Mayor and City Council
June 1, 2022

CITY OF SAN BERNARDINO
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, JUNE 1, 2022
5:30 PM – CLOSED SESSION 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]
o To view PowerPoint Presentations, written comments, or any revised documents for this meeting date select the link https://tinyurl.com/agendabackup060122
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 June 1, 2022
Mayor and City Council of the City of San Bernardino Page 2 Printed 5/27/2022

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   
5:30 P.M.

CLOSED SESSION PUBLIC COMMENT

CLOSED SESSION
A) CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
a. Elmira Balasanyan v. City of San Bernardino, San Bernardino Superior Court Case No. CIVDS2012677
b. Carlos Torres v. City of San Bernardino, et al, United States District Court Case No. 5:21-cv-00454
c. Antonio Rincon, et al. v. Brett Keil, et al., San Bernardino Superior Court Case No. CIVDS2015071
(CAO/RISK)

B) CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Initiation of litigation (Pursuant to Government Code Section 54956.9(d)(4)):
(One) Item
(RISK)
C) CONFERENCE WITH LABOR NEGOTIATOR (Pursuant to Government Code Section 54957.6):

Agency Designated Representative: City Manager
Employee Organizations: San Bernardino Police Management Association (HR)
Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 3 Printed 5/27/2022

D) CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54956.8
Property: Portions of Seccombe Lake Park; Assessor Parcel No.’s: 1191-021-10, 1191-021-11 to 69, 1191-041-17
to 22, and 1191-041-25 to 32.

City Negotiator: Robert D. Field
Negotiating Party: Joseph Rich, Rich Development Company Under Negotiation: Price and Terms of Exclusive Negotiating Agreement Property: Carousel Mall Property, 43 acres
Agency Negotiator: Robert D. Field, City Manager, or designee Negotiating Parties: Renaissance Downtown USA/ICO Real Estate Group
Under Negotiation: Price and Terms
(CM/CED)
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. San Bernardino Area Chamber of Commerce (SBACC) Presentation from Colin Strange (All Wards)

2. Citizens of the Month - Olivia and Frederick Wilson May 2022 (Ward 6)

3. Diamond Divergent Ramp Project Presentation (All Wards)

4. Proclamation for Fatherhood Awareness Month - June 2022 (All Wards)

5. Certificate of Recognition for the Inland Empire Black Worker Center (IEBWC) (All Wards)

PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 4 Printed 5/27/2022

DISCUSSION

6. Youth Civic Engagement Council (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, review the proposed conceptual framework for a City of San Bernardino Youth Council and provide staff feedback.

7. Approval of the Fiscal Year 2023 & Fiscal Year 2024 Operating Budget and Capital Improvement Program 2023-2027
Recommendation
Adopt Resolution No. 2022-102 of the Mayor and City Council of the City of San Bernardino, California, approving the City of San Bernardino's Biennial Operating Budget, and adopting annual budgets for Fiscal Year 2023 and Fiscal Year 2024 and the 2023-2027 Capital Improvement Program and establishing the City's Appropriations Limit as required by Article XII of the California State Constitution.

PUBLIC HEARINGS

8. Resolution Approving Street Vacation of a Portion of I Street (Ward 3) Recommendation
Adopt Resolution 2022-103 of the Mayor and City Council of the City of San Bernardino, California, certifying the Final Environmental Impact Report (State Clearinghouse No. 2021030193), adopting the findings of fact and Mitigation Monitoring and Reporting Program under the California Environmental Quality Act, and approving 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.

9. Public Hearing on Annexation No. 14 to Community Facilities District 2019-1 (Ward 3)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing;

2. Adopt Resolution No. 2022-104 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. 14);

3. Hold a special landowner election and canvass the election;

4. Adopt Resolution No. 2022-105 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. 14); Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 5 Printed 5/27/2022

5. Introduce, read by title only, and waive further reading of Ordinance No. MC1581 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 2022-23 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 the City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services); and

6. Schedule the adoption of Ordinance No. MC-1581 for June 15, 2022.

10. Public Hearing on Annexation No. 17 to Community Facilities District 2019-1 (Ward 3)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing;

2. Adopt Resolution No. 2022-106 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. 17);

3. Hold a special landowner election and canvass the election;

4. Adopt Resolution No. 2022-107 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. 17);

5. Introduce, read by title only, and waive further reading of Ordinance No. MC1582 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 2022-23 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 the City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services); and

6. Schedule the adoption of Ordinance No. MC-1582 for June 15, 2022.

Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 6 Printed 5/27/2022

CONSENT CALENDAR

11. Violence Intervention Program Contract Amendments (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to amend Professional Services Agreements with Hope Culture (dba of Victory Outreach) and Young Visionaries Youth Leadership Academy by increasing the amount of each agreement by $250,000, and approve new Professional Service Agreement with Operation New Hope for $250,000 for a total of $750,000 of American Rescue Plan Act funds.

12. Exclusive Negotiating Agreement (ENA) with the Richman Group, LLC for a 4- Acre Portion of Seccombe Lake Park (Ward 1)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the Exclusive Negotiating Agreement (“ENA”) between the City of San Bernardino and The Richman Group, LLC (“Richman”) 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 the California Environmental Quality Act (“CEQA”).

13. Investment Portfolio Report for March 2022 (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, accept and file the Monthly Investment Portfolio Report for March 2022.

14. 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 May 2022.

15. Library Internet Service Agreement with Columbia Telecommunications Corporation (All Wards)
Recommendation
It is recommended the Mayor and City Council of the City of San Bernardino, California, authorize the Library Director to execute an agreement between San Bernardino Public Library (SBPL) and Columbia Telecommunications Corporation (CTC) for the provision, installation and maintenance of advanced network (data) services; and authorize the Director of Finance to approve a Fiscal Year 2022/23 purchase order in an amount not to exceed $64,000.

16. Approve the Visual, Performing and Literary Art Grant (All Wards) Recommendation
Adopt Resolution No. 2022-108 of the Mayor and City Council of the City of San Bernardino, California, for the allocation of $100,000 from the Cultural Development Impact Fund to provide opportunities for local artists groups, organizations, and individuals to enhance art services and programs throughout the City of San Bernardino.

Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 7 Printed 5/27/2022

17. Amendment No. 3 to Agreement with Engineering Resources of Southern California (Ward 6)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute all documents in support of Amendment No. 3 to the Professional Engineering Services Agreement with Engineering Resources of Southern California (ERSC) for design services related to the State Street extension from Baseline Street to 16th Street.

18. Amendment No. 1 to the Professional Services Agreement with Spicer Consulting Group (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 Amendment No. 1 to the Professional Services Agreement with Spicer Consulting Group (SCG); and authorize the Director of Finance to increase the purchase order to an amount notto-exceed $541,018 for as-needed consulting services related to Maintenance Assessment District Administration and the formation/annexation of Community Facilities Districts and Assessment Districts; and exercise the City’s first twelve (12) month extension option, extending the term of the Professional Services Agreement through June 30, 2023.

19. Adopt Ordinance MC-1580, Amending Ordinance MC-1522 and Levying Special Taxes - CFD 2019 - 1 Annexation No. 16 (Belmont) (Ward 5) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Ordinance MC-1580 amending Ordinance 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).

20. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 2019-1 (Maintenance Services): Annexation No. 22, Tax Zone No. 23 (1300 E Highland) (Ward 7)
Recommendation
Adopt Resolution No. 2022-109 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to annex territory into Community Facilities District No. 2019-1 (Maintenance Services) of the City of San Bernardino, adopting a map of the area to be proposed (Annexation No. 22) and authorizing the levy of special taxes therein.

21. Agreement with Parkwood Landscape Maintenance, Inc. for Landscape Maintenance and Overseeding at (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 8 Printed 5/27/2022

1. Authorize the City Manager to execute a Maintenance Services Agreement with Parkwood Landscape Maintenance, Inc., for landscape maintenance and grass turf overseeding at all City parks, greenways, and recreation corridors; and

2. Authorize the Director of Finance to appropriate funds in the amount of $3,425,946.12 to the Public Works Parks Maintenance General Fund; and issue a purchase order in an amount not to exceed $3,425,946.12 annually with four one-year extensions at the City’s option for Fiscal Year 2022/23.

22. Resolution Adopting List of Projects and SB1 2022/2023 Road Maintenance Program (Wards 1,6,7)
Recommendation
Adopt Resolution No. 2022-110 of the Mayor and City Council of the City of San Bernardino, California:

1. Approving the Road Maintenance and Rehabilitation proposed project list for submittal to the California Transportation Commission; and

2. Adopting a list of projects for Fiscal Year 2022/23 to be funded by Senate Bill 1:

Road Repair and Accountability Act of 2017.

ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS

23. Ranked Choice Voting Presentation (All Wards)- Council Member Ibarra

24. Funding for Summer Skate Session at Blair Park - Summer 2022 (All Wards) - Council Member Reynoso

25. Demolition of the Carousel Mall (All Wards) - Mayor Valdivia

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 15, 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 agenda for the June 1, 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 Friday, May 27, 2022.

I declare under the penalty of perjury that the foregoing is true and correct. ___________________________________
Genoveva Rocha, CMC, City Clerk
Regular Meeting Agenda June 1, 2022
Mayor and City Council of the City of San Bernardino Page 9 Printed 5/27/2022 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 June 1, 2022
Mayor and City Council of the City of San Bernardino Page 10 Printed 5/27/2022

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 June 1, 2022
Mayor and City Council of the City of San Bernardino Page 11 Printed 5/27/2022 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: June 1, 2022
To: Honorable Mayor and City Council Members
From: Sonia Carvalho, City Attorney
Subject: Closed Session
A) CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
a. Elmira Balasanyan v. City of San Bernardino, San Bernardino Superior Court Case No. CIVDS2012677
b. Carlos Torres v. City of San Bernardino, et al, United States District Court Case No. 5:21-cv-00454
c. Antonio Rincon, et al. v. Brett Keil, et al., San Bernardino Superior Court Case No. CIVDS2015071
(CAO/RISK)

B) CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Initiation of litigation (Pursuant to Government Code Section 54956.9(d)(4)):
(One) Item
(RISK)
C) CONFERENCE WITH LABOR NEGOTIATOR (Pursuant to Government Code Section 54957.6):

Agency Designated Representative: City Manager
Employee Organizations: San Bernardino Police Management Association (HR)

D) CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION 54956.8
Property: Portions of Seccombe Lake Park; Assessor Parcel No.’s: 1191-021-10, 1191-021-11 to 69, 1191-041-17
to 22, and 1191-041-25 to 32.

City Negotiator: Robert D. Field
Negotiating Party: Joseph Rich, Rich Development Company Under Negotiation: Price and Terms of Exclusive Negotiating Agreement Packet Pg. 12
9022

Property: Carousel Mall Property, 43 acres
Agency Negotiator: Robert D. Field, City Manager, or designee Negotiating Parties: Renaissance Downtown USA/ICO Real Estate Group
Under Negotiation: Price and Terms
(CM/CED)
Packet Pg. 13

Presentation
City of San Bernardino
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
Subject: San Bernardino Area Chamber of Commerce Presentation 1 Packet Pg. 14

Presentation
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Kimberly Calvin, Council Member, Ward 6
Subject: Citizens of the Month - Olivia and Frederick Wilson May 2022 (Ward 6)
2 Packet Pg. 15
City of San Bernardino

FROM THE

MAYOR AND CITY COUNCIL HONORING

OLIVIA AND FREDERICK WILSON
MAY 2022

CITIZEN OF THE MONTH AWARD
Concerned
Investor
Time/Talent
Involved
Zealous
Enthusiastic
Neighborly
In recognition of dedicated service to the affairs of the community and for the civic pride demonstrated by numerous deeds for the benefit of the citizens of San Bernardino Presented this 1st day of June 2022

2.a
Packet Pg. 16
Attachment: Attachment 1 - Olivia and Frederick Wilson (Ward 6) Citizens of the Month 06-01-2022 MCC (9012 : Citizens of the Month - Olivia

Presentation
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: Daniel Hernandez, Director of Public Works
Subject: Diamond Divergent Ramp Project Presentation (All Wards) 3 Packet Pg. 17
University
Interchange
Presenter:

June 1, 2022
City of San Bernardino – City Council

3.a
Packet Pg. 18
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp Project Location
University Parkway
Project Location
University Parkway Interchange

3.a
Packet Pg. 19
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp • Project Study Report (PSR) • PSR level VA Study evaluated 12 alternatives • Single Point Urban Interchange • Braided Ramps • New Interchange at Campus Avenue • Multiple variations of a partial cloverleaf • PSR recommendation to evaluate further • Partial Cloverleaf Alternative • Diverging Diamond Interchange • Project Report (PR) • Diverging Diamond Interchange – Preferred Alternative
• Savings of over $30 Million
University Parkway Interchange

3.a
Packet Pg. 20
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Existing Diamond Interchange Configuration
University Parkway

3.a
Packet Pg. 21
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange

3.a
Packet Pg. 22
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Signal Phasing and Traffic Movements 1
Diverging Diamond Interchange (DDI)

3.a
Packet Pg. 23
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Signal Phasing and Traffic Movements 2
Diverging Diamond Interchange (DDI)

3.a
Packet Pg. 24
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Interchange Conflict Points

3.a
Packet Pg. 25
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Existing University Parkway Interchange

3.a
Packet Pg. 26
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange
Future University Parkway Interchange

3.a
Packet Pg. 27
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp University Parkway Interchange

3.a
Packet Pg. 28
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp Project Funding
Federal $5.7 Million
Measure I $9.7 Million
City Funds $2.4 Million
TOTAL $17.8 Million
*
University Parkway Interchange

3.a
Packet Pg. 29
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp Current Project Schedule
Environmental approved July 2020
Design approved Late 2022
R/W certified* Late 2022
Ready to Advertise Late 2022
Begin Construction Summer 2023
Open to Public Summer 2024
* Assumes eminent domain required
University Parkway Interchange

3.a
Packet Pg. 30
Attachment: I-215 University Presentation for City Council 6-01-22 (9010 : Diamond Divergent Ramp

Presentation
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: John Valdivia, Mayor
Subject: Proclamation for Fatherhood Awareness Month - June 2022 (All Wards)
4 Packet Pg. 31
Proclamation
Fatherhood Awareness Month
June 2022
Whereas, San Bernardino Fatherhood’s mission is to eliminate fatherlessness in San Bernardino by promoting a culture of father inclusion and responsible fatherhood in our communities. This mission will be accomplished in collaboration with local schools, community partners, faith-based organizations, and public and private agencies; and Whereas, research shows that when fathers are actively engaged and involved, children learn more, perform better in school, and exhibit healthier social behaviors; and Whereas, when fathers are actively engaged and involved, children are less vulnerable to the risks of childhood poverty, mental illness, juvenile delinquency, youth sexual activity, teenage pregnancy, substance abuse and failure to complete high school; and Whereas, father involvement in the lives of their children increases the likelihood of children succeeding in their adult careers, employment goals, and involved parenting skills for their future families; and
Whereas, San Bernardino Fatherhood is committed to providing education, resources and advocacy that will build a culture of responsible fatherhood for the well-being of children, families, and community through the acts of involved, responsible and committed fathers; and
Whereas, when fathers have good parenting and relationship skills, and are engaged in a sustainable workforce with livable wages, fathers are vital to ensuring the overall wellbeing children, healthier families, and safer communities; and Whereas, the City of San Bernardino, California commends San Bernardino Fatherhood for its work and contributions in promoting a culture of father inclusion and responsible fatherhood and wishes its continued success:

Now Therefore, Be It Resolved, that the San Bernardino Mayor and City Council do hereby proclaim June 2022 as Fatherhood Awareness Month. We urge our citizens to raise awareness to the residents and businesses of the City of San Bernardino the importance of fatherhood and a father’s engagement with his children and family.

Presented on this 1st day of June 2022

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Attachment: Attachment 1 - Fatherhood Awareness Month (8978 : Proclamation for Fatherhood Awareness Month - June 2022 (All Wards))

Presentation
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: John Valdivia, Mayor
Subject: Certificate of Recognition for the Inland Empire Black Worker Center (IEBWC)
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Discussion
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
Subject: Youth Civic Engagement Council (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, review the proposed conceptual framework for a City of San Bernardino Youth Council and provide staff feedback.

Background
The voter registration and turnout rates among youth in San Bernardino are below California and national rates. Tisch College’s Center for Information and Research on Civic Learning and Engagement (CIRCLE), which is one of the nation’s leaders in research on youth voting, civic education, and young people’s participation in democracy, reported that 53.3% of the youth population in California’s 31st Congressional District, which includes the entire City of San Bernardino and parts of Rancho Cucamonga (among other cities), was registered to vote in 2018. Of the registered voters, only 20.9% of youth voters turned out to vote in 2018.

