CITY OF SAN BERNARDINO
REVISED AGENDA
FOR THE
REGULAR MEETING OF THE MAYOR AND CITY COUNCIL
OF THE CITY OF SAN BERNARDINO, MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS
THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY, MAYOR AND CITY COUNCIL OF THE CITY OF SAN
BERNARDINO ACTING AS THE SUCCESSOR HOUSING AGENCY TO THE REDEVELOPMENT AGENCY, AND MAYOR
AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE HOUSING AUTHORITY, AND MAYOR AND
CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SAN BERNARDINO JOINT POWERS FINANCING
AUTHORITY
WEDNESDAY, MAY 18, 2022
7:00 PM – OPEN SESSION
FELDHEYM CENTRAL LIBRARY • SAN BERNARDINO, CA 92410 • WWW.SBCITY.ORG Theodore Sanchez John Valdivia Damon L. Alexander
COUNCIL MEMBER, WARD 1 MAYOR COUNCIL MEMBER, WARD 7
Sandra Ibarra Robert D. Field
COUNCIL MEMBER, WARD 2 CITY MANAGER
Juan Figueroa Sonia Carvalho
MAYOR PRO TEM, WARD 3 CITY ATTORNEY
Fred Shorett Genoveva Rocha
COUNCIL MEMBER, WARD 4 CITY CLERK
Ben Reynoso
COUNCIL MEMBER, WARD 5
Kimberly Calvin
COUNCIL MEMBER, WARD 6
Welcome to a meeting of the Mayor and City Council of the City of San Bernardino. o PLEASE VIEW THE LAST PAGES OF THE AGENDA FOR PUBLIC
COMMENT OPTIONS OR CLICK ON THE FOLLOWING LINK:
https://sbcity.tiny.us/PublicCommentOptions
o Please contact the City Clerk’s Office (909) 384-5002 two working days prior to the meeting for any requests for reasonable accommodation to include interpreters. o Si necesita un intérprete en Español comuníquese con la Secretaria Municipal 72 horas antes de la reunión del consejo. [email protected]
To view PowerPoint Presentations, written comments, or any revised documents for this meeting date select the link https://tinyurl.com/agendabackup051822. o From the City’s homepage www.sbcity.org select the Government category -> City Clerk -> on the Navigation menu select Search for Records Online -> Council Agendas -> Current Year 2022 -> Meeting Date
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 2 Printed 5/17/2022
CALL TO ORDER
Attendee Name Present Absent Late Arrived
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Mayor Pro-Tem, Ward 3 Juan Figueroa
Council Member, Ward 4 Fred Shorett
Council Member, Ward 5 Ben Reynoso
Council Member, Ward 6 Kimberly Calvin
Council Member, Ward 7 Damon L Alexander
Mayor John Valdivia
City Manager Robert D. Field
City Attorney Sonia Carvalho
City Clerk Genoveva Rocha
NOTE: CLOSED SESSION FOR THE MAY 18, 2022 MAYOR AND CITY COUNCIL MEETING WAS AGENDIZED AS A SPECIAL MEETING AT 5:00 PM. SEE THE FOLLOWING LINK FOR MORE INFORMATION: https://tinyurl.com/SMCC051822 7:00 P.M.
INVOCATION AND PLEDGE OF ALLEGIANCE
CLOSED SESSION REPORT
CITY MANAGER UPDATE
MAYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES/MEETINGS
PRESENTATIONS
1. Proclamation for National Kids to Parks Day, Saturday, May 21, 2022 (All Wards)
2. FP-5 Presentation - San Bernardino County Fire (All Wards)
PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 3 Printed 5/17/2022
DISCUSSION
3. Amendment to Stream, Kim, Hicks, Wrage & Alfaro Legal Service Agreement Re: Miller II (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, affirm its prior action on April 6, 2022 authorizing the City Manager to execute the First Amendment to the Legal Services Agreement with Stream, Kim, Hicks, Wrage & Alfaro for representation in the San Bernardino Superior Court Case No. CIVDS2015337; and authorizing the Director of Finance to amend the Purchase Order to Stream, Kim, Hicks, Wrage & Alfaro.
4. Amendment No. 2 to the ESG-CV2 Subrecipient Agreement with Lutheran Social Services of Southern California (All Wards)
Recommendation
It is recommended that the Mayor and the City Council for the City of San Bernardino, California,
1. Authorize the City Manager to execute the Second Amendment to the ESG-CV2 Subrecipient Agreement between the City of San Bernardino and the Lutheran Social Services; and
2. Authorize the City Manager or designee to take any further actions and execute any further documents and certifications as may be necessary to amend the agreement.
PUBLIC HEARINGS
5. Imposing Liens on Parcels of Real Property for Uncollected Business Registration Fees (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Conduct a public hearing to receive public comment on the matter; and
2. Adopt Resolution No. 2022-93 of the Mayor and City Council of the City of San Bernardino, California, imposing liens on certain parcels of real property for unpaid business registration taxes and penalties; and
3. Direct the Director of Finance to remove any properties from the Business Registration Lien List (Exhibit A to the Resolution) which are resolved prior to the hearing.
6. Presentation of the Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget Recommendation
It is Recommended that the Mayor and City Council of the City of San Bernardino receive the proposed budget for Fiscal Years 2023 & 2024 and the proposed Capital Improvement Program for 2023-2027 and provide direction to staff.
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 4 Printed 5/17/2022
7. Public Hearing on Annexation No. 16 to Community Facilities District 2019-1 (Ward 5)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Hold a Public Hearing; and
2. Adopt Resolution No. 2022-94 of the Mayor and City Council of the City of San Bernardino, California, calling an election to submit to the qualified electors the question of levying a special tax within the area proposed to be annexed to Community Facilities District No. 2019-1 (Maintenance Services) (Annexation No. 16); and
3. Hold a special landowner election and canvass the election; and
4. Adopt Resolution No. 2022-95 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 2019-1 (Maintenance Services) (Annexation No. 16); and
5. Introduce, read by title only, and waive further reading of Ordinance No. MC1580 of the Mayor and City Council of the City of San Bernardino, California, amending Ordinance No. MC-1522 and levying special taxes to be collected during Fiscal Year 2022-2023 to pay the annual costs of the maintenance and servicing of landscaping, lighting, water quality improvements, graffiti, streets, street sweeping, parks and trail maintenance, a reserve fund for capital replacement, and administrative expenses with respect to City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services); and
6. Schedule the final reading and adoption of Ordinance No. MC-1580 for June 1, 2022.
8. Public Hearing on Annexation No. 4 to Community Facilities District 2018-1 (Safety Services), (TR 20145), Adoption of Resolutions for Annexing into the Community Facilities District (Ward 5)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Hold a Public Hearing; and
2. Adopt Resolution No. 2022-96 of the Mayor and City Council of the City of San Bernardino, California, acting as the legislative body of the City of San Bernardino Community Facilities District No. 2018-1 (Safety Services), annexing territory to Community Facilities District No. 2018-1 (Safety Services), and calling elections therein; and
3. Hold a special landowner election and canvass the election; and Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 5 Printed 5/17/2022
4. Adopt Resolution No. 2022-97 of the Mayor and City Council of the City of San Bernardino, California, acting as the legislative body of the City of San Bernardino Community Facilities District No. 2018-1 (Safety Services) certifying the results of the May 18, 2022, annexation and special tax election.
9. Continue the Public Hearing on the Vacation of a Portion of “I” Street Between Spruce Street and Olive Street, and a Portion of “J” Street at Its Intersection with 17Th Street and 21St Street and Reservation of Utilities Therein Until June 1, 2022 at 7:00 P.M. (Ward 3)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, continue the public hearing on the Vacation of a portion of “I” Street between Spruce Street and Olive Street, and a portion of “J” Street at its intersection with 17th Street and 21st Street and reservation of utilities therein until June 1, 2022, at 7:00 p.m.
CONSENT CALENDAR
10. Animal Services Grant Funding Allocation (All Wards) Recommendation
Adopt Resolution No. 2022-98 of the Mayor and City Council of the City of San Bernardino, California, authorizing the Director of Finance to amend the FY 2021/22 Budget to appropriate $500,000 of the grant funding from The San Manuel Band of Mission Indians for animal shelter programs and services.
11. Approve Vendor for Closed Captioning Software (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, ratify the approval of the vendor, Municipal Captioning, Inc., approved to provide English closed captioning software for viewers of all programming aired through the City’s cable channel, as approved at the May 4, 2022, Mayor and City Council meeting.
12. Adopt Ordinance No. MC-1578 (Ordinance Amending Various Sections of Chapter 8.60 and Adding Section 8.60.170 to Chapter 8.60 of the San Bernardino Municipal Code Relating to Fireworks) (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Ordinance No. MC-1578, amending various sections of Chapter
8.60 and adding section 8.60.170 to Chapter 8.60 of the San Bernardino Municipal Code relating to fireworks.
13. Agreement with San Bernardino International Airport Authority (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute a Service Agreement between the San Bernardino International Airport Authority and the City of San Bernardino for Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 6 Printed 5/17/2022 Law Enforcement Services.
14. Accept 2021 Californians for All Youth Workforce Development Program Grant (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to accept and administer the 2021 CaliforniansForAll Youth Workforce Development Program Grant in the amount of $4,169,142 for the grant period July 1, 2022 through June 30, 2024; and authorize the Director of Finance to amend the Fiscal Year 2021/22 Adopted Budget appropriating $4,169,142 in both revenue and expenditures.
15. Approval of the Exclusive Negotiating Agreement (ENA) Between the City of San Bernardino and the Richman Group, LLC for the Development of a 4-Acre Portion of Seccombe Lake Park at the Northwest Corner of Sierra Way and 7Th Street; and Determine that the ENA is Categorically Exempt from CEQA (Ward 1)
Recommendation
Approve the Exclusive Negotiating Agreement (“ENA”) between the City of San Bernardino and The Richman Group, LLC for the development of a 4-acre portion of Seccombe Lake Park at the northwest corner of Sierra Way and 7 th Street; and
Determine that the ENA is categorically exempt from the California Environmental Quality Act (“CEQA”).
16. Amendment No. 1 to the Lease Agreement with Inland Empire 66Ers Baseball Club
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute Amendment No. 1 to the Lease Agreement with Inland Empire 66ers Baseball Club of San Bernardino, Inc.
17. City Board, Commission, and Citizen Advisory Committee Minutes Approved in March/April 2022 (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino receive and file the minutes from the City board, commission, and citizen advisory committee meetings approved in March and April 2022.
18. Approval of Commercial and Payroll Disbursements (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California approve the commercial and payroll disbursements for April 2022.
19. Side Letter Agreement Between the City and the General Unit Employees (All Wards)
Recommendation
Adopt Resolution No. 2022-99 of the Mayor and City Council of the City of San Bernardino, California, authorizing the City Manager to execute a Side Letter Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 7 Printed 5/17/2022 Agreement to the Memorandum of Understanding (MOU) between the City of San Bernardino and the General Unit Employees, amending Article III-Compensation, Section 7: Shift Differential.
20. Approving Job Classifications, Amending the Salary Schedule and the Fiscal Year 2021/22 Budget (All Wards)
Recommendation
Adopt Resolution No. 2022-100 of the Mayor and City Council of the City of San Bernardino, California, approving the following:
1. Agency Director (U) job classification;
2. Enterprise Resource Planning (ERP) Project Manager job classification;
3. Disadvantaged Business Enterprise (DBE) Specialist job classification;
4. Marketing and Media Specialist job classification;
5. Engineering Project Manager job classification;
6. Increase to the salary range for the classification of Deputy Director of Housing & Homelessness (U);
7. Increase to the salary range for the classification of Code Enforcement Officer I; and
8. Amendment of the City-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
21. Purchase of Commercial Vehicle Enforcement Trucks (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the Director of Finance to issue a purchase order to UAG of Cerritos in an amount not to exceed $110,000.
22. Authorize the Issuance of a Purchase Order for a Body Worn Camera Solution Contract Extension (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute the Second Amendment to the Professional Services Agreement with Axon Enterprise, Inc., for body worn camera services; and authorize the Director of Finance to issue a purchase order to Axon Enterprise Inc., in an amount not to exceed $48,200.
23. Adopt Ordinance MC-1579, Police Department Policy 705 (Military Equipment Policy) in Accordance with Assembly Bill 481 (All Wards) Recommendation
Adopt Ordinance No. MC-1579 of the Mayor and City Council of the City of San Bernardino, California, adopting Police Department Policy 705 (Military Equipment Policy) in accordance with Assembly Bill 481.
24. Resolution Approving an Agreement with San Bernardino County to Provide HHW Collection Service (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 8 Printed 5/17/2022
1. Adopt Resolution No. 2022-101, approving an agreement with the San Bernardino County Fire Protection District Pursuant to Section 3.04.010 B-3 of the Municipal Code for Household Hazardous Waste Collection Service and Sharps Collection Service to the City; and
2. Authorizing the Director of Finance to issue a Purchase Order to the San Bernardino County Fire Protection District, in an annual amount not to exceed $368,000.
ADJOURNMENT
The next joint regular meeting of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency will be held on Wednesday, June 1, 2022, in the Council Chamber located at 555 West 6th Street, San Bernardino, California 92401. Closed Session will begin at 5:30 p.m. and Open Session will begin at 7:00 p.m.
CERTIFICATION OF POSTING AGENDA
I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the revised agenda for the May 18, 2022 Regular Meeting of the Mayor and City Council and the Mayor and City Council acting as the Successor Agency to the Redevelopment Agency was posted on the City’s bulletin board located at 201 North “E” Street, San Bernardino, California, at the San Bernardino Public Library located at 555 West 6th Street, San Bernardino, California, and on the City’s website sbcity.org on Wednesday, May 17, 2022.
I declare under the penalty of perjury that the foregoing is true and correct. ___________________________________
Genoveva Rocha, CMC, City Clerk
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 9 Printed 5/17/2022 NOTICE: Any member of the public may address this meeting of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency on any item appearing on the agenda by approaching the microphone in the Council Chamber when the item about which the member desires to speak is called and by asking to be recognized.
Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter not on the agenda but which is within the subject matter jurisdiction of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may address the body at the end of the meeting, during the period reserved for public comments. Said total period for public comments shall not exceed 60 minutes, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. A three minute limitation shall apply to each member of the public, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. No member of the public shall be permitted to “share” his/her three minutes with any other member of the public.
Speakers who wish to present documents to the governing body may hand the documents to the City Clerk at the time the request to speak is made.
The Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may refer any item raised by the public to staff, or to any commission, board, bureau, or committee for appropriate action or have the item placed on the next agenda of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor discussion held by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency on any item which does not appear on the agenda unless the action is otherwise authorized in accordance with the provisions of subdivision (b) of Section 54954.2 of the Government Code.
Public comments will not be received on any item on the agenda when a public hearing has been conducted and closed.
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 10 Printed 5/17/2022
PUBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:
1) Written comments can be emailed to [email protected]. Written public comments received up to 4:00 p.m. on the day of the meeting (or otherwise indicated on the agenda) will be provided to the Mayor and City council and made part of the meeting record. They will not be read aloud unless you require an ADA accommodation.
Please note: messages submitted via email and this page are only monitored from the publication of the final agenda until the deadline to submit public comments. Please contact the City Clerk at 909-384-5002 or [email protected] for assistance outside of this timeframe.
2) Attend the meeting in person and fill out a speaker slip. Please note that the meeting Chair decides the cut-off time for public comment, and the time may vary per meeting. If you wish to submit your speaker slip in advance of the meeting, please submit your request to speak using the form on the following page: https://sbcity.tiny.us/PublicCommentOptions .
3) REMOTE PARTICIPATION VIA ZOOM (For public comment only meeting will not be viewable on Zoom)
a) You can use a mobile phone or a landline to dial into a Zoom meeting. i) Dial (669) 900-6833. When prompted, enter the Meeting ID: 677-845-9453 Passcode: 2021
The public may begin joining the meeting on Zoom or by calling-in to be added to the speaker queue at 5:15 PM for Closed Session.
Once admitted to the Zoom Public Comment meeting to request to speak at the appropriate time:
ii) Dial *9 from your phone to raise your hand via Zoom If calling in staff will confirm the last four digits of the caller’s phone number and unmute them, the caller must then press *6 to speak from their device. Callers are encouraged, but not required, to identify themselves by name. Each caller will be provided three (3) minutes to speak. If you are calling in, please turn your volume down on your television or other devices to limit any feedback when you speak.
Continued next page…
Regular Meeting Agenda May 18, 2022
Mayor and City Council of the City of San Bernardino Page 11 Printed 5/17/2022 B) Join the Meeting by clicking on the Zoom link below:
https://us06web.zoom.us/j/6778459453?pwd=ZTkzdUJtcDMrbmFNQnVDSFhva XQxZz09
Meeting ID: 677 845 9453
Passcode: 2021
You can also Go to Zoom.us and click "Join a Meeting" at the top.
Enter the Meeting ID: 677-845-9453
Passcode: 2021
Public Hearings:
If you are commenting on a Public Hearing, please stay signed on to the Zoom session or sign on when the Public Hearing is announced. You will be prompted by staff when the item is being discussed.
Closed Session
City of San Bernardino
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Sonia Carvalho, City Attorney
Subject: Closed Session
A) PUBLIC EMPLOYEE PERFORMANCE EVALUATIONS (Pursuant to Government Code Section 54957):
Title: City Manager
Title: City Attorney
Title: City Clerk
Packet Pg. 12
Presentation
City of San Bernardino
Request for Council Action
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: John Valdivia, Mayor
Subject: Proclamation for National Kids to Parks Day (All Wards) 1 Packet Pg. 13
PROCLAMATION
National Kids to Parks Day in the City of San Bernardino Saturday, May 21, 2022
WHEREAS, May 21, 2022, is the twelfth Kids to Parks Day organized and launched by the National Park Trust held annually on the third Saturday of May; and
WHEREAS, Kids to Parks Day empowers kids and encourages families to get outdoors and visit local parks, public lands, and waters; and
WHEREAS, we should encourage children to lead a more active lifestyle to combat issues of childhood obesity, diabetes, hypertension, and hypercholesterolemia; and WHEREAS, Kids to Parks Day will broaden children’s appreciation for nature and outdoors; and WHEREAS, Kids to Parks Day will recognize the importance of recreating responsibly while enjoying the benefits of the outdoors.
NOW THEREFORE, BE IT RESOLVED, that the San Bernardino Mayor and City Council do hereby proclaim Saturday, May 21, 2022 as National Kids to Parks Day. We urge our citizens to take children of all ages in their lives to a local neighborhood, state or national park to share the benefits in recognizing the importance of participation, appreciation, enjoyment and use of our parks.
Presented this 18th day of May, 2022
1.a
Packet Pg. 14
Attachment: Attachment 1 - National Kids to Parks Day (8964 : Proclamation for National Kids to Parks Day (All Wards))
Presentation
City of San Bernardino
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
Subject: FP-5 Presentation - San Bernardino County Fire (All Wards) 2 Packet Pg. 15
County Administrative Office
www.SBCounty.gov
Fire District Funding Workshop
Leonard Hernandez
Chief Executive Officer
Dan Munsey
Fire Chief/Warden
April 19th, 2022
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Packet Pg. 16
Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
• 19,200 square miles/ 78% of this is state or federal land • We are a California special district and not a department of San Bernardino County • We are bound by Fire Protection Law (Health & Safety Code §13800) • In 2021 we responded to almost 140,000 calls for emergency service • We are more than a fire district. We respond to medical, hazardous materials, rescues, aircraft, marine, tactical medical, and may other “all-risk” emergencies.
San Bernardino County Fire
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation - Page
3 Fire District Budget
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
2021-20 Budgeted Revenue by Type
Budget Unit/Zone Property Taxes
Fees/Contracts/
Other Revenue
County
General Fund FP-5 Special Tax Total Revenue
Mountain 13,974,056 2,833,990 1,067,990 5,438,903 23,314,939 North Desert 15,653,165 11,246,127 6,318,393 11,781,090 44,998,775 South Desert 6,812,212 2,588,792 993,538 9,550,111 19,944,653 Valley 44,930,849 32,644,329 - 14,717,632 92,292,810
Admin/Special Ops. 10,834,431 5,091,384 5,285,554 - 21,211,369 Total 92,204,713 54,404,622 13,665,475 41,487,736 201,762,546 Note: Total FP-5 Special Tax revenue of $41.5 million does not include $1.2 million budgeted in 2019-20 from a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
FP-5 Revenue Breakdown
VoterApproved Board-Approved
Budget Unit/Zone
Helendale/
Silver Lakes Needles
Twentynine
Palms
San
Bernardino
Upland/San
Antonio Heights
Sub-Total
LAFCO Approved FP-5 Expansion Grand Total
Mountain - 5,438,903 5,438,903
North Desert 1,172,472 - 10,608,618 11,781,090
South Desert 468,345 2,330,034 2,798,379 6,751,732 9,550,111 Valley 7,838,721 3,313,830 11,152,551 3,565,081 14,717,632 Admin/Special Ops. - -
Total 1,172,472 468,345 2,330,034 7,838,721 3,313,830 13,950,930 26,364,334 41,487,736 LAFCO-Approved Annexations
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation - Page
6 Operational Impacts
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Station Closures Needed without FP-5 or Alternate Funding 23 6
8 6
15 4 4
3 0
5 10
15 20
25 Valley 74,610 Calls Mountain 4,576 Calls North Desert 47,499 Calls South Desert 11,862 Calls Fire
Statio
n
s
Staffed Fire Stations by Zone would decrease
between 9-17 stations throughout the District
Current Without all of FP-5
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Increase in Annual Calls per Firefighter with Station Closures 232
88 311
233
88 145 145
229
180
300
127
396
439
0 50
100
150
200
250
300
350
400
450
500
Valley Mountain North Desert South Desert Chino Ontario Rancho Apple Vly Colton Calls
Per Ye
ar
Calls Per Firefighter by Zone
Current Without all of FP-5
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Average Response Time by Zone with or without FP-5
4:42
7:50
13:24
10:36
5:47
9:50
18:40 18:45
0:00
2:24
4:48
7:12
9:36
12:00
14:24
16:48
19:12
21:36
Valley Zone Mountain Zone North Desert Zone South Desert Zone Min
ute
s
Average Response Times
Current Without all of FP-5
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Packet Pg. 24
Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Total Staffing Reductions
Service Zone Current Staffing Level Staffing Without Entire FP-5 Administration / Special Operations 44 25
Mountain Regional Service Zone 54 36
North Desert Regional Service Zone 153 120
South Desert Regional Service Zone 51 27
Valley Regional Service Zone 321 249
Totals 623 457
Assistant Chief
75 Battalion Chief 26 17
Captain 181 132
Engineer 181 129
Firefighter 228 174
Totals 623 457
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
West Valley Service Zone
Division 2
2.a
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
• 14 full time staffed stations • 156 suppression personnel • San Bernardino City - 9 stations • S.B. Intl. Airport - 1 station • Grand Terrace - 1 station • Devore - 1 station • Mentone - 1 station • Muscoy - 1 station East Valley – Division 2
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Possible Service Level Reduction
• Reduction in 3 to 4 engine companies and one squad in the San Bernardino area. • Reduction in staffing by 4 fire stations in the San Bernardino area Basic Service Level Reduction Consequences
• Increased response times of up to 5-minutes (90th percentile) on critical emergencies • Decrease in ability to perform victim rescue and limit fire spread East Valley - Division 2 Without FP5 Funding
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Attachment: Fire Dept. VSZ FP-5 Funding Presentation April 2022 SDD DM (8962 : FP-5 Presentation -
Discussion
City of San Bernardino
Request for Council Action
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: René Anderson, Director of Human Resources
Subject: Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service Agreement Re: Miller II (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, affirm its prior action on April 6, 2022 authorizing the City Manager to execute the First Amendment to the Legal Services Agreement with Stream, Kim, Hicks, Wrage & Alfaro for representation in the San Bernardino Superior Court Case No.
CIVDS2015337; and authorizing the Director of Finance to amend the Purchase Order to Stream, Kim, Hicks, Wrage & Alfaro.
Background
On March 17, 2021, the City entered into an agreement with Stream, Kim, Hicks, Wrage & Alfaro (SKHWA) to provide legal services in the amount of $50,000.00 pursuant to 3.04.085(A) of the Municipal Code to represent Councilmember Sandra Ibarra in the Andrea Miller v. City of San Bernardino, et al., San Bernardino Superior Court Case No. CIVDS2015337. SKHWA is a full-service law firm with a specialization in complex civil litigation and has represented the City's official capably and efficiently.
This case remains active.
The City is currently being represented by Atkinson, Andelson, Loya, Ruud & Romo in this matter. The City and Ms. Ibarra entered into a separate letter agreement, which is attached hereto, pursuant to which the City elected to furnish a defense to the lawsuit referenced above with a reservation of rights and subject to the terms as set forth therein.
On April 6, 2022, the Mayor and City Council unanimously authorized the execution of the First Amendment to the Legal Services Agreement with SKHWA, increasing the notto-exceed total to $150,000.00, as part of the consent calendar. At the May 4, 2022 Mayor and City Council meeting, which was the first regular meeting following April 6, the City Council requested the item be brought back for reconsideration.
At present, the City has paid $40,923.69 to SKHWA for their services. The City has an additional $53,141.72 in unpaid invoices from SKHWA, bringing the current total cost of services to $94,065.41.
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Discussion
Continued representation of both the City and the named Council Member is essential to protect the City's interest and avoid unnecessary liability. In addition, utilizing the same firm provides efficiency that would be lost should the case need to be transferred to a different firm. At this time, based on the advice of outside legal counsel to the City, City staff continues to believe the increase to the cap under the legal service agreement is appropriate.
2021-2025 Strategic Targets and Goals
Authorization of this amendment aligns with Key Target No. 1e: Improved Operational & Financial Capacity - Minimize Risk and Litigation Exposure. Continued legal representation in this case protects the City’s interest and avoids unnecessary liability.
Fiscal Impact
There is funding to support the contract amendment in FY 2021/22 budget.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, affirm its prior decision to authorize the City Manager to execute the First Amendment to the Legal Services Agreement with Stream, Kim, Hicks, Wrage & Alfaro for representation in the San Bernardino Superior Court Case No. CIVDS2015337; and to authorize the Director of Finance to amend the Purchase Order to Stream, Kim, Hicks, Wrage & Alfaro.
Alternatives to Staff Recommendation
Alternative #1 - If the Mayor and City Council disagrees with the recommendation of City staff and wishes to reconsider the prior action, it may proceed as follows:
(1) Move to reconsider the April 6 decision to authorize the execution of the First Amendment and the amendment of the purchase order; and, then, (2) Reconsider the decision to authorize the First Amendment (and purchase order increase) as if the decision had not been made.
If the Mayor and City Council votes to reconsider and then elects not to authorize the execution of the First Amendment, City staff will pay an additional $9,076.31 to SKHWA - up to the not-to-exceed cap of $50,000.00 under the Agreement - and will inform SKHWA that no further payments will be made.
Alternative #2 - As a further option, in order to avoid having unpaid legal bills with a firm handling conflict work for the City, the Mayor and City Council may elect to authorize the City Manager to execute a revised First Amendment with SKHWA increasing the not-toexceed to $94,065.41, authorize an increase in the purchase order up to that amount, and then direct staff to inform SKHWA and Council Member Ibarra that no further payments will be made.
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Attachments
Attachment 1 Proposed First Amendment
Attachment 2 Original Agreement
Ward: All
Synopsis of Previous Council Actions:
May 4, 2022 The Mayor and City Council voted to have the First Amendment to the Legal Services Agreement with Stream, Kim, Hicks, Wrage & Alfaro for representation in the San Bernardino Superior Court Case No. CIVDS2015337, and the authorization to allow the Director of Finance to amend the Purchase Order to Stream, Kim, Hicks, Wrage & Alfaro brought back for reconsideration at the May 18, 2022, Mayor and City Council meeting.
April 6, 2022 The Mayor and City Council authorized the City Manager to execute the First Amendment to the Legal Services Agreement with Stream, Kim, Hicks, Wrage & Alfaro for representation in the San Bernardino Superior Court Case No. CIVDS2015337 and
authorized the Director of Finance to amend the Purchase Order to Stream, Kim, Hicks, Wrage & Alfaro.
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FIRST AMENDMENT TO THE PROFESSIONAL SERVICES
AGREEMENT BETWEEN THE CITY OF SAN BERNARDINO
AND STREAM, KIM, HICKS, WRAGE, & ALFARO APC
This First Amendment (“First Amendment”) is entered into by and between the City of San Bernardino, a charter city organized under the laws of the State of California (hereinafter the “City”), and Stream, Kim, Hicks, Wrage, & Alfaro APC, (hereinafter the “Firm”) as of April 6, 2022. City and Firm are at times referred to individually as “Party” and collectively as the “Parties.”
WHEREAS, City and Firm entered into Professional Services Agreement dated March 17, 2021 for the provision of legal services in connection with the case entitled Miller v. City of San Bernardino, et al., San Bernardino Co. Case No. CIVDS2015337 (“Original Agreement”); and
WHEREAS, City and Firm now wish to amend the Original Agreement to increase the notto-exceed cap.
NOW, THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the Parties agree as follows:
1. Not-To-Exceed Cap. The $50,000.00 not-to-exceed cap identified in the Original Agreement is hereby increased to $150,000.00.
2. Effect on Other Provisions. All other provisions of the Original Agreement shall remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this First Amendment to be executed the day and year first above written.
CITY FIRM
Robert D. Field, City Manager Robert J. Hicks, Partner
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Attachment: Attachment 1 - First Amendment Agreement (8961 : Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service
EXHIBIT B
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Attachment: Attachment 2 - Original Agreement (8961 : Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service Agreement Re:
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Attachment: Attachment 2 - Original Agreement (8961 : Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service Agreement Re:
EXHIBIT
A
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Attachment: Attachment 2 - Original Agreement (8961 : Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service Agreement Re:
- 1 - Firm-General -- 3004707.1
STREAM KIM HICKS WRAGE & ALFARO, PC
HOURLY BILLING RATES [Effective January 1, 2021]
Attorneys 2021 Billing Rate
Theodore K. Stream $490
Eugene Kim $470
Robert J. Hicks $470
Jamie Wrage $445
Mario H. Alfaro $435
Jennifer A. Mizrahi $425
Alicen Wong $395
Amy J. Osborne $395
Todd R. Kinnear $395
Andrea Rodriguez $375
Nour A. Rizvi $375
Tuan-Anh Vu $350
Donna M. DiCarlantonio $275
Summer DeVore $270
Paraprofessionals
Cathy Brandt $210
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Attachment: Attachment 2 - Original Agreement (8961 : Amendment to Stream, Kim, Hicks, Wrage, and Alfaro Legal Service Agreement Re:
Discussion
City of San Bernardino
Request for Council Action
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: Oliver Mujica, Planning Division Manager
Subject: Amendment No. 2 to the ESG-CV2 Subrecipient Agreement with Lutheran Social Services (All Wards)
Recommendation
It is recommended that the Mayor and the City Council for the City of San Bernardino, California,
1. Authorize the City Manager to execute the Second Amendment to the ESG-CV2 Subrecipient Agreement between the City of San Bernardino and the Lutheran Social Services; and
2. Authorize the City Manager or designee to take any further actions and execute any further documents and certifications as may be necessary to amend the agreement.
Background
On March 21, 2021, the City of San Bernardino entered into an agreement with Lutheran Social Services of Southern California in which the City agreed to fund Lutheran Social Service’s Emergency Homeless Shelter rehabilitation project with $500,000 of its total ESG-CV2 allocation. Lutheran Social Services’ Emergency Homeless Shelter is one of the City’s few homeless shelters. The rehabilitation of the shelter will allow Lutheran Social Services to continue to provide essential services to the unsheltered. Such services include homeless case management, connecting the unsheltered to main stream benefits, and providing emergency shelter. The rehabilitation will focus on addressing fire-safety inadequacies as well as enhance accessibility to the building and Americans with Disabilities Act compliance.
On October 19, 2021, the City Manager approved the First Amendment to the Subrecipient Agreement in which Section III (Term of Agreement) was extended from June 30, 2021 to June 30, 2022.
Discussion
Lutheran Social Services has requested an additional extension to the Subrecipient Agreement to extend the term of the agreement until September 30, 2022. The request came because of several unforeseen project delays, as well as building and material 4 Packet Pg. 40
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shortages caused by the on-going COVID-19 global pandemic.
City staff has determined that Lutheran Social Services has continually acted in good faith to comply with the agreement and has to the best of their ability made an earnest effort to mitigate further delays. The extension of the agreement to September 30, 2022 is within the Housing and Urban Development's guidelines and should not cause any compliance issues. Furthermore, Lutheran Social Services is determined and actively working to complete the project well before the new extension and sees the value of airing on the side of cautiousness as the country continues to grapple with supply shortages.
On May 4, 2022, the Mayor and City Council considered this item and requested it be continued to the May 18 meeting.
2021-2025 Key Strategic Targets and Goals
The request for the subrecipient term of agreement extension aligns with Key Target No. 3: Improved Quality of Life by improving existing homeless shelter facilities to ensure continued operation.
Fiscal Impact
Approval of the Second Amendment to the Subrecipient Agreement will not impact the General Fund.
Conclusion
It is recommended that the Mayor and the City Council for the City of San Bernardino, California,
1. Authorize the City Manager to execute the Second Amendment to the ESG-CV2 Subrecipient Agreement between the City of San Bernardino and the Lutheran Social Services; and
2. Authorize the City Manager or designee to take any further actions and execute any further documents and certifications as may be necessary to amend the agreement.
Attachments
Attachment 1 Second Amendment to the Subrecipient Agreement with Lutheran Social Services
Attachment 2 First Amendment of the Subrecipient Agreement with Lutheran Social Services
Attachment 3 Original Subrecipient Agreement with Lutheran Social Services
Ward: All
Synopsis of Previous Council Actions:
August 19, 2020 Mayor and City council approved the City’s Substantial 4 Packet Pg. 41
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Amendment to the FY 2020-21 Annual Action Plan.
September 16, 2020 Mayor and City Council approved the City’s Substantial Amendment to the FY 2020-2021 Annual Action Plan.
March 17, 2021 Mayor and City Council approved the City’s Substantial Amendment to the FY 2021-2022 Annual Action Plan.
March 21, 2021 Mayor and City Council approved Subrecipient Agreement with Lutheran Social Services of Southern California.
April 21, 2021 Mayor and City Council approved the City’s Draft Fiscal Year 2021-2022 Annual Action Plan.
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SECOND AMENDMENT TO THE
EMERGENCY SOLUTIONS GRANT –COVID 2
SUBRECIPIENT AGREEMENT
This Second Amendment ("Second Amendment") to the Emergency Solutions Grant – Covid2 Subrecipient Agreement ("Agreement") is entered into as March 10, 2022 by and between the City of San Bernardino, a charter city organized under the laws of the State of California (hereinafter the "City"), and Lutheran Social Services of Southern California (LSSSC), a private non-profit corporation licensed to do business in the State of California, 435 W. Orange Show Lane #104 San Bernardino, CA, 92408 (hereinafter the "Subrecipient"), DUNS Number 198953929 City and Subrecipient are at times referred to individually as "Party" and collectively as the "Parties." WHEREAS, City and Subrecipient entered into Agreement on April 2, 2020; and WHEREAS, City Council authorized $500,000 in ESG-CV2 funds for Renovation of Emergency Shelter;
WHEREAS, the Parties now desire to amend the Agreement to extend the term of the Agreement to conform to the federal funding deadlines.
NOW THEREFORE, in consideration of the mutual covenants and conditions set forth herein, the Parties agree as follows:
1. Amendment. Section III of the Agreement “TERM OF AGREEMENT’ is hereby amended in its entirety to read as follows:
"III. TERM OF AGREEMENT
This AGREEMENT shall take effect on April 2, 2020 and shall terminate on September 30, 2022 unless otherwise canceled or modified according to the terms of this AGREEMENT.”
2. Effect on Other Provisions. All other provisions of the Agreement, as amended by this Second Amendment and the First Amendment, shall remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this First Amendment to be executed the day and year first above written.
[Signatures on Following Page]
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Attachment: Attachment 1 Second Amendment to the Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the "CITY"
CITY OF SAN BERNARDINO a municipal
corporation and charter city
Dated: _________________ _________________________________ Robert D. Field
City Manager
"SUBRECIPIENT"
Lutheran Social Services of Southern California
(LSSSC)
Dated:______________ __________________________
John Kohl
CFO/ExecutiveVice President
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City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
GENERAL PROJECT INFORMATION
11. Describe how your project is consistent with the priorities outlined in the City of San Bernardino’s 2015-2019 Consolidated Plan. Identify which of the Consolidated Plans goal(s) and objective(s) your project will help accomplish.
The CCLM Emergency Shelter Rehabilitation project parallels the City of San Bernardino’s priority actions outlined in the 2015-2019 Consolidated Plan, the HUD Open Door Policy, and the County's 10- Year Strategy to End Homelessness. Consistent with the City’s strategies, LSSSC employs emergency shelter as a “bridge” to permanent housing; critical needs support and wrap-around supportive services to help homeless men achieve self-sufficiency. For the 2018-2019 operating year, 436 men receive shelter, case management, and supportive services. Of the total men served, 49% obtained stable housing.
The homeless remain extremely susceptible to COVID-19 due to their inability to self-isolate or practice social distancing because of their current living conditions. There are more than 800 unsheltered homeless in San Bernardino; approximately 160 are considered medically vulnerable because they are age 65, or older, and/or have serious underlying health conditions. The stakes could not be higher to move swiftly to get homeless individuals off the streets and into housing so we can flatten the curve for all of San Bernardino and by extension the county.
LSSSC has adapted the county-wide COVID-19 Homeless Response Plan (Plan) that is utilizing guidelines from the Center for Disease Control and Prevention (CDC) to identify opportunities to place homeless individuals in temporary housing. The Plan focuses on housing those who are at-risk due to age and/or underlining health conditions. It is critical that we work together to stop the spread of COVID-19. This includes assisting the homeless who live in our communities and have no option but to seek help from others during this time of crisis. We must act quickly and decisively so we can lessen the impact of this pandemic and save lives. To this end, we are mobilizing staff to respond efficiently to serve our homeless population, providing them emergency shelter, triaging, and other basic needs to mitigate infection rates among this population.
The City of San Bernardino places a high priority on actions to assist homeless and special needs persons with housing and supportive services (City of San Bernardino 2015-2019 Consolidated Plan). Similarly, the Mayor and Common Council’s adopted priority goals for the City’s recovery plan emphasize the need to improve the quality of life for the residents of the City (FY 2017-2018 Annual Action Plan). As a direct parallel, LSSSC combats homelessness in the City of San Bernardino by providing emergency shelter, permanent supportive housing, transitional housing, AB-109 housing; housing case management, and wrap-around supportive services.
The City recognizes that homelessness impacts every community in the region and as such the City supports the efforts of this network of agencies in ending homelessness through the Regional Continuum of Care (CoC) Strategy, which incorporates strategies such as Homeless Prevention; Homeless Outreach and Needs Assessment, Emergency Shelter and Transitional Housing, Motel Vouchers, and Assistance with Transitioning to Permanent Housing (FY 2017-2018 Annual Action Plan).
LSSSC collaborates extensively with the County’s CoC providers and system linkages that provide homeless services. Moreover, the program provides several of the strategies mentioned above to combat homelessness - Homeless Outreach and Needs Assessment, Emergency Shelter, Transitional
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City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
Housing, and Permanent Supportive Housing.
The City of San Bernardino’s priority is to assist homeless and special needs populations with supportive services in a decisive manner (City of San Bernardino 2010-2015 Consolidated Plan). Directly aligned with this strategy, LSSSC is addressing homelessness with a comprehensive spectrum of emergency shelter; critical needs, case management, and wrap-around supportive services.
The CCLM emergency shelter rehabilitation project also meets the eligible activities per ESG requirements 24 CFR Part 576. Per the 24 CFR Part 576, ESG funds may be used for the renovation of emergency shelter facilities, including major rehabilitation or conversion, of a building to serve as an emergency shelter. The emergency shelter must be owned by a government entity or private nonprofit organization. The shelter must serve homeless persons for at least 3 or 10 years, depending on the type of renovation and the value of the building.
Provide a summary description of project proposed, including the projected number of clients or units/beds to be served.
The homeless remain extremely susceptible to COVID-19 due to their inability to self-isolate or practice social distancing because of their current living conditions (CDC, 2020). Lutheran Social Services of Southern California (LSSSC) is requesting FY 2020-2021 ESG-CV dollars to undertake a critically needed rehabilitation of the 75-bed CCLM Men’s Emergency Shelter in the City of San Bernardino. The shelter rehabilitation project is being implemented in response to the COVID-19 pandemic and in an effort to prevent, prepare, and respond to the coronavirus.
The CCLM Emergency Shelter program serves up to 350 homeless men each year. Incorporated in the shelter model, participants receive wraparound services to ensure that when they exit from the program, homeless men will be self-sufficient. The wraparound support services provided to participants include case management, medical and work-related transportation, primary care referrals, life skills training, job readiness training, and workforce development; entitlement benefits enrollment assistance, housing navigation services, and document procurement assistance.
The COVID-19 pandemic has highlighted the pivotal role that LSSSC serves in the homeless continuum of care in San Bernardino County. Our CCLM shelter is one of only two shelters currently serving homeless men in the county. Like many essential services providers in San Bernardino during the COVID-19 pandemic, LSSSC has had to adapt to the elevated needs for basic needs for emergency shelter and other essential services.
Our homeless clients also need laundry services, face masks, and hand sanitizers. LSSSC has been daily routine practices to prevent the spread of COVID-19 among our homeless men. We are practicing distancing, sanitizing all areas, equipping our facility with adequate bio cleansers, soaps, and sanitizers, and educating participants on how to protect themselves. We have seen a sizeable increase in our budget due to our preparation, prevention, and response to COVID-19. There is also a critical need to provide clients with rides to treatment facilities in the event of infection by COVID-19.
In order to improve its safety, use efficiency, energy efficiency, and compliance with city building codes, the emergency shelter has many structural repair/rehab needs. There is a need to rehab the shelter interior, roof, floor, vents, social hall/lunchroom, and improve the aesthetics. We also need to construct
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City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
additional restrooms and showers at the shelter. The project will bring up to par and preserve a critically needed facility that is integral to the livelihood of homeless men. The project will ensure that 75 emergency shelter beds are available in the city that continues to face a homelessness crisis.
The specific shelter rehabilitation activities will include:
1). Complete stripping of the old roof, installation new roof as well as applying roof coating. 2). HVAC system installation
3). Fire Sprinklers and alarm installation
4). Electrical installation
5). New windows installation
6). Floor coverings installation
7). Attic insulation
8). Exterior Painting
9). Interior Painting
10). Doors and Hardware
11). Plumbing installation
12). Concrete ramps and rails installation
13). Permits, fees, and change orders
LSSSC has acquired the necessary permits from the City of San Bernardino to begin the general contract work by August 24, 2020. The permit needed to install the Fire Sprinkler System is active. The permit for roof repair was approved to begin on August 13, 2020. Some site work has already begun, and we are waiting on necessary permits to continue to the next stage of the work. LSSSC is ready to accept bids for the plumbing and HVAC system installation. We are currently entertaining bids for the rest of the professional work needed to rehab the other areas of the building.
