the SBCOG Board of Directors. The governing
board sets policy for SBCOG.
Meeting schedule: First Wednesday of the month as needed. Council liaisons receive $100 from
SBCTA for each regular meeting they attend.
OMNITRANS
Omnitrans is the public transit agency serving the San Bernardino Valley. Omnitrans
currently operates local and express bus routes, sbX bus rapid transit service, and Access, a
paratransit service for the disabled. Omnitrans’ coverage area includes 15 cities and portions
of the unincorporated areas of San Bernardino County.
Meeting schedule: First Wednesday of the month. Council liaisons receive $150 from SBCTA for each
meeting they attend.
CONFIRE Board of Directors
CONFIRE is a Joint Powers Authority (JPA) located in San Bernardino County,
established to provide communications, dispatch, computer information systems support (IS),
and geographic information systems (GIS) to CONFIRE members and contract agencies. The
Board of Directors is responsible for adopting the CONFIRE budget, for establishing
assessments, and for establishing overall fiscal policy. Secondly, the Board establishes overall
policy direction for CONFIRE and its operation.
Meeting schedule: As needed
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Santa Ana River Wash Task Force (SBVWCD)
The Santa Ana River Wash Task Force falls under the umbrella of the San Bernardino
Valley Water Conservation District that ensures recharge of the Bunker Hill Groundwater
Basin in an environmentally and economically responsible way, using its facilities as well as all
sources of high-quality surface water, including imported and recycled water.
•The Santa Ana River Wash Task Force is comprised of agencies with projects
permitted by the Upper Santa Ana River Wash Habitat Conservation Plan (HCP).
The primary goal of the HCP is to balance ground-disturbing activities of water
conservation, aggregate mining, recreational activities, and other public services in
the Plan Area with the conservation of natural communities and populations of
special-status plant and animal species.
Meeting schedule: As needed.
Regional Recycled Water Committee (SBVWMD)
The Regional Recycled Water Committee falls under the umbrella of the San
Bernardino Valley Municipal Water District (Valley District). Valley District imports water into
the service area through participation in the State Water Project and manages groundwater
storage within its boundaries. Valley District does not deliver water directly to retail water
customers.
•Valley District’s Regional Recycled Water Committee meets quarterly to discuss
the development of regional recycled water in Valley District’s service area.
San Bernardino County Solid Waste Advisory Task Force
The Solid Waste Advisory Task-Force (SWAT) of San Bernardino County carries out
the responsibilities mandated by the State of California through AB 939 that include:
•Enacting plans and implementing programs to divert 25 percent of their solid waste
by 1995 and 50 percent by year 2000. Later legislation mandates the 50 percent
diversion requirement be achieved every year.
•SWAT may also consider and make recommendations to the County on such other
solid waste related matters as they may deem appropriate
League of California Cities (Cal Cities)
Cal Cities defends and expands local control through advocacy efforts in the
Legislature, at the ballot box, in the courts, and through strategic outreach that informs and
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educates the public, policymakers, and opinion leaders.
•The League of California Cities: Legislative Task Force responsibility is to collaborate
with member cities of the Inland Empire division to discuss legislation that is
directly impacting the Inland Empire.
6.3 Appointment of Primary Voting Delegate and Alternate to National
League of Cities and/or League of California Cities Annual
Conferences
The City Council shall appoint a voting delegate and an alternate to serve as the voting
delegate for all League of California Cities annual business meetings. However, if the Mayor or
a Council Member serves on the League of California Cities (LOCC) Executive Board of
Directors, the LOCC Channel Counties Division Board of Directors, or in any other League
capacity, priority shall be given to that individual to be designated as the Voting Delegate. In
the event that this individual does not attend, the Council shall appoint a voting delegate and
alternate
6.4 City Commissions/Committees/Boards
The City Council shall appoint committees as deemed necessary for the proper
conduct of City business. No committee or subcommittee shall include in its membership
more than two (2) Council Members.
Role: The role of each board is to advise the City Council regarding areas of interest
assigned to it by Federal, State, and local law. Except on those infrequent matters where the
board has the legal authority to make decisions, the advisory role shall be paramount.
(Resolution No. 4783, 1991)).
The boards’ advisory function does not include the assignment of time-consuming tasks
to City staff or the development of new projects or programs without Council approval, nor
does it suggest budgetary or day-to-day administrative responsibilities unless specifically
assigned by the City Council (Resolution No. 4783, 1991)).
Council liaison: The Council will designate one of its members to serve as liaison
between each board and the Council. The liaison Council Member may attend board meetings
similar to any other member of the public. (Resolution No. 4783, 1991)).
Staff liaison: shall be assigned to boards by the City Manager as City resources permit.
Staff liaison shall prepare agendas, taking into account board requests consistent with
Resolution Number 4783. Staff shall also draft summary minutes for board review reflecting
the sense of the board’s discussion and any specific recommendations made.
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Appointment: Pursuant to Council Resolution, appointments to the board/commissions/
committees shall be made by the Mayor with the consent of City Council. The City of
Redlands has 13 advisory Boards/Commissions/Committees. Those are:
•Airport Advisory Board
•Citrus Preservation Commission
•Cultural Arts Commission
•Historic and Scenic Preservation Commission
•Human Relations Commission
•Measure T Oversight Committee
•Municipal Utilities and Public Works Commission
•Parks and Recreation Advisory Board
•Planning Commission
•Library Board
•Street Tree Committee
•Traffic and Parking Commission
•Utilities Advisory Committee
Pursuant to 2.52.050 of the Redlands Municipal Code, the Disaster Council shall
consist of the following:
A.The Mayor of the City, who shall be chairperson;
B.The City Manager of the City, who shall serve as the director of emergency
services, and who shall be vice chairperson;
C.The emergency services chief who shall coordinate all emergency services for the
City and is provided for in the current plan of the City;
D.The disaster council of the City of Redlands shall consist of existing groups that
support a strong team merging sectors of the community including elected officials,
emergency management, first responders, volunteer services, major industry and
commercial, healthcare and education;
E.A citizens corps council shall be created as a subgroup of the Disaster Council. The
citizens corps council will utilize members of the Disaster Council for the
management of existing volunteer resources defined by the council, to leverage
mutually supportive endeavors among the represented groups, and to direct overall
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local plans to implement citizens corps in the community. This council will have
the lead role in implementing citizen corp groups within the City of Redlands.