The below-average voter turnout rate is due to the reduced investment in civics education. According to CIRCLE, the United States federal government only spends approximately $0.05 annually per student on civics education. For comparison, CIRCLE reports that annual federal spending on Science, Technology, Engineering, and Math (STEM) education is approximately $50 per student. In response to the abundance of young people becoming disengaged and disinterested in government, municipalities across the country have developed ways for youth to become more civically engaged again through the creation of Youth Councils and Committees.

Cities across the U.S. have varying structures for their Youth Councils. For example, the LA City Youth Council has more advisory power, as they assist in the drafting and presentation of recommendations to members of the City Council and the Mayor on City budgets, programs, and policies related to youth development. For contrast, the Simi Valley Youth Council is more academically focused. The Simi Valley Youth Council holds public meetings where issues and concerns for youth are discussed. Additionally, the Simi Valley Youth Council also holds an annual Youth Town Hall and Youth Summit where they have local leaders speak and learn about the importance of community involvement.

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Discussion
San Bernardino is hoping to change the aforementioned trends for youth in the City through the development of a Youth Civic Engagement Council ("Youth Council"). This will help educate the students on how civic participation in the legislative process is a benefit to their community. According to “Building Effective Youth Councils: A Practical Guide to Engaging Youth in Policy Making,” Youth Councils provide opportunities for young people in the community to learn more about the mechanics of governing a City, discuss issues they are passionate about, make a lasting impact through public service, and provide avenues to engage with and ultimately shape the community they live in.

After the Mayor and City Council provide feedback on the proposed conceptual framework below, staff plans to return to a future Mayor and City Council meeting to outline a detailed programmatic overview and proposed budget to fund the Youth Council.

Programmatic Overview & Selection Criteria:

Staff propose that the San Bernardino Youth Council be an academically focused extracurricular program that provides students with the opportunity to learn about and participate in the functions of their City’s local government. The nine-month program would take place from August to May of each academic year, where recruitment would take place beginning in April of the previous academic year. The City would work collaboratively with San Bernardino City Unified School District (SBCUSD) and conduct outreach to current high school sophomores and juniors (the subsequent year’s juniors and seniors).

Prospective Youth Council members would be selected based on the strength of their application, which would be processed by the City’s Human Resources Department.

The goal would be to have a diverse cohort of students from across the City in order to promote differing opinions and a lively debate.

Requirements to participate would include:
• Residence in the City of San Bernardino
• Attendance at one of the high schools in the SBCUSD
• A current GPA of 3.0 or higher
• Being either a sophomore or junior at the time of application In addition to the requirements to participate, youth would also rank their level of interest in various civic activities and submit short essay responses to gauge their interest in public service.

Program Activities
In conjunction with SBCUSD, local nonprofits, and elected officials, the Youth Council will participate in a variety of City-sponsored events and local field trips, such as visiting a congressional field office, regional agencies, community projects, etc. to introduce them to public service work and volunteer opportunities. 6 Packet Pg. 35
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• Curriculum: The Youth Council will review council agendas, discuss assigned readings, conduct background research, and submit reflective writing assignments on their experiences in the program.
• Meetings: Youth Council meetings will be held twice a month. In these meetings, the Youth Council will review assigned readings, submit formal written assignments, share insight into recent civic experiences, and pull council agenda items for discussion amongst themselves.

These meetings will also host various civic leaders as guest speakers. Every month, City Council members, City staff, and civic leaders in San Bernardino will have the opportunity to speak to the youth on local issues and opportunities.

These presentations will allow the Youth Council to engage with the speakers and learn more about what is happening in the community. • Graduation Ceremony: At the end of the program term, in May of each year, the City will host a Youth Council graduation ceremony commemorating the youth and their program achievements. The youth will receive plaques and certificates as formal recognition of their work.

Stipend
In addition to formal recognition, members of the Youth Council who complete the ninemonth program successfully will receive a stipend for technology, books, and tuition to help fund their college education. It is recommended that the City allocate funds to support the youth as they transition to post-secondary education. 2021-2025 Key Strategic Targets and Goals
The implementation of a Youth Council in the City aligns with Key Target No. 2d.

Develop and implement a community engagement plan. The program will engage youth within the City by providing them an opportunity to participate in and learn more about their local government.

Fiscal Impact
If the conceptual framework is approved, staff will come back with a detailed budget.

At this time, staff proposes that the Mayor and City Council consider the addition of a Part-Time Administrative Assistant to create, implement, supervise, and facilitate the Youth Council Program. The projected total cost to fund a Part-Time Administrative Assistant is approximately $23,500.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, review the proposed conceptual framework for a City of San Bernardino Youth Council and provide staff feedback.

Ward: All
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Synopsis of Previous Council Actions: N/A
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Discussion
City of San Bernardino
Request for Council Action
Date: June 1, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
By: Barbara Whitehorn, Director of Finance
Subject: Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program 2023-2027
Recommendation
Adopt Resolution No. 2022-102 of the Mayor and City Council of the City of San Bernardino, California, approving the City of San Bernardino's Biennial Operating Budget, and adopting annual budgets for Fiscal Year 2023 and Fiscal Year 2024 and the 2023-2027 Capital Improvement Program and establishing the City's Appropriations Limit as required by Article XII of the California State Constitution.

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.

On May 18, 2022 the Mayor and Council held a public hearing to review and discuss the proposed Fiscal Year 2023 and Fiscal Year 2024 budget and Capital Improvement Plan for 2023-2027. At that hearing, the Mayor and Council recommended adoption of the operating budget.

Discussion
The purpose of the discussion is to review and adopt the proposed operating budgets for Fiscal Year 2023 and 2024 and adopt the 2023-2027 Capital Improvement Program (CIP). The attached budget document presents an in-depth look at the programs and services provided by the City and supports the Mayor & City Council in allocating 7 Packet Pg. 38
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resources in a way that best serves the community.

The full proposed budget that will become the adopted budgets for Fiscal Year 2023 and Fiscal Year 2024 is fully available in a digital format. Proposed Fiscal Year 2023 & Fiscal Year 2024 Budget.
< https://stories.opengov.com/sanbernardinoca/published/-_INfl9Uh > 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.

General Fund Revenue
Total projected and proposed general fund Revenue for Fiscal Year 2023 is $189,997,956 and for Fiscal Year 2024 is $193,203,706. This includes the two primary sources of general fund revenue- sales and use tax as well as Measure S funds. 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 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.

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 8,772,650 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 2,367,000 2,382,000 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 1,181,556 1,202,556 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 $189,997,956 $ 193,203,706 City of San Bernardino
Fiscal Year 2023 and Fiscal Year 2024 General Fund Revenues A few adjustments were made to general fund revenue between the proposed budget on May 18 and this proposed adopted budget. There is a decrease in revenue in the Miscellaneous category, which includes a reduction in revenue from the Water Department as part of the Rights of Way maintenance agreement. This represents a change in the accounting for repairs; the City will be netting amounts due from and due 7 Packet Pg. 39
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to the Water Department. An additional $10,000 in revenue was also added to account for a DUI grant.

General Fund Expenditures
The chart below provides a summary of the general fund expenditures in the operating budget. This includes a proposed $187,538,828 in Fiscal Year 2023 and $191,921,761 in proposed expenditures in Fiscal Year 2024.

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 Mayor 367,096 367,096 368,927 377,224 317,840
City Council 836,795 869,289 875,541 931,882 959,087
City Clerk 1,540,453 1,603,512 1,624,324 1,486,807 1,586,893 Legal Services 2,836,729 2,836,729 3,837,447 3,176,084 3,310,443 General Government 9,093,654 9,168,654 9,173,537 15,685,165 15,180,105 City Manager 1,738,851 1,727,696 1,843,263 2,331,558 2,401,884 Human Resource 2,003,587 2,477,929 2,489,770 2,508,177 2,587,614 Finance 4,909,915 5,137,836 5,025,468 6,000,646 6,218,078 Assessment Districts 138,000 138,000 138,000 150,000 150,000 Capital Projects 25,720,000 25,770,094 15,000,000 5,050,000 2,000,000 Community & Economic Development 7,584,317 9,430,041 9,420,515 9,647,543 9,872,539 Police 92,622,058 94,895,689 96,683,377 106,395,588 112,629,800 Parks Recreation & Community 4,747,495 4,973,860 5,017,108 4,596,710 4,584,542 Public Works 22,240,480 25,044,783 26,456,114 26,567,943 27,409,725 Library 2,745,256 3,009,601 2,861,581 2,633,501 2,713,211 Total Expenditures 179,124,684 $ 187,450,809 $ 180,814,970 $ 187,538,828 $ 191,921,761 City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Expenditures
The primary change between the proposed budget on May 18 and the current adopted budget in general fund expenditures was an update to the internal service fund charges.

On the same night as the proposed budget hearing, the Mayor & Council also approved changes to the personnel budget, including increasing the market rate for Code Enforcement Officers as well as adding two new positions. The Internal Service Charges are allocated based on personnel, so these new additions impacted the ongoing expenditures in the general fund.

General Fund Balance
The general fund is the primary governmental fund for the delivery of programs and services for the City of San Bernardino. In 2018, the Mayor and City Council adopted a general fund reserve policy (attachment 5) that requires the City to hold available general fund balance in reserves. This includes 10% of the adopted allocations in an economic contingency reserve and 15% in an emergency reserve.

The proposed budget for Fiscal Year 2023 and Fiscal Year 2024 fully funds these economic and emergency reserves according to the approved general fund policy.

Due to the strong revenue performance from Measure S and other revenue streams over the last year, the general fund balance has seen a surplus that has not been seen 7 Packet Pg. 40
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in previous fiscal years. The surplus above what is allocated in the required economic and emergency reserves serves as a buffer to fund operational costs that arise throughout the fiscal year. In Fiscal Year 2023, staff anticipates that there will continue to be a considerable increase in the cost of services. There are several large maintenance contracts that are in the process of renewal potential increases to which could not be determined prior to budget adoption. The proposed general fund operating reserve, Designated for Operational Contingency in the table below, allows the City not only to be prepared to fund the difference between the current budgeted amount and the new cost for services, but also to hedge against unanticipated increases to costs, and potential decreases to revenue. Given the current economic uncertainty, and the consensus among economists that we are headed into a downturn, this additional reserve for operations is prudent.

Similarly, many of the Capital projects that are budgeted within the CIP are based on an engineer estimate from 2020 or early 2021. As the cost of fuel, asphalt and other material goods has increased due to inflationary pressures and supply chain issues, staff anticipates that the bids and actual costs for these projects will be significantly more than what is currently budgeted. The proposed CIP Infrastructure reserve, Designated for Capital Contingency in the table below, is intended to enable the City to fund gaps between budgeted amounts and the actual cost to deliver much needed road repair and other projects throughout the City without forcing reductions in project scope.

Staff recommends at this time, based on the projected general fund balance, allocating $4.2 million in Operational Contingency and $8.5 million in Capital Contingency for FY 2022/23. Staff has included similar contingencies for operations and capital investments in FY 2023/24, for $4.3 million and $8.7 Million, respectively. 7 Packet Pg. 41
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FY 2023 & FY 2024 General Fund
Overview
Year-End
Projections
FY 2021/22
Proposed
Budget
FY 2022/23
Proposed
Budget
FY 2023/24
Revenues 186,872,097 Revenues 189,997,956 193,203,706
Expenditures (180,814,970) Expenditures (187,538,828) (191,921,761) Projected General Fund
Operating Surplus / (Deficit) 6,057,127 Projected General Fund Operating Surplus / (Deficit) 2,459,128 1,281,945 Beginning Fund Balance $ 67,984,597 $ 70,443,725
Projected General Fund Surplus / (Deficit) $ 2,459,128 $ 1,281,945 TOTAL Projected Reserves $ 70,443,725 $ 71,725,670
Emergency Reserve - 15% of Adopted Budget 28,130,824 28,788,264 Economic Contingency Reserve - 10% of Adopted Budget 18,753,883 19,192,176 Subtotal - Required Reserves 46,884,707 47,980,440
Committed for Projects Budgeted in FY 2021/22 10,770,094 - Subtotal - Required Reserves 10,770,094 -
Designated for Operational Contingency 4,220,345 4,318,758 Designated for Capital Contingency 8,568,579 8,768,387
Undesignated - 10,658,085
Subtotal - Unassigned Fund Balance Designations 12,788,924 23,745,230 $ 70,443,725 $ 71,725,670
City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Budget Forecast
Reserve Calculation
Reserve Designations
Fund Balance Calculation and Designations
TOTAL Projected General Fund Reserves at Year-End (6/30) Operating Reserves Required by City Policy
Assigned / Committed Reserves
Unassigned Fund Balance - Contingency Reserves
It should be noted that for FY 2023/24, there is a projected unassigned, undesignated fund balance of $10.7 million; however, this amount is subject to change based on the use of designated contingencies in FY 2022/23.

Capital Improvement Program
No changes were made to the proposed 2023-2027 CIP program that will invest $42,120,044 in Fiscal Year 2023 and $9,876,057 in Fiscal Year 2024 into critical infrastructure needs. These are all new funds assigned to either new CIP projects, or additional funds added to existing projects.

There is a considerable amount of funds to be carried over through this CIP. Funds that are carried over remain committed to the existing projects and are not reassigned. As Capital projects are completed over the course of the fiscal year, these funds will be expended.

As new grant staffing increases the capacity of the City to pursue grant funding opportunities, it is likely that additional projects will be added to the CIP as resources become available.
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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 ensures that the City can achieve the goals and priorities established by the Council.

Fiscal Impact
The adoption of the budget allocates the available resources to programs, services, and departments for the upcoming fiscal years. These budgeted allocations and designation of funds will be reviewed and revisited on a quarterly basis.

FY 2022/23 FY 2023/24
Revenue $ 189,997,956 $ 193,203,706
Expenditure $ (187,538,828) $ (191,921,761)
Net Income / (Loss) $ 2,459,128 $ 1,281,945
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2022-102, approving the City of San Bernardino's Biennial Operating Budget, and adopting annual budgets for Fiscal Year 2023 and Fiscal Year 2024 and the 2023-2027 Capital Improvement Program and establishing the City's Appropriations Limit as required by Article XII of the California State Constitution.

Attachments
Attachment 1 Resolution No. 2022-102
Attachment 2 Proposed Budget Document FY 2023 & FY 2024 Attachment 3 CIP Fiscal Year 2023- 2027
Attachment 4 Presentation
Attachment 5 General Fund Balance Policy
Attachment 6 GANN Limit
Attachment 7 Public Hearing Notice
Ward: All Wards
Synopsis of Previous Council Actions:

March 31, 2022 Budget Workshop #1
April 26, 2022 Budget Workshop #2
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May 18, 2022 Proposed Budget Public Hearing
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Resolution No. 2022-102
Resolution 2022-102
June 1, 2022

RESOLUTION NO. 2022-102

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA,

APPROVING AND ADOPTING THE CITY OF SAN
BERNARDINO’S ANNUAL OPERATING BUDGETS AND

CAPITAL IMPROVEMENT PLAN (CIP) FOR FISCAL
YEAR 2023 AND FISCAL YEAR 2024 AND ESTABLISHING
THE CITY’S APPROPRIATION LIMIT AS REQUIRED BY

ARTICLE XIII B OF THE CALIFORNIA STATE

CONSTITUTION, AND AUTHORIZE THE CARRYOVER

OF ENCUMBRANCES AND UNEXPENDED

APPROPRIATIONS FOR AUTHORIZED BUT

UNCOMPLETED PROJECTS, UPON APPROVAL BY THE
CITY MANAGER.

WHEREAS, the proposed FY 2023 and FY 2024 Operating Budget and CIP for FY 2023- 2027 provide for service levels necessary to respond to protect the health, safety and welfare of the community, which are deemed appropriate by the Mayor and City Council and provides a workforce to accomplish said service priorities; and
WHEREAS, Article XIII B of the Constitution of the State of California as proposed by the initiative Measure approved by the people at the special statewide election held on November 6, 1979, provides that the total annual appropriations subject to limitation of each local government shall not exceed the appropriations limit of such entity for the prior year adjusted for changes in the cost of living and population except as otherwise specifically provided for in said Article; and WHEREAS, Section 7910 of the Government Code provides that each year the governing body of each local jurisdiction shall, by resolution establish its appropriations limit for the following fiscal year pursuant to Article XIII B at a regularly scheduled meeting or noticed special meeting.

