Mayor and City Council of the City of San Bernardino Page 1
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, JULY 20, 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 COUNCIL MEMBER, WARD 7
MAYOR
Sandra Ibarra Robert D. Field
COUNCIL MEMBER, WARD 2 CITY MANAGER
Juan Figueroa Sonia Carvalho
COUNCIL MEMBER, 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.
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Mayor and City Council of the City of San Bernardino Page 2
CALL TO ORDER
Attendee Name
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Mayor ProTem, 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 JohnValdivia
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 (Pursuantto Government Code Section 54956.9(a) and (d)(1):
1. Anthony Thomas Duran v. City of San Bernardino, et al., San Bernardino Superior Court Case No. CIVSB2104740
2. Jessica Hernandez v. City of San Bernardino, et al., San Bernardino San Bernardino Superior Court Case No. CIVDS1825804
7:00 P.M.
INVOCATION AND PLEDGE OF ALLEGIANCE
CLOSED SESSION REPORT
CITY MANAGER UPDATE
MAYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES & MEETINGS
PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA
PRESENTATIONS
1. Citizen of the Month – Robert Segura
DISCUSSION
2. Third Amendment to Exclusive Negotiating Agreement (ENA) – Carousel Mall (Ward 1)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Approve the Amendment to the Exclusive Negotiating Agreement (“ENA”) between the City of San Bernardino and San Bernardino Development Company, LLC and LPC West, Inc., for the development of Carousel Mall; and
2. Authorize the City Manager, or designee, to take any further actions and execute Mayor and City Council of the City of San Bernardino Page 3 any further documents as necessary to effectuate the agreements.
3. Annual Increases per Bargaining Unit MOUs, Correction to Reclassification of Deputy Director of Public Works/City Engineer and City Clerk Agreement Recommendation:
Adopt Resolution No. 2022135 of the Mayor and City Council of the City of San Bernardino, California, approving the salary schedule for the SBPOA, SBCMA, Middle Management, General Unit, SBPDA and Executive Group, approving the reclassification of the Deputy Director of Public Works/City Engineer and approving the First Amendment to the City Clerk's Employment Agreement.
4. Carousel Mall Demolition and Professional Services Agreement for 24/7 Security Services (Ward 1)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Direct the City Manager to prepare and issue the necessary documents for the demolition of the Carousel Mall through a designbuild contract;and
2. Authorize the City Manager to execute a monthtomonth Professional Services Agreement between City of San Bernardino and Redwood Private Security for 24/7 security patrol of the CarouselMall.
5. San Bernardino Active Transportation Plan (All Wards) Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the San Bernardino Active Transportation Plan (Attachment 1).
PUBLIC HEARING
6. Public Hearing on Annexation No. 17 to Community Facilities District 20191 (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. 2022106 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. 20191 (Maintenance Services) (Annexation No. 17);
3. Hold a special landowner election and canvass theelection;
4. Adopt Resolution No. 2022107 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 20191 (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 Mayor and City Council of the City of San Bernardino Page 4 Ordinance No. MC 1522 and levying special taxes to be collected during Fiscal Year 202223 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. 20191 (Maintenance Services); and
6. Schedule the adoption of Ordinance No. MC1582 for August 3,2022.
7. Public Hearing on Annexation No. 20 to Community Facilities District 20191 (Ward 7)
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. 2022116 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. 20191 (Maintenance Services) (Annexation No. 20);
3. Hold a special landowner election and canvass theelection;
4. Adopt Resolution No. 2022117 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 20191 (Maintenance Services) (Annexation No. 20);
5. Introduce, read by title only, and waive further reading of Ordinance No. MC1586 of the Mayor and City Council of the City of San Bernardino, California, amending Ordinance No. MC1522 and levying special taxes to be collected during Fiscal Year 20222023 to pay 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. 20191 (Maintenance Services); and
6. Schedule the adoption of Ordinance No MC1586 for August 3,2022.
8. Public Hearing on Annexation No. 23 to Community Facilities District 20191 (Ward 7)
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. 2022118 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. 20191 (Maintenance Services) (Annexation No. 23);
3. Hold a special landowner election and canvass theelection; Mayor and City Council of the City of San Bernardino Page 5
4. Adopt Resolution No. 2022119 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 20191 (Maintenance Services) (Annexation No. 23);
5. Introduce, read by title only, and waive further reading of Ordinance No. MC1587 of the Mayor and City Council of the City of San Bernardino, California, amending Ordinance No. MC1522 and levying special taxes to be collected during Fiscal Year 20222023 to pay 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. 20191 (Maintenance Services); and
6. Schedule the final reading and adoption of Ordinance No MC1587 for August 3, 2022.
9. Public Hearing on Fiscal Year 202223 Assessment Levies for Previously Formed Assessment Districts. (All Wards)
Recommendation:
It is recommended that the Mayor and City Council hold the public hearing and:
1. Adopt Resolution No. 2022152 of the Mayor and City Council of the City of San Bernardino, California, Confirming the Diagram and Assessment for Assessment District No. 1022 and Zones 1, 2 and 3 thereof for Fiscal Year 202223;
2. Adopt Resolution No. 2022153 of the Mayor and City Council of the City of San Bernardino, California, Confirming the Diagram and Assessment for Assessment District Nos. 1017, 1019, 1020, 1023 and 1024 for Fiscal Year 202223;
3. Adopt Resolution No. 2022154 of the Mayor and City Council of the City of San Bernardino, California, Confirming the Diagram and Assessment for Assessment District Nos. 1028, 1029, 1030, 1031, 1032, 1035 (ZONE 1), 1035 (ZONE 2), 1036, 1037, 1038, 1039, 1040, 1041, 1042, 1043 (ZONE 1), 1043 (ZONE 2), 1045, 1046, 1047, 1048, 1050, 1052, 1054, 1055, 1056, 1057, 1059, 1060, 1063, 1064 and 1068 for Fiscal Year 202223;
4. Adopt Resolution No. 2022155 of the Mayor and City Council of the City of San Bernardino, California, Confirming the Diagram and Assessment for Assessment District Nos. 951 (ZONE 1), 951 (ZONE 2), 952 (ZONES 1, 2 AND 2A), 952 (ZONE 3), 953, 956, 959 (ZONE 1), 962, 963, 968, 974, 975, 976, 981, 982, 986, 989, 991, 993, 997, 1001, 1002, 1005, 1007, 1012 and 1016 for Fiscal Year 202223;
5. Adopt Resolution No. 2022156 of the Mayor and City Council of the City of San Bernardino, California, Confirming the Diagram and Assessment for Assessment District Nos. 1025 and 1027 for Fiscal Year 202223.
10. Warmington Homes – Palm Avenue Project (Ward 4)
Recommendation:
Mayor and City Council of the City of San Bernardino Page 6 It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2022157 of the Mayor and City Council of the City of San Bernardino, California, adopting the Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, and approving General Plan Amendment 2102 changing the General Plan Land Use Designation of five (5) parcels (APN: 0285211 05, 21, 22, 23 and 25) containing a total of approximately 14.70 acres from Commercial to MultipleFamily Residential;
2. Introduce, read by title only, and waive further reading of Ordinance No. MC1588 of the Mayor and City Council of the City of San Bernardino, California, approving Development Code Amendment (Zoning Map Amendment) 2107 changing the Zoning District Classification of five (5) parcels (APN: 028521105, 21, 22, 23 and 25) containing a total of approximately 14.70 acres from Commercial General (CG1) to Residential Medium (RM), pursuant to a Mitigated NegativeDeclaration;
3. Adopt Resolution No. 2022158 of the Mayor and City Council of the City of San Bernardino, California, approving Subdivision 2113 (Tentative Parcel Map 20495) allowing the subdivision five (5) parcels (APNS: 028521105, 21, 22, 23 and 25) containing a total of approximately 14.70 acres into one hundred thirtythree (133) singlefamily residential lots and nine (9) lettered lots for common facility improvements, and Development Permit TypeP 2107 allowing the development and establishment of a Planned Unit Development comprised of one hundred thirtythree (133) detached singlefamily residences located on the northwest corner of E.
Highland Avenue and N. Palm Avenue, pursuant to a Mitigated Negative Declaration; and
4. Schedule the adoption of the Ordinance for the regularly scheduled meeting of the Mayor and City Council on August 3,2022.
11. Warmington Homes Medical Center Drive Project (Ward 6) Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2022159 of the Mayor and City Council of the City of San Bernardino, California, adopting the Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, and approving General Plan Amendment 2101 changing the General Plan Land Use Designation of one (1) parcel (APN: 0143191 59) containing approximately 9.9 acres from Commercial to MultipleFamily Residential (Attachment 1);
2. Introduce, read by title only, and waive further reading of Ordinance No. MC1589 of the Mayor and City Council of the City of San Bernardino, California, approving Development Code Amendment (Zoning Map Amendment) 2106 changing the Zoning District Classification of one (1) parcel (APN: 014319159) containing approximately 9.9 acres from Commercial General (CG1) to Residential Medium (RM), pursuant to a Mitigated Negative Declaration (Attachment2);
3. Adopt Resolution No. 2022160 of the Mayor and City Council of the City of San Bernardino, California, approving Subdivision 2112 (Tentative Parcel Map 20494) allowing the subdivision of one (1) parcel (APN: 014319159) containing approximately 9.9 acres into ninetyfive (95) singlefamily residential lots and nine (9) lettered lots for common facility improvements, and Development Permit TypeP 2106 allowing the development and establishment of a Planned Unit Development comprising ninetyfive (95) detached singlefamily residences located on the south Mayor and City Council of the City of San Bernardino Page 7 side of W. Highland Avenue, approximately 600 feet west of N. Medical Center Drive, pursuant to a Mitigated Negative Declaration (Attachment 3);and
4. Schedule the adoption of the above Ordinance for the regularly scheduled meeting of the Mayor and City Council on August 3,2022.
12. Draft Fiscal Year 20222023 Annual Action Plan Associated with the Community Development Block Grant, HOME Investment Partnerships and Emergency Solutions Grant Programs (All Wards)
Recommendation:
1. Conduct a public hearing on the draft Fiscal Year 202223 Annual Action Plan associated with the Community Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) programs and related grant funding; and
2. Adopt the draft Fiscal Year 202223 Annual Action Plan as an application for funding under Community Development Block Grant (CDBG), Home Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) programs and authorize the City Manager or designee to take any further actions and execute any further documents as are necessary to effectuate the submittal of the Draft HUD Fiscal Year 202223 Annual Action Plan and Certification to HUD.
CONSENT CALENDAR
13. Resolution Approving Acceptance of Grant Funds from the California Arts Council (Ward 1)
Recommendation:
Adopt Resolution No. 2022136 of the Mayor and City Council of the City of San Bernardino, California:
1. Approving acceptance of Grant Funds from the California Arts Council for the California Theatre; and
2. Approving the submission of the Project Information Package;and
3. Authorizing the City Manager, or Designee, to execute the Grant Agreement and all related documents.
14. Construction Contract Award 5th Street Senior Center Kitchen Improvements CIP (Ward 1)
Recommendation:
Adopt Resolution No. 2022137 of the Mayor and City Council of the City of San Bernardino, California:
1. Approving the award of a construction contract with Preferred General Services, in the amount of $394,974 to provide improvements to the 5th Street Senior Center kitchen; and
2. Authorizing the Agency Director of Administrative Services to record a budget amendment from the Measure S fund to appropriate an additional $217,061 to fund the project; and
Mayor and City Council of the City of San Bernardino Page 8
3. Authorizing construction, contingencies, and inspection costs in an amount not to exceed $465,000 for the 5th Street Senior Center Kitchen Improvements project; and
4. Authorizing the City Manager or designee to execute all documents for the construction of the 5th Street Senior Center Kitchen Improvements project with Preferred General Services; and
5. Authorizing the City Manager or designee to expend the contingency fund, if necessary, to complete the project.
15. Final Reading and Adoption of Ordinance MC1585 (Ward 4) Recommendation:
Adopt Ordinance MC1585 of Mayor and City Council of the City of San Bernardino, California, amending Ordinance MC1522 and levying special taxes to be collected during Fiscal Year 20222023 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. 20191 (Maintenance Services).
16. Construction Contract Award Parking Lot Improvements at Perris Hill Park, Paul Villasenor Branch Library & Wildwood Park – (Wards 1, 2 & 4) Recommendation:
Adopt Resolution No. 2022138 of the Mayor and City Council of the City of San Bernardino, California:
1. Approving the award of a construction contract with All American Asphalt, in the amount of $1,672,149 to provide parking lot improvements to Perris Hill Park, Paul Villasenor Branch Library, and Wildwood Park Project; and
2. Authorizing the Agency Director of Administrative Services to record a budget amendment from the Measure S fund to appropriate an additional $963,000 to fund the project; and
3. Authorizing construction, contingencies, and inspection costs in the total amount of $1,990,000 for the parking lot improvements to Perris Hill Park, Paul Villasenor Branch Library, and Wildwood Park Project; and
4. Authorizing the City Manager or designee to execute all documents for the construction of the parking lot improvements to Perris Hill Park, Paul Villasenor Branch Library, and Wildwood Park project with All American Asphalt;and
5. Authorizing the City Manager or designee to expend the contingency fund, if necessary, to complete the project.
17. Final Reading and Adoption of Ordinance MC1584 (Ward1) Recommendation:
Adopt Ordinance MC1584 of the Mayor and City Council of the City of San Bernardino, California, amending Ordinance MC1522 and levying special taxes to be collected during Fiscal Year 20222023 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, Mayor and City Council of the City of San Bernardino Page 9 and administrative expenses with respect to City of San Bernardino Community Facilities District No. 20191 (Maintenance Services).