(Ord. 2547 § 1, 2003: Ord. 2485 § 2, 2002)
It shall be the duty of the City Disaster Council, and it is empowered, to develop and
recommend for adoption by the City Council emergency and mutual aid plans and
agreements. (Prior code § 45201). The Disaster Council shall meet upon call of the chairman
or, in his absence from the City or inability to call such meeting, upon call of the vice
chairman. (Prior code § 45202).
Application: Those seeking appointment to a Commission/Board/Committee must
submit an application to the City Manager’s Office. Those Commission/Board/Committee
members whose terms have expired and are interested and eligible to serve an additional
term, must convey their desire for reappointment to the City staff liaison as terms do not
automatically renew. Members must be in good standing, having completed all applicable
training, to be considered for reappointment. Additionally, the City Manager’s Office will
notify the public that a vacancy exists, and solicit applications.
Applications shall remain valid and on file for one year.
Following Council appointment, the new Commission/Board/Committee member will
be notified by the City Manager’s Office via letter of the appointment. Human Resources will
coordinate all City required training (Resolution 7206, 2012). Copies of the letter and
completed application form(s) will be forwarded to the appropriate staff liaison, who will
contact the successful member(s) regarding meeting dates, times and responsibilities.
Removal: A person appointed by the City Council to a Commission/Board/
Committee shall continue to serve as a member thereof except when:
A.The person's term of office expires and a different person has been appointed.
B.The person voluntarily resigns from the Commission /Board/Committee.
C.The person no longer meets the eligibility requirements.
D.The person fails to attend three (3) consecutive meetings of the Commission and
does not have prior approval for said absences by way of a majority action of the
City Council.
E.A majority of the City Council determines the member shall be removed.
Any member of the City Council may initiate a person's removal from a Commission
by requesting that consideration of the person's removal be placed on the Council's agenda at
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a regular or special meeting for discussion and potential action. The City Clerk shall notify the
person affected of the time and place of the meeting. When the item is on the City Council
agenda, the City Council may, by majority vote, remove the person from a Commission.
Annual Report
Each City advisory board and commission established by the City Council shall submit
to the City Council an annual progress report and recommended implementing tasks to
achieve its goals for the succeeding year by January 31 of each year. Such implementing tasks
shall be developed in consultation with the City staff and Council Member liaisons.
(Resolution No. 6757, 2008)).
6.5 Community Organizations
Redlands Chamber of Commerce
The Chamber’s programs and activities are focused on three main themes: business
promotion and assistance, community development and community promotion. It has been
the City’s practice to have staff attend the Chamber’s monthly events to provide updates on
City business that might affect or be of interest to Chamber members. It has also been the
custom for City Council Members to attend the monthly meeting in an alternating schedule
among themselves.
Redlands Service Club Council
The Redlands Service Club Council (RSCC) accepted its charter and mission statement
in January of 2009. The purpose of the organization is to offer assistance to the City through
cooperative work projects and capital improvements. RSCC works closely with the Facilities
and Community Services Department to organize the annual Community Day of Service. The
annual event is an opportunity for citizens to reinvest in beautifying the City by volunteering
their energy and effort in specific local projects. The group is comprised of a multitude of
groups, most being non-profit and charitable organizations. City Council members, and various
department directors attend the event each year. Additionally, City field staff is onsite
throughout the duration of the workday to assist with staging and cleanup outside of the
workday hours. On average there are three to five project sites throughout Redlands, past
workdays have drawn in hundreds to thousands of volunteers from the community each year.
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7. City Departments
The City Manager provides 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.
While the City Manager maintains oversight and offers guidance to all department
heads, to better facilitate the monitoring of progress made toward achieving goals and
objectives, the following reporting structure is in place:
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7.1 City Manager’s Office
The City Manager’s Office is committed to developing a culture of innovation by
integrating strategic management and best practices into government operations. By doing so,
the organization continually improves performance, maximizes efficiencies, and creates value
for the tax dollar. The City Manager’s Office leadership team includes two Assistant City
Managers and a Public Information Officer.
Beneath the umbrella of the City Manager’s Office fall the divisions of Communications
and Community Relations, and Grants Coordinating.
Communications and Community Relations Division
The Communications and Community Relations Division of the City Manager’s office
oversees the City’s communication and community outreach initiatives, including social media
platforms, government access television and video production, media relations and other
outreach. The Communications and Community Relations Office is responsive to the public
and the media and provides service internally to City staff and elected officials. 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, and
increases participation in City programs and activities to strengthen quality of life and support
City programs and goals. Included in the division is Redlands TV (RTV), the City’s government
access cable TV facilities and operation. RTV televises and records live events, such as City
Council and Planning Commission meetings, provides a Community Events Bulletin Board, and
creates or facilitates original informational videos highlighting City services and programs.
RTV programming is available to cable television subscribers through Spectrum (Channel 3)
and Frontier Communications (Channel 35).