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. That the Mayor and City Council approve the Annual Operating Budgets for Fiscal Year 2022/23 and Fiscal Year 2023/24 and the CIP 2023-2027. Total Estimated Revenue for Fiscal Year 2023 included in the Budget is $266,090,134 and for Fiscal Year 2024 the total Revenue is $270,830,032. Total appropriations in the Operating Budget for Fiscal Year 2023 is $241,627,560 and $247,926,640 in Fiscal Year 2024. The total appropriations in the CIP Budget is $51,996,101.

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Attachment: Attachment 1 Resolution 2022-102 Adopting the Fiscal Year 2023 & Fiscal Year 2024 Operating Budget and 2023-2027 CIP Resolution No. 2022-102
Resolution 2022-102
June 1, 2022

SECTION 3. That the Appropriations Limit for the City of San Bernardino as established in accordance with Article XIII B of the Constitution of the State of California and detailed as Attachment 7 is $503,724,537.

SECTION 4. At the close of the prior fiscal year unexpended appropriations in the operating budget will be encumbered as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized but uncompleted projects as approved by the City Council may be carried forward to the next succeeding budget upon approval of the City Manager.

SECTION 5. That the 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.

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 1
st day of June 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 2022-102 Adopting the Fiscal Year 2023 & Fiscal Year 2024 Operating Budget and 2023-2027 CIP Resolution No. 2022-102
Resolution 2022-102
June 1, 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. 2022-102, adopted at a regular meeting held on the 1 st day of June 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 2 nd day of June 2022.

Genoveva Rocha, CMC, City Clerk

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Attachment: Attachment 1 Resolution 2022-102 Adopting the Fiscal Year 2023 & Fiscal Year 2024 Operating Budget and 2023-2027 CIP City of San Bernardino
Adopted Budget
Fiscal Year 2023 & Fiscal Year 2024
Building Our Future

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $189,997,956 and general fund expenditures of $187,538,828. Fiscal Year 2024 projects general fund revenues of $193,203,706 and general fund expenditures of $191,921,761.

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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $187,538,828 in general fund expenditures for Fiscal Year 2023 and $191,921,761 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and City of San Bernardino
Welcome to the City of San Bernardino's online digital budget book. Within these pages and stories you will nd important information on how the city plans to invest in our community over the next two scal years.

Introduction
Budget At a Glance
City Manager's Message
City Council
Strategic Goals & Priorities Guide to the Budget
About San Bernardino & Community Prole
City Organization Chart
Budget Overview & Financial Summaries General Fund Summary- Revenue & Expenditures Schedule of Estimated Fund Balance
Personnel Detail
Long Range Financial Plan
Special Thank you to the Budget Team:

Robert Field, City Manager
Edelia Eveland, Assistant City Manager
Barbara Whitehorn, Finance Director
Tanya Williams, Budget Division Manager
Cesar Bernal, Senior Management Analyst
Zuyva Ruiz, Management Analyst II
Gilbert Mosqueda, Budget Intern
City of San Bernardino
Table of Contents
Fiscal Year 2023 & Fiscal Year 2024 Interactive Budget Book

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Departments
Animal Services
City Clerk
City Council
City Manager
Community & Economic Development
Finance
General Goverment
Human Resources
Information Technology
Legal Services
Library
Mayor's Oce
Parks, Recreation, & Community Services
Police Department
Public Works
Capital Improvement Program Grant Funding
The Capital Improvement Program outlines the
allocation of funds towards major projects.

Funding through grants actively supports a
number of programs and projects throughout the
City.

Debt Appropriation Limit Appendix
Debt Service Schedule
Legal Debt Margin
GANN Limit Glossary and Acronyms
Adopted Budget Resolution
Distinguished Budget Award
Powered by OpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and

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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
22 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 2021-2022 ADOPTED OPERATING BUDGET 23 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Community Profile
L-R: Devils Canyon, Artfest artist
Fiscalini Field
CITY OF SAN BERNARDINO  FY 2021-2022 ADOPTED OPERATING BUDGET 27 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Community Profile
Folklorico Dancers
Winter Wonderland
CITY OF SAN BERNARDINO  FY 2021-2022 ADOPTED OPERATING BUDGET 29 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 2021-2022 ADOPTED OPERATING BUDGET Sources: US Census Bureau, 2019; California Department of Finance, 2020: California Employment Development Department, 2021 31 7.b
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and City of San Bernardino Strategic
Goals 2021-2025
In the Fall 2021, the Mayor and City Council
alongside City sta met and identied key
strategic goals and priorities to complete. These
fell into four key areas as identied to the left.

During the budgeting process, sta worked to
align new funding and spending priorities with
these strategic goals and priorities.

Powered by OpenGov
Strategic Goals & Priorities

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $120,695,340 $163,367,500 $165,487,000 Licenses & permits $11,842,726 $11,147,079 $12,740,646 $12,018,000 $11,529,750 $12,830,000 $13,168,000 Charges for services $4,832,700 $6,911,415 $8,252,093 $6,204,420 $8,473,302 $8,116,400 $8,762,650 Miscellaneous $2,823,299 $2,656,056 $11,675,588 $2,689,037 $478,620 $1,066,556 $1,079,556 Intergovernmental $2,170,560 $2,480,000 $8,796,337 $2,233,602 $1,693,498 $2,357,000 $2,372,000 Fines and forfeitures $1,457,123 $1,377,000 $582,388 $1,341,500 $700,883 $1,206,500 $1,255,500 Use of Money and Property $1,424,181 $899,996 $1,317,420 $775,000 $614,180 $525,000 $550,000 Investment income $1,087,677 $450,000 $82,341 $505,578 $767,319 $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 $144,952,891 $189,997,956 $193,203,706 $189,997,956.00
Revenues in 2023
Taxes
Other Fines and fo...

Intergovernm... Charges for ... Licenses & p...
$193,203,706.00
Revenues in 2024
Taxes
Other Fines and fo...

Intergovernm... 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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and General Fund Expenses
Expense by Department
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Mayor
City Council
City Clerk
Legal Services
General Government
City Manager
Human Resource
Finance
Special Assessment District
Capital Improvement Projects
Community & Economic Development
Police
Parks Recreation & Community
Public Works
Library
Total
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
Legal Services
General Government
Finance
Community & Economic De…
Police
Parks Recreation & Commu…
Public Works
Library
More (7 grouped)
Sort By Chart of Accounts 
    

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expense by Type
Reset
Broken down by
Expenses General
 History  

Visualization
Personnel
$128,855,705 (67.1%)
Non-Personnel Expenses
$63,066,057 (32.9%)
 Back
2023-24 Budget  
Personnel
Non-Personnel Expenses
Sort Large to Small 
    
General Fund Expense by Expense Type
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 24 Budget Personnel
Salaries $52,427,930 $52,304,135 $49,928,306 $59,973,697 $49,027,718 $70,961,827 $73,751,837 Benefits $35,250,507 $39,389,974 $38,053,705 $45,217,950 $40,840,441 $52,452,280 $55,103,868 PERSONNEL TOTAL $87,678,437 $91,694,108 $87,982,012 $105,191,647 $89,868,159 $123,414,107 $128,855,705 Non-Personnel Expenses
Internal Service Charges $18,316,308 $14,396,357 $19,067,843 $17,920,988 $17,952,941 $21,025,320 $22,181,985 Contractual Services $12,176,830 $12,179,717 $15,367,616 $14,937,663 $11,699,077 $24,697,319 $22,170,847 Maintenance and Operations $6,576,671 $7,548,260 $6,566,537 $11,432,000 $7,532,071 $12,880,384 $13,010,633 Transfers Out $2,747,274 $3,318,872 $2,592,652 $2,525,733 $863,167 $3,528,783 $3,529,805 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 $852,555 $2,372,806 $2,207,806 Credit/billables -$521,575 -$966,100 -$519,904 -$2,466,100 $5,687 -$2,795,000 -$1,405,000

NON-PERSONNEL EXPENSES
TOTAL
$42,946,994 $38,985,812 $46,169,464 $48,213,037 $39,770,168 $64,074,720 $63,066,057 TOTAL $130,625,431 $130,679,920 $134,151,476 $153,404,684 $129,638,327 $187,488,828 $191,921,762 Powered by OpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Other Funds Revenues
Other Fund Historical Revenues
2019 - 20 Actual2020 - 21 Budget2020 - 21 Actual2021 - 22 Budget2021 - 22 Actual2022 - 23 Budget2023 - 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 $11,251,311 $11,020,297

PRIVATE PURPOSE TRUST
TOTAL
$16,168,593 $16,790,462 $10,952,123 $30,306,413 $1,749,756 $11,251,311 $11,020,297 FIDUCIAIRY TOTAL $16,168,593 $16,790,462 $10,952,123 $30,306,413 $1,809,198 $11,251,311 $11,020,297 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 $37,625 $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 $285,500 $285,500 Asset Forfeiture $153,542 $0 $119,540 $0 $168,014 $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 $1,901,484 $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 $2,318,253 $6,198,738 $7,123,317 Animal Control $2,241,727 $2,681,872 $2,471,445 $3,003,233 $1,101,323 $3,719,863 $3,731,535 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 $4,272,493 $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 $3,642,836 $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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $23,684,529 $17,258,688 $17,607,426 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 $949,682 $0 $0 Storm Drain Construction $1,881,636 $1,500,000 $669,954 $1,605,000 $2,866,232 $0 $0 Assessment District $1,210,022 $1,345,920 $1,390,176 $138,000 $1,303,317 $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 $271,450 $0 $161,200 Local Regional Circulation $338,454 $200,000 $94,315 $150,000 $399,028 $300,000 $302,250 Regional Circulation System $4,084,204 $1,500,000 $929,556 $1,825,000 $5,250,751 $2,160,000 $2,216,500 Library Facilities $141,212 $10,000 $78,482 $35,000 $186,040 $0 $0 Public Use Facilities $242,619 $15,000 $133,962 $60,000 $317,862 $150,000 $151,125 Aquatics Facilities $72,108 $5,000 $40,099 $20,000 $95,104 $40,000 $40,300 AB 1600 Parkland And Op $338,582 $80,000 $574,387 $275,000 $410,043 $260,000 $261,950 Quimby Act Parkland $1,072,947 $70,000 $490,960 $215,000 $2,290,607 $0 $0 CAPITAL PROJECT TOTAL $11,135,772 $5,417,920 $5,226,980 $5,075,500 $14,344,355 $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 $19,967,440 $23,915,049 $25,139,541 PROPRIETARY TOTAL $21,893,489 $17,858,245 $23,723,254 $21,448,523 $20,359,835 $25,200,049 $26,424,541 TOTAL $79,877,477 $66,128,653 $75,091,223 $130,600,044 $60,315,794 $58,744,678 $60,310,219 $58,744,678.30
Revenues in 2023
Proprietary
Other General Plan... Capital Proj...

Fiduciairy
Special Reve...
$60,310,218.92
Revenues in 2024
Proprietary
Other General Plan... Capital Proj...

Fiduciairy
Special Reve...

FY 2023 Other Fund Revenues FY 2024 Other Fund Revenues

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Other Funds Expenses
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Other Funds Expense by Expense Type
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Plan Revenues
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and C
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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
(909) 384-7272 | 290 North D Street San Bernardino, CA 92401 Powered by OpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and In
formationTechnology
PositionNameFY2023FY2024
AllocatedFTECount
ADMINISTRATIVEASSISTANT1.001.00
DEPUTYDIRECTOROF INFORMATIONTECHNOLOGY (U) 1.001.00
DIRECTOROF INFORMATIONTECHNOLOGY (U) 1.001.00
ENTERPRISERESOURCEPLANNING (ERP) PROJECTMANAGER1.001.00 GISADMINISTRATOR1.001.00 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

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
PoweredbyOpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. A dministration
FieldServices
ShelterServices
Animal Services

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Animal Services accomplish in Fiscal Year 2021/2022? 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).

1. 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. The department has focused on helping those animals with urgent needs; the sick, injured and underage. This population has a lower survival rate when compared to the healthy population of cats.

2. 13% of all animals impounded were returned to their owner from the beginning of the scal year through February 28, 2022.

3. Celebrated the completion of several facility upgrades in December 2021 with a public Grand Re- Opening Event.4.

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.

5. 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.

6. 7. Dog licensing fees represented 49% of the Department’s revenue for the scal year to date.

The Department has received over $16,000 in donations scal year to date. These revenues 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.

8. Expenses by Type
Reset
Broken down by
Expenses Animal Services
 History  

Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year

0.0 500.0K

1.0M

1.5M

2.0M

2.5M

3.0M

3.5M

4.0M
Dollars  Back
Personnel
Non-Personnel Expenses
Sort Large to Small 
    

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
Powered by OpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

Expenses by Type
Reset
Broken down by
Expenses Animal Services
 History  
  Program 
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year

0.0 500.0K

1.0M

1.5M

2.0M

2.5M

3.0M
Dollars  Back
Personnel
Non-Personnel Expenses
Sort Large to Small 
    

ADMINISTRATION

ANIMAL SERVICES

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,755,774 $2,710,209 $2,678,770 San Manuel Grant $0 $0 $32,290 $0 $159,304 $500,000 $0
COVID-19 Activity $0 $0 $28,581 $0 $11,270 $0 $0
Best Friends Grant $0 $0 $8,804 $0 $14,721 $0 $0
TOTAL $0 $0 $1,607,148 $2,241,409 $1,941,068 $3,210,209 $2,678,770 Powered by OpenGov

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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Reset
Broken down by
Expenses Animal Services Field Services
 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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1.0M
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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 $559,299 $979,219 $1,022,330 TOTAL $0 $0 $625,001 $731,454 $559,299 $979,219 $1,022,330 Powered by OpenGov

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Packet Pg. 100 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 101 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Reset
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Expenses Animal Services Animal Shelter Services
 History  
 
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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 $7,022 $30,435 $30,435 TOTAL $0 $0 $0 $30,370 $7,022 $30,435 $30,435
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Packet Pg. 102 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. Both 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, and attesting and sealing official documents. A dministration
Elections
RecordsManagement CITY CLERK

7.b
Packet Pg. 103 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the City Clerk's Oce accomplish in Fiscal Year 2021/2022?

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.

Processed, routed, nalized, and led over 350 resolutions and 40 ordinances, including the completion of the necessary updates to the Municipal Code.

5. Established and facilitated a remote public comment option via Zoom for Mayor and City Council Meetings.

6. Drafted and released an RFP, interviewed proposers, and chose a consultant for the 2020 Census Electoral Redistricting process.

7. 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.

8. 9. Started Social Media accounts for the City Clerk’s oce (Facebook and Instagram).

Restarted the City’s Passport Acceptance Facility in August, issuing over 420 passports by the end of 2021.

10. 11. Began Voter Registration Outreach in August by distributing voter registration applications.

Drafted and released an RFP for Spanish Interpretation Services, to begin in 2022 for Mayor and City Council Meetings.

12. Coordinated an agreement and began implementation of a new agenda management system, with the ability to translate the agenda in over 100 languages.

13. Drafted and released an RFP for a new Public Records Request Management Software to increase customer service, accessibility, eciency and transparency in public records.

14. 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.

15. Initiated a city-wide records management needs assessment and Records Retention Schedule Upgrade.

16. 7.b
Packet Pg. 104 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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 History  
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Expenses by Program
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 $657,953 $816,637 $844,275 Elections $135,882 $256,132 $273,784 $406,834 $108,444 $411,604 $474,270 Records Managment $61,036 $163,195 $116,883 $200,395 $156,729 $255,767 $265,548 Passport Acceptance $926 $0 $0 $650 $1,754 $2,800 $2,800 COVID-19 Activity $2,039 $0 $1,043 $0 $3,475 $0 $0
TOTAL $796,839 $945,403 $812,721 $1,540,453 $928,355 $1,486,807 $1,586,893 Position Summary
City Clerk - FTE
Position Name FY2023 FY2024
Allocated FTE Count
CITY CLERK (U) 1.00 1.00
DEPUTY CITY CLERK I (U) 2.00 2.00
DEPUTY CITY CLERK III (U) 1.00 1.00
RECORDS MANAGEMENT SPECIALIST (U) 1.00 1.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 6.00 6.00
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7.b
Packet Pg. 105 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

Expenses by Type
Reset
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Expenses City Clerk
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  Program 
Visualization
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Expenses by Program
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 $657,953 $816,637 $844,275 COVID-19 Activity $2,039 $0 $1,043 $0 $3,475 $0 $0
TOTAL $598,996 $526,076 $422,054 $932,573 $661,428 $816,637 $844,275 Powered by OpenGov

ADMINISTRATION

CITY CLERK

7.b
Packet Pg. 106 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 107 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type (Graph)
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2020-21 Actual2021-22
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Fiscal Year

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Expenses by Program
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 $108,444 $411,604 $474,270 TOTAL $135,882 $256,132 $273,784 $406,834 $108,444 $411,604 $474,270 Powered by OpenGov

7.b
Packet Pg. 108 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

Expenses by Type
Reset
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RECORDS MANAGEMENT

CITY CLERK

7.b
Packet Pg. 109 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $156,729 $255,767 $265,548 Passport Acceptance $926 $0 $0 $650 $1,754 $2,800 $2,800 TOTAL $61,961 $163,195 $116,883 $201,045 $158,483 $258,567 $268,348 Powered by OpenGov

7.b
Packet Pg. 110 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 111 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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2023-24
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, , , , , , ,
, , , , , , ,
,
, , , , , , ,
City Council
Council Support
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
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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7.b
Packet Pg. 112 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 113 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the City Manager's Oce accomplish in Fiscal Year 2021/2022?
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%.