12. Targeting. Describe the characteristics of the population to be served (i.e. youth, seniors, persons with disabilities, etc.) and the geographic area to be benefited. It is important to also attach a map (e.g. Thomas Bros. Map) showing the project location and draw a line on the map outlining the boundaries of the geographic area served.
To be eligible for the program, participants must be a single male, 18 years of age or older, and homeless in the City of San Bernardino as defined by the US Housing and Urban Development. The median age of the clients that we serve is about 35 years. Approximately 35% of the population served are African American; 23% of Hispanic origins, 33% Caucasian, and 9% other ethnicities. Veterans account for 11%; Victims of Domestic Violence, 11%, Elderly 10%, People With HIV/AIDS, 2%, Chronically homeless, 41%, Disabled 30%, Mental impairment, 38%, Substance Abusers, 21% and Chronic illness, 38%. More than 90% of clients have exceptionally low or no incomes. About 10% have jobs that barely meet the minimum wage threshold, which is further exacerbated by unfavorable credit and bank records. The homeless men that we serve fall in several categories: (1). Working-class men with low incomes that are not substantial to rent an apartment or room, so they live on the streets and in parks.
Many of these men live in cars during the summer months but reside in our shelter during the winter (2). Veterans who are not connected to the Veterans Administration (3). Men suffering from chronic
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City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
mental ailments who have gone untreated (4). Parolees and (5). Chronic substance abusers of whom are referred to drug rehabilitation facilities if they are consistent with their enrolment in the shelter.
1. Applicant Experience
Attach pages as necessary to describe the following:
A. Organization: Describe the following for the organization:
i. Mission Statement
The mission of Lutheran Social Services of Southern California is to embrace, equip, and empower vulnerable people in Southern California as a demonstration of God’s love. ii. Past activities/experience
Background: Founded at the height of World War II in 1944 by Lutheran congregations in San Diego to address poverty in families, LSSSC has become the epicenter of social and economic transformation for the disenfranchised. LSSSC provides 25,000 families/individuals annually through 50 programs in 20 locations across Southern California with:
(1). Emergency Services – Meals, grocery bags, emergency shelter, hygiene kits, bus passes, gas vouchers, clothing, shower & laundry facility, backpacks & school supplies, prescription & eyeglass payment assistance, etc.
(2). A full gamut of Self-Sufficiency Programs – Case management, employment development, life skills training, entitlement benefits enrollment, civic engagement support, education services, housing support, transportation, and linkage to mainstream services. (3). Housing – Permanent Supportive Housing for people living with HIV; Transitional Housing, Emergency Shelter, Hotel/Motel Voucher, and Rapid Re-housing/Rental Assistance. (4). Mental Health and Family Services – LSSSC offers a full spectrum of clinical and social services to over 5,000 families/individuals each year in evidence-informed practices that include wrap-around mental health and behavioral services, family services, disability support services, parenting education, addictions therapy, trauma recovery services, batterers intervention, senior support services, and outreach.
At our Central City Lutheran Mission (CCLM) site in the nucleus of poverty in San Bernardino, LSSSC helps vulnerable populations seeking shelter, food, education, and health services. CCLM was established by five Lutheran churches in 1994, the merged with Lutheran Social Services of Southern California in July 2015. Here in the City of San Bernardino, you will find a men's emergency shelter, houses for people living with HIV/AIDS, a men's transitional house, and a re-entry house for recently incarcerated men. Tools for hunger relief include grocery distribution, a weekday hot meal, and a thrift store. Children participate in a weekday after school program, and adults have access to a computer, sewing cooperative, medical and job transportation, and classes in English, Aerobics, Baking, and Arts & Crafts. Our residents and community members can also seek behavioral health and medical services on CCLM’s property at H-Street Clinic.
Experience: For a distinguished tenure of 27 years, LSSSC has successfully acquired, managed and administered federal, state and local funds from HUD, CDBG, ESG, USDA and EFSP across the Southern California region (Riverside County, San Bernardino County, Ventura County, Los Angeles County, San Diego County, and Orange County) with successful outcomes in the most cost-effective manner possible.
Over this period, LSSSC has managed millions of dollars in total funding amassed from these sources.
The services that have been furnished over this period include – Permanent Supportive Housing (PSH),
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2 P a g e | 4
City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
Transitional Housing (TH), Rapid Rehousing, Homeless Prevention Services, Street Outreach, Emergency Shelter, Critical Needs, Childcare, Community Development and Elimination of Slum and Blight.
Overwhelmingly, these services have been stalwart in facilitating the achievement of self-sufficiency in our target populations – the homeless, low-income to extremely low-income, disabled, unemployed or underemployed, victims of violence, People Living With HIV/AIDS (PLWHA) and low-literacy, etc.
To demonstrate our impact, in San Bernardino County, LSSSC has been providing PSH for PLWHA since 2003. An average of 65 PLWHAs and their families are assisted per year with achieving self-sufficiency.
The program continues to exceed benchmarks for performance measures, affording LSSSC the ability to retain HUD funds to date.
In San Diego, for 19 years LSSSC has been assisting an average of 250 immobile and shut-in seniors per year with chores, errands, meal preparation, medical transportation, and general companionship through our Senior Companion Program. The program continues to receive federal funding from the Corporation for National and Community Service (CNCS). Through the Department of Education federal funds, our Talent Search program provides 513 first-generation, low-income high school students per year with academic counseling, college resources and assistance with financial aid, while our Upward Bound Program equips 71 first-generation, low-income high school students per year with the skills and motivation necessary to pursue and complete post-secondary education.
In Riverside County, LSSSC has been providing housing stabilization and relocation services (through rapid re-housing) for homeless families for over a decade using County and City ESG funds. LSSSC used State housing tax credits to refurbish an 8-bedroom affording housing complex, which now houses homeless or precariously housed families/individuals.
LSSSC was awarded 15 million dollars from the Los Angeles County Department of Health Services to provide homeless individuals in Long Beach with Benefits Advocacy Services from 2017 – 2022. The program will provide Benefits Advocacy Services for homeless Veterans, homeless who qualify for SSI/SSDI and homeless immigrants who qualify for Cash Assistance (CAPI). In Orange County, LSSSC provides “Bridge Housing” and victim services for women who are victims of crime – especially domestic violence. Since 2017, LSSSC has been awarded over $800,000 from the Governor's Office of Emergency Services (Cal OES) to scale up victim services in Orange County. LSSSC will serve an estimated 125 victims of crime and 50 children each year with these grant monies.
Finally, LSSSC was recently awarded renewal HUD funds under the FY 2018 CoC Competition to provide Rapid Re-Housing in Ventura County. In the City of Long Beach continuum, LSSSC secured a HUD contract in 2018 to provide chronically homeless individuals in Long Beach with permanent supportive housing. Additionally, LSSSC will receive additional Measure H funds in 2020 to implement sustain a Rapid Re-Housing program in Long Beach proper.
Because of the significant accomplishments that we have attained executing federal, state, and local programs over the years, we continue to maintain government funding streams on an annual basis in our targeted areas.
iii. Administrative structure
Administrative Staff Experience: LSSSC continues to exhibit competency in its deportment with managing the operations of the organization, including efficiency in administrating funding from federal and private sectors as well as executing programs robust oversight. Beginning with the Board of Directors and Interim President/CEO and following a chain of command, which includes Senior and Area
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2 P a g e | 5
City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
Directors, the organization is keen on agency accountability, efficiency, and precision. The Board of Directors approves all financial activities and makes recommendations to the Interim President/CEO.
LSSSC’s finance department is headed by our Chief Financial Officer, who ensures that proper separation of duties and proper financial management and controls are in place. The Accounting Department is headed by the Director of Finance, who supervises the Accounting Technician I, Accounts Payable, and Accounts Payable & Procurement Supervisor. The organization operates in compliance with Generally Accepted Accounting Principle, which is nationally accepted standards and includes the design, implementation, and maintenance of internal controls. The FUND E-Z financial management software is employed for managing all accounting operations. Executive leadership and other staff members are competent in their respective scope of work that is clearly defined and exhibits an unbridled commitment to responsible and accountable management and execution of these federally-funded programs.
Executive Leadership Experience: Our Executive Leadership has decades of experience in non-profit administrative and fiscal leadership. This includes extensive experience in program planning, financial management, human resource management, programmatic oversight, resource development, and staff training. Other skills include program development and oversight, grants management and monitoring, and outcome management. Fiscal Officers have managed multiple contracts and accounting departments, ensuring compliance and quality internal controls to guidelines for federal, state, and local projects. In addition, they possess deep knowledge and expertise of specific OMB requirements and single audit rules.
iv. Cost Allocation Plan
LSSSC’s Cost Allocation Methods
A. Salary & payroll costs;
1. The majority of LSSSC’s employees code their hours directly to specific grants, contracts, or programs through approved timecard. Those labor costs are recorded in labor distribution reports. LSSSC uses ADP to process their payroll.
2. The staff at the executive office which includes the Interim President/CEO and accounting staff charges 100% of their salaries to indirect costs.
3. The fringe benefits which include all required taxes and workman's compensation insurance are charged specifically as each individual's salary as a direct or indirect cost. LSSSC also provides a health and pension plan which is also charged according to each individual’s salary.
4. Paid absences are accrued and charged in the same manner as the salary costs, either direct or indirect.
B. Other major costs:
1. Program Costs: Expenses related to programs that have specific contracts or grants are charged to either “contract program expense”, “program supplies” or directly to an account specifically established for a particular program. The nature of these costs is to provide temporary housing, food, transportation, or other expense to assist participants.
2. Rent, utilities, telephone, and maintenance: These costs are charged to direct costs as they relate to the area offices that directly administer the programs. The costs for the executive office are considered as indirect costs.
3. Professional services: These are outside consultants whose costs are either directly related to a specific program, such as psychological therapists, or are used to support the executive office in
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2 P a g e | 6
City of San Bernardino
Office of the City Manager’s Housing Division
COVID-19 ESG Program Notice of Funding Availability (NOFA) FY 2020-2021
administrative duties. In some cases, services provided may be both indirect and direct costs and are charged on an actual basis.
4. Capital expenditures are not charged to indirect costs unless specifically allowed in the contract or program.
5. LSSSC recognizes that unallowable costs, as defined in OMB Circular A-122, cannot be charged to Federal awards, and such costs are eliminated in calculating the ICR. Those costs as they specifically relate to LSSSC are:
a. Advertising
b. Bad debts
c. Interest
d. Fund Raising
B. Technical Capacity
i. Describe the organization’s capability to administer the project proposed Financial Capacity: LSSSC has been acquiring and managing reimbursable federal, state, and local grants for over 25 years. This demonstrates our capacity, profound understanding, experience, and capacity to maintain operational cash-flows while administering financial assistance programs. LSSSC has an annual operating budget in the vicinity of $18,000,000. Over 25% of this budget comprises unrestricted funding.
The implication is that this affords LSSSC the financial capacity to expend our dollars for services, which will be reimbursed at a later date. It has been our experience that ESG funds may take up to 90 days to be reimbursed. We have been able to address this with matching dollars from other grant funding or unrestricted funds from fundraising, donations, corporate and foundation grants, etc.
Capacity in Experience: For over 25 years, LSSSC has been utilizing public funds to assist an average of 1,000 families/individuals per year with permanent housing placement; “bridge housing” such as emergency shelter and hotel/motel vouchers, housing case management, and supportive services as they await permanent housing placement. Another 500 families/individuals annually are afforded with Homelessness Prevention and Rapid Re-Housing Services (such as rental and utility payment assistance).
Capacity to Generate Successful Outcomes: LSSSC utilizes proven practices found in HUD’s Open Door Policy such as the Housing First Model and Harm Reduction, as well as participates in Coordinated Entry Systems across Southern California to accomplish these outcomes. LSSSC assists 1,500 individuals per year with employment readiness services. LSSSC links over 10,000 individuals across Southern California to mainstream services and providers. Other services that have been furnished over this period include – Transitional Housing, Street Outreach, Emergency Shelter, Critical Needs, Childcare, Community Development, meals, critical needs support, and case management. Overwhelmingly, these services have been stalwart in facilitating the achievement of self-sufficiency in our target populations – the homeless, low-income to extremely low-income, unemployed, or underemployed, victims of violence and low-literacy, etc.
Capacity to Host Homeless Men: Today, LSSSC provides an average of 350 homeless men with emergency shelter, case management, critical needs, and supportive services per year. The year-round shelter has the capacity to house 75 men at any given time. LSSSC has been operating the shelter in the City of San Bernardino since 2002.
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
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Attachment: Attachment 3 - Original Subrecipient Agreement with Lutheran Social Services (8979 : Amendment No. 2 to the ESG-CV2
Public Hearing
City of San Bernardino
Request for Council Action
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: Barbara Whitehorn, Director of Finance
Subject: Imposing Liens on Parcels of Real Property for Uncollected Business Registration Fees (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Conduct a public hearing to receive public comment on the matter; and
2. Adopt Resolution No. 2022-93 of the Mayor and City Council of the City of San Bernardino, California, imposing liens on certain parcels of real property for unpaid business registration taxes and penalties; and
3. Direct the Director of Finance to remove any properties from the Business Registration Lien List (Exhibit A to the Resolution) which are resolved prior to the hearing.
Background
San Bernardino Municipal Code Section 5.04.076 enables unpaid taxes and penalties for business registration to become an assessment on the associated property if not collected after proper notification to the owner.
Unregistered properties are identified through multiple sources, including a Homeowners Exemption listing received from the County of San Bernardino, newly opened water department accounts, closed rental property business registration accounts, code enforcement efforts, and citizen notification. These potentially unregistered accounts are contacted using the property’s mailing address provided by the County of San Bernardino and the Water Department. The properties listed in Exhibit A include newly identified rental properties and delinquent accounts that have provided no response to the City’s collection efforts.
The Business Registration staff makes multiple attempts to contact property owners to gain compliance with the municipal code before a property is entered into the lien process. The initial letter informs the property owner that rental properties are considered a business and a registration certificate is required. This letter also informs 5 Packet Pg. 86
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the owner that if the property is not a rental to indicate the status of the property. If a response is not received, a second letter is sent advising the owner to comply with the registration requirement or contact the Business Registration office to discuss the status of the property. If there is still no response after the second letter, a certified letter is sent indicating the same information. If there is no response to the certified letter, a lien hearing notice is mailed with a Business Registration application to allow the owner to comply or close the account before proceeding into the lien process.
If letters are returned because the owner's address is unknown, the City will continue the same process using the new address collected by the United States Post Service. If no forwarding address is provided by the USPS, the matter is dismissed.
Exhibit A to the Resolution (attached) represents accounts that have not gained compliance as of May 2, 2022, when this report was submitted into the agenda process.
Those accounts that were addressed between May 2, 2022 and May 18, 2022, will be removed from the list that is forwarded to the County; liens will not be placed on those properties.
2021-2025 Strategic Targets and Goals
The approval of the placement of liens on the subject properties for unpaid Business Registration taxes and penalties aligns with Key Target No. 1: Improved Operational and Financial Capacity by implementing, maintaining, and updating a fiscal accountability plan. The program helps to ensure greater compliance with the municipal code within the business community and will generate additional revenue through this enhanced compliance effort by Business Registration staff.
Fiscal Impact
There is no fiscal impact to the budget associated with this action.
The anticipated amount of revenue to be collected through the lien process is $112,742, an estimate of which was included in the FY 2021/22 Business Registration revenue budget.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Conduct a public hearing to receive public comment on the matter; and
2. Adopt Resolution No. 2022-93 of the Mayor and City Council of the City of San Bernardino, California, imposing liens on certain parcels of real property for unpaid business registration taxes and penalties; and
3. Direct the Director of Finance to remove any properties from the Business Registration Lien List (Exhibit A to the Resolution) which are resolved prior to the hearing.
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Attachments
Attachment 1 Resolution No. 2022-93
Attachment 2 Resolution No. 2022-93; Exhibit A
Attachment 3 Notice of Public Hearing - Business Registration Liens Ward: All
Synopsis of Previous Council Action:
February 3, 2021 Mayor and City Council adopted Resolution No. 2021-18, imposing liens on certain parcels of real property located within the City of San Bernardino for uncollected Business Registration fees.
February 5, 2020 Mayor and City Council adopted Resolution No. 2020-025, imposing liens on certain parcels of real property located within the City of San Bernardino for uncollected Business Registration fees.
July 17, 2019 Mayor and City Council adopted Resolution No. 2019-180, imposing liens on certain parcels of real property located within the City of San Bernardino for uncollected Business Registration fees.
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Resolution No. 2022-93
Resolution 2022-93
May 18, 2022
RESOLUTION NO. 2022-93
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
IMPOSING LIENS ON CERTAIN PARCELS OF REAL
PROPERTY LOCATED WITHIN THE CITY OF SAN
BERNARDINO FOR UNCOLLECTED BUSINESS
REGISTRATION FEES
WHEREAS, section 5.04.76 of the San Bernardino Municipal Code requires whenever appropriate fees and penalties cannot be collected after proper notification to the owner, the total uncollected fees and penalties shall become an assessment; and WHEREAS, owners of properties listed in Exhibit “A” were issued a first notice, final notice, certified notice and a Lien Hearing notice of the rental property requirements for the City of San Bernardino. Due notice was given to the person or persons having an interest in said property and pursuant to the notice dated May 6, 2022, a hearing was held by the Mayor and City Council to hear protests and to assess the fees imposed on said property.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.
SECTION 2. The matter having now come before the Mayor and City Council for confirmation of the imposition of the liens imposed, the fees set forth on Exhibit “A” are found to have been uncollectible after proper notification to the property/business owner pursuant to proceedings under Section 5.04.76 of the San Bernardino Municipal Code.
SECTION 3. The statements of fees on file with the Finance Department are hereby confirmed and adopted as special assessment against the properties listed in Exhibit “A” hereto.
SECTION 4. The Director of Finance is directed to remove paid liens and those addressed prior to the meeting of May 18, 2022, from Exhibit “A” prior to forwarding the list to the County.
SECTION 5. The Mayor and City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.
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Attachment: Attachment 1 Resolution No. 2022-93 Imposing Liens on Parcels of Real Property for Uncollected Business Registration Fees Resolution No. 2022-93
Resolution 2022-93
May 18, 2022
SECTION 6. Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 7. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this ___ day of __________ 2022.
John Valdivia, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Attachment: Attachment 1 Resolution No. 2022-93 Imposing Liens on Parcels of Real Property for Uncollected Business Registration Fees Resolution No. 2022-93
Resolution 2022-93
May 18, 2022
CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of Resolution No. 2022-93, adopted at a regular meeting held on the ___ day of _______ 2022 by the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________ 2022.
Genoveva Rocha, CMC, City Clerk
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Attachment: Attachment 1 Resolution No. 2022-93 Imposing Liens on Parcels of Real Property for Uncollected Business Registration Fees Exhibit A
ORDERNO FIRST NAME ADDRESS 1 CITY ST POSTAL CODE ADDRESS2 ACCT# APN AMOUNT PRIORTOLIEN WARD Mason Liu 1630 S Grove Ave Ste C Ontario CA 91761-4013 919 E 3rd St 948599 0279 281 49 378 2281 Mix Assets Corp 313 S Armel Dr Covina CA 91722-3746 105 E 5th St 78207 0135 131 20 558 4081 Hector M Lopez 1556 Union St San Bernardino CA 92411-2545 1119 W 5th St 7146 0138 192 17 450 3001 Patrick Saunier 3923 W Meyers Rd San Bernardino CA 92407-1710 1142 W 5th St 60869 0138 124 21 594 4441 Cameron & Fred Aguilar 13007 Elmcroft Ave Norwalk CA 90650-2673 169 W 6th St 76162 0135 093 54 594 4441 Star Family Trust 8630 Cavel St Downey CA 90242-2632 981 W 7th St 78077 0138 071 03 546 3961 Kevin Palestina 777 W 8th St San Bernardino CA 92410-2918 777 W 8th St 78084 0140 263 42 798 6481 Ubaldo Lopez 621 N Eastwood Ave Santa Ana CA 92701-4201 708 W 9th St 78092 0140 134 09 1374 12241 Ubaldo Lopez 3280 Cashel Ln Corona CA 92882-6085 712 W 9th St 78043 0140 134 10 558 4081 Maria Lopez 2116 La Verne Ave Highland CA 92346-2464 280 W 11th St 77957 0140 072 18 750 6001 Carl Nelson 1087 N Arrowhead Ave San Bernardino CA 92410-3611 285 W 11th St 78197 0140 101 29 522 3721 Ivan Van Hemerijck 25210 Noble Canyon St Corona CA 92883-3109 771 W 11th St 73492 0140 023 02 618 4681 Miguel Cortez 760 S Earlham St Orange CA 92869-5401 979 W 11th St 73759 0139 131 05 618 4681 Kuykendall Living Trust 23628 Lyons Ave # 157 Newhall CA 91321-2513 864 N Arrowhead Ave 65286 0140 213 07 368 2161 Multifamily Millions LLC 33175 Temecula Pkwy # A918 Temecula CA 92592-7310 901 N Arrowhead Ave 969406 0140 161 22 1290 11401 Eric Ramirez 16 Ashby Cir Palm Springs CA 92262-1401 189 E Baseline St 65884 0140 082 07 1026 8761 HR Fit LLC 7748 Hess Pl Unit 2 Etiwanda CA 91739-8676 225 Bryant St 78075 0135 252 05 522 3721 Monte & Amos Sprewell Jr 833 Davidson Ave San Bernardino CA 92411-2733 833 Davidson Ave 60985 0139 243 04 618 4681 David Friedman 395 N E St Ste 104 San Bernardino CA 92401-1537 377 N E St 75166 0134 241 67 510 3601 David Friedman 395 N E St Ste 104 San Bernardino CA 92401-1537 379 N E St 74366 0134 241 65 1014 8641 JSC Enterprises LLC/David Friedman 395 N E St Ste 104 San Bernardino CA 92399-4235 385 N E St 76864 0134 241 64 1086 9361 Esteban Rojas 11453 Winter Pl Adelanto CA 92301-6026 1837 Fremontia Dr 78152 0147 173 01 534 3841 Brothers Flips Investments LLC 8549 Donovan St Downey CA 90242-3613 532 N Gardena St 78169 0138 082 19 522 3721 Pedro & Guadalupe Guzman 3643 Mears Ave Jurupa Valley CA 92509-1344 631 N Gardena St 57746 0138 013 04 720 5701 Devinderpal Bhullar 5871 San Sevaine Rd Etiwanda CA 91739-2222 158 S Golden Ave 76940 0279 236 07 366 2161 Ever Diaz 639 N H St San Bernardino CA 92410-3115 639 N H St 73865 0134 013 04 378 2281 Sandoval Family Trust 511 W Phillips Blvd Pomona CA 91766-4437 835 N H St 46054 0140 192 29 416 2661 Magdalena Nolasco Revocable Liv Tr 11105 Schmidt Dr El Monte CA 91733-2803 728 N Mayfield Ave 941283 0140 282 32 522 3721 Tedora & Jose Gonzalez 1224 Phillippi St San Fernando CA 91340-1232 943 N Mayfield Ave 77816 0140 153 37 366 2161 Kuykendall Living Trust 23638 Lyons Ave #157 Newhall CA 91321-2513 706 N Mountain View Ave 65549 0140 292 12 366 2161 Krishna Land LLC 23535 Palomino Dr Ste 346 Diamond Bar CA 91765-1626 387 E Rialto Ave 78032 0136 302 12 594 4441 Ratha Nop/Socheat Duong 1015 Alamitos Ave Long Beach CA 90813-3609 900 N Sierra Way 968494 0140 162 43 690 5401 Ying Huang 33 California St Unit D Arcadia CA 91006-6547 1025 N Tippecanoe Ave 74468 0278 073 39 558 4081
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Exhibit A
Michael Carey/Ana Brown 1170 E Grand Blvd Corona CA 92879-2114 1025 N Tippecanoe Ave 78046 0278 072 44 522 3721 Sonia James PO Box 41253 Eagle Rock CA 90041-0253 1025 N Tippecanoe Ave 73680 0278 072 46 690 5401 Martin Jacinto/Caroline Ramirez 3420 Broadmoor Blvd San Bernardino CA 92404-2406 404 N Waterman Ave 947759 0135 144 13 366 2161 D & Z Properties LLC 18001 Ventura Blvd Ste C Encino CA 91316-3592 905 N Waterman Ave 78173 0147 211 19 3465 33151 D & Z Properties LLC 18001 Ventura Blvd Ste C Encino CA 91316-3592 1003 N Waterman Ave 78172 0147 211 15 548 3961 Star Family Trust 8630 Cavel St Downey CA 90242-2632 273 W 14th St 74036 0146 162 02 418 2682 Feher Family Trust PO Box 79185 Corona CA 92877-0172 571 W 14th St 73316 0145 202 12 342 1922 Osgood Living Trust PO Box 30121 San Bernardino CA 92413-0121 621 W 17th St 40331 0145 121 21 366 2162 Cesar Sanchez 724 W 17th St San Bernardino CA 92405-4216 724 W 17th St 72179 0145 074 01 1038 8882 Audrey Gonzalez 596 E 28th St San Bernardino CA 92404-3928 431 W 20th St 74472 0145 061 28 582 4322 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 832 W 20th St 938245 0145 012 15 450 3002 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 855 W 20th St 8869 0145 041 05 450 3002 Aracely, Antonio, Kathleen Uribe 245 S Prospect Ave San Bernardino CA 92410-2428 463 W 21st St 78200 0145 032 16 522 3722 Juan C Murillo 25820 26th St San Bernardino CA 92404-3434 2166 E Amanda St 941219 1191 161 67 522 3722 David Landeros 12425 Norton Ave Chino CA 91710-2104 1600 N Arrowhead Ave 77981 0145 132 27 930 7802 Kaylas Olagunju/Lapresha Davis 700 W 35th Apt 217 Garden City GA 31415-0000 1725 N Arrowhead Ave 76709 0146 072 03 618 4682 Royal Palms Highland Associates PO Box 1597 Manhattan Beach CA 90267-1597 2568 Baseline St 27210 1191 201 16 4324 41742 Martin Rivera 3680 Snowdrift Dr Riverside CA 92503-4518 1224 Crestview Ave 68741 0147 131 06 450 3002 Peter Perez 16731 Greenview Ln Huntington Beach CA 92649-3710 1588 N E St 78114 0145 124 27 570 4202 Bobbie Joe Wheeler Living Trust PO Box 21018 San Bernardino CA 92406-0218 563 W Evans St 60910 0145 173 14 480 3302 Robert Culp 8446 Culp Alta Loma CA 91701-1337 1703 Garden Dr 943257 0147 232 19 354 2042 Penny More LLC 2086 S E St Ste 100 San Bernardino CA 92408-2738 2931 Garner Ave 75612 0148 263 07 750 6002 Yireh Holdings INC 9630 Par Pl Pico Rvera CA 90660-6410 2031 Genevieve St 78051 0146 046 09 720 5702 Gerardo Torres 1585 N H St San Bernardino CA 92405-4317 1585 N H St 61888 0145 152 04 606 4562 Luis & Jose Hernandez 1893 Kingsford Dr Corona CA 92878-4411 627 W Highland Ave 76507 0145 021 23 594 4442 Martin Prado 815 W Highland Ave San Bernardino CA 92405-3840 815 W Highland Ave 78024 0145 011 10 1074 9242 Eagle Knight Ventures llc/Y&s Ventures PO Box 2856 Fontana CA 92334-2856 1780 E Highland Ave 78212 0150 441 27 606 4562 Eligio Ortega 398 S La Verne Ave Los Angeles CA 90022-1933 1477 N Lugo Ave 68823 0146 172 10 582 4322 Adolf Chavez/Moises Delgado 1480 N Lugo Ave Apt B San Bernardino CA 92404-5272 1480 N Lugo Ave 965431 0146 171 18 366 2162 Osgood Living Trust PO Box 30121 San Bernardino CA 92413-0121 1911 N Lugo Ave 40330 0146 052 01 366 2162 Jose Santoyo 1565 N Mountain View Ave San Bernardino CA 92405-4606 1565 N Mountain View Ave 74046 0146 133 52 546 3962 Jose Ortega 2119 N Mountain View Ave San Bernardino CA 92405-4005 2119 N Mountain View Ave 78008 0146 013 03 594 4442 Trevor & Joan Pereira 1720 N Sierra Way San Bernardino CA 92405-4161 1720 N Sierra Way 78068 0146 078 17 582 4322 Ignocio Castellanos 762 W Trenton St San Bernardino CA 92405-4230 762 W Trenton St 78184 0145 103 17 1038 8882
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Exhibit A
441 INC 5305 Via Cervantes Yorba Linda CA 92887-3125 674 Birch Ct 50398 0136 162 42 378 2283 Isidro Lemus 3089 Cardamon St Rialto CA 92376-7245 3089 Cardamon St 76854 0142 633 12 618 4683 Baltazar Arevalo 1330 Chestnut St San Bernardino CA 92410-2236 1330 Chestnut St 57495 0137 152 13 594 4443 Angel Chairez 3118 N Macy St San Bernardino CA 92407-6334 221 S Dallas Ave 51511 0142 581 02 594 4443 Angel Chairez 7832 San Benito St Highland CA 92346-6350 234 S Dallas Ave 51514 0142 571 11 570 4203 Devashish & Tia Chakma/Kirti & Ranjita Chakma 6548 Summertrail Pl Highland CA 92346-6062 1594 E Davidson St 71077 0281 141 55 332 1823 Vincent Page PO Box 51900 Riverside CA 92517-2900 1930 S E St 27970 0141 372 08 1920 17703 Sunethra & Michael Sanders 10924 Running Quail Rd Yucaipa CA 92399-9454 111 Eaton Ct 58478 0141 481 80 378 2283 441 INC 5305 Via Cervantes Yorba Linda CA 92887-3125 395 S G St 56763 0136 162 41 378 2283 Ricardo Milian/Cornelia Betancourt 1464 Gould St San Bernardino CA 92408-2976 1464 Gould St 70899 0281 122 62 594 4443 Joy Chakma 6548 Summertrail Pl Highland CA 92346-6062 1517 Gould St 60001 0281 141 52 384 3843 TAH 2018-1 Borrower LLC PO Box 15086 Santa Ana CA 92735-0086 1096 Grant Ave 75230 0141 142 01 450 3003 Jalisco Trust 5570 W Phillips Blvd Montclair CA 91762-4637 2216 Greenwood St 75093 0142 252 14 446 3963 Paul Rivas Revocable Trust PO Box 2202 Orange CA 92859-0202 1657 Hardt St 74455 0281 273 16 546 3963 Brigita & Samue Simamora 1230 W Cypress Ave Loma Linda CA 92373-5726 1894 Hardt St 77975 0281 282 09 762 6123 Jagmohan& Irene Gill 2342 Huff St Colton CA 92324-6839 2342 Huff St 66463 0142 691 63 750 6003 Billy & Cynthia Pratt 7231 Boulder Ave #406 Highland CA 92346-3313 405 Industrial Rd 73280 0141 581 05 930 7803 Gabriel Murillo 2153 Palermo Ct Orange CA 92867-6428 844 S Lassen Ave 8331 0142 671 57 690 5403 Rogelio Cerda 1980 N Pershing Ave San Bernardino CA 92405-4140 909 S Lincoln Ave 73465 0136 412 10 342 1923 Karla Romero 1343 Oak St San Bernardino CA 92410-2237 1343 Oak St 956592 0137 152 02 366 2163 Lizette Navarette 2715 Pleasant Ct Rialto CA 92376-7228 2715 Pleasant Ct 950804 0142 771 22 590 4443 Pedro Rosales 2024 E 105th St Los Angeles CA 90002-3713 1263 Poplar St 947077 0137 132 08 690 5403 Nancy Mejia 4402 Moonstone Dr Los Angeles CA 90032-2521 832 S Rexford St 75756 0142 632 32 618 4683 Merlina Tangunan 1575 S Tippecanoe Ave San Bernardino CA 92408-2947 1605 Richardson St 47983 0281 231 23 388 2383 Guadalupe & Leopoldo Ruedas 11337 Pepper Ln Beaumont CA 92223-7439 825 S Sunnyside Ave 6739 0280 231 42 690 5403 Jose Garcia 394 S Tamarisk Ave Rialto CA 92376-6732 394 S Tamarisk Ave 62739 0142 551 10 522 3723 Tricia & Victor Page PO Box 51900 Riverside CA 92517-2900 1565 S Tippecanoe Ave 69803 0281 112 28 354 2043 CMG Assets-6 LLC 7950 Cherry Ave Ste 104 Fontana CA 92336-4023 3459 20th St 80061 1191 313 07 480 3304 Mason Liu 1630 S Grove Ave Ste C Ontario CA 91761-4013 283 E 41st St 71046 0154 254 09 342 1924 Abelardo Rios Cuevas/Flavio Perez 25419 Edgemont Dr San Bernardino CA 92404-2813 219 E 45th St 70440 0154 202 25 690 5404 Fabiloa Mondragon/Juan Medrano/Victor Montesinos 3556 Citrus St Highland CA 92346-1919 3556 Citrus St 76769 0285 351 37 582 4324 Apolinar Aguilar 1132 E 24th St San Bernardino CA 92404-4129 2419 Cymbidium Ct 69533 0155 181 06 594 4444 Luis Martinez/Lesly Diaz 694 S Pampas Ave Rialto CA 92376-7129 3171 Dumbarton Ave 78023 0285 711 11 570 4204 Lorna Di Davide PO Box 3832 San Bernardino CA 92413-3832 1974 E Lynwood Dr 70527 0272 372 47 950 8004
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Exhibit A
Jose Cruz 1112 Mesa Verde Ave San Bernardino CA 92404-1838 1112 Mesa Verde Ave 67663 0153 323 25 594 4444 Michael Tamayo 7175 Green Glen Ct Etiwanda CA 91739-9661 4081 N Mountain View Ave 74295 0154 241 17 960 8104 Elizabeth Cobb 3100 Van Buren Blvd Apt 117 Riverside CA 92503-5626 1084 Northpark Blvd 78136 0154 751 06 822 6724 Michael Phillips 3805 Orchid Dr Highland CA 92346-2250 3805 Orchid Dr 76777 1199 161 09 720 5704 Osgood Living Trust PO Box 30121 San Bernardino CA 92413-0121 3965 Orchid Dr 40325 1199 161 05 366 2164 Chandara Soeun 31938 Temecula Pkwy Ste A382 Temecula CA 92592-6810 3511 Rainbow Ln 75338 1191 316 44 474 3244 Adam Castaneda 5823 Green Pine Ct Etiwanda CA 91739-2240 3946 Severence Ave 64608 0271 051 16 750 6004 Liliana Galvan/Lisa Guerra 1300 N Mountain View Ave San Bernardino CA 92405-4912 440 Skylark Dr 75630 0271 513 13 378 2284 Maria & Alvaro Rochin 60346 Overture Dr Palm Springs CA 92262-1035 1421 Sonora St 7004 0155 021 48 522 3724 Pine Mountain Development LLC 26569 Community Center Dr Highland CA 92346-6712 2704 Valmar Cir 919661 0285 861 37 510 3604 Daniel David Jr 29812 Havenwood Ln Highland CA 92346-6260 5242 Yosemite Dr 52681 0154 544 13 354 2044 Rashida Begum/Mohammad Wasim 11355 Lee Ave Adelanto CA 92301-1841 1380 W 48th St 78030 0266 402 05 1086 9365 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 5034 Alta Dr 68091 0266 332 53 378 2285 Damon Poliakon/Jennifer Quiroz 6476 Alexis Ct San Bernardino CA 92407-2178 6475 Bethany Way 68596 0261 581 42 480 3305 Raeshelle Smity 1704 Via Verde Dr Rialto CA 92377-3745 5025 Cambridge Ave 78192 0266 453 03 534 3845 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 2234 Cincinnati Ct 62951 0261 441 15 450 3005 Casa De Vista Associates PO Box 1597 Manhattan Beach CA 90267-1597 3606 N E St 20374 0152 012 09 378 2285 Eric & Cecelia Catlin 8259 Malvern Ave Rancho Cucamonga CA 91730-3742 1400 W Edgehill Rd Apt 11 65433 0148 372 11 342 1925 TKL Cali Home LLC 313 E Virginia St Rialto CA 92376-3673 1440 W Edgehill Rd 78050 0148 371 25 618 4685 Tom Jageshar 2353 Ohio St San Bernardino CA 92407-4060 6595 Escena St 75005 0261 541 14 378 2285 Cheriese Wilson 2103 Porter Way Sacramento CA 95825-0249 1460 Kendall Dr Unit 21 77632 0266 412 21 342 1925 Priya & Rajesh Sodhi 11809 Cetona Way Porter Ranch CA 91326-4606 1460 Kendall Dr Unit 23 9224 0266 412 23 306 1565 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 1443 Lake Placid Dr 67439 0266 501 25 480 3305 Jennifer Jagerson/Jagerson Living Tr 1778 Western Ave Norco CA 92860-2848 3246 Mira Monte Dr 969316 0151 261 26 510 3605 Si Woo Sung/Eunsil Sung 10655 Lemon Ave Apt 2504 Rancho Cucamonga CA 91737-6961 1465 Northstar St 942678 0266 503 53 534 3845 Us Banks Trust NA 3630 Peachtree Rd NE Ste 1500 Atlanta GA 30326-1598 3725 Ridge Line Dr 76260 0266 681 11 480 3305 Brad Dunn Family Trust PO Box 825 Bridgeport CA 93517-0825 3056 Roberds Ave 76302 0148 313 06 522 3725 Celino Ho 2708 Warren Way Arcadia CA 91007-8446 2064 W Sycamore St 78001 0151 351 01 720 5705 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 4957 Vail Ln 68979 0266 332 34 354 2045 Chlef Investments INC 869 E Foothill Blvd Rialto CA 92376-5229 6562 N Youngstown Ln 73348 0261 581 13 342 1925 Nora N Hernandez Sanchez 655 Perris St San Bernardino CA 92411-2821 1387 W 10th St 933804 0139 172 12 540 3906 SB Pod I LLC 592 E Baseline San Bernardino CA 92410-0000 1239 W 14th St 50439 0144 191 04 1692 15426 Kenneth Morning 25810 Avalon Ave San Bernardino CA 92404-3409 1456 W 14th St 58761 0143 123 19 366 2166 Geovanni Hernandez 821 E D St Colton CA 92324-2604 1129 W 17th St 77822 0144 082 05 720 5706
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Exhibit A
Ceferino Angulo 2159 E Amanda St San Bernardino CA 92404-6104 1213 W 17th St 75491 0144 111 03 342 1926 Daniel Jara 1690 W 19th St San Bernardino CA 92411-1105 1690 W 19th St 78159 0143 191 40 534 3846 Guadalupe Guerrero 1835 W 20th St San Bernardino CA 92411-1112 1835 20th St 963964 0143 284 08 480 3306 Juan Vega-Lopez 325 Cordova St Apt 101 Pasadena CA 91101-4688 1666 W 27th St 72078 0268 315 38 1026 8766 Jose Hernandez 2271 Portoal St San Bernardino CA 92407-6040 1766 W 28th St 9007 0268 412 19 618 4686 Aliza-Abootorab Revocable Family Tr PO Box 1159 Bannockburn IL 60015-6002 1301 W Baseline St 76501 0139 063 12 2341 21916 Patricia Williams-Reed 1631 Clyde St San Bernardino CA 92411-0945 1631 Clyde St 69850 0269 371 69 534 3846 Katherine Galvan 1430 S Grand Ave Ste 323 Glendora CA 91740-5400 1442 Colorado Ave 77994 0143 301 08 1026 8766 Claudette M Goode 1634 Turrill Ave San Bernardino CA 92411-1442 1221 Cummings Way 42216 0144 112 12 606 4566 Centurion One Investments INC 2374 N Apple Ave Rialto CA 92377-4616 2582 Etiwanda Ave 73887 0142 461 16 378 2286 Ronald & Wanda Reid PO Box 7122 San Bernardino CA 92411-0122 2864 Etiwanda Ave 66304 0142 414 16 378 2286 Armando Gonzalez 979 W 11th St San Bernardino CA 92411-2305 2014 W Gilbert St 67995 0143 295 21 480 3306 Kien Truong/Betty Phung 1230 S South Hills Dr West Covina CA 91791-3954 1170 Hancock St 65505 0139 032 17 594 4446 Lucia & Mariano Avila 8251 Cypress Ave Fontana CA 92335-3425 1065 Magnolia Ave 964201 0144 174 07 450 3006 Ruben & Pamela Perez 3530 June St San Bernardino CA 92407-6027 1136 Magnolia Ave 929491 0144 171 20 618 4686 Del Puerto LLC 9112 Lubec St Downey CA 90240-3412 1970 Ostrems Way 78110 0266 561 02 1142 9926 Trinidad Menor Jr 11592 Old Field Ave Fontana CA 92337-1229 1650 Perris St 80069 0144 122 09 750 6006 Ricardo Castellon 1622 Hudson Ave San Bernardino CA 92404-6155 1665 Porter St 69921 0268 315 05 594 4446 Thomas Hernancez 1666 Porter St San Bernardino CA 92407-6742 1666 Porter St 69962 0268 314 37 570 4206 Maria & Serafin Gomez 10821 Pine Ave Lynwood CA 90262-2330 1215 Reece St 68049 0144 193 11 354 2046 Kriss Merida 3693 N Mountain View Ave San Bernardino CA 92405-2209 1670 Turrill Ave 75202 0144 113 06 558 4086 857 W 23rd Street Trust 4533 W 162nd St Lawndale CA 90260-2842 857 W 23rd St 74169 0149 191 25 762 6127 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 1031 W 23rd St 938240 0148 241 03 366 2167 Osgood Living Trust PO Box 30121 San Bernardino CA 92413-0121 1235 E 25th St 40326 0150 433 11 366 2167 Vanessa Ramos 2637 28th St Highland CA 92346-2025 2637 28th St 76613 0285 492 09 690 5407 Michael Alvarez 1129 California St Crescent City CA 95531-2244 379 W 29th St 78151 0149 083 03 1086 9367 William & Lidia Stevens 7828 Boxwood Ct Highland CA 92346-5755 1073 E 29th St 6478 0150 352 15 618 4687 Sandra Flores 968 Murchison Ave Pomona CA 91768-2305 536 W 33rd St 960780 0152 102 15 510 3607 Miguel Villalba/Grettel Esparza 464 W 34th St San Bernardino CA 92405-2474 464 W 34th St 77963 0152 081 26 930 7807 Dagmel Residential Properties 405 S Parish Pl Burbank CA 91506-2741 515 E 40th St 61901 0154 394 06 378 2287 Andre Lathon 310 N Indian Hill Blvd PMB 406 Claremont CA 91711-4611 619 E 40th St 64705 0154 421 04 606 4567 Gabriel & Leighann Reyes 223 Country Club Dr Calimesa CA 92320-1165 3056 Broadmoor Blvd 78191 0153 141 05 1062 9127 Raed Odeh 22366 Scarlet Sage Way Moreno Valley CA 92557-5917 2478 Cedar St 9546 0150 342 36 366 2167 Steven James Fay 1789 Capri Ave Mentone CA 92359-1139 2762 Conejo Dr 954161 0272 111 24 366 2167
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Exhibit A
JBSR LLC 1390 W 6th St Ste 126 Corona CA 92882-3539 2268 Genevieve St 76974 0150 211 31 534 3847 Jenny Garcia & Jose Rosales 6127 Sevenoaks St Chino Hills CA 91709-3223 3012 Genevieve St 76338 0152 213 12 450 3007 Dale & Lynne Harris Rev Tr 5181 Mountain Springs Ranch Rd La Verne CA 91750-1054 148 E Highland Ave 28787 0150 241 67 366 2167 Connie Martir 2924 N Sierra Way San Bernardino CA 92405-3558 2924 N Sierra Way 77965 0150 023 18 690 5407 Hilda & Oscar Trejo 3152 N Sierra Way San Bernardino CA 92405-2543 3154 N Sierra Way 63254 0152 184 07 834 6847 Star Ft Property LLC 2135 N Timbergrove Rd Orange CA 92867-2483 2835 Wall Ave 78029 0150 062 10 1050 9007
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Attachment: Attachment 2 Resolution No. 2022-93; Exhibit A (8937 : Imposing Liens on Parcels of Real Type Description Amount
DAILY JOURNAL CORPORATION LEGAL ADVERTISING
P.O. Box 54026 LOS ANGELES CALIFORNIA 90054-0026
PHONE: (213) 229-5300 FAX (213) 229-5481
FEDERAL TAX ID:95-4133299
Date
Customer Account Number
Customer Payment Reference
Special Project
Order No
Invoice Number CALIFORNIA NEWSPAPER SERVICE BUREAU
Ordered by:
For payment processing, please forward to:
DUE UPON RECEIPT.