Grants Coordinating
The Grants Coordinating office was established in September 2021 as a division of the
City Manager’s Office. The division is responsible for working with departments throughout
the City and researching grant opportunities to determine applicability, preparing grant
applications, compiling proposed project information, and aligning project needs with funder
goals. The division monitors grant activity, composes and submits quarterly grant reports on
project progress and is responsible for submitting all final close-out grant materials.
7.2 Human Resources
The Human Resources team works collaboratively to develop and administer programs
that are designed to increase the effectiveness of staff and the organization. The division
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provides the full range of human resource services to all City departments, and where
applicable, residents and visitors to our community. The primary functions of this division
include recruitment and selection, employee benefits administration, wellness, performance
management, training, organizational development, personnel data maintenance, volunteer
management, State and Federal reporting, MOU (Memorandum of Understanding)
administration, employee assistance, and labor and employee relations.
Training Division
The Training Division 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.
Risk Management
The Risk Management Division identifies, assesses, and controls risk to the City and
ensures a safe and secure work environment. The division manages the processing of all
property and general liability claims filed against the City. The division also establishes the
City’s insurance needs and works with the City’s broker to procure appropriate levels of
insurance coverage for property and general liability, workers compensation, crime, and
various other policies.
The City contracts with a third-party administrator (TPA) that ensures compliance
with all regulations regarding the administration and investigation of all claims. The TPA
coordinates with the Risk Management staff, City Attorney, City Manager, and City Council as
needed.
Worker’s Compensation
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, ensure the City maintains compliance with
these changes, and, most importantly, facilitate 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. In an effort 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.
Safety
Employee safety is an organizational responsibility first and foremost, but also a
personal responsibility. The Safety Division of the Human Resources Division is responsible
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for providing the tools and information necessary for each City division to function at its
optimal safety level. To this end we facilitate the training our employees are required to
maintain in order to continue working in compliance with OSHA and other regulatory
agencies.
7.3 Development Services Department
The Development Services Department is responsible for reviewing development
projects and ensuring that they are appropriately zoned and meet all State and local
development standards. The department endeavors to enhance and protect the urban and
natural environment of the City of Redlands ensuring the City remains an ideal place to live
and work.
Economic Development
The Economic Development Division administers a variety of economic development
programs and services that support businesses and residents in the City of Redlands. Division
staff is involved in business attraction and retention activities, City/Chamber and regional
collaborative efforts, business networking, marketing, workforce development, tourism, and
project support.
Building and Safety
The Building and Safety Division administers California codes and City ordinances to
safeguard life, health, property, and public welfare by regulating the design, construction,
accessibility, quality of materials, flood protection, use, occupancy, location, and maintenance
of all buildings and structures within the City of Redlands. This includes plan review of
proposed buildings and structures; on-site inspections to ensure compliance; complaint
investigation and enforcement; disaster emergency response; maintenance, storage and
retrieval of building records and; coordination with other government agencies.
Land Use Engineering
Land Use Engineering works hand-in-hand with developers and staff in the Planning
Division to achieve excellence in the design and construction of development projects in the
City.
Planning
The Planning Division performs current and advanced planning functions which include:
processing land development applications; responding to land use inquiries from residents,
business owners, and development professionals; maintenance and updates of the General
Plan, the Housing Element, various specific plans, and zoning code; project management on
special projects; administering contracts with consultants hired to perform environmental and
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planning services; annexation requests; and providing technical and professional support to the
City Council, Planning Commission, Historic & Scenic Preservation Commission, Preliminary/
Development Review Committee, and Minor Exception Permit Committee.
Grants
The Grants Program within the Development Services Department consists of the
administration of the City’s Community Development Block Grant (CDBG) program as well
as researching, applying, securing, and administering other County, State, or Federal grant
opportunities that benefit planning and community development needs. As a Participating
Jurisdiction (PJ) in the County of San Bernardino’s Urban County Program, the City receives
an annual award from the U.S. Department of Housing and Urban Development (HUD). The
County of San Bernardino administers the award on behalf of the City and retains 20% of the
annual award for administrative expenses.
7.4 Facilities & Community Services Department
The Facilities and Community Services Department oversees 13 divisions, including
Administration, within the City providing direct services to residents, including Solid Waste,
Parks, Citrus, Recreation and Senior Services, Animal Services, Code Enforcement, Cemetery,
and Airport services. The division is also responsible for maintenance of the City’s equipment
and physical facilities.
Building Maintenance
The Building Maintenance Division performs both routine maintenance and emergency
service for all City-owned facilities. This division is utilized for a wide range of building
maintenance functions including carpentry, plumbing, electrical, HVAC, painting, furniture
assembly and relocation, general cleaning services, and special projects including office
construction, remodeling, janitorial issues, environmental testing, and downtown holiday
decorating.
Building Maintenance provides maintenance services to all City facilities totaling
approximately 385,000 square feet and includes the Civic Center, three parking structures,
A.K. Smiley Public Library, Lincoln Shrine, Contemporary Club, four Fire stations, Police
Annex, Joslyn Senior Center, Community/Senior Center, facilities at the Corporate Yard,
Redlands Airport and Hillside Memorial Park. Recently acquired facilities include 300 E. State
St. (new City Hall) and 1625 W. Redlands Blvd. (new Redlands Police Department), totaling
198,139 sq. ft. of additional space.
Parks
The Parks Division is responsible for the maintenance and upkeep of approximately
800 acres consisting of 18 established parks, over 60 water well and reservoir sites, parking
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lots, 14.5 acres of median strips and traffic islands throughout the City, the downtown area,
and the improved I-10 Gateway. Parks Division also supplements several community facility
districts and landscape maintenance districts within the City. The division also maintains more
than 50,000 trees within the City’s parks, medians and easements and on various City facilities
and parcels. Parks Division staff also helps facilitate special events along with maintaining all of
the downtown areas within the City’s purview. The division also assists in the cleanup of
homeless encampments, illegal dumps and graffiti abatement throughout the City.