7.b
Packet Pg. 114 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and E
xpensesbyType
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History
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0.0 500.0K 1.0M 1.5M 2.0M 2.5M 3.0M
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nnel Expenses
Sort
LargetoSmall 
 Expenses by Program City Manager - 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 $890,724 $1,216,396 $1,285,991 $1,684,901 $1,351,192 $2,265,100 $2,333,696 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 $38,043 $78,857 $80,589 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 $1,401,046 $2,343,958 $2,414,285

7.b
Packet Pg. 115 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionSummary
CityManager-FTE
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
PoweredbyOpenGov

7.b
Packet Pg. 116 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 117 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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$1,351,192$2,265,100$2,333,696 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$1,363,003$2,265,100$2,333,696 PoweredbyOpenGov

7.b
Packet Pg. 118 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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Expenses City Manager Air Quality & Rideshare
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AIR QUALITY AND RIDESHARE

CITY MANAGER

7.b
Packet Pg. 119 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and E
xpensesbyProgram
CityManager-AirQuality&Rideshare
2019-20Actual 2020-21Budget2020-21Actual 2021-22Budget2021-22Actual 2022-23Budget2023-24Budget AirQuality&Rideshare$58,568$67,191$64,284$65,850$38,043$78,857$80,589 TOTAL$58,568$67,191$64,284$65,850$38,043$78,857$80,589
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7.b
Packet Pg. 120 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 121 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Community & Economic Development accomplish in Fiscal Year 2021/2022?
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).

17. 7.b
Packet Pg. 122 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and E
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7.b
Packet Pg. 123 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $10,978,660 $10,970,472 Building and Safety $1,061,029 $2,217,678 $2,553,396 $2,440,662 $1,464,594 $2,772,767 $2,834,907 Enforcement & Beautification $219,919 $1,559,961 $1,228,113 $2,288,294 $1,362,432 $3,638,171 $3,692,780 CDBG Administration $563,460 $3,345,169 $473,878 $2,456,337 $194,310 $2,790,444 $2,810,049 ERAP-2 State $0 $0 $0 $0 $8,951,566 $0 $0
Administration $989,849 $631,550 $650,934 $1,564,798 $807,739 $1,782,484 $1,823,742 General Plan Update $0 $0 $325,985 $2,051,260 $1,226,364 $2,051,260 $2,051,260

ADMINISTRATION (HOME
Improvement/ CDBG) $54,743 $2,624,104 $90,877 $1,539,512 $85,167 $1,355,181 $1,356,239 Planning $845,739 $907,360 $815,822 $1,102,221 $874,746 $1,169,942 $1,224,577 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 $251,541 $613,206 $623,574 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 $4,273 $4,502
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 ESG Salvation Army $0 $0 $331,565 $0 $140,594 $0 $0
Inland Fair Housing Mediatn Brd $66,000 $73,000 $66,538 $73,000 $28,351 $73,000 $73,000 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 $12,664 $0 $0
ESG Lutheran Social Services $55,366 $0 $104,278 $0 $74,806 $0 $0 CDBG Micro Enterprise Program $32,950 $35,000 $35,000 $35,000 $15,000 $35,000 $35,000 Former EDA $0 $0 $0 $0 $222,872 $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 $23,811,618 $27,744,357 $27,942,560

7.b
Packet Pg. 124 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionSummary
Community&EconomicDevelopment-FTE
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
ALLOCATEDFTECOUNT60.0060.00
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7.b
Packet Pg. 125 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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ADMINISTRATION

COMMUNITY & ECONOMIC DEVELOPMENT

7.b
Packet Pg. 126 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $790,542 $1,742,184 $1,785,198 TOTAL $832,839 $631,550 $588,344 $1,525,728 $790,542 $1,742,184 $1,785,198 Powered by OpenGov

7.b
Packet Pg. 127 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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BUILDING AND SAFETY

COMMUNITY & ECONOMIC DEVELOPMENT

7.b
Packet Pg. 128 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,464,594 $2,772,767 $2,834,907 TOTAL $1,061,029 $2,217,678 $2,553,396 $2,440,662 $1,464,594 $2,772,767 $2,834,907 Powered by OpenGov

7.b
Packet Pg. 129 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 130 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,362,432 $3,638,171 $3,692,780 Property Maintenance $323,082 $0 $65 $0 $67 $0 $0
TOTAL $543,001 $1,559,961 $1,228,178 $2,288,294 $1,362,499 $3,638,171 $3,692,780 Powered by OpenGov

7.b
Packet Pg. 131 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 132 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 $251,541 $613,206 $623,574 Land Development $616,703 $0 $0 $0 $0 $4,273 $4,502
Step Up on Second $83,000 $0 $210,727 $0 $266,333 $0 $0 TOTAL $808,415 $307,844 $379,601 $533,183 $517,874 $617,478 $628,077 Powered by OpenGov

7.b
Packet Pg. 133 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

HOUSING DIVISION

COMMUNITY & ECONOMIC DEVELOPMENT

7.b
Packet Pg. 134 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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2019-20 Actual2020-21
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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

7.b
Packet Pg. 135 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 136 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,226,364 $2,051,260 $2,051,260 Planning $845,739 $907,360 $815,822 $1,102,221 $874,746 $1,169,942 $1,224,577 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 $2,111,310 $3,373,202 $3,427,837 Powered by OpenGov

7.b
Packet Pg. 137 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 138 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $10,978,660 $10,970,472 Bond Expenses- $83,442 $0 $175,751 $0 $123,446 $0 $0
Administration $157,010 $0 $62,590 $39,070 $17,197 $40,300 $38,544 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 $11,018,960 $11,009,016 Powered by OpenGov

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Packet Pg. 139 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 140 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Finance accomplish in Fiscal Year 2021/2022?
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
Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days

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:

10. 7.b
Packet Pg. 141 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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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
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Budget
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Personnel
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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 $960,679 $1,110,542 $1,141,620 Business Registration $806,916 $909,376 $810,959 $1,189,494 $847,938 $1,292,617 $1,353,512 Budget $329,965 $367,863 $350,747 $804,514 $532,490 $853,898 $871,391 Administration $612,941 $477,700 $430,153 $494,368 $448,996 $774,669 $807,226 Purchasing $125,346 $114,301 $131,423 $324,454 $274,910 $666,006 $697,397 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $296,677 $354,141 $369,613 Treasurer $230,659 $138,369 $138,121 $169,860 $125,193 $284,487 $293,464 Grants $0 $0 $0 $0 $0 $664,286 $683,854
COVID-19 Activity $29,548 $0 $21,907 $0 $5,151 $0 $0
TOTAL $7,292,052 $5,007,713 $16,563,155 $4,909,915 $3,492,034 $6,000,647 $6,218,078

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Packet Pg. 142 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionSummary
Finance-FTE
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
PoweredbyOpenGov

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Packet Pg. 143 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 144 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type (Graph)
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  Program 
Visualization
2019-20 Actual2020-21
Budget
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Expenses by Program
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 $960,679 $1,110,542 $1,141,620 Treasurer $230,659 $138,369 $138,121 $169,860 $125,193 $284,487 $293,464 TOTAL $1,453,099 $1,401,076 $1,200,630 $1,767,172 $1,085,872 $1,395,029 $1,435,084 Powered by OpenGov

7.b
Packet Pg. 145 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

Expenses by Type
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  Program 
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2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
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2021-22 Actual2022-23
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ADMINISTRATION

FINANCE

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Packet Pg. 146 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 147 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 148 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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2019-20 Actual2020-21
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2020-21 Actual2021-22
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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 $532,490 $853,898 $871,391 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $296,677 $354,141 $369,613 TOTAL $673,959 $640,161 $600,359 $1,134,427 $829,167 $1,208,040 $1,241,004 Powered by OpenGov

7.b
Packet Pg. 149 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 150 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type (Graph)
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Expenses Finance Business Registration
 History  
 
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2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
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2021-22 Actual2022-23
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Fiscal Year

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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 $847,938 $1,292,617 $1,353,512 TOTAL $806,916 $909,376 $810,959 $1,189,494 $847,938 $1,292,617 $1,353,512 Powered by OpenGov

7.b
Packet Pg. 151 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 152 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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 History  
 
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2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
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2021-22 Actual2022-23
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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 $274,910 $666,006 $697,397 TOTAL $125,346 $114,301 $131,423 $324,454 $274,910 $666,006 $697,397 Powered by OpenGov

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Packet Pg. 153 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 154 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 $6,275,124 $13,258,852 $12,505,914 Recorded before using program
#s
$2,628,519 $3,198,872 $2,472,652 $2,387,733 $828,667 $3,378,783 $3,379,805 Violence Intervention $0 $0 $0 $803,762 $556,346 $682,287 $688,953 Customer & Neighborhood
Services
$0 $0 $0 $639,600 $554,619 $720,815 $743,156
CATV $0 $0 $0 $506,022 $285,495 $542,101 $553,906
Youth Reinvestment Grant $0 $0 $0 $330,000 $152,979 $268,913 $0 COVID-19 Activity $0 $0 $0 $0 $19,328 $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 $8,672,558 $17,551,751 $16,771,734 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
Powered by OpenGov

7.b
Packet Pg. 155 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 TELEVISION (CATV)

GENERAL GOVERNMENT

7.b
Packet Pg. 156 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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Expenses General Government CATV
 History  
 
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
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Budget
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Expenses by Program
General Government - Community Access Television (CATV) (... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget CATV $0 $0 $0 $506,022 $285,495 $542,101 $553,906
TOTAL $0 $0 $0 $506,022 $285,495 $542,101 $553,906
Powered by OpenGov

7.b
Packet Pg. 157 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

CUSTOMER AND NEIGHBORHOOD SERVICES

GENERAL GOVERNMENT

7.b
Packet Pg. 158 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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Expenses General Government Customer & Neighborhood Ser…  History  
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2019-20 Actual2020-21
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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 $554,619 $720,815 $743,156
TOTAL $0 $0 $0 $639,600 $554,619 $720,815 $743,156
Powered by OpenGov

7.b
Packet Pg. 159 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Division Overview
Established in 2017, the Violence Intervention Program (VIP), is an evidence-based community violence intervention strategy designed to reduce group related homicides and non-fatal injury shootings throughout San Bernardino. Strategies for violence intervention involve, but are not limited to, a focused deterrence on violent crime using real-time crime analysis to identify high risk individuals and community-oriented policing in combination with culturally relevant intervention strategies, such as street outreach and linkages to human services.

The City of San Bernardino received a Board of State and Community Corrections, three-year matching grant for $1,500,000 to contract local community-based organizations to continue to provide supportive services to people at the highest risk of being impacted by violence and allows for the delivery of outreach services through June 30, 2023. The division will reapply for the California Board of State and Community Corrections, Violence Intervention & Prevention Grant Program prior to end of current grant cycle.

The City Council also approved $1,000,000 of the American Rescue Plan Act (ARPA) funds to increase program capacity in effort to address the rise in community violence since the start of the COVID-19 pandemic. This includes investment in the City’s evidence-based community violence intervention program designed to prevent and mitigate violence, as a result of the pandemic. Additionally, ARPA funds will be used to facilitate access to resources that improve health outcomes, including services that connect residents with health care resources and public assistance programs, which will encourage improving the health and wellness of the local community.

VIOLENCE INTERVENTION

GENERAL GOVERNMENT

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Packet Pg. 160 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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General Government - Violence Intervention (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Violence Intervention $0 $0 $0 $803,762 $556,346 $682,287 $688,953 TOTAL $0 $0 $0 $803,762 $556,346 $682,287 $688,953
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7.b
Packet Pg. 161 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
Liability & Risk Management
Workers' Compensation

HUMAN RESOURCES

7.b
Packet Pg. 162 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Human Resources accomplish in Fiscal Year 2021/2022?

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.

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Updated On 26 May, 2022
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7.b
Packet Pg. 163 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
ADMINISTRATIVE CLAIMS SPECIALIST 1.00 1.00
DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIVERSITY, EQUITY & INCLUSION OFFICER (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HUMAN RESOURCES ANALYST 1.00 1.00
HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES/RISK ANALYST 3.00 3.00
ALLOCATED FTE COUNT 13.00 13.00
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7.b
Packet Pg. 164 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 165 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 $913,750 $2,508,177 $2,587,614 Administrative Services $21,855 $144,730 $114,634 $503,495 $614,491 $0 $0 COVID-19 Activity $42,515 $0 -$6,425 $0 $7,856 $0 $0
TOTAL $1,124,615 $1,283,424 $1,119,319 $2,003,587 $1,536,098 $2,508,177 $2,587,614 Powered by OpenGov

7.b
Packet Pg. 166 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Division Overview
The Liability and Risk Management program is responsible for the management of liability claims that arise in the course of conducting city business, managing subrogation claims pursued by the city against responsible third parties, review of insurance provisions in city contracts and agreements, and evaluates and administers the city’s self-insurance and commercial insurance programs. Excess general liability insurance policies are in effect to limit financial exposure exceeding the city’s $5 million self-insured retention. Staff monitors claim activity to identify areas of loss that can be reduced through proactive changes to policies or other city activities and operations. The program serves as a resource concerning claim liability exposure, insurance coverages and insurance provisions in city contracts and agreements.

LIABILITY AND RISK MANAGEMENT

HUMAN RESOURCES

7.b
Packet Pg. 167 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Updated On 26 May, 2022
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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 $4,700,391 $6,164,986 $6,627,655 TOTAL $7,453,071 $3,406,111 $7,687,676 $4,626,246 $4,700,391 $6,164,986 $6,627,655 Powered by OpenGov

7.b
Packet Pg. 168 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 169 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 170 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 $3,323,805 $5,466,341 $5,597,850 TOTAL $4,347,344 $5,866,814 $232,728 $5,448,689 $3,323,805 $5,466,341 $5,597,850 Powered by OpenGov

7.b
Packet Pg. 171 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

INFORMATION TECHNOLOGY

7.b
Packet Pg. 172 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the Information Technology Department accomplish in Fiscal Year 2021/22?