18. Rejecting Construction Bids for Citywide Pavement Rehabilitation (Slurry/Crack Seal) (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California, Reject Construction Bids for the Citywide Pavement Rehabilitation (Slurry/Crack Seal)
19. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 24, Tax Zone No. 25 (Highland/Medical Center) (Ward 6)
Recommendation:
Adopt Resolution No. 2022139 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to annex territory into Community Facilities District No. 20191 (Maintenance Services) of the City of San Bernardino, adopting a map of the area to be proposed (Annexation No. 24) and authorizing the levy of a special taxes therein.
20. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 25, Tax Zone No. 26 (Palm) (Ward 4) Recommendation:
Adopt Resolution No. 2022140 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to annex territory into Community Facilities District No. 20191 (Maintenance Services) of the City of San Bernardino, adopting a map of the area to be proposed (Annexation No. 25) and authorizing the levy of a special taxes therein.
21. Initiation of Proceedings to Form Proposed Community Facilities District No. 20221 (Highland/Medical)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2022141 of the Mayor and City Council of the City of San Bernardino, California, Declaring Intention to Establish Proposed Community Facilities District No. 20221(Highland/Medical) of the City of SanBernardino;
2. Adopt Resolution No. 2022142 of the Mayor and City Council of the City of San Bernardino, California, Declaring Necessity to Incur a Bonded Indebtedness of Proposed Community Facilities District No. 20221 (Highland/Medical) of the City of San Bernardino
22. Initiation of Proceedings to Form Proposed Community Facilities District No. 20222 (Palm)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2022143 of the Mayor and City Council of the City of San Mayor and City Council of the City of San Bernardino Page 10 Bernardino, California, Declaring Intention to Establish Proposed Community Facilities District No. 20222 (Palm) of the City of San Bernardino;
2. Adopt Resolution No. 2022144 of the Mayor and City Council of the City of San Bernardino, California, Declaring Necessity to Incur a Bonded Indebtedness of Proposed Community Facilities District No. 20222 (Palm) of the City of San Bernardino
23. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20181 (Safety Services) Annexation No. 6, (TR 20494)
Recommendation:
Adopt Resolution No. 2022145 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to annex territory into Community Facilities District No. 20181 (Safety Services) of the City of San Bernardino, adopting a map of the area to be proposed (Annexation No. 6) and authorizing the levy of special taxes therein.
24. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20181 (Safety Services) Annexation No. 7, (TR 20495) (Ward 4) Recommendation:
Adopt Resolution No. 2022146 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to consider annexing territory to Community Facilities District No. 20181 (Safety Services) of the City of San Bernardino, adopting a map of the area to be proposed (Annexation No. 7) and authorizing the levy of special taxes therein.
25. Investment Portfolio Report for April and May 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 April and May 2022.
26. 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 and June 2022.
27. Authorize the City Manager to Execute a Police Services Agreement with Dignity Health Corporation.
Recommendation:
Authorize the City Manager to execute the Proposed Fifth Amendment to the Agreement with Dignity Health Corporation for Police services at two locations.
28. Acceptance of 2020 and 2021 JAG Grants
Recommendation:
Adopt Resolution No. 2022147 of the Mayor and City Council of the City of San Bernardino, California, authorizing the acceptance of the 2020 and 2021 Edward Byrne Justice Assistance Grants and increasing the FY2022/23 Adopted Budget grant revenue and expenditures $379,025.
Mayor and City Council of the City of San Bernardino Page 11
29. Community Facilities District No. 20201 (Rancho Palma) Special Tax Bonds, Series 2022
Recommendation:
Adopt Resolution No. 2022148 of the Mayor and City Council of the City of San Bernardino, California, authorizing the issuance of, not to exceed $5,000,000, aggregate principal amount of Community Facilities District No. 20201 (Rancho Palma) of the City of San Bernardino Special Tax Bonds, Series 2022, appointing Fiscal Agent, approving forms of the Fiscal Agent Agreement, Purchase Contract and Continuing Disclosure Certificate, approving the form Preliminary Official Statement and authorizing preparation of Final Official Statement and authorizing certain City staff to negotiate the terms of the sale of the Bonds.
30. Agreement with the Counseling Team International for the Employee Assistance Program (All Wards)Agreement with the Counseling Team International for the Employee Assistance Program (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute a professional services agreement with The Counseling Team International for an Employee Assistance Program.
31. Adopt Resolution No. 2022149 Authorizing the Agency Director of Administrative Services to Amend the FY 2022/2324 Liability Fund Budget in the amount of $363,000 for both FY 2022/23 and 2023/24 and approving an Agreement with George Hills for General Liability Third Party Administrator Services (All Wards).
Recommendation:
Authorize the City Manager to enter into an Agreement with George Hills for General Liability Third Party Administrator Services and Adopt Resolution No. 2022149.
Authorizing the Agency Director of Administrative Services to Amend the FY 2022/23 24 Liability Fund Budget in the amount of $363,000 for both FY 2022/23 and 2023/24 (All Wards).
32. FiveYear Capital Improvement Program FY 2022/23 to FY 2026/27 for Measure I Local Expenditures (All Wards)
Recommendation:
Adopt Resolution No. 2022150 of the Mayor and City Council of the City of San Bernardino, California, approving the Measure I FiveYear Capital Improvement Plan for Fiscal Year 2022/23 through Fiscal Year 2026/27 and Measure I Expenditure Strategy.
33. City Board, Commission, and Citizen Advisory Committee Minutes Approved in May/June 2022
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino receive and file the minutes from the City board, commission, and citizen advisory committee meetings approved in May and June 2022.
34. Certifying Results of the Primary Municipal Election held on June 7, 2022.
Recommendation:
Adopt Resolution No. 2022151 of the Mayor and City Council of the City of San Mayor and City Council of the City of San Bernardino Page 12 Bernardino, California, reciting the facts of the Primary Municipal Election held on June 7, 2022, certifying the election results and such other matters as provided by law.
35. Ratification of Council Travel and PreApproval of Travel for FY 2022/23 Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino ratify Council travel detailed herein, and preapprove specific travel for the Mayor and Council Members for FY 2022/23.
ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS
36. Day Laborer and Street Vendor Work Center (All Wards) Council Member Reynoso
37. Non Fossil Fuel Fleet Vehicles for City of San Bernardino (All Wards) – Council Member Alexander
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 August 03, 2022 at the Feldheym Central Library 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.
Mayor and City Council of the City of San Bernardino Page 13
CERTIFICATION OF POSTING AGENDA
I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the agenda for the July 20, 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 Feldheym Central Library located at 555 West 6th Street, San Bernardino, California, and on the City's website sbcity.org on 7/15/2022 6:41:32PM.
I declare under the penalty of perjury that the foregoing is true and correct.
Mayor and City Council of the City of San Bernardino Page 14 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.
Mayor and City Council of the City of San Bernardino Page 15
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 9093845002 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 cutoff 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.
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CLOSED SESSION
City of San Bernardino
Request for Council Action
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Sonia R. Carvalho, City Attorney
Department: City Attorney
Subject: Closed Session
Closed Session
A) CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
1. Anthony Thomas Duran v. City of San Bernardino, et al., San Bernardino Superior Court Case No. CIVSB2104740
2. Jessica Hernandez v. City of San Bernardino, et al., San Bernardino San Bernardino Superior Court Case No. CIVDS1825804
.
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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Ben Reynoso, Council Member, 5th Ward
Department: Council Office
Subject: Citizen of the Month – Robert Segura
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City of San Bernardino
FROM THE
MAYOR AND CITY COUNCIL HONORING
ROBERT SEGURA
JULY 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 20th day of July 2022
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DISCUSSION
City of San Bernardino
Request for Council Action
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Nathan R. Freeman, Agency Director of Community, Housing, and Economic Development
Department: Community and Economic Development
Subject: Third Amendment to Exclusive Negotiating Agreement (ENA) – Carousel Mall (Ward 1)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Approve the Amendment to the Exclusive Negotiating Agreement (“ENA”) between the City of San Bernardino and San Bernardino Development Company, LLC and LPC West, Inc., for the development of Carousel Mall; and
2. Authorize the City Manager, or designee, to take any further actions and execute any further documents as necessary to effectuate the agreements.
Background
On January 27, 2021, staff conducted a workshop with the Mayor and the City Council.
This workshop was intended to allow the final two development teams, Renaissance Downtown USA/ICO Real Estate Group, and SCG America, to present their concept for the development of the Carousel Mall to the Mayor and City Council and the community at large. The Mayor and City Council received 55 written comments and 76 recorded comments from the public that were heard during the workshop. No decision was scheduled to be made at the workshop.
On March 3, 2021, staff presented the results of the Request for Proposal (RFP) and provided the Mayor and City Council with several alternatives for their consideration.
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Subsequent to Mayor and City Council discussion, the Council selected Renaissance Downtown USA/ICO Real Estate Group (RDICO) as the preferred development team for the Carousel Mall property. As a component of the selection, the City Council requested that the majority of the deal points, terms and conditions be presented for consideration with six months, and that the City Council receive regular updates on the progress of negotiations.
At the June 2, 2021 Mayor and City Council Meeting, staff provided an update on the progress of the negotiations between the City and RDICO. The update included staff’s perspective on the progress along with the March and April updates from RDICO.
At the June 16, 2021 Mayor and City Council Meeting, staff provided an update on the progress of the negotiations between the City and RDICO. As a result of the update, the City Council created a Council Committee to work with and participate in the negotiation of the ENA.
At the August 18, 2021 Mayor and City Council Meeting, Resolution No. 2021-214 was adopted, which authorized the City Manager to execute the ENA between the City of San Bernardino and San Bernardino Development Company LLC (SBDC) also known as RDICO for the Carousel Mall property.
On Mach 13, 2022, as allowed by Section 3(b) of the original ENA, the City and SBDC entered into the First Amendment to the original ENA (Attachment 2), which extended the term of the original ENA by 90 days or until June 13, 2022.
On June 10, 2022, again, as allowed by Section 3(b) of the original ENA, the City and SBDC entered into the Second Amendment to the original ENA (Attachment 3), which extended the term of the original ENA by another 90 days or until September 8, 2022.
Discussion
The parties to the ENA, the City and SBDC, desire to enter this Third Amendment (Attachment 4) to add LPC West, Inc. (also known as the Lincoln Property Company) as a party to the original ENA and as the sole and exclusive developer for all purposes under the original ENA, extend the term of the original ENA to September 12, 2023, and update the original ENA’s Schedule of Performance (the Schedule of Performance attached as Exhibit C to the Third Amendment shall supersede and replace Exhibit C of the original ENA).
The Lincoln Property Company, with regional offices in Irvine and Los Angeles, is a privately-owned real estate firm involved in real estate investment, development, property management, and leasing worldwide. Lincoln’s cumulative development efforts have produced over 130 million square feet of commercial space and over 212,000 multifamily residential units. The Lincoln Property Company is also the second largest apartment manager in the United States.
Notable Southern California projects developed by the Lincoln Property Company Packet Pg. 21
include the Flight at Tustin Legacy (Tustin), Runway at Playa Vista (Playa Vista), Parsons Development (Pasadena), Apple Content Creation Headquarters (Culver City), and the Anaheim Regional Transportation Intermodal Center (Anaheim).
Lincoln’s participation in the Carousel mall redevelopment project is welcome given their experience in successfully developing, financing, and delivering mixed-use projects, across the country, of similar size and scope as the proposed Carousel mall redevelopment project.
Moreover, the proposed extension of the original ENA to September 12, 2023, will allow Lincoln, and staff, the necessary time to properly negotiate the ultimate Disposition and Development Agreement (DDA) for the Carousel mall property. The original ENA’s Schedule of Performance has been revised to reflect the proposed extension of the original ENA.
Lastly, included within the Third Amendment is a caveat that, as long as Lincoln is making good faith progress in the negotiation of the DDA and toward completion of the Project milestones, the City and the Lincoln, by written agreement of both parties, may extend the term and negotiation period for up to two additional periods of one hundred eighty days each.
2021-2025 Strategic Targets and Goals
Approving the Amendment to the ENA aligns with Key Target No. 4: Economic Growth and Development. Specifically, the redevelopment of the Carousel Mall will be a catalyst for future growth and development within the entire community.
Fiscal Impact
No fiscal impact.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Approve the Amendment to the Exclusive Negotiating Agreement (“ENA”) between the City of San Bernardino and San Bernardino Development Company, LLC and LPC West, Inc., for the development of Carousel Mall; and
2. Authorize the City Manager or designee to take any further actions and execute any further documents as necessary to effectuate the agreements.
Attachments
Attachment 1 – Original ENA
Attachment 2 – First Amendment to ENA
Attachment 3 – Second Amendment to ENA
Attachment 4 – Third Amendment to ENA
Ward: 1
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Synopsis of Previous Council Actions:
March 3, 2021 Mayor and City Council selected Renaissance Downtown USA/ICO Real Estate Group (RDICO) as the preferred development team for the Carousel Mall property.