Community Facility, Land Maintenance and Street Lighting Districts
The City established Landscape District No. 1 and Street Lighting District No. 1 in
accordance with the "Landscaping and Lighting Act of 1972."
The San Bernardino County Assessor's Office collects annual assessments from
affected district property owners to provide for the district's management, administration,
maintenance, and operational expenses. Maintenance costs associated with the Landscape
District No. 1 include water and labor costs, materials and equipment to maintain/replace
trees, bushes, groundcover, and turf, and repairs for irrigation lines and irrigation control
systems. Maintenance costs associated with the Street Lighting District include the cost of
power to illuminate the street lights and the labor, materials, and equipment to replace burnt-
out or broken street light infrastructure within these districts.
The revenues collected through the assessments in both districts have not been
adequate to cover the cost of providing high levels of maintenance. As a result, General Fund
revenues have been used to subsidize the cost of providing these services. The intent of a
maintenance district is to provide adequate funding to support all necessary maintenance
services within its boundaries. Services provided will be minimized to a level supported by the
annual assessments to reduce the burden on the General Fund.
Code Enforcement
The Code Enforcement Division is responsible for improving the quality of life,
protecting property values, and ensuring the health and safety of our community by fair and
consistent enforcement of the Redlands Municipal Code. Such enforcement activities include,
but are not limited to, enforcement of codes related to property maintenance, graffiti,
inoperative vehicles, unsafe conditions, unsafe buildings, unpermitted (unsafe) construction,
and the eradication of neighborhood blight. The Code Enforcement Division provides a
balance of providing customer service to residents concerned with municipal code violations
while working to educate and gain voluntary compliance improving the quality of life and
serving the entire community.
Recreation and Senior Services
The City of Redlands Recreation and Senior programs promote wellness and human
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development through leisure pursuits. The division operates the Joe R. Gonzales Community
Center, Ediberto and Gloria Flores Senior Center, and Joslyn Senior Center which are open
to the community for a variety of educational and leisure activities. The centers feature a
gymnasium, computer labs, classrooms, reading lounges, multi-purpose rooms, and kitchen
facilities. In addition to manning the centers, the division also facilitates the rentals of indoor
and outdoor recreation sites.
The senior services programs focus on community support and partnerships, nutrition
and healthy eating, and active living. The Senior Information and Referral Services Offices are
located in the Community Center at 111 W. Lugonia Ave. and offer assistance to seniors
seeking housing, medical, and financial information.
Animal Services
The Animal Services Unit enforces State and Federal animal laws and City municipal
codes. It also provides a variety of services to meet the needs of the community and ensure
the welfare of animals. The Animal Services officers are responsible for handling stray animals
on City streets, animal disturbance calls, reports of injured or aggressive animals, and animals
receiving fatal injuries. The Animal Services Unit also quarantines animals after reported animal
bites, investigates reports of animal abuse, and temporarily provides shelter to neglected
livestock and injured wildlife.
Downtown Redlands
The Downtown Redlands Division is dedicated to ensuring the downtown is the
cornerstone of the community; offering an enhanced experience of shopping and dining and at
the same time making it a true destination. The division concentrates efforts on the promotion
of special events, enhanced maintenance efforts, and customer service outreach for the
downtown businesses. Promotional events include the Certified Farmers Market, Downtown
Art Walk, Christmas Tree Lighting, annual Holiday Décor, and Entertainment Program, along
with other various popular downtown events.
Solid Waste
The Solid Waste Division operates automated refuse, recycling, and green waste
collection for approximately 20,300 single-family residential units. Commercial bin service is
provided one to six days per week to approximately 989 customers, and commercial recycling
service is provided to about 614 businesses. New commercial organic waste recycling is
provided to 35 customers. Roll-off bin service is provided using 181 roll-off bins, which
customers rent on a weekly basis. An un-staffed recycling drop-off center is provided at the
City Yard for residents and businesses that don’t otherwise have an opportunity to recycle.
The Division recently implemented a Curbside Organic Waste Recycling Program that collects
organic waste along with green waste for composting, in compliance with State law. As a
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community service, the Solid Waste Division provides cleanup of illegal dumping, educational
activities with schools, and other solid waste education, including recycling and waste
reduction for Redlands residents and businesses.
Streets
The Streets division provides street cleaning and sweeping services on public roadways
within the City. Cleaning actions include mechanical sweeping, debris removal, storm cleanup,
and other related services. Streets are swept on a bi-monthly basis totaling 510 curb miles
swept during each sweeping rotation, equating to 1,020 curb miles cleaned per month.
The division is also charged with providing for the maintenance and repair of 72 City-
owned traffic signals and approximately 5,000 City-owned street lights.
Citrus
The City currently farms 22 separate citrus groves totaling approximately 184 acres.
Several citrus varieties, including Navel orange, Valencia orange, Ruby Star grapefruit, and Rio
grapefruit, are farmed within these groves. The department staff provides onsite repairs and
maintenance as well as oversight of various contractors.
The Citrus Preservation Commission has been appointed by the City Council to advise
staff and the City Council on both the technical and business matters relative to citrus grove
management. Seventy acres of the City-owned groves are designated as Citrus Heritage
Groves to be protected for future generations. The groves were primarily purchased with
funds from Measure “O” and Park Acquisition Funds.
Cemetery
Hillside Memorial Park is a historic cemetery consisting of more than 50 acres of land.