1. Upgraded City network Internet speed from 1gb to 10gb.

2. Began upgrading network wired and wireless hardware.

3. Filled 1 Open Position in GIS and 1 Open Position in Business Systems.

4. Finished the City-wide transition to Oce 365.

5. Revamped all External and Internal websites.

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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 $1,005,047 $3,139,908 $3,259,274 Network Services $959,437 $1,370,440 $1,077,249 $1,144,024 $686,309 $1,241,161 $1,318,995 Public Safety Systems $1,156,171 $1,028,891 $1,110,950 $1,033,114 $820,511 $1,106,821 $1,133,770 Client Services $340,823 $491,222 $669,631 $642,250 $600,743 $862,686 $874,475 Administration $317,087 $351,206 $420,438 $355,113 $276,281 $381,930 $395,399 GIS & Office Automation $190,830 $238,622 $233,167 $421,330 $283,226 $527,827 $574,494 ERP Project $0 $0 $0 $0 $0 $153,090 $157,806
Print Shop $4,973 $22,100 $6,040 $16,200 $5,943 $19,071 $19,321 COVID-19 Activity $33,447 $0 $8,660 $0 $212 $0 $0
TOTAL $3,946,354 $4,593,505 $4,723,293 $6,836,573 $3,678,273 $7,432,494 $7,733,534

7.b
Packet Pg. 173 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionSummary Information Technology - FTE Position Name FY2023FY2024
AllocatedFTECount
ADMINISTRATIVEASSISTANT1.001.00
DEPUTYDIRECTOROF INFORMATIONTECHNOLOGY (U) 1.001.00
DIRECTOROF INFORMATIONTECHNOLOGY (U) 1.001.00
ENTERPRISERESOURCEPLANNING (ERP) PROJECTMANAGER1.001.00 GISADMINISTRATOR1.001.00 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 PoweredbyOpenGov

7.b
Packet Pg. 174 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 175 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expense by Type
Updated On 26 May, 2022
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750.0K

1.3M
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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 $686,309 $1,241,161 $1,318,995 TOTAL $959,437 $1,370,440 $1,077,249 $1,144,024 $686,309 $1,241,161 $1,318,995 Powered by OpenGov

7.b
Packet Pg. 176 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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ADMINISTRATION

INFORMATION TECHNOLOGY

7.b
Packet Pg. 177 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $276,281 $381,930 $395,399 COVID-19 Activity $33,447 $0 $8,660 $0 $212 $0 $0
TOTAL $350,534 $351,206 $429,098 $355,113 $276,493 $381,930 $395,399 Powered by OpenGov

7.b
Packet Pg. 178 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 179 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,005,047 $3,139,908 $3,259,274 TOTAL $943,586 $1,091,024 $1,197,158 $3,224,541 $1,005,047 $3,139,908 $3,259,274 Powered by OpenGov

7.b
Packet Pg. 180 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 181 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $600,743 $862,686 $874,475 Print Shop $4,973 $22,100 $6,040 $16,200 $5,943 $19,071 $19,321 TOTAL $345,795 $513,322 $675,672 $658,450 $606,686 $881,757 $893,796 Powered by OpenGov

7.b
Packet Pg. 182 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 183 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expense by Type
Updated On 26 May, 2022
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2021-22 Actual2022-23
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2023-24
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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 $283,226 $527,827 $574,494 TOTAL $190,830 $238,622 $233,167 $421,330 $283,226 $527,827 $574,494 Powered by OpenGov

7.b
Packet Pg. 184 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 185 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expense by Type
Updated On 26 May, 2022
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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 $820,511 $1,106,821 $1,133,770 TOTAL $1,156,171 $1,028,891 $1,110,950 $1,033,114 $820,511 $1,106,821 $1,133,770 Powered by OpenGov

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Packet Pg. 186 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

Legal Services

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Packet Pg. 187 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Legal Services accomplish in Fiscal Year 2021/2022?

1. 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.

2. Successful handling of litigation, including an end to cannabis litigation and successful results in a number of other cases.

3. Representing City at 52 ACP hearings with a 94% success rate and successfully defending City in writ actions based on those hearings.

4. Facilitation of numerous receiverships for blighted properties within the City.

5. 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).

6. Complete overhaul and regular update of City’s template agreements including work with the City’s Procurement Division to update template procurement documents.

7. Assisting sta with major public works projects including the California Theatre improvements and the Mt. Vernon Avenue Viaduct replacement.

8. 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. 188 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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Legal Services - 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 $2,885,144 $3,176,084 $3,310,443 COVID-19 Activity $706 $0 $0 $0 $758 $0 $0
TOTAL $3,508,445 $2,517,122 $3,632,639 $2,836,729 $2,885,903 $3,176,084 $3,310,443 Position Summary
Legal Services - FTE
Position Name Empty Values
Allocated FTE Count
ALLOCATED FTE COUNT 0.00
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Packet Pg. 189 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Department Overview
The Library Department encourages the growth and development of a strong community by providing life-long learning opportunities, safe and welcoming spaces for community engagement, and life skills and support for persons of all ages and abilities. 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 ve 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 benets from generous Friends and Foundation groups, and is the recipient of various state grants and charitable contributions, and partners with local schools, non-prots and neighborhood associations to maximize its reach and impact in building a stronger and more prosperous San Bernardino community. In addition, the Department provides sta 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 nd 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 oers 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 oerings 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 nancial 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 and 31 full-time positions. In FY 20-21 before the $600,000 funding increase - Feldheym Central was open ve 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 conrmed 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.

LIBRARY

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Packet Pg. 190 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Divisions
Administration
Branch Library Services
Central Library Services
Support Services
What did Library accomplish in Fiscal Year 2021/2022?

1. Library hours expanded to 40 hours at all four locations in the fall of 2021.

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.

2. Carpet replacement and building improvements at the Dorothy Inghram Branch at no cost to the City, since the Library rents space there.

3. 4. Almost $200,000 in available state and federal literacy program grants. Maintained 1GB per second internet access at each of the four libraries with 90% of the cost paid from federal E-Rate program funds.

5. 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.

Continued distribution of 1,100 bags promoting Literacy Program distributed to school district students.

9. 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.

Computer coding and cartooning classes and STEAM grab and go kits for young adults provided as part of Virtual Youth Programming grant.

14. 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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Packet Pg. 191 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 $732,956 $1,001,742 $1,045,890 Administration $491,066 $542,295 $491,221 $694,747 $646,452 $473,141 $482,639 Support Services $415,738 $470,767 $413,902 $443,988 $429,484 $521,485 $529,577 Branch Library Services $188,350 $227,109 $172,316 $627,113 $376,600 $625,361 $638,499 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $65,221 $135,127 $144,232

CALIFORNIA LITERACY

PROGRAM
$42,075 $67,000 $46,615 $66,439 $58,203 $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 $3,196 $0 $0
COVID-19 Activity $14,299 $0 $1,544 $0 $2,024 $0 $0
Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,169 $0 $0 TOTAL $1,948,538 $2,203,540 $1,886,719 $2,984,297 $2,338,580 $2,847,630 $2,931,612 Position Summary
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
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Packet Pg. 192 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

LIBRARY

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Packet Pg. 193 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $646,452 $473,141 $482,639 COVID-19 Activity $14,299 $0 $1,544 $0 $2,024 $0 $0
TOTAL $505,365 $542,295 $492,765 $694,747 $648,476 $473,141 $482,639 Powered by OpenGov

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Packet Pg. 194 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Division Overview
Three branch libraries (Villaseñor, Inghram, and Rowe) saw their weekly public service hours double in the fall of 2021. 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.

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BRANCH LIBRARY SERVICES

LIBRARY

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Packet Pg. 195 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $376,600 $625,361 $638,499 TOTAL $188,350 $227,109 $172,316 $627,113 $376,600 $625,361 $638,499 Powered by OpenGov

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Packet Pg. 196 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 197 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and E
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 Expenses by Program Library - Central 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 Central Library Services $693,532 $786,691 $611,458 $979,408 $732,956 $1,001,742 $1,045,890 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $65,221 $135,127 $144,232 CALIFORNIA LITERACY PROGRAM $42,075 $67,000 $46,615 $66,439 $58,203 $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 $3,196 $0 $0 Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,169 $0 $0 TOTAL $839,086 $963,369 $807,737 $1,218,449 $884,020 $1,227,643 $1,280,897 PoweredbyOpenGov

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Packet Pg. 198 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 199 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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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 Support Services $415,738 $470,767 $413,902 $443,988 $429,484 $521,485 $529,577 TOTAL $415,738 $470,767 $413,902 $443,988 $429,484 $521,485 $529,577 Powered by OpenGov

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Packet Pg. 200 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 201 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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Packet Pg. 202 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and San Bernardino International Airport Authority
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.

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7.b
Packet Pg. 203 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 204 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 205 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Parks, Community, & Recreation accomplish in Fiscal Year 2021/2022?
Seccombe Lake Park – Fencing and amenities
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.

Renovation of the Delmann Heights Community Center was completed. Continued eorts to expand resources through grant application and receiving of grants. Such as Kaiser's Operation Splash, National Fitness Campaign, Blair Park Fitness Circuit, and California for All Youth Jobs Corps.

3. Prioritized public safety though the replacement of additional foul ball netting at numerous ball elds.

4. Showed initiative for our citizens as a temporary dog park, Seccombe Lake "Salty Dog" Park, was created as Wildwood Dog Park construction is underway.

5. 6. Upgrades and renovations completed to Norton Gym.

7. Implementation of the following construction projects:

Expenses by Type
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7.b
Packet Pg. 206 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
ADMINISTRATIVE ASSISTANT 2.00 2.00
AQUATICS SUPERVISOR 1.00 1.00
COMMUNITY RECREATION MANAGER 2.00 2.00
COMMUNITY RECREATION PROGRAM COORDINATOR 7.00 7.00
COMMUNITY RECREATION PROGRAM SUPERVISOR 2.00 2.00
COMMUNITY SERVICES CENTER SUPERVISOR 1.00 1.00
COMMUNITY SERVICES PROGRAM COORD. 2.00 2.00
DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FOOD SERVICE SUPERVISOR 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 2.00 2.00
VOLUNTEER COORDINATOR (GRANT FUNDED) 1.00 1.00
ALLOCATED FTE COUNT 23.00 23.00
Powered by OpenGov

7.b
Packet Pg. 207 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 208 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Reset
Broken down by
Expenses Parks Recreation & Community
 History  
  Program 
Visualization
2019-20 Actual2020-21
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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Expenses by Program
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 $1,607,380 $1,474,041 $1,557,267 Cemetery Administration $104,792 $113,704 $129,121 $131,801 $114,181 $130,216 $134,863 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 $1,723,744 $1,604,256 $1,692,130 Powered by OpenGov

7.b
Packet Pg. 209 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 210 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type (Graph)
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Budget
2020-21 Actual2021-22
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2021-22 Actual2022-23
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2023-24
Budget
Fiscal Year

0.0 1.0M
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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

7.b
Packet Pg. 211 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 212 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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).

Expenses by Type
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7.b
Packet Pg. 213 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 214 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 215 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the Police Department accomplish in the 2021 Calendar Year?
*Given Achievements are representative of the 2021 Calendar 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.

15. 7.b
Packet Pg. 216 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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Expenses by Program
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 $46,954,181 $58,130,504 $62,578,964 General Investigation $10,942,497 $10,483,587 $10,392,064 $11,630,074 $10,448,432 $12,215,587 $12,544,647 Special Enforcement Teams $4,599,986 $6,919,665 $6,441,128 $7,426,036 $6,500,708 $8,458,989 $8,817,377 Administration $7,307,640 $6,908,489 $5,067,381 $6,398,751 $5,102,939 $7,150,623 $7,280,163 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $3,049,001 $4,264,323 $4,449,044 Traffic $1,880,885 $2,416,331 $2,259,631 $2,968,870 $2,264,343 $3,915,465 $4,177,126 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,391,876 $2,089,335 $2,152,500 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,311,836 $1,554,921 $1,605,346 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,332,123 $1,789,385 $1,885,858 Forensics Property $1,101,481 $1,229,665 $1,200,050 $1,256,406 $1,215,860 $1,815,412 $1,911,365 SAN MANUEL CCF 2017-2020 $1,209,768 $1,113,102 $1,435,422 $910,466 $694,568 $1,253,741 $1,313,676 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $909,089 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,742,339 $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 $1,555,834 $1,644,418 DIGNITY HEALTH $483,584 $497,908 $468,436 $346,436 $303,014 $378,125 $398,798 COPS Hiring 2021 $0 $0 $0 $0 $304,348 $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 $168,404 $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 $90,905 $0 $0
JAG CESF 2020 $0 $0 $391,621 $179,950 $87,240 $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

7.b
Packet Pg. 217 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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$46,818$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
ProjectSafeNeighborhoods$0$0$5,102$0$155,858$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
OTSPT21049DUI Saturation$0$0$120,453$0$16,462$0$0
DUI SatPatrol PT22066$0$0$0$0$129,664$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 DUI/DLCKPointPT22066$0$0$0$0$50,854$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
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$8,678$9,152
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$17,811$0$0
OTSPT21049CollaborativeTrafic$0$0$0$4,900$10,543$0$0
TrafficEnforcePT22066$0$0$0$0$13,191$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
EMPGFY2020$0$0$0$0$7,982$0$0
OTSPT21049KnowYourLimit$0$0$0$4,800$2,842$0$0
DistracteddrivingPT22066$0$0$0$0$5,733$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$2,264$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
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$85,646,582$110,161,787$114,746,453

7.b
Packet Pg. 218 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionSummary
Police-FTE
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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7.b
Packet Pg. 219 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 220 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
Updated On 26 May, 2022
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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 $5,102,939 $7,150,623 $7,280,163 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $3,049,001 $4,264,323 $4,449,044 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,391,876 $2,089,335 $2,152,500 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,311,836 $1,554,921 $1,605,346 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,332,123 $1,789,385 $1,885,858 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $909,089 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,742,339 $1,015,000 $1,015,000 Public Safety Academy Cadet Prog
$0 $41,600 $72,601 $44,000 $46,818 $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 $14,886,021 $18,958,937 $19,502,262 Powered by OpenGov

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Packet Pg. 221 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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. 222 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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.

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INVESTIGATIONS

POLICE DEPARTMENT

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Packet Pg. 223 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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$10,448,432$12,215,587$12,544,647 Special EnforcementTeams$4,599,986$6,919,665$6,441,128$7,426,036$6,500,708$8,458,989$8,817,377 ForensicsProperty$1,101,481$1,229,665$1,200,050$1,256,406$1,215,860$1,815,412$1,911,365 Gang&MultipleEnforcement
Team
$0$763$763$0$0$8,678$9,152
TOTAL$16,643,965$18,633,680$18,034,004$20,312,516$18,165,001$22,498,666$23,282,541 PoweredbyOpenGov

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Packet Pg. 224 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Division Overview
The Patrol Operations Division is the Department's largest division and serves to provide emergency and nonemergency first responses.

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. 225 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Updated On 26 May, 2022
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2020-21 Actual2021-22
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2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year

0.0 10.0M

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Expenses by Program
Police - Patrol (by program)
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 $45,716,920 $58,010,136 $62,458,601 Traffic $1,880,885 $2,416,331 $2,259,631 $2,968,870 $2,211,850 $3,908,567 $4,170,086 SAN MANUEL CCF 2017-2020 $1,209,768 $1,113,102 $1,435,422 $910,466 $673,090 $1,250,404 $1,310,186 COPS Hiring 2020 $0 $0 $1,189,065 $1,625,000 $1,165,838 $1,658,701 $78,703 DIGNITY HEALTH $483,584 $497,908 $468,436 $346,436 $289,845 $376,952 $397,573 COPS Option County Funded $522,315 $0 $519,904 $300,000 $0 $300,000 $300,000 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 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
Fireworks Enforcement $50,449 $49,500 $49,994 $45,653 $65,896 $71,015 $71,015 OTS PT21049 DUI CHECKPOINTS
$0 $0 $89,624 $94,455 $12,105 $0 $0
JAG 2019 $0 $0 $0 $186,471 $0 $0 $0
JAG 2018 $0 $0 $0 $182,366 $0 $0 $0
OTS PT21049 DUI Saturation $0 $0 $120,453 $0 $16,462 $0 $0 OTS PT21049 Ped/Bicycle Enforce
$0 $0 $92,837 $20,000 $5,270 $0 $0
Railroad Trespass Enf 2019 $0 $0 $80,000 $15,250 $0 $0 $0 OTS PT21049 Traffic Enforcement $0 $0 $28,768 $10,000 $15,522 $0 $0 OTS Grant PT21049 $0 $0 $15,263 $5,000 $1,261 $0 $0

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Packet Pg. 226 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
OTSPT21049CollaborativeDUI $0$0$4,186$4,900$9,477$0$0
OTSPT21049Collaborative
Trafic
$0$0$0$4,900$10,543$0$0
OTSPT21049KnowYourLimit$0$0$0$4,800$2,842$0$0
NorthOperations$1,014$0$0$0$0$0$0
TOTAL$43,665,378$51,785,875$51,490,807$58,433,892$50,444,732$65,995,835$69,164,375 PoweredbyOpenGov

7.b
Packet Pg. 227 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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
Environmental Programs

PUBLIC WORKS

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Packet Pg. 228 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did Public Works accomplish in Fiscal Year 2021/2022?

1. 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.

2. 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.

3. 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!