INVOICE
B3582873 5/6/2022
03-027
1124119954
290 NORTH D ST.
SAN BERNARDINO, CA 92401 USA
290 NORTH D ST.
SAN BERNARDINO, CA 92401 USA
DIANE GRANT
CITY OF SAN BERNARDINO CITY CLERK
ACCOUNTS PAYABLE
CITY OF SAN BERNARDINO CITY CLERK
54.96 05/06/2022
89900 SAN BERNARDINO COUNTY SUN
HRGSB NOTICE OF HEARING-SB
Invoice B3582873 NOTICE OF PUBLIC HEARING - BUSINESS REGISTRATION LIENS $ 2.29 * 24 AgateLines * 1 Ins * 1 Cols 54.96
To pay online, go to adtech.dailyjournal.com/payment
Invoice Date
Government Advertising - Division 1124
Invoice Number Customer Number
Amount Due
DAILY JOURNAL CORPORATION
ATTN: ACCOUNTS RECEIVABLE
PO BOX 54026
LOS ANGELES, CA 90054-0026
54.96 Payment: 0.00
Total:
Please Pay:
PLEASE PROCESS FOR PAYMENT IMMEDIATELY. DUE UPON RECEIPT.
CALIFORNIA NEWSPAPER SERVICE BUREAU
54.96 54.96
5/6/2022 B3582873 1124119954
SAN BERNARDINO, CA 92401 USA
290 NORTH D ST.
CITY OF SAN BERNARDINO CITY CLERK
ACCOUNTS PAYABLE
Please make check payable to: Daily Journal Corporation !A000006015158!
invoice with your payment. For account support,
or call: 2132295584.
please email: [email protected]
on your check. Also, please detach and return this portion of the To ensure proper credit please write your account number 1124119954
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Attachment: Attachment 3 Notice of Public Hearing - Business Registration Liens (8937 : Imposing Liens on Parcels of Real Property for This space for filing stamp only
OR#:
O R A N G E C O U N T Y R E P O R T E R
~ SINCE 1921 ~
600 W. Santa Ana Blvd., Suite 205, Santa Ana, California 92701-4542 Telephone (714) 543-2027 / Fax (714) 542-6841
PROOF OF PUBLICATION
(2015.5 C.C.P.)
State of California )
County of Orange ) ss
Notice Type:
Ad Description:
I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the ORANGE COUNTY REPORTER, a newspaper published in the English language in the City of Santa Ana, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of Orange, State of California, under date of June 2, 1922, Case No. 13,421. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
Executed on: 10/10/2004
At Riverside, California
I certify (or declare) under penalty of perjury that the foregoing is true and correct.
Signature
SAN BERNARDINO COUNTY SUN
473 E CARNEGIE DR #200, SAN BERNARDINO, CA 92408
(909) 889-9666 (909) 884-2536
SB 3582873
DIANE GRANT
CITY OF SAN BERNARDINO CITY CLERK
290 NORTH D ST.
SAN BERNARDINO, CA - 92401
HRGSB - NOTICE OF HEARING-SB
Notice of Public Hearing - Business Registration Liens
I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the SAN BERNARDINO COUNTY SUN, a newspaper published in the English language in the city of SAN BERNARDINO, county of SAN BERNARDINO, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of SAN BERNARDINO, State of California, under date 06/27/1952, Case No. 73081. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
05/06/2022
05/09/2022
SAN BERNARDINO
!A000006015159! Email
CITY OF SAN BERNARDINO -
NOTICE OF PUBLIC HEARING IS
HEREBY GIVEN to the general
public that on Wednesday, May 18,
2022 at 7:00 PM the City of San
Bernardino's City Council will
conduct a Public Hearing at
Feldheym Public Library, located at
555 W 6th St, San Bernardino, CA
92410 regarding Business
Registration Liens. Information
regarding accessing and
participating will be provided on the
City Council Agenda and published
on the City of San Bernardino's
website.
5/6/22
SBS-3582873#
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Attachment: Attachment 3 Notice of Public Hearing - Business Registration Liens (8937 : Imposing Liens on Parcels of Real Property for
Public Hearing
City of San Bernardino
Request for Council Action
Date: May 18, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: Barbara Whitehorn, Director of Finance
Subject: Presentation of the Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget
Recommendation
It is Recommended that the Mayor and City Council of the City of San Bernardino receive the proposed budget for Fiscal Years 2023 & 2024 and the proposed Capital Improvement Program for 2023-2027 and provide direction to staff.
Background
Section 701 of the City Charter provides that the City Manager shall prepare and submit to the Mayor and City Council for the ensuing fiscal year, a proposed budget.
The Budget provides a financial plan of all City funds and activities for the upcoming fiscal year and includes a multi-year capital plan. This year, the City will propose a new biennial budget that encompasses Fiscal Years 2023 & 2024.
The budget process kicked off in early 2022, where direction was provided to departments to submit proposed budgets for review. Meetings with Departments, the Finance Department, and the City Manager’s Office to review departmental submittals have been on-going since that time. Further, the Council has held two budget workshop meetings to address priorities for the included proposed budget. These meetings were held on March 31, 2022 and April 26, 2022.
Today’s public hearing will present the proposed budget and the following discussion with Council will provide direction to staff.
Discussion
The purpose of the public hearing this evening is a review and discussion of the proposed biennial budget for Fiscal Year 2023 and Fiscal Year 2024 (Attachment 1).
The proposed budget contains a full review of the estimated available resources and the recommended allocation of these resources. The budget document presents an indepth look at the programs and services provided by the city, and allows the Mayor and City Council to make critical policy decisions.
Following years of economic struggles, the City of San Bernardino has experienced a period of growth. Over the course of the last fiscal year, following a period of steady revenue growth the City focused on restoring and enhancing service levels. This 6 Packet Pg. 100
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proposed budget reflects the alignment of the 2021-2025 Mayor & Council Strategic Goals with the ongoing operational needs of the department and the community. The main tenants of these goals are to improve operational and financial capacity, develop focused, aligned and unified community leadership, improve quality of life and enhance our economic growth and development. In aligning these priorities with our funding opportunities, the benefits and impact deliver outcomes that are real and tangible. The City and staff remain committed to continuing to deliver excellent programs and services and will continue moving forward many of the new programs and projects that were funded through the previous fiscal year.
In fact because the City added so many new initiatives over Fiscal Year 2022, there are not many major new additions within this proposed budget in an effort to maintain what we have already funded. As the budget process is a reflection of the ongoing direction from the Mayor & Council, the iterative process of reviewing and adjusting the budget will continue throughout the fiscal year.
Further, in an effort to ensure transparency in the budgeting process, the City of San Bernardino has made the full proposed budget available online through our partners at OpenGov here: https://tinyurl.com/yckn4bcr Proposed Fiscal Year 2023 & Fiscal Year This site allows members of the community to fully explore the proposed budget by department, learn more about the components of the budget and view visual representations of the breakdowns of expenditures.
Operating Budget
The Proposed Operating Budget presented to the Mayor and Council reflects a projected $192,495,097 in general fund revenue and $187,036,712 in general fund expenditures in Fiscal Year 2023. Similarly, in Fiscal Year 2024 the proposed budget projects general fund revenues of $195,300,847 and expenditures of $191,487,188. The proposed budget anticipates a small general fund surplus of $5,458,385 in Fiscal Year 2023 and $3,813,659 in Fiscal Year 2024. The proposed budget also maintains the required funding for the emergency and economic contingency reserves. The breakdown of the general fund revenues, expenditures and surplus are provided below in the table.
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FY 2023 & FY 2024 General Fund Overview
Adopted
Budget
2021/22
Amended
Budget
2021/22
Year-End
Projections
2021/22
Proposed
Budget FY
22/23
Proposed
Budget FY
23/24
Beginning General Fund Balance $ 33,822,411 $ 66,703,835 $ 66,703,835 $ 67,518,467 $ 73,171,851 Plus: Reserve for Carryovers $ 2,215,990 $ 2,215,990 $ - $ - Total Available Beginning Fund Balance 7/1/22 $ 33,822,411 $ 68,919,825 $ 68,919,825 $ 67,518,467 $ 73,171,851 Revenues 174,416,673 178,242,465 186,872,097 192,495,097 195,300,847 Expenditures (179,124,684) (187,450,809) (188,273,455) (186,841,712) (191,470,188) Projected General Fund Operating Surplus /(Deficit) (4,708,011) (9,208,344) (1,401,358) 5,653,385 3,830,659 Projected General Fund Reserve $ 29,114,400 $ 59,711,481 $ 67,518,467 $ 73,171,851 $ 77,002,510 Fund Balance Designations
Operating Reserve:
Emergency Reserve - 15% of Adopted Budget 26,868,703 28,117,621 28,241,018 28,026,257 28,720,528 Economic Contingency Reserve - 10% of Adopted Budget 2,245,698 31,593,859 39,277,448 45,145,595 48,281,982 Sub - Total Budgeted Reserves 29,114,400 59,711,481 67,518,467 73,171,851 77,002,510 - - -
Projected General Fund Reserves 6/30/22 $ 29,114,400 $ 59,711,481 $ 67,518,467 $ 73,171,851 $ 77,002,510 City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Budget Forecast
General Fund Revenue
The proposed budget includes general fund revenues of $192,495,097 in Fiscal Year 2023 and $195,300,847 in Fiscal Year 2024. This represents an increase of over 10% in revenue growth from the adopted budget in Fiscal Year 2022. There are several economic factors that impact the growth trends the City is currently experiencing and will continue to be monitored closely throughout the year.
General fund revenue is comprised of several categories including charges for service, fines, intergovernmental, and taxes. The largest percentage of revenue in the general fund comes from sales tax. Various economic conditions drive sales tax, which has seen historically high numbers during the economic recovery of 2021 and early 2022.
Based on the review of fourth quarter economic data from 2021 and the forecasts for the remainders of 2022 and into 2023, the City should expect to see some continued growth in sales tax driven by the higher demand for goods and services. However, this growth will likely decelerate and return to pre-pandemic levels beginning in early 2023.
Based on these factors, the proposed budget projects that in Fiscal Year 2023 sales tax will bring in $50 million and in Fiscal Year 2024 $51,500,000.
Although similar to sales tax, Measure S is a new revenue stream that lacks years of trend data on which to rely. While the structure of Measure S is like that of the previously imposed Measure Z tax, the allocation of the tax at the State level has changed significantly since the City adopted Measure S, making previous trend data irrelevant. Staff uses available economic reports, trends and forecasts of consumer spending, and local economic development information to develop forecasts. The preliminary forecast in this report includes the assumption that sales tax, including 6 Packet Pg. 102
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Measure S receipts, will contract with a normalization of consumer spending. Based on these factors and general economic trends, the proposed budget includes a projected $46 million in both Fiscal Year 2023 and 2024.
The City continues to see positive signs in economic and community development that result in higher revenues, particularly in our licensing, permitting and plan review. The proposed budget includes a nearly $2 million increase in Charges for Service from the previously adopted budget and over $500,000 increase in licenses and permits.
Alongside the development activity, the City anticipates to see a slight increase in property tax revenues closer to pre-pandemic levels and account for new developments within the city. While not a major contributor to overall general fund revenue, the City is seeing an increase in revenue from Cannabis as well as in other taxes, which includes the Transient Occupancy Tax.
Another important note is that the city recently entered into an agreement to complete a comprehensive review of all fees and charges for service. As part of this process, all fees will be evaluated against the actual cost to deliver services. While some fees and charges for service may remain relatively flat, it is likely that the report and recommendations will lead to an increase in fees and therefore also revenues during Fiscal Year 2023.
FY 2021/22 FY 2021/22 FY 2021/22 FY 2023 FY 2024
Adopted Amended Year-End Proposed Proposed
Description of Revenue Budget Budget Projections Budget Budget Charges for services 6,140,420 7,540,420 8,093,763 8,112,400 8,372,650 Fines and forfeitures 1,478,500 1,478,500 751,081 1,365,500 1,417,500 Franchise Tax 11,781,000 11,781,000 11,597,584 11,781,000 11,781,000 Impact fees - - - -
Intergovernmental 2,243,602 2,746,947 1,686,496 2,357,000 2,372,000 Investment income 500,978 500,978 809,805 525,000 525,000 Licenses & permits 11,858,000 11,858,000 12,332,638 12,430,000 12,743,000 Measure S 41,016,456 41,016,456 48,730,876 46,000,000 46,000,000 Miscellaneous 2,766,037 2,778,037 409,998 3,688,697 3,709,697 Other Taxes 5,582,816 7,493,263 7,749,307 7,656,000 7,816,000 Property Taxes 19,267,608 19,267,608 19,991,785 22,500,000 23,000,000 Sales and Use Tax 45,391,210 45,391,210 45,266,161 50,000,000 51,500,000 Cannabis Revenue 2,910,446 2,910,446 5,155,726 4,120,000 4,620,000 Use of Money and Property 779,600 779,600 779,600 529,000 554,000 Utility Users Tax 22,700,000 22,700,000 23,517,277 21,430,500 20,890,000 Grand Total Revenues $174,416,673 $178,242,465 $186,872,097 $192,495,097 $ 195,300,847 City of San Bernardino
Fiscal Year 2023 and Fiscal Year 2024 General Fund Revenues General Fund Expenditures
The proposed operating budget recommends $187,036,712 in general fund expenditures for Fiscal Year 2023 and $191,487,188 in Fiscal Year 2024. This 6 Packet Pg. 103
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represents just over a 4% increase from the adopted budget for Fiscal Year 2022, and encompasses many of the added programs and enhanced service levels that were funded throughout the fiscal year.
Several factors contribute to the overall increases that touch every department. The biggest factor being the economy. The economy is currently operating in a period of significant inflation that impacts nearly every aspect of service delivery. The costs of goods and services continues to go up in nearly every contract. Further, during Fiscal Year 2021/22 the City completed and implemented a complete salary and compensation study. The outcome of that review was that nearly all salary and benefits were adjusted through the negotiation of new agreements with the City's labor units.
The staff that serve the City of San Bernardino are a vital resource and this was an important step to ensure that our compensation and benefit packages remained competitive in the marketplace. The collective impact of new positions, alongside these adjustments in salaries and benefits is felt in the general fund expenditures operating budget.
The summary of the proposed general fund departmental expenditures are in the table below.
FY 2021/22 FY 2021/22 FY 2021/22 FY 2023 FY 2024
Department Adopted Amended Year-End Proposed Proposed
Budget Budget Projections Biennial Budget Biennial Budget 010 Mayor 367,096 367,096 368,927 376,056 316,687
020 City Council 836,795 869,289 875,541 927,307 954,404 030 City Clerk 1,540,453 1,603,512 1,624,324 1,483,646 1,583,650 050 Legal Services 2,836,729 2,836,729 3,837,447 3,175,512 3,309,855 090 General Government 9,093,654 9,168,654 9,173,537 15,617,423 15,130,814 100 City Manager 1,738,851 1,727,696 1,843,263 2,317,274 2,387,033 110 Human Resource 2,003,587 2,477,929 2,489,770 2,504,411 2,583,763 120 Finance 4,909,915 5,137,836 5,025,468 5,979,907 6,196,951 150 Assessment Districts 138,000 138,000 138,000 150,000 150,000 160 Capital Projects 25,720,000 25,770,094 22,458,485 5,000,000 2,000,000 180 Community & Economic Development 7,584,317 9,430,041 9,420,515 9,635,009 9,860,020 210 Police 92,622,058 94,895,689 96,683,377 106,179,126 112,412,411 380 Parks Recreation & Community 4,747,495 4,973,860 5,017,108 4,584,329 4,571,846 400 Public Works 22,240,480 25,044,783 26,456,114 26,477,732 27,321,166 470 Library 2,745,256 3,009,601 2,861,581 2,628,980 2,708,588 Total Expenditures 179,124,684 $ 187,450,809 $ 188,273,455 $ 187,036,712 $ 191,487,188 City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Expenditures
A full breakdown of all department expenditures can be found on the department detail pages within the proposed budget. The following summaries account for only some of the key causes for significant increases within the departments:
Mayor & City Council
Increases in the City Council budget are due to slight increases in salaries for the support staff positions, as well as modest increases that were approved in Fiscal Year 2022 for postage and meetings and conferences for members of the Council. There is a decrease in Fiscal Year 2024 due to the reduced salary level for the mayor’s position. 6 Packet Pg. 104
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City Clerk
The City Clerk has no major additions to the budget and in fact sees a slight decrease in the total budget in Fiscal Year 2023 due to a contract for districting that will expire as the project has closed out.
Legal Services
The Legal Services department includes contracted City Attorney services as well as outside legal team services. The increase in both Fiscal Year 2023 & Fiscal Year 2024 is due to the increase in cost for outside legal services and the increase in litigation requiring specialty legal services.
General Government
General Government is not an official department within the city, but it is captured as a department in the city’s operating budget to account for programs and expenditures that touch all departments or don’t fit anywhere else in the organization. Within general government, there is a non-departmental program, neighborhood services, and a small portion of the Violence Intervention Program is paid here. The most significant increase between Fiscal Year 2021/22 to Fiscal Years 2023 & 2024 is the transfer of all utilities from other departments into general government. This allows for a more streamlined approach to tracking and accounting for utility costs within the organization. In General Government, there are also transfers out to other funds such as animal services that help account for the deficit between that departments planned revenues and expenditures.
City Manager’s Office
During Fiscal Year 2021/22 the City Manager’s office added three analyst positions which accounts for the increase in expenditures. They also anticipate a slight increase contractual professional services.
Human Resources
The Human Resources Department is focused on improving and expanding employee engagement programs, including significant increases to the Tuition Reimbursement program (increased by $45,000), and employee recognition program increased by $25,000. There is also a significant increase in the budget for employee training (increase of $80,000).
Finance
Similar to other departments, the largest increase in finance is due to personnel costs.
For example, in Fiscal Year 2021/22 the Finance Department created a new grants division team that is focused on supporting the grants development for the city as well as in the successful management and financial tracking of grants against local, state and federal rules.
Assessment Districts
The expenditures here reflect the general fund contribution that is required for each of the special assessment districts. These include both Community Facility Districts as well as Public Safety.
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Capital Projects
The capital projects line on the table above reflects the general fund or Measure S contribution to the planned Capital Improvement Program (CIP). The current proposed budget proposed contributing $5 million in Fiscal Year 2023 and $2 million in Fiscal Year 2024 to the CIP. This contribution is significantly smaller than in previous fiscal year budget cycles. This is largely due to an increased operating budget that has less remaining funds available for projects in the general fund. While the general fund contribution is smaller, there is still a large CIP planned over the next two fiscal years with revenue outside of the general fund. This is explained in further detail in the following sections on the CIP.
Community & Economic Development
In Fiscal Year 2021/22 the Council added an additional eight code enforcement officers to the Community & Economic Development Department. This accounted for a nearly $1 million increase to the budget that accounts for salaries, benefits, training and materials or supplies such as vehicles to support these positions. There are also slight increases to professional contractual services for real-estate consulting services and other economic development related programs.
Police
The Police Department is the largest general fund department in the City. The biggest factor in the represented increases in the Police Department is the increase in salaries and benefits, including the pension liabilities. These increases are a result of the Police Officer Association labor negotiations. In Fiscal Year 2023, this accounts for just over $5.2 million of the increase in budget from the previously adopted budget. There is an additional increase of $4.6 million in other benefit costs, including the City’s portion of the Calpers Unfunded Liability. There are similar steep increases in personnel costs into Fiscal Year 2024.
Other programmatic increases and changes within the Police Department budget include the setting up of a new commercial enforcement team. In the Traffic program there an increase requested for material and supplies to purchase motor helmets and related communication systems for $20,000 and $120,000 for patrol vehicles. In Patrol and Field Services, there’s an increase of nearly $400,000 in fleet charges for fuel in both Fiscal Year 2023 and Fiscal Year 2024. This is mainly due to the steep incline in fuel prices in the marketplace.
Parks & Recreation
With restrictions lifted from the COVID-19 pandemic, the Parks & Recreation departments anticipates that they will return to normal programming levels over the next two years. This includes funding for a newly programmed event in the Fall ($40,000). An additional $200,000 was added for citywide activities to purchase new mobile recreational programming equipment.
Public Works
The Public Works Department delivers many of the primary services of the City, 6 Packet Pg. 106
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including clean and drivable streets, tree and park maintenance, storm drain maintenance, building maintenance and many other maintenance related activities.
During the Fiscal Year 2021/22 budget cycle, the Public Works department focused on bringing services in house to reduce the contracted cost and also increase the guaranteed service level. Some of these programs include the graffiti abatement and sidewalk cleaning programs. Many of these added staff positions and therefore increased the salary costs. Further, the costs for many of the ongoing maintenance contracts have gone up due to inflation. For example, the citywide parks maintenance contract increased by $2 million annually. The increased cost has also impacted the contracts for building maintenance and many other services. The collective impact of these increased cost is reflected in the overall increase in expenditures.
Library
The Library’s budget is fairly static from the previously adopted budget. The decrease is due to the utilities being transferred into general government. There is an increase in $29,000 for early literacy programs and part-time salaries for positions to support the increased service levels of extended hours at the library.
Animal Services
While the operations for Animal Services lives in a separate fund from the general fund, it does receive a transfer in of general fund dollars to make up the difference between the revenue it collects and the expenditures. These transfers out are captured in general government. During the Fiscal Year 2021/22 mid-year update, Animal Services added several key positions to the department. Also included in their proposed budget this year is an increase of $150,000 for contracted veterinary services to support the growing demand for services at the shelter.
Capital Improvement Program
Following years of economic challenges, the recent increases in revenue has enabled the City of San Bernardino to heavily invest in its future through the maintenance, repair and building of city infrastructure. In Fiscal Year 2021/2022 the City Invested over $50 million in streets, parks, storm drains, traffic maintenance signals, buildings and more.
At the end of Fiscal Year 2022, many of these projects were awarded contracts and will move through the construction phase into Fiscal Year 2023. These projects, and any that have not yet started, will be carried over into the new fiscal year. These projects have committed and dedicated funds that will remain through the course of the project.
Looking towards the new Capital Improvement Program (CIP) for Fiscal Year 2023- 2027, the City is looking to invest an additional $42,120,044 in Fiscal Year 2023 and $9,876,057 in Fiscal year 2024 into new projects or additional funding for existing projects. The available funding and contributions for Fiscal Year 2024 will be reviewed and revisited throughout the year.
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Proposed NEW Funding by Category (Incudes NEW and Existing Projects) FY23 FY24 Buildings $ 2,050,000 $ 400,000
Parks and Recreation $ 2,645,000 $ 2,850,000
Storm Drainage $ 6,650,000 $ 650,000
Traffic Controls and Street Lighting $ 4,678,000 $ -
Streets Projects $ 26,097,044 $ 5,976,057
Other $ - $ -
$ 42,120,044 $ 9,876,057
These projects in the CIP are funded through a variety of revenue streams that live within separate funds. The dedicated funds help to ensure that the expenditures associated match the restrictions and requirements that are determined by the revenue tax measure. Some of the larger dedicated revenue streams include:
Measure I- Half-Cent Sales Tax
The City’s share of the County-wide half-cent sales tax measure approved by the voter to provide funding for street maintenance and construction.
The largest new project that this revenue will fund in Fiscal Year 2023 is the Pepper Ave Rehabilitation project. This project is in partnership with the City of Rialto and will focus on the rehabilitation of a major corridor from Baseline Rd to Mill St.
SB 1- Road Repair & Accountability Act Gas Tax
Senate Bill 1 established several local street programs that fund deferred maintenance at the local level. These funds can be used for a variety of street maintenance or maintenance within the right-of-way that include complete street, traffic signal, or storm drain improvements.
Citywide street rehabilitation programs are primarily funded through this revenue stream.
Regional Circulation Fees
These are development impact fees and the use of funds are restricted to projects that specifically improve circulation on a regional basis, including freeway interchanges, access ramps, or major access points between cities.
These fees will continue to fund the Mt Vernon Bridge Replacement, the extension of State St. and also fund the widening of 40th St from Johnson to Electric.
Local Circulation Fees
These fees are imposed on new residential, commercial, and industrial development to fund streets, signals, and bridges.
In Fiscal Year 2023, these funds will continue to support the upgrade of the traffic management center and traffic signals.
Highway Safety Improvement Program (HSIP) Grant Fund
The Highway Safety Improvement Program (HSIP) is a core federal-aid program that 6 Packet Pg. 108
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seeks to achieve a significant reduction in traffic fatalities and serious injuries on all public roads. These funds are applied for and awarded to specific projects.
In the current CIP, these funds are continuing to support signal hardware upgrades and advanced dilemma zone detection.
Storm Drain Construction Fund
New developments pay impact fees based on the size of their development for the construction and maintenance of the citywide storm drain system.
These funds support the maintenance of a variety of citywide storm drain projects including for a new storm drain on Sierra Way. Another project that is a community priority project is the improvement of the MT Vernon Storm Drain. This project is currently in design. There is an additional $3 million in funding allocated for Fiscal Year 2023 to continue supporting the design and construction of this project.
Public Use Facility Fund
The use of these funds is restricted for the construction and maintenance of public use facilities including community centers or buildings used by the general public.
In Fiscal Year 2023, there are three projects recommended for funding. These include a server room upgrade at City Hall, AC Unit replacements at the Regal Theater and a new one-stop permitting center. This permitting center will centralize all of permitting to ensure a streamlined process for our development community and local residents seeking to navigate the permit process.
Cultural Development Fund
The Cultural Development Fund is a revenue stream comprised of a construction tax on new construction or improvements. The funds are intended to be used to support cultural development programs throughout the City or any other such use as directed b the Mayor and City Council.
In Fiscal Year 2023, the funds will go toward the replacement of the roof at the Perris Hill Senior Center. The Parks Department is also looking to kick off a new master plan process. The first year of this planning endeavor will be funded through the cultural development fund, with subsequent years paid for through Measure S. This is a large pre-capital planning campaign that will actively seek the input of the community to guide the future of the parks and recreation system and facilities in the City of San Bernardino.
AB 1600 Parkland Development Impact Fee Fund
These are fees collected to fund new park facilities or to fund the maintenance of existing facilities.
These funds have paid for new field and park lighting and will also fund improvements at the Bobby Vega Park in Fiscal Year 2023.
Community Development Block Grant (CDBG) Funds
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The City receives CDBG funding through a variety of mechanisms for different programmatic purposes. Within the CIP, these funds focus on supporting projects that provide viable urban communities and improving the living conditions of all residents within the community. The funds within the CIP are all project specific.
There is one large pavement rehabilitation project expected to be funded in FY 2023 that includes 10th St from F St to G St, 49th Street from Sepulveda Ave to the end and Rialto Ave from Mt Vernon to Muscott.
Measure S
Is a specific sales tax to the City of San Bernardino that was approved by voters in November of 2020. The details pertaining to this special revenue source are noted above. In past fiscal years, these funds were treated as one-time funds and supported a large public investment in a number of capital projects- including streets, parks and buildings. As the city has expanded its operational budget to meet the needs of the community, less of these funds are available for capital projects. For Fiscal Year 2023, the staff is recommending that $5,050,000 fund capital projects and an additional $2,000,000 fund projects in Fiscal Year 2024.
American Rescue Plan (ARP) Funds
The City received a significant one-time investment of $77 million from the American Rescue plan Act. These funds are allocated toward several projects through a separate process. As projects are added through this process, they will be added to the CIP. For those projects with dedicated funds from prior fiscal years, the funds remain dedicated and will carry over into future budget cycles as the projects move through the development process.
The full recommendation of the proposed 2023-2027 CIP is included in the attachments. 2021-2025 Strategic Targets and Goals
The review of the proposed budget aligns with all key targets of the City Council’s Strategic Plan. The funding of projects and programs at every level of the organization ensure that the City can achieve the goals and priorities established by the Council.
Fiscal Impact
There is no direct fiscal impact from receiving the presentation on the proposed budget for Fiscal Year 2023 & Fiscal Year 2024 and the Capital Improvement Program for 2023-2027. The budget process ensures that the allocation of the City’s resources align with the Mayor and City Council’s vision and priorities for the community.
Staff will return to the Mayor and City Council for the adoption of the Fiscal Year 2023 & Fiscal Year 2024 Biennial Budget and Capital Improvement Program for 2023-2027 on June 15, 2022.
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Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California receive the presentation on the proposed budget for Fiscal Year 2023 & Fiscal Year 2024 and the Capital Improvement Program for 2023-2027.
Staff requests that the Mayor and Council provide any further direction on the budget development to prepare for the adoption of the budget.
The next steps in the budget development and adoption process are:
June 15 - Adoption of Fiscal Year 2023 & Fiscal Year 2024 Operating Budget and CIP 2023-2027.
Attachments
Attachment 1 Proposed Budget
Attachment 2 Presentation
Attachment 3 Proposed Capital Improvement Program 2023-2027 Ward: (All Wards)
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City of San Bernardino
Proposed Budget
Fiscal Year 2023 & Fiscal Year 2024
Building Our Future
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Packet Pg. 112 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year CITY OF SAN BERNARDINO ⚫ FY 2023 & FY 2024 PROPOSED BUDGET & 2023-2027 CAPITAL IMPROVEMENT PROGRAM
Robert D. Field, City Manager
Honorable Mayor and Members of City Council,
It is with pleasure that I present the City Manager’s Proposed Operating Budget for Fiscal Years 2023 and 2024 and Capital Improvement Program for Fiscal Years 2023-2027.
This proposed budget is currently balanced, in fact with slight surpluses, over the course of the next two fiscal years. Fiscal Year 2023 projects general fund revenues of $192,495,097 and general fund expenditures of $187,036,712. Fiscal Year 2024 projects general fund revenues of $195,300,847 and general fund expenditures of $191,487,188.
Following years of economic struggles, the City of San Bernardino has experienced a period of growth. Over the course of the last fiscal year, following a period of steady revenue growth the City focused on restoring and enhancing service levels. This proposed budget reflects the alignment of the 2021-2025 Mayor & Council Strategic Goals with the ongoing operational needs of the department and the community. The main tenets of these goals are to improve operational and financial capacity, develop focused, aligned and unified community leadership, improve quality of life and enhance our economic growth and development. In aligning these priorities with our funding opportunities, the benefits and impact deliver outcomes that are real and tangible. The City and staff remain committed to continuing to deliver excellent programs and services and will continue moving forward many of the new programs and projects that were funded through the previous fiscal year.
In fact because the City added so many new initiatives over Fiscal Year 2022, there are not many major new additions within this proposed budget in an effort to maintain what we have already funded. As the budget process is a reflection of the ongoing direction from the Mayor & Council, the iterative process of reviewing and adjusting the budget will continue throughout the approved fiscal years.
The Budget is a critical policy document for the City and provides valuable information on the City’s financial position, challenges and opportunities, and describes where funding has been assigned to align with strategic direction and priorities. This marks the first year of the implementation of the recently acquired OpenGov software used for the preparation and presentation of the budget. As you electronically navigate through the pages, you will notice that there are embedded links and images that allow the reader to navigate through various levels of the budget.
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Packet Pg. 113 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year This tool provides transparency in our budgeting process and allows the Mayor & City Council to take a deep dive into the budget in ways that weren’t previously possible.
Factors Affecting the Budget
The Economy
The general state of the economy continues to be of the utmost importance in projecting and forecasting revenues. The economy is currently experiencing significant inflation that trickles down and impacts nearly every service that the City provides. The cost of goods and services, fuel, asphalt, seed, and many more commodities has a tremendous impact on the ability of the City to deliver programs and projects within the budget. For example, many of our bids for services are returning costs higher than anticipated.
These increased costs are accounted for in the proposed budget to the best of our ability given the information available at the time.
The state of the economy also has an impact on the general fund revenue. The proposed revenue budget is explored further below, however, the City relies heavily (more than half) on sales and use tax and subsequently Measure S to fund the ongoing operations of the general fund budget. The pressures of inflation and demand spending have benefited the City tremendously over the last year. However, economic indicators and forecasts indicate that the level of spending should normalize over the next year.
We should not expect to see the continued rapid growth in these revenue streams that we have experienced in 2021 and 2022. The leveling off of these revenues is reflected in the proposed budget.
Personnel Costs
As part of the review of service levels during Fiscal Year 2021/22, the City added a considerable number of new positions, reclassified positions, and adjusted the size and scope of departments to better meet the needs of the community. Further, during last fiscal year the City completed and implemented a comprehensive compensation review.
The outcome of that review was that nearly all salary and benefits were adjusted through the negotiation of new agreements with he city’s labor units. The staff that serve the City of San Bernardino are a vital resource and it was an important step to ensure that our compensation and benefit packages remained competitive in the marketplace.
The collective impact of the addition of new positions, and the increases to salaries, benefits and ultimately pension liabilities, is felt and seen in the general fund expenditures operating budget.
General Fund Multi-Year Budgeting
This year’s proposed biennial budget is a departure from the single fiscal year budgets that the City has produced in recent years. Multi-Year budgeting and financial planning requires frequent monitoring, reporting and corrective actions as needed. The adoption of a two-year budget builds in a number of assumptions utilizing all available information available to the Finance Department and other departments at the time given the projections for available resources and the needs. While the two-year budget cycle provides greater certainty regarding ongoing funding and staffing, sound financial management of the budget requires the frequent updates.
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Packet Pg. 114 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Revenue Budget
The proposed budget includes general fund revenues of $192,495,097 in Fiscal Year 2023 and $195,300,847 in Fiscal Year 2024. This represents an increase of over 10% in revenue from the adopted budget for Fiscal Year 2022. Major contributors to the general fund revenue are of course the sales and use tax as well as the somewhat new Measure S revenue. Combined, these revenue streams comprise 50% of general fund revenue sources.
Measures S is still a relatively new funding source that doesn’t have the same historical trends to refer to in producing forecasts over the next two years. However, based on the actual numbers the City has received as well as economic indicators, the City is anticipating an additional $46 million in revenue from Measure S for both Fiscal Years 2023 and 2024. The allocation of Measure S revenue is recommended to support the ongoing operations in the departments with $5,050,000 to fund capital projects in Fiscal Year 2023 and $2,000,000 to fund capital projects in Fiscal Year 2024.
The City continues to see positive signs in economic and community development that result in higher revenues, particularly in our licensing, permitting and plan review. The proposed budget includes a nearly $2 million increase in Charges for Service from the previously adopted budget and over $500,000 increase in licenses and permits. Alongside the development activity, the City expects to see a slight increase in property tax revenues closer to pre-pandemic levels and account for new developments within the city. While not a major contributor to overall general fund revenue, the City is seeing an increase in revenue from legal Cannabis retailers as well as in other taxes, which includes Transient Occupancy Tax.
Another important note is that the city recently entered into an agreement to complete a comprehensive review of all fees and charges for service. As part of this process, all fees will be evaluated against the actual cost to deliver services. While some fees and charges for service may remain relatively flat, it is likely that the report and recommendations will lead to an increase in fees and therefore also revenues during Fiscal Year 2023.
Operating Budget
The proposed operating budget recommends $187,036,712 in general fund expenditures for Fiscal Year 2023 and $191,487,188 in Fiscal Year 2024. This represents just over a 4% increase from the adopted budget for Fiscal Year 2022, and encompasses many of the added programs and enhanced service levels that were funded throughout the fiscal year.
Within the general fund, $128,855,706 is dedicated to personnel costs. This accounts for 68% of the total expenses. The remaining 32% of expenses goes towards other nonpersonnel expenses such as programs, services and capital.
During the budget process, departments were given direction that allowed for a 1.5% increase in their maintenance and operations budgets. This allowed departments to increase services where they needed to do so in order to better deliver services to our community. These increases can be seen within the details of the department budgets.
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Packet Pg. 115 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Capital Improvement Program 2023-2027
Following years of economic challenges, the recent increases in revenue has enabled the City of San Bernardino to heavily invest in its future through the maintenance, repair and building of city infrastructure. In Fiscal Year 2021/2022 the City Invested over $50 million in streets, parks, storm drains, traffic maintenance signals, buildings and more. At the end of Fiscal Year 2022, many of these projects were awarded contracts and will move through the construction phase into Fiscal Year 2023. These projects, and any that have not yet started, will be carried over into the new fiscal year. These projects have committed and dedicated funds that will remain through the course of the project.
Looking towards the new Capital Improvement Program (CIP) for Fiscal Year 2023-2027, the City is looking to invest an additional $42,120,044 in Fiscal Year 2023 and $9,876,057 in Fiscal year 2024 into new projects or additional funding for existing projects.
Conclusion
Our community has demonstrated tremendous resilience through years of economic hardship and the impacts of the global pandemic. As we emerge into an era of sustained economic growth, sound revenue and smart financial planning we have an incredibly bright future ahead of us. While there are still numerous challenges and opportunities to tackle big problems, we remain in a strong position to do so. San Bernardino will continue to be a great place to live, work, and grow. The City‘s commitment to serving our community remains stronger than ever and with the foundation we have built over the last year, we remain committed to building an even better future.
Thank You to the Mayor and City Council for your strong partnership and vision for the future of San Bernardino. And a special Thank You to our dedicated staff who work to put this budget together.
Sincerely,
Robert D. Field
City Manager
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Packet Pg. 116 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Council Member
JUAN FIGUEROA
Ward 3
Council Member
FRED SHORETT
Ward 4
Council Member
BEN REYNOSO
Ward 5
Council Member
THEODORE SANCHEZ
Ward 1
Council Member
SANDRA IBARRA
Ward 2
Council Member
KIMBERLY CALVIN
Ward 6
Council Member
DAMON ALEXANDER
Ward 7
Mayor
JOHN VALDIVIA
Mayor
and
City Council
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Packet Pg. 117 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year CITY OF SAN BERNARDINO CITYWIDE ORGANIZATION CHART
● Elected Officials
● Appointed Staff
● Operations
Mayor
&
City Council
City
Clerk
City
Manager
City
Attorney
Human
Resources Finance
Community
& Economic
Development
Animal
Services
Citizens
Police
Parks, Rec.,
& Community
Services
Library Information
Technology Public Works
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Packet Pg. 118 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Our
Story
“Gauchama, they called it. Land of
plenty. They were the Native Americans
who in ancient times discovered and
settled a lush valley inland from the great
ocean,” so begins John Howard Week’s
ode to the city in his book San Bernardino
Bicentennial 1810-2010.
San Bernardino’s colorful history starts
in the early years of the 19th century when
Spanish missionaries settled in the region.
Mission San Bernardino was established
in 1810 and the missionaries, along with
the peoples native to the area, diverted
water to the valley from Mill Creek for
irrigation purposes. As a result, the area
flourished.
In 1822, California became a Mexican
territory. Gradually the mission period
came to a close and with it the departure of
the Spanish missionaries. The abandoned
Mission San Bernardino did not stay
vacant for long. “San Bernardino Rancho”
was granted to the Lugo Brothers in 1842
and eventually became an important
post on the trading route known as the
“Spanish Trail.”
In 1848, California joined the United
States. By this time, many rancheros had
left the area. The Lugo brothers eventually
sold San Bernardino Rancho to a party of
500 Mormon settlers in 1852 that built a
stockade around the ranch and named
it “Fort San Bernardino.” The community
prospered and was officially incorporated
as a city on April 13, 1854 with a population
of 1,200.
As the last years of the 19th century
waned, the giant railway companies eventually found their way to San Bernardino, changing it from a sleepy
town into an enterprising city. Santa Fe,
Union Pacific and Southern Pacific all
made San Bernardino the hub of their
Southern California operations.
San Bernardino’s eventual success
can be attributed to the efforts of the early
residents who included the indigenous
peoples working alongside a diverse
group of pioneering Americans originating
from Europe, Africa, China, and Israel.
The city has evolved into a modern
urban community with a bright future. The
enduring spirit and vitality of yesterday’s
pioneers are still evident and reflected in
the pride of the community.
Community Profile
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Packet Pg. 119 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Community Profile
Mary Bennet Goodcell,
Jedediah Smith, Lewis
Jacobs, Lizzy Flake
Rowan, Wong Nim, Chief
Juan Antonio, and Maria
Armenta Bermudez,
are just a few of the men
and women who made
a difference and helped
San Bernardino thrive.
Top: California Hotel; Center, L-R: Lizzie Flake Rowan, Louisa Pino and unnamed child; Bottom: Perris Hill Park CITY OF SAN BERNARDINO FY 2023 & FY 2024 PROPOSED OPERATING BUDGET 23 6.a
Packet Pg. 120 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Our
Timeline
Spanish priest
Francisco Dumetz
came upon a lush
verdant area and
promptly named it
“San Bernardino.”
1810
California State
University of
San Bernardino
opens its doors to
the first class of
students.
Grief Embers
becomes one of the
first Americans of
African descent to
own real estate in
California.
The first permanent
city hall is built on
the corner of Third
and D streets.
1857 1901 1965
G
%
Community Profile
24 6.a
Packet Pg. 121 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Community Profile
Evelyn Wilcox
becomes the first
female mayor
elected to the City of
San Bernardino.
The city suffers
a horrific mass
shooting and unites
after the tragedy to
become SB Strong!
San Bernardino is
resilient in the midst
of a global pandemic
to emerge financially
stable.
San Bernardino speed
skater, Derek Parra,
brings home the first
Olympic Gold to the
city.
1985 2002 2015 2021
CITY OF SAN BERNARDINO FY 2021-2022 ADOPTED OPERATING BUDGET 25 6.a
Packet Pg. 122 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Our
Community
Nestled south of the San Bernardino
Mountains, and west of the lower desert,
the city of San Bernardino has been recognized for its scenic beauty and strategic location.