August 18, 2021 Mayor and City Council Meeting, Resolution No. 2021-214 was adopted, which authorized the City Manager to execute the ENA between the City of San Bernardino and San Bernardino
Development Company LLC also known as RDICO for the
Carousel Mall property.
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Negotiation Period) attached to this Agreement as Exhibit `B" and which is incorporated into this Agreement by this reference (" Project"); and
I
The Parties agree that the exploration of a form based zoning code for the development of the Project will lead to the greatest likelihood of successful development of the Property. City and Developer will work together to develop such a code for the Property.
Developer will also be an actively involved stakeholder in the City lead development of a form based zoning code as part of the Downtown Specific Plan currently being prepared by the City; and
J The intent of both the City and the Developer in entering into this Agreement is to establish a specific, limited period oftime to negotiate regarding a future agreement between them governing the potential acquisition ofthe Property and development ofthe Project on the Property, all subject to mutually agreeable terms, conditions, covenants, restrictions and agreements to be negotiated and documented in a future disposition and development agreement (" DDA") The Parties agree and acknowledge that Developer may act as a Master Developer for the Property and, as such, the Developer is not anticipated to develop the 43 acre site itself.
NOW, THEREFORE, IN VIEW OF THE GOALS AND OBJECTIVES OF THE CITY
RELATING TO THE SALE AND DEVELOPMENT OF THE PROPERTY AND THE
PROMISES OF THE CITY AND THE DEVELOPER SET FORTH IN THIS AGREEMENT, THE CITY AND THE DEVELOPER AGREE, AS FOLLOWS:
1. Incorporation of Recitals. The Recitals offact set forth above are true and correct and are incorporated into this Agreement, in their entirety, by this reference.
2. Deposits.
a) Not later than three ( 3) business days following the Effective Date ( as defined below) ofthis Agreement, the Developer shall provide to the City a deposit in the amount of One Hundred Thousand Dollars ($ 100,000) in immediately available funds (" Initial Deposit") to ensure that the City and Developer will proceed diligently and in good faith to fulfill their respective obligations under this Agreement during the Negotiation Period (as defined in Section 3( a)), and as part ofthe consideration for the City' s agreement not to negotiate with other persons during the Negotiation Period, and to defray certain costs of the City incurred on or after the Effective Date in pursuing the contemplated negotiations with the Developer during the Negotiation Period. The City shall provide Developer with a summary of costs charged against the Initial Deposit ( and, if applicable, the Extension Deposit) in sixty ( 60) day intervals after the Effective Date. Said summaries of costs shall be for informational purposes only and the Parties agree that the Deposit shall be used in the City' s discretion in furtherance of the negotiations and development of the Project. At the termination of this Agreement, any remaining funds shall, at the Developer' s option, either be applied to the purchase price or returned to the Developer within thirty ( 30) days after request from Developer. Developer acknowledges that the Initial Deposit shall be in addition to those fees and expenses required by the City for any permit, other required entitlement or Project processing. A portion of the Initial Deposit in an amount equal to One Hundred Dollars ($ 100) shall immediately become non- refundable upon Developer' s transfer ofthe 5097426. 1 - L853. 1
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Initial Deposit to the City under this Agreement as consideration for the City' s agreement not to negotiate with other persons during the Negotiation Period.
3. Term of Agreement.
a) - The rights and duties of the City and the Developer established by this Agreement shall commence on the first date on which all of the following have occurred ( the Effective Date"): ( 1) execution of this Agreement by the authorized representative( s) of the Developer and delivery of such executed Agreement to the City, (2) payment ofthe Initial Deposit to the City by the Developer, in accordance with Section 2( a), ( 3) approval of this Agreement by the City governing body and execution of this Agreement by the authorized representative( s) of the City, and ( 4) delivery of such fully executed Agreement to the Developer, the exact date of which shall be mutually agreed to by the Parties promptly after Developer' s receipt of the fully executed Agreement from the City as evidenced in writing signed by their respective authorized representatives. The City shall deliver a fully executed counterpart original of this Agreement to the Developer, within ten ( 10) calendar days following the City governing body' s approval ofthis Agreement, and the execution of this Agreement by the authorized representative( s) of the City.
This Agreement shall continue in effect for the period of One Hundred Eighty ( 180) consecutive calendar days immediately following the Effective Date (" Negotiation Period"), subject to the limitations of Sections 3( b). During the Negotiation Period, the Parties shall work collaboratively in good faith to develop and agree upon a DDA.
b) The Parties, by written agreement of the Developer and the City Manager of the City (the " City Manager"), may extend the Negotiating Period for up to two ( 2) additional periods of ninety ( 90) days each. The term " Negotiating Period" as used herein shall include any extensions of such Negotiating Period pursuant to this Section. c) Upon each extension of the Negotiation Period, if any, the Developer shall provide to the City an additional deposit of Fifty Thousand Dollars ($ 50, 000) in immediately available funds on the first day of any extension of the Negotiation Period ( each, an " Extension Deposit"). Each Extension Deposit is intended to ensure that the Parties will proceed diligently and in good faith to fulfill the obligations under this Agreement during any extension of the Negotiation Period, as part of the consideration for the City' s agreement not to negotiate with other persons during any such extension of the Negotiation Period, and to defray certain costs of the City. Notwithstanding the immediately preceding sentence or any other part of this Agreement, in no event shall the Negotiation Period exceed Three Hundred Sixty (360) consecutive calendar days from the Effective Date.
d) This Agreement shall automatically expire and be of no further force or effect at the end of the Negotiation Period ( as the same may be extended). Notwithstanding the foregoing, if before this Agreement expires, both the City and the Developer approve and execute a DDA acceptable to both the City and the Developer, in their respective sole and absolute discretion, then this Agreement will terminate on the effective date of such DDA. e) If during the term of this Agreement the City receives a Notice of Violation NOV") or similar communication of non-compliance with the provisions of the SLA from the California Department ofHousing and Community Development (" HCD") related to compliance 5097426. 1 - L853. 1
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with the SLA, the City shall return the Initial Deposit to the Developer and the term of this Agreement shall be tolled until: the date of the NOV determines the City has complied with the terms of the SLA, at which point the Developer shall immediately return the Initial Deposit to the City. If the SLA issues are resolved to the City and Developer' s reasonable satisfaction then the term of this Agreement shall recommence and the number of days that the Agreement was tolled shall be extended to the Initial Term.
4. Obligations of Developer. During the Negotiation Period, and pursuant to the attached Milestone Schedule ( Exhibit C) in furtherance of the creation of a DDA, Developer shall proceed diligently and in good faith to develop and present to City staff and, subsequently, to the City governing body, for review, of the following:
a) A proposed complete conceptual development plan for the Project on the Property that describes and depicts: ( 1) the location and placement of proposed buildings and ( 2) the architecture and elevations ofthe proposed buildings; b) Proposed zoning change or changes to the City' s General Plan, if any, necessary to accommodate the Project on the Property, including working with the City' s planning consultants on a form based development zoning code specific to the Property and participating as a stakeholder in the development of the overall downtown specific plan development; c) A list of potential users or tenants for the Property, as developed with the Project;
d) A proposed time schedule and cost estimates for the development of the Project on the Property;
e) A proposed financing plan identifying financing sources for all private and public improvements proposed for the Project; and
f) A preliminary financial analysis demonstrating the costs and benefits to the City regarding all construction, maintenance and operations of all proposed public improvements, the costs of additional or increased levels of public services and any new public revenues anticipated to be generated by the Project.
g) During the Negotiation Period, Developer shall not make or commit to making any political contributions to the City' s legislative governing body.
5. Negotiation of DDA.
a) Duringthe Negotiation Period, each ofthe City and Developer shall proceed to work diligently and in good faith to negotiate a DDA between them. The City and Developer shall generally cooperate with each other, including, without limitation, making themselves available to meet and discuss the Project and any other matters pertaining to the development of the Property such as evaluating existing municipal infrastructure and water facilities to facilitate future development and supply such available documents and information as may be reasonably requested by the other to facilitate the conduct ofthe negotiations. 5097426. 1 -- L853. 1
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b) Both the City and Developer shall exercise commercially reasonable efforts to complete discussions relating to the terms and conditions of a DDA and such other matters, as may be mutually acceptable to both the City and Developer, in their respective sole discretion. The exact terms and conditions of a DDA, if any, shall be determined during the course of these negotiations. Nothing in this Agreement shall. be interpreted or construed to be a representation or agreement by either the City or Developer that a mutually acceptable DDA will be produced from negotiations under this Agreement. Nothing in this Agreement shall impose any obligation on either Party to agree to a definitive DDA in the future. Nothing in this Agreement shall be interpreted or construed to be a guaranty, warranty or representation that any proposed DDA that may be negotiated by City staff and Developer will be approved by the City governing body.
Developer acknowledges and agrees that the City' s consideration of any DDA is subject to the sole and absolute discretion of the City governing body and all legally required public hearings, public meetings, notices, factual findings and other determinations required by law. c) The City and Developer shall meet during the Negotiation Period to discuss appropriate development issues including approaches to appraising the Property for purposes of setting the fair market value price of the Property.
6. Restrictions Against Change in Ownership, Management and Control of Developer and Assignment of Agreement.
a) The qualifications and identity of Developer and its principals are of particular concern to the City. It is because of these qualifications and identity that the City has entered into this Agreement with Developer. During the Negotiation Period, no voluntary or involuntary successor -in -interest of Developer shall acquire any rights or powers under this Agreement, except as provided in Section 6( c).
b) Developer shall promptly notify the City in writing of any and all changes whatsoever in the identity of the business entities or individuals either comprising or in Control as defined in Section 6( d)) of Developer, as well as any and all changes in the interest or the degree of Control of Developer by any such person, of which information Developer or any of its shareholders, partners, members, directors, managers or officers are notified or may otherwise have knowledge or information. Upon the occurrence of any significant or material change, whether voluntary or involuntary, in ownership, management or Control of Developer ( other than such changes occasioned by the death or incapacity of any individual) that has not been approved by the City, which approval shall not be unreasonably withheld, prior to the time of such change, the City may terminate this Agreement, without liability to Developer or any other person and refund any remaining deposit funds provided by Developer to the pursuant to Section 2( a), above, by sending written notice of termination to the Developer, referencing this Section 6( b). c) Developer may assign its rights under this Agreement to an Affiliate ( as defined in Section 6( d)), on the condition that such Affiliate expressly assumes all of the obligations ofDeveloper under this Agreement in a writing reasonably satisfactory to the City, and further provided that Developer shall at all times, control any such Affiliate and be responsible and obligated directly to the City for performance of the Developer' s obligations under this Agreement.
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d) For the purposes ofthis Agreement, the term "Affiliate" means any person, directly or indirectly, controlling or controlled by or under common control with the Developer, whether by direct or indirect ownership of equity interests, by contract, or otherwise. For the purposes of this Agreement, " Control" means possession, directly or indirectly, of the power to direct or cause the direction of the management and policies of an entity, whether by ownership of equity interests, by contract, or otherwise.
e) Notwithstanding the provisions of this Section 6, Developer shall have the right to bring in one or more participating developers, subject to the City' s approval, which shall not be unreasonably withheld, conditioned or delayed; provided that Developer maintains a controlling interest in the Project.
7. Obligations to Review Draft Agreements and Attend Meetings. a) During the Negotiation Period, the Parties shall establish a schedule for in person/virtual meetings as may be necessary to meet the deadlines for preparing and executing a DDA within the Negotiation Period. Each Party shall diligently review and promptly comment on draft versions of a DDA provided by the other Party and, ifthe terms and conditions of such a DDA are agreed upon between City staff and Developer, Developer shall submit the DDA fully executed by the authorized representative( s) of Developer to the City Manager for submission to the City governing body for consideration. Any future DDA shall consist of terms and conditions acceptable to both Developer and the City governing body, in their respective sole and absolute discretion. b) During the Negotiation Period, Developer shall also keep City staff advised on the progress of the Developer in performing its obligations under this Agreement, on a regular basis, but no less than monthly, or as requested by City staff, including, without limitation, having one or more of Developer' s employees or consultants who are knowledgeable regarding this Agreement, the design and planning of the Project and the progress of negotiation of a DDA, such that such person( s) can meaningfully respond to City and/ or City staff questions regarding the progress of the design and planning of the Project or the negotiation of a DDA, attend both: ( 1) periodic meetings with City staff, as reasonably scheduled and requested by City staff during the Negotiation Period, and ( 2) meetings of the City governing body, when reasonably requested to do so by City staff.
c) The Parties agree that keeping the public informed of the progress being made on the Project is important to the overall success of the Project. In furtherance ofthe above:
i) Developer shall provide City staff with biweekly reports summarizing Developer' s activities in relation to the Project which staff will share with the Council and, when appropriate disseminate to the public through the media or social media outlets, and place on the City' s webpage dedicated to the Downtown Specific Plan project. ii) City shall keep Developer reasonably and timely advised of pertinent developments affecting the Project.
iii) The Parties agree that public presentations will be made jointly or if individually then with the knowledge of the other Party. 5097426. 1 -- L853. 1
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8. Developer to Pay All Costs and Expenses. All fees or expenses of engineers, architects, financial consultants, legal, planning or other consultants or contractors, retained by Developer for any study, analysis, evaluation, report, schedule, estimate, environmental review, planning and/or design activities, drawings, specifications or other activity or matter relating to the Property or the Project or negotiation of a DDA that may be undertaken by Developer during the Negotiation Period, pursuant to or in reliance upon this Agreement or in Developer' s discretion, regarding any matter relating to a DDA, the Property or the Project, shall be the sole responsibility of and undertaken at the sole cost and expense of Developer and no such activity or matter shall be deemed to be undertaken for the benefit of, at the expense of or in reliance upon the City.