7.b
Packet Pg. 229 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
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
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Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year

0.0 5.0M

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Dollars  Back
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Personnel
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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 $3,735,307 $5,799,678 $5,946,716 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $2,755,535 $4,385,938 $4,700,554 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,680,775 $2,772,054 $2,830,181 Administration $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,707,135 $2,385,661 $2,460,149 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $1,903,038 $2,363,424 $2,464,775 Capital Projects $1,552,401 $1,534,598 $1,652,133 $1,970,185 $1,781,659 $2,779,862 $2,898,443 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,219,991 $2,158,444 $2,211,259 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $1,752,502 $591,849 $593,728 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,325,980 $1,652,237 $1,703,575 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,211,092 $1,563,690 $1,619,009 Land Development $0 $657,563 $579,855 $762,195 $937,419 $2,850,526 $2,917,767 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $713,966 $1,544,585 $1,580,493 Traffic Engineering $755,164 $599,270 $687,664 $834,717 $727,799 $922,018 $963,977 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $497,341 $749,871 $761,785 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $205,947 $1,172,486 $1,179,769 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $578,681 $704,314 $728,555 Stormwater Management $513,123 $535,646 $435,428 $575,784 $289,242 $601,379 $613,971 Storm Drain $184,959 $249,623 $314,712 $534,064 $393,592 $660,096 $682,784 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $258,305 $626,263 $648,003 Real Property $363,150 $313,215 $252,910 $349,643 $298,831 $443,763 $458,642 Property Maintenance $103,227 $530,520 $281,815 $556,120 $275,053 $359,100 $359,100 Aquatics $189,340 $228,607 $207,134 $232,047 $177,642 $252,535 $256,872 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 $13,975 $0 $0 CARPS /CCPP $53,746 $54,549 $54,589 $53,751 $53,807 $53,600 $53,600

7.b
Packet Pg. 230 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,582 $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 $24,636,840 $37,697,463 $38,942,796 Position Summary
Public Works - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTING TECHNICIAN II 2.00 2.00
ADMINISTRATIVE ASSISTANT 2.00 2.00
ADMINISTRATIVE SERVICES SUPERVISOR 1.00 1.00
ARBORIST 1.00 1.00
ASSESSMENT DISTRICT/REAL PROP SPECIALIST 1.00 1.00
CEMETERY CARETAKER 1.00 1.00
CIVIL ENGINEERING DIVISION MANAGER (U) 1.00 1.00
CONSTRUCTION MANAGER 1.00 1.00
CUSTODIAL SUPERVISOR 1.00 1.00
CUSTODIAN 8.00 8.00
DATA ANALYST 1.00 1.00
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 1.00 1.00 DIRECTOR OF PUBLIC WORKS (U) 1.00 1.00
ELECTRICIAN I (FLEX) 1.00 1.00
ENGINEERING ASSISTANT I (FLEX) 2.00 2.00
ENGINEERING ASSISTANT II 4.00 4.00
ENGINEERING ASSISTANT III 1.00 1.00
ENGINEERING ASSOCIATE 1.00 1.00
ENGINEERING PROJECT MANAGER 1.00 1.00
ENGINEERING TECHNICIAN 2.00 2.00
ENVIRONMENTAL PROGRAMS COORDINATOR 1.00 1.00
EQUIPMENT MAINTENANCE SUPERVISOR 1.00 1.00
EQUIPMENT MECHANIC II 7.00 7.00
EQUIPMENT SERVICE WORKER 2.00 2.00
EXECUTIVE ASSISTANT 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 FACILITIES MAINTENANCE MECHANIC 4.00 4.00
FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00
FORESTRY SUPERVISOR 1.00 1.00
GROUNDWORKER ARBORIST 2.00 2.00
HVAC MECHANIC 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR I (FLEX) 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR II 3.00 3.00
LEAD CUSTODIAN 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00
LEAD MAINTENANCE WORKER 4.00 4.00
LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 1.00 1.00 MAINTENANCE SUPERVISOR 1.00 1.00
MAINTENANCE WORKER I (FLEX) 17.00 17.00
MAINTENANCE WORKER II 4.00 4.00
MAINTENANCE WORKER III 6.00 6.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
NPDES INSPECTOR I (FLEX) 1.00 1.00
NPDES INSPECTOR II 1.00 1.00

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Packet Pg. 231 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
ositionNameFY2023FY2024
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
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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7.b
Packet Pg. 232 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 Environmental Programs Division accomplish in Fiscal Year 2021/2022?
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. ENVIRONMENTAL PROGRAMS

PUBLIC WORKS

7.b
Packet Pg. 233 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Reset
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2023-24
Budget
Fiscal Year

0.0 1.0M
250.0K
500.0K
750.0K

1.3M
Dollars  Back
Non-Personnel Expenses
Personnel
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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 $907,327 $1,227,116 $1,255,989 COVID-19 Activity $16,351 $0 $0 $0 $365 $0 $0
TOTAL $1,393,739 $1,147,757 $577,590 $1,203,776 $907,692 $1,227,116 $1,255,989 Powered by OpenGov

7.b
Packet Pg. 234 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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)
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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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ADMINISTRATION

PUBLIC WORKS

7.b
Packet Pg. 235 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $1,707,135 $2,385,661 $2,460,149 TOTAL $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,707,135 $2,385,661 $2,460,149 Powered by OpenGov

7.b
Packet Pg. 236 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 237 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the Engineering Division accomplish in Fiscal Year 2021/22?

1. 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.

2. Nicholson Neighborhood Park Improvements. 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) Highland Ave between Palm Avenue and Frontage Road (Ward 4) NorthPark Blvd between Devil Canyon Road & Little Mountain (Ward 5) Industrial Parkway between Palm Avenue and Lexington Way (Ward 6) Arrowhead Avenue between Highland Avenue and 30th Street (Ward 7)

7. Completed Citywide Pavement Rehabilitation (Slurry/Crack Seal). The proposed scope of work at these locations included slurry / crack sealing street surfaces and the rehabilitation of surfaces around Auto Center.

8. Completed a Community Center Improvements Project. The scope of work at Delmann Heights Community Center and 5th Street Senior Center was the removal and replacement of existing ooring and repainting of each facility’s interior and exterior.

9. 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.

10. Completed Nunez Park Soccer Field Rehabilitation. The proposed scope of work included removal and replacement of the soccer eld turf system at Nunez Park.

11. Completed Parking Lot Improvements Project. The proposed scope of work included replacement of deteriorated asphalt concrete pavement, asphalt concrete overlay, installation of pipe swing gates, and ADA ramps, at Perris Hill and Lytle Creek Community Centers.

7.b
Packet Pg. 238 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Expenses by Type
Reset
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Expenses Public Works
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Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year

0.0 1.0M

2.0M

3.0M

4.0M

5.0M

6.0M

7.0M
Dollars  Back
Personnel
Non-Personnel Expenses
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,, ,, ,, ,, ,, ,, ,,
, , , , ,, ,,
, , , , , , ,
, , , , , , ,
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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

7.b
Packet Pg. 239 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 240 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the Fleet Division
accomplish in Fiscal Year
2021/2022?
Our Fleet Division improved City infrastructure 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
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 
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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 1.0M
250.0K
500.0K
750.0K

1.3M
Dollars  Back
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Personnel
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7.b
Packet Pg. 241 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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 $2,755,535 $4,385,938 $4,700,554 Administration $400,071 $367,132 $392,721 $368,632 $336,521 $463,946 $479,992 COVID-19 Activity $32,045 $0 $14,921 $0 $945 $0 $0
TOTAL $3,687,947 $3,551,814 $3,570,277 $3,762,015 $3,093,001 $4,849,884 $5,180,546 Powered by OpenGov

7.b
Packet Pg. 242 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

7.b
Packet Pg. 243 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and What did the Operations and
Maintenance Division accomplish
in Fiscal Year 2021/2022?

1. Throughout the Fiscal Year 2021/22, the
Operations and Maintenance Division was able to
improve City infrastructure 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

2. In addition, removed hazards and provided
maintenance upgrades to three parks: Seccombe
Park, Meadowbrook Fields Park, and Nunez Park.

3. Operations and Maintenance was 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.

7.b
Packet Pg. 244 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and 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

10.0M

15.0M

20.0M

25.0M
Dollars  Back
Non-Personnel Expenses
Personnel
Sort Large to Small 
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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 $3,735,307 $5,799,678 $5,946,716 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $2,755,535 $4,385,938 $4,700,554 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,680,775 $2,772,054 $2,830,181 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $1,903,038 $2,363,424 $2,464,775 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,219,991 $2,158,444 $2,211,259 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $1,752,502 $591,849 $593,728 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,325,980 $1,652,237 $1,703,575 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,211,092 $1,563,690 $1,619,009 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $713,966 $1,544,585 $1,580,493 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $497,341 $749,871 $761,785 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $205,947 $1,172,486 $1,179,769 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $578,681 $704,314 $728,555 Storm Drain $184,959 $249,623 $314,712 $534,064 $393,592 $660,096 $682,784 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $258,305 $626,263 $648,003 Property Maintenance $103,227 $530,520 $281,815 $556,120 $275,053 $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 $18,645,286 $27,368,690 $28,274,947 Powered by OpenGov

7.b
Packet Pg. 245 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Fiscal Year 2023 Projected Debt Service Schedule

DEBT SERVICE THROUGH MATURITY
Fiscal Year 2023 & Fiscal Year 2024

7.b
Packet Pg. 246 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Fis
cal Year2024ProjectedDebtServiceSchedule

7.b
Packet Pg. 247 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
oweredbyOpenGov

7.b
Packet Pg. 248 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and P
oweredbyOpenGovG
ANNLimit

7.b
Packet Pg. 249 Attachment: Attachment 2 Full Proposed Adopted Budget FY 23 & FY 24 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Priority
Funding Source
• 6 1 CDBG, Cult Development, Donation Fund
• 1 3 General Fund
• 1 1 Public Use Facility
• 1 1 CDBG
• 1 1 Measure S
• 1 4 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
• 2 2 Unfunded
• 1 2 Unfunded
• 3 1 Unfunded
• 3 1 Unfunded
• 1 1 Unfunded
• 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, 3 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 3 Unfunded
• ALL 2 Unfunded
• ALL 4 Unfunded
• 5 3 Unfunded
• ALL 2 Aquatics Facilities
• 1 2 AB 1600 Parkland
• ALL 3 Unfunded
• ALL 3 Unfunded
• ALL 2 Unfunded
• ALL 2 Unfunded
• 2 1 Measure S
• All 1 Cultural Development Fund
• All 1 Measure S
• 1 1 ARP (County)
• 6 3 Unfunded
• 6 3 Unfunded
• 1 2 Unfunded
• 3 3 Unfunded
• 5 1 Unfunded
• 5 1 Unfunded
$ 3,000,000 $ 3,000,000 $ 3,000,000
$ 1,400,000 $ 1,400,000 $ 1,400,000 $ 1,400,000 $ 1,400,000 $ 3,000,000 $ 3,000,000
$ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000
$ 6,400,000 $ 6,400,000 $ 6,400,000 $ 6,400,000 $ 6,400,000 $ -
$ -
$ -
$ -
$ -
$ -
Planning
Planning
Planning
Planning
Planning
Verdemont New Pool* Planning
$ - $ -
Guadalupe Field Upgrades* Planning $ - $ 995,000 $ - $ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ -
$ -
Planning $ - $ 650,000
Parks Master Plan (Cultural Development Fund)* Planning $ - $ 350,000 Delmann Heights Community Center*
Delmann Heights Park & Pool*
Ruben Campos Community Center & Pool*
Lytle Creek Community Center & Park*
Verdemont Community Center and New Gym*
Parks Master Plan (Measure S)* Planning $ - $ - $ 750,000 $ - $ - City of San Bernardino Capital Improvement Plan (CIP) - All Projects (Funded & Unfunded) Investing in the Future of San Bernardino
Storm Drains
Renovation of Skate Park at Speicher Park*
Baseball Fields Repair Phase II* Planning $ - $ 1,000,000 $ - $ - $ - $ -
Irrigation Replacement Project* Planning $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - Turf Restoration Program* Planning $ - $ 1,000,000 $ 1,000,000 $ - $ 150,000 $ -
Sports Court Resurfacing* Planning $ - $ - $ 150,000 $ 150,000 $ - $ - Outdoor Circuit Fitness Equipment* Planning $ - $ - $ - $ 150,000 $ 400,000 $ -
Bobby Vega Park Improvement* Planning $ - $ 250,000 $ - $ - $ - $ - Pool Filtration Systems Improvements* Planning $ - $ - $ 400,000 $ 400,000 $ 2,000,000 $ -
Blair Park Lighting Upgrade* Planning $ - $ - $ 250,000 $ - $ - $ - Ball Field Accessory Building Upgrade Phase II* Planning $ - $ - $ - $ - $ - $ -
Park Restroom Phase II* Planning $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - 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 (ARP) Planning $ 9,000,000 $ - $ - $ - Seccombe Lake Park Improvements (Donation) Planning $ 1,000,000 $ - $ - $ - $ - $ - $ - $ -
Ball Field Accessory Building Upgrade Design $ 2,000,000 $ - $ - $ - $ - $ - Citywide Irrigation System Upgrade Design $ 250,000 $ - $ - $ - $ 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 $ 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 $ - $ - $ - $ - $ - One Stop Permitting Center* Planning $ - $ 400,000 $ - $ - California Theater Improvements Planning $ 2,500,000 $ - $ - $ - $ - $ -
Police Building Management System* Planning $ - $ 350,000 $ - $ - $ - $ - Police Locker Room Renovation* Planning $ - $ 500,000 $ - $ - $ - $ -
City Hall (201) Roof Replacement* Planning $ - $ 850,000 $ - $ - $ - $ - City Yard Metal Sheds* Planning $ - $ 200,000 $ - $ -
$ - $ -
City Yard Office Renovation/Conversion* Planning $ - $ 250,000 $ - $ - $ - $ - Installation of EV Charging Station* Planning $ - $ 150,000 $ - $ - $ - $ -
Ceramic Studio Renovation* Planning $ - $ 225,000 $ - $ - $ - $ - 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 $ - $ - $ - Construction $ 227,600 $ - $ - $ - $ - $ -
$ - $ -
$ - $ -
New Animal Shelter Design $ 338,233 $ - $ - $ - $ - $ - Ruben Campos Demolition Deleted $ 625,000 $ - $ - $ 3,500,000 Annual Facilities Replacement Planning $ 50,094 $ - $ - $ - $ - Encanto Community Center Improvements Design $ 2,969,026 $ - $ - $ -
5th St Senior Center Kitchen Phase 2 Design $ 250,000 $ - $ - $ - $ - $ - Citywide Community Center Improvements Design $ 815,008 $ - $ - $ - Paul Villasenor Library Parking Lot & Roof
Project Status
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Capital Improvement Plan
StreetsParksBuildingsTraffic ControlOtherWard
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
$ - $ - $ -