There are 11.75 acres of undeveloped land for future developments. The cemetery has
performed and recorded over 32,794 interments since it was established in 1886. The
cemetery conducts an average of 220 interments per year. Families who select Hillside
Memorial Park as a final resting place are presented with an array of products to choose from
which span from ground burials to mausoleum entombments. There are also multiple options
for families who prefer cremation services.
The cemetery is an Enterprise Fund organized to produce revenue to offset
expenditures. Portions of the cemetery revenues are placed into the Cemetery Perpetual
Care Fund to help offset the expenses associated with future maintenance and upkeep of the
cemetery grounds as well as to fund capital improvement projects.
Redlands Municipal Airport
The Aviation Division manages airfield operations and airport land leases, tie-downs,
facilities and equipment. Further, the division ensures compliance with the Federal Aviation
Administration and the California Department of Transportation Aeronautics Division
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requirements for General Aviation airport facilities. The airport budget is an Enterprise Fund
to sustain the program through airport revenue. The City Council has appointed the Airport
Advisory Board to advise them on airport management matters. Oversight is provided by
department staff who coordinate airport maintenance activities, grant acquisition, and
administration through various department divisions.
The airport encompasses 177 acres, with 197 hangars, 25 offices, 210 tie-downs, and
approximately 240 based aircraft. There are currently 14 businesses based at the airport.
Equipment Maintenance
The Equipment Maintenance Division provides service, maintenance, repairs, and safety
inspections for the City of Redlands vehicles and equipment. Emphasis is placed on safety,
preventive maintenance, and compliance with air quality regulations. Equipment Maintenance
provides the support necessary to address fleet concerns and manage the City's fuel station.
The Equipment Maintenance Division is an Internal Service Fund.
Streets and Electrical Division
The Street Division provides for the general maintenance and repair of 314 miles of
streets and 90 miles of storm drains within the City. Crews respond to approximately 1,000
annual calls for routine street maintenance services.
The division also provides routine street cleaning and sweeping services on public
roadways within the city. Cleaning actions include mechanical sweeping, debris removal, storm
cleanup, and other related services. Streets are swept on a bi-monthly basis totaling 510 curb-
miles swept during each sweeping rotation, equating to 1,020 curb-miles cleaned per month.
The division is also charged with providing the maintenance and repair of 72 city-
owned traffic signals and approximately 5,000 city-owned streetlights.
7.5 Fire Department
The Redlands Fire Department is an all-risk department that provides emergency
services including fire suppression; risk reduction, prevention, and education; emergency and
disaster preparedness and recovery; emergency medical services; and hazardous waste
mitigation.
Administrative Services
Administrative Services consists of the Fire Chief who oversees all Fire Department
activities. The Redlands Fire Department operates and maintains four separate fire stations
and fire headquarters. The Administrative Division is responsible for the overall management
of the various programs of the department and ensures overall requirements and program
goals and objectives are accomplished.
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Suppression
This division operates under the direction of the Deputy Chief supported by one
Senior Administrative Assistant and consists of the 54 personnel assigned to line or
operational responsibilities. The department staffs four 3-person engines, one 3-person ladder
truck, one 2-person paramedic squad, and one Battalion Chief per 24-hour shift.
Community Risk Reduction Division
This division operates under the direction of the Fire Chief and consists of the Fire
Marshal, one Deputy Fire Marshal, one Fire Inspector, and one Administrative Assistant II.
Operating under the guidelines of the California Fire Code (CFC) as adopted by the State of
California and the City of Redlands, the Community Risk Reduction Division provides an all-
hazards approach to life and fire safety, safeguarding the community from fire and other
hazards through education, engineering, enforcement, investigation, evaluation, and analysis.
Training Program
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 necessities of the
community we serve.
Emergency Preparedness
The Emergency Management and Preparedness Program has the task of planning and
preparing all City departments, residents, and businesses for man-made and natural
emergencies. The Emergency Operations Division utilizes planning, training, and exercises to
continually develop and sustain the City’s mitigation, preparedness, response, and recovery
capabilities.
Emergency Medical Services
Overseen by the Deputy Chief, the division consists of an Emergency Medical Service
Coordinator who ensures compliance with Federal, State, and County procedures and
protocol.
This program is responsible for ensuring the delivery of high-level advanced life support
pre-hospital care by well-trained personnel, as well as meeting the education and delivery
standards required by the State of California to ensure this level of service. Paramedics
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function as an extension of the emergency room doctor and, with his/her regulatory control,
can administer the necessary medical treatment to stabilize a patient before transport to the
hospital. Paramedics presently respond from all fire stations.
This program includes a Quality Assurance/Quality Improvement (QA/QI) program,
which is required and monitored by Inland Counties Emergency Medical Agency (ICEMA). The
QA/QI program is overseen by the EMS Coordinator and provides oversight to training and
certification as well as protocol implementation for both EMTs and paramedics.
Household Hazardous Waste
The Household Hazardous Waste Program provides for the proper disposal of
hazardous materials that might otherwise end up in landfills or wastewater treatment facilities.
The program provides personnel with the proper training and equipment to properly evaluate,
accept, document, and recycle household hazardous waste. The Household Hazardous Waste
Program exemplifies the City of Redlands’ environmentally friendly approach by collecting and
recycling hazardous substances and electronic equipment. The San Bernardino County Fire
Protection District now oversees and administers the Household Hazardous Waste Program
and the maintenance of the facility.
7.6 A.K. Smiley Public Library
The mission of the A.K. Smiley Public Library is to inspire lifelong learning by providing
free and open access to information, thereby enhancing the community of Redlands. In his
speech at the dedication of the Library in 1894, Library co-founder Alfred Smiley aptly
summarized our charge: “The Library is for all the people of Redlands, rich and poor, old and
young, to share alike in all of its advantages.” Those "advantages" continue to evolve as
libraries adapt to the digital age, ranging from traditional books, periodicals, and programming
to new electronic books and databases. In addition, the Library also operates the Lincoln
Shrine and manages the collections for the future Museum of Redlands.
7.7 Management Services/Finance Department
The mission of the Management Services / Finance 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.
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Finance
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,
accountability 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.
Revenue
The Revenue Division has the responsibility for and authorization to collect all City
monies and deposit all cash receipts in authorized banks; to maintain and balance records of
receipts and disbursements; to responsibly invest City funds through secure, approved
methods; to submit quarterly investment reports in compliance with the approved investment
policy; and to keep and monitor deposit accounts and records for collateral pledged by banks
as security for public funds. The elected City Treasurer oversees the investment
responsibilities of this division.
The division issues business licenses, dog licenses, transient occupancy tax forms, yard
sale permits, and parking permits (Ord. 2897 § 3, 2019) to the public. Staff provide information
services at the customer service counter, the collection of payments for City utility bills,
invoices, fees and permits for all City departments and investment revenue for City funds.
Innovation and Technology
The mission of the Division of Innovation and Technology is to properly align IT
services in support of activities that drive service delivery to residents, visitors, businesses, and
the community. Top priorities include automation of manual processes, online customer self-
service, open data, and integration of City records (databases) across software applications.
Customer Service
The Customer Service Division is responsible for providing quality customer service to
all City residents and utility customers. In addition, the division is responsible for billing over
22,000 utility customers for water, wastewater, solid waste, household hazardous waste and
street cleaning services, totaling 78,478 services billed every two months. Utility bills are
produced and mailed on a bi-monthly basis to keep operational costs to a minimum.
Purchasing and Stores
The Purchasing and Stores Division is responsible for performing the City’s
procurement function in accordance with the City’s Municipal Code and all other applicable
procedures and policies. This division is also responsible for procurement and inventory of
materials and supplies in support of all City departments and handles items declared as surplus
for redistribution or disposal per the City ordinance.
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7.8 Municipal Utilities & Engineering Department
Municipal Utilities & Engineering Department (MUED) plans, designs, constructs,
operates, and maintains Redlands’ physical infrastructure for the residents and businesses in
the City, making our community a desirable place to live, work, and visit.
Engineering
The City of Redlands Engineering Division provides quality engineering services for the
citizens of Redlands and the private development community. Engineering reviews capital
improvement projects and private development projects, and manages construction of City
infrastructure improvement projects such as street rehabilitation, water and sewer main
replacement, and storm drain construction.
Water
The water utility produces and distributes water through approximately 23,500 water
service lines to approximately 77,800 customers within its service area. Generally, the service
area includes the City of Redlands, a small portion of the City of Loma Linda, and
unincorporated areas of the county (Mentone and Crafton areas), as well as the San
Bernardino County Donut Hole area. The City’s average daily water consumption is 20 million
gallons per day (mgd), which peaks at a maximum of 35 mgd in the summer. The average
consumption per capita is approximately 170 gallons per day. The water utility operates and
maintains approximately 384 miles of potable pipelines, within seven pressure zones and two
sub-zones, and provides a maximum storage capacity of 54.5 million gallons. The Water
Division operates approximately 3,500 fire hydrants, 18 reservoirs, two surface water
treatment plants, one perchlorate treatment plant, four engineered blending sites, 22 active
potable groundwater production wells, and 14 booster station facilities. The City also has two
interconnections established with Loma Linda and Western Heights which allows for
supplemental water delivery, when needed.
Wastewater
The wastewater utility collects municipal wastewater from approximately 18,000
customers within the service area. Generally, the service area includes the City of Redlands,
unincorporated areas of the county (Mentone and Crafton areas), and the San Bernardino
County Donut Hole area. The wastewater utility includes the operation and maintenance of
approximately 250 miles of sewer mainline, one sewer lift station, and a wastewater treatment
plant capable of treating approximately 9.2 million gallons per day (mgd) of influent. The
wastewater treatment plant, originally constructed in 1962, includes a water quality laboratory
where routine regulatory compliance tests are performed.
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Non-Potable
The city manages seven specialized water systems that distribute non-potable water.
Non-potable water is water collected from ground and/or surface water sources that are not
suitable for drinking but may still be ideal for other applications such as irrigation and other
non-consumptive uses. One of these systems integrates recycled water, which is treated
wastewater repurposed for environmentally responsible uses. These systems, drawing from
twelve wells across the city, ensure optimal utilization of our water resources. The Municipal
Utilities and Engineering Department (MUED) serves approximately 130 non-potable water
customers, including parks and recreation areas, agricultural sites, and provides landscape
irrigation for shopping centers and warehouses. Additionally, MUED operates and maintains
15 non-potable fire hydrants and approximately 38 miles of non-potable pipelines. The city
actively promotes the use of non-potable and recycled water, requiring new developments to
be equipped to integrate these resources, thereby enhancing our commitment to
sustainability. Moreover, the city implements an advanced treatment process to recycle used
water, which fulfills local needs and supports the replenishment and sustainability of our local
groundwater basin.
7.9 Police Department
The Redlands Police Department is dedicated to enhancing public safety through trust,
innovation, community partnership, and service excellence.