Developer shall also pay all fees, charges and costs, make all deposits and provide all bonds or other security associated with the submission to and processing by the City of any and all applications and other documents and information to be submitted to the City by Developer pursuant to this Agreement or otherwise associated with the Project. The City shall not be obligated to pay or reimburse any expenses, fees, charges or costs incurred by Developer in pursuit of any study, analysis, evaluation, report, schedule, estimate, environmental review, planning and/or design activities, drawings, specifications or other activity or matter relating to the Property or the Project or negotiation of a DDA that may be undertaken by Developer during the Negotiation Period, whether or not this Agreement is, eventually, terminated or extended or a DDA is entered into between the City and Developer, in the future.
9. City Not To Negotiate With Others. During the Negotiation Period, the City and City staff shall not negotiate with any other person regarding the sale or redevelopment of the Property. The term " negotiate," as used in this Agreement, means and refers to engaging in any discussions with a person other than Developer, regardless of how initiated, with respect to the availability of the Property or that person' s redevelopment of the Property, without Developer' s prior written consent. Developer acknowledges that City may receive and retain unsolicited offers regarding redevelopment of the Property, but the City shall not entertain any offer or negotiate with the proponent of any such offer during the Negotiation Period; provided, however, that the City shall notify such proponent that it is a party to this Agreement and, provided, further, that the City shall disclose and promptly provide to Developer copies of any such unsolicited offers.
Developer acknowledges that the City is a public agency and subject to the provisions of the California Public Records Act, Government Code Section 6254, et. seq. ( the " Act"). The City shall inform Developer of any request for information received pursuant to the Act and shall not disclose any financial or other information marked or otherwise designated as confidential without first notifying Developer and providing Developer with reasonable notice of the request. If Developer believes the information requested is confidential, Developer may pursue a court order preventing the release of the requested information, and the City shall refrain from disclosing the information pending the court's determination. In such case, Developer shall defend, indemnify and hold the City, its officers, officials, agents, and employees harmless from and against any and all liability, loss, expense ( including reasonable attorneys' fees), or claims for injury or damages, whether actual, alleged, or threatened, arising out of or in any way attributable to a request related to or a claim under the Act.
14. Acknowledgments and Reservations.
a) Except as otherwise provided in this Agreement, the City and Developer agree that, if this Agreement expires or is terminated for any reason, or a future DDA is not 5097426. 1 -- LS53. 1
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approved and executed by both the City and Developer, for any reason, neither the City nor Developer shall be under any obligation, nor have any liability to each other or any other person regarding the sale or other disposition of the Property or the redevelopment of the Project or the Property; provided, however, that in the event this Agreement terminates, the City shall return to Developer within ten ( 10) business days of such termination ( i) any and all deposits due to be refunded pursuant to Section 2 ofthis Agreement.
b) Developer acknowledges and agrees that no provision of this Agreement shall be deemed to be an offer by the City, nor an acceptance by the City of any offer or proposal from Developer for the City to convey any estate or interest in the Property to Developer or for the City to provide any financial or other assistance to Developer for redevelopment of the Project or the Property.
c) Developer acknowledges and agrees that Developer has not acquired, nor will acquire, by virtue of the terms of this Agreement, any legal or equitable interest in real or personal property from the City.
d) Certain development standards and design controls for the Project may be established between Developer and the City, but it is understood and agreed between the City and Developer that the Project and the redevelopment of the Property must conform to all City and other applicable governmental development, land use and architectural regulations and standards, except as may otherwise be provided in the DDA. Drawings, plans and specifications for the Project shall be subject to the approval of the City through the standard development application process for projects ofthis nature. Nothing in this Agreement shall be considered approval of any plans or specifications for the Project or of the Project itself by the City. e) The City reserves the right to reasonably obtain further available information and data to ascertain the ability and capacity of the Developer to acquire or lease, develop and operate the Property and/or the Project. The Developer acknowledges that it may be requested to make certain financial disclosures to the City, its staff, legal counsel or other consultants, as part of the financial due diligence investigations ofthe City relating to the potential sale of the Property and redevelopment of the Project on the Property by the Developer and that any such disclosures may become public records. The City shall maintain the confidentiality of financial information of the Developer to the extent allowed by law, as determined by the City Attorney. If, however, any individual for privacy reasons chooses not to furnish any personal financial information, then the City shall rely solely on the financial disclosures provided by Developer. If an individual fails to provide the requested personal financial information the City may accept or reject, with explanation, the financial disclosure provided by Developer. f) Any information, drawings, designs, plans, specifications, studies, reports, sketches, conceptual plans, development plans and financing plans relating to the Project collectively, the " Information") prepared for and/ or developed by Developer and furnished to the City, excluding any matters of public record or matters generally known to the public, shall be treated by the City as a trade secret and/ or proprietary and confidential and, except as may be required by law, will not be disclosed by the City to anyone other than on a need -to -know basis and to the City's consultants and attorneys who agree to maintain the confidentiality of the 5097426. 1-- LB53. 1
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Information. Developer shall be the owner of and possess all intellectual property rights to the Information.
11. Nondiscrimination. Developer shall not discriminate against nor segregate any person, or group ofpersons on account ofrace, color, creed, religion, sex, marital status, handicap, national origin or ancestry in undertaking its obligations under this Agreement.
12. Limitation on Damages and Remedies.
THE DEVELOPER AND THE CITY ACKNOWLEDGE THAT IT IS
EXTREMELY DIFFICULT AND IMPRACTICAL TO ASCERTAIN THE AMOUNT OF
DAMAGES THAT WOULD BE SUFFERED BYTHE DEVELOPER UPON THE BREACH OF THIS AGREEMENT BY THE CITY. HAVING MADE DILIGENT BUT UNSUCCESSFUL
ATTEMPTS TO ASCERTAIN THE ACTUAL DAMAGES THE DEVELOPER WOULD
SUFFER UPON THE BREACH OF THIS AGREEMENT BY THE CITY, THE DEVELOPER
AND THE CITY AGREE THAT A REASONABLE ESTIMATE OF THE DEVELOPER' S DAMAGES IN SUCH EVENT IS ONE HUNDRED THOUSAND DOLLARS ($100, 000) ( THE LIQUIDATED DAMAGES AMOUNT"). THEREFORE, UPON THE BREACH OF THIS
AGREEMENT BY THE CITY, THE CITY SHALL PAY THE LIQUIDATED DAMAGES AMOUNT TO THE DEVELOPER AND THIS AGREEMENT SHALL TERMINATE.
RECEIPT OF THE LIQUIDATED DAMAGES AMOUNT SHALL BE THE DEVELOPER' S
SOLE AND EXCLUSIVE REMEDY ARISING FROM ANY BREACH OF THIS AGREEMENT BY THE CITY.
Initials of Authorized Initials ofAuthorized
Representative of City Representative of Developer
a) THE CITY AND THE DEVELOPER EACH ACKNOWLEDGE AND
AGREE THAT THE CITY WOULD NOT HAVE ENTERED INTO THIS AGREEMENT, IF IT
WERE TO BE LIABLE TO THE DEVELOPER FOR ANY MONETARY DAMAGES,
MONETARY RECOVERY OR ANY REMEDY OTHER THAN TERMINATION OF THIS AGREEMENT AND PAYMENT OF THE LIQUIDATED DAMAGES AMOUNT.
ACCORDINGLY, THE CITY AND THE DEVELOPER AGREE THAT THE DEVELOPER' S
SOLE AND EXCLUSIVE RIGHT AND REMEDY UPON THE BREACH OF THIS
AGREEMENT BY THE CITY IS TO TERMINATE THIS AGREEMENT AND RECEIVE THE LIQUIDATED DAMAGES AMOUNT.
b) THE CITY AND THE DEVELOPER EACH FURTHER
ACKNOWLEDGE AND AGREE THAT THE DEVELOPER WOULD NOT HAVE ENTERED
INTO THIS AGREEMENT, IF IT WERE TO BE LIABLE TO THE CITY FOR ANY
MONETARY DAMAGES, MONETARY RECOVERY OR ANY REMEDY OTHER THAN
TERMINATION OF THIS AGREEMENT AND PAYMENT OF PROVABLE ACTUAL
DAMAGES UP TO AND NOT TO EXCEED THE AMOUNT OF ONE HUNDRED THOUSAND DOLLARS ($ 100, 000). ACCORDINGLY, THE CITY AND THE DEVELOPER
AGREE THAT THE CITY' S SOLE AND EXCLUSIVE RIGHT AND REMEDY UPON THE
BREACH OF THIS AGREEMENT BY THE DEVELOPER IS TO TERMINATE THIS
AGREEMENT AND RECEIVE PAYMENT OF PROVABLE ACTUAL DAMAGES UP TO 5097426. 1 - L853. 1
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AND NOT TO EXCEED THE AMOUNT ONE HUNDRED THOUSAND DOLLARS 100, 000).
c) EACH OF THE CITY AND THE DEVELOPER ACKNOWLEDGES
THAT IT IS AWARE OF THE MEANING AND LEGAL EFFECT OF CALIFORNIA CIVIL CODE SECTION 1542, WHICH PROVIDES:
A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS THAT THE CREDITOR
OR THE RELEASING PARTY DOES NOT KNOW OR SUSPECT TO EXIST IN HIS OR HER
FAVOR AT THE TIME OF EXECUTING THE RELEASE AND, THAT IF KNOWN BY HIM
OR HER, WOULD HAVE MATERIALLY AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR OR RELEASED PARTY.
d) CALIFORNIA CIVIL CODE SECTION 1542 NOTWITHSTANDING, IT
IS THE INTENTION OF THE PARTIES TO BE BOUND BY THE LIMITATION ON DAMAGES, RECOVERY AND REMEDIES SET FORTH IN THIS SECTION 12, AND
PARTY HEREBY RELEASES ANY AND ALL CLAIMS AGAINST THE OTHER PARTY
FOR MONETARY DAMAGES, MONETARY RECOVERY OR OTHER LEGAL OR
EQUITABLE RELIEF RELATED TO ANY BREACH OF THIS AGREEMENT, EXCEPT
WITH RESPECT TO THE DEVELOPER RECEIPT OF THE LIQUIDATED DAMAGES
AMOUNT, WHETHER OR NOT ANY SUCH RELEASED CLAIMS WERE KNOWN OR
UNKNOWN TO THE DEVELOPER AS OF THE EFFECTIVE DATE OF THE
TERMINATION OF THIS AGREEMENT, AND WITH RESPECT TO THE CITY RECEIPT
OF PROVABLE ACTUAL DAMAGES UP TO AND NOT TO EXCEED ONE HUNDRED THOUSAND DOLLARS ($ 100, 000), WHETHER OR NOT ANY SUCH RELEASED CLAIMS
WERE KNOWN OR UNKNOWN TO THE CITY AS OF THE EFFECTIVE DATE OF THE TERMINATION OF THIS AGREEMENT. EACH OF THE CITY AND THE DEVELOPER SPECIFICALLY WAIVES THE BENEFITS OF CALIFORNIA CIVIL CODE SECTION 1542
AND ALL OTHER STATUTES AND JUDICIAL DECISIONS ( WHETHER STATE OR
FEDERAL) OF SIMILAR EFFECT WITH REGARD TO THE LIMITATIONS ON DAMAGES
AND REMEDIES AND WAIVERS OF ANY SUCH DAMAGES AND REMEDIES CONTAINED IN THIS SECTION 12.
Initials of Authorized
Representative of City
13. Default.
0 Initials of Authorized
Representative of Developer
a) Failure or delay by either Party to perform any material term or provision ofthis Agreement shall constitute a default under this Agreement. Ifthe Party who receives notice of a default from the other Party cures, corrects or remedies the alleged default within fifteen ( 15) calendar days after receipt of written notice by the other Party specifying such default, such Party shall not be in default under this Agreement. In such cases where more than fifteen ( 15) calendar days are reasonably required to cure said default the defaulting Party shall commence the cure within fifteen ( 15) calendar days and diligently pursue the cure. Any monetary default shall be cured within the fifteen ( 15) calendar day cure period. Notwithstanding, anything contrary in this Agreement, under all circumstances, each Party shall exercise good faith and commercially 5097426. 1 - L853. 1
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reasonable efforts to cure, correct or remedy any default, time being of the essence. If there are less than fifteen ( 15) days remaining in the Negotiation Period, the cure period allowed pursuant to this Section 13( a) shall be automatically reduced to the number of days remaining in the Negotiation Period.
b) The Party claiming that a default has occurred shall give written notice of default to the Party claimed to be in default, specifying the alleged default. Delay in giving such notice shall not constitute a waiver of any default nor shall it change the time of default. However, the injured Party shall have no right to exercise any remedy for a default under this Agreement, without first delivering written notice of the default and allowing the applicable period to cure any such default as set forth in Section 13( a).
c) Any failure or delay by a Party in asserting any of its rights or remedies as to any default shall not operate as a waiver of any default or of any rights or remedies associated with a default.
d) Subject to Section 13( a), if a default of either Party remains uncured for more than fifteen ( 15) calendar days following receipt of written notice of such default, a " breach" of this Agreement by the defaulting Party shall be deemed to have occurred. In the event of a breach of this Agreement, the sole and exclusive remedy ofthe Party who is not in default shall be to terminate this Agreement by serving written notice of termination on the Party in breach and the non -defaulting Party shall also be entitled to receive the damages as provided for in Section
12. 14. Compliance with Law. Developer acknowledges that any future DDA, if approved by the governing body of the City, will require Developer ( among other things) to carry out the development of the Project in conformity with all applicable laws, including all applicable building, planning and zoning laws, environmental laws, safety laws and federal and state labor and wage laws.