7.c
Packet Pg. 250 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Priority
Funding Source
City of San Bernardino Capital Improvement Plan (CIP) - All Projects (Funded & Unfunded) Investing in the Future of San Bernardino
Storm Drains
Project Status
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Capital Improvement Plan
StreetsParksBuildingsTraffic ControlOtherWard
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
• 1 1 Unfunded
• 5 3 Unfunded
• 6 1 Unfunded
• 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
• 1, 6 1 Regional Circulation
• 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
• 3 3 Unfunded
• ALL 1 Grant
• All 3 Unfunded
•
1,4,3 1 CDBG
• 7 3 Unfunded
• All 1 Measure S
• ALL 1 Local Circulation
• ALL 1 Local Circulation
• ALL 1 HSIP Grant
• ALL 1 HSIP Grant
• 3 1 Local Circulation
• 1, 3 1 Local Circulation
• 3 1 Local Circulation
• 2 1 Local Circulation
• ALL 2 Measure S
• 2 1 Measure S
• 7 2 Measure S
• 4 2 Measure S
• 4 3 Unfunded
• 3 3 Unfunded
• 2 4 Unfunded
• ALL 1 Grant
• ALL 1 Measure I
• 3 1 Integrated Waste Management Fund
$ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ -
$ -
$ -
Planning
Planning
Planning
Rudy C. Hernandez Community Center, Pool & Gym*
Citywide Bus Stop Improvements Project Planning $ 50,800 $ - $ - $ - $ - $ - $ -
$ -
$ - $ 280,000 $ - $ - $ - $ -
$ -
$ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - $ -
$ -
Citywide Bus Stop Improvements Project (Measure I Grant Match) Planning $ 10,200 $ - $ - $ - $ - $ - Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure I) Design $ 1,050,824 Citywide Street Rehab - (Measure S)
Citywide Street Rehab - (SB1)
2nd St Bridge Replacement Construction
H St Kendall to 40th Widening Design
$ 234,895
Nicholson Community Center *
Al Ghuin Park and Restrooms*
* NEW PROJECT
Police Shooting Range* Planning $ - $ 4,500,000 $ - $ - $ - Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure S) $ - $ - $ 1,250,000 $ - $ - Citywide Street Rehab - (SB1)
Street Sweeping Signage Program* Planning $ - $ 2,000,000 Alley Rehabilitation (Measure S)* Planning
$ -
$ -
$ -
$ 4,107,292
$ -
$ 2,000,000
$ -
$ 5,000,000
$ -
$ -
$ -
$ 1,000,000
$ -
$ -
$ - $ -
$ - $ -
$ - $ -
$ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ -
$ 60,000 $ - $ - $ -
$ - $ -
Foisy Street *
Planning
Planning
$ -
$ -
$ 1,600,000
$ 700,000
$ -
$ - $ 4,000,000 $ - $ - $ -
$ 1,000,000 $ - $ -
Planning $ -
New Pavement Management Program* Planning
$ - $ - $ - $ -
Waterman Landfill Vapor Extraction System Improvements Planning $ 4,438,546 $ - $ - $ - $ - $ - $ 74,625,044 $ 38,776,057 $ 33,850,000
$ -
$ 83,207,293 $ 29,700,000 $ 25,150,000
Ralston Circuit Lighting Design $ - $ -
$ - $ -
$ - $ -
$ - $ -
Design $ 3,148,368
Sierra Way Storm Drain* Planning $ - $ 2,500,000 $ - $ - $ - $ - Conejo Between 39th St and 40th St Planning $ 500,000
$ 500,000 $ 500,000
Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 Design $ - $ - $ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ 1,038,582 $ - $ - $ - $ - $ -
$ 1,918,938 $ - $ - $ -
$ - $ -
Construction $ 25,000 $ - $ - $ -
$ - $ -
$ 40,000 $ - $ - $ - $ -
$ -
$ -
$ -
$ -
$ - $ -
Construction $ 14,420
$ - $ -
$ - $ -
$ 1,059,959
Advanced Dilemma Zone Detection Design $ 2,072,405 $ 3,000,000 $ - $ - Rancho Rd & Rialto Traffic Signal Upgrade
Mt Vernon & Walnut Traffic Signal Upgrade Construction
$ 365,155 $ - $ - $ -
$ 60,000
Street Light Improvements E St. Baseline-Highland Construction $ 749,278 $ - $ - $ - Genevieve Circuit Lighting Design $ 369,565 $ -
$ -
North Park Blvd & Little Mountain Signal Upgrade* Design $ - $ 600,000 $ - $ - $ - $ - Hospitality Lane & Costco Drive Signal Upgrade* Design $ - $ 250,000 $ - $ - $ - Citywide Street Lighting Upgrades Construction $ 741,068 $ - $ - $ - $ -
Waterman Ave & 21st Traffic Signal Upgrade Construction $ 25,000 $ - $ - $ - $ - Mt Vernon & Rialto Traffic Signal Upgrade Construction
Traffic Signal B/U TC-B Construction $ 9,674 $ 50,000 $ - $ - Signal Hardware Upgrade Construction $ 1,588,000 $ - $ - Alley Rehabilitation (Clean California Local Grant) * Planning $ - $ 722,772 $ - $ - $ -
$ -
$ -
Pavement Rehabilitation Project:
10th Street from F Street to G Street
49th Street from Sepulveda Avenue to end
Rialto Avenue from Mt. Vernon to Muscott
Valencia Median Improvements- Highland to Lynwood
$ - $ -
Traffic Management Center SS17-003
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 $ - $ - $ - $ -
Citywide Street Rehab - (Measure S) Planning $ 12,526,504 $ - $ - $ - $ - $ - CO OP City of Highland SS19-002 Construction $ 752,511 $ 100,000 $ - $ - Planning
Planning
Planning
Design
$ - $ -
State St Extension Planning $ 3,464,495 $ 2,000,000 $ - $ - $ - $ - 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 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000
Storm Drain Upgrade SD 19-002 Construction $ 868,995 $ 500,000 $ 500,000 $ 500,000 Mt Vernon Storm Drain $ 3,000,000 $ - $ - $ - $ -
$ 500,000

7.c
Packet Pg. 251 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Priority
Funding Source
• 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 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)
• 7 1 Storm Drain Construction Fund
• ALL 1 Measure I
• ALL 1 Grant
• All 1 Measure S
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
City of San Bernardino Capital Improvement Plan (CIP) - New Projects Investing in the Future of San Bernardino
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
$ - $ - $ -
Perris Hill Senior Center Roof Replacement Planning $ - $ 250,000 $ - $ - Feldheym Improvements Planning $ - $ 150,000 $ 400,000
$ - $ -
City Hall Server Room Improvements Planning $ - $ 200,000 $ - $ - $ - $ - AC Unit Replacements Regal Theater Planning $ - $ 200,000 $ - $ - $ - $ - $ - $ -
Police Building Management System Planning $ - $ 350,000 $ - $ - $ - Police Locker Room Renovation Planning $ - $ 500,000 $ - $ - $ -
One Stop Permitting Center Planning $ - $ 400,000 $ - $ - $ - $ - $ - $ -
Perris Hill Senior Center Renovation Planning $ - $ 400,000 $ - $ - $ - Norton Gym Pickleball Courts Planning $ - $ - $ 1,200,000 $ - $ -
Jerry Lewis Swim Center Improvements Planning $ - $ - $ 500,000 $ 750,000 $ - $ - $ - $ -
$ 400,000 $ 400,000 $ -
Bobby Vega Park Improvement Planning $ - $ 250,000 $ - $ - Pool Filtration Systems Improvements Planning $ - $ - $ 400,000 $ -
Parks Master Plan (Cultural Development Fund) Planning $ - $ 350,000 $ - $ - $ - $ - Renovation of Skate Park at Speicher Park Planning $ - $ 650,000 $ - $ - $ - $ -
$ - $ - $ -
Guadalupe Field Upgrades Planning $ - $ 995,000 $ - $ - $ - Parks Master Plan (Measure S) Planning $ - $ - $ 750,000 Sierra Way Storm Drain Planning $ - $ 2,500,000 $ - $ - $ - $ - New Pavement Management Program Planning $ - $ 1,000,000 $ - $ - $ - $ - Alley Rehabilitation (Clean California Local Grant) Planning $ - $ 722,772 $ - $ - $ - $ - $ -
Street Sweeping Signage Program Planning $ - $ 2,000,000 $ - $ - $ - $ - $ - $ 10,917,772 $ 3,250,000 $ 1,150,000 $ 400,000

7.c
Packet Pg. 252 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Priority
Funding Source
• 6 1 CDBG, Cult Development, Donation Fund
• 1 3 General Fund
• 1 1 Public Use Facility
• 1 1 CDBG
• 1 1 Measure S
• 1 4 Measure S
• 1 1 Measure S
• 7 2 Library 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, 3 1 Measure S
• 2 1 Measure S
• 1 1 ARP
• 1 1 Donations Fund
• 3 1 ARP
• ALL 1 Storm Drain Construction Fund
• 6 1 Storm Drain Construction Fund
• 4 1 Storm Drain Construction Fund
• ALL 1 Storm Drain Construction Fund
• 1, 3 1 Regional Circulation
• 4 1 Regional Circulation
• 5, 6 1 Measure I
• 1, 6 1 Regional Circulation
• 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
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
City of San Bernardino Capital Improvement Plan (CIP) - Ongoing & Carryover Projects Investing in the Future of San Bernardino
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
$ - $ - $ -
Annual Facilities Replacement Planning $ 50,094 $ - $ - $ - Encanto Community Center Improvements Design $ 2,969,026 $ - $ - $ - $ -
Paul Villasenor Library Parking Lot & Roof Construction $ 227,600 $ - $ - $ - $ - $ - Citywide Community Center Improvements Design $ 815,008 $ - $ - $ - $ - $ - $ - $ - $ -
Ruben Campos Demolition Deleted $ 625,000 $ - $ - $ 3,500,000 5th St Senior Center Kitchen Phase 2 Design $ 250,000 $ - $ - $ - $ -
New Animal Shelter Design $ 338,233 $ - $ - $ - $ - $ - ADA Restrooms Rowe Library Design $ 338,233 $ - $ - $ - $ - $ - $ - $ -
Nicholson Neighborhood Park Improvements Design $ 9,815,043 $ - $ - $ - $ - California Theater Improvements Planning $ 2,500,000 $ - $ - $ - $ -
Newmark Ball Field Lighting Systems Design $ 545,210 $ - $ - $ - $ - $ - $ - $ - $ -
Pioneer Cemetery Improvements Construction $ 226,264 $ - $ - $ - Speicher Park Field Lighting Design $ 213,647 $ - $ -
$ - $ -
Perris Hill YMCA Parking Lot Improvements Design $ 200,000 $ - $ - $ - $ - $ - Roosevelt Bowl Renovation Design $ 600,000 $ - $ - $ - $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000
Wildwood Park Improvements Design $ 600,000 $ - $ - $ - Citywide Park Restroom Renovations Design $ 1,000,000 $ - $ - $ - $ -
Baseball/Softball Field Phase 1 Design $ 1,000,000 $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 Hernandez Community Center Fencing Construction $ 250,000 $ - $ - $ - $ - $ - $ - $ - $ -
Ball Field Accessory Building Upgrade Design $ 2,000,000 $ - $ - $ - Citywide Irrigation System Upgrade Design $ 250,000 $ - $ - $ - $ -
Seccombe Lake Park Improvements (ARP) Planning $ 9,000,000 $ - $ - $ - $ - $ - Seccombe Lake Park Improvements (Donation) Planning $ 1,000,000 $ - $ - $ - $ - $ - Lytle Creek Parking Lot/Soccer Field Planning $ 600,000 $ - $ - $ - $ - $ - $ 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 $ - $ -
Conejo Between 39th St and 40th St Planning $ 500,000 $ 500,000 $ - $ - $ - $ - Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 Design $ 234,895 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ -
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 $ -
University Parkway Improvements Design $ 1,252,783 $ 749,272 $ 501,057 $ - $ - $ - $ - $ - $ -
H St Kendall to 40th Widening Design $ 1,918,938 $ - $ - $ - State St Extension Planning $ 3,464,495 $ 2,000,000 $ - $ - $ -
2nd St Bridge Replacement Construction $ 1,038,582 $ - $ - $ - $ - $ - CO OP City of Highland SS19-002 Construction $ 752,511 $ 100,000 $ - $ - $ - $ - $ - $ - $ -
Citywide Street Rehab - (Measure S) Planning $ - $ 2,000,000 $ - $ 1,000,000 Citywide Street Rehab - (Measure S) Planning $ 12,526,504 $ - $ - $ - $ -
Citywide Street Rehab - (SB1) Planning $ 4,107,292 $ - $ - $ - $ - $ - Citywide Street Rehab - (SB1) Planning $ - $ 5,000,000 $ - $ - $ - $ - $ 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 $ - $ -
Pepper Ave Rehabilitation Design $ 1,009,334 $ 7,500,000 $ - $ - $ - $ - Street Rehabilitation County Partner Design $ 371,000 $ 1,000,000 $ - $ - $ - $ - $ - $ - $ -
Raised Median Kendall Dr from E St to H St Design $ 912,606 $ - $ - $ - Street Rehabilitation CDBG Construction $ 357,238 $ - $ - $ - $ -
Congress Street from Mt Vernon to K St Construction $ 324,272 $ - $ - $ - $ - $ - Virginia St from E to F/G to H Construction $ 209,273 $ - $ - $ - $ - $ - $ - $ - $ -
Trenton from Crestview to Valencia Construction $ 244,272 $ - $ - $ - Hillside and Fairfax repaving Construction $ 499,966 $ - $ - $ - $ -
Cedar Street from Highland to 29th Construction $ 749,273 $ - $ - $ - $ - $ - Arden Street (By Soccer Field) Construction $ 244,273 $ - $ - $ - $ - $ -

7.c
Packet Pg. 253 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Priority
Funding Source
• 2 2 Unfunded
• 1 2 Unfunded
• 3 1 Unfunded
• 3 1 Unfunded
• 1 1 Unfunded
• ALL 3 Unfunded
• ALL 2 Unfunded
• ALL 4 Unfunded
• 5 3 Unfunded
• ALL 3 Unfunded
• ALL 3 Unfunded
• ALL 2 Unfunded
• ALL 2 Unfunded
• 6 3 Unfunded
• 6 3 Unfunded
• 1 2 Unfunded
• 3 3 Unfunded
• 5 1 Unfunded
• 5 1 Unfunded
• 1 1 Unfunded
• 5 3 Unfunded
• 6 1 Unfunded
• 3 3 Unfunded
• All 3 Unfunded
• 7 3 Unfunded
• 4 3 Unfunded
• 3 3 Unfunded
• 2 4 Unfunded
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
City of San Bernardino Capital Improvement Plan (CIP) - Unfunded Projects Investing in the Future of San Bernardino
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
$ - $ - $ -
Installation of EV Charging Station* Planning $ - $ 150,000 $ - $ - Ceramic Studio Renovation* Planning $ - $ 225,000 $ -
$ - $ -
City Yard Office Renovation/Conversion* Planning $ - $ 250,000 $ - $ - $ - $ - City Yard Metal Sheds* Planning $ - $ 200,000 $ - $ - $ - $ - City Hall (201) Roof Replacement* Planning $ - $ 850,000 $ - $ - $ - $ - $ 1,000,000 $ 1,000,000 $ -
Baseball Fields Repair Phase II* Planning $ - $ 1,000,000 $ - $ - Park Restroom Phase II* Planning $ - $ - $ 1,000,000
$ - $ -
Ball Field Accessory Building Upgrade Phase II* Planning $ - $ - $ - $ - $ 2,000,000 $ - Blair Park Lighting Upgrade* Planning $ - $ - $ 250,000 $ - $ - $ - $ -
Sports Court Resurfacing* Planning $ - $ - $ 150,000 $ 150,000 $ - $ - Outdoor Circuit Fitness Equipment* Planning $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ -
Irrigation Replacement Project* Planning $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 Turf Restoration Program* Planning $ - $ 1,000,000 $ 1,000,000 Delmann Heights Community Center* Planning $ - $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 1,000,000 $ -
$ 6,400,000 $ 6,400,000
Ruben Campos Community Center & Pool* Planning $ - $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 Delmann Heights Park & Pool* Planning $ - $ 6,400,000 $ 6,400,000 $ 6,400,000 $ 2,000,000 $ 2,000,000
Verdemont Community Center and New Gym* Planning $ - $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 Lytle Creek Community Center & Park* Planning $ - $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 1,400,000 $ 1,400,000
Rudy C. Hernandez Community Center, Pool & Gym* Planning $ - $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 Verdemont New Pool* Planning $ - $ 1,400,000 $ 1,400,000 $ 1,400,000 $ 2,000,000 $ 2,000,000
Nicholson Community Center * Planning $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 Al Ghuin Park and Restrooms* Planning $ - $ 2,000,000 $ 2,000,000 $ 2,000,000 Foisy Street * Planning $ - $ - $ 4,000,000 $ - $ - $ - Alley Rehabilitation (Measure S)* Planning $ - $ 280,000 $ - $ - $ - $ - Valencia Median Improvements- Highland to Lynwood* Planning $ - $ 700,000 $ - $ - $ - $ - North Park Blvd & Little Mountain Signal Upgrade* Design $ - $ 600,000 $ - $ - $ - $ - $ 21,500,000
$ - $ -
$ - $ - $ -
Police Shooting Range* Planning $ - $ 4,500,000 $ - $ - Hospitality Lane & Costco Drive Signal Upgrade* Design $ - $ 250,000 $ - * NEW PROJECT $ - $ 32,505,000 $ 28,900,000 $ 23,800,000 $ 25,650,000