Office of the Chief of Police
The Office of the Chief of Police is comprised of the Chief, two Deputy Chiefs, one
Executive Assistant, one Management Analyst, one Operations Coordinator, and a Sergeant
assigned to Professional Standards. The Deputy Chiefs oversee the day-to-day operations of
the department. The Chief’s Executive Assistant is the community’s primary point of contact
for the Office, handling complex and confidential executive-level administrative and secretarial
duties for the management staff. The Executive Assistant also coordinates special projects and
events and maintains the department’s personnel files. The Management Analyst’s
responsibilities include ensuring the department’s needs are being met through budget
development and monitoring, purchase requisitions, grant coordination, and payroll
processing. The Operations Coordinator’s responsibilities include the coordination of new
hire background investigations for all staff and volunteer positions. The Operations
Coordinator also oversees and maintains all training files and ensures that the entire
department’s training requirements through POST, legislative, and department mandates are
met.
The Professional Standards sergeant oversees internal investigations and personnel
issues and is the point of contact for the community for any inquiries and complaints.
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The Records Unit consists of a supervisor and five full-time customer service
representatives (CSRs) who are responsible for the maintenance and security of all criminal
records, as well as processing all reports, citations, and other records produced by the various
departmental units. The CSRs are also primary points of contact for the community when
requesting records. Records personnel are also responsible for cross-reporting to other law
enforcement agencies, the District Attorney, courts, Department of Children & Family
Services, Department of Motor Vehicles, Parole, Probation, and the Department of Justice.
The unit also acts as the court liaison and is responsible for the delivery of all reports to the
District Attorney and courts. They are also responsible for the acceptance and service of
subpoenas to officers and provide any additional investigative evidence collection, such as
audio recordings, 911 tapes, photos, and videos to requesting law enforcement agencies.
Additional duties include registering and keeping current accurate information on all arson and
sex registrants who reside in the City of Redlands.
Patrol Services Bureau
The Patrol Services Bureau is one of the most visible units in the department as it
provides 24-hour-a-day service to the residents of our community. Patrol officers respond to
a wide variety of emergency and non-emergency calls for service. The Patrol Services Bureau
is comprised of several sub-units, namely:
•Patrol: Patrol teams are comprised of four to seven officers including the corporal
and sergeant. Seven patrol teams rotate schedules supplemented by civilian
Community Service Officers (CSO).
•Reserves: The Redlands Police Department Reserve Unit is comprised of
volunteers from a variety of professions who live in the City or neighboring
communities.
•Explorers: The Redlands Police Department Law Enforcement Explorer Post is a
career exploration program. The Explorer Post began in 1968 and has been the
starting point for many future law enforcement officers. Young men and women
interested in joining the program must be at least 15 years of age and no older than
21 years.
•Field Training and Evaluation Program: The Field Training and Evaluation Program is
responsible for the development of recruits into competent officers. Field training
officers coordinate and deliver nearly six months of training to new officers to
prepare them to operate as solo police officers.
•Custody: The department contracts with Allied Universal to provide custody
officers who are responsible for the booking, processing, and transportation of
prisoners.
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Communications Unit
The Communications Unit is often the first contact in a resident’s emergency.
Communications personnel interpret the individual’s needs and coordinate the response of
appropriate services to meet those needs. These highly trained individuals are responsible for
assisting callers on more than 25 incoming telephone lines including 911 emergency, alternate
emergency, business lines, and Text-to-911. In addition to answering multiple phone lines,
communications personnel are tasked with dispatching calls via radio and a Computer Aided
Dispatch (CAD) system. They also monitor over a dozen different radio channels. These
radio channels include all of the frequencies utilized by the various units of the department,
local government, and other allied agencies. The Communications Unit also utilizes a variety
of cameras from various locations in town to support responding units on calls for service and
by providing an additional resource to ensure site security at the various locations.
Support Services Bureau
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 includes the Office of
the Chief of Police and is comprised of the following additional units: Operations Manager,
Records, and Fleet.
The Operations Manager oversees the Records Unit, Communications Unit, building
maintenance, and fleet operations.
Community Services Bureau
The Community Services Bureau works closely with residents and business owners to
prevent crime, solve problems, and enhance the quality of life of Redlands’ residents. The
Community Services Bureau is comprised of several sub-units, namely:
•Traffic and Special Events Unit: One Sergeant and two traffic officers are assigned
to the Traffic and Special Events Unit. The sergeant is responsible for coordinating
the efforts of the community service officers assigned to parking control who
enforce parking standards throughout the city. The sergeant also manages all the
Office of Traffic Safety (OTS) grants which encompass sobriety checkpoints, Click
It or Ticket operations, additional traffic enforcement, and DUI saturation patrols
during special events and holidays. In addition to traffic duties, the unit organizes
traffic flow for all 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 30
additional special events that are held on weekends that require traffic control.
The sergeant also supervises the Citizen Volunteer Unit, the Community Policing
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Unit, and the two school resource officers.
•Community Policing Unit: Two officers are assigned to the Community Policing
Unit and are committed to addressing issues such as homelessness and ongoing
crime problems, and they promote long-term interactions with community
members and local businesses. They also spearhead department youth programs
and assist in special events.
•School Resource Officers: Two officers have been assigned to work as school
resource officers (SROs). The SROs work with the Redlands Unified School
District to improve the safety of students and staff at the selected schools and to
reduce crime committed by juveniles and young adults. One officer is assigned to
each of the district’s two comprehensive high schools within the City limits. Both
positions are funded by the Redlands Unified School District.
•Triage, Engagement, and Support Teams (TEST): One San Bernardino County
Department of Behavioral Health TEST team member is assigned to work in the
Redlands Police Department to assist both community policing officers and patrol
officers in providing services to residents. Triage teams specialize in crisis
intervention, continuum of care, and intensive case management for individuals
experiencing an urgent psychiatric health condition with up to 59 days of
individualized linkage and follow-up services. The goal is to improve consumer
experience by improving access to mental health services with local staff and rapid
response times, allowing the consumer to possibly stay within their community by
strengthening their opportunity for recovery and wellness while reducing
involvement with the criminal justice system, reducing frequencies of emergency
room visits and/or unnecessary hospitalization.
•Citizen Volunteers: The Department also has a Citizen Volunteer Unit consisting of
hardworking men and women who have chosen to give back to their community.
After a person completes the application process to join the Citizen Volunteer
Unit, they complete a preparation academy. This intensive training gives them an
understanding of the various components of the department and the expectations
of the community. After their initial training, the CVs patrol the city in specially
marked patrol units and serve as the “eyes and ears” of the department. They
provide a lookout for illegal activities, carry a police radio, and are in constant
contact with Dispatch and the officers on duty.
Special Services Bureau
Redlands Police Department's Special Services Bureau includes the Investigations Unit
and the Special Operations Unit. The Investigations unit is responsible for conducting criminal
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investigations and unresolved field investigations. Following up on the initial efforts of patrol
and community service officers, the Investigations Unit’s mission is to identify and apprehend
those responsible for the commission of various crimes, such as homicides, sexual assaults,
robberies, burglaries, thefts, aggravated assaults, and 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.
The Investigations Unit is comprised of the following:
•Violent Crimes: This sub-unit has primary responsibility for homicides, rapes,
assaults, robberies, and other acts of violence against adults.
•Special Victims: This sub-unit has primary responsibility for crimes against children
or senior citizens.
•Property Crime: This sub-unit is responsible for burglaries, fraud, identity theft,
vehicle theft, and other theft-related crimes.
•Internet Crime Against Children (ICAC): This sub-unit is associated with LAPD’s
ICAC Task Force and is responsible for investigating Internet Crimes Against
Children. Reports are generated through the National Center for Missing and
Exploited Children (NCMEC). NCMEC receives the reports from electronic
service providers and persons who report directly on their website.
•Crime Analysis: This sub-unit has primary responsibility for analyzing crime trends,
series, and patterns to increase the department’s ability to investigate and
apprehend criminals, as well as control crime.
•Forensics Unit: This sub-unit works closely with the Investigations Unit, other
members of the Special Services Bureau, and the Patrol Services Bureau to
document, collect and process evidence at a crime scene.
•Property and Evidence: This sub-unit assists by properly retaining and maintaining
all property and evidence. The unit is also responsible for the transportation of
items of evidence for additional processing to the San Bernardino County Sheriff’s
Crime Lab.
Asset Forfeiture and Grants
The Redlands Police Department receives a share of the value of all assets seized
during drug-related arrests. Expenditures of these funds are intended to supplement, not
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supplant, Police Department needs, including personnel, equipment, and vehicles. All
expenditures follow guidelines as cited in the U.S. Department of Justice’s “Guide to Equitable
Sharing of Federally Forfeited Property for State and Local Law Enforcement Agencies.”
The Redlands Police Department actively seeks a variety of grants to supplement
operations.
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List of Appendices
DATE DESCRIPTION ACTION
Resolutions
11/19/1991 A Resolution of the City Council of the City of
Redlands establishing rules for advisory boards and
commissions
Resolution No. 4783
11/3/2009 A Resolution of the City Council of the City of
Redlands approving a policy for the distribution of
event tickets and passes to City Officials.
Resolution No. 6894
7/26/2012 A Resolution of the City Council of the City of
Redlands establishing the requirement for mandatory
sexual harassment prevention training for City
Commissioners and Committee Members
Resolution No. 7206
2/3/2015 A Resolution of the City Council of the City of
Redlands establishing a protocol for resolving
disturbances at public meetings
Resolution No. 7482
11/19/2019 A Resolution of the City Council of the City of
Redlands adopting an expense and use public resource
policy
Resolution No. 7938
12/17/2024 A Resolution of the City Council of the City of
Redlands establishing the process for the selection of
the Mayor and Mayor Pro Tempore and their
respective terms of office and Repealing Reso 8414
Resolution No. 8508
3/18/2025 A Resolution of the City Council of the City of
Redlands establishing a policy for City Council
Proclamations, Certificates, Plaques/Awards and other
recognitions that Honor the Contributions of
Individuals, Organizations or Events that Benefit the
Community
Resolution No. 8663
Ordinances
1/2/2002 An Ordinance of the City of Redlands amending
chapter 2.52 of the Redlands Municipal Code relating
to the City’s Emergency Organization
Ordinance No. 2485
7/15/2003 An Ordinance of the City Council of the City of
Redlands amending Chapter 2.52 of the Redlands
Municipal Code relating to Emergency Organization
Ordinance No. 2547
3/4/2014 An Ordinance of the City of Redlands amending
Chapters 2.15 and 2.16 of the Redlands Municipal Code
relating to the execution of the City documents and
the City’s regulations governing City purchasing and
the disposition of surplus personal property,
respectively
Ordinance No. 2797
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DATE DESCRIPTION ACTION
6/18/2019 An Ordinance of the City of Redlands amending
Chapter 2.04 of the Redlands Municipal Code relating
to the position of City Manager
Ordinance No. 2893
12/6/2022 An Ordinance of the City of Redlands, California,
amending Redlands Municipal Code chapter 1.08
establishing regulations for custody and use of the
City Seal, Logos, Badges, and Patches
Ordinance No. 2940
1/17/2023 An Ordinance of the City of Redlands amending
Chapter 2.02 of the Redlands Municipal Code relating
to the selection of Mayor and Mayor Pro Tempore
and their respective terms of office
Ordinance No. 2953
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