15. Press Releases. The Developer agrees to obtain the approval of the City Manager or his or her designee or successor in function of any press releases Developer may propose relating to the lease or redevelopment of the Property or negotiation of a DDA with the City, prior to publication. The rights and obligations in this provision shall not apply to leasing and marketing brochures and/ or information distributed by email or placed online on a brokerage website or real estate website such as LoopNet. com.
16. Notice. All notices required under this Agreement shall be presented in person, by nationally recognized overnight delivery service or by facsimile and confirmed by first class certified or registered United States Mail, with return receipt requested, to the address and/ or fax number for the Party set forth in this Section 16. Notice shall be deemed confirmed by United States Mail effective the third ( 3rd) business day after deposit with the United States Postal Service. The Party tendering notice shall maintain proof of delivery and provide such proof if requested by the other Party. Notice by personal service or nationally recognized overnight delivery service shall be effective upon delivery. Either Party may change its address for receipt of notices by notifying the other Party in writing. Delivery of notices to courtesy copy recipients shall not be required for valid notice to a Party:
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TO DEVELOPER: San Bernardino Development Company
LLC
ATTN: Ran Torkan
4221 Wilshire Boulevard, Suite 380
Los Angeles, CA 90010
Telephone: 323. 932. 7777
Email: jtorkan@icoreg. com
COPY TO: Renaissance Downtowns USA LLC
ATTN: Donald Monti
410 Jericho Turnpike, Suite 202
Jericho, NY 11753
Telephone: 516.457. 7545
Email:
dmonti@renaissancedowntownsusa. com
Ernesto Hidalgo
1050 W. Alameda Ave., 4501
Burbank, CA 91506
Telephone: 818.454.8762
Email:
ehidalgo@renaissancedowntownsusa. com
AlvaradoSmith, APC
633 W. 5t' Street, Suite 900
Los Angeles, CA 90071
Attn: Raul F. Salinas
Attn: Jerry J. Ruiz
Email: rsalinas@alvamdosmith. com and
jruiz@alvamdosmith. com
TO CITY Robert D. Field
City Manager
City of San Bernardino
290 North " D" Street
San Bernardino, California 92401
Office: 909. 384. 5122 1 Fax: 909.384. 5138
Field—[email protected]
COPY TO: Michael A. Huntley
Director of Community and Economic Development
City of San Bernardino
290 North " D" Street
San Bernardino, CA 92401
Office: 909- 3 84- 5357
Huntle±
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Sonia Carvalho
City Attorney
City of San Bernardino
18101 Von Karman Ave
Suite 1000
Irvine, CA 92612
Office: ( 949) 263- 2600
Fax: ( 949) 260- 0972
17. Warranty Against Payment of Consideration for Agreement. Developer warrants that it has not paid or given, and will not pay or give, any third party any money or other consideration for obtaining this Agreement. Third parties, for the purposes of this Section 17, shall not include persons to whom fees are paid for professional services, if rendered by attorneys, financial consultants, accountants, engineers, architects, brokers, marketing and public relations consultants and other consultants, when such fees and services are considered necessary by Developer.
18. Acceptance of Agreement by Developer. Developer shall acknowledge its acceptance of this Agreement by delivering to the City three ( 3) original counterpart executed copies ofthis Agreement signed by the authorized representative(s) of Developer.
19. Counterpart Originals. This Agreement may be executed by the City and Developer in multiple counterpart originals, all of which together shall constitute a single agreement.
20. No Third -Party Beneficiaries. Nothing in this Agreement is intended to benefit any person or entity other than the City or Developer.
21. Governing Law. The City and Developer acknowledge and agree that this Agreement was negotiated, entered into and is to be fully performed in the City of San Bernardino, California. -The City and Developer agree that this Agreement shall be governed by, interpreted under, and construed and enforced in accordance with the laws of the State of California, without application of such laws' conflicts of laws principles. The venue for any such action shall be San Bernardino County.
22. Waivers. No waiver of any breach of any term or condition contained in this Agreement shall be deemed a waiver of any preceding or succeeding breach of such term or condition, or of any other term or condition contained in this Agreement. No extension of the time for performance of any obligation or act, no waiver of any term or condition of this Agreement, nor any modification of this Agreement shall be enforceable against the City or the Developer, unless made in writing and executed by both the City and the Developer.
23. Construction. Headings at the beginning of each section and sub -section of this Agreement are solely for the convenience of reference of the City and Developer and are not a part of this Agreement. Whenever required by the context ofthis Agreement, the singular shall include the plural and the masculine shall include the feminine and vice versa. This Agreement shall not 5097426. 1- 1. 853. 1
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be construed as if it had been prepared by one or the other of the City or Developer, but rather as if both the City and Developer prepared this Agreement. Unless otherwise indicated, all references to sections are to this Agreement. All exhibits referred to in this Agreement are attached to this Agreement and incorporated into this Agreement by this reference. Ifthe date on which the City or Developer is required to take any action pursuant to the terms ofthis Agreement is not a business day ofthe City, the action shall be taken on the next succeeding business day of the City.
24. Attorneys' Fees. If either Party hereto files any action or brings any action or proceeding against the other arising out of this Agreement, then the prevailing Party shall be entitled to recover as an element of its costs of suit, and not as damages, its reasonable attorneys' fees as fixed by the court, in such action or proceeding or in a separate action or proceeding brought to recover such attorneys' fees. For the purposes hereof the words " reasonable attorneys' fees" mean and include, in the case of either Party, salaries and expenses of the lawyers working for or employed by such Party ( allocated on an hourly basis) to the extent they provide legal services to such Party in connection with the representation of that Party in any such matter.
Signatures on following page]
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THE CITY OF SAN BERNARDINO
EXCLUSIVE NEGOTIATION AGREEMENT
Carousel Mall)
IN WITNESS WHEREOF, the City and the Developer have executed this Negotiation Agreement on the dates indicated next to each ofthe signatures of their authorized representatives, as appear below.
DEVELOPER:
SAN BERNARDINO DEVELOPMENT
COMPANY, LLC
Dated: 8/ 11/ 2021 By: T>&91a" N&M4ZIts: Authorized Representative CITY:
THE CITY AN B RDINO
By:
ATTES
By: ZL'4
City Clerk
APPROVED AS TO FORM:
BEST BEST & KRIEGER, LLP
13 City Attorney
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EXHIBIT " A"
TO
NEGOTIATION AGREEMENT
Property Le, --al Descri: tion
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Exhibit " A"
Legal Description
All that certain Real Property situated in the City of San Bernardino, County of San Bernardino, State of California, described as follows:
Parcels 4, 5, 6, 7, 8, 9, 10, 11, 13, 14, 15, 16, 18, 19, 20 of Parcel Map No. 688, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 25, Pages 47 through 58, inclusive, of Parcel Maps in the Office of the County Recorder of said County.
Along with those certain easements created by, or arising out of, that certain instrument entitled Declaration of Restrictions, Construction, Operation, Restriction and Easement Agreement" dated as of December 24, 1970, executed by the Redevelopment Agency of the City of San Bernardino, a public body corporate and politic, John S. Griffith & Co., a corporation, and Curci- Turner Co., a partnership, Joint Venturers under the name and style of Central City Company, J. C. Penney Company, Inc., a corporation, Monwar Property Corporation, a corporation, The Harris Company, a corporation, City of San Bernardino, California, a municipal corporation, Upham Development Company, a Texas limited partnership, and Connecticut General Mortgage and Realty Investments, a Massachusetts business trust, which instrument was recorded on December 24, 1970, in Book 7580, Page 280, Official Records of San Bernardino, California, including rights of pedestrian and vehicular ingress, egress and access, as said easements are more particularly described therein.
APNs: 0134- 181- 28 0134- 231- 27
0134- 201- 25 0134- 231- 28
0134- 211- 34 0134- 231- 29
0134- 211- 36 0134- 231- 31
0134- 211- 38 0134- 291- 11
0134- 221- 43 0134- 301- 20
0134- 221- 45 0134- 301- 22
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EXHIBIT " B"
WC
NEGOTIATION AGREEMENT
Conceptual Site Plan
r
a
rs
rIre
ay
0 ,, _
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EXHIBIT " C"
TO
NEGOTIATION AGREEMENT
Schedule of Performance
Within 15 Days of Effective Date ( , 2021) of ENA
Deal Term Memo
Developer shall submit a list of deal terms for discussion which shall be utilized in the City' s preparation of the first draft of the DDA.
Within 30 days of Effective Date (_, 2021) of ENA
DDA Negotiation Sessions Developer and City shall hold the first meeting to negotiate the DDA and establish a meeting schedule for the negotiation of the DDA..
Within 90 Days of Effective Date ( , 2021) of ENA
Project Development A proposed time schedule and cost estimates for the development of the Project on Schedule and Cost the Property
Estimate
Full Project Submittal Submit a proposed complete conceptual development plan for the Project on the Property that describes and depicts: ( 1) the location and placement of proposed buildings and ( 2) the architecture and elevations of the proposed buildings.
Within 120 Days of Effective Date ( ) of ENA
Submit proposed zoning change parameters or changes to the City' s General Plan, as Zoning/ FBC it relates to the development of the Property and the Specific Plan for the redevelopment of the City' s Downtown Core Area, if any, necessary to accommodate the Project on the Property, including recommendations for a form based development zoning code specific to the Property
Tenant/ Development Provide staff with a list of potential users/ tenants for the Property and development Partners partners or merchant builders for the development of the Property.
Proforma and
Development Schedule
Fiscal Impact/ Benefit
Analysis
Submit proforma and preliminary development schedule including a proposed financing plan identifying financing sources for all private and public improvements proposed for the Project.
Developer shall submit a preliminary financial analysis demonstrating the costs and benefits to the City for all construction, maintenance and operations of all proposed public improvements, the costs of additional or increased levels of public services an any new public revenues anticipated to be generated by the Project Development Partners Submit letter( s) identifying investment partners. and Structure
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Submit letter(s) of interest (" LOI") identifying lenders and proof of ability to obtain Funding Partners and financing for what is to be developed on the Property under a revised Form Based Structure Zoning Code..
Within 150 Days of Effective Date (_) of ENA
Draft DDA I Complete negotiations and draft Disposition and Development Agreement.
Final Revisions I Finalize revisions to development proposal and all relevant materials City Council Hearing
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Within 180 Days of Effective Date (_) of ENA
Present development proposal and DDA to Council for final review and approval Packet Pg. 44
MANAGER' S CERTIFICATE
SAN BERNARDINO DEVELOPMENT COMPANY LLC)
The undersigned, DONALD MONTI. in his capacity as Manager of San Bernardino Development Company LLC, a California limited liability company (" Company"), solely in such capacity, hereby certifies to the City of San Bernardino that:
1. Attached hereto as Exhibit A is a true, correct and complete copy of the Certified Copy ofthe Articles ofOrganization ofthe Company, filed with the California Secretary ofState on April 27, 2021, Entity (File) Number 202111710716, which Articles ofOrganization have not been amended or modified and are in full force and effect as of the date hereof.
2. Attached hereto as Exhibit B is a true, correct and complete copy of Schedule I to the Operating Agreement of the Company that lists the name and address of each Member, which Schedule 1 has not been amended or modified and is in full force and effect as of the date hereof.
3. The Employer Identification Number (" EIN") of the Company is 87- 2101138.
IN WITNESS WHEREOF, the undersigned has executed this Manager' s Certificate as ofthis 101' day ofAugust, 2021.
T. c? i2ertzi
DONALD MONTI
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EXHIBIT A
Certified Copy of Articles of Organization of San Bernardino Development Company LLC California Secretary of State
Electronic Certified Copy j
I, SHIRLEY N. WEBER, Ph. D.. Secretary of State of the State of California, hereby certify that the attached transcript of 1 page is a full, true and correct copy of the original record in the custody of the California Secretary of State' s office.
IN WITNESS WHEREOF, I execute
this certificate and affix the Great
Seal of the State of California on
this day of April 27, 2021
SHIRLEY N. WEBER, Ph. D.
Secretary of State
Verification Number: KGVEUY
Entity ( File) Number: 202111710716
To verify the issuance of this certificate, use the Verification Number above with the Secretary of State Electronic Veriication Search.ava;1abie at bfzffle.sos.ca.gav
Exhibit A
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i
California Secretary of State
Electronic Filing Secretary of State
State of California
LLC Registration — Articles of Organization
Entity Name: >- San Bemardino Development Z)
Company LLC j
Entity ( File) Number. 202111710716 Y
File Date: 04/23/2021 L
Entity Type: Domestic LLC g
Jurisdiction: California E
Detailed Filing Information r $
1. Enemy Name: San Bemardino Development Comparry LLC
o
2. BusinessAddresses:
a. kutial StreetAddress of +-
Designated Office in California: 4221 W51shire Blvd, Suite 380 ( q
Los Angeles, California 90010
United States
b. Initial NW14rg Address:
U
4221 14' ilstlire Blvd. Suite MO
Los Angeles, California 90010
United States
3. Agent for Service of Process: Jien Torkan
4221 WVsture Boulevard, Suite 3tk1
Los Angeles Callfomia [ Colo
unm States
4. Management structure: More than One Manager
5. Purpose statement: The purpose ofthe limited liability company is to engage in any IawfW act
or activity forwhich a limited liability
company may be organized underthe
California Revised Uniform Limited
LiabilityCompanyAct.