7.c
Packet Pg. 254 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Priority
Funding Source
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27
City of San Bernardino Capital Improvement Plan (CIP) - Ongoing & Carryover Projects Investing in the Future of San Bernardino
Capital Improvement Plan
StreetsStorm DrainsParksBuildingsTraffic ControlOtherWard Project Status
•
1,4,3 1 CDBG
• ALL 1 Local Circulation
• ALL 1 Local Circulation
• ALL 1 HSIP Grant
• ALL 1 HSIP Grant
• 3 1 Local Circulation
• 1, 3 1 Local Circulation
• 3 1 Local Circulation
• 2 1 Local Circulation
• 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
$ - $ - $ -
Pavement Rehabilitation Project:
10th Street from F Street to G Street
49th Street from Sepulveda Avenue to end
Rialto Avenue from Mt. Vernon to Muscott Planning $ - $ 1,600,000 $ - Traffic Management Center SS17-003 Construction $ 14,420 $ 40,000 $ - $ - $ - $ - $ - $ - $ -
Signal Hardware Upgrade Construction $ 1,059,959 $ 1,588,000 $ - $ - Traffic Signal B/U TC-B Construction $ 9,674 $ 50,000 $ - $ - $ -
Advanced Dilemma Zone Detection Design $ 2,072,405 $ 3,000,000 $ - $ - $ - $ - Rancho Rd & Rialto Traffic Signal Upgrade Construction $ 25,000 $ - $ - $ - $ - $ - $ - $ - $ -
Mt Vernon & Walnut Traffic Signal Upgrade Construction $ 60,000 $ - $ - $ - Mt Vernon & Rialto Traffic Signal Upgrade Construction $ 60,000 $ - $ - $ - $ -
Waterman Ave & 21st Traffic Signal Upgrade Construction $ 25,000 $ - $ - $ - $ - $ - Citywide Street Lighting Upgrades Construction $ 741,068 $ - $ - $ - $ - $ - $ - $ - $ -
Genevieve Circuit Lighting Design $ 369,565 $ - $ - $ - Street Light Improvements E St. Baseline-Highland Construction $ 749,278 $ - $ - $ - $ -
Ralston Circuit Lighting Design $ 365,155 $ - $ - $ - $ - Citywide Bus Stop Improvements Project Planning $ 50,800 $ - $ - $ - $ - $ - $ -
$ - $ -
Waterman Landfill Vapor Extraction System Improvements Planning $ 4,438,546 $ - $ - $ - $ - Citywide Bus Stop Improvements Project (Measure I Grant Match) Planning $ 10,200 $ - $ - $ - $ -
* NEW PROJECT $ 83,207,293 $ 31,202,272 $ 6,626,057 $ 8,900,000 $ 3,650,000 $ 3,650,000

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Packet Pg. 255 Attachment: Attachment 3 CIP 2023-2027 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program Proposed Budget Fiscal Years 2023 & 2024
Barbara Whitehorn, Finance Director
Tanya Williams, Budget Division Manager
June 1, 2022

7.d
Packet Pg. 256 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year FY 2021-22 Proposed Budget
Presentation Overview
ØBudget Timeline
ØProposed Budget Revenue & Expenditures
ØChanges from Proposed Budget to Adopted
ØFund Balance Forecast
Ø Proposed General Fund Reserves
ØProposed Capital Improvement Plan and Funding
ØDiscussion and Next Steps

7.d
Packet Pg. 257 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year 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 1, 2022 City Council Regular Meeting Budget Adoption

7.d
Packet Pg. 258 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year FY 2023 & 2024 Revenues
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 8,772,650 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 2,367,000 2,382,000 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 1,181,556 1,202,556 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 $ 189,997,956 $ 193,203,706 City of San Bernardino
Fiscal Year 2023 and Fiscal Year 2024 General Fund Revenues

7.d
Packet Pg. 259 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Proposed FY 2023 & 2024 General Fund Expenses
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 Mayor 367,096 367,096 368,927 377,224 317,840
City Council 836,795 869,289 875,541 931,882 959,087
City Clerk 1,540,453 1,603,512 1,624,324 1,486,807 1,586,893 Legal Services 2,836,729 2,836,729 3,837,447 3,176,084 3,310,443 General Government 9,093,654 9,168,654 9,173,537 15,685,165 15,180,105 City Manager 1,738,851 1,727,696 1,843,263 2,331,558 2,401,884 Human Resource 2,003,587 2,477,929 2,489,770 2,508,177 2,587,614 Finance 4,909,915 5,137,836 5,025,468 6,000,646 6,218,078 Assessment Districts 138,000 138,000 138,000 150,000 150,000 Capital Projects 25,720,000 25,770,094 15,000,000 5,050,000 2,000,000 Community & Economic Development 7,584,317 9,430,041 9,420,515 9,647,543 9,872,539 Police 92,622,058 94,895,689 96,683,377 106,395,588 112,629,800 Parks Recreation & Community 4,747,495 4,973,860 5,017,108 4,596,710 4,584,542 Public Works 22,240,480 25,044,783 26,456,114 26,567,943 27,409,725 Library 2,745,256 3,009,601 2,861,581 2,633,501 2,713,211 Total Expenditures 179,124,684 $ 187,450,809 $ 180,814,970 $ 187,538,828 $ 191,921,761 City of San Bernardino
Fiscal Year 2023 & 2024 General Fund Expenditures

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Packet Pg. 260 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year General Fund Budget Changes & Summary
6 General Fund Changes:
• ROW Maintenance Revenue Decrease ($2.5 million)
• Intergovernmental Revenue increase ($10,000) DUI grant • Parks Maintenance Landscape Contract ($ 2 million)
• Transfers Out in General Government Increase to Animal Services Summary of General Fund Budget:

FY 2022/23 FY 2023/24
Revenue $ 189,997,956 $ 193,203,706
Expenditure $ (187,538,828) $ (191,921,761)
Projected Surplus / (Deficit) $ 2,459,128 $ 1,281,945

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Packet Pg. 261 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Fund Balance Forecast
Proposed
Budget
FY 2022/23
Proposed
Budget
FY 2023/24
Beginning Fund Balance $ 67,984,597 $ 70,443,725
Projected General Fund Surplus / (Deficit) $ 2,459,128 $ 1,281,945 TOTAL Projected Reserves $ 70,443,725 $ 71,725,670
Emergency Reserve - 15% of Adopted Budget 28,130,824 28,788,264 Economic Contingency Reserve - 10% of Adopted Budget 18,753,883 19,192,176 Subtotal - Required Reserves 46,884,707 47,980,440
Committed for Projects Budgeted in FY 2021/22 10,770,094 - Subtotal - Required Reserves 10,770,094 -
Designated for Operational Contingency 4,220,345 4,318,758 Designated for Capital Contingency 8,568,579 8,768,387
Undesignated - 10,658,085
Subtotal - Unassigned Fund Balance Designations 12,788,924 23,745,230 TOTAL Projected General Fund Reserves at Year-End (6/30) $ 70,443,725 $ 71,725,670 Reserve Calculation
Reserve Designations
Operating Reserves Required by City Policy
Assigned / Committed Reserves
Unassigned Fund Balance - Contingency Reserves

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Packet Pg. 262 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year General Fund Proposed Reserves
Emergency & Economic Contingency Reserves 25%
• Aligns with General Fund Reserve Policy Adopted 2018
Other Fund Balance Designations:
• Operating and Capital Contingency reserves
• Approximately $12.7M and $13.0M in FY 22/23 and FY 23/24 respectively.
• Allows City to hedge against price increases in both operations and capital projects.

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Packet Pg. 263 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year General Fund Proposed Reserves
Important Considerations:
• General Fund Revenue Forecast- subject to change depending on economic conditions.
• Increased costs due to inflation, supply chain issues and unforeseen economic conditions- Operating and Capital
Contingency reserves provide a buffer to utilize without dipping into required 25% emergency reserves.

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Packet Pg. 264 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Capital Improvement Program
Carryover Funding- dollars already assigned & committed to projects that are in process.

New Funding- new revenue assigned to new projects or
add additional funding to existing projects as needed.

A full report on prior and current CIP projects is
forthcoming from PW

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Packet Pg. 265 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Capital Improvement Program- New 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

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Packet Pg. 266 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Capital Improvement Program- Projects by Type
Proposed NEW Funding by Category
(Includes 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

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Packet Pg. 267 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Budget Adoption- Next Steps
Ø Approve & Adopt Biennial Budget; Annual
Budgets for FY 2022/23 & FY 2023/24
ØQuarterly Reports & Mid Year Update
ØCIP Reports & Update

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Packet Pg. 268 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Budget Adoption- Staff Recommendation
Ø Approve Resolution Adopting Annual
Budgets for Fiscal Year 2023 & Fiscal Year
2024 , the GANN limit and CIP for 2023-
2027

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Packet Pg. 269 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year Discussion

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Packet Pg. 270 Attachment: Attachment 4 Adopted Budget Presentation [Revision 1] (8989 : Approval of the Fiscal Year “Attachment 1”
City of San Bernardino
General Fund Reserve Policy
Adopted November 21, 2018
I. PURPOSE
To 1) provide a framework for the allocation of available General Fund resources to various categories of budget reserves and 2) provide guidelines under which these reserves may be utilized for operating or capital purposes with approval by the Mayor and City Council.

II. BACKGROUND
Maintenance of sufficient budget reserves is a central component of sound financial management practices. Reserves are designed to set aside funding today for future liabilities, capital projects and capital purchases; assist in maintaining stable service levels in times of declining revenues and/or unanticipated operating expenditures; and facilitate the continuation of services in the event of natural disasters or fiscal emergencies.

The City of San Bernardino annually adopts an operating budget that allocates resources to City departments for the provision of services to the public. To determine the amount of funds available for appropriation, City management develops a revenue projection and notes the available reserve balance from the prior fiscal year. Proposed expenditures are then matched against these available resources. If proposed expenditures exceed projected revenue, utilization of available reserves may be used to meet the proposed level of spending thus decreasing the available reserve. When projected revenue exceeds proposed expenditures, the surplus increases the opening balance of available reserves if the budget is not amended to use these surplus funds. The City also has known capital needs that include facilities, equipment, vehicle, and infrastructure replacement. This policy’s goal is to ensure that sufficient resources exist to address these anticipated needs, as well as unanticipated needs that may arise on an infrequent basis.

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Packet Pg. 271 Attachment: Attachment 5 General Fund Reserve Policy 11.21.18 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital III. POLICY

1. General Fund Operating Reserve: It shall be the policy of the City of San Bernardino to maintain a General Fund operating reserve equal to 25% of General Fund budget appropriations. This reserve is to be further broken down as follows:

A. An Emergency Reserve of 15% - This reserve account is established for the purpose of addressing any extremely unusual and infrequent occurrences, such as a major natural disaster or a major unforeseen legal settlement or judgment. Utilization of the Emergency Reserve may only occur after the declaration of an emergency by a majority of the City Council. Following the resolution of the emergency, staff must present a plan to the Mayor and City Council to return the Emergency Reserve to the 15% minimum level as quickly as is practicable given the unique circumstances and requirements of each emergency.

B. An Economic Contingency Reserve of 10% - This reserve account is established for the purpose of providing a mechanism to allow for a measured and thoughtful reduction in expenditures during times of economic downturn. Utilization of the Economic Contingency Reserve requires approval by a majority of the City Council. When it is determined that the economic downturn has ended and the City’s financial condition is improving, staff is required to present a plan to the Mayor and City Council to return the economic contingency reserve to the 10% minimum level over a period of no more than five years.

If the General Fund operating reserve exceeds 30% of General Fund budget appropriations, staff is required to present a plan to the Mayor and City Council to utilize excess funds consistent with its adopted Goals and Objectives to a point that the balance is again consistent with the policy.

Uses could include accelerating funding into the special reserves noted below in this policy; capital projects, vehicle, or equipment purchases not originally planned for the current fiscal year; early repayment of outstanding debt obligations; or other expenditures of a one-time nature.

If an action of the City Council for a reason other than those described above reduces the General Fund operating reserve balance below the 25% level required by this policy, staff must include an allocation to reserves in the

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Packet Pg. 272 Attachment: Attachment 5 General Fund Reserve Policy 11.21.18 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital following budget cycle sufficient to restore the reserve balance to the 25% minimum balance required by this policy.

2. General Fund Special Reserves: It shall be the policy of the City of San Bernardino to establish General Fund special reserves to provide funding for future anticipated liabilities and capital needs. These reserves shall be segregated into the following four accounts:

A. Risk Management Reserve – This reserve account is established to fund anticipated liabilities associated with general liability and workers’ compensation claims against the City. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to both the outstanding balance of claims as well as to the anticipated timing of claim payments.

B. City Facilities Reserve – This reserve account is established to fund the cost of replacing city buildings and park facilities. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the facilities needs analysis maintained by the Public Works department.

C. Vehicles and Equipment Reserve – This reserve account is established to fund the cost of replacing General Fund-funded city vehicles and major equipment (including technology equipment). Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the vehicle and equipment assessment needs analyses maintained by the Fleet division and the Information Technology department.

D. Infrastructure Reserve – This reserve account is established to provide additional funding for the cost of replacing city infrastructure such as roads, sidewalks, and storm drains. These funds are to supplement dedicated non-General Fund revenue streams and competitive grants that also fund these types of projects. These funds may also provide for the match requirement on a grant when other resources are not available. No specific balance target is spelled out by this policy, but the reserve is

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Packet Pg. 273 Attachment: Attachment 5 General Fund Reserve Policy 11.21.18 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital established for the receipt of funds for this purposes when directed by the Mayor and City Council.

The goal for General Fund special reserves is to fund at a level sufficient to address anticipated requirements over a projected period of 30 years, subject to availability of funds and prioritization of funding between the four categories of special reserves by the Mayor and City Council. As a part of each annual budget presented to the Mayor and City Council, staff will update the balances for the four categories of special reserves and any anticipated utilization or additions to the General Fund special reserves.

IV. PROCEDURES
At the conclusion of each fiscal year and at each fiscal year’s mid-year budget update, the General Fund reserve levels shall be reviewed by staff and detailed to the Mayor and City Council. The City Manager shall make recommendations for additions to or disbursements from the reserve funds consistent with this policy.

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Packet Pg. 274 Attachment: Attachment 5 General Fund Reserve Policy 11.21.18 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital CITY OF SAN BERNARDINO ⚫ FY 2022-2023 ADOPTED OPERATING & CAPITAL BUDGET Appropriations Limits
FY 2021-22 Appropriations Limit 410,844,843
FY 2022-23 Adjustment Factors
Percentage Change in Per Capita Personal Income 7.55%
Percentage Change in Population 0.14%
Appropriations Change Factor (7.55% x 0.14%) 1.22607000 FY 2022-2023 APPROPRIATION LIMIT 503,724,537
TOTAL FY 2022-2023 APPROPRIATIONS SUBJECT TO LIMITATIONS (165,536,500) (OVER)/UNDER APPROPRIATION LIMIT 338,188,037

CITY OF SAN BERNARDINO
FY 2023

APPROPRIATION LIMITATION COMPUTATION
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita Personal Income. In May 2022 the State Department of Finance notified each city of the population changes and per capita personal income factor to be used in determining appropriation limits. Effective January 1, 2022, the change in the California Per Capita Personal Income is 7.55% and the change in the County of San Bernardino’s Population is 0.14%. Using the population and per capita personal income data provided by the California Department of Finance, the City’s appropriation limit for Fiscal Year 2022-2023 is $503,724,537.

Appropriations subject to the limitation in the 2022-23 Budget total $165,536,500 which is $338,188,037 less than the computed allowable limit.

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Packet Pg. 275 Attachment: Attachment 6 Gann Limit Calculation FY2023 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital 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 3582877

DIANE GRANT

CITY OF SAN BERNARDINO CITY CLERK
290 NORTH D ST.

SAN BERNARDINO, CA - 92401

HRGSB - NOTICE OF HEARING-SB
Budget Public Hearing Notice - 2023-2034 Budget
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
!A000006015161! Email

NOTICE OF PUBLIC HEARING

CITY COUNCIL OF THE CITY OF

SAN BERNARDINO
NOTICE IS HEREBY GIVEN that
the City of San Bernardino Mayor
and City Council will hold a public
meeting on May 18, 2022, at 7:00 PM
in the City Council Chambers in the
Norman F. Feldheym Central
Library at 555 West 6th Street, San
Bernardino, California. Visit the
City's agenda portal at
www.sbcity.org to access for more
meeting information.

The purpose of the hearing is to
receive input and consider the
following:

Reviewing the Proposed Fiscal Year
2023 and Fiscal Year 2024 Operating
Budget and Capital Improvement
Program
Notice is further given that
members of the public who wish to
comment on the public hearing you
may participate in the following
ways: 1) comments and contact
information can be emailed to
[email protected] by
4:00 P.M. the day of the scheduled
meeting; 2) attending the meeting in
person and providing your public
comment in person or 3) providing
remote public comment via Zoom,
not to exceed three minutes. Please
view the agenda for additional
information.

The City endeavors to be in total
compliance with the Americans with
Disabilities Act. If you require
assistance or auxiliary aids in order to participate at the meeting or require an interpreter, please
contact the City Clerk's Office as far in advance of the meeting as possible.

A general summary of the budget will be accessible for public review on the city's website
https://tinyurl.com/SBCITYBUDGE
T. Additional information
concerning the above matter may be
obtained from, and written
comments should be addressed to,
City Clerk, City of San Bernardino, 290 North "D" Street, San Bernardino, California 92401.

Genoveva Rocha, CMC, City Clerk
DATED: May 2, 2022
PUBLISHED: May 9, 2022
5/6/22
SBS-3582877#

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Packet Pg. 276 Attachment: Attachment 7 Public Hearing Notice 5.18.22 (8989 : Approval of the Fiscal Year 2023 & 2024 Operating Budget and Capital