The city is home to an international
airport, a passenger rail station, freight rail
routes, cross-docking trucking centers,
and is conveniently surrounded by interstate and state highways, making it an intermodal logistics hub.
The Metrolink commuter rail service,
available at the Santa Fe train station,
provides long distance transportation to
commuters from the San Bernardino area
to major centers of employment, such
as downtown Los Angeles, and Orange
County, within 90 minutes.
With a population of over 217,000,
San Bernardino is the largest city in
the county and serves as the county
seat. Affectionately known by locals as
“San Berdoo”, it is a community rich in
history and cultural diversity. Influences
of Native Americans, Mexican settlers,
Spanish missionaries and Mormon
immigrants can still be seen throughout
San Bernardino today.
The vision for the City is to be strong
and prosperous. City residents can expect
cost effective services as well as an
excellent public safety program, which is
dedicated to providing the highest level of
police and emergency assistance.
Quality education and programs are
important priorities to city residents.
Local institutions of learning include:
San Bernardino Unified School District
(offering transitional kindergarten to high
school), San Bernardino Valley College
(SBVC), and California State University,
San Bernardino.
New to the city is the Loma Linda University Health, San Bernardino complex.
The campus is also home to San Manuel
Gateway College, a multi-specialty medical clinic operated by Social Action Community Health System (SACHS).
Two hospitals are within City limits,
Community Hospital of San Bernardino
and St. Bernardine’s Medical Center are
both state of the art facilities.
Located approximately 60 miles east
of Los Angeles, 120 miles northeast of
metropolitan San Diego, San Bernardino
provides residents access to casinos,
Community Profile
26 6.a
Packet Pg. 123 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Community Profile
L-R: Devils Canyon, Artfest artist
Fiscalini Field
CITY OF SAN BERNARDINO FY 2023 & FY2024 PROPOSED OPERATING BUDGET 27 6.a
Packet Pg. 124 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year beaches, mountains, deserts, and worldclass cultural and sporting events.
San Bernardino also has a wide variety
of recreational and entertainment attractions. The city is home to the Inland Empire 66ers, a Class A-Advanced Minor
League affiliate of the Los Angeles Angels
of Anaheim competing in the California League.
There are also multiple art, performing art and concert venues in the city such as the historic California Theatre of
Performing Arts, Sturges Center for the
Arts, Roosevelt Bowl, National Orange
Show Events Center, Glen Helen Amphitheater, and the Garcia Center for the Arts.
Utility companies providing services to
San Bernardino residents include: Southern California Gas, Burrtec Waste Industries, City of San Bernardino Water Dept., East Valley Water District, AT &T, Charter
Communications, Time Warner Cable,
and Frontier Communications.
Major industries employing the area
include mail order fulfillment service
providers, distribution services, education,
and hospitals.
California Theatre of the Performing Arts
Community Profile
28 6.a
Packet Pg. 125 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Community Profile
Folklorico Dancers
Winter Wonderland
CITY OF SAN BERNARDINO FY 2023 & 2024 PROPOSED OPERATING BUDGET 29 6.a
Packet Pg. 126 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Our
Profile︁
$45,834 Median
Household
Income
$249,400 Median
Home 73% Value
Households
have Internet
90% Households
have a
computer
Female
50.5%
Male
49.5%
217K
Population
Hispanic,
65.20%
White,
14.40%
Black,
14.30%
Asian,
4.10%
Other,
2.00%
86,700 Labor 10% Force
Unemployment
Rate
Community Profile
30 6.a
Packet Pg. 127 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Community Profile
Community
Parks
Community
Centers
Golf
Courses
Libraries
619
64 Miles
of Street
Square Miles
of Land
36 8
2 4
Major
Employers:
Culture &
Recreation
Administrative
Services
Landmark
Community
Development
We
Swimmer
Provide: Infrastructure
Improvements
Highways &
Streets
road
Public Safety
(Police)
Shield-Virus
We
Have:
Amazon Amazon Fulfillment Center
shipping-fast Burlington Distribution Center
Money-Check Kohl's Corporation
shopping-cart Stater Bros. Markets
Graduation-Cap California State University,
San Bernardino
Bus San Bernardino Unified
School District
User-Graduate San Bernardino Valley College
Bus San Bernardino County
Superintendent of Schools
hospital-alt Dignity Health
Vest CalTrans
gavel Superior Court of California,
San Bernardino
Landmark County of San Bernardino
Hand-Holding-Usd
CITY OF SAN BERNARDINO FY 2023 & FY 2024 PROPOSED OPERATING BUDGET Sources: US Census Bureau, 2019; California Department of Finance, 2020: California Employment Development Department, 2021 31 6.a
Packet Pg. 128 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year
PRESENTED TO
City of San Bernardino
California
For the Fiscal Year Beginning
July 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
6.a
Packet Pg. 129 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year General Fund Revenues
General Fund Revenue Historical Data
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Taxes $106,666,910 $100,199,221 $131,534,328 $148,649,536 $120,485,335 $163,367,500 $165,487,000 Licenses & permits $11,842,726 $11,147,079 $12,740,646 $12,018,000 $11,185,968 $12,830,000 $13,168,000 Charges for services $4,832,700 $6,911,415 $8,252,093 $6,204,420 $8,221,365 $8,116,400 $8,762,650 Miscellaneous $2,823,299 $2,656,056 $11,675,588 $2,689,037 $459,757 $3,573,697 $3,586,697 Intergovernmental $2,170,560 $2,480,000 $8,796,337 $2,233,602 $986,274 $2,357,000 $2,372,000 Fines and forfeitures $1,457,123 $1,377,000 $582,388 $1,341,500 $701,679 $1,206,500 $1,255,500 Use of Money and Property $1,424,181 $899,996 $1,317,420 $775,000 $597,513 $525,000 $550,000 Investment income $1,087,677 $450,000 $82,341 $505,578 $751,980 $529,000 $529,000 Transfers In $0 $1,752,227 $1,460,290 $0 $0 $0 $0
TOTAL $132,305,175 $127,872,994 $176,441,430 $174,416,673 $143,389,872 $192,505,097 $195,710,847 $192,505,097.00
Revenues in 2023
Taxes
Other
Intergovernm... Miscellaneou... Charges for ... Licenses & p... $197,658,847.00
Revenues in 2024
Taxes
Other
Intergovernm... Miscellaneou... Charges for ... Licenses & p...
General Fund Summary
FY 2023 and FY 2024 Proposed Operating Budget
FY 2023 General Fund Revenue FY 2024 General Fund Revenue
6.a
Packet Pg. 130 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year General Fund Expenses
Expense by Department
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Police
Public Works
General Government
Community & Economic Development
Finance
Parks Recreation & Community
City Attorney
Library
City Manager
Human Resource
City Clerk
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Reset
Broken down by Departments General Expenses
History
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 100.0M
25.0M
50.0M
75.0M
125.0M
150.0M
175.0M
Dollars Back
Police
Public Works
General Government
Community & Economic De…
Finance
Parks Recreation & Commu…
City Attorney
Library
More (7 grouped)
Sort Large to Small
6.a
Packet Pg. 131 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expense by Type
Reset
Broken down by
Expenses General
History
Visualization
Personnel
$128,855,706 (68.0%)
Non-Personnel Expenses
$60,676,061 (32.0%)
Back
2023-24 Budget
Personnel
Non-Personnel Expenses
Sort Large to Small
General Fund Expense by Expense Type
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Personnel
Salaries $52,427,930 $52,304,135 $49,928,306 $59,973,697 $46,900,783 $70,961,827 $73,751,837 Benefits $35,250,507 $39,389,974 $38,053,705 $45,217,950 $40,280,063 $52,452,285 $55,103,869 PERSONNEL TOTAL $87,678,437 $91,694,108 $87,982,012 $105,191,647 $87,180,846 $123,414,112 $128,855,706 Non-Personnel Expenses
Internal Service Charges $18,316,308 $14,396,357 $19,067,843 $17,920,988 $17,965,063 $20,708,729 $21,864,434 Contractual Services $12,176,830 $12,179,717 $15,367,616 $14,937,663 $10,737,415 $19,627,264 $20,100,792 Maintenance and Operations $6,576,671 $7,548,260 $6,566,537 $11,432,000 $7,201,866 $12,860,384 $13,010,633 Transfers Out $2,747,274 $3,318,872 $2,592,652 $2,525,733 $863,167 $3,526,011 $3,527,415 Debt Service $3,273,352 $2,508,706 $2,332,974 $2,504,973 $864,670 $2,365,108 $1,369,981 Capital Outlay $378,135 $0 $761,746 $1,357,780 $781,604 $2,372,806 $2,207,806 Credit/billables -$521,575 -$966,100 -$519,904 -$2,466,100 $11,345 -$2,795,000 -$1,405,000
NON-PERSONNEL EXPENSES
TOTAL $42,946,994 $38,985,812 $46,169,464 $48,213,037 $38,425,131 $58,665,302 $60,676,061 TOTAL $130,625,431 $130,679,920 $134,151,476 $153,404,684 $125,605,976 $182,079,414 $189,531,767 Powered by OpenGov
6.a
Packet Pg. 132 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Citywide Full-Time Equivalent (FTE) by Department
Departments Description FY2023 FY2024
Allocated FTE Count
Animal Services 25.00 25.00
City Attorney 1.00 1.00
City Clerk 6.00 6.00
City Council 9.00 9.00
City Manager 11.00 11.00
Community & Economic Development 60.00 60.00
Finance 33.00 33.00
General Government 7.00 7.00
Human Resource 13.00 13.00
Information Technology 15.00 15.00
Library 15.00 15.00
Mayor 2.00 2.00
Parks Recreation & Community 23.00 23.00
Police 410.00 410.00
Public Works 126.00 126.00
ALLOCATED FTE COUNT 756.00 756.00
Departmental FTE Breakdown
Animal Services
Position Name FY2023 FY2024
Allocated FTE Count
ANIMAL CONTROL OFFICER II 5.00 5.00
ANIMAL SERVICES SUPERVISOR 2.00 2.00
ANIMAL SHELTER ATTENDANT 8.00 8.00
DIRECTOR OF ANIMAL SERVICES (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
LEAD ANIMAL CONTROL OFFICER 1.00 1.00
REGISTERED VETERINARY TECHNICIAN 1.00 1.00
SENIOR ANIMAL SERVICES REP. 6.00 6.00
ALLOCATED FTE COUNT 25.00 25.00
Personnel Detail
Citywide Personnel Full-Time Equivalent (FTE) Count
6.a
Packet Pg. 133 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Cit
yClerk
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVEASSISTANTTOCITYCOUNCIL (U) 1.001.00
COMMONCOUNCIL7.007.00
COUNCILADMINISTRATIVESUPERVISOR (U) 1.001.00
ALLOCATEDFTECOUNT9.009.00
CityManager
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVESUPERVISORANDEXECUTIVEASSISTANTTOTHECITYMANAGER (U) 1.001.00 ASSISTANTCITYMANAGER (U) 1.001.00
CITYMANAGER (U) 1.001.00
EXECUTIVEASSISTANT (U) 1.001.00
MANAGEMENTANALYST I (FLEX) 2.002.00
MARKETING&PUBLICRELATIONSSPECIALIST1.001.00
PUBLIC INFORMATIONOFFICER (U) 1.001.00
SENIORMANAGEMENTANALYST2.002.00
SENIOROFFICEASSISTANT (U) 1.001.00
ALLOCATEDFTECOUNT11.0011.00
Community&EconomicDevelopment
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVEASSISTANT3.003.00
ASSISTANTPLANNER (FLEX) 1.001.00
ASSOCIATEPLANNER3.003.00
BUILDING INSPECTIONSUPERVISOR1.001.00
BUILDING INSPECTOR I (FLEX) 2.002.00
BUILDINGOFFICIAL (U) 1.001.00
CDBG/HOUSINGPR0GRAMASSISTANT2.002.00
CODEENFORCEMENTDIVISIONMANAGER (U) 1.001.00
CODEENFORCEMENTOFFICER I (FLEX) 8.008.00
CODEENFORCEMENTOFFICER II 10.0010.00
COMMUNITYDEVELOPMENTBLOCKGRANT (CDBG) COORDINATOR1.001.00 COMMUNITYDEVELOPMENTTECHNICIAN4.004.00
CUSTOMERSERVICEREPRESENTATIVE3.003.00
DEPUTYDIRECTOROFHOUSINGANDHOMELESSNESS (U) 1.001.00
DEPUTYDIRECTOR/CITYPLANNER (U) 1.001.00
DIRECTOROFCOMMUNITYANDECONOMICDEVELOPMENT (U) 1.001.00
ECONOMICDEVELOPMENTPROJECTMANAGER1.001.00
ECONOMICDEVELOPMENTSPECIALIST1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
HOMELESSSERVICESCOORDINATOR1.001.00
HOUSINGCOMPLIANCESPECIALIST1.001.00
LEADBUILDING INSPECTOR1.001.00
LEADCODEENFORCEMENTOFFICER2.002.00
MANAGEMENTANALYST I (FLEX) 1.001.00
PLANNINGAIDE1.001.00
PLANNINGDIVISIONMANAGER (U) 1.001.00
PLANSEXAMINER I (FLEX) 1.001.00
PROJECTMANAGEROFCOMMUNITYDEVELOPMENTPROGRAMS (U) 1.001.00 SENIORCUSTOMERSERVICEREPRESENTATIVE1.001.00
SENIORMANAGEMENTANALYST2.002.00
SENIORPLANNER1.001.00
6.a
Packet Pg. 134 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionNameFY2023FY2024
ALLOCATEDFTECOUNT60.0060.00
Finance
PositionNameFY2023FY2024
AllocatedFTECount
ACCOUNTANT II 1.001.00
ACCOUNTANT II -PAYROLL1.001.00
ACCOUNTANT III 1.001.00
ACCOUNTINGDIVISIONMANAGER (U) 1.001.00
ACCOUNTINGTECHNICIAN II 1.001.00
ACCOUNTINGTECHNICIAN III 3.003.00
BUDGETDIVISIONMANAGER (U) 1.001.00
BUSINESSREGISTRATION INSPECTOR6.006.00
BUSINESSREGISTRATIONMANAGER1.001.00
BUSINESSREGISTRATIONREPRESENTATIVE I 2.002.00
BUYER1.001.00
DEPUTYDIRECTOROFFINANCE (U) 1.001.00
DIRECTOROFFINANCE (U) 1.001.00
DISADVANTAGEDBUSINESSENTERPRISE (DBE) SPECIALIST1.001.00 EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
GRANTSDIVISIONMANAGER (U) 1.001.00
GRANTSMANAGER (U) 1.001.00
GRANTSWRITER1.001.00
MANAGEMENTANALYST I (FLEX) 1.001.00
MANAGEMENTANALYST II 1.001.00
PAYROLLSUPERVISOR1.001.00
PROCUREMENTCONTRACTSPECIALIST1.001.00
PURCHASINGDIVISIONMANAGER (U) 1.001.00
SENIORMANAGEMENTANALYST1.001.00
TREASURYMANAGER1.001.00
ALLOCATEDFTECOUNT33.0033.00
General Government
PositionNameFY2023FY2024
AllocatedFTECount
COMMUNITY INTERVENTIONPROGRAMMANAGER (U) 1.001.00
NEIGHBORHOOD&CUSTOMERSVCSMGR (U) 1.001.00
SENIORCUSTOMERSERVICEREP. (BIL) 4.004.00
STATIONMANAGER1.001.00
ALLOCATEDFTECOUNT7.007.00
HumanResources
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVECLAIMSSPECIALIST1.001.00
DEPUTYDIRECTOROFHUMANRESOURCES (U) 1.001.00
DIRECTOROFHUMANRESOURCES (U) 1.001.00
DIVERSITY, EQUITY& INCLUSIONOFFICER (U) 1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
HUMANRESOURCESANALYST1.001.00
HUMANRESOURCESTECHNICIAN2.002.00
SENIORHUMANRESOURCESTECHNICIAN2.002.00
SENIORHUMANRESOURCES/RISKANALYST3.003.00
ALLOCATEDFTECOUNT13.0013.00
6.a
Packet Pg. 135 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Information Technology
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 1.00 1.00
DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00 DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00
ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 1.00 1.00 GIS ADMINISTRATOR 1.00 1.00
INFORMATION TECHNOLOGY ANALYST II 2.00 2.00
INFORMATION TECHNOLOGY MANAGER 2.00 2.00
SENIOR GIS ANALYST 1.00 1.00
SENIOR INFORMATION TECHNOLOGY ANALYST 3.00 3.00
SENIOR INFORMATION TECHNOLOGY TECHNICIAN 1.00 1.00
SENIOR NETWORK SYSTEMS ADMINISTRATOR 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
Legal Services
Position Name FY2023 FY2024
Allocated FTE Count
LEGAL ADMINISTRATIVE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 1.00 1.00
Library
Position Name FY2023 FY2024
Allocated FTE Count
TECHNOLOGY LIBRARIAN 1.00 1.00
LIBRARY CIRCULATION SUPERVISOR 1.00 1.00
LITERACY PROGRAM COORDINATOR 1.00 1.00
LIBRARIAN I (FLEX) 1.00 1.00
LIBRARIAN II 1.00 1.00
LIBRARY DIRECTOR (U) 1.00 1.00
LIBRARY PROGRAM COORDINATOR 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
LIBRARY TECHNICIAN I (FLEX) 1.00 1.00
LIBRARY NETWORK ADMINISTRATOR 1.00 1.00
LIBRARY TECHNICIAN II 4.00 4.00
LIBRARY NETWORK TECHNICIAN 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
Mayor's Oce
Position Name FY2023 FY2024
Allocated FTE Count
EXECUTIVE ASSISTANT TO MAYOR (U) 1.00 1.00
MAYOR 1.00 1.00
ALLOCATED FTE COUNT 2.00 2.00
6.a
Packet Pg. 136 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
arks, Recreation, andCommunityServices
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVEASSISTANT2.002.00
AQUATICSSUPERVISOR1.001.00
COMMUNITYRECREATIONMANAGER2.002.00
COMMUNITYRECREATIONPROGRAMCOORDINATOR7.007.00
COMMUNITYRECREATIONPROGRAMSUPERVISOR2.002.00
COMMUNITYSERVICESCENTERSUPERVISOR1.001.00
COMMUNITYSERVICESPROGRAMCOORD. 2.002.00
DIRECTOROFPARKS/REC/COMMUNITYSERVICES (U) 1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
FOODSERVICESUPERVISOR1.001.00
MANAGEMENTANALYST I (FLEX) 2.002.00
VOLUNTEERCOORDINATOR (GRANTFUNDED) 1.001.00
ALLOCATEDFTECOUNT23.0023.00
Police
PositionNameFY2023FY2024
AllocatedFTECount
ACCOUNTINGTECHNICIAN I (FLEX) 2.002.00
ADMINISTRATIVEASSISTANT1.001.00
ASSISTANTCHIEFOFPOLICE1.001.00
CHIEFOFPOLICE1.001.00
COMMUNITYSERVICESOFFICER28.0028.00
CRIMEANALYST3.003.00
CRIMINAL INVESTIGATIONOFFICER10.0010.00
DETECTIVE/CORPORAL44.0044.00
EXECUTIVEASSISTANT2.002.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
FORENSICSSPECIALIST I (FLEX) 3.003.00
FORENSICSSPECIALIST II 6.006.00
FORENSICSSUPERVISOR1.001.00
LIEUTENANT12.0012.00
MANAGEMENTANALYST II 1.001.00
MARKETING&PUBLICRELATIONSSPECIALIST1.001.00
PARKINGENFORCEMENTOFFICER7.007.00
POLICECAPTAIN (U) 3.003.00
POLICEDISPATCHSUPERVISOR4.004.00
POLICEDISPATCHER I (FLEX) 7.007.00
POLICEDISPATCHER II 18.0018.00
POLICEFLEETMAINTENANCEEXPEDITOR1.001.00
POLICEOFFICER183.00183.00
POLICEP&TTECHNICIAN2.002.00
POLICERECORDSSUPERVISOR2.002.00
POLICERECORDSTECHNICIAN I (FLEX) 6.006.00
POLICERECORDSTECHNICIAN II 10.0010.00
PROPERTY&EVIDENCESUPERVISOR1.001.00
PROPERTYANDEVIDENCETECHNICIAN I (FLEX) 2.002.00
SENIORMANAGEMENTANALYST1.001.00
SENIOROFFICEASSISTANT3.003.00
SERGEANT43.0043.00
ALLOCATEDFTECOUNT410.00410.00
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Packet Pg. 137 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ublicWorks
PositionNameFY2023FY2024
AllocatedFTECount
ACCOUNTINGTECHNICIAN II 2.002.00
ADMINISTRATIVEASSISTANT2.002.00
ADMINISTRATIVESERVICESSUPERVISOR1.001.00
ARBORIST1.001.00
ASSESSMENTDISTRICT/REALPROPSPECIALIST1.001.00
CEMETERYCARETAKER1.001.00
CIVILENGINEERINGDIVISIONMANAGER (U) 1.001.00
CONSTRUCTIONMANAGER1.001.00
CUSTODIALSUPERVISOR1.001.00
CUSTODIAN8.008.00
DATAANALYST1.001.00
DEPUTYDIRECTOROFPUBLICWORKS/CITYENGINEER (U) 1.001.00
DIRECTOROFPUBLICWORKS (U) 1.001.00
ELECTRICIAN I (FLEX) 1.001.00
ENGINEERINGASSISTANT I (FLEX) 2.002.00
ENGINEERINGASSISTANT II 4.004.00
ENGINEERINGASSISTANT III 1.001.00
ENGINEERINGASSOCIATE1.001.00
ENGINEERINGPROJECTMANAGER1.001.00
ENGINEERINGTECHNICIAN2.002.00
ENVIRONMENTALPROGRAMSCOORDINATOR1.001.00
EQUIPMENTMAINTENANCESUPERVISOR1.001.00
EQUIPMENTMECHANIC II 7.007.00
EQUIPMENTSERVICEWORKER2.002.00
EXECUTIVEASSISTANT1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
FACILITIES&FLEETMAINTENANCEDIVISIONMANAGER (U) 1.001.00 FACILITIESMAINTENANCEMECHANIC4.004.00
FACILITIESMAINTENANCESUPERVISOR1.001.00
FORESTRYSUPERVISOR1.001.00
GROUNDWORKERARBORIST2.002.00
HVACMECHANIC1.001.00
LANDSCAPE& IRRIGATION INSPECTOR I (FLEX) 1.001.00
LANDSCAPE& IRRIGATION INSPECTOR II 3.003.00
LEADCUSTODIAN1.001.00
LEADEQUIPMENTMECHANIC1.001.00
LEADMAINTENANCEWORKER4.004.00
LEADPARKSCONSTRUCTIONANDMAINTENANCEWORKER1.001.00
MAINTENANCESUPERVISOR1.001.00
MAINTENANCEWORKER I (FLEX) 17.0017.00
MAINTENANCEWORKER II 4.004.00
MAINTENANCEWORKER III 6.006.00
MANAGEMENTANALYST I (FLEX) 1.001.00
NPDES INSPECTOR I (FLEX) 1.001.00
NPDES INSPECTOR II 1.001.00
NPDESMANAGER1.001.00
OPERATIONS&MAINTENANCEDIVISIONMANAGER (U) 1.001.00
PARKSANDLANDSCAPEMAINTENANCESUPERVISOR1.001.00
PARKSMAINTENANCEWORKER II 2.002.00
PLUMBER1.001.00
POOLMAINTENANCECOORDINATOR1.001.00
PRINCIPALCIVILENGINEER1.001.00
PUBLICWORKS INSPECTOR I (FLEX) 2.002.00
PUBLICWORKS INSPECTOR II 2.002.00
PUBLICWORKSSAFETYANDTRAININGOFFICER1.001.00
REALPROPERTYMANAGER2.002.00
SENIORARBORIST1.001.00
SENIORMANAGEMENTANALYST1.001.00
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Packet Pg. 138 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionNameFY2023FY2024
SENIOROFFICEASSISTANT1.001.00
SOLIDWASTEFIELD INSPECTOR1.001.00
TRAFFICENGINEER1.001.00
TRAFFICENGINEERINGASSOCIATE2.002.00
TRAFFICSIGNALANDLIGHTINGSUPERVISOR1.001.00
TRAFFICSIGNALTECHNICIAN I (FLEX) 1.001.00
TRAFFICSIGNALTECHNICIAN II 2.002.00
TRAFFICSIGNALTECHNICIAN III 1.001.00
ALLOCATEDFTECOUNT126.00126.00
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Packet Pg. 139 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Other Funds Revenues
Other Fund Historical Revenues
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Fiduciairy
Agency Funds $0 $0 $0 $0 $59,442 $0 $0
Private Purpose Trust
Successor Agency $16,168,593 $16,790,462 $10,952,123 $30,306,413 $1,749,756 $0 $0
PRIVATE PURPOSE TRUST
TOTAL $16,168,593 $16,790,462 $10,952,123 $30,306,413 $1,749,756 $0 $0 FIDUCIAIRY TOTAL $16,168,593 $16,790,462 $10,952,123 $30,306,413 $1,809,198 $0 $0 Bankruptcy Settlement $1,064,525 $900,000 $755,920 $100,000 $3,580 $73,370 $73,370 General Plan Update $0 $0 $334,806 $2,051,260 $35,009 $2,051,260 $2,051,260 Donations Fund $1,500,000 $0 $736,622 $0 $0 $0 $0
American Rescue Plan Fund $0 $0 $13,240 $38,828,203 $76,672 $0 $0 Special Revenue
Cable Television Fund $292,806 $285,000 $217,820 $290,000 $208,656 $283,500 $283,500 Asset Forfeiture $153,542 $0 $119,540 $0 $166,619 $0 $0 AB2766 Air Quality $261,720 $255,000 $210,438 $253,500 $210,680 $203,500 $203,500 Emergency Solutions Grant CV1 $0 $0 $203,661 $0 $228,301 $0 $0 Emergency Solutions Grant CV2 $0 $0 $155,465 $0 $1,611,620 $0 $0 Emergency Solutions Grant 14.231 $244,675 $295,799 $392,708 $290,457 $14,893 $327,970 $290,457 Home Improvement Part 14.239 $1,314,495 $3,340,478 $367,724 $1,795,707 $897,749 $1,445,707 $1,445,707 Gang and Street Asset Forfeiture $72,903 $0 $7,392 $15,000 $24,287 $7,500 $7,500 Community Developmnt Block
Grant $3,661,991 $4,223,184 $2,392,849 $3,259,910 $1,890,869 $3,299,910 $3,259,910 Neighborhood Stabil Prog (NSP1) $0 $360,000 $843,413 $546,000 $290,489 $0 $0 Neighborhood Stabil Prog(NSP3) $0 $0 $0 $904,500 $0 $0 $0 Federal Grant Programs $4,187,264 $1,034,249 $10,450,089 $7,457,784 $2,349,933 $6,198,738 $7,123,317 Animal Control $2,241,727 $2,681,872 $2,471,445 $3,003,233 $1,091,735 $3,717,091 $3,729,145 RMRA-GAS TAX $4,149,052 $3,767,880 $4,047,376 $4,231,807 $2,885,183 $0 $0 Gas Tax Fund $4,770,621 $5,139,614 $4,758,339 $5,255,477 $3,847,007 $0 $0 Low Mod Housing Fund $930,311 $20,000 $762,504 $445,770 $1,936,380 $1,010,000 $500,000 Traffic Safety $1,083,588 $560,000 $767,989 $576,000 $697,845 $760,000 $760,000 Measure I $4,710,755 $3,198,950 $5,053,278 $4,448,000 $3,244,087 $0 $0 CDBG-CV 1 $0 $0 $112,285 $0 $688,343 $0 $0
Sewer Line Maintenance $210 $0 $13,964 $0 $67 $0 $0
CDBG-CV 3 $0 $0 $0 $0 $119,301 $0 $0
PLHA Program $0 $0 $0 $0 $466,333 $0 $0
Other Funds Summary
FY 2023 and FY 2024 Proposed Operating Budget
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Packet Pg. 140 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year 2019 - 20 Actual
2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget SPECIAL REVENUE TOTAL $28,075,660 $25,162,026 $33,348,277 $32,773,145 $22,870,378 $17,253,916 $17,603,036 Capital Project
Verdemont Capital Project $5,550 $0 $135,952 $0 $850 $0 $0 Park Construction Fund $3,223 $0 $57 $0 $334 $0 $0
Sewer Line Construction $2,693 $0 $11,611 $0 $1,619 $0 $0 Public Improvement Fund $25,049 $10,000 $260 $12,000 $1,289 $0 $0 Cultural Developmnt Construction $1,464,372 $600,000 $462,705 $640,000 $943,607 $0 $0 Storm Drain Construction $1,881,636 $1,500,000 $669,954 $1,605,000 $2,828,445 $0 $0 Assessment District $1,210,022 $1,345,920 $1,390,176 $138,000 $816,796 $0 $0 Prop 1B - Local Street $1,419 $2,000 $25 $500 $147 $0 $0 Law Enforcement Facilties $251,682 $80,000 $214,478 $100,000 $263,548 $0 $161,200 Local Regional Circulation $338,454 $200,000 $94,315 $150,000 $396,237 $300,000 $302,250 Regional Circulation System $4,084,204 $1,500,000 $929,556 $1,825,000 $5,221,599 $2,160,000 $2,216,500 Library Facilities $141,212 $10,000 $78,482 $35,000 $180,299 $0 $0 Public Use Facilities $242,619 $15,000 $133,962 $60,000 $308,056 $150,000 $151,125 Aquatics Facilities $72,108 $5,000 $40,099 $20,000 $92,169 $40,000 $40,300 AB 1600 Parkland And Op $338,582 $80,000 $574,387 $275,000 $401,998 $260,000 $261,950 Quimby Act Parkland $1,072,947 $70,000 $490,960 $215,000 $2,214,464 $0 $0 CAPITAL PROJECT TOTAL $11,135,772 $5,417,920 $5,226,980 $5,075,500 $13,671,458 $2,910,000 $3,133,325 Debt service
Verdemont Improvement Loan $33,459 $0 $0 $17,000 $0 $0 $0 AD 1015 New Pine Debt Service $5,980 $0 $0 $0 $0 $0 $0
DEBT SERVICE TOTAL $39,439 $0 $0 $17,000 $0 $0 $0
Proprietary
Enterprise $739,111 $500,000 $1,245,844 $535,000 $392,395 $1,285,000 $1,285,000 Internal Service $21,154,378 $17,358,245 $22,477,410 $20,913,523 $19,968,768 $23,504,658 $24,725,262 PROPRIETARY TOTAL $21,893,489 $17,858,245 $23,723,254 $21,448,523 $20,361,163 $24,789,658 $26,010,262 TOTAL $79,877,477 $66,128,653 $75,091,223 $130,600,044 $58,827,458 $47,078,204 $48,871,253 $47,078,204.04
Revenues in 2023
Proprietary
Bankruptcy S... General Plan... Capital Proj...
Special Reve...
$48,871,252.60
Revenues in 2024
Proprietary
Bankruptcy S... General Plan... Capital Proj...
Special Reve...
FY 2023 Other Fund Revenues FY 2024 Other Fund Revenues
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Packet Pg. 141 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Other Funds Expenses
Other Funds Expenses by Department
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Animal Services
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Parks Recreation & Community
Special Assessment District
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Reset
Broken down by Departments Expenses
History
Funds
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
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Packet Pg. 142 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Other Funds Expense by Expense Type
Reset
Broken down by
Expenses
History
Funds
Visualization
Non-Personnel Expenses
$34,972,637 (74.4%)
Personnel
$12,008,419 (25.6%)
Back
2023-24 Budget
Non-Personnel Expenses
Personnel
Sort Large to Small
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Internal Service Charges
Capital Outlay
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Salaries
Benefits
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget
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Packet Pg. 143 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Capital Improvement Plan Revenues
Capital Improvement Plan - Revenues
2022 - 23 Budget 2023 - 24 Budget
Intergovernmental $8,547,000 $8,611,500
Charges for services $1,970,000 $1,985,000
Licenses & permits $835,000 $841,375
Impact fees $845,000 $690,138
Use of Money and Property $155,500 $155,594
TOTAL $12,352,500 $12,283,607
Reset
Broken down by
Revenues Governmental Capital Improvement Projects
History
Visualization
Intergovernmental
$8,611,500 (70.1%)
Charges for services
$1,985,000 (16.2%)
Licenses & permits
$841,375 (6.8%)
Impact fees
$690,138 (5.6%)
Use of Money and Property
$155,594 (1.3%)
Back
2023-24 Budget
Intergovernmental
Charges for services
Licenses & permits
Impact fees
Use of Money and Property
Sort Large to Small
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Packet Pg. 144 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Grant Funding
The City of San Bernardino actively pursues outside grant funding to supplement the currently available resources. By leveraging general fund dollars, the City can expand services and programs that serve our community. Grant funding is primarily managed at the program level by the department that receives the funds. The newly formed grants division within the Finance Department supports the administrative and nancial components of the grants management to ensure compliance with all local, state and federal requirements.
COMMUNITY & ECONOMIC DEVELOPMENT
Community Development Block Grant (CDBG)
FY 2023 Amount Anticipated: $3,259,910
FY 2024 Amount Anticipated: $3,259,910
Source: Housing and Urban Development (HUD)
Expiration: Continuous
Annually, the City applies to HUD for CDBG funds via its submittal of an Annual Action Plan. The object of CDBG is to develop viable urban communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally for persons of low and moderate income. The City utilizes CDBG funds for improvements related to the Americans with Disabilities Act (ADA), street and sidewalk improvements; replacement of park playground equipment; a Micro- enterprise Program which provides training for small business entrepreneurs; and Fair Housing.
Emergency Solution Grant (ESG)
FY 2023 Amount Anticipated: $327,970
FY 2024 Amount Anticipated: $327,970
Source: Housing and Urban Development (HUD)
Expiration: Continuous
The Emergency Solutions Grants (ESG) provides funds for the engagement of individuals and families who are homeless; improvement of homeless shelters and operation of shelters; rapid re-housing of Grants Narrative
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Packet Pg. 145 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year homeless persons and funds to keep persons who are housed from becoming homeless through rental assistance. The program assists individuals and families quickly regain stability in permanent housing after experiencing a housing crisis or homelessness.
Home Investment Partnership (HOME)
FY 2023 Amount Anticipated: $1,395,707
FY 2024 Amount Anticipated: $1,395,707
Source: Housing and Urban Development (HUD)
Expiration: Continuous
The HOME Program provides funds for activities such as housing rehabilitation, homeownership, and the construction multi-family rental housing to benet persons of very low and low income. Typically, HOME funds are made available in the form of low interest loans. The City funds an owner-occupied rehabilitation loan program with HOME funds, as well as a rst-time ownership inll housing program General Government
California Violence Intervention & Prevention Grant Program (CalVIP) FY 2023 Amount Anticipated: $450,000
FY 2024 Amount Anticipated: $450,000
Source: Board of State & Community Corrections (BSCC)/ (California State Grant) Expiration: Renewable
The CalVIP State grant is a cost reimbursement grant program. The grant funds the City’s Violence Intervention Program service providers. The Violence Intervention Program (VIP) is designed to break the cycle of violence by reducing retaliatory gang related homicides and non-fatal injury shootings throughout the City of San Bernardino. Strategies for violence intervention include a focused deterrence and community-oriented policing in combination with trauma informed culturally relevant intervention strategies, such as street outreach, case management, and linkages to appropriate human services.
Grant goals are to reduce group related shootings by 5% each year; and reduce victimization and violent recidivism among program participants by 15% by the end of the grant cycle.
The City was awarded a California Board of State and Community Corrections, multiyear 100% matching grant for $1.5 million that provides supportive services to and allows for the delivery of intervention services through June 30, 2023. The State will conduct a scal and program audit July 1, 2023 – December 31, 2023.
Grant and matching funds support program administration, contractor sta salaries, benets, program participant related costs, and proactive engagement activities Youth Reinvestment Grant Program (YRG)
FY 2023 Amount Anticipated: $268,913
Source: Board of State & Community Corrections (BSCC)/ (California State Grant) Expiration: 6/30/2023
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Packet Pg. 146 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year The San Bernardino Youth Reinvestment & Development Program (YRG) is designed to divert at risk youth ages 14 – 21 years of age from the juvenile justice system through evidence-based, trauma informed case management, culturally relevant programming such as academic support, job training opportunities, and linkages to existing human services. The grant cycle started July 1, 2019 and ends February 28, 2023. Juvenile diversion services are provided in collaboration with community-based service providers: Southern California Mountains Foundation, Urban Conservation Corps and Operation New Hope. Grant goals are to establish a multisector implementation team made up of service providers, law enforcement partners, and academic institutions; and, provide juvenile diversion services to a minimum of 210 youth by the end of grant cycle.
Grant and matching funds support program administration, contractor sta salaries, benets, program participant related costs, and proactive engagement activities. David Miranda, Community Intervention Program Manager is listed as the day-to-day grant contact.
Library
California Library Literacy Services
FY 2023 Amount Anticipated: $87,752
FY 2024 Amount Anticipated: $70,547
Source: California State Library
Expiration: Renewable
This annual grant is in support of Adult and Family Literacy services, oered to our community. The services include Adult Basic Education, GED preparation, Citizenship Preparation, and Family Literacy.
Any Cash Match is covered by the US Department of Education allocation. The funds for Adult and Family Literacy are lumped together and are allocated:
Adult Literacy: $67,502
Family Literacy: $20,250
Adult Education and Family Literacy Act
FY 2023 Amount Anticipated: $142,828
FY 2024 Amount Anticipated: $142,828
Amount Anticipated: $142,828
Source: U.S. Department of Education
Expiration: Renewable
Formal grant title is Workforce Innovation and Opportunity Act, Title II: Adult Education and Family Literacy Act, Public Law 113-128, Section 225, Section 231, and Section 243. These funds, known as WIOA, allow the Literacy Department to provide services for Adult Basic Education, GED preparation, Citizenship Preparation, English as a Second Language, and Digital Literacy. In-kind funding match is in the form of forgiven rent for the Lifelong Learning Center space in the Main Library facility. Our partnership with the San Bernardino County Workforce Development Board and the Workforce Innovation and Opportunity Act One-Stop Partners is an extension of these funds and the main grant function to help provide skills to our community members for workforce development.
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Packet Pg. 147 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Parks, Recreation, and Community Services
Retired Senior Volunteer Program (RSVP)
FY 2023 Amount Anticipated: $59,848
FY 2024 Amount Anticipated: $54,809
Source: Corporation for National & Community Service (CNCS) Expiration: 4/1/2022 to 3/31/2025
An estimated 269 RSVP Volunteers will serve in a support role in these various areas: Disaster preparedness, response, mitigation and/or recovery, transportation, companionship, nutrition, senior services and tutoring programs. These volunteers will collectively provide over 29,000 hours these areas.
Funding from CNCS will pay for personnel, training, and volunteer costs.
Senior Companion Program (SCP)
FY 2023 Amount Anticipated: $342,812
FY 2024 Amount Anticipated: $342,812
Source: Corporation for National & Community Service (CNCS) Expiration: 7/1/22 to 6/30/2025
Seniors helping seniors is the purpose of the Senior Companion Program. Registered volunteers provide companionship, meal preparation, grocery shopping, transportation to and from medical appointments and pharmacies for those adults with physical, emotional, or mental health limitations, most of whom are elderly. These valuable approximately forty-ve volunteers provide approximately 160 clients with 49,000 hours of personal service.
Senior Nutrition Program
FY 2023 Amount Anticipated: $348,749
FY 2023 Amount Anticipated: $377,791
Source: Corporation for National & Community Service (CNCS) Expiration: 7/1/22 to 6/30/2025
The Senior Nutrition Program provides meals for seniors aged 60 years and older at six sites: 5th Street Senior Center, Perris Hill Senior Center, Hernandez Community Center, Lytle Creek Community, Highland Senior Center, and New Hope Family Life Center. The program will serve an average of 250 clients per day and a yearly estimated total of 47,000 to 52,000 meals.
Police
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Packet Pg. 148 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year COPS Option Enhancing Law Enforcement Activity Subaccount Amount Anticipated: Unknown
Source: COPS Option Enhancing Law Enforcement Activity Subaccount Expiration: Continuous
Funds from the Citizens Option for Public Safety grant from the State of California to be used exclusively for funding frontline municipal police services. Funding is directly applied as a transfer to the General Fund. There is no guarantee on the amount of funding from this grant allocation, historically the average is $500,000 per year.
COPS Hiring Program 2021
FY 2023 Amount Anticipated: $1,020,740
FY 2024 Amount Anticipated: $1,020,740
Source: US Dept. of Justice - Community Oriented Policing Expiration: 9/30/2026
The COPS Hiring grant osets the cost of 8 police ocer positions hired after Oct. 1, 2021. The grant reimburses up to $125,000 of an ocers salary and benets per year. There is no local match requirement in this grant. Ocer positions must be maintained for two year following the three year grant funding period. Total Federal funding is $3,312,953 for the grant period of 10/1/2021 – 9/30/2024.
EMPG 2020 (Emergency Management Performance Grant)
FY 2023 Amount Anticipated: $31,330
Source: County of San Bernardino
Expiration: 6/30/2023
The COPS Hiring grant osets the cost of 8 police ocer positions hired after Oct. 1, 2021. The grant reimburses up to $125,000 of an ocers salary and benets per year. There is no local match requirement in this grant. Ocer positions must be maintained for two year following the three year grant funding period. Total Federal funding is $3,312,953 for the grant period of 10/1/2021 – 9/30/2024.
HSGP FY2020 (Homeland Security Grant Program)
FY 2023 Amount Anticipated: $41,111
Source: San Bernardino County Fire
Expiration: 5/31/2023
The Homeland Security Grant Program is administered by the San Bernardino County Emergency Operations division. Grant funds are used to provide funding for preventing, protecting against, mitigating, responding to and recovering from acts of terrorism or other threats. This year’s funding will be used to improve security at police headquarters. Total grant award is $41,111 for the grant period 10/1/21 – 5/31/23. This grant was fully appropriated into the FY21/22 budget, unspent funds will be carried over to FY2022/2023.
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Packet Pg. 149 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year OTS PT22066 – Oce of Trac Safety
FY 2023 Amount Anticipated: $116,700
Source: National Highway Trac Safety Administration
Expiration: 9/30/2022
OTS grant funds are used to conduct trac programs aimed at reducing the number of victims killed and injured in trac collisions. The total grant award is $445,000 for the grant period of 10/1/21 – 9/30/2022.
The remainder of funding will be carried over to FY2022/2023.