Electronic signature:
The organizer affirms the information contained herein Is true and correct.
Organizer. Jlsn Torkan
Use blslffe. sos. ca. govroronlineMing& searches. buslness records. andre" Wos.
Exhibit A
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FXHTRTT R
Schedule 1 to Operating Agreement
of San Bernardino Development Company LLC
Member Address Membershi ) Interest
Donald Monti c/o Renaissance Downtowns USA LLC 50%
410 Jericho Turnpike
Suite 202
Jericho, New York 11753
Jian Torkan c/o ICO Real Estate Group, Inc. 50%
4221 Wilshire Blvd.
Suite 380
Los Angeles, California 90010
Exhibit B
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FIRST AMENDMENT TO
THE CITY OF SAN BERNARDINO
EXCLUSIVE NEGOTIATION AGREEMENT
Carousel Mall)
THIS FIRST AMENDMENT TO THE EXCLUSIVE NEGOTIATION AGREEMENT Agreement") is dated as ofMarch 13, 2022, for reference purposes only, and is entered into by and between the City of San Bernardino, a public body corporate and politic (" City") and San Bernardino Development Company, LLC, a California limited liability company (" Developer"), to provide a specified period of time to attempt to negotiate a disposition and development agreement. The City and the Developer are sometimes referred to in this Agreement individually, as a " Party" and, collectively, as the " Parties." This Agreement is entered into by the Parties with reference to the following recited facts ( each, a " Recital"):
RECITALS
A The City is the owner of that certain real property located at 295 Carousel Mall, San Bernardino, CA 92401, San Bernardino ( APN ) and more specifically described in Exhibit A ("Property"); and
B The City has an interest in developing the Property and issued a Request for Qualifications; and
C The City received qualification submittals from multiple development teams and after review and clarification has chosen to proceed with Developer; and D The City complied with the Surplus Land Act (" SLA") ( Gov' t Code Section 54220 et seq.) and received confirmation from the California Department of Housing and Community Development on September 2, 2021; and
E The City and Developer entered into the original ENA ("Original ENA") effective September 13, 2021 for a term of 180 days; and
F The Original ENA expires on March 14, 2022 and the parties desire to extend the term ofthe Original ENA administratively as provided for in Section 3( b) ofthe Original ENA for ninety ( 90) days.
NOW, THEREFORE, IN VIEW OF THE GOALS AND OBJECTIVES OF THE CITY
RELATING TO THE SALE AND DEVELOPMENT OF THE PROPERTY AND THE
PROMISES OF THE CITY AND THE DEVELOPER SET FORTH IN THIS AGREEMENT, THE CITY AND THE DEVELOPER AGREE, AS FOLLOWS:
1. Incorporation of Recitals. The Recitals of fact set forth above are true and correct and are incorporated into this Agreement, in their entirety, by this reference. 5097426. 1 - L853. 1
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2. Term. The Term of the ENA is hereby extended administratively pursuant to Section 3( b) ofthe Original Agreement for ninety (90) days and shall now expire on Monday, June 13, 2022, unless extended as provided for in the Original ENA.
3. Affirmation Regarding Absence of Defaults. Each Parry hereby represents and warrants to the other Party that, as of the Effective Date of this First Amendment, the non - representing Party is not in material uncured default ofthe Original ENA and that there have been no events that, with the passage of time, the giving of notice, or both, would constitute an event of default under the Original ENA. Each Parry understands that the foregoing representation and warranty constitutes material consideration to the other Parry for the other Party's entry into this First Amendment.
4. Effectiveness of First Amendment. The rights and duties of the City and the Developer established by this First Amendment shall commence on the first date on which all of the following have occurred: ( 1) execution of this First Amendment by the authorized representative(s) ofthe Developer and delivery of such executed First Amendment to the City, and 2) approval ofthis First Amendment by the City Manager as provided in Section 3 ofthe Original ENA and delivery of such executed First Amendment to the Developer.
5. Effect Upon Original ENA. Except as expressly amended by this First Amendment, the Original ENA remains in full force and effect, unmodified except as otherwise expressly herein provided. Wherever the term " Agreement" appears in the Original ENA, it shall be read and understood to mean the Original ENA as amended by this First Amendment. In the event of any direct conflict or inconsistency between the terms ofthe Original ENA and this First Amendment, the terms ofthis First Amendment shall be controlling to the extent of such conflict or inconsistency.
Signatures on following page]
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THE CITY OF SAN BERNARDINO
FRIST AMENDMENT TO THE EXCLUSIVE NEGOTIATION AGREEMENT
Carousel Mall)
IN WITNESS WHEREOF, the City and the Developer have executed this First Amendment to the Exclusive Negotiation Agreement on the dates indicated next to each of the signatures of their authorized representatives, as appear below.
Dated: 3/ 14/ 22
DEVELOPER -
SAN BERNARDINO DEVELOPMENT
COMPANY, LLC
LIM
Its: Authorized Representative
CITY:
THE CITY 9Z SAN BERNARDINO
By.
ATTEST
By
City Clerk
APPROVED AS TO FORM: -
BEST BEST & KRIEGER, LLP
B
CityAttorney
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DISCUSSION
City of San Bernardino
Request for Council Action
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Barbara Whitehorn, Agency Director of Administrative Services Department: Human Resources
Subject: Annual Increases per Bargaining Unit MOUs,
Correction to Reclassification of Deputy Director of
Public Works/City Engineer and City Clerk Agreement
Recommendation
Adopt Resolution No. 2022-135 of the Mayor and City Council of the City of San Bernardino, California, approving the salary schedule for the SBPOA, SBCMA, Middle Management, General Unit, SBPDA and Executive Group, approving the reclassification of the Deputy Director of Public Works/City Engineer and approving the First Amendment to the City Clerk's Employment Agreement.
Background
The California Meyers-Millias-Brown-Act (MMBA) requires the City to meet and confer, in good faith, with its bargaining groups on all matters relating to employment conditions and employer-employee relations including but not limited to wages, hours, and other terms and conditions of employment. The City has long recognized the San Bernardino Police Officers Association (SBPOA), San Bernardino Confidential and Management Association (SBCMA), the International Brotherhood of Teamsters Local 1932 (Teamsters), and the International Union of Operating Engineers Local 12 (IUOE) for purposes of meeting and conferring related to conditions of employment of police officers and other sworn, non-management positions in the San Bernardino Police Department, Management/Confidential, Middle Management and General Unit employees, respectively. The San Bernardino Police Dispatchers Association (SBPDA) broke away from the IUOE and was formally recognized by the City on February 17, 2021. All five units entered into agreements with the City through FY 2025 in the fall and winter of 2021/22. Those agreements were ratified by the members of SBPOA on October 13, 2021, SBCMA on October 26, 2021, Teamsters on October 27, 2021, IUOE on October 20, 2021, and SBPDA on February 2, 2022. The Executives, which include the Department Directors and the Agency Directors, were Packet Pg. 65
part of the SBCMA during negotiations are now a separate group.
Discussion
Within the Memoranda of Understanding, there were agreed upon COLAs for FY 2022/23 and other pay and benefits. These are detailed below.
SBPOA
COLA:
2.70%
Advanced POST Certificate Pay increase from $450 to $500.
SBCMA
COLA:
2.70%
Continued implementation of the classification and compensation study, ensuring that members remain in market-rate ranges.
Middle Management
COLA: 3.28%
Continued implementation of the classification and compensation study, ensuring that members remain in market-rate ranges.
General Unit
COLA: 3.20%
Continued implementation of the classification and compensation study, ensuring that members remain in market-rate ranges.
SBPDA
COLA: 4.35%
Continued implementation of the classification and compensation study, ensuring that members remain in market-rate ranges.
Executives
COLA: 2.70%
For all employees, the monthly City contribution to employee health benefit premiums will continue to be benchmarked at the Kaiser Permanente premium amounts, which are anticipated to be approximately 9.5% higher for FY 2022/23.
On June 15, 2022, Mayor and City Council adjusted the classification of the Deputy Directors of Community and Economic Development and Public Works and added classifications for the Agency Directors. Staff inadvertently made an error in the Deputy Director of Public Works/City Engineer Salary Range, including it as range 655. The correct salary range is 678.
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Also on June 15, 2022, in Closed Session, the Mayor and City Council authorized the City Manager to negotiate new employment terms for the City Clerk. The negotiations were completed within the parameters set by the Mayor and City Council and an amendment to her contract was drafted. The City Clerk’s new salary range, pay rate, and other terms of employment are attached (Attachment 4). The proposed amendment to the City Clerk’s Employment Agreement along with the current Employment Agreement are also attached (Attachments 5 & 6). The proposed changes include: (1) moving the City Clerk to the step closest to the mid-point of the salary range for the City Clerk based on the most recent class and compensation study; and (2) a modest increase in severance for a not-for-cause termination (up to a maximum of 6 months after two more years of service). 2021-2025 Strategic Targets and Goals
This action aligns with Goal 2. Focused, Aligned Leadership and Unified Community, a. Build a culture that attracts, retains, and motivates the highest quality talent.
Fiscal Impact
Conclusion
Adopt Resolution No. 2022-135 of the Mayor and City Council of the City of San Bernardino, California, approving the salary schedule for the SBPOA, SBCMA, Middle Management, General Unit, SBPDA and Executive Group, approving the reclassification of the Deputy Director of Public Works/City Engineer and approving the First Amendment to the City Clerk’s Employment Agreement.
FINANCIAL
DATA
Current Fiscal Year: Next Fiscal Year: Total Cost: Ongoing Cost:
COST $ 3,534,943 $ $ 3,534,943 $
3,534,943
GENERAL
FUND SHARE
$ 3,534,943 $ $ 3,534,943 $
3,534,943
SOURCE OF FUNDS: Some employees are
accounted for in funds other than the General
Fund such as the Information Technology
Fund (an internal service fund) and the Animal
Services Fund. However, these funds are
General Fund supported, thus the ultimate
financial impact is to the General Fund. The
impact of the increases and COLA were
accounted for in the FY 2022/23-24 Biennial
Budget.
Budget Adjustment:
No
For Fiscal Year: 22/23
Packet Pg. 67
Attachments
Attachment 1- Resolution No. 2022-135
Attachment 2- SBPD Salary Table
Attachment 3- Citywide Salary Schedule
Attachment 4- City Clerk Range and Terms
Attachment 5- First Amendment to City Clerk Employment Agreement Attachment 6- City Clerk Employment Agreement
Ward: All Wards
Packet Pg. 68
Synopsis of Previous Council Actions:
June 15, 2022 The Mayor and City Council Adopted Resolution No. 2022-125 adding classifications for Agency Directors and amending the City-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
February 2, 2022 The Mayor and City Council Adopted Resolution No. 2022-13 approving the Police Dispatch Employees Memorandum of Understanding (MOU), Job Descriptions, and Updating the City-wide Salary Schedule.
November 3, 2021 The Mayor and City Council Adopted Resolution No. 2021-268 amending the City-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
October 20, 2021 The Mayor and City Council Adopted Resolution No. 2021-232 amending the City-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
September 15, 2021The Mayor and City Council Adopted Resolution No. 2021-232 amending the City-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
February 17, 2021 The Mayor and City Council adopted Resolution No. 2021-30, recognizing the San Bernardino Police Dispatch Association (SBPDA) as the majority representative for the Police Dispatcher I and Police Dispatcher I positions for the purposes of employer-employee relations with the City.
Packet Pg. 69
Resolution No. 2022-XXX
Resolution 2022-XXX
July 20, 2022
RESOLUTION NO. 2022-XXX
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
APPROVING THE FOLLOWING: (1) IMPLEMENTATION
OF THE AGREED-UPON COST-OF-LIVINGADJUSTMENTS AND OTHER TERMS PER THE
BARGAINING UNIT MEMORANDA OF
UNDERSTANDING WITH THE SAN BERNARDINO
POLICE OFFICERS ASSOCIATION (SBPOA), THE
INTERNATIONAL BROTHERHOOD OF TEAMSTERS
LOCAL 1932 (TEAMSTERS), THE INTERNATIONAL
UNION OF OPERATING ENGINEERS LOCAL 12 (IUOE),
THE SAN BERNARDINO POLICE DISPATCHERS
ASSOCIATION (SBPDA) AND THE AGREEMENT WITH
THE EXECUTIVE GROUP; (2) THE SALARY RANGE FOR
THE DEPUTY DIRECTOR OF PUBLIC WORKS/CITY
ENGINEER; (3) THE FIRST AMENDMENT TO THE CITY
CLERK’S EMPLOYMENT AGREEMENT ALONG WITH
SALARY RANGE, RATE OF PAY AND TERMS OF
EMPLOYMENT FOR THE CITY CLERK; AND (4) THE
FISCAL YEAR 2022/23 CITY-WIDE SALARY SCHEDULE
FOR FULL-TIME, PART-TIME, TEMPORARY, AND
SEASONAL POSITIONS.
WHEREAS, the City of San Bernardino entered into Memoranda of Understanding (MOUs) with employee bargaining units in good faith; and WHEREAS, those MOUs include annual Cost-of-Living Adjustments and other terms and adjustments; and
WHEREAS, the FY 2022/23-24 Biennial Budget includes funding for the costs associated with the agreed-upon increases in the MOUs; and
WHEREAS, the salary range for the Deputy Director of Public Works/City Engineer will align with the market; and
WHEREAS, the Mayor and City Council have agreed to the terms of employment and rate of pay for the City Clerk; and
WHEREAS, the salary schedule includes all adopted and approved classification and salaries; and
WHEREAS, the salary schedule meets the California Public Employee’s Retirement Systems (CalPERS) pay rate reporting requirements in accordance to Government Code Section Packet Pg. 70
Resolution No. 2022-XXX
Resolution 2022-XXX
July 20, 2022
20636 defining “Compensation Earnable” and the California Code of Regulations (CCR) Section 570.5.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.
SECTION 2. The classification of Deputy Director of Public Works/City Engineer (U), Range 678, $13,772.65 - $16,740.66/month, is hereby established and approved.
SECTION 3. The City Manager is authorized to execute the First Amendment to The Employment Agreement with the City Clerk, which is attached hereto as Exhibit B. The classification of City Clerk (U), Range N/A, $10,590.00 - $12,873.00/month, is hereby established and approved.
SECTION 4. The City-wide salary schedule for all City of San Bernardino’s classifications attached hereto and incorporated herein as Exhibit A, is hereby approved.
SECTION 5. The Mayor and City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.
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.
Packet Pg. 71
Resolution No. 2022-XXX
Resolution 2022-XXX
July 20, 2022
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 20th day of July 2022.
John Valdivia, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
Packet Pg. 72
Resolution No. 2022-XXX
Resolution 2022-XXX
July 20, 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-___, adopted at a regular meeting held on the ___ day of _______ 2022 by the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________ 2022.
Genoveva Rocha, CMC, City Clerk
Packet Pg. 73
CITY OF SAN BERNARDINO POLICE DEPARTMENT
First 6 Following Third Fourth Fifth & SubMonths 18 Months Year Year sequent Yrs.
TITLE Service Service Service Service Service
Monthly Pay Rates Effective July 1, 2022:
Police Officer $7,334.59 $7,949.49 $8,565.46 $9,180.36 $9,795.27 P-1
Detective/Corporal $8,516.94 $9,180.36 $9,843.78 $10,506.16 $11,169.58 P-2
Sergeant $9,638.12 $10,383.81 $11,129.50 $11,876.25 $12,621.94 P-3
Lieutenant -- -- -- -- $14,743.00
P-4
Captain -- -- -- -- $17,351.00
P-5
Assistant Chief -- -- -- -- $21,242.00
P-6
Packet Pg. 74
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
30011 ACCOUNTANT I (FLEX) 465 $4,856.29 MONTHLY $5,903.30 MONTHLY GENERAL 30012 ACCOUNTANT II 485 $5,366.34 MONTHLY $6,523.11 MONTHLY GENERAL 10012 ACCOUNTANT II - PAYROLL 485 $5,259.93 MONTHLY $6,393.77 MONTHLY CONFIDENTIAL 20013 ACCOUNTANT III 520 $6,384.21 MONTHLY $7,760.40 MONTHLY MIDDLE MANAGEMENT 10860 ACCOUNTING DIVISION MANAGER (U) 608 $9,714.05 MONTHLY $11,807.69 MONTHLY MANAGEMENT 30017 ACCOUNTING TECHNICIAN I (FLEX) 399 $3,495.06 MONTHLY $4,247.23 MONTHLY GENERAL 30018 ACCOUNTING TECHNICIAN II 419 $3,860.93 MONTHLY $4,692.73 MONTHLY GENERAL 30030 ACCOUNTING TECHNICIAN III 437 $4,223.56 MONTHLY $5,133.91 MONTHLY GENERAL 30709 ADMINISTRATIVE ASSISTANT 400 $3,512.28 MONTHLY $4,268.76 MONTHLY GENERAL 10081 ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U) 464 $4,736.79 MONTHLY $5,757.77 MONTHLY CONFIDENTIAL 10092 ADMINISTRATIVE ASSISTANT TO THE MAYOR I (U) 410 $3,618.78 MONTHLY $4,398.22 MONTHLY CONFIDENTIAL 10093 ADMINISTRATIVE ASSISTANT TO THE MAYOR II (U) 430 $3,998.48 MONTHLY $4,859.14 MONTHLY CONFIDENTIAL 10534 ADMINISTRATIVE CLAIMS SPECIALIST 420 $3,803.35 MONTHLY $4,622.88 MONTHLY CONFIDENTIAL 20457 ADMINISTRATIVE SERVICES SUPERVISOR 484 $5,334.87 MONTHLY $6,484.20 MONTHLY MIDDLE MANAGEMENT 10979 ADMINISTRATIVE SUPERVISOR AND EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 535 $6,749.21 MONTHLY $8,203.68 MONTHLY MANAGEMENT 09710 AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 09525 AGENCY DIRECTOR OF COMMUNITY, HOUSING AND ECONOMIC DEVELOPMENT (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 09760 AGENCY DIRECTOR OF PUBLIC WORKS, OPERATIONS AND MAINTENANCE (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 30140 ANIMAL CONTROL OFFICER I (FLEX) 411 $3,710.28 MONTHLY $4,509.79 MONTHLY GENERAL 30141 ANIMAL CONTROL OFFICER II 424 $3,958.85 MONTHLY $4,812.17 MONTHLY GENERAL 30092 ANIMAL LICENSE INSPECTOR 370 $3,023.75 MONTHLY $3,675.84 MONTHLY GENERAL 20320 ANIMAL SERVICES MANAGER 526 $6,577.74 MONTHLY $7,995.85 MONTHLY MIDDLE MANAGEMENT 30130 ANIMAL SERVICES REPRESENTATIVE 370 $3,023.75 MONTHLY $3,675.84 MONTHLY GENERAL 20319 ANIMAL SERVICES SUPERVISOR 478 $5,177.90 MONTHLY $6,293.90 MONTHLY MIDDLE MANAGEMENT 30119 ANIMAL SHELTER ATTENDANT 370 $3,023.75 MONTHLY $3,675.84 MONTHLY GENERAL 00300 APPRENTICE (PT) 381 $2,969.00 MONTHLY $3,608.00 MONTHLY NA 20620 AQUATICS SUPERVISOR 468 $4,925.24 MONTHLY $5,987.48 MONTHLY MIDDLE MANAGEMENT 30400 ARBORIST 452 $4,551.76 MONTHLY $5,533.13 MONTHLY GENERAL 30894 ASSESSMENT DISTRICT/REAL PROP SPECIALIST 500 $5,782.78 MONTHLY $7,028.87 MONTHLY GENERAL 30271 ASSISTANT BUYER 430 $4,079.37 MONTHLY $4,957.44 MONTHLY GENERAL 50141 ASSISTANT CHIEF OF POLICE P6 $21,242.00 MONTHLY $21,242.00 MONTHLY POLICE MANAGEMENT 10644 ASSISTANT CITY MANAGER (U) 705 $15,758.71 MONTHLY $19,152.82 MONTHLY EXECUTIVE 00212 ASSISTANT LITERACY PROGRAM COORDINATOR (PT) (GRANT FUNDED) 385 $3,029.00 MONTHLY $3,681.00 MONTHLY NA 30168 ASSISTANT PLANNER (FLEX) 486 $5,393.24 MONTHLY $6,555.40 MONTHLY GENERAL 10216 ASSISTANT TO THE CITY MANAGER (U) 580 $8,448.38 MONTHLY $10,268.84 MONTHLY MANAGEMENT 10104 ASSISTANT TO THE MAYOR I (U) 430 $3,998.48 MONTHLY $4,859.14 MONTHLY MANAGEMENT 10105 ASSISTANT TO THE MAYOR II (U) 480 $5,130.20 MONTHLY $6,235.56 MONTHLY MANAGEMENT 10106 ASSISTANT TO THE MAYOR III (U) 530 $6,583.62 MONTHLY $8,002.23 MONTHLY MANAGEMENT 10107 ASSISTANT TO THE MAYOR IV (U) 580 $8,448.38 MONTHLY $10,268.84 MONTHLY MANAGEMENT 20169 ASSOCIATE PLANNER 515 $6,227.24 MONTHLY $7,569.02 MONTHLY MIDDLE MANAGEMENT 00194 BACKGROUND INVESTIGATOR (PT) 493 $5,190.00 MONTHLY $6,308.00 MONTHLY NA 10060 BUDGET DIVISION MANAGER (U) 608 $9,714.05 MONTHLY $11,807.69 MONTHLY MANAGEMENT 10062 BUDGET OFFICER 581 $8,490.57 MONTHLY $10,319.47 MONTHLY MANAGEMENT 20250 BUILDING INSPECTION SUPERVISOR 542 $7,124.98 MONTHLY $8,660.29 MONTHLY MIDDLE MANAGEMENT 30072 BUILDING INSPECTOR I (FLEX) 460 $4,736.84 MONTHLY $5,758.03 MONTHLY GENERAL City of San Bernardino
Salary Schedule
SALARY SCHEDULE FOR FISCAL YEAR 2021/2022 1 of 7
EXHIBIT A
Packet Pg. 75
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
30073 BUILDING INSPECTOR II 487 $5,420.15 MONTHLY $6,587.68 MONTHLY GENERAL 30074 BUILDING INSPECTOR III 511 $6,108.83 MONTHLY $7,425.93 MONTHLY GENERAL 10500 BUILDING OFFICIAL (U) 613 $9,959.81 MONTHLY $12,105.12 MONTHLY MANAGEMENT 30502 BUSINESS REGISTRATION INSPECTOR 459 $4,713.17 MONTHLY $5,728.98 MONTHLY GENERAL 20263 BUSINESS REGISTRATION MANAGER 530 $6,711.05 MONTHLY $8,157.12 MONTHLY MIDDLE MANAGEMENT 30650 BUSINESS REGISTRATION REPRESENTATIVE I 419 $3,860.93 MONTHLY $4,692.73 MONTHLY GENERAL 30651 BUSINESS REGISTRATION REPRESENTATIVE II 429 $4,058.92 MONTHLY $4,932.69 MONTHLY GENERAL 20271 BUYER 460 $4,732.79 MONTHLY $5,753.10 MONTHLY MIDDLE MANAGEMENT 30292 CEMETERY CARETAKER 395 $3,425.12 MONTHLY $4,163.30 MONTHLY GENERAL 10398 CHIEF DEPUTY CITY CLERK (U) 565 $7,838.75 MONTHLY $9,528.42 MONTHLY MANAGEMENT 50280 CHIEF OF POLICE NA $22,195.99 MONTHLY $27,083.33 MONTHLY EXECUTIVE 10399 CITY CLERK (U) 636 $10,590.00 MONTHLY $12,873.00 MONTHLY MANAGEMENT 00601 CITY COUNCIL NA $1,166.67 MONTHLY $1,166.67 MONTHLY NA 10370 CITY MANAGER (U) NA $23,750.00 MONTHLY $23,750.00 MONTHLY MANAGEMENT 10495 CIVIL ENGINEERING DIVISION MANAGER (U) 620 $10,313.14 MONTHLY $12,535.45 MONTHLY MANAGEMENT 10273 CODE ENFORCEMENT DIVISION MANAGER (U) 563 $7,760.70 MONTHLY $9,433.50 MONTHLY MANAGEMENT 30450 CODE ENFORCEMENT OFFICER I (FLEX) 441 $4,308.57 MONTHLY $5,237.22 MONTHLY GENERAL 30455 CODE ENFORCEMENT OFFICER II 472 $5,029.53 MONTHLY $6,113.13 MONTHLY GENERAL 10135 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 482 $5,181.88 MONTHLY $6,298.84 MONTHLY CONFIDENTIAL 30135 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)/HOUSING PROGRAM ASSISTANT 420 $3,880.30 MONTHLY $4,716.40 MONTHLY GENERAL 30890 COMMUNITY DEVELOPMENT TECHNICIAN 446 $4,417.25 MONTHLY $5,369.57 MONTHLY GENERAL 30120 COMMUNITY INTERVENTION PROGRAM COORDINATOR 438 $4,245.08 MONTHLY $5,159.74 MONTHLY GENERAL 10100 COMMUNITY INTERVENTION PROGRAM MANAGER (U) 600 $9,334.35 MONTHLY $11,345.72 MONTHLY MANAGEMENT 30754 COMMUNITY POLICING SPECIALIST 470 $4,978.96 MONTHLY $6,052.87 MONTHLY GENERAL 20923 COMMUNITY RECREATION MANAGER 556 $7,639.98 MONTHLY $9,286.03 MONTHLY MIDDLE MANAGEMENT 30821 COMMUNITY RECREATION PROGRAM COORDINATOR 388 $3,307.83 MONTHLY $4,021.26 MONTHLY GENERAL 20925 COMMUNITY RECREATION PROGRAM SUPERVISOR 488 $5,442.38 MONTHLY $6,615.37 MONTHLY MIDDLE MANAGEMENT 20504 COMMUNITY SERVICES CENTER SUPERVISOR 458 $4,686.56 MONTHLY $5,696.12 MONTHLY MIDDLE MANAGEMENT 30758 COMMUNITY SERVICES OFFICER 410 $3,691.98 MONTHLY $4,487.20 MONTHLY GENERAL 20781 COMMUNITY SERVICES OFFICER SUPERVISOR 480 $5,229.50 MONTHLY $6,356.26 MONTHLY MIDDLE MANAGEMENT 30990 COMMUNITY SERVICES PROGRAM COORDINATOR 438 $4,245.08 MONTHLY $5,159.74 MONTHLY GENERAL 20424 CONSTRUCTION MANAGER 585 $8,829.09 MONTHLY $10,731.02 MONTHLY MIDDLE MANAGEMENT 10072 COUNCIL ADMINISTRATIVE SUPERVISOR (U) 506 $5,841.09 MONTHLY $7,099.38 MONTHLY CONFIDENTIAL 30604 CRIME ANALYSIS SUPPORT ASSISTANT 400 $3,512.28 MONTHLY $4,268.76 MONTHLY GENERAL 30603 CRIME ANALYST 493 $5,584.78 MONTHLY $6,787.83 MONTHLY GENERAL 00605 CRIME DATA TECHNICIAN (PT) 362 $2,700.00 MONTHLY $3,282.00 MONTHLY NA 20600 CRIME FREE PROGRAM COORDINATOR 490 $5,497.22 MONTHLY $6,682.02 MONTHLY MIDDLE MANAGEMENT 30602 CRIMINAL INVESTIGATION OFFICER 493 $5,584.78 MONTHLY $6,787.83 MONTHLY GENERAL 00054 CUSTODIAL AIDE (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 20616 CUSTODIAL SUPERVISOR 477 $5,152.09 MONTHLY $6,261.64 MONTHLY MIDDLE MANAGEMENT 30621 CUSTODIAN 368 $2,993.62 MONTHLY $3,639.26 MONTHLY GENERAL 30222 CUSTOMER SERVICE REPRESENTATIVE 386 $3,275.55 MONTHLY $3,981.45 MONTHLY GENERAL 30226 CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) 396 $3,442.34 MONTHLY $4,184.82 MONTHLY GENERAL 30227 CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) (U) 396 $3,442.34 MONTHLY $4,184.82 MONTHLY GENERAL 30224 CUSTOMER SERVICE REPRESENTATIVE (U) 386 $3,275.55 MONTHLY $3,981.45 MONTHLY GENERAL 30100 DATA ANALYST 444 $4,374.21 MONTHLY $5,316.84 MONTHLY GENERAL 10650 DEPUTY CITY CLERK I (U) 490 $5,392.83 MONTHLY $6,555.14 MONTHLY CONFIDENTIAL 10654 DEPUTY CITY CLERK II (U) 530 $6,583.62 MONTHLY $8,002.23 MONTHLY MANAGEMENT 10372 DEPUTY CITY MANAGER (U) 681 $13,980.43 MONTHLY $16,993.79 MONTHLY MANAGEMENT 10066 DEPUTY DIRECTOR OF FINANCE (U) 629 $10,786.71 MONTHLY $13,111.34 MONTHLY MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 2 of 7
EXHIBIT A
Packet Pg. 76
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
10720 DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS (U) 629 $10,786.71 MONTHLY $13,111.34 MONTHLY MANAGEMENT 10610 DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 629 $10,786.71 MONTHLY $13,111.34 MONTHLY MANAGEMENT 10638 DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U) 629 $10,786.71 MONTHLY $13,111.34 MONTHLY MANAGEMENT 10732 DEPUTY DIRECTOR OF PARKS/REC/COMM SVCS (U) 612 $9,910.23 MONTHLY $12,045.01 MONTHLY MANAGEMENT 10803 DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 678 $13,772.65 MONTHLY $16,740.66 MONTHLY MANAGEMENT 10802 DEPUTY DIRECTOR/CITY PLANNER (U) 662 $12,716.87 MONTHLY $15,457.05 MONTHLY MANAGEMENT 10400 DEPUTY LIBRARY DIRECTOR (U) 575 $8,239.54 MONTHLY $10,015.71 MONTHLY MANAGEMENT 40466 DETECTIVE/CORPORAL P2 $8,516.94 MONTHLY $11,169.58 MONTHLY POLICE SAFETY 10685 DIRECTOR OF ANIMAL SERVICES (U) 630 $10,840.50 MONTHLY $12,830.31 MONTHLY EXECUTIVE 10520 DIRECTOR OF COMMUNITY AND ECONOMIC DEVELOPMENT (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 10711 DIRECTOR OF FINANCE (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 10665 DIRECTOR OF HUMAN RESOURCES (U) 660 $12,590.30 MONTHLY $15,303.06 MONTHLY EXECUTIVE 10625 DIRECTOR OF INFORMATION TECHNOLOGY (U) 660 $12,590.30 MONTHLY $15,303.06 MONTHLY EXECUTIVE 10731 DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 662 $12,716.87 MONTHLY $15,457.05 MONTHLY EXECUTIVE 10753 DIRECTOR OF PUBLIC WORKS (U) 692 $14,769.37 MONTHLY $17,951.49 MONTHLY EXECUTIVE 20200 DISADVANTAGED BUSINESS ENTERPRISE (DBE) SPECIALIST 560 $7,793.72 MONTHLY $9,473.10 MONTHLY MIDDLE MANAGEMENT 10140 DIVERSITY, EQUITY & INCLUSION OFFICER (U) 590 $8,879.76 MONTHLY $10,794.10 MONTHLY MANAGEMENT 10125 ECONOMIC DEVELOPMENT DIVISION MANAGER (U) 600 $9,334.35 MONTHLY $11,345.72 MONTHLY MANAGEMENT 10127 ECONOMIC DEVELOPMENT PROJECT MANAGER 560 $7,645.73 MONTHLY $9,293.22 MONTHLY MANAGEMENT 10120 ECONOMIC DEVELOPMENT SPECIALIST 500 $5,668.11 MONTHLY $6,889.49 MONTHLY CONFIDENTIAL 30831 ELECTRICIAN I (FLEX) 445 $4,395.73 MONTHLY $5,342.67 MONTHLY GENERAL 30841 ELECTRICIAN II 465 $4,856.29 MONTHLY $5,903.30 MONTHLY GENERAL 10367 EMERGENCY OPERATIONS MANAGER 565 $7,838.75 MONTHLY $9,528.42 MONTHLY MANAGEMENT 30432 ENGINEERING ASSISTANT I (FLEX) 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 30434 ENGINEERING ASSISTANT II 475 $5,104.86 MONTHLY $6,205.67 MONTHLY GENERAL 30436 ENGINEERING ASSISTANT III 511 $6,108.83 MONTHLY $7,425.93 MONTHLY GENERAL 20441 ENGINEERING ASSOCIATE 532 $6,777.71 MONTHLY $8,238.83 MONTHLY MIDDLE MANAGEMENT 10180 ENGINEERING PROJECT MANAGER 590 $8,879.76 MONTHLY $10,794.10 MONTHLY MANAGEMENT 30445 ENGINEERING TECHNICIAN 446 $4,417.25 MONTHLY $5,369.57 MONTHLY GENERAL 10200 ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 532 $6,649.01 MONTHLY $8,082.39 MONTHLY MANAGEMENT 30420 ENVIRONMENTAL PROGRAMS COORDINATOR 464 $4,832.61 MONTHLY $5,874.25 MONTHLY GENERAL 20444 ENVIRONMENTAL PROJECT MANAGER 560 $7,793.72 MONTHLY $9,473.10 MONTHLY MIDDLE MANAGEMENT 20024 EQUIPMENT MAINTENANCE MANAGER 551 $7,451.83 MONTHLY $9,058.09 MONTHLY MIDDLE MANAGEMENT 20025 EQUIPMENT MAINTENANCE SUPERVISOR 523 $6,480.97 MONTHLY $7,877.59 MONTHLY MIDDLE MANAGEMENT 30921 EQUIPMENT MECHANIC I (FLEX) 420 $3,880.30 MONTHLY $4,716.40 MONTHLY GENERAL 30902 EQUIPMENT MECHANIC II 445 $4,395.73 MONTHLY $5,342.67 MONTHLY GENERAL 30943 EQUIPMENT SERVICE WORKER 408 $3,655.40 MONTHLY $4,443.08 MONTHLY GENERAL 30707 EXECUTIVE ASSISTANT 430 $4,079.37 MONTHLY $4,957.44 MONTHLY GENERAL 10707 EXECUTIVE ASSISTANT (U) 430 $3,998.48 MONTHLY $4,859.14 MONTHLY CONFIDENTIAL 10982 EXECUTIVE ASSISTANT TO DIRECTOR (U) 464 $4,736.79 MONTHLY $5,757.77 MONTHLY CONFIDENTIAL 10978 EXECUTIVE ASSISTANT TO MAYOR (U) 502 $5,725.07 MONTHLY $6,959.10 MONTHLY CONFIDENTIAL 10976 EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 502 $5,725.07 MONTHLY $6,959.10 MONTHLY CONFIDENTIAL 10951 EXECUTIVE STAFF ASSISTANT TO CITY COUNCIL (U) 550 $7,273.41 MONTHLY $8,841.79 MONTHLY MANAGEMENT 00083 EXTRA RELIEF HEAVY LABORER (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 10939 FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 591 $8,924.06 MONTHLY $10,847.89 MONTHLY MANAGEMENT 30623 FACILITIES MAINTENANCE MECHANIC 420 $3,880.30 MONTHLY $4,716.40 MONTHLY GENERAL 20092 FACILITIES MAINTENANCE SUPERVISOR 515 $6,227.24 MONTHLY $7,569.02 MONTHLY MIDDLE MANAGEMENT 10512 FINANCIAL ANALYST 532 $6,649.01 MONTHLY $8,082.39 MONTHLY MANAGEMENT 30506 FLEET PARTS STOREKEEPER 398 $3,476.77 MONTHLY $4,226.79 MONTHLY GENERAL 30944 FLEET PARTS TECHNICIAN 438 $4,245.08 MONTHLY $5,159.74 MONTHLY GENERAL SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 3 of 7
EXHIBIT A
Packet Pg. 77
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
00259 FOOD SERVICE PROGRAM SPECIALIST (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 20060 FOOD SERVICE SUPERVISOR 478 $5,177.90 MONTHLY $6,293.90 MONTHLY MIDDLE MANAGEMENT 30165 FORENSICS SPECIALIST I (FLEX) 448 $4,462.45 MONTHLY $5,423.37 MONTHLY GENERAL 30166 FORENSICS SPECIALIST II 460 $4,736.84 MONTHLY $5,758.03 MONTHLY GENERAL 20160 FORENSICS SUPERVISOR 525 $6,545.48 MONTHLY $7,956.07 MONTHLY MIDDLE MANAGEMENT 20490 FORESTRY SUPERVISOR 542 $7,124.98 MONTHLY $8,660.29 MONTHLY MIDDLE MANAGEMENT 10624 GIS ADMINISTRATOR 580 $8,448.38 MONTHLY $10,268.84 MONTHLY CONFIDENTIAL 10623 GIS ANALYST 483 $5,207.20 MONTHLY $6,329.43 MONTHLY CONFIDENTIAL 10730 GRANT DIVISION MANAGER (U) 601 $9,380.76 MONTHLY $11,402.68 MONTHLY MANAGEMENT 10778 GRANT WRITER 506 $5,841.09 MONTHLY $7,099.38 MONTHLY CONFIDENTIAL 30133 GRANTS ANALYST 476 $5,130.68 MONTHLY $6,236.88 MONTHLY GENERAL 30136 GRANTS ASSISTANT 390 $3,341.19 MONTHLY $4,061.07 MONTHLY GENERAL 20100 GRANTS MANAGER (U) 506 $5,954.15 MONTHLY $7,236.80 MONTHLY MIDDLE MANAGEMENT 30098 GROUNDWORKER ARBORIST 392 $3,374.54 MONTHLY $4,101.97 MONTHLY GENERAL 30516 HAZMAT TECHNICIAN 452 $4,551.76 MONTHLY $5,533.13 MONTHLY GENERAL 10700 HOMELESS SERVICES COORDINATOR 556 $7,494.90 MONTHLY $9,109.69 MONTHLY MANAGEMENT 10121 HOUSING COMPLIANCE SPECIALIST 500 $5,668.11 MONTHLY $6,889.49 MONTHLY MANAGEMENT 10129 HOUSING DIVISION MANAGER (U) 601 $9,380.76 MONTHLY $11,402.68 MONTHLY MANAGEMENT 10657 HUMAN RESOURCES ANALYST 518 $6,200.75 MONTHLY $7,537.09 MONTHLY CONFIDENTIAL 10672 HUMAN RESOURCES DIVISION MANAGER (U) 590 $8,879.76 MONTHLY $10,794.10 MONTHLY MANAGEMENT 10673 HUMAN RESOURCES GENERALIST 490 $5,392.83 MONTHLY $6,555.14 MONTHLY CONFIDENTIAL 30207 HUMAN RESOURCES TECHNICIAN 418 $3,841.56 MONTHLY $4,670.13 MONTHLY GENERAL 30101 HVAC MECHANIC 460 $4,736.84 MONTHLY $5,758.03 MONTHLY GENERAL 10627 INFORMATION TECