SBCOG Services and Member Dues
City of Chino
2/13/2024
Who is SBCOG?
Collective Voice for San Bernardino County
• 24 cities and towns
• 5 county supervisorial districts
• Governed by a Joint Powers Agreement
(JPA)
• Strong regional, state and national
partnerships
Funding
• Membership dues
• Supplemental program funds
Why is SBCOG Important?
Fills in the Gaps for Local Agencies
• Environment (e.g. GHG/Climate Action Plans)
• Housing
• Active transportation
• Public safety
• More
Projects/Programs
• Housing Element Updates
• City/County Conference
• Emergency Comm. Nurse System (ECNS)
• Inland Regional Energy Network (I-REN)
• SMART County Master Plan
• GHG Reduction Plan and EIR
• Grant assistance, EV Master Plan, more
Emergency Communications
Nurse System (ECNS)
Program
• RNs assess 9-1-1 calls for response type
Cooperative and Funding Partnerships
• SBCOG, CONFIRE, County Fire Chiefs
Association, and Inland Empire Health Plan
Results
• Decrease in dispatched ambulances
• More ambulances available for
emergencies
• Provided low acuity patients to the correct
point of care
• No negative patient outcomes
Caller Residence % of Calls
High Desert 72.7%
Low Desert 13.9%
West Valley 6.8%
East Valley 6.6%
ECNS Statistics
*Represents program at approximately 20% Capacity due to staffing. At full capacity, CONFIRE has approx. 1200 ECNS eligible calls per month.
Partnerships
• SBCOG, CVAG, and WRCOG
Focused On
• Energy efficiency
• Equitable access to clean energy
• Supporting local jurisdictions
• Stakeholder resources
Key Programs
• Public Sector Program
• Workforce Education and Training
• Codes and Standards
Inland Regional Energy Network (I-REN)
Smart County Master Plan (SCMP)
What is the SCMP?
• Roadmap for improving the region’s
communications and technology
infrastructure
Goals
• Improve technology infrastructure
• Address growing technology needs
• Equitable resource distribution
• Share information/break down silos
• Serve the county and all jurisdictions
Grant Opportunities
Grant Assistance
• SBCOG identifies opportunities and
provides grant assistance to its member
agencies
Proven Results
• $46 million to date
• $19 million since July 2023
• $2 million awaiting award
• $10 million under development
• ROI for members is $68: $1
Examples
• Sustainability Planning
• Sustainable Communities Program
• Active Transportation Program
• REAP
REAP 1.0 (2020)
• Approval of Housing Elements
• Sites Inventory and Analysis
• Accessory Dwelling Unit Capacity Analysis
• Environmental Justice Toolkit
• Affirmatively Furthering Fair Housing/Housing Discrimination Toolkit • Infrastructure Pilot Toolkit
REAP 2.0 (2023)
• County Transportation Commission Partnership Program
• Vehicle Miles Traveled Mitigation Bank
• Subregional Partnership Program 2.0
• Housing Infill on Public and Private Lands Pilot Program • Funding for Lasting Affordability/Programs to
Accelerate Transformative Housing
Regional Early Action Planning (REAP) Grant
Grant Funding Statistics
Subregion General Grant Funds *REAP 1.0 Funds REAP 2.0 Funds County-Wide $5,392,818 N/A $7,679,885
High Desert $12,169,317 $640,847.2 $2,500,000
Low Desert $325,317 $640,847.2 $2,012,513
West Valley $12,344,000 $640,847.2 $3,953,000
East Valley $2,044,000 $640,847.2 $1,506,787
Total $32,275,452 $2,563,390 $17,652,185
*REAP 1.0 Housing Element assistance was provided to cities that requested it.
Other REAP 1.0 programs/funding were spread out in county-wide programs, toolkits, etc.
Expanding the SBCOG role
Essential Changes for Sustainable Growth
Why Are These Changes Important?
Projects and Programs
• Continuance of current projects/programs
• New ones (baseline and subscription)
Funding
• Be more competitive on grant funding for the
region, county, and JPA members
Filling in the Gaps
• Continue to fill in the resource gaps for
member agencies
• Identify and fill in additional gaps
Collaboration
• Continued regional collaboration
• Speak with a louder regional voice
Board of Directors Ad Hoc CCMTAC Ad Hoc
Curt Hagman, 4th District
Jesse Armendarez, 2nd District
Alan Wapner, Ontario
Dennis Michael,
Rancho Cucamonga
Acquanetta Warren, Fontana
John Dutrey, Montclair
Helen Tran, San Bernardino
Needles Rancho
Cucamonga
Redlands Twenty-nine
Palms
Yucaipa Yucca Valley
Why Are We Proposing the Funding Changes?
Ad Hoc
• July 2023 Board direction
• Analyzed WRCOG, CVAG, and SGVCOG
Regional COG Budgets
SGVCOG $4,139,806
WRCOG $2,306,943 (will be increasing)
CVAG $2,819,659
Average $3,088,803
SBCOG $658,092
What are the Proposed Changes to the Funding Structure? Existing Conditions
• 50% population / 50% assessed valuation
• Flat rate increase since 2016
• Supplemental funds from HERO (now expended)
Proposed Changes
• Baseline services and optional subscription services
• JPA has to be modified: dues calc. will now be
contained in policy to improve flexibility
• Update dues to 50% population / 50% general fund
base sales and property tax revenues
• Annual cost increase according to consumer price
index or 2%, whichever is less
Current Dues Proposed Dues
$20,322 $58,614
Member Dues Cost Allocation Recommendation Process
Researched
Sister
Agency
Method
Existing
dues and
amount per
jurisdiction
Identified 3
options for
distribution
moving
forward
Amendment
No. 4
Population/assessed
valuation formula
50% population/50%
assessed valuation
and flat increases
from 2016 and 2021
100% population
100% tax revenue
50%/50%
population/tax revenue
Deviating from JPAestablished method of
member dues
assessment
Chino's Current Grants and
Programs with SBCOG
Programs
• Housing Trust
• Regional Early Action Planning 1.0
• Regional Early Action Planning 2.0
• Inland Regional Energy Network
• Emergency Communications Nurse System
• Smart County Master Plan
SBCOG Cost Share
$1.5 million
Cost Analysis for Chino
Current Dues Proposed Dues Average Fulltime Staff CostAverage Consultant Cost
$20,322 $58,614 *$84,000 **$100,000
*Based on an average of mid-level position salaries in San Bernardino County **Based on the average of REAP 1.0 consultant costs
SBCOG Baseline Budget/Costs New Fund Allocations
$1.5 million
Baseline Budget
• Increase budget from $658,000 to $1.5 million
Staff
• Increase staff from 1.3 to 3
• Staff areas:
o Project management
o Liaison
o Regional advocacy
o Grant writer/coordinator
Resources
• More consultant support
Potential Priorities,
Projects,
and Programs
Functions COG Staff Time County Staff Time Consultant
A Grant Writing
1/2 FTE - Funded by
SBCTA/SBCOG As Needed Yes
B Program Managers/Project Managers 1.5 FTE (COG Staff) 1 FTE (CEO Office) As Needed Countywide Vision Leadership Included Above
Small B2B Part FTE ED/Procurement As Needed
City/County Conference Planning Part FTE
Homelessness Strategic Plan Create and ImplementPart FTE Multiple Yes Public Safety Convener On going Part FTE County Fire, County Sheriff As Needed Regional Forums/Summits on Issues agencies are
working through Part FTE CEO Office As Needed
Fellowship Program Part FTE Workforce As Needed
Housing Trust Implement 1 FTE + Part FTE CDH Yes
Smart County Master Plan Create and Implement Part FTE 1/2 FTE Yes Clean Cities Create and Implement (Alternative
Fuel) Part FTE Yes
Climate Adaptation/Resiliency Plan Create and
Implement Part FTE Yes
Tourism Marketing Create and Implement Part FTE County and local EDA staff Yes 2028 Olympics> Highlight tourism, transportation
VMT Bank Create and Implement
2 FTE Equivalent
(SBCTA) Yes
Wildfire Prevention and Education Program Part FTE As Needed Streetlight Program Part FTE DPW As Needed
C Regional Advocacy and Engagement 1/2 FTE CEO Office/Multiple Depts As Needed D Interagency Ambassador/Liaison 1 FTE Equivalent CEO Office/Multiple Depts.
League, SCAG, Joint COGs, Part FTE
NGO/CBO Coordination/Engagement Part FTE CEO Office
Liaison between county and cities Part FTE CEO Office/Multiple Depts.
Ambulance Issues
Animal Shelter
MS4 Permits
Timeline of Changes
January 3, 2024 January – April 2024 July 1, 2024
Board Approval
City Council and
County Board of
Supervisors
Presentations/
Approval
New Dues
Begin
Thank You
Questions?