Justice Assistance Grant (JAG) 2017
FY 2023 Amount Anticipated: $164,477
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2022
The JAG 2017 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2017 JAG grant will be used for the purpose of purchasing equipment needed by the police department. Total grant funding is $164,477 for the grant period of 10/1/2017 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23
Justice Assistance Grant (JAG) 2018
FY 2023 Amount Anticipated: $182,366
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2022
The JAG 2018 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2018 JAG grant will be used for the purposes of overtime and purchasing equipment needed by the police department. Total grant funding is $182,366 for the grant period of 10/1/2018 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Justice Assistance Grant (JAG) CESF 2020
FY 2023 Amount Anticipated: $55,000
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2022
The JAG 2018 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance
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Packet Pg. 150 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2018 JAG grant will be used for the purposes of overtime and purchasing equipment needed by the police department. Total grant funding is $182,366 for the grant period of 10/1/2018 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Tobacco Grant Award
FY 2023 Amount Anticipated: $303,175
FY 2024 Amount Anticipated: $315,000
Source: State of California, Dept. of Justice
Expiration: 6/30/2024
The JAG 2018 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2018 JAG grant will be used for the purposes of overtime and purchasing equipment needed by the police department. Total grant funding is $182,366 for the grant period of 10/1/2018 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Public Works
Used Oil Payment Program OPP12 (OPP)
FY 2023 Amount Anticipated: $28,629
FY 2024 Amount Anticipated: $28,629
Source: CalRecycle
Expiration: Renewable
Local certied collection centers within the City boundaries collect all used oil from residents. It is the City’s responsibility to monitor that collection, provide public education and outreach to the residents, and submit annual reports to CalRecycle. The award amount of $28,629 for FY 22/23 has been approved and will be received in late April or early May 2022. The grant period is from July 1, 2021 – June 30, 2023 and will need to be appropriated accordingly into FY 22/23 budget.
City/County Payment Program (CCPP)
FY 2023 Amount Anticipated: $53,600
FY 2024 Amount Anticipated: $53,600
Source: CalRecycle
Expiration: Renewable
Beverage container recycling is essentially all public education and outreach. It is the biggest component of municipal waste recycling. Education and outreach must address all the components of recycling.
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Packet Pg. 151 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Implementing and monitoring this program can shift the behavior for the targeted residents, necessitating a strong education eort. Education includes Earth Day events, collaboration with IE 66ers, Burrtec Waste Industries, EcoHero Show LLC and a web/mobile application with online services including calendars, widgets, newsletters, reminders, messaging, tools, social media and events. CCPP 2019/20 funding of $53,751 was received from CalRecycle in July 2021 for the grant period of April 2022 – March 2023. This grant money will need to be carried over to FY 22/23 budget.
Waste Tire Cleanup Grant
FY 2023 Amount Anticipated: $15,000
FY 2024 Amount Anticipated: $15,000
Source: CalRecycle
Expiration: Renewable
Waste tire cleanup grant program provides grant monies for personnel duties, collection, transportation, and proper disposal of waste tires that are found throughout the City of San Bernardino. The City pays for all the costs related to waste tire cleanup up front and is then reimbursed when a payment request is submitted. The City utilizes the monthly residential city cleanup day to collect unwanted waste tires from residents free of charge. Evolving public education and outreach methods are essential to help inform residents of the dierent avenues to dispose waste tires, rather than dump them illegally throughout the City of San Bernardino. Eorts to spend the money during the grant term will be in partnership with Burrtec Waste Industries. Typically, this grant has a term of 2 years from the determined grant start date.
Animal Services
San Manuel Vet Grant
Total Amount Anticipated: $1.1 M
Source: San Manuel Band of Mission Indians
Expiration: Renewable
Funds were granted to cover the purchase of a mobile veterinary vehicle as well as funds for stang.
Department is working to purchase the vehicle and onboard sta.
San Manuel Grant
Total Amount Anticipated: $1.5 M
Source: San Manuel Band of Mission Indians
Expiration: Renewable
Funds are being disbursed through FY 2022-2023 at $500,000.00 annually to cover the cost of facility upgrades at the current shelter, veterinary care for impounded pets, veterinary care, including vaccines,
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Packet Pg. 152 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year spay neuter and microchips for the community as well as design services for the new/replacement shelter.
Best Friends Grant
Total Amount Anticipated: $45,000
Source: Best Friends Animal Society
Expiration: Renewable
Department received $45,000 in grant funding to help establish a kitten foster program with bottle baby kits and funding for supplies as well as vet care for this population. Best Friends regularly oers grant funding for shelters to oset the cost of programming.
City Website | Transparency Portal | Table of Contents
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Packet Pg. 153 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year D
epartmentOverviewDivisions
TheMayorandCityCouncil voted toestablish
Animal Servicesas itsowndepartment on
December4, 2019. The Animal Service
sdepartment caresforall lost, abandoned, injured, and seized animals in the city’s shelter until they can be returned to their owners or adopted by a member of the public. The department is comprised of three units: Administration, Field Services, and Shelter Services Administration
FieldServices
ShelterServices
Animal Services
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Packet Pg. 154 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did Animal Services achieve in Fiscal Year 2021/22?
1. The save rate for dogs from the beginning of the scal year through February 28, 2022 was 93%.
This is an increase of 1% over the previous scal year’s save rate of 92%. In addition to the increased save rate, the department also impounded 500 more dogs this year to date over the prior year. (Save rate represents the percentage of animals impounded with live outcomes)
2. The save rate for cats from the beginning of the scal year through February 28, 2022 was 69%. This is a decrease of 5% from the previous year’s save rate of 74%. The reduction in save rate is due to the department no longer impounding healthy stray cats. We have been focused on helping those animals that truly need us; the sick, injured and underage. This population has a lower survival rate when compared to the healthy population of cats.
3. 13% of all animals impounded were returned to their owner from the beginning of the scal year through February 28, 2022.
4. Celebrated the completion of several facility upgrades in December 2021 with a public Grand Re- Opening Event
5. The Department oered License Amnesty to pet owners from July 1 through August 31, 2021. The amnesty event resulted in an increase of 300 pet licenses and $14,000 in revenue over the previous year.
6. Awarded grant funding from the San Manuel Band of Mission Indians in the amount of $1.1 million dollars, for a mobile veterinary vehicle with a surgery suite and veterinary sta to care for the animals at the shelter and in the community.
7. Dog licensing fees represented 49% of the Department’s revenue for the scal year to date.
8. The Department has received over $16,000 in donations scal year to date. These monies help cover the cost of vet care and special programs for pets in the shelter; donations can be made online through the Animal Services page on the city’s website.
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Packet Pg. 155 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
,, ,, ,, ,, ,,
, , , , ,,
, , ,
, , , ,
, ,
, ,
,, ,, ,, ,, ,,
Administration
Field Services
San Manuel Grant
Animal Shelter Services
COVID-19 Activity
Best Friends Grant
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
Animal Services - FTE Count
Position Name FY2023 FY2024
Allocated FTE Count
ANIMAL SERVICES SUPERVISOR 2.00 2.00
DIRECTOR OF ANIMAL SERVICES (U) 1.00 1.00
ANIMAL SHELTER ATTENDANT 8.00 8.00
ANIMAL CONTROL OFFICER II 5.00 5.00
LEAD ANIMAL CONTROL OFFICER 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
REGISTERED VETERINARY TECHNICIAN 1.00 1.00
SENIOR ANIMAL SERVICES REP. 6.00 6.00
ALLOCATED FTE COUNT 25.00 25.00
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Packet Pg. 156 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration supports the department through leadership and guidance for the team, ensuring staff has the tools, training and knowledge to perform their jobs and align with current animal welfare industry standards.
The unit conducts all Animal Welfare Commission meetings to gather community input and feedback on the programs and services offered by the department.
The unit applies for grant funding to support our mission and monitors all expenses and projects, ensuring fiscal responsibility and sustainability within the department. Administration maintains relationships with other city departments and agencies, building trust with our partners and colleagues in the region.
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ADMINISTRATION
ANIMAL SERVICES
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Packet Pg. 157 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Animal Services - Administration (by Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $0 $0 $1,537,473 $2,241,409 $1,653,483 $2,704,575 $2,672,968 San Manuel Grant $0 $0 $32,290 $0 $106,169 $500,000 $0
COVID-19 Activity $0 $0 $28,581 $0 $7,374 $0 $0
Best Friends Grant $0 $0 $8,804 $0 $12,260 $0 $0
TOTAL $0 $0 $1,607,148 $2,241,409 $1,779,287 $3,204,575 $2,672,968 Powered by OpenGov
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Packet Pg. 158 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Animal control officers work under the Field Services division. Officers respond to calls for service throughout the city of San Bernardino, impounding stray, injured and sick animals as well as enforcing the city ordinances.
Animal control officers are on call 24 hours a day, ready to assist with the city’s animal control needs. Calls for help with animals can come in from the public, law enforcement, the fire department, or other agencies. Officers impound stray animals, transporting the injured or sick animals to a contracted veterinarian for treatment. They document animal bites, impose rabies quarantine on animals, conduct animal cruelty investigations and respond to nuisance animal complaints.
Animal control officers enforce animal related ordinances, issuing dog licenses; kennel/cattery licenses; circus, aviary, pet store, and groomers licenses in the city. They work with residents to come into compliance with ordinances, issuing warnings or citations when necessary. Animal control officers prepare court documents and appear in court on behalf of the city for violations to the city ordinances, and we assist with emergency planning and response.
As the public face of the department, animal control officers participate in community service events, educate the residents on the proper care of animals, speak to students at schools and community groups in order to educate them on the importance of vaccinating, spay and neuter and licensing their pets.
Licensing Services
Dog licensing is required by the city of San Bernardino ordinance and state law. Animal Services oers residents the option of a one, two, or three-year license for each of their dogs with proof of a valid Rabies Vaccination Certicate and certicate of spay or neuter.
License renewal notices are sent out monthly to our city residents to remind them that their animal’s license needs to be renewed. License checkers contact dog owners by canvassing neighborhoods to determine if there are unlicensed and unvaccinated dogs within our city limits. They also educate the public about the licensing requirements, issue warnings to potential violators and conduct follow ups to ensure compliance with the licensing regulations.
Licenses can be purchased through the mail, in person at the shelter or online through the website.
FIELD SERVICES
ANIMAL SERVICES
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Packet Pg. 159 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Animal Services - Field Services (by Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Field Services $0 $0 $625,001 $731,454 $545,648 $978,235 $1,021,647 TOTAL $0 $0 $625,001 $731,454 $545,648 $978,235 $1,021,647 Powered by OpenGov
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Packet Pg. 160 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Shelter Services ensures that all animals receive immediate care and health assessment upon impound at the city’s shelter. Every dog and cat is vaccinated, receives flea and tick treatment and is given a medical assessment. If staff determines additional medical attention or treatment is necessary, the animal is transported to our contracted city veterinarian for further diagnosis and treatment.
Photographs are taken and placed on petharbor.com to allow identification of privately owned animals by their owners and to highlight pets available for adoption. During an animal’s stay at the shelter, attendants feed, clean and offer enrichment to the animals on a daily basis.
Our customer service counters provide adoption services to the public and coordinate with pet rescues to help place animals with special needs. As part of the adoption and redemption process, every animal is microchipped as required by state law. Cats and dogs who arrive to the shelter unaltered are sent to the contracted city veterinarian or Humane Society for spay or neuter surgery before being released to their new or existing owner.
Additional shelter services include owner surrenders, micro-chipping for privately owned animals and assistance with reuniting lost and found animals with their owners. The department also provides disposal services for deceased animals and will coordinate cremation services for deceased animals.
SHELTER SERVICES
ANIMAL SERVICES
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Packet Pg. 161 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Animal Shelter - Shelter Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Animal Shelter Services $0 $0 $0 $30,370 $5,456 $30,435 $30,435 TOTAL $0 $0 $0 $30,370 $5,456 $30,435 $30,435
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Packet Pg. 162 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year D
epartmentOverviewDivisions
AsofMarch4, 2020, theCityClerk isaposition
appointedby theMayorandCityCouncil. TheCity
Clerkdepartment carriesout dutiesasmandated in the city’s charter, municipal code, and state mandated responsibilities. The City Clerk department is the custodian of public records of the city, including ordinances, resolutions, minutes of the City Council meetings, election related documents, Campaign Disclosure Filings, Statements of Economic Interest, and many others. As a support services for the city, the department consists of three programs: Administration, Elections, and Records Management, with distinct and sometimes overlapping responsibilities for maximum efficiency. The department operates under the direction of the city clerk, with support from the assistant city clerk, both of which are professionally certified as municipal clerks, have experience in local election administration, records management, and delivery of public records. The city clerk serves as the filing officer for all Statements of Economic Interest (Form 700). Ministerial duties include administering oaths of office; notarizing city documents, attesting and sealing official documents Administration
Elections
RecordsManagement CITY CLERK
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Packet Pg. 163 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What has the City Clerk's Oce achieved in Fiscal Year 2021/22 so far?
1. Generated and published 30 Mayor and City Council regular and special meeting agendas.
2. Generated and published all Mayor and City Council Meeting minutes for the rst half of 2022.
3. Responded to over 1,000 Public Records Act Requests.
4. Processed over 500 subpoenas, claims, summons, and other legal documents.
5. Processed, routed, nalized, and led over 350 resolutions and 40 ordinances, including the completion of the necessary updates to the Municipal Code.
6. Established and facilitated a remote public comment option via Zoom for Mayor and City Council Meetings.
7. Drafted and released an RFP, interviewed proposers, and chose a consultant for the 2020 Census Electoral Redistricting process.
8. Successfully assisted in completing the Electoral Redistricting Process, including facilitating Redistricting Committee meetings, multiple in-person and virtual Community workshops, and Public Hearings. Worked with the San Bernardino County Registrar of Voters (ROV) and the Mayor and City Council to adopt nal ward maps in December 2021.
9. Started Social Media accounts for the City Clerk’s oce (Facebook and Instagram)
10. Restarted the City’s Passport Acceptance Facility in August, issuing over 420 passports by the end of 2021.
11. Began Voter Registration Outreach in August by distributing voter registration applications.
12. Drafted and released an RFP for Spanish Interpretation Services, to begin in 2022 for Mayor and City Council Meetings.
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Packet Pg. 164 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year
13. Coordinated an agreement and began implementation of a new agenda management system, with the ability to translate the agenda in over 100 languages.
14. Drafted and released an RFP for a new Public Records Request Management Software to increase customer service, accessibility, eciency and transparency in public records.
15. In February began the candidate ling nomination process throughout a 4-week period in which over 37 appointments were held with potential candidates for the oces of Mayor, Councilmember Ward 1, Councilmember Ward 2, and Councilmember Ward 4.
16. Initiated a city-wide records management needs assessment and Records Retention Schedule Upgrade
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City Clerk - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $596,957 $526,076 $421,011 $932,573 $636,294 $814,234 $841,814 Elections $135,882 $256,132 $273,784 $406,834 $107,271 $411,441 $474,104 Records Managment $61,036 $163,195 $116,883 $200,395 $152,287 $255,171 $264,931 Passport Acceptance $926 $0 $0 $650 $1,213 $2,800 $2,800 COVID-19 Activity $2,039 $0 $1,043 $0 $3,479 $0 $0
TOTAL $796,839 $945,403 $812,721 $1,540,453 $900,543 $1,483,646 $1,583,649 Position Summary
City Clerk - FTE
Position Name FY2023 FY2024
Allocated FTE Count
RECORDS MANAGEMENT SPECIALIST (U) 1.00 1.00
DEPUTY CITY CLERK I (U) 2.00 2.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
CITY CLERK (U) 1.00 1.00
DEPUTY CITY CLERK III (U) 1.00 1.00
ALLOCATED FTE COUNT 6.00 6.00
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Packet Pg. 165 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration is responsible for preparing agendas and minutes of all meetings of the Mayor and City Council.
This program processes all resolutions and ordinances and claims filed against the city. The Administration program also receives appeals and is responsible for maintaining the city’s municipal code, distributing supplements to municipal code subscribers, and maintaining the list of appointees to all city boards and commissions.
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City Clerk - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $596,957 $526,076 $421,011 $932,573 $636,294 $814,234 $841,814 COVID-19 Activity $2,039 $0 $1,043 $0 $3,479 $0 $0
TOTAL $598,996 $526,076 $422,054 $932,573 $639,773 $814,234 $841,814 Powered by OpenGov
ADMINISTRATION
CITY CLERK
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Packet Pg. 166 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Election Services duties are performed by staff in the Administration program. When necessary, Administration will enlist the support of personnel in the entire department to assist with city-conducted elections. For cost effectiveness, the city contracts with the San Bernardino County Registrar of Voters to conduct elections.
However, the
Mayor and City Council may require the office to conduct its own elections.
The city’s regular elections occur every two years, on even years and staff prepares candidate notebooks, issue nomination papers and accepts them for filing, along with other documents required to be filed by candidates.
Staff proofreads all candidate statements and arranges for the federally-mandated translation from English to Spanish.
Election Services provides guidance to candidates in meeting their legal responsibilities before, during, and after an election. This includes filing of semi-annual campaign statements and following state law regarding ethics training.
This program must also be prepared to handle any issues/processes concerning charter amendments, recalls, initiatives, referendums, and special elections.
ELECTION SERVICES
CITY CLERK
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Packet Pg. 167 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type (Graph)
Updated On 10 May, 2022
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City Clerk - Elections (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Elections $135,882 $256,132 $273,784 $406,834 $107,271 $411,441 $474,104 TOTAL $135,882 $256,132 $273,784 $406,834 $107,271 $411,441 $474,104 Powered by OpenGov
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Packet Pg. 168 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
As custodian of public records of the city, the department maintains records to ensure compliance with records retention schedules and the Public Records Act. As part of that function, the office processes records requests from internal and external customers seeking access to those records. The office manages the receipt and processing of petitions relating to initiatives, recalls, and referendums. City Clerk staff maintains copies of the city charter and municipal code and publishes updates to the municipal code as they occur. Additional services include subpoena processing, and routing contracts.
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Updated On 10 May, 2022
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RECORDS MANAGEMENT
CITY CLERK
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Packet Pg. 169 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
City Clerk - Records Management (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Records Managment $61,036 $163,195 $116,883 $200,395 $152,287 $255,171 $264,931 Passport Acceptance $926 $0 $0 $650 $1,213 $2,800 $2,800 TOTAL $61,961 $163,195 $116,883 $201,045 $153,499 $257,971 $267,731 Powered by OpenGov
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Packet Pg. 170 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview
The Mayor’s Oce serves as the lead in establishing and fostering relationships in support of the City of San Bernardino’s Mayor and City Council vision, and key strategic goals. The department functions through one division: Administration, which provides support to the mayor in his role as the chief spokesperson for the municipality.
Administration
Administration is responsible for the implementation of the daily operations for the oce. The program covers the cost of the sta, supplies and resources needed to oversee and implement strategic, eective and ecient policy and action aligned with the adopted vision, goals, and priorities.
The major components of this program include: Community Outreach and Engagement, Growing Economic Value, Improving Quality of Life, Forming and Maintaining Partnerships.
Community Outreach and Engagement
Using social media, email campaigns, videography, newsletters, and community meeting attendance the mayor and oce sta engage citizens, inform residents of municipal government business, and promote pride in the city.
Additionally, the oce coordinates and hosts the Annual State of the City. This event is an opportunity for citizens to meet and interact with elected ocials, city sta, and other residents; celebrate the city, and come together as a community.
Growing Economic Value
To enhance economic value, the oce highlights and encourages patronage of local businesses, and continually seeks to bring new job opportunities to the city by forming partnership with developers and inviting new businesses to make San Bernardino their home.
MAYOR'S OFFICE
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Packet Pg. 171 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year The oce also works to create, foster, and support partnerships and programs that cultivate a culture of learning and opportunity for San Bernardino residents.
College Internship Program
The oce has historically hosted college and university students for internships, laying the foundation for their entrance into the San Bernardino job market. The oce will continue to contribute to closing the skills gap by providing capable San Bernardino Valley College, California State University San Bernardino, and other local college students with opportunities in the oce.
Forming and Maintaining Partnership
By serving on a variety of boards, the mayor is able to advocate for the needs of the city and develop relationships that can benet the city of San Bernardino.
Regional Boards
The mayor’s participation in regional boards covers areas such as transportation, economic development, and construction associated with those activities. Many of these boards involve transit that connect San Bernardino residents to places of employment, retail, entertainment, and recreation within the city, the Inland Empire, and the Southern California region, which results in increased economic development opportunities and a more sustainable city. The mayor serves on the following:
OmniTrans
OmniTrans is the public transit agency serving the San Bernardino Valley, providing safe, reliable, aordable, friendly, and environmentally responsible transportation. The mayor’s participation on the board gives a voice to the constituents of San Bernardino. In San Bernardino, OmniTrans is a partner in the Downtown San Bernardino Passenger Rail Project and is responsible for the Transit Center, which establishes San Bernardino as a destination and an epicenter for economic development and growth, and the SBX, which provides rapid transit for students, residents, and visitors of San Bernardino.
San Bernardino County Transportation Authority
SBCTA is responsible for cooperative regional planning and furthering an ecient multi-modal transportation system countywide. The SBCTA administers Measure I, the half-cent transportation sales tax approved by county voters in 1989, and supports freeway construction projects, regional and local road improvements, train and bus transportation, railroad crossings, call boxes, ride-sharing, congestion management eorts, and longterm planning studies. In San Bernardino, SBCTA is a partner for the Downtown San Bernardino Passenger Rail Project and is responsible for improvements to the I-215 Tippecanoe Interchange, Palm Avenue, and to the Muscoy Bridge Retrot.
Inland Valley Development Agency
IVDA serves as the Local Reuse Authority to achieve successful implementation of the eective reuse of the former Norton Air Force Base. This includes support for a public airport and various lands and buildings. During its annual review, the agency found that the 14,000-acre area of the former base now employs 10,780 people and is responsible for an economic output of $1.9 billion, surpassing the totals lost when the base closed in 1994. The agency, in partnership with SBIAA also hosts the SBD Air Fest annually, attracting thousands of attendees.
San Bernardino International Airport Authority
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Packet Pg. 172 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year San Bernardino International Airport Authority (SBIAA) is a regional joint powers authority created by and through State Legislation to serve as the owner, developer, and operator of the aeronautical portions of the former Norton Air Force Base, now known as the San Bernardino International Airport. The Authority’s eorts are focused on strengthening our community and region by promoting aviation activities and business opportunities, improving the infrastructure, landscape, and aesthetics of the airport, and promoting the safe and ecient movement of people and goods throughout the Southern California region. In 2016, SBIAA approved a Memorandum of Agreement with the International Trade Administration on a variety of initiatives to increase international trade, business investment awareness, and promote programs that will benet local businesses.
Expenses by Type
Updated On 10 May, 2022
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Packet Pg. 173 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensesbyProgram
Mayor-ExpenditurebyDivision
2019-20Budget2019-20Actual 2020-21Budget2020-21Actual 2021-22Budget Administration$811,200$717,198$438,101$456,581$367,096
FineArts&Cultural Affairs$20,000$1,693$0$17,098$0
COVID-19Activity$0$2,996$0$0$0
TOTAL$831,200$721,887$438,101$473,679$367,096
PositionSummary
Mayor-FTE
PositionNameFY2023FY2024
AllocatedFTECount
EXECUTIVEASSISTANTTOMAYOR (U) 1.001.00
MAYOR1.001.00
ALLOCATEDFTECOUNT2.002.00
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Packet Pg. 174 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview
The City Council department provides support to elected City Council members. The resources to conduct City Council business such as memberships, conference and travel expenses, general supplies as well as the costs related to administrative support are budgeted here.
Under the council-manager form of government, established pursuant to the San Bernardino City Charter section 200, the Mayor and City Council, acting as the legislative body, are responsible for the legislative functions of the city including establishing policies and priorities based on information provided by sta, advisory boards and commissions, and the community.
City Council develops an overall vision and mission; approving the annual spending plan; providing for the exercise and performance of all duties and obligations imposed on the city by state and federal laws; and implementing policy through sta under the direction of the appointed city manager.
City Council members are elected by ward by the voters within that ward for terms of four years, with terms staggered between the wards pursuant to the San Bernardino Municipal Code.
City Council
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Packet Pg. 175 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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, , , , , , ,
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2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
City Council - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U) 1.00 1.00
COMMON COUNCIL 7.00 7.00
COUNCIL ADMINISTRATIVE SUPERVISOR (U) 1.00 1.00
ALLOCATED FTE COUNT 9.00 9.00
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Packet Pg. 176 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
The City Manager is appointed by the Mayor and
City Council and functions as the municipality’s chief
executive officer to implement the vision, goals, and
objectives established by the Mayor and City
Council. The City Manager directs daily operations
of the organization, makes recommendations and
assists the Mayor and City Council in formulating
policies, prepares and administers the municipal
budget, provides professional leadership in the
administration of the city and is responsible for the
direction of all municipal programs and services as
well as the supervision of all city departments and
agencies, with the exception of those governed by
separate boards including the Library and Water
Department, and the offices of appointed officials.
Programs of the City Manager office include
Administration, and the Air Quality and Rideshare
program, along with oversight of the support staff in
the Mayor, and City Council offices.
Administration
Air Quality and Rideshare
CITY MANAGER'S OFFICE
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Packet Pg. 177 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did the City Manager's Oce Accomplish in FY 2021/22 Led the organization through the scal and administrative challenges associated with responding to the COVID-19 pandemic, including the reopening process. Identied spending priorities to ensure the eective allocation of federal and state COVID relief funds.
1. Completed labor negotiations, leading to three-year contracts with all non-management bargaining units.
2. Completed complex settlement negotiations with remaining Measure O cannabis dispensaries, bringing them into compliance with SBMC Section 510 and collecting outstanding cannabis tax receivables of nearly $2 million .
3. Executive Sta hired in key positions including the new Assistant City Manager, Chief of Police, Human Resources Director, Information Technology Director, Parks and Recreation Director, Public Works Director, and Diversity, Equity, and Inclusion Ocer.
4. Facilitated numerous City Council workshops, including a Strategic Planning Session, the General Plan/Downtown Specic Plan process, and Budget planning.
5. Accelerated the negotiation process for the redevelopment of the Carousel Mall site redevelopment project(s).
6. Oversaw the development and adoption of a new administrative policy manual as well as Travel Policy, Reimbursement Policy, Procurement Card Policy, and Fiscal Management Policy.
7. 8. Oversaw the development and adoption of an executive compensation and benets plan. Negotiated the funding and preparation of a comprehensive Economic Study of the City by noted economist Dr. Christopher Thornberg, Director of the Economic Forecast Center at the UCR School of Business and Founder/President of Beacon Economics.
9. Negotiated the award of $2.22 million in grant funding from the San Manuel Band of Mission Indians to the City for construction of improvements at Seccombe Lake Park, purchase and operation of a Mobile Veterinary Clinic, and purchase of two SBPD patrol vehicles.
10. Negotiated the award of a $1.5 million grant from the San Manuel Band of Mission Indians to the Department of Animal Services to be used for programs, services, and preliminary design of a replacement animal shelter.
11. Directed negotiations that resulted in the relocation of the annual UCR Business School Economic Forecast event for the County of San Bernardino to downtown; event formerly took place in Ontario.
12. Working in conjunction with the ASPEN Institute Latinos and Society Program, convened a task force of key stakeholders to develop solutions to foster minority owned business creation and workforce expansion in San Bernardino.
13. Working in conjunction with the ASPEN Institute, received $150,000 from the Irvine Foundation to retain consultant Bruce Katz to develop an investment playbook for the city which will align transformational local investment needs and match them to local, federal, state, private, and philanthropic funding opportunities.
14. Convened a working group of stakeholders (police, homeless service providers, non-prots, faithbased groups) to improve interagency communication, data sharing, and to develop additional solutions for unsheltered individuals and families.
15. Expanded and strengthened our inter-governmental partnerships with the San Manuel Band of Mission Indians, County of San Bernardino, San Bernardino County Transportation Agency, Caltrans, California State University San Bernardino, San Bernardino Community College District, Inland Valley Airport Authority, San Bernardino Unied School District, the University of California, Riverside, and our federal and state legislative delegation.
16. 17. Inland Empire Media Group increased its number of You Tube subscribers by 14.35%
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Packet Pg. 178 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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2019-20 Actual2020-21
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2021-22 Actual2022-23
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2023-24
Budget
Fiscal Year
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3.0M
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Expenses by Program
City Manager - Expenditure by Division
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Administration $890,724 $1,216,396 $1,285,991 $1,684,901 $1,290,949 $2,250,689 $2,318,712 Customer & Neighborhood Services $521,483 $567,273 $542,502 $0 $0 $0 $0 Violence Intervention $714,678 $289,435 $556,416 $0 $0 $0 $0 CATV $311,421 $461,153 $284,794 $0 $0 $0 $0
Youth Reinvestment Grant $220,267 $0 $286,291 $0 $0 $0 $0 Air Quality & Rideshare $58,568 $67,191 $64,284 $65,850 $37,618 $78,985 $80,721 Communication & Comm Relations $333,870 $0 $0 $0 $0 $0 $0 Administrative Services $331,752 $0 $0 $0 $0 $0 $0
COVID-19 Activity $27,960 $0 $19,025 $0 $11,811 $0 $0
ADMINISTRATION (HOME
Improvement/ CDBG) $0 $0 $0 $0 $0 $0 $0
CDBG Administration $0 $0 $0 $0 $0 $0 $0
TOTAL $3,410,723 $2,601,448 $3,039,304 $1,750,751 $1,340,378 $2,329,674 $2,399,433 Position Summary
City Manager - FTE
Position Name FY2023 FY2024
Allocated FTE Count
EXECUTIVE ASSISTANT (U) 1.00 1.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
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Packet Pg. 179 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionNameFY2023FY2024
PUBLIC INFORMATIONOFFICER (U) 1.001.00
CITYMANAGER (U) 1.001.00
SENIORMANAGEMENTANALYST2.002.00
ASSISTANTCITYMANAGER (U) 1.001.00
MANAGEMENTANALYST I (FLEX) 2.002.00
ADMINISTRATIVESUPERVISORANDEXECUTIVEASSISTANTTOTHECITYMANAGER (U) 1.001.00 ALLOCATEDFTECOUNT10.0010.00
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Packet Pg. 180 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration is responsible for providing clear direction, leadership, and the management of operations to ensure the cost effective and efficient delivery of municipal services. This division assists in improving accountability of city government and promotes improvement in the quality of services; furnishes objective, useful, relevant, accurate and timely audits, information, and recommendations regarding city operations; oversees intergovernmental affairs and activities; and promotes the city’s position on legislative issues based upon the city’s adopted legislative platform.
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ADMINISTRATION
CITY MANAGER
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Packet Pg. 181 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensesbyProgram
CityManager-Administration (byprogram) 2019
-20
Actual 2
020-21
Budget
2020-21
Actual 2
021-22
Budget
2021-22
Actual 2
022-23
Budget
2023-24
Budget
Administration$890,724$1,216,396$1,285,991$1,684,901$1,290,949$2,250,689$2,318,712 Customer&NeighborhoodServices$521,483$567,273$542,502$0$0$0$0 Violence Intervention$714,678$289,435$556,416$0$0$0$0
CATV$311,421$461,153$284,794$0$0$0$0
YouthReinvestmentGrant$220,267$0$286,291$0$0$0$0
Communication&CommRelations$333,870$0$0$0$0$0$0
AdministrativeServices$331,752$0$0$0$0$0$0
COVID-19Activity$27,960$0$19,025$0$11,811$0$0
ADMINISTRATION (HOME Improvement/ CDBG) $
0$0$0$0$0$0$0
CDBGAdministration$0$0$0$0$0$0$0
TOTAL$3,352,155$2,534,256$2,975,020$1,684,901$1,302,760$2,250,689$2,318,712 PoweredbyOpenGov
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Packet Pg. 182 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Air Quality and Rideshare program accounts for the city’s implementation of programs in accordance with Assembly Bill (AB) 2766, the California Clean Air Act of 1988, and South Coast Air Quality Management District Rule 2202. The program focuses on reducing emissions by incentivizing rideshare efforts.
Expenses by Type
Updated On 10 May, 2022
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Budget
2023-24
Budget
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AIR QUALITY AND RIDESHARE
CITY MANAGER
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Packet Pg. 183 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
City Manager - Air Quality & Rideshare
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Air Quality & Rideshare $58,568 $67,191 $64,284 $65,850 $37,618 $78,985 $80,721 TOTAL $58,568 $67,191 $64,284 $65,850 $37,618 $78,985 $80,721 Powered by OpenGov
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Packet Pg. 184 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
The Community and Economic Development
department functions as the liaison to the city
manager, Mayor and City Council on land use,
development, housing, and environmental issues,
both locally and regionally. The department also
manages the economic development functions of
the city including business attraction, business
retention and marketing the city’s assets. The
department is comprised of six internally related
divisions including Administration, Planning,
Building and Safety, Housing, Economic
Development, and Code Enforcement.
Administration
Planning
Buidling and Safety
Housing Division
Economic Development
Code Enforcement
Successor Agency
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 185 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What has Communiy & Economic Development achieved in FY 2021/2022 so far?
All four of Building and Safety’s Community Development Technician positions and one building inspector position that was staed by consultant personnel (Willdan) have been or are in the process of being lled with permanent-hire city employees, thereby saving approximately $690,000.00 annually.
1. Plan reviews of small to medium size projects that were previously performed by Willdan are now being performed in-house, saving approximately $20,000.00/month, or $240,000.00 annually. This change has not only saved money but has improved plan check turn-around times and increased customer satisfaction.
2. The number of building permits issued to date this scal year are up 148% compared to last scal year, FY 20/21 - revenues received are following the same trend and will be retained as such by the steps taken above.
3. Hired a new Code Enforcement Manager to lead the division in enhancing public safety and quality of life in the city’s neighborhoods through enforcement of laws and codes.
4. Hiring of 4 new Code Enforcement Ocers by April 4, 2022, to provide a more consistent approach to build trust, improve quality of life, timely responses, and visible reduction of blight for residents and businesses throughout the city.
5. Hired a new Economic Development Project Manager to work in tandem with the Economic Development Specialist to implement business retention, expansion, and attraction strategies in order to enhance the economic vitality of the community.
6. Executed the Exclusive Negotiation Agreement on September 1, 2021 to negotiate the terms of the Disposition and Development Agreement for the development of the Carousel Mall site.
7. 8. Creation of the City’s Marketing Brochure, Video, and Social Media Channels.
9. Updated “Business Development” webpage to provide business community with more resources.
Attended ICSC Symposium in participation with the San Bernardino County Economic Development Department to market the City to potential business and industries
10. 11. Released and Closed the Arden Guthrie RFP for the development of 17-acre commercial site Four (4) more Commercial Cannabis Retail locations are open and operating which increases the Cannabis Tax collected by the City of San Bernardino
12. Four homeowners within the City of San Bernardino received loans up to $40,000 to make necessary repairs and improvements to their homes.
13. 14. Two Inll Housing Units were completed and sold to qualied buyers.
Seventy-Eight (78) multifamily aordable housing units have been inspected thus far during the scal year and the Department is collaborating with eight property management companies to ensure compliance with aordable housing regulatory agreements
15. Hired a new Planning Technician as the point of contact at the public counter in order to enhance our customer service to the community.
16. Hired a new Assistant Planner to enhance our customer service to the business and construction community by assisting with the processing of zoning verications applications for new business licenses (to date during this scal year 1,320 applications have been processed) and to review construction drawings for Accessory Dwelling Unit to ensure compliance with the City’s Ordinance (to date during this scal year over 500 permits have been processed/approved).
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Packet Pg. 186 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensesbyType
Reset
Brokendownby
ExpensesCommunity&EconomicDevelo…
History
Visualization
2019-20
Actual 2
020-21 Budget2020-21 Actual 2021-22
Budget
2021-22
Actual 2
022-23
Budget
2023-24
Budget
Fiscal Year
0.0 5.0M 10.0M 15.0M 20.0M 25.0M
Dollars
Back
Non-Personnel Expenses
Personnel Sort Large to S
mall
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Packet Pg. 187 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Community & Economic Development - Expenditure by Division 2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget EDA - ROPS $5,073,455 $16,790,462 $4,090,342 $13,482,343 $1,891,797 $0 $0 Building and Safety $1,061,029 $2,217,678 $2,553,396 $2,440,662 $1,438,787 $2,771,181 $2,833,431 Enforcement & Beautification $219,919 $1,559,961 $1,228,113 $2,288,294 $1,302,845 $3,630,723 $3,685,267 CDBG Administration $563,460 $3,345,169 $473,878 $2,456,337 $188,771 $2,783,854 $2,803,288 ERAP-2 State $0 $0 $0 $0 $8,951,566 $0 $0
Administration $989,849 $631,550 $650,934 $1,564,798 $793,904 $1,740,512 $1,783,512 General Plan Update $0 $0 $325,985 $2,051,260 $1,045,212 $2,051,260 $2,051,260
ADMINISTRATION (HOME
Improvement/ CDBG) $54,743 $2,624,104 $90,877 $1,539,512 $85,109 $1,354,018 $1,355,046 Planning $845,739 $907,360 $815,822 $1,102,221 $843,632 $1,168,522 $1,223,120 Emergency Rental Assistance Prog $0 $0 $3,120,459 $0 $3,175,591 $0 $0 Economic Development $108,712 $307,844 $168,874 $533,183 $241,447 $612,747 $623,115 Arrowhead Grove Mixed Incom
Hous
$1,430,000 $0 $750,000 $0 $179,723 $0 $0
Mental Health Systems $0 $0 $0 $0 $1,450,188 $0 $0
ESG Administration $16,507 $295,799 $44,204 $290,457 $30,218 $327,970 $290,457 Infilled Housing Developmnt $94,536 $700,000 $0 $225,000 $143,569 $0 $0 ADMINISTRATION (NSP1) $33,052 $360,000 $72,923 $515,000 $16,021 $0 $0 ADMINISTRATION (NSP3) $0 $0 $0 $884,500 $0 $0 $0
Eviction Protection Program $0 $0 $32,794 $0 $640,364 $0 $0 Land Development $616,703 $0 $0 $0 $0 $4,325 $4,575
Cannabis Cultivation $6,904 $140,000 $15,700 $140,000 $10,200 $152,000 $152,000 Step Up on Second $83,000 $0 $210,727 $0 $266,333 $0 $0 Inland Fair Housing Mediatn Brd $66,000 $73,000 $66,538 $73,000 $28,351 $73,000 $73,000 ESG Salvation Army $0 $0 $331,565 $0 $112,266 $0 $0
Bond Expenses- $83,442 $0 $175,751 $0 $123,446 $0 $0
Property Maintenance $323,082 $0 $65 $0 $67 $0 $0
CDBG CW Owner Occ Hsng Rehab
qua
$268,183 $0 $0 $0 $0 $0 $0
COVID-19 Activity $199,837 $0 $28,499 $0 $10,705 $0 $0
Former EDA $0 $0 $0 $0 $222,872 $0 $0
CDBG Micro Enterprise Program $32,950 $35,000 $35,000 $35,000 $10,000 $35,000 $35,000 ESG Lutheran Social Services $55,366 $0 $104,278 $0 $28,753 $0 $0 Home-Single Family Rehab $0 $0 $450 $0 $171,355 $0 $0
ESG-Community Action Partnership $52,363 $0 $23,421 $0 $0 $0 $0 ESG Family Services Association $37,438 $0 $27,852 $0 $0 $0 $0 TOTAL $12,316,270 $29,987,926 $15,438,447 $29,621,566 $23,403,090 $16,705,112 $16,913,070
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Packet Pg. 188 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionSummary
Community&EconomicDevelopment-FTE
PositionNameFY2023FY2024
AllocatedFTECount
COMMUNITYDEVELOPMENTTECHNICIAN4.004.00
DIRECTOROFCOMMUNITYANDECONOMICDEVELOPMENT (U) 1.001.00
DEPUTYDIRECTOROFHOUSINGANDHOMELESSNESS (U) 1.001.00
ECONOMICDEVELOPMENTSPECIALIST1.001.00
SENIORPLANNER1.001.00
DEPUTYDIRECTOR/CITYPLANNER (U) 1.001.00
LEADCODEENFORCEMENTOFFICER2.002.00
BUILDING INSPECTIONSUPERVISOR1.001.00
CODEENFORCEMENTDIVISIONMANAGER (U) 1.001.00
CUSTOMERSERVICEREPRESENTATIVE3.003.00
SENIOROFFICEASSISTANT1.001.00
PLANNINGAIDE1.001.00
ADMINISTRATIVEASSISTANT3.003.00
LEADBUILDING INSPECTOR1.001.00
ASSOCIATEPLANNER3.003.00
HOUSINGCOMPLIANCESPECIALIST1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
BUILDINGOFFICIAL (U) 1.001.00
BUILDING INSPECTOR I (FLEX) 2.002.00
SENIORMANAGEMENTANALYST2.002.00
PROJECTMANAGEROFCOMMUNITYDEVELOPMENTPROGRAMS (U) 1.001.00 HOMELESSSERVICESCOORDINATOR1.001.00
ECONOMICDEVELOPMENTPROJECTMANAGER1.001.00
CDBG/HOUSINGPR0GRAMASSISTANT2.002.00
PLANSEXAMINER I (FLEX) 1.001.00
ASSISTANTPLANNER (FLEX) 1.001.00
PLANNINGDIVISIONMANAGER (U) 1.001.00
MANAGEMENTANALYST I (FLEX) 1.001.00
MANAGEMENTANALYST II 1.001.00
CODEENFORCEMENTOFFICER I (FLEX) 8.008.00
CODEENFORCEMENTOFFICER II 10.0010.00
COMMUNITYDEVELOPMENTBLOCKGRANT (CDBG) COORDINATOR1.001.00 ALLOCATEDFTECOUNT61.0061.00
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Packet Pg. 189 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Community and Economic Development department functions as the liaison to the city manager, Mayor and City Council on land use, development, housing, and environmental issues, both locally and regionally. The department also manages the economic development functions of the city including business attraction, business retention and marketing the city’s assets. The department is comprised of six internally related divisions including Administration, Planning, Building and Safety, Housing, Economic Development, and Code Enforcement.
Expenses by Type
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Expenses Community & Economic Develo… Administration
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2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 1.0M
250.0K
500.0K
750.0K
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ADMINISTRATION
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 190 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Community & Economic Development - Administration (by pro... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $832,839 $631,550 $588,344 $1,525,728 $776,707 $1,740,512 $1,783,512 TOTAL $832,839 $631,550 $588,344 $1,525,728 $776,707 $1,740,512 $1,783,512 Powered by OpenGov
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Packet Pg. 191 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Building and Safety implements the regulations set forth in the various California Building Codes to ensure the safe construction and occupancy of buildings. The division’s operations include public counter assistance, construction plan review, permit issuance, and building inspections. Building and Safety is also the liaison between the county fire department, county health department, and the San Bernardino Unified School District.
Expenses by Type
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BUILDING AND SAFETY
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 192 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Community & Economic Development - Building & Safety (by ... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Building and Safety $1,061,029 $2,217,678 $2,553,396 $2,440,662 $1,438,787 $2,771,181 $2,833,431 TOTAL $1,061,029 $2,217,678 $2,553,396 $2,440,662 $1,438,787 $2,771,181 $2,833,431 Powered by OpenGov
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Packet Pg. 193 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Code Enforcement is responsible for improving the quality of life through the enforcement of various sections of the San Bernardino Municipal Code. The division works closely with the Police Department, Building and Safety, Planning, Housing, Public Works and the County Health Department. Code enforcement responds to a variety of calls including, but not limited to, abandoned and dangerous buildings, inoperable vehicles, substandard property maintenance, overgrown weeds and vegetation, illegal dumping, illegal street vending, etc.
This division provides one of the most critical functions for ensuring the overall public health, safety and general welfare as well as maintaining the city’s general appearance.
CODE ENFORCEMENT
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 194 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Community & Economic Development - Code Enforcement (by p... 2019 - 20 Actual2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Enforcement &
Beautification
$219,919 $1,559,961 $1,228,113 $2,288,294 $1,302,845 $3,630,723 $3,685,267 Property Maintenance $323,082 $0 $65 $0 $67 $0 $0
TOTAL $543,001 $1,559,961 $1,228,178 $2,288,294 $1,302,912 $3,630,723 $3,685,267 Powered by OpenGov
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Packet Pg. 195 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Economic Development is responsible for providing professional services that focus on 1) marketing to enhance the city image and showcase the city’s assets and opportunities; 2) business retention and attraction efforts to encourage job creation and increase general fund revenue; 3) workforce development efforts to provide residents access to quality local jobs; and 4) building strategic partnerships with intergovernmental and community based agencies such as local educational institutions, medical service providers, businesses, state, local, county, and regional entities, and local joint power authorities to both leverage and attract funds and resources.
ECONOMIC DEVELOPMENT
COMMUNTIY & ECONOMIC DEVELOPMEMT
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Packet Pg. 196 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Land Development
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Community & Economic Development - Economic Development ... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Economic Development $108,712 $307,844 $168,874 $533,183 $241,447 $612,747 $623,115 Land Development $616,703 $0 $0 $0 $0 $4,325 $4,575
Step Up on Second $83,000 $0 $210,727 $0 $266,333 $0 $0 TOTAL $808,415 $307,844 $379,601 $533,183 $507,779 $617,072 $627,690 Powered by OpenGov
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Packet Pg. 197 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Housing Division is responsible for the management and implementation of the Community Planning and Development formula grants (Community Development Block Grant, HOME Investment Partnerships, Emergency Solutions Grants, and Neighborhood Stabilization Programs). Staff manages these funds, which are intended to primarily benefit low-income residents and improve the housing quality within the City.
Community Development Block Grant (CDBG) Program is the primary federal program providing local governments with grants to improve the physical, economic, and social conditions in their communities. The program provides affordable housing, suitable living environments, and expands economic opportunities for low and moderate-income residents.
HOME Program creates and preserves affordable housing. Eligible activities include housing rehabilitation, new construction, and acquisition and rehabilitation, for both single-family and multifamily projects. All activities must benefit lower-income renters or owners.
Emergency Solutions Grants (ESG) Program assists individuals and families in quickly regaining stability in permanent housing. ESG funds are available for five program activities: street outreach, emergency shelter, homelessness prevention, rapid re-housing assistance and data collection.
Neighborhood Stabilization Programs were established to provide funds to stabilize communities that suffered from foreclosures and abandonment. The goal is realized through the purchase and redevelopment of foreclosed and abandoned residential properties.
The division is tasked with creating affordable housing opportunities to improve the quality of life for the residents of San Bernardino, improving and preserving the housing stock and funding programs that will assist persons at risk of homelessness and those experiencing homelessness. Housing manages and moves forward a pipeline of housing projects that will meet the city’s five year consolidate plan goals and objectives Expenses by Type
HOUSING DIVISION
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 198 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Reset
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Community & Economic Development - Housing (by program) 2019 - 20 Budget2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2022 - 23 Budget2023 - 24 Budget CDBG Administration $2,815,000 $563,460 $3,345,169 $473,878 $2,456,337 $2,858,483 $1,066,624
ADMINISTRATION (HOME
Improvement/ CDBG) $1,385,700 $54,743 $2,624,104 $90,877 $1,539,512 $1,350,728 $42,694 Emergency Rental Assistance Prog $0 $0 $0 $3,120,459 $0 $0 $0 ADMINISTRATION (NSP1) $1,500,000 $33,052 $360,000 $72,923 $515,000 $0 $0 Arrowhead Grove Mixed Incom
Hous
$0 $1,430,000 $0 $750,000 $0 $0 $0
ESG Administration $270,000 $16,507 $295,799 $44,204 $290,457 $306,186 $0 Infilled Housing Developmnt $0 $94,536 $700,000 $0 $225,000 $0 $0 ADMINISTRATION (NSP3) $0 $0 $0 $0 $884,500 $0 $0
Inland Fair Housing Mediatn Brd $0 $66,000 $73,000 $66,538 $73,000 $73,000 $0 ESG Salvation Army $0 $0 $0 $331,565 $0 $0 $0
CDBG CW Owner Occ Hsng Rehab
qua
$0 $268,183 $0 $0 $0 $0 $0
CDBG Micro Enterprise Program $0 $32,950 $35,000 $35,000 $35,000 $35,000 $0 ESG Lutheran Social Services $0 $55,366 $0 $104,278 $0 $0 $0 ESG-Community Action Partnership $0 $52,363 $0 $23,421 $0 $0 $0 ESG Family Services Association $0 $37,438 $0 $27,852 $0 $0 $0 Eviction Protection Program $0 $0 $0 $32,794 $0 $0 $0
Home-Single Family Rehab $0 $0 $0 $450 $0 $0 $0
TOTAL $5,970,700 $2,704,598 $7,433,071 $5,174,240 $6,018,806 $4,623,397 $1,109,318 Powered by OpenGov
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Packet Pg. 199 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Planning is responsible for the implementation of the city’s development policies as set forth in the City of San Bernardino’s Comprehensive General Plan, and development code. The General Plan serves as the policy document, as required by state law, to guide future development and services based upon the community’s vision.
The division reviews and processes land use entitlement applications for consistency with the city’s policies and development standards to safeguard the public’s health, safety and general welfare ensuring a high quality of living for the community. Planning is tasked with ensuring compliance with the California Environmental Quality Act, and is also involved with inter-agency coordination working in collaboration with the Southern California Association of Government (SCAG), San Bernardino County Transportation Authority (SBCTA) and San Bernardino County.
Finally, Planning is responsible for staffing both the Development Environmental Review Committee and Planning Commission meetings, attending City Council meetings on development related projects, and oversees the cannabis monitoring program
PLANNING
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 200 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Community & Economic Development - Planning (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget General Plan Update $0 $0 $325,985 $2,051,260 $1,045,212 $2,051,260 $2,051,260 Planning $845,739 $907,360 $815,822 $1,102,221 $843,632 $1,168,522 $1,223,120 Cannabis Cultivation $6,904 $140,000 $15,700 $140,000 $10,200 $152,000 $152,000 TOTAL $852,644 $1,047,360 $1,157,507 $3,293,481 $1,899,044 $3,371,782 $3,426,380 Powered by OpenGov
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Packet Pg. 201 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
On December 29, 2011, the California Supreme Court upheld Assembly Bill 1X 26 abolishing redevelopments in California as of February 1, 2012. The City of San Bernardino, acting as the Successor Agency for the former Redevelopment Agency (RDA), became responsible for winding down the affairs of the redevelopment agency including disposing of its assets and making payments due for debt incurred by the former RDA.
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SUCCESSOR AGENCY
COMMUNITY & ECONOMIC DEVELOPMENT
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Packet Pg. 202 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Community & Economic Development - Successor Agency (by P... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget EDA - ROPS $5,073,455 $16,790,462 $4,090,342 $13,482,343 $1,891,797 $0 $0 Bond Expenses- $83,442 $0 $175,751 $0 $123,446 $0 $0
Administration $157,010 $0 $62,590 $39,070 $17,197 $0 $0 Former EDA $0 $0 $0 $0 $222,872 $0 $0
TOTAL $5,313,907 $16,790,462 $4,328,682 $13,521,413 $2,255,311 $0 $0 Powered by OpenGov
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Packet Pg. 203 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year D
epartmentOverviewDivisions
TheFinancedepartment providesoversight and
management of thecity’svariousfinancial operations. Those functions include: financial planning, investing, budgeting, general accou nting
andreporting, payroll, treasury, purchasing, debt management and business registration. Through these areas, the department provides accurate financial information and analysis required to support decision making by city management an d
policymakers. A significant re
sponsibilityof thedepartment is to
design, implement andsustainstrong internal controls which both protect the city’s monetary and
physical assets, andhelpensure that thecity’s
business isconducted inanefficient manner that preserves limited resources. In this way, the operation of city government is improved, and the City is better able to successfully compete for the economic investments made by citizens, business es
andvisitors. The Finance
department providesservices through the following divisions: Administration, Accounting, Budget, Business Registration, and Purchasing. A dministration
Accounting
Budget Busines
sRegistration
Purchasing
Finance
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Packet Pg. 204 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What has the Finance Department achieved in Fiscal Year 2021/22 so far?
Safety Employees – 229 Total Employees
Adopted by MCC 10/20/21 – Processed by Payroll 11/10/21 – Less than 21 days General Unit Employees – 217 Total Employees
1. Transitioned the City from an Annual Budget to a Biennial Budget.
Awarded GFOA’s Distinguished Budget Presentation award for budget beginning July 1, 2021 for the 2nd time since pre-bankruptcy.
2. 3. Implemented and launched a new budget software, OpenGov, to support transparency.
Began monthly meetings as of November 17, 2021 with sidewalk vendors to make information regarding sidewalk vending available to everyone, in both English and Spanish. 20 new licenses have been issued since the start of those meetings meaning that these informational meetings have brought more compliance within the City.
4. 5. Completed the rst annual city-wide cash handling training in April 2022.
Implemented and launched internal audits throughout the City over cash handling and revenue controls in compliance with the newly adopted Cash Handling and Revenue Control Policy.
6. Completed the City’s Annual Financial Report (ACFR) for the Year Ended June 30, 2021 and was awarded the Government Finance Ocers Association’s (GFOA) Certicate of Achievement for Excellence in Financial Reporting.
7. Completed the Popular Annual Financial Report (PAFR) for the Year Ended June 30, 2021 for the rst time, in both an English and Spanish version, and submitted the completed document to the Government Finance Ocers Association for the Award of Excellence in Popular Financial Reporting.
8. Completed all nancial reports as required by law, including the Recognized Obligation Payment Schedules (ROPS) as required for the Successor Agency, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report.
9. Assisted Human Resources in the implementation and application of the 2020 classication and compensation study, by bargaining unit, as well as the processing of COLAs established in the new individual collective bargaining units’ memorandums of understanding. All biweekly payrolls were processed on time during this period as well. Timeline of the application of new pay for each employee is as follows, this encompasses from the date of adoption by MCC to payroll processing date:
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Packet Pg. 205 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days Middle Management Employees – 42 Total Employees
Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days Management and Condential Employees – 70 Total Employees Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days Police Dispatch Employees – 23 Total Employees
Adopted by MCC 2/02/22 – Processed by Payroll 3/03/22 – Less than 29 days Expenses by Type
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Finance - Expenditure by Division
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Recorded before using program
#s
$3,590,242 $1,465,099 $13,367,724 $0 $0 $0 $0
Accounting $1,222,441 $1,262,707 $1,062,509 $1,597,313 $927,497 $1,150,315 $1,184,315 Business Registration $806,916 $909,376 $810,959 $1,189,494 $827,033 $1,293,740 $1,354,601 Budget $329,965 $367,863 $350,747 $804,514 $517,259 $854,457 $871,922 Administration $612,941 $477,700 $430,153 $494,368 $435,688 $752,171 $782,953 Purchasing $125,346 $114,301 $131,423 $324,454 $266,686 $649,078 $679,856 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $287,547 $354,456 $369,915 Treasurer $230,659 $138,369 $138,121 $169,860 $120,230 $284,750 $293,714
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Packet Pg. 206 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year 2 019-20
Actual 2
020-21
Budget
2020-21
Actual 2
021-22
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Actual 2
022-23
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2023-24
Budget
Grants$0$0$0$0$0$640,940$659,676
COVID-19Activity$29,548$0$21,907$0$5,153$0$0
TOTAL$7,292,052$5,007,713$16,563,155$4,909,915$3,387,094$5,979,907$6,196,951 PositionSummary
Finance-FTE
PositionNameFY2023FY2024
AllocatedFTECount
DIRECTOROFFINANCE (U) 1.001.00
ACCOUNTINGDIVISIONMANAGER (U) 1.001.00
PAYROLLSUPERVISOR1.001.00
ACCOUNTANT III 1.001.00
ACCOUNTANT II 1.001.00
BUSINESSREGISTRATIONMANAGER1.001.00
DEPUTYDIRECTOROFFINANCE (U) 1.001.00
PRINCIPALACCOUNTANT1.001.00
BUSINESSREGISTRATIONREPRESENTATIVE I 2.002.00
PROCUREMENTCONTRACTSPECIALIST1.001.00
BUSINESSREGISTRATION INSPECTOR6.006.00
TREASURYMANAGER1.001.00
BUDGETDIVISIONMANAGER (U) 1.001.00
ACCOUNTINGTECHNICIAN II 1.001.00
BUYER1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
SENIORMANAGEMENTANALYST1.001.00
ACCOUNTANT II -PAYROLL1.001.00
ACCOUNTINGTECHNICIAN III 3.003.00
PURCHASINGDIVISIONMANAGER (U) 1.001.00
MANAGEMENTANALYST II 1.001.00
GRANTSWRITER1.001.00
GRANTSDIVISIONMANAGER (U) 1.001.00
ALLOCATEDFTECOUNT31.0031.00
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Packet Pg. 207 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration provides direction and oversight to the other Finance functions; coordinates the multi-year financial planning; communicates financial updates to city management, the Mayor, and City Council. In addition, the administration division is responsible for managing the city’s $120 million investment portfolio.
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ADMINISTRATION
FINANCE
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Packet Pg. 208 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensebyProgram
,,,,,,,
,,,
,,,,,,,
Administration
COVID-19Activity
Total 2
019-20Actual 2020-21Budget2020-21Actual 2021-22Budget2021-22Actual 2022-23Budget2023-24Budget PoweredbyOpenGov
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Packet Pg. 209 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Accounting performs financial tasks for internal and external customers in compliance with federal, state and industry standards. These functions include payroll for more than 700 full-time employees and as many as 250 part-time employees. The accounts payable function generates more than 11,000 payments annually, and is always exploring alternative payment methods that increase the efficiency of this operation. Accounts receivable generates invoices for miscellaneous amounts owed to the city. Those collections, as well as funds originating in other departments, are receipted in the Accounting division ultimately for deposit by the Treasury staff which performs all the daily banking tasks required for the city. Other staff members perform account reconciliations and prepare financial reports and analyses to make sure the information processed is accurately accounted. The entire process culminates annually with preparation for the annual independent audit after the close of the fiscal year.
ACCOUNTING
FINANCE
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Packet Pg. 210 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type (Graph)
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Finance - Accounting (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Accounting $1,222,441 $1,262,707 $1,062,509 $1,597,313 $927,497 $1,150,315 $1,184,315 Treasurer $230,659 $138,369 $138,121 $169,860 $120,230 $284,750 $293,714 TOTAL $1,453,099 $1,401,076 $1,200,630 $1,767,172 $1,047,727 $1,435,066 $1,478,028 Powered by OpenGov
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Packet Pg. 211 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Budget staff coordinates the planning and development of the annual operating and capital budgets. They work in concert with other city department administrative staff to prepare the departmental budget requests to be submitted to the city manager for review and ultimately presented to the Mayor and City Council for consideration and approval. Once approved, staff assists city departments to manage their operations consistent with the adopted budget, ensuring budgetary compliance throughout the fiscal year.
Lastly, Budget is instrumental in maintaining the city’s long-term financial plan and prepares updates periodically as new information becomes available with the objective to ensure fiscal sustainability BUDGET
FINANCE
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Packet Pg. 212 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Finance - Budget (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Budget $329,965 $367,863 $350,747 $804,514 $517,259 $854,457 $871,922 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $287,547 $354,456 $369,915 TOTAL $673,959 $640,161 $600,359 $1,134,427 $804,806 $1,208,913 $1,241,837 Powered by OpenGov
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Packet Pg. 213 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Business Registration manages the collection of business registration and transient lodging taxes within the city.
Businesses and hotels are required to remit amounts due consistent with the municipal code. A significant portion of the time is spent performing work designed to “discover” new businesses that have not registered, or verify information provided by businesses that may not be complete and thus generates inaccurate tax payments.
Each of these revenues is an important part of the total General Fund resources which fund city services to enhance the quality of life for citizens, businesses, and visitors.
BUSINESS REGISTRATION
FINANCE
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Packet Pg. 214 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type (Graph)
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Finance - Business Registration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Registration $806,916 $909,376 $810,959 $1,189,494 $827,033 $1,293,740 $1,354,601 TOTAL $806,916 $909,376 $810,959 $1,189,494 $827,033 $1,293,740 $1,354,601 Powered by OpenGov
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Packet Pg. 215 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The staff members of Purchasing strive to efficiently provide timely acquisition of the resources required by city departments in the execution of their functions. The provision of a centralized purchasing system helps assure the acquisition of these items occurs not only in an efficient manner but also that their procurement is consistent with the city’s municipal code which is designed to create a fair bidding environment for all interested parties. To enhance this function, the staff recently implemented an electronic bidding system which, when fully deployed, will give those interested in serving the city an easier and more efficient way to do business with the city.
Ultimately, by expanding the base of competing parties, the city ensures the best possible pricing for its projects and goods.
PURCHASING
FINANCE
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Packet Pg. 216 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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History
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Finance - Purchasing (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Purchasing $125,346 $114,301 $131,423 $324,454 $266,686 $649,078 $679,856 TOTAL $125,346 $114,301 $131,423 $324,454 $266,686 $649,078 $679,856 Powered by OpenGov
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Packet Pg. 217 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
The General Government function represents the
budgetary mechanism to account for those costs
that are not directly applicable to any one
department. All items included in the General
Government budget are assigned to and managed
by a staff member with responsibility for that
particular expenditure. An example of this is the
city’s General Fund debt service obligations. While
the finance department oversees and has
responsibility for these payments, they are not
actually a department operating expenditure.
Programs of the general government include
Community Access Television (CATV), Customer
and Neighborhood Services, and Violence
Intervention.
Community Access Television (CATV)
Customer and Neighborhood Services
Violence Intervention
GENERAL GOVERNMENT
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Packet Pg. 218 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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2023-24
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Fiscal Year
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General Government - by program
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Non-departmental $13,926,036 $8,465,009 $13,799,606 $8,188,588 $5,632,658 $13,238,852 $12,505,915 Recorded before using program
#s
$2,628,519 $3,198,872 $2,472,652 $2,387,733 $828,667 $3,376,011 $3,377,415 Violence Intervention $0 $0 $0 $803,762 $526,081 $681,768 $688,423 Customer & Neighborhood
Services
$0 $0 $0 $639,600 $537,294 $719,380 $741,689
CATV $0 $0 $0 $506,022 $271,274 $541,783 $553,581
Youth Reinvestment Grant $0 $0 $0 $330,000 $138,939 $268,913 $0 COVID-19 Activity $0 $0 $0 $0 $14,626 $0 $0
Budgeted Expenditure Savings $0 -$1,659,227 $0 -$1,659,227 $0 -$1,300,000 -$1,100,000 TOTAL $16,554,554 $10,004,654 $16,272,259 $11,196,477 $7,949,539 $17,526,706 $16,767,022 Position Summary
General Government - FTE
Position Name FY2023 FY2024
Allocated FTE Count
SENIOR CUSTOMER SERVICE REP. (BIL) 4.00 4.00
COMMUNITY INTERVENTION PROGRAM MANAGER (U) 1.00 1.00
NEIGHBORHOOD & CUSTOMER SVCS MGR (U) 1.00 1.00
STATION MANAGER 1.00 1.00
ALLOCATED FTE COUNT 7.00 7.00
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Packet Pg. 219 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Community Access Television (CATV), also known as the Inland Empire Media Group (IEMG), creates locally originated programming and provides coverage of community sponsored events and government meetings such as city council, and planning commission meetings. This includes the operation and programming of the city’s three cable channels seen on Spectrum, Frontier and AT&T, the city’s YouTube channel, and the emergency radio AM1610 station.
CATV serves as the liaison to the cable and telephone companies as required by the Digital Infrastructure and Video Competition Act (DIVCA) under Assembly Bill 2987. This program produces 5 hours each week of original programming to inform and entertain the citizens of San Bernardino.
COMMUNITY ACCESS TELIVISION (CATV)
GENERAL GOVERNMENT
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Packet Pg. 220 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensesbyType
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mall
Expenses by Program General Government - Customer and Neighborhood Services (... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Customer & Neighborhood Services $0 $0 $0 $639,600 $537,294 $719,380 $741,689 TOTAL $0 $0 $0 $639,600 $537,294 $719,380 $741,689 PoweredbyOpenGov
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Packet Pg. 221 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
This program is responsible for providing the community with a clear understanding of city policies, issues, and activities as well as timely and accurate information on mayor and city council priorities, special events and services in an effort to enhance confidence in, and knowledge of, city government.
The program provides those who live, work, and visit the city of San Bernardino with convenient access to city services and information. Staff responsible for the program coordinate and implement community outreach and relations efforts by enhancing communication and partnerships with the local community. Staff made roughly 6,100 outreach contacts during the prior year through a number of meeting venues.
Customer and neighborhood services is responsible for the operation of the citywide customer service call center (SB Direct) and provides public counter customer service assistance at the city’s information center.
Service levels are enhanced through the utilization of a centralized location for service requests and tracking system. The staff handles more than 143,000 calls and contacts per year; and that number has grown every year since the inception of the call center.
In addition, the program provides enriched collaboration with the 23 neighborhood associations in the community and supports the development of programs and initiatives that improve the quality of life for city residents and businesses. The customer and neighborhood services program also supports the Neighborhood Resource Center, Matching Grant Program, and Leadership Programs approved by the mayor and city council.
Expenses by Type
CUSTOMER AND NEIGHBORHOOD SERVICES
GENERAL GOVERNMENT
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Packet Pg. 222 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Reset
Broken down by
Expenses General Government Customer & Neighborhood Ser… History
Visualization
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Budget
2020-21 Actual2021-22
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2021-22 Actual2022-23
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2023-24
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Fiscal Year
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General Government - Customer and Neighborhood Services (... 2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Customer & Neighborhood
Services
$0 $0 $0 $639,600 $537,294 $719,380 $741,689
TOTAL $0 $0 $0 $639,600 $537,294 $719,380 $741,689
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Packet Pg. 223 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Established in 2017, the Violence Intervention Program (VIP), is designed to reduce gang related homicides and non-fatal injury shootings throughout San Bernardino. Strategies for violence intervention involve a focused deterrence on violent crime using real-time crime analysis to identify high risk individuals and community oriented policing used in combination with culturally relevant intervention strategies, such as street outreach and linkages to human services.
The City of San Bernardino was awarded a Board of State and Community Corrections, two-year matching grant for $500,000 that provides supportive services to people at the highest risk of being impacted by violence and allows for the delivery of outreach services through June 30, 2020.
The municipality is well positioned to reapply for state grant funds in June 2020. In an effort to continue to provide external violence intervention services the city will reapply for the maximum amount allowed through the state’s Cal VIP grant program. If awarded, program has a tentative start date of September 1, 2020 through June 30, 2023.
VIOLENCE INTERVENTION
GENERAL GOVERNMENT
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Packet Pg. 224 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Expenses General Government Violence Intervention
History
Visualization
2019-20 Actual2020-21
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2021-22 Actual2022-23
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Fiscal Year
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Expenses by Program
General Government - Non-Departmental (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Non-departmental $13,926,036 $8,465,009 $13,799,606 $8,188,588 $5,632,658 $13,238,852 $12,505,915 TOTAL $13,926,036 $8,465,009 $13,799,606 $8,188,588 $5,632,658 $13,238,852 $12,505,915 Powered by OpenGov
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Packet Pg. 225 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
Human Resources provides a variety of services to
all city departments to promote organizational
effectiveness through creative leadership that is
responsive to our community, employees, and the
public while providing exceptional customer service.
The department is organized in four programmatic
areas including Administration, Recruitment and
Selection, Liability/ Risk Management and Workers’
Compensation.
Administration
Recruitment and Selection
Libaility and Risk Management
Workers' Compensation
HUMAN RESOURCES
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Packet Pg. 226 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What has the Human Resource Department achieved in Fiscal Year 2021/22 so far?
1. Successful completion of negotiations with 5/6 Bargaining Units
2. Timely updated the Cost-of-Living Adjustments (COLA) for the applicable Bargaining Units
3. Implementation of the 2020 Class & Comp Study
4. Received/Processed/Managed 136 new Worker’s Compensation claims
5. Opened/Processed approximately 200+ City Recruitments (Open and Promotional)
6. Onboarded 3 new members of the executive leadership team (Directors) The Employee Recognition Committee (ERC) reconvened after approximately 2-3 years. The ERC is planning events for the remainder of this scal year and calendar year.
7. 8. Improved the eciency of the onboarding process by implementing the use of DocuSign Expenses by Type
Updated On 10 May, 2022
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Expenses Human Resource
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Budget
Fiscal Year
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Sort Large to Small
Help Share
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Packet Pg. 227 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
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Liability & Risk Management
Workers Compensation
Administration
Administrative Services
COVID-19 Activity
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
Human Resources - FTE
Position Name FY2023 FY2024
Allocated FTE Count
SENIOR HUMAN RESOURCES TECHNICIAN 2.00 2.00
DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIVERSITY, EQUITY & INCLUSION OFFICER (U) 1.00 1.00
ADMINISTRATIVE CLAIMS SPECIALIST 1.00 1.00
HUMAN RESOURCES TECHNICIAN 2.00 2.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HUMAN RESOURCES ANALYST 1.00 1.00
DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
SENIOR HUMAN RESOURCES/RISK ANALYST 3.00 3.00
ALLOCATED FTE COUNT 13.00 13.00
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Packet Pg. 228 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Administration program provides for comprehensive personnel management services to the entire organization through classification and compensation plans, benefits administration, workforce planning, leave management, employee retention, employee recognition, labor management, employee relations, and city-wide training to retain an outstanding well-qualified workforce committed to providing best-in-class public service.
Additional responsibilities include the development and management of the department’s budget, maintenance of the citywide personnel records, processing employee transactions, and maintaining and updating the salary schedule in compliance with CalPERS standards and regulations
ADMINISTRATION
HUMAN RESOURCES
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Packet Pg. 229 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Expenses Human Resource
History
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Visualization
2019-20 Actual2020-21
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Human Resources - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,060,245 $1,138,693 $1,011,109 $1,500,092 $882,993 $2,504,411 $2,583,763 Administrative Services $21,855 $144,730 $114,634 $503,495 $558,878 $0 $0 COVID-19 Activity $42,515 $0 -$6,425 $0 $7,357 $0 $0
TOTAL $1,124,615 $1,283,424 $1,119,319 $2,003,587 $1,449,228 $2,504,411 $2,583,763 Powered by OpenGov
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Packet Pg. 230 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Recruitment and Selection program is responsible for the appointment and retention of a qualified, effective, and diverse workforce. These efforts include proactive recruitment efforts and the administration of a fair, consistent, and objective applicant screening, and testing. This section of the department is also responsible for the administration of the San Bernardino Temporary Staffing (SBTS) program established to provide immediate temporary staffing during the time period a vacancy occurs through the time a position is filled with a permanent appointment, peak workloads, leaves of absence from work, and special projects. SBTS functions similar to a temporary staffing agency in the private sector by creating a pool of ready to start qualified candidates to be placed into temporary positions and reduce the city’s average time to fill vacancies.
LIABILITY AND RISK MANAGEMENT
HUMAN RESOURCES
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Packet Pg. 231 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Updated On 10 May, 2022
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Liability & Risk Management Human Resource Expenses
History
Visualization
2019-20 Actual2020-21
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2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
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Liability & Risk Management
Sort Large to Small
Help Share
Expenses by Program
Human Resources - Liability and Risk Management (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Liability & Risk Management $7,453,071 $3,406,111 $7,687,676 $4,626,246 $4,525,917 $6,164,294 $6,626,938 TOTAL $7,453,071 $3,406,111 $7,687,676 $4,626,246 $4,525,917 $6,164,294 $6,626,938 Powered by OpenGov
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Packet Pg. 232 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Recruitment and Selection program is responsible for the appointment and retention of a qualified, effective, and diverse workforce. These efforts include proactive recruitment efforts and the administration of a fair, consistent, and objective applicant screening, and testing. This section of the department is also responsible for the administration of the San Bernardino Temporary Staffing (SBTS) program established to provide immediate temporary staffing during the time period a vacancy occurs through the time a position is filled with a permanent appointment, peak workloads, leaves of absence from work, and special projects. SBTS functions similar to a temporary staffing agency in the private sector by creating a pool of ready to start qualified candidates to be placed into temporary positions and reduce the city’s average time to fill vacancies.
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RECRUITMENT AND SELECTION
HUMAN RESOURCES
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Packet Pg. 233 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Workers’ Compensation program provides specialized workers’ compensation services to employees city- wide, including work related injury benefits consistent with state law and regulations while maintaining cost control measures and developing cost reduction strategies. Excess workers’ compensation insurance is in effect to protect against claims that exceed the city’s $1 million self-insured retention. In collaboration with Public Works safety staff through a city-wide safety function, employee safety training is provided, and management of the city’s Injury and Illness Prevention Program is supported with the objective of identifying and reviewing trends, limiting future exposure, and identifying required safety improvements. A variety of training opportunities designed to decrease work related injuries and ensure a safe work environment are also administered through the program, including wellness initiatives to improve employee health, wellbeing and productivity
WORKERS' COMPENSATION
HUMAN RESOURCES
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Packet Pg. 234 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Expenses Human Resource Workers Compensation
History
Visualization
2019-20 Actual2020-21
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2020-21 Actual2021-22
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2021-22 Actual2022-23
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Human Resources - Workers' Compensation (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Workers Compensation $4,347,344 $5,866,814 $232,728 $5,448,689 $3,101,815 $5,465,759 $5,597,247 TOTAL $4,347,344 $5,866,814 $232,728 $5,448,689 $3,101,815 $5,465,759 $5,597,247 Powered by OpenGov
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Packet Pg. 235 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
The Information Technology (IT) department is
responsible for communication and information
technology services. IT maintains all computer,
business and enterprise applications including the
network, Geographic Information Systems (GIS),
and email. The department supports staff at more
than 40 locations throughout the city through its LAN
and WAN networks. IT strives to serve its customer
departments by helping them maximize the
efficiency embedded within their existing software
and equipment.
The department has six divisions consisting of:
Administration, Business Systems, Client Services, GIS and Office Automation, Network Services, and Public Safety Systems.
Administration
Business Systems
Client Services
GIS and Office Automation
Network Services
Public Safety Systems
What has the Information Technology Department achieve in Fiscal Year 2021/22 so far?
INFORMATION TECHNOLOGY
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Packet Pg. 236 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year
1. Upgrade City network Internet speed from 1gb to 10gb.
2. Begin upgrading network wired and wireless hardware.
3. Fill 1 Open Position in GIS and 1 Open Position in Business Systems.
4. Finish the City-wide transition to Oce 365.
5. Revamped all External and Internal websites.
Expenses by Type
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Expenses Information Technology
History
Visualization
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Information Technology - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Systems $943,586 $1,091,024 $1,197,158 $3,224,541 $988,733 $3,139,707 $3,259,071 Network Services $959,437 $1,370,440 $1,077,249 $1,144,024 $644,178 $1,241,088 $1,318,921 Public Safety Systems $1,156,171 $1,028,891 $1,110,950 $1,033,114 $798,383 $1,106,579 $1,133,523 Client Services $340,823 $491,222 $669,631 $642,250 $589,385 $862,931 $874,865 Administration $317,087 $351,206 $420,438 $355,113 $265,812 $381,794 $395,261 GIS & Office Automation $190,830 $238,622 $233,167 $421,330 $273,975 $527,708 $574,370 ERP Project $0 $0 $0 $0 $0 $153,091 $157,808
Print Shop $4,973 $22,100 $6,040 $16,200 $5,738 $19,071 $19,321 COVID-19 Activity $33,447 $0 $8,660 $0 $0 $0 $0
TOTAL $3,946,354 $4,593,505 $4,723,293 $6,836,573 $3,566,204 $7,431,970 $7,733,140
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Packet Pg. 237 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionSummary Information Technology - FTE Position Name FY2023FY2024
AllocatedFTECount
SENIORGISANALYST1.001.00
DEPUTYDIRECTOROF INFORMATIONTECHNOLOGY (U) 1.001.00
ADMINISTRATIVEASSISTANT1.001.00 INFORMATION TECHNOLOGY MANAGER 2.00 2.00 SENIOR NETWORK SYSTEMS ADMINISTRATOR 1.00 1.00 DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00 SENIOR INFORMATION TECHNOLOGY ANALYST 3.00 3.00 SENIOR INFORMATION TECHNOLOGY TECHNICIAN 1.00 1.00 GIS ADMINISTRATOR 1.00 1.00 INFORMATION TECHNOLOGY ANALYST II 2.00 2.00 ALLOCATED FTE COUNT 14.00 14.00 PoweredbyOpenGov
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Packet Pg. 238 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration manages departmental personnel, finances, agency partnerships, and various organization-wide activities. The purpose of the division is to plan, administer and coordinate resources to ensure cost effectiveness, and operational efficiency.
Expenses by Type
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Visualization
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ADMINISTRATION
INFORMATION TECHNOLOGY
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Packet Pg. 239 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Information Technology - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $317,087 $351,206 $420,438 $355,113 $265,812 $381,794 $395,261 COVID-19 Activity $33,447 $0 $8,660 $0 $0 $0 $0
TOTAL $350,534 $351,206 $429,098 $355,113 $265,812 $381,794 $395,261 Powered by OpenGov
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Packet Pg. 240 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Network Services develops and maintains the network infrastructure used by employees for phone service, software required in their daily duties, and other automated technologies. Staff manages the wide area network (WAN) connections through both an organizational fiber optic network and a third-party network service provider for a variety of communications-oriented purposes such as radios and data circuits. Some of these tasks are coordinated by staff with third party providers that assist with hardware/software maintenance, remote access servers and software, configuring and maintaining network security equipment to ensure a secure network environment.
NETWORK SERVICES
INFORMATION TECHNOLOGY
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Packet Pg. 241 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expense by Type
Updated On 10 May, 2022
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Information Technology - Network Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Network Services $959,437 $1,370,440 $1,077,249 $1,144,024 $644,178 $1,241,088 $1,318,921 TOTAL $959,437 $1,370,440 $1,077,249 $1,144,024 $644,178 $1,241,088 $1,318,921 Powered by OpenGov
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Packet Pg. 242 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Business Systems program provides technology services for enterprise and departmental applications and the public and internal websites, with the goal of meeting their technology requirements.
The Business Systems program manages the main data center and supports organization-wide applications such as the New World Systems financial system, the Laserfiche document management system and the Customer Relationship Management (CRM) system. The program also helps each department get the most out of their specialized applications such as Permits, Business Registrations, Code Enforcement, and meeting systems.
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BUSINESS SYSTEMS
INFORMATION TECHNOLOGY
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Packet Pg. 243 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Information Technology - Business System (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Systems $943,586 $1,091,024 $1,197,158 $3,224,541 $988,733 $3,139,707 $3,259,071 TOTAL $943,586 $1,091,024 $1,197,158 $3,224,541 $988,733 $3,139,707 $3,259,071 Powered by OpenGov
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Packet Pg. 244 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Client Services maintains and repairs all PC’s and peripheral devices (laptops, tablets, and printing equipment).
The group provides technical support and assistance for all end users’ software programs. The municipality has 900+ workstation related pieces of equipment requiring maintenance and periodic replacement.
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CLIENT SERVICES
INFORMATION TECHNOLOGY
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Packet Pg. 245 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Information Technology - Client Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Client Services $340,823 $491,222 $669,631 $642,250 $589,385 $862,931 $874,865 Print Shop $4,973 $22,100 $6,040 $16,200 $5,738 $19,071 $19,321 TOTAL $345,795 $513,322 $675,672 $658,450 $595,123 $882,002 $894,186 Powered by OpenGov
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Packet Pg. 246 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The GIS and Office Automation group provides geographic information (GIS) and office automation (OA) technology services to employees and departments thereby enhancing their ability to address city goals and citizen requests. A geographic information system (GIS) is a framework for gathering, managing, and analyzing data to reveal patterns, relationships, and situations, thus helping users make smarter decisions.
The OA program provides technical and computer services including email, antivirus, anti-spam, and computer updates, and wireless and cellular access for field personnel. This group is also responsible for providing research on emails or documents for any public records requests.
GIS AND OFFICE AUTOMATION
INFORMATION TECHNOLOGY
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Packet Pg. 247 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expense by Type
Updated On 10 May, 2022
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Information Technology - GIS and Office Automation (by pr... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget GIS & Office Automation $190,830 $238,622 $233,167 $421,330 $273,975 $527,708 $574,370 TOTAL $190,830 $238,622 $233,167 $421,330 $273,975 $527,708 $574,370 Powered by OpenGov
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Packet Pg. 248 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Public Safety Systems is dedicated to managing and maintaining the City of San Bernardino Police Department data center and the many police computer systems.
The systems include office related equipment, mobile data computers (MDC) in the police vehicles, radios, and body cameras. The division also supports all of the software applications such as dispatch, records, and evidence systems. The size and expertise requirements of the Police Department related technology needs has merited the dedicated, on-site team at the police department to meet those needs in a timely manner.
PUBLIC SAFETY SYSTEMS
INFORMATION TECHNOLOGY
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Packet Pg. 249 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expense by Type
Updated On 10 May, 2022
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2023-24
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Fiscal Year
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Information Technology - Public Safety Systems (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Public Safety Systems $1,156,171 $1,028,891 $1,110,950 $1,033,114 $798,383 $1,106,579 $1,133,523 TOTAL $1,156,171 $1,028,891 $1,110,950 $1,033,114 $798,383 $1,106,579 $1,133,523 Powered by OpenGov
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Packet Pg. 250 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview
The City Attorney's Oce provides legal counsel and representation for the municipality. Through its contract with Best Best & Krieger LLP, the legal advice provided by the City Attorney includes drafting and reviewing policies, agreements, agenda items, resolutions, and ordinances. It also includes advice on complex areas of municipal law, including for example: public contracting; environmental laws (e.g., the California Environmental Quality Act); the Brown Act and other transparency laws; telecommunications; economic development laws; and labor and employment law. The oce also manages and supervises litigation led by and led against the municipality, including litigation handled by outside counsel.
The City Attorney is appointed by the Mayor and City Council. The City Attorney oce is staed by a single employee, managed through the City Manager’s Oce.
What has the City Attorney's Oce achieved in Fiscal Year 2021/22 so far?
Continued signicant nancial savings including:
a reduction in total citywide legal expenditures and reduction in legal expenditures as a percentage of total governmental expenses;
ongoing savings in oce space, workers’ compensation, and overhead costs; future savings in pension liability.
Successful handling of litigation, including an end to cannabis litigation and successful results in a number of other cases.
Representing City at 52 ACP hearings with a 94% success rate and successfully defending City in writ actions based on those hearings.
Facilitation of numerous receiverships for blighted properties within the City.
Legal Services
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Packet Pg. 251 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Drafting of several major pieces of City legislation including:
Cannabis ordinance revisions and permit rules (resulting in additional revenue in 2021/22); A complete rewrite of the water and sewer rules and regulations in conjunction with the Water Department to align with City Charter;
An ordinance to eliminate the need for unnecessary resolutions, saving City sta time; An urgency ordinance to ensure compliance with SB 9;
A new campaign nance ordinance;
An ordinance addressing wireless facilities in the public right-of-way in anticipation of small cell applications; and
Redistricting Ordinance (and assisting the City Clerk with the process).
Complete overhaul and regular update of City’s template agreements including work with the City’s Procurement Division to update template procurement documents.
Assisting sta with major public works projects including the California Theatre improvements and the Mt. Vernon Avenue Viaduct replacement.
Assisting Mayor and Council and key sta with resolution of signicant organizational challenges including turnover in key positions, ethical matters, large and distracting political lawsuits, an end to the bankruptcy case and associated billings, and addressing increasing pressure on the City’s risk function as claims (and exposure) increase and City activity increases.
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Packet Pg. 252 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type (Graph)
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City Attorney - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Municipal Legal Service $3,507,738 $2,517,122 $3,632,639 $2,836,729 $2,568,438 $3,175,512 $3,309,855 COVID-19 Activity $706 $0 $0 $0 $758 $0 $0
TOTAL $3,508,445 $2,517,122 $3,632,639 $2,836,729 $2,569,196 $3,175,512 $3,309,855 Position Summary
City Attorney - FTE
Position Name FY2023 FY2024
Allocated FTE Count
LEGAL ADMINISTRATIVE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 1.00 1.00
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Packet Pg. 253 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year LIB
RARY
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Packet Pg. 254 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year D
epartmentOverviewDivisions
TheLibraryDepartment encourages thegrowthand
development ofastrongcommunitybyproviding life-long learning opportunities, safe and welcomin g
spacesforcommunityengagement, and lifeskills
andsupport forpersonsofall agesandabilities. The library provides services from a central facility, Feldheym Library and three branch libraries, Rowe Branch, Ingram Branch, and Villaseñor Branch, which are open twenty hours per week; and online services that are available 24/7. Weekly public service hours at all four locations were able to expand to five days of service for 40 weekly hours during FY 21-22 thanks to the Mayor and City Council approving City Manager Rob Field’s recommendation for $600,000 of increased funding for the library that saw full-time positions paid from the general fund increase from 10 to 14. Public services have been impacted by the COVID-19 pandemic in the last two years as patron usage hasn’t returned to its pre-pandemic levels. The Library benefits from generous Friends and Foundation groups, and is the recipient of various state grants and charitable contributions, and partners with local schools, non-profits and neighborhood associations to maximize its reach and impact in building a stronger and more prosperous San Bernardino community. In addition, the Department provides staff support to the Library Board of Trustees. The mission of the San Bernardino Public Library is to provide free access to the world of ideas, information, and creative experiences for all citizens of San Bernardino. Your public library is where you will find free access to everything you need for your education, employment, self-government, cultural enrichment, recreation, and endless opportunities for lifelong learning and economic improvement. The library also offers access to sixty-two free internet public PCs among the city’s four libraries, free Wi-Fi, and various electronic resources available anytime to library cardholders. One of the library’s best offerings for the public is free programming for all ages to promote culture and recreation and build community in the city. The $600,000 of increased funding for the library in FY 21-22 marked a great step in a positive direction after the library’s financial challenges for more than a decade. In 2008, all four libraries were each open six days a week for 54 weekly service hours as the library had an annual budget of almost $3 million Administration
Support Services
Central LibraryServices
BranchLibraryServices
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Packet Pg. 255 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year and 31 full-time positions. In FY 20-21 before the
$600,000 funding increase - Feldheym Central was
open five days a week for 37 weekly service hours
while the three branch libraries were open four days
a week for 20 weekly service hours with an annual
budget of approximately $2 million and 10 full-time
positions paid for by the general fund. Since the
city’s population is roughly 218,000 and the library’s
annual budget is approximately $2.7 million that
means the library receives less than $12 of funding
per resident, which is one of the lowest amounts in
the state compared to the annual average of $57 per
resident, which is confirmed by a report from the
California State Library.
The Library Program is organized into four
programs: Administration, Library Support Services,
Central Library Services, and Branch Library
Services. The Library’s Literacy Program is entirely
grant-funded.
What has the Library Department achieved in Fiscal Year 2021/22 so far?
1.Library hours expanded to 40 hours at all four locations in the fall of 2021.
2.Library furniture including 225 chairs for the public shared among libraries and tables received and DVD shelving for Feldheym Central expected to be received by the end of the FY.
3.Carpet replacement and building improvements at the Dorothy Inghram Branch at no cost to the City, since the Library rents space there.
4.Almost $200,000 in available state and federal literacy program grants.
5.Maintained 1GB per second internet access at each of the four libraries with 90% of the cost paid from federal E-Rate program funds.
6.Some 4,017 Overdrive eBooks downloaded by patrons.
7.Some 2,358 Overdrive eAudiobooks downloaded by patrons.
8.Continued Overdrive subscription sponsorship by SB City Library Foundation, Inc.
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Packet Pg. 256 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year
9.Continued distribution of 1,100 bags promoting Literacy Program distributed to school district students.
10. Some 286 sessions of homework help for K – 8 students from Literacy Dept. sta via Zoom.
11. More than 2,000 learners received online tutoring from Brainfuse database sta.
12. More than 28,000 visits to library website – www.sbpl.org .
13. Continued sponsorship of Summer Reading Program by Friends of SBPL.
14. Computer coding and cartooning classes and STEAM grab and go kits for young adults provided as part of Virtual Youth Programming grant.
15. Addition of one Early Literacy Station (ELS) for each of the three branch libraries oering learning software for children ages 2 – 8 to promote early literacy to join the three ELS tablet stations in Feldheym’s Children’s Area.
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Library - Expenditure by Division
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Central Library Services $693,532 $786,691 $611,458 $979,408 $708,032 $999,802 $1,043,895 Administration $491,066 $542,295 $491,221 $694,747 $635,722 $472,245 $481,730 Support Services $415,738 $470,767 $413,902 $443,988 $420,362 $520,606 $528,681 Branch Library Services $188,350 $227,109 $172,316 $627,113 $357,002 $624,586 $637,708 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $61,951 $135,096 $144,200
CALIFORNIA LITERACY
PROGRAM
$42,075 $67,000 $46,615 $66,439 $55,395 $70,547 $70,547 Family Literacy Program $0 $0 $31,163 $22,500 $21,275 $20,227 $20,227 MAKERSPACE 2018 $2,668 $0 $13,295 $0 $3,192 $0 $0
COVID-19 Activity $14,299 $0 $1,544 $0 $2,024 $0 $0
Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,680 $0 $0 TOTAL $1,948,538 $2,203,540 $1,886,719 $2,984,297 $2,268,636 $2,843,108 $2,926,989
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Packet Pg. 257 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionSummary
Library-FTE
PositionNameFY2023FY2024
AllocatedFTECount
TECHNOLOGYLIBRARIAN1.001.00
LIBRARYCIRCULATIONSUPERVISOR1.001.00
LITERACYPROGRAMCOORDINATOR1.001.00
LIBRARIAN I (FLEX) 1.001.00
LIBRARIAN II 1.001.00
LIBRARYDIRECTOR (U) 1.001.00
LIBRARYPROGRAMCOORDINATOR1.001.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
LIBRARYTECHNICIAN I (FLEX) 1.001.00
LIBRARYNETWORKADMINISTRATOR1.001.00
LIBRARYTECHNICIAN II 4.004.00
LIBRARYNETWORKTECHNICIAN1.001.00
ALLOCATEDFTECOUNT15.0015.00
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Packet Pg. 258 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The library delivers cohesive and cost-effective operation of the Library facilities, maintaining a safe and welcoming environment for customers and staff. High-quality customer service is provided through programs and services designed to meet community needs. Staff provides leadership and manages employees to support the overall effectiveness and efficiency of service delivery. The financial condition and results of Library programs are monitored and analyzed to ensure optimal use of resources. Staff explores options for grants in order to supplement services with non-City funding. The library partners with civic groups, the local business community, City departments, the Board of Library Trustees, the Friends and Foundation groups and others to effectively inform the community about the services and resources available to them.
ADMINISTRATION
GENERAL GOVERNMENT
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Packet Pg. 259 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Library - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $491,066 $542,295 $491,221 $694,747 $635,722 $472,245 $481,730 COVID-19 Activity $14,299 $0 $1,544 $0 $2,024 $0 $0
TOTAL $505,365 $542,295 $492,765 $694,747 $637,746 $472,245 $481,730 Powered by OpenGov
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Packet Pg. 260 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Three branch libraries (Villaseñor, Inghram, and Rowe) each provide library service 20 hours a week. In addition to enabling customers to access and borrow library materials by checking items in/out, the branches also offer the Summer Reading Program, weekly story times, crafts, and other special programs and events Expenses by Type
Updated On 10 May, 2022
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BRANCH LIBRARY SERVICES
LIBRARY
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Packet Pg. 261 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Library - Branch Library Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Branch Library Services $188,350 $227,109 $172,316 $627,113 $357,002 $624,586 $637,708 TOTAL $188,350 $227,109 $172,316 $627,113 $357,002 $624,586 $637,708 Powered by OpenGov
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Packet Pg. 262 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Feldheym Library offers public points including: Circulation; Reference Desk; Children’s and Young Adult Section; the Cosand Computer Learning Center, which offers 24 computers with free public internet access; and the Jack Hill Lifelong Learning Center offering literacy services, computer courses, citizenship assistance, English as a Second Language (ESL), homework assistance, and other free programs and services. Customers are also able to access and borrow library materials by checking items out. Library personnel check the items in/out, renew items, shelve returned items to their proper location, and process reserved items and materials requested from other libraries for customers. Staff encourages timely return of materials by notifying borrowers of overdue items, sending replacement bills for items long overdue, and collecting fines/fees. Staff also keeps existing library customer accounts updated and issues library cards to new borrowers. The Literacy Center has received grants for a Makerspace area which items are created and built and 3D Printing and Virtual Reality stations from the state library.
The library enhances the use of library materials and information resources by providing one-on-one assistance locating and utilizing those resources as well as providing programming in support of community interests and educational pursuits. Staff attends community events and meetings to promote Library services for adults. The library provides quality adult collections by selecting and acquiring new and relevant materials in a wide variety of formats in response to community interest and demand. Staff evaluates the collection areas in terms of age, relevancy and condition. The library prepares materials for easy access and use by cataloging new materials accurately using national standards; updating the catalog to keep it current; physically processing new books, media items, periodicals and newspapers; and extending the life of materials through basic repair and rebinding.
Staff also orders and receives materials, processes invoices and monitors purchases.
CENTRAL LIBRARY SERVICES
LIBRARY
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Packet Pg. 263 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Updated On 10 May, 2022
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Library - Central Library Services (by program)
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Central Library Services $693,532 $786,691 $611,458 $979,408 $708,032 $999,802 $1,043,895 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $61,951 $135,096 $144,200
CALIFORNIA LITERACY
PROGRAM
$42,075 $67,000 $46,615 $66,439 $55,395 $70,547 $70,547 Family Literacy Program $0 $0 $31,163 $22,500 $21,275 $20,227 $20,227 MAKERSPACE 2018 $2,668 $0 $13,295 $0 $3,192 $0 $0
Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,680 $0 $0 TOTAL $839,086 $963,369 $807,737 $1,218,449 $853,526 $1,225,671 $1,278,869 Powered by OpenGov
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Packet Pg. 264 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
During the last few years, the library has increased its online service delivery and maintained patron access to computers, which is managed and maintained through Support Services. At the library, computers, photocopiers and other equipment provide access to information and services. Through the library website, patrons have access to an online catalog and mobile app. The catalog allows customers to search for library materials, including e-Books and e-Audiobooks, manage their account, renew materials, place items on hold, and request materials from other City libraries. Library cardholders can use resources available through the library website to search for magazine and newspaper articles, as well as online tutors available to advise all types of learners in various subjects, including resume preparation. Cardholders can also search a directory with facts about companies that include listings of jobs and internships. Technology Services maintains all systems and equipment in working order to ensure continuity of services.
SUPPORT SERVICES
LIBRARY
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Packet Pg. 265 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Updated On 10 May, 2022
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Fiscal Year
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Expenses by Program
Library - Support Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Support Services $415,738 $470,767 $413,902 $443,988 $420,362 $520,606 $528,681 TOTAL $415,738 $470,767 $413,902 $443,988 $420,362 $520,606 $528,681 Powered by OpenGov
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Packet Pg. 266 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Departments
Parks, Recreation, & Community Services provides
a diversied system of open spaces, meeting
centers, programs and community services to
meet social and leisure needs and enhance the
quality of life for all city residents. The department
has three program divisions Administration,
Recreation, and Community Services.
Administration
Recreation
Community Services
PARKS, RECREATION, & COMMUNITY
SERVICES
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Packet Pg. 267 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did Parks, Community, & Recreation achieve in Fiscal Year 2021/22 so far?
Pioneer Memorial Cemetery – Fencing
Roosevelt Bowl – Facility Upgrades
Lytle Creek- parking lot rehab into futsal courts
Nicholson Park and Community Center – Upgrades to Facilities and amenities. Outdoor Court – Resurfacing and Re-purposing Speicher Park lighting and soccer eld
Newmark Park Lighting
The Trust for Public Land published updated gures showing a .8% increase from 2019, which is 46% of city residents living within a ten-minute walk of a city park.
1. 2. Phase 1 of the Fifth Street Senior Center Renovation was completed in October 2021.
3. Renovation of the Delmann Heights Community Center was completed.
Continued eorts to expand resource thrhough grant application and awardship such as Kaiser's Operation Splash, NAtional Fitness Campaign, Blair Park Fitness Circuit, and California for All Youth Jobs Corps.
4. Priortizied public safety though the replacemet of additional foul ball netting at numerous ball elds.
5. Showed initiative for our citizens as a temporary dog park, Seccombe Lake "Salty Dog" Park, was created as Wildwood Dog Park construction is underway.
6. 7. Upgrades and renovations completed to Norton Gym.
8. Implementation of the following construction projects:
9. Seccombe Lake Park – Fencing and amenities
Expenses by Type
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Packet Pg. 268 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
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Administration
Recreation & Community Programs
SENIOR NUTRITION CFDA 93.053
SENIOR COMPANION
Senior Services
Aquatics
Outdoor Facilities
Center for Individual Developmnt
RSVP CFDA 94.002
Cemetery Administration
Citywide Activities
Sports
COVID-19 Activity
Special Events
Housing Related Parks Program
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Our People
Parks - FTE
Position Name FY2023 FY2024
Allocated FTE Count
COMMUNITY SERVICES PROGRAM COORD. 2.00 2.00
AQUATICS SUPERVISOR 1.00 1.00
COMMUNITY SERVICES CENTER SUPERVISOR 1.00 1.00
DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 1.00 1.00
ADMINISTRATIVE ASSISTANT 2.00 2.00
ACCOUNTING TECHNICIAN I (FLEX) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FOOD SERVICE SUPERVISOR 1.00 1.00
COMMUNITY RECREATION MANAGER 2.00 2.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
COMMUNITY RECREATION PROGRAM SUPERVISOR 2.00 2.00
COMMUNITY RECREATION PROGRAM COORDINATOR 7.00 7.00
VOLUNTEER COORDINATOR (GRANT FUNDED) 1.00 1.00
ALLOCATED FTE COUNT 23.00 23.00
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Packet Pg. 269 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration supports all divisions within the department. The administration division manages personnel, information technology in coordination with the city’s information technology department, front counter customer service delivery, park and facility reservations, Mayor and City Council action items, policy application, emergency response training and coordination, and the financial recording and reporting functions of the department to include purchasing, accounts payable, budget development, and revenue collection reporting.
The administration division is responsible for facilitating Parks and Community Service Commission Meetings as well as the Arts and Historical Preservation Commission Meetings. Administration also manages the cooperative use agreements, service provider agreements; vendor services agreements, MOU’s and special contract agreements with class instructors and volunteer groups, and the department’s overall disaster preparedness and response activities.
City-Wide Events service area plans and organizes the following events: Movies in the Park, Cinco de Mayo, Veteran’s Day Salute and Parade, Winter Wonderland, Operation Splash, Arts Fest. This year co-sponsorship support will be provided for the following events: Ho Ho Parade, Rendezvous Back to Route 66, National Night Out and the Black Chamber of Commerce and the Black History Expo. Over 35,000 attendees are expected at these events.
Management of the Pioneer Memorial Cemetery is accomplished via a joint effort between the Administration and Parks Maintenance, now a division of the Public Works department. This historic site consists of 17,000 burial sites. While the cemetery no longer has gravesites available for sale, department staff coordinates graveside services for those who pre-planned their burial needs. Staff regularly provides genealogy services and answers questions regarding grave locations
ADMINISTRATION
PARKS, RECREATION, & COMMUNITY SERVICES
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Packet Pg. 270 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Visualization
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Parks - Administration (Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,559,006 $1,795,266 $1,576,944 $1,900,292 $1,575,458 $1,463,734 $1,546,756 Cemetery Administration $104,792 $113,704 $129,121 $131,801 $110,938 $130,046 $134,688 COVID-19 Activity $116,096 $0 $22,940 $0 $2,184 $0 $0
TOTAL $1,779,894 $1,908,970 $1,729,005 $2,032,093 $1,688,580 $1,593,780 $1,681,444 Powered by OpenGov
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Packet Pg. 271 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Community Services strives to engage seniors aged 50 years and better in essential life services and activities which enhance their dignity, support their independence, and encourage involvement in physical and social activity.
The city has two senior centers, Fifth Street and Perris Hill Senior Centers. Both centers offer monthly themed dances, recreation classes, billiards, chess, special holiday dances, public safety awareness, advocacy, physical fitness and senior nutrition services, with a more recent emphasis on virtual programming due to the pandemic, all in a supportive and nurturing environment.
Community Services also holds two regional-serving events, Ollie McDonald Senior Talent Showcase (soon to be referred to as “The Ollies”) where seniors can show off their singing, dancing and other talents in a fun environment and Inland Empire Senior Games which is a sanctioned series of sports competitions open to all senior-aged athletes. Seniors are able to compete in several swimming events, bowling, golf, basketball, pickle ball, billiards and a variety of other sports. Seniors who excel in their respective sport have an opportunity to compete in state and national Senior Competitions.
There are three senior grant programs that engage and aid seniors. The Retired Senior Volunteer Program (RSVP) provides volunteer opportunities for seniors throughout the Inland Empire. These volunteers serve in various roles for various agencies and non-profits.
The Senior Companion Program (SCP) matches senior-age volunteer companions with senior-age clients in need. Services provided include transportation services for shopping and appointments, light cleaning services, meal prepping services, and overall companionship.
The Senior Nutrition program provides nutritious lunch meals at six locations: Fifth Street Senior Center, Perris Hill Senior Center, Hernandez Community Center, Lytle Creek Community Center, New Hope Family Life Center, and the Highland Senior Center. Dinner meals are served only at the Fifth Street Senior Center. These facilities serve an average of 50,000 meals annually to the senior community.
COMMUNITY SERVICES
PARKS, RECREATION, & COMMUNITY SERVICES
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Packet Pg. 272 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type (Graph)
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SENIOR NUTRITION CFDA 93.053
SENIOR COMPANION
Senior Services
RSVP CFDA 94.002
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Powered by OpenGov
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Packet Pg. 273 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Recreation is comprised of five community recreation centers, five aquatic facilities, the Center for Individual Development (CID), Adult and Youth Sports Programs, Special Events and Outdoor Facilities.
Each of our community centers (Delmann Heights, Lytle Creek, Ruben Campos, Verdemont, and Rudy C.
Hernandez Center) offers a diverse range of leisure and recreation activities and services geared to the community they serve, such as open recreation, arts and crafts, family game days, sports, homework help, community resources, aerobics, comic book reading clubs, foosball, billiards, reading programs, music programs, grab-n-go activities for all ages, and themed events.
The CID provides specialized programming for developmentally disabled individuals of all ages. CID’s programming consists of therapeutic aquatics, a sensory room, life skills classes, water safety programming for infants and events such as Family Fun Day and Prom Night. They also plan and organize the following special fund-raising events: Murder Mystery Dinner and Grapes and Gourmet. CID staff also coordinates and provides supervision for the Community Gardens, which consists of 100 garden plots for year-round gardening.
Our aquatic facilities offer open recreational swim, junior lifeguard program, swim lessons (free and fee based), private pool rentals, and lifeguard training, from Memorial Day Weekend through Labor Day Weekend. The Jerry Lewis Family Swim Center is a regional serving swim facility with a 150’ waterslide, wading pool, and slide for small children, shade canopy with tables and various water spray features. Other pool locations include Hernandez Community Center, Nunez Park, Delmann Heights Community Center, and the Encanto Community Center Pools.
Recreation provides a wide-range of sports programming for youth and adults. Youth sports are divided into two age divisions; 3 to 6 year olds can learn basketball, T-Ball, Soccer and Flag Football while Youth ages 7 to 18 years enjoy basketball, Fitness Camps, Volleyball, Softball, Baseball, and Soccer. Sports services also coordinates the Tennis Buddies program and Summer Youth Tennis Program, a subsidized program for lowincome youth.
RECREATION
PARKS, RECREATION, & COMMUNITY SERVICES
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Packet Pg. 274 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Sports staff also coordinates the ball field allocation and use of 40 ball fields city-wide to 15+ resident youth sports groups such as Little Leagues, Junior All-American Football and Inland Empire Soccer Association, among others.
The adult sports program provides indoor/outdoor soccer leagues, basketball leagues, and flag football leagues, tournament play, classes, and workshops. Expanding a more relaxed basketball and volleyball experience is in the near future plans for all three gymnasium locations: Hernandez Community Center, Norton Gymnasium, and Encanto Community Center (previously the Boys and Girls Club).
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Packet Pg. 275 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
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Recreation & Community Programs
Aquatics
Outdoor Facilities
Center for Individual Developmnt
Citywide Activities
Sports
Special Events
Housing Related Parks Program
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Powered by OpenGov
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Packet Pg. 276 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year D
epartmentOverviewDivisions
ThePoliceDepartment addressescrimeandquality
of life issues toprovideasafeenvironment for the
community. TheDepartment recruits thebest qualified employees to provide public safety services. For the City to grow economically, th e
Department needs toberesponsive toresident and
businessownerconcernsandprovideexcellent service. The Police Department is configured to offer efficie nt service delivery while ensuring the greatest degree of accountability for the resources allocated to public safety. The Department is comprised of an executive team and three major divisions that administer and oversee a variety of bureau and unit level functions. The department is comprised of four divisions that administer its various bureau and unit level functions: Executive Office, Investigations, Patrol, and Administrative Services. E xecutiveOffice Investigations Patrol Administrative S
ervices
PoliceDepartment
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Packet Pg. 277 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did the Police Department achieve in the 2021 Calendar Year? *Given Achievements are representative of the 2021 Calender Year only.
1. Reduced emergency response times by approximately 8%.
2. Responded to 100,898 calls for service and handled 27,570 additional ocer-initiated incidents.
3. Hired 42 people for sworn ocer positions and 36 people for professional sta positions.
Improved diversity of hiring, with 76% of sworn ocer and 83% of professional sta hires identifying as a race or ethnicity other than white.
4. 5. Made 2,979 felony and 6,407 misdemeanor arrests.
6. Arrested 528 suspected DUI drivers and handled 2,264 trac collisions.
7. Recovered 983 rearms of which 244 were classied untraceable, non-serialized weapons.
8. Dispatchers received and made 509,683 calls, averaging nearly 1,400 calls every day.
9. Cleaned 2,753 homeless encampments and 1,856 illegal dump sites.
10. Amassed 120,940 followers on Facebook, Twitter, and Instagram.
11. Published 21 episodes of the “Brieng Room” podcast with 8,737 downloads.
Expanded Community Oriented Policing and Problem Solving (COPPS) eorts throughout the City, including opening a new District Command oce at the Inland Center Mall.
12. The Police Department was awarded over $4.5 million in state and federal grants for personnel and equipment purchases.
13. The Police Department continued contractual services with the San Manuel Band of Mission Indians allowing the Department to provide increased patrol stang in the areas around the San Manuel Casino.
14. The Police Department continued contractual services with Dignity Health allowing the Department to sta an ocer at two local hospitals to enhance security and safety at those locations as well as creating an ecient service model.
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Packet Pg. 278 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
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Police - Expenditure by Division
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Patrol Field Services $38,247,472 $47,002,493 $44,164,554 $51,145,437 $45,945,214 $58,010,136 $62,458,601 General Investigation $10,942,497 $10,483,587 $10,392,064 $11,630,074 $10,163,824 $12,189,883 $12,519,055 Special Enforcement Teams $4,599,986 $6,919,665 $6,441,128 $7,426,036 $6,354,443 $8,441,033 $8,799,184 Administration $7,307,640 $6,908,489 $5,067,381 $6,398,751 $4,898,343 $7,136,947 $7,266,533 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $2,959,131 $4,253,921 $4,438,325 Traffic $1,880,885 $2,416,331 $2,259,631 $2,968,870 $2,204,775 $3,908,567 $4,170,086 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,337,883 $2,087,450 $2,150,601 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,280,194 $1,551,158 $1,601,536 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,287,667 $1,785,106 $1,881,406 Forensics Property $1,101,481 $1,229,665 $1,200,050 $1,256,406 $1,168,716 $1,811,102 $1,906,901 SAN MANUEL CCF 2017-2020 $1,209,768 $1,113,102 $1,435,422 $910,466 $673,090 $1,250,404 $1,310,186 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $835,359 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,731,366 $1,015,000 $1,015,000 COPS Hiring 2020 $0 $0 $1,189,065 $1,625,000 $1,165,838 $1,658,701 $78,703 Commercial Enforcement $0 $0 $0 $0 $0 $1,553,019 $1,641,762 DIGNITY HEALTH $483,584 $497,908 $468,436 $346,436 $289,845 $376,952 $397,573 COPS Hiring 2021 $0 $0 $0 $0 $74,556 $1,020,740 $1,020,740 COPS Option County Funded $522,315 $0 $519,904 $300,000 $0 $300,000 $300,000 Enforcement & Beautification $1,611,077 $0 $0 $0 $0 $0 $0 Field Services $657,298 $706,540 $0 $0 $0 $0 $0
Tobacco Grant $0 $0 $51,548 $383,938 $162,779 $365,059 $378,210 PROP 30 (AB109) $702,788 $323,000 $313,000 $0 $0 $0 $0
COVID-19 Activity $78,457 $0 $546,334 $0 $89,301 $0 $0
JAG CESF 2020 $0 $0 $391,621 $179,950 $85,029 $55,000 $0 Traffic Safety $68,853 $0 $529,500 $0 $0 $0 $0
COPS HIRING 2016 GRANT $543,741 $0 $0 $0 $0 $0 $0
Floyd Incident May 2020 $516,462 $0 $383 $0 $0 $0 $0
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Packet Pg. 279 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year 2 019-20
Actual 2
020-21
Budget
2020-21
Actual 2
021-22
Budget
2021-22
Actual 2
022-23
Budget
2023-24
Budget
FireworksEnforcement$50,449$49,500$49,994$45,653$65,896$71,015$71,015 FY2017UASI Grant$334,109$0$0$0$0$0$0
FY2018UASI Grant$233,661$0$73,582$0$0$0$0
PublicSafetyAcademyCadetProg$0$41,600$72,601$44,000$45,813$0$0 OTSPT21049DUI CHECKPOINTS$0$0$89,624$94,455$12,105$0$0
JAG2019$0$0$0$186,471$0$0$0
JAG2018$0$0$0$182,366$0$0$0
JAG2017$0$0$0$164,477$0$0$0
OTSPT20151DUI SatPatrols$76,195$0$84,383$0$0$0$0
Violence Intervention$55,079$60,344$42,928$0$0$0$0
ProjectSafeNeighborhoods$0$0$5,102$0$143,442$0$0
OTSPT21049DUI Saturation$0$0$120,453$0$16,462$0$0
DUI SatPatrol PT22066$0$0$0$0$126,512$0$0
OTSPT21049Ped/BicycleEnforce$0$0$92,837$20,000$5,270$0$0 OTSPT20151DUI Checkpoint$29,422$0$77,943$0$0$0$0
RailroadTrespassEnf2019$0$0$80,000$15,250$0$0$0
CitywideActivities$40,960$42,400$0$0$0$0$0
OTSPT20151Ped/BicycleEnforce$67,842$0$5,212$0$0$0$0
Animal ShelterServices$5,651$61,885$0$0$0$0$0
PT19106PEDESTRAIN&BICYCLE
ENF
$55,631$0$0$0$0$0$0
OTSPT21049TrafficEnforcement$0$0$28,768$10,000$15,522$0$0 ABC2020$0$0$47,098$0$0$0$0
HSGPFY2017$41,398$0$0$0$0$0$0
PT19106DUI/DLCHECKPOINTS$40,728$0$0$0$0$0$0
HSGPFY2018$0$0$0$0$37,401$0$0
PT19106DUI SATURATION
PATROLS
$34,612$0$0$0$0$0$0
OTSPT20151TrafficEnforcement$31,992$0$0$0$0$0$0
DUI/DLCKPointPT22066$0$0$0$0$29,379$0$0
EMPGFY2019$0$0$28,937$0$0$0$0
OTSGrantPT21049$0$0$15,263$5,000$1,261$0$0
OTSPT20151MotorcycleSafety$14,858$0$5,485$0$0$0$0
Gang&MultipleEnforcementTeam$0$763$763$0$0$8,782$9,297
BSCCLocal LawEnforementGrant$0$0$0$0$18,576$0$0
OTSPT21049CollaborativeDUI $0$0$4,186$4,900$9,477$0$0
Ped&BicycleEnforcePT22066$0$0$0$0$17,217$0$0
OTSPT21049CollaborativeTrafic$0$0$0$4,900$10,543$0$0
OTSPT20151$12,867$0$0$0$0$0$0
OTSPT20151DistractedDriving$10,688$0$1,097$0$0$0$0
OTSPT20151Coll TrafficEnforce$11,366$0$0$0$0$0$0
OTSPT20151Click itorTicket$0$0$10,388$0$0$0$0
OTSPT20151Coll DUI Enforce$0$0$9,725$0$0$0$0
OTSPT21049KnowYourLimit$0$0$0$4,800$2,842$0$0
EMPGFY2020$0$0$0$0$7,286$0$0
DistracteddrivingPT22066$0$0$0$0$5,733$0$0
TrafficEnforcePT22066$0$0$0$0$5,542$0$0
PT19106MOTORCYCLESAFETY$5,072$0$0$0$0$0$0
Downtown&CityHall $3,128$0$0$0$0$0$0
Coll DUI EnforcePT22066$0$0$0$0$2,188$0$0
PT19106NIGHTIMECLICK ITORTI $1,935$0$0$0$0$0$0
PT19106DISTRACTEDDRIVER$1,300$0$0$0$0$0$0
NorthOperations$1,014$0$0$0$0$0$0
OTSGrantPT22066$0$0$0$0$342$0$0
CommunityPolicing$0$0$0$0$4$0$0
PT19106TRAFFICENFORCEMENT$0$0-$37$0$0$0$0
JAG14/15$0$0-$317$0$0$0$0
OTSGRANTPT18127$0$0-$2,086$0$0$0$0
JAGFY15/16$0$0-$33,969$0$0$0$0
Recordedbeforeusingprogram#s$4,734$0-$31,217$0-$16,340$0$0 TOTAL$83,381,141$88,147,333$85,401,695$96,205,364$83,269,830$109,945,326$114,529,064
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Packet Pg. 280 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionSummary
Police-FTE
PositionNameFY2023FY2024
AllocatedFTECount
EXECUTIVEASSISTANT2.002.00
FORENSICSSPECIALIST I (FLEX) 3.003.00
PROPERTYANDEVIDENCETECHNICIAN I (FLEX) 2.002.00
FORENSICSSPECIALIST II 6.006.00
POLICEP&TTECHNICIAN2.002.00
POLICERECORDSSUPERVISOR2.002.00
POLICEFLEETMAINTENANCEEXPEDITOR1.001.00
SERGEANT43.0043.00
SENIOROFFICEASSISTANT4.004.00
ASSISTANTCHIEFOFPOLICE1.001.00
COMMUNITYSERVICESOFFICER28.0028.00
POLICEDISPATCHSUPERVISOR4.004.00
CHIEFOFPOLICE1.001.00
PROPERTY&EVIDENCESUPERVISOR1.001.00
ADMINISTRATIVEASSISTANT1.001.00
PARKINGENFORCEMENTOFFICER7.007.00
ACCOUNTINGTECHNICIAN I (FLEX) 1.001.00
FORENSICSSUPERVISOR1.001.00
DETECTIVE/CORPORAL44.0044.00
EXECUTIVEASSISTANTTODIRECTOR (U) 1.001.00
POLICEOFFICER183.00183.00
CRIMEANALYST3.003.00
SENIORMANAGEMENTANALYST1.001.00
POLICEDISPATCHER I (FLEX) 7.007.00
POLICEDISPATCHER II 18.0018.00
LIEUTENANT12.0012.00
POLICERECORDSTECHNICIAN I (FLEX) 6.006.00
MANAGEMENTANALYST II 1.001.00
CRIMINAL INVESTIGATIONOFFICER10.0010.00
POLICERECORDSTECHNICIAN II 10.0010.00
MARKETING&PUBLICRELATIONSSPECIALIST1.001.00
POLICECAPTAIN (U) 3.003.00
ALLOCATEDFTECOUNT410.00410.00
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Packet Pg. 281 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Administrative Services Division is comprised of Dispatch, Records, Finance, Community Aairs, Crime Analysis, Fleet Services, Emergency Management and Special Events. While diverse, this Division's functions each serve to support the Department’s primary mission of public safety.
The Dispatch Bureau serves as the primary answering point for all citizen requests for service. In a typical month, Dispatch receives over 42,000 emergency and non-emergency calls. Each call is screened and then routed to a patrol ocer or other destination as appropriate.
The Records Bureau serves as the repository for all reports generated by the Police Department. This Bureau also handles registrations related to specic types of convictions, mandated reporting to state and federal agencies, and all criminal and civil subpoenas served on Department personnel.
The Financial Unit provides for all nancial services at the Department including budget preparation and maintenance, grants, contractual services, purchasing, accounts payable, timekeeping, and facilities maintenance.
The Community Aairs Unit handles media relations and inquiries, social media interaction, and community engagement. Community Aairs is also responsible for recruiting and managing all volunteers, including members of the Community Emergency Response Team, Reserve Police Ocers, Citizen Volunteers, Explorers, and Chaplains.
The Crime Analysis Unit is responsible for intelligence gathering and coordinating with county, state, and federal partners for the receipt and dissemination of information. Crime analysts review crime trends and reports, conduct research to link crimes and suspects, and provide crime and intelligence data to all divisions of the Department.
Fleet Services is responsible for ensuring the Department’s eet of vehicles is well maintained. The Fleet Expeditor works with City auto mechanics and other auto industry vendors to service and maintain Department vehicles.
The Emergency Management Unit serves as the City's emergency management team to prepare employees and citizens for the impacts of man-made and natural disasters. The team is responsible for the four phases of emergency management: mitigation, preparedness, response, and recovery.
ADMINISTRATIVE SERVICES
POLICE DEPARTMENT
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Packet Pg. 282 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year The Special Events Unit is responsible for working with event promoters to ensure public safety at all parades, fairs, music festivals, and major sporting events held in the City.
Expenses by Type (Graph)
Updated On 10 May, 2022
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2019-20 Actual2020-21
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2021-22 Actual2022-23
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2023-24
Budget
Fiscal Year
0.0 10.0M
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12.5M
15.0M
17.5M
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Expenses by Program
Police - Administrative Services (by program)
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Administration $7,307,640 $6,908,489 $5,067,381 $6,398,751 $4,898,343 $7,136,947 $7,266,533 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $2,959,131 $4,253,921 $4,438,325 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,337,883 $2,087,450 $2,150,601 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,280,194 $1,551,158 $1,601,536 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,287,667 $1,785,106 $1,881,406 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $835,359 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,731,366 $1,015,000 $1,015,000 Public Safety Academy Cadet Prog
$0 $41,600 $72,601 $44,000 $45,813 $0 $0
Violence Intervention $55,079 $60,344 $42,928 $0 $0 $0 $0 TOTAL $19,104,866 $17,300,493 $14,735,839 $17,294,479 $14,375,757 $18,924,933 $19,467,751 Powered by OpenGov
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Packet Pg. 283 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Department’s executive managers and their supporting staff are responsible for the oversight and administration of all divisions of the Department.
The Professional Standards Bureau is responsible for receiving and investigating all citizen complaints involving Police Department personnel. This Bureau also interfaces with the City Attorney's Office on all civil claims and litigation related to police actions. The Bureau is also responsible for tracking high liability policing actions and reporting specified data to the California Department of Justice.
The Personnel and Training Unit manages all recruitment, processing, and hiring of Department personnel. This Unit also manages new employee training and continuing education for existing personnel. In a typical month, the Personnel and Training Unit team processes several hundred job applicants.
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EXECUTIVE OFFICE
POLICE DEPARTMENT
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Packet Pg. 284 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Investigations Division is responsible for the oversight of general and specialized investigations conducted by the Police Department. The Detective Bureau handles investigative follow-up and case management functions required to successfully prosecute crimes. The Special Investigations Bureau is responsible for gathering intelligence and implementing specialized investigative techniques designed to curb violent assaults, gang, narcotic, and vice-related crimes. The Forensics Unit documents, collects, and processes evidence at crime scenes, including fingerprints and DNA evidence. The Property and Evidence Unit accepts physical evidence and found property for safekeeping, and then catalogs, stores, and provides for the final disposition of the property.
Expenses by Type
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2019-20 Actual2020-21
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2020-21 Actual2021-22
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2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 5.0M
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Non-Personnel Expenses
Sort Large to Small
INVESTIGATIONS
POLICE DEPARTMENT
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Packet Pg. 285 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year E
xpensesbyProgram
Police- Investigation (byprogram) 2
019-20
Actual 2
020-21
Budget
2020-21
Actual 2
021-22
Budget
2021-22
Actual 2
022-23
Budget
2023-24
Budget
General Investigation$10,942,497$10,483,587$10,392,064$11,630,074$10,163,824$12,189,883$12,519,055 Special EnforcementTeams$4,599,986$6,919,665$6,441,128$7,426,036$6,354,443$8,441,033$8,799,184 ForensicsProperty$1,101,481$1,229,665$1,200,050$1,256,406$1,168,716$1,811,102$1,906,901 Gang&MultipleEnforcement
Team
$0$763$763$0$0$8,782$9,297
TOTAL$16,643,965$18,633,680$18,034,004$20,312,516$17,686,983$22,450,800$23,234,437 PoweredbyOpenGov
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Packet Pg. 286 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Patrol Operations Division is the Department's largest division and serves to provide emergency and nonemergency first response.
The Division is divided into five geographical policing districts, each of which is managed by a District Commander and staffed with patrol officers and a community policing team. Uniformed officers assigned to the Division are available 24 hours per day, seven days per week to patrol the City, respond to calls for service, and handle the emergency and public safety needs of the community. Patrol officers, canine handlers, and community service officers are responsible for conducting preliminary criminal investigations, enforcing laws and ordinances, and providing various community policing services.
The Traffic Unit handles major accident investigations, DUI enforcement, and parking control issues. The Unit also administers a variety of programs designed to educate the community on traffic safety matters.
The newly-formed Commercial Traffic Unit addresses the impacts of commercial vehicle operations throughout the City, including collisions, vehicle inspections, and highway and parking violations.
PATROL
POLICE DEPARTMENT
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Packet Pg. 287 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Updated On 10 May, 2022
Reset
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Expenses Police
History
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Visualization
2019-20 Actual2020-21
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2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 10.0M
20.0M
30.0M
40.0M
50.0M
60.0M
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Non-Personnel Expenses
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Expenses by Program
Police - Patrol (by program)
2019 - 20 Budget2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2022 - 23 Budget2023 - 24 Budget Patrol Field Services $37,685,200 $38,247,472 $47,002,493 $44,164,554 $51,145,437 $53,015,209 $55,587,881 Traffic $2,323,600 $1,880,885 $2,416,331 $2,259,631 $2,968,870 $3,932,109 $4,196,573 SAN MANUEL CCF 2017-2020 $1,217,700 $1,209,768 $1,113,102 $1,435,422 $910,466 $961,959 $1,008,929 DIGNITY HEALTH $479,300 $483,584 $497,908 $468,436 $346,436 $312,842 $329,453 COPS Hiring 2020 $0 $0 $0 $1,189,065 $1,625,000 $0 $0
Field Services $887,800 $657,298 $706,540 $0 $0 $0 $0
COPS Option County Funded $0 $522,315 $0 $519,904 $300,000 $0 $0 Traffic Safety $610,000 $68,853 $0 $529,500 $0 $0 $0
Tobacco Grant $0 $0 $0 $51,548 $383,938 $364,174 $377,485 JAG CESF 2020 $0 $0 $0 $391,621 $179,950 $0 $0
COPS HIRING 2016 GRANT $0 $543,741 $0 $0 $0 $0 $0
Fireworks Enforcement $0 $50,449 $49,500 $49,994 $45,653 $70,000 $70,000 JAG 2019 $0 $0 $0 $0 $186,471 $0 $0
OTS PT21049 DUI CHECKPOINTS
$0 $0 $0 $89,624 $94,455 $0 $0
JAG 2018 $0 $0 $0 $0 $182,366 $0 $0
OTS PT21049 DUI Saturation $0 $0 $0 $120,453 $0 $0 $0
OTS PT21049 Ped/Bicycle Enforce
$0 $0 $0 $92,837 $20,000 $0 $0
Railroad Trespass Enf 2019 $0 $0 $0 $80,000 $15,250 $0 $0 OTS PT21049 Traffic Enforcement $0 $0 $0 $28,768 $10,000 $0 $0 OTS Grant PT21049 $0 $0 $0 $15,263 $5,000 $0 $0
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Packet Pg. 288 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year 2 019-20
Budget
2019-20
Actual 2
020-21
Budget
2020-21
Actual 2
021-22
Budget
2022-23
Budget
2023-24
Budget
OTSPT21049CollaborativeDUI $0$0$0$4,186$4,900$0$0
OTSPT21049Collaborative
Trafic
$0$0$0$0$4,900$0$0
OTSPT21049KnowYourLimit$0$0$0$0$4,800$0$0
NorthOperations$0$1,014$0$0$0$0$0
TOTAL$43,203,600$43,665,378$51,785,875$51,490,807$58,433,892$58,656,292$61,570,321 PoweredbyOpenGov
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Packet Pg. 289 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Department Overview Divisions
Public Works is comprised of five divisions:
Administration, Operations and Maintenance,
Engineering, Facilities and Fleet Management, and
Environmental Programs. Public Works delivers cost
effective, safe, reliable and sustainable projects,
programs and quality services with a focus on our
community.
Administration
Operations and Maintenance
Engineering
Facilities and Fleet Management
Environemental Programs
PUBLIC WORKS
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Packet Pg. 290 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What has Public Works achieved so far in Fiscal Year 2021/22 so far? Throughout our Public Works Department, numerous divisions were able to make great strides in greateneing our community. The Engineering Division was able to complete Capital Improvement Projects in an eort to imrpove streets, parks, trac capital, and preserving buildings within the City of San Bernardino. Some highlights include the following:
Completed Phase 3 of the Playground Equipment Replacement Project. This project included the removal and replacement of equipment, installation of new concrete pads and benches, and improvements to ADA access ways at Meadowbrook, Anne Shirrel, Blair, Lionel E. Hudson, and Tom Gould Parks.
Completed Citywide Concrete Repairs to ADA Access Ramps and Sidewalks. Replacement of damaged PCC driveway approaches, sidewalk, curb, curb & gutter, cross gutters, and ADA access curb ramps at various locations throughout the City rights-of-way at the 5th Street Senior Center, Perris Hill Senior Center, Rudy Hernandez Community Center, and Delmann Heights Community Center.
Completed Kendall Drive Slope Rehabilitation Project. The project consisted of installing approximately 1,100 linear feet of retaining wall varying between four and eight feet in height. The wall will be serving as a barrier to prevent any further rocks and debris from falling into the public right-of-way.
Implementation of Advanced Dilemma Zone Detection 49 Signalized Intersections. Mount Vernon Avenue from Highland Avenue to Johnson Street, Baseline Street from Del Rosa Avenue to California Street, and Highland Avenue from Medical Center Drive to Victoria Avenue. The project was funded through the Highway Safety Improvement Program (HSIP) Cycle 9. The project will be advertised for construction during the week of March 28, 2022.
Our Real Property and Land Development programs worked dillegentally to improve City infrustructure and land resources to strengthen develoment eortsthrough the following approaches:
Processed 921 permits and collected approximately $10,165,000 in fees including development impact fees, grading on-site improvement, public street/o-site improvement, on-site landscaping, stormwater, parcel/tract maps, lot merger, lot line adjustment, and miscellaneous fees.
Improved Land Development Division workow process to increase eciency and provide excellent customer service; provided electronic/digital plan check review and resubmittal process for permit applicants. Updated and improved website posting of Land Development Division to allow online/electronic permit application submittals.
National Pollutant Discharge Elimination System (NPDES):
Tow Service RFP and Agreements: Worked with the City Manager Oce, Police Department and BB&K Law Oces to develop a comprehensive RFP for City Tow Services. The NPDES Team also assisted the Police Department with inspections of the tow services facility grounds.
Completed the Exceedance Response Action Level 1 Evaluation and Report for the City Corporate Yard.
Installed approximately sixty-one Certied Full Capture devices throughout the City for compliance with Total Maximum Daily Loads (TMDL) Trash Mandates.
Interact with our Division Overview Pages to see more achievments!
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Packet Pg. 291 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Reset
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Expenses Public Works
History
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
Dollars Back
Non-Personnel Expenses
Personnel
Sort Large to Small
Expenses by Program
Public Works - Expenditure by Division
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Parks Maintenance $3,771,670 $4,102,130 $4,069,109 $4,574,240 $3,701,311 $5,729,842 $5,877,560 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $2,585,703 $4,384,049 $4,698,695 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,636,628 $2,770,664 $2,828,792 Administration $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,664,181 $2,383,732 $2,458,180 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $1,858,061 $2,364,301 $2,466,331 Capital Projects $1,552,401 $1,534,598 $1,652,133 $1,970,185 $1,726,125 $2,770,259 $2,888,540 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,159,304 $2,158,424 $2,211,674 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $1,703,754 $591,822 $593,711 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,290,615 $1,651,310 $1,702,688 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,165,886 $1,562,099 $1,617,403 Land Development $0 $657,563 $579,855 $762,195 $917,326 $2,848,939 $2,916,117 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $661,018 $1,543,227 $1,579,124 Traffic Engineering $755,164 $599,270 $687,664 $834,717 $710,320 $920,867 $962,799 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $352,423 $749,565 $761,470 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $202,683 $1,172,349 $1,179,625 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $573,221 $703,753 $727,974 Stormwater Management $513,123 $535,646 $435,428 $575,784 $285,170 $601,027 $613,665 Storm Drain $184,959 $249,623 $314,712 $534,064 $386,490 $659,939 $682,766 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $248,500 $625,954 $647,794 Real Property $363,150 $313,215 $252,910 $349,643 $290,165 $443,157 $458,030 Property Maintenance $103,227 $530,520 $281,815 $556,120 $247,221 $359,100 $359,100 Aquatics $189,340 $228,607 $207,134 $232,047 $172,800 $252,357 $256,692 City-Owned Median Maintenance $151,035 $206,000 $196,696 $206,000 $92,580 $206,000 $206,000 COVID-19 Activity $335,394 $0 $151,619 $0 $12,053 $0 $0 CARPS /CCPP $53,746 $54,549 $54,589 $53,751 $53,807 $53,600 $53,600
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Packet Pg. 292 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year 2019 - 20 Actual
2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget OPP Grant $60,907 $58,841 $58,199 $23,492 $0 $29,429 $29,429 Bryce Hanes Park Landscape Maint $0 $0 $29,184 $66,188 $45,599 $58,661 $58,661 TCU TIRE GRANT $5,246 $10,000 $172 $0 $1,319 $10,000 $15,000 Floyd Incident May 2020 $2,622 $0 $0 $0 $0 $0 $0
Route 66 $0 $0 $0 $0 $2,462 $0 $0
TOTAL $25,972,392 $27,913,530 $27,319,845 $32,149,786 $23,746,726 $37,604,427 $38,851,422 Position Summary
Public Works - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ENVIRONMENTAL PROGRAMS COORDINATOR 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN III 1.00 1.00
FORESTRY SUPERVISOR 1.00 1.00
REAL PROPERTY MANAGER 2.00 2.00
SENIOR ARBORIST 1.00 1.00
ELECTRICIAN I (FLEX) 1.00 1.00
EXECUTIVE ASSISTANT 1.00 1.00
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 1.00 1.00 TRAFFIC SIGNAL TECHNICIAN I (FLEX) 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN II 2.00 2.00
EQUIPMENT MAINTENANCE SUPERVISOR 1.00 1.00
LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 1.00 1.00 LEAD CUSTODIAN 1.00 1.00
SENIOR OFFICE ASSISTANT 1.00 1.00
EQUIPMENT MECHANIC II 7.00 7.00
DATA ANALYST 1.00 1.00
ADMINISTRATIVE ASSISTANT 2.00 2.00
CEMETERY CARETAKER 1.00 1.00
TRAFFIC ENGINEERING ASSOCIATE 2.00 2.00
PRINCIPAL CIVIL ENGINEER 1.00 1.00
ENGINEERING ASSISTANT I (FLEX) 2.00 2.00
CUSTODIAN 8.00 8.00
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 LEAD MAINTENANCE WORKER 4.00 4.00
ENGINEERING ASSISTANT II 4.00 4.00
ASSESSMENT DISTRICT/REAL PROP SPECIALIST 1.00 1.00
CIVIL ENGINEERING DIVISION MANAGER (U) 1.00 1.00
FACILITIES MAINTENANCE MECHANIC 4.00 4.00
ENGINEERING TECHNICIAN 2.00 2.00
GROUNDWORKER ARBORIST 2.00 2.00
ENGINEERING ASSOCIATE 1.00 1.00
ACCOUNTING TECHNICIAN II 2.00 2.00
OPERATIONS & MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 TRAFFIC ENGINEER 1.00 1.00
PUBLIC WORKS SAFETY AND TRAINING OFFICER 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
MAINTENANCE WORKER III 6.00 6.00
MAINTENANCE WORKER I (FLEX) 17.00 17.00
FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00
HVAC MECHANIC 1.00 1.00
MAINTENANCE WORKER II 4.00 4.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
MAINTENANCE SUPERVISOR 1.00 1.00
ARBORIST 1.00 1.00
SOLID WASTE FIELD INSPECTOR 1.00 1.00
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Packet Pg. 293 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year P
ositionNameFY2023FY2024
SENIORPROJECTMANAGER1.001.00
NPDES INSPECTOR I (FLEX) 1.001.00
ADMINISTRATIVESERVICESSUPERVISOR1.001.00
NPDES INSPECTOR II 1.001.00
MANAGEMENTANALYST I (FLEX) 1.001.00
ENGINEERINGASSISTANT III 1.001.00
LEADEQUIPMENTMECHANIC1.001.00
PARKSANDLANDSCAPEMAINTENANCESUPERVISOR1.001.00
EQUIPMENTSERVICEWORKER2.002.00
LANDSCAPE& IRRIGATION INSPECTOR I (FLEX) 1.001.00
PLUMBER1.001.00
CUSTODIALSUPERVISOR1.001.00
DIRECTOROFPUBLICWORKS (U) 1.001.00
LANDSCAPE& IRRIGATION INSPECTOR II 3.003.00
PUBLICWORKS INSPECTOR I (FLEX) 2.002.00
NPDESMANAGER1.001.00
PARKSMAINTENANCEWORKER II 2.002.00
PUBLICWORKS INSPECTOR II 2.002.00
TRAFFICSIGNALANDLIGHTINGSUPERVISOR1.001.00
CONSTRUCTIONMANAGER1.001.00
POOLMAINTENANCECOORDINATOR1.001.00
ALLOCATEDFTECOUNT126.00126.00
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Packet Pg. 294 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Administration is responsible for the overall management of the department including staffing, budgeting, financial operations, and forecasting. The division also sets all departmental policies and procedures.
Expenses by Type (Graph)
Reset
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Budget
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0.0 500.0K
1.0M
1.5M
2.0M
Dollars Back
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Personnel
Sort Large to Small
ADMINISTRATION
PUBLIC WORKS
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Packet Pg. 295 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Public Works - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,664,181 $2,383,732 $2,458,180 TOTAL $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,664,181 $2,383,732 $2,458,180 Powered by OpenGov
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Packet Pg. 296 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Environmental Program Division is responsible for management of the $28 million Franchise Agreement with Burrtec Waste Industries. Together, Burrtec and the City work cooperatively to meet State mandated solid waste management and recycling requirements. Additionally, this Division submits applications for State funded recycling grants to assist the City in providing education and outreach to City residents and commercial businesses. The division is responsible for meeting the regulatory requirements from the Santa Ana Regional Water Quality Control Board (SRWQCB), South Coast Air Quality Management District (SCAQMD), County Local Enforcement Agency (LEA) and CalRecycle for the operation and maintenance of the landfill gas collection and control system and ground water monitoring and sampling at the City’s Inactive Waterman Landfill.
What did the Environemental Programs Division achieve in Fiscal Year 2021/22?
Police Department parking lot (710 N D Street)
Fleet Parking Lot (234 S Mountain View Avenue)
City Hall’s parking lot (349 N E Street).
Currently, we are waiting to receive design layouts from SCE, for the review and approval of all three locations.
Recycling Education and Outreach at Elementary Schools. In a partnership with the Echo Hero Show established recycling education and outreach eorts with San Bernardino Elementary Schools to demonstrate the importance of recycling and preserving our planet. The program reached a total of 13 elementary schools and approximately 5,680 students virtually due to COVID-19 restrictions.
1. Charge Ready Program to electrify the City. Three Southern California Edison (SCE) Charge Ready applications are works in progress for:
2. ENVIRONEMENTAL PROGRAMS
PUBLIC WORKS
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Packet Pg. 297 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Reset
Broken down by
Expenses Integrated Waste Management Public Works
History
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
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750.0K
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Dollars Back
Non-Personnel Expenses
Personnel
Sort Large to Small
Expenses by Program- Intergrated Waste Management Fund
Public Works - Environmental Program (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,377,388 $1,147,757 $577,590 $1,203,776 $877,611 $1,226,626 $1,255,485 COVID-19 Activity $16,351 $0 $0 $0 $0 $0 $0
TOTAL $1,393,739 $1,147,757 $577,590 $1,203,776 $877,611 $1,226,626 $1,255,485 Powered by OpenGov
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Packet Pg. 298 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Engineering is comprised of three main subdivisions Traffic Engineering, Capital Development, and Land Development.
Under the oversight of the city engineer, the Engineering Division serves the needs of the citizens of San Bernardino by providing professional engineering services to the community and City government through planning, designing, and implementation of infrastructure projects needed to protect the health, safety, and general welfare of the citizens, visitors, and the business community. The division also maintains all records related to city property, easements and land rights and assists in the administration of Landscape Maintenance Assessment Districts (LMD) and Community Facilities Districts (CFD) throughout the City.
The Traffic Engineering section’s objective is to provide for the safe, rapid, comfortable efficient, convenient, and environmentally compatible movement of people, goods, and services. Through data collection of road construction, land development, traffic signals, and build traffic studies from them, this allows the section to come up with new and inventive ways to optimize the construction of roads and other forms of ground transportation.
The Capital Development section’s objectives include programming, planning and administration of the annual Capital Improvement Program (CIP). The CIP identifies the approved priority projects throughout the City each fiscal year. Capital Development spearheads all design, project management, construction and inspection of public works contracts within the City. In addition, issuing encroachment and traffic control permits for any work within the Right-of-Way to verify conformance with the permit conditions and compliance with the latest City codes.
The Land Development section is responsible for reviewing on-site plans for proposed residential, commercial and industrial development projects and provides engineering input as well as conditions of approval for proposed projects. Furthermore, plan check all development plans including those that impact other department functions such as the National Pollutant Discharge Elimination System (NPDES) program activities and its Municipal Separate Storm Sewer System (MS4).
ENGINEERING
PUBLIC WORKS
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Packet Pg. 299 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year W
hatdidtheEngineering
Divisionachieve inFiscal Year
2021/22?
1. CompletedPhase3ofthePlayground
EquipmentReplacementProject. Thisproject included the removal and replacement of equipment, installation of new concrete pads and
benches, and improvementstoADAaccessways
atMeadowbrook, AnneShirrel, Blair, Lionel E. Hudson, and Tom Gould Parks. 2. Nicholson Neighborhood Park Improvem ents. Public Works is responsible for maintaining Nicholson Park located at 2737 West 2nd Street. Nicholson Park is an existing 9.52-acre park facility that is currently converting a portion of the existing park site to a Miracle League Ball eld. The Public Works department is the process of refurbishing other common areas of the park. 3. Completed Preliminary Design Report (PDR) for the Proposed New City of San Bernardino Animal Shelter. Located at the corner of Orange Show Road and Washington Avenue. The preliminary site and building design will include charrette site and interior building adjacencies, concept oor plans, site plans, and building elevations. Final recommendations are expected to be completed mid-year FY 2022/23. 4. Completed 5th Street Senior Center Outdoor Dining Cover. The project included the installation of an outside shelter cover, restoration of onsite dining for lunch program participants and ensured compliance with current State and County health regulations due to Coronavirus pandemic. 5 Completed Citywide Concrete Repairs to ADA Access Ramps and Sidewalks. Replacement of damaged PCC driveway approaches, sidewalk, curb, curb & gutter, cross gutters, and ADA access curb ramps at various locations throughout the City rights-of-way at the 5th Street Senior Center, Perris Hill Senior Center, Rudy Hernandez Community Center, and Delmann Heights Community Center. 6. Completed Pavement Rehabilitation of several streets. This project included pavement rehabilitation and providing missing sidewalk and ADA ramps for the following segments: 3rd Street between Sierra Way and 'D' Street (Ward 1) 6th Street between Sierra Way and Waterman Avenue (Ward 2) Rancho Ave between Rialto Avenue and Foothill Boulevard (Ward 3)
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Packet Pg. 300 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Hig
hlandAvebetweenPalmAvenueand
FrontageRoad (Ward4) NorthPark Blvd between
Devil CanyonRoad&
LittleMountain (Ward5) Industrial Parkway betw
eenPalmAvenueand
LexingtonWay (Ward6) Arrowhead Avenue betw
eenHighlandAvenue
and30thStreet (Ward7) 7. Completed Citywide Pa
vementRehabilitation (Slurry/Crack Seal). The proposed scope of work a t
these locations includedslurry/cracksealing
streetsurfacesandtherehabilitationofsurfaces
aroundAutoCenter. 8. Completed a Co
mmunityCenter Improvements Project. The scope of w
orkat
DelmannHeightsCommunityCenterand5th
StreetSeniorCenterwastheremoval and
replacementofexistingooringandrepaintingof
eachfacility’s interiorandexterior. 9. Completed Kendall Drive Slop eRehabilitation
Project. Theprojectconsistedof installing
approximately1,100 linearfeetofretainingwall varying between four and eight feet in height. T he
wall will beservingasabarriertopreventany
furtherrocksanddebrisfromfalling intothe
publicright-of-way. 10. Completed Nu
nezParkSoccerField
Rehabilitation. Theproposedscopeofwork included removal and replacement of the so ccer
eldturfsystematNunezPark. 11. Completed Parking Lot Imp rovements
Project. Theproposedscopeofwork included
replacementofdeterioratedasphaltconcrete
pavement, asphaltconcreteoverlay, installationof
pipeswinggates, andADAramps, atPerrisHill and Lytle Creek Community Centers.
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Packet Pg. 301 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Reset
Broken down by
Expenses Public Works
History
Program
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 1.0M
2.0M
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Dollars Back
Personnel
Non-Personnel Expenses
Sort Large to Small
Expenses by Program
,, ,, ,, ,, ,, ,, ,,
, , , , ,, ,,
, , , , , , ,
, , , , , , ,
, , , , , , ,
,, ,, ,, ,, ,, ,, ,,
Capital Projects
Land Development
Traffic Engineering
Real Property
Aquatics
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Powered by OpenGov
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Packet Pg. 302 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
Facilities and Fleet supports all city departments by performing planned, preventative and emergency maintenance services for 184 city facilities (2,487,776 square feet of real property). The division also provides maintenance services on city facilities leased to outside agencies. Maintenance performed not only includes mechanical and structural work, but also custodial services in 39 of the city facilities and responds to requests for office space reconfigurations and personnel relocation assistance.
Fleet manages an inventory of over 800 city-owned fleet units. It also purchases, repairs and performs preventative maintenance support to all departments that require vehicles. These fleet units include Public Safety vehicles, light/heavy trucks, trailered equipment, turf equipment and off road equipment. Facilities is responsible for all required State reporting regarding city-owned vehicles.
Both Fleet and Facilities are supported by an Administration staff, who manage all aspects of procurement, accounts payable processing, utilities usage administration, facility CIP contract supervision, and city-wide security services. The divisions also partner in maintaining the city’s compressed natural gas (CNG) fueling station that was recently upgraded to expand public and private use.
FACILITIES AND FLEET
PUBLIC WORKS
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Packet Pg. 303 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did the Fleet Division
achieve in Fiscal Year 2021/22?
Our Fleet Division improved City infrustucture in
an eort to increase our scope of services through
purchasing the following items:
• 1-Storm Drain Vactor Truck
• 1-Asphalt Patch Truck
• 1-Catepillar Loader
• 1-Catepillar Skid Steer
• 1-Vermeer Stump Cutter
• 1-6yd Rear Loader
• 1-Caterpillar Backhoe
• 1-Horse Trailer
• 1-Greens Groomer
• 4-Message Board trailers
• 1-Radar Trailer
Expenses by Type
Reset
Broken down by
Expenses Integrated Waste Management Public Works
History
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
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Personnel
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Packet Pg. 304 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Program
Public Works - Facilities and Fleet (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $2,585,703 $4,384,049 $4,698,695 Administration $400,071 $367,132 $392,721 $368,632 $330,045 $463,500 $479,538 COVID-19 Activity $32,045 $0 $14,921 $0 $947 $0 $0
TOTAL $3,687,947 $3,551,814 $3,570,277 $3,762,015 $2,916,695 $4,847,549 $5,178,233 Powered by OpenGov
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Packet Pg. 305 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Division Overview
The Operations and Maintenance division consists of maintenance program sections that include Pavement Maintenance, Storm Drain Maintenance, Park Maintenance, Cemetery Management, Traffic Signals and Signs, Tree Maintenance, Street Light Maintenance and Graffiti Removal. Operation and Maintenance is responsible for the ongoing maintenance of the city’s infrastructure which includes the asphalt pavement, sidewalks, curb and gutter within the city’s 62 square mile boundaries, 7,000 streetlights, 120 miles of storm water drainage, approximately 1,800 catch basins, and over 500 acres of parkland and greenbelt areas. Operations also manages the contractual agreements of tree trimming, Integrated Waste, right of way maintenance, landscape maintenance, and pavement markings
OPERATIONS AND MAINTENANCE
PUBLIC WORKS
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Packet Pg. 306 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year What did the Operations and
Maintenance Division achieve in
Fiscal Year 2021/22?
Throughout the Fiscal Year 2021/22, the
Operations and Maintenance Division was able to
improve City infracture preservation through the
following maintenance metrics:
Concrete - 23,551 square feet
Illegal Dumps - 4,882 assessed
Alleys - 59
Potholes - 23,525
Playgrounds inspected -28
Valves replaced - 64
Backows repaired - 14
Backows replaced - 8
Trac Cabinets Inspected and Maintained -
1,628
Grati Removal - 5,686 requests completed
Trac Knockdowns Responded (Includes poles,
cabinets and heads): 67
Streetlight Knockdowns Responded - 45
Number of Trees Trimmed - 7,045
Number of Dead trees removed (in-house and
contractor combined): 530
Channels Inspected and Cleaned - 125
Storm drains Inspected and Cleared - 1,025
In addition, removed hazards and provided
maintenance upgrades to three parks: Seccombe, Meadowbrook Fields, and Nunez.
Operations and Maintenance was also also to
make the following improvements:
• Responded to 7 major wind events and two
rainstorm events.
• Upgraded 4 median islands.
• Provided landscaping services at more than
31 locations
• Provided burial support services for more
than 11 burials at Pioneer park
• Installed more than 35 new trashcans at
parks and downtown corridor.
• Installed 8 new benches at Seccombe Lake.
• Established a new large and small dog park at
Seccombe Lake.
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Packet Pg. 307 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Expenses by Type
Reset
Broken down by
Expenses Public Works
History
Program
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 5.0M
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15.0M
20.0M
25.0M
Dollars Back
Non-Personnel Expenses
Personnel
Sort Large to Small
Expenses by Program
Public Works - Operations and Maintenance (by program)
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Parks Maintenance $3,771,670 $4,102,130 $4,069,109 $4,574,240 $3,701,311 $5,729,842 $5,877,560 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $2,585,703 $4,384,049 $4,698,695 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,636,628 $2,770,664 $2,828,792 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $1,858,061 $2,364,301 $2,466,331 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,159,304 $2,158,424 $2,211,674 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $1,703,754 $591,822 $593,711 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,290,615 $1,651,310 $1,702,688 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,165,886 $1,562,099 $1,617,403 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $661,018 $1,543,227 $1,579,124 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $352,423 $749,565 $761,470 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $202,683 $1,172,349 $1,179,625 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $573,221 $703,753 $727,974 Storm Drain $184,959 $249,623 $314,712 $534,064 $386,490 $659,939 $682,766 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $248,500 $625,954 $647,794 Property Maintenance $103,227 $530,520 $281,815 $556,120 $247,221 $359,100 $359,100 City-Owned Median Maintenance $151,035 $206,000 $196,696 $206,000 $92,580 $206,000 $206,000 Bryce Hanes Park Landscape Maint $0 $0 $29,184 $66,188 $45,599 $58,661 $58,661 TOTAL $19,987,115 $21,871,563 $21,099,141 $25,077,639 $17,910,998 $27,291,061 $28,199,370 Powered by OpenGov
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Packet Pg. 308 Attachment: Attachment 1- Proposed Fiscal Year 2023 and Fiscal Year 2024 Operating Budget (8943 : Presentation of the Proposed Fiscal Year Proposed Budget Fiscal Years 2023 & 2024
Barbara Whitehorn, Finance Director
Tanya Williams, Budget Division Manager
May 18, 2022
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Packet Pg. 309 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal FY 2021-22 Proposed Budget
Presentation Overview
Ø Budget Timeline
Ø FY 2023 & FY 2024 Revenue Forecast
Ø Recommended Expenditure Budget
Ø Expenditure Details
Ø Fund Balance Forecast
Ø Proposed Capital Improvement Plan and Funding
Ø Measure S Summary
Ø Discussion and Next Steps
6.b
Packet Pg. 310 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Budget Adoption Timeline
Group Type of Meeting Purpose
March 31, 2022 City Council Special Meeting Budget Workshop 1 April 26, 2022 City Council Special Meeting Budget Workshop 2- Presentation of Operation and CIP Recommendations
May 18, 2022 City Council Regular Meeting Budget Hearing- Proposed Budget June 15, 2022 City Council Regular Meeting Budget Adoption
6.b
Packet Pg. 311 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal FY 2023 & 2024 Revenues
General Fund Revenues
Adopted FY
2022 Fiscal Year 2023 Fiscal Year 2024
% OF
TOTAL 23
% OF
TOTAL 24
Charges for services 6,140,420 8,112,400 8,372,650 4% 4% Fines and forfeitures 1,478,500 1,365,500 1,417,500 1% 1% Franchise Tax 11,781,000 11,781,000 11,781,000 6% 6%
Intergovernmental 2,243,602 2,357,000 2,372,000 1% 1%
Investment income 500,978 525,000 525,000 0% 0%
Licenses & permits 11,858,000 12,430,000 12,743,000 6% 7% Miscellaneous 2,766,037 3,688,697 3,709,697 2% 2%
Other Taxes 8,493,262 7,656,000 7,816,000 4% 4%
Property Taxes 19,267,608 22,500,000 23,000,000 12% 12% Sales and Use Tax 45,391,210 50,000,000 51,500,000 26% 26% Cannabis 2,910,446 4,120,000 4,620,000
Use of Money and Property 779,600 529,000 554,000 0% 0% Utility Users Tax 22,700,000 21,430,500 20,890,000 11% 11% Transfers in -
Measure S Sales Tax 41,016,456 46,000,000 46,000,000 24% 24% Total Estimated General Fund Revenue 177,327,119 192,495,097 195,300,847
GENERAL FUND SUMMARY
Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget
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Packet Pg. 312 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Proposed FY 2023 & 2024 General Fund Expenses
FY 2021/22 FY 2023 FY 2024
Department Adopted Proposed Proposed
Budget Biennial Budget Biennial Budget
010 Mayor 367,096 376,056 316,687
020 City Council 836,795 927,307 954,404
030 City Clerk 1,540,453 1,483,646 1,583,650
050 Legal Services 2,836,729 3,175,512 3,309,855
090 General Government 9,093,654 15,617,423 15,130,814
100 City Manager 1,738,851 2,317,274 2,387,033
110 Human Resource 2,003,587 2,504,411 2,583,763
120 Finance 4,909,915 5,979,907 6,196,951
150 Assessment Districts 138,000 150,000 150,000
160 Capital Projects 25,720,000 5,000,000 2,000,000
180 Community & Economic Development 7,584,317 9,635,009 9,860,020 210 Police 92,622,058 106,179,126 112,412,411
380 Parks Recreation & Community 4,747,495 4,584,329 4,571,846 400 Public Works 22,240,480 26,477,732 27,321,166
470 Library 2,745,256 2,628,980 2,708,588
Total Expenditures 179,124,684 $ 187,036,712 $ 191,487,188 City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Expenditures
6.b
Packet Pg. 313 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Service Level Enhancements
Where are the
Increases?
$9.5
million
• Over 25 new positions and
over 10 position adjustments
or reclassifications in FY 2022
• Bringing Services In house
(I.e. Graffiti abatement,
sidewalk power washing etc.)
• 1.5 % Increase to
Departments for increased
service levels & programs
6 6.b
Packet Pg. 314 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal General Fund Expenditures
Other Significant Factors:
• Classification & Compensation Study Increased Salaries, as well as new MOUs increased benefits. Impacts across every
department.
• Inflationary costs- increased costs for vehicles, fuel, and other contracted services are all experiencing significant jumps in cost. • General Government- centralized utilities accounts for major jump in expenditures
• General Fund Capital Contribution- as the operating budget has expanded, less general fund dollars available for Capital Improvement Program (full CIP addressed in later slides)
6.b
Packet Pg. 315 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal FY 2023 & 2024 Personnel Summary
Departments Description FY2023 FY2024
Information Technology 14 14
City Clerk 6 6
Human Resource 13 13
Community & Economic Development 61 61
Animal Services 25 25
Mayor 2 2
General Government 7 7
Public Works 126 126
City Council 9 9
City Attorney 1 1
City Manager 10 10
Parks Recreation & Community 23 23
Finance 31 31
Library 15 15
Police 410 410
Total FTE 753 753
6.b
Packet Pg. 316 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Fund Balance Forecast
FY 2023 & FY 2024 General Fund Overview
Adopted
Budget
2021/22
Amended
Budget
2021/22
Year-End
Projections
2021/22
Proposed
Budget FY
22/23
Proposed
Budget FY
23/24
Beginning General Fund Balance $ 33,822,411 $ 66,703,835 $ 66,703,835 $ 67,518,467 $ 72,976,851 Plus: Reserve for Carryovers $ 2,215,990 $ 2,215,990 $ - $ - Total Available Beginning Fund Balance 7/1/22 $ 33,822,411 $ 68,919,825 $ 68,919,825 $ 67,518,467 $ 72,976,851 Revenues 174,416,673 178,242,465 186,872,097 192,495,097 195,300,847 Expenditures (179,124,684) (187,450,809) (188,273,455) (187,036,712) (191,487,188) Projected General Fund Operating Surplus /(Deficit) (4,708,011) (9,208,344) (1,401,358) 5,458,385 3,813,659 Projected General Fund Reserve $ 29,114,400 $ 59,711,481 $ 67,518,467 $ 72,976,851 $ 76,790,510 Fund Balance Designations
Operating Reserve:
Emergency Reserve - 15% of Adopted Budget 26,868,703 28,117,621 28,241,018 28,055,507 28,723,078 Economic Contingency Reserve - 10% of Adopted Budget 2,245,698 31,593,859 39,277,448 44,921,345 48,067,432 Sub - Total Budgeted Reserves 29,114,400 59,711,481 67,518,467 72,976,851 76,790,510 - - -
Projected General Fund Reserves 6/30/22 $ 29,114,400 $ 59,711,481 $ 67,518,467 $ 72,976,851 $ 76,790,510
6.b
Packet Pg. 317 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Aligning Strategic Goals & The Budget
6.b
Packet Pg. 318 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal General Fund Focus Areas
• Maintaining service level enhancements from FY 2021/22 and ensuring we meet needs of the community
• Development Customer Service & Experience
• Enhancing Parks & Recreation services and opportunities • Improving quality of life- safe, clean & new streets
6.b
Packet Pg. 319 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal OpenGov- New Online Budget Book
Ø New Online Interactive
Budget Book
Ø Explore & engage with
the budget in new ways
6.b
Packet Pg. 320 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
6.b
Packet Pg. 321 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Criteria
Ø Health and Safety
Ø Asset Condition (i.e., Pavement Condition)
Ø Community Service and Programming Needs
Ø Deferred Maintenance
Ø Compliance/Legal Requirements (i.e., ADA Improvements)
6.b
Packet Pg. 322 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Capital Improvement Program – Primary Funding Sources
Ø Measure I
Ø Street Maintenance (transportation improvements) ½ cent sales tax Ø Development Impact Fee Funds
Ø Regional Circulation System Fund
Ø Storm Drain Construction Fund
Ø Measure S
Ø SB-1 Gas Tax Fund
Ø Highway Safety Improvement Program (HSIP Grant)
6.b
Packet Pg. 323 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program- Funding
Recommended Source by Fund FY23 FY24
Measure S $ 5,050,000 $ 2,000,000
RMRA Gas Tax (SB1) $ 5,000,000 $ -
Measure I $ 11,349,272 $ 1,501,057
Cultural Development Construction $ 600,000 $ -
Storm Drain Construction $ 6,650,000 $ 650,000
Law Enforcement Facilties $ 850,000 $ -
Local Regional Circulation $ 90,000 $ -
Regional Circulation System $ 3,425,000 $ 3,225,000
Library Facilities $ 150,000 $ 400,000
Public Use Facilities $ 800,000 $ -
Aquatics Facilities $ - $ 400,000
AB 1600 Parkland and Op $ 250,000 $ -
Community Development Block Grant (CDBG) $ 1,600,000 $ - Federal/State Grants $ 722,772 $ -
American Rescue Plan Fund $ 995,000 $ 1,700,000
Highway Safety Improvement Program (HSIP) $ 4,588,000 $ - $ 42,120,044 $ 9,876,057
6.b
Packet Pg. 324 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program- Funding
Invests in essential citywide
infrastructure and improvements to
quality-of-life projects
• $42.1 Million proposed for FY2023
• $9.9 Million proposed for FY2024
6.b
Packet Pg. 325 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
6.b
Packet Pg. 326 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Capital Improvement Program Focus
Ø Critical Streets, Sidewalks and Storm Drainage Infrastructure Ø Traffic Controls and Street Lighting
Ø Parks and Recreation Facilities
Ø City Buildings
6.b
Packet Pg. 327 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Buildings – $2.5 Million over
Biennial Budget Period
FY23 $2 Million & FY24 $400,000 Ø Perris Hill Senior Center Roof Replacement
Ø City Hall Server Room Improvements Ø Feldheym Library Improvements Ø One Stop Permitting Center
6.b
Packet Pg. 328 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Parks and Recreation – 5.5 Million over Biennial Budget Period FY23 2.6 Million & FY24 $2.9 Million
Ø Norton Gym Pickleball Courts
Ø Perris Hill Senior Center Renovation
Ø Jerry Lewis Swim Center Improvements
Ø Pool Filtration Systems Improvements
Ø Bobby Vega Park Improvement
Ø Renovation of Skate Park at Speicher Park
Ø Parks Master Plan
Ø Guadalupe Field Upgrades
6.b
Packet Pg. 329 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Storm Drainage – $7.3 Million over Biennial Budget Period FY23 $6.7 Million & FY24 $650,000
• Conejo Between 39th St and 40th St
• Storm Drain Upgrade
• Mt Vernon Storm Drain
• Citywide Storm drain Trash Capture Devices
• Sierra Way Storm Drain
6.b
Packet Pg. 330 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Streets Projects– $32.1 Million over Biennial Budget Period FY23 26.1 Million & FY24 $6 Million
• Pepper Ave Rehabilitation
• Mt Vernon Bridge Replacement
• 40th St Widening Johnson to Electric
• University Parkway Improvements
• CO OP City of Highland State St Extension
• Citywide Pavement Rejuvenation Slurry/Crack Seal
• Street Rehabilitation County Partner
• Citywide Street Rehab (SB1)
• Alley Rehabilitation (Clean
California Local Grant)
• Pavement Rehabilitation
Project:
• Street Sweeping Signage
Program
• Citywide Street Rehab
• New Pavement Management
Program
6.b
Packet Pg. 331 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Capital Improvement Program
Traffic Controls and Street Lighting– $4.7 Million over Biennial Budget Period
• Traffic Management Center
• Traffic Signal B/U TC-B
• Signal Hardware Upgrade
• Advanced Dilemma Zone Detection
6.b
Packet Pg. 332 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Measure S Funding Recommendations
Description Funding Allocation
Operations Support to Preserve Existing Services $ 40,950,000 CIP- Streets $2,000,000
CIP- Parks $1,050,000
CIP- Street Sweeping Signage $2,000,000
TOTAL $46,000,000
6.b
Packet Pg. 333 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Budget Adoption- Next Steps
Ø Presentation of Budget for Adoption at
June 15, 2022 Mayor & Council Meeting
6.b
Packet Pg. 334 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Discussion and Next Steps
6.b
Packet Pg. 335 Attachment: Attachment 2: Proposed Budget Presentation (8943 : Presentation of the Proposed Fiscal Priority
• 6 1 CDBG, Cult Development, Donation Fund
• 1 1 Public Use Facility
• 1 1 CDBG
• 1 1 Measure S
• 1 1 Measure S
• 1 1 Measure S
• 7 2 Library Facility
• 1 2 Library Facility
• 2 1 Cultural Development Fund
• 1 1 Public Use Facility
• 1 1 Public Use Facility
• 1 1 Law Enforcement Facility
• 1 1 Law Enforcement Facility
• 1 1 Public Use Facility
• 1 1 Grant
• 6 1 CDBG, ARP, Liability Insurance Fund
• 4 1 AB 1600 Parkland
• 7 1 AB 1600 Parkland
• 1 1 Measure S
• 2 1 Cultural Development Fund
• 1 1 ARP
• ALL 1 Measure S
• 4 2 Measure S
• 1 1 Measure S
• ALL 1 Measure S
• 2 1 Measure S
• 1 1 ARP
• 1 1 Donations Fund
• 3 1 ARP
• 1 2 ARP
• 2 2 Measure S
• 2 2 ARP
• ALL 2 Aquatics Facilities
• 1 2 AB 1600 Parkland
• 2 1 Measure S
• All 1 Cultural Development Fund
• All 1 Measure S
• 1 1 ARP (County)
• ALL 1 Storm Drain Construction Fund
• 6 1 Storm Drain Construction Fund
• 4 1 Storm Drain Construction Fund
• ALL 1 Storm Drain Construction Fund
• 7 1 Storm Drain Construction Fund
• 1,3 1 Regional Circulation
• 4 1 Regional Circulation
• 5,6 1 Measure I
State St Extension • 1,6 1 Planning $ 3,464,495 $ 2,000,000 $ - $ - $ - $ - Regional Circulation $ -
University Parkway Improvements Design $ 1,252,783 $ 749,272 $ 501,057 $ - $ - $ - $ - $ -
40th St Widening Johnson to Electric Design $ 1,762,071 $ - $ 2,000,000 $ - $ - $ - $ - $ -
Mt Vernon Bridge Replacement Construction $ 195,100 $ 1,425,000 $ 1,225,000 $ 750,000 Sierra Way Storm Drain* Planning $ - $ 2,500,000 $ -
$ -
Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 Design $ 234,895 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ -
Conejo Between 39th St and 40th St Planning $ 500,000 $ 500,000 $ - $ - $ - $ 500,000 $ 500,000 $ 500,000
Mt Vernon Storm Drain Design $ 3,148,368 $ 3,000,000 $ - $ - Storm Drain Upgrade SD 19-002 Construction $ 868,995 $ 500,000 $ 500,000 $ -
Guadalupe Field Upgrades* Planning $ - $ 995,000 $ - $ - $ - $ - $ - $ -
Parks Master Plan (Measure S)* Planning $ - $ - $ 750,000 $ - $ - $ - $ - $ -
Parks Master Plan (Cultural Development Fund)* Planning $ - $ 350,000 $ - $ - Renovation of Skate Park at Speicher Park* Planning $ - $ 650,000 $ - $ -
Bobby Vega Park Improvement* Planning $ - $ 250,000 $ - $ - $ - $ - $ - $ -
Pool Filtration Systems Improvements* Planning $ - $ - $ 400,000 $ 400,000 $ 400,000 $ - $ - $ -
Jerry Lewis Swim Center Improvements* Planning $ - $ - $ 500,000 $ 750,000 Perris Hill Senior Center Renovation* Planning $ - $ 400,000 $ - $ -
Norton Gym Pickleball Courts* Planning $ - $ - $ 1,200,000 $ - $ - $ - $ - $ -
Lytle Creek Parking Lot/Soccer Field Planning $ 600,000 $ - $ - $ - $ - Seccombe Lake Park Improvements (Donations Fund) Planning $ 1,000,000 $ - $ - $ - $ -
Seccombe Lake Park Improvements (ARP) Planning $ 9,000,000 $ - $ - $ - $ - $ - $ - $ -
Ball Field Accessory Building Upgrade Design $ 2,000,000 $ - $ - $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000
Hernandez Community Center Fencing Construction $ 250,000 $ - $ - $ - Baseball/Softball Field Phase 1 Design $ 1,000,000 $ - $ - $ 1,000,000
Wildwood Park Improvements Design $ 600,000 $ - $ - $ - $ - $ - $ - $ -
Citywide Park Restroom Renovations Design $ 1,000,000 $ - $ - $ 1,000,000 $ 1,000,000 $ - $ - $ -
Roosevelt Bowl Renovation Design $ 600,000 $ - $ - $ -
Perris Hill YMCA Parking Lot Improvements Design $ 200,000 $ - $ - $ -
Pioneer Cemetery Improvements Construction $ 226,264 $ - $ - $ - $ - $ - $ - $ -
Speicher Park Field Lighting Design $ 213,647 $ - $ - $ - $ - $ - $ - $ -
Newmark Ball Field Lighting Systems Design $ 545,210 $ - $ - $ - Nicholson Neighborhood Park Improvements Design $ 9,815,043 $ - $ - $ - $ -
California Theater Improvements Planning $ 2,500,000 $ - $ - $ - $ - $ - $ - $ - $ -
One Stop Permitting Center* Planning $ - $ 400,000 $ - $ - Police Building Management System* Planning $ - $ 350,000 $ - $ -
Police Locker Room Renovation* Planning $ - $ 500,000 $ - $ - $ - $ - $ - $ -
AC Unit Replacements Regal Theater* Planning $ - $ 200,000 $ - $ - $ - $ - $ - $ -
City Hall Server Room Improvements* Planning $ - $ 200,000 $ - $ - Perris Hill Senior Center Roof Replacement* Planning $ - $ 250,000 $ - $ -
Feldheym Improvements* Planning $ - $ 150,000 $ 400,000 $ - $ - $ - $ - $ -
ADA Restrooms Rowe Library Design $ 338,233 $ - $ - $ - $ - $ 3,500,000 $ - $ -
New Animal Shelter Design $ 338,233 $ - $ - $ -
Ruben Campos Demolition Deleted $ 625,000 $ - $ -
$ -
5th St Senior Center Kitchen Phase 2 Design $ 250,000 $ - $ - $ - $ - $ - $ - $ -
Citywide Community Center Improvements Design $ 815,008 $ - $ - $ - $ - $ - $ - $ -
Paul Villasenor Library Parking Lot & Roof Construction $ 227,600 $ - $ - $ - Encanto Community Center Improvements Design $ 2,969,026 $ - $ - Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 Funding Source City of San Bernardino Capital Improvement Plan (CIP)
Investing in the Future of San Bernardino
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
6.c
Packet Pg. 336 Attachment: Attachment 3 CIP 2023-2027 (8943 : Presentation of the Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget) Priority
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 Funding Source City of San Bernardino Capital Improvement Plan (CIP)
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
• 4 1 Regional Circulation
• 4 1 Regional Circulation
• 1,4 1 Measure I
• ALL 1 Measure S
• ALL 1 Measure S
• ALL 1 SB1
• ALL 1 SB1
• ALL 1 Measure I
• ALL 1 Measure S
• 3, 6 1 Measure I
• 1,2,3,6 &7 1 Measure I
• 1,4,7 1 CDBG
• 4,5,7 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 7 2 Measure S
• 7 2 Measure S
• ALL 1 Measure I
• ALL 1 Grant
• 1,3,4 1 CDBG
• All 1 Measure S
• ALL 1 Local Circulation
• ALL 1 Local Circulation
• ALL 1 HSIP Grant
• ALL 1 HSIP Grant
• ALL 2 Measure S
• 2 1 Measure S
• 7 2 Measure S
• 4 2 Measure S
• ALL 1 Grant
• ALL 1 Measure I
• 3 1 Integrated Waste Management Fund
$ 4,050,000 $ 3,650,000
$ - $ - $ -
* NEW PROJECT $ 82,737,199 $ 42,120,044 $ 9,876,057 $ 10,050,000 Waterman Landfill Vapor Extraction System Improvements Planning $ 4,438,546 $ - $ - $ - $ -
Citywide Bus Stop Improvements Project (Measure I Grant Match) Planning $ 10,200 $ - $ - $ - $ - $ - Citywide Bus Stop Improvements Project Planning $ 50,800 $ - $ - $ - $ -
Ralston Circuit Lighting Design $ 365,155 $ - $ - $ - $ - $ - $ - $ -
Genevieve Circuit Lighting Design $ 369,565 $ - $ - $ - $ - $ - $ - $ -
Street Light Improvements E St. Baseline-Highland Construction $ 749,278 $ - $ - $ - Citywide Street Lighting Upgrades Construction $ 741,068 $ - $ - $ -
Advanced Dilemma Zone Detection Design $ 2,072,405 $ 3,000,000 $ - $ - $ - $ - $ - $ -
Signal Hardware Upgrade Construction $ 1,059,959 $ 1,588,000 $ - $ - $ - $ - $ - $ -
Traffic Signal B/U TC-B Construction $ 9,674 $ 50,000 $ - $ - Traffic Management Center SS17-003 Construction $ 14,420 $ 40,000 $ - $ -
Street Sweeping Signage Program Planning $ - $ 2,000,000 $ - $ - $ - $ - $ - $ -
Pavement Rehabilitation Project: Planning $ - $ 1,600,000 $ - $ - $ - $ - $ - $ -
Alley Rehabilitation (Clean California Local Grant) * Planning $ - $ 722,772 $ - $ - New Pavement Management Program* Planning $ - $ 1,000,000 $ - $ -
Arden Street (By Soccer Field) Construction $ 244,273 $ - $ - $ - $ - $ - $ - $ -
Cedar Street from Highland to 29th Construction $ 749,273 $ - $ - $ - $ - $ - $ - $ -
Trenton from Crestview to Valencia Construction $ 244,272 $ - $ - $ - Hillside and Fairfax repaving Construction $ 499,966 $ - $ - $ -
Virginia St from E to F/G to H Construction $ 209,273 $ - $ - $ - $ - $ - $ - $ -
Congress Street from Mt Vernon to K St Construction $ 324,272 $ - $ - $ - $ - $ - $ - $ -
Raised Median Kendall Dr from E St to H St Design $ 912,606 $ - $ - $ - Street Rehabilitation CDBG Construction $ 357,238 $ - $ - $ -
Street Rehabilitation County Partner Design $ 371,000 $ 1,000,000 $ - $ - $ - $ - $ - $ -
Pepper Ave Rehabilitation Design $ 1,009,334 $ 7,500,000 $ - $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure S) Design $ - $ - $ 1,250,000 $ - Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure I) Design $ 1,050,824 $ 1,000,000 $ 1,000,000 $ -
Citywide Street Rehab - (SB1)* Planning $ - $ 5,000,000 $ - $ - $ - $ - $ - $ -
Citywide Street Rehab - (SB1) Planning $ 4,107,292 $ - $ - $ - $ - $ - $ - $ -
Citywide Street Rehab - (Measure S)* Planning $ - $ 2,000,000 $ - $ 1,000,000 Citywide Street Rehab - (Measure S) Planning $ 12,526,504 $ - $ - $ -
CO OP City of Highland SS19-002 Construction $ 752,511 $ 100,000 $ - $ - $ - $ - $ - $ -
2nd St Bridge Replacement Construction $ 1,038,582 $ - $ - $ - $ - H St Kendall to 40th Widening Design $ 1,918,938 $ - $ - $ -
6.c
Packet Pg. 337 Attachment: Attachment 3 CIP 2023-2027 (8943 : Presentation of the Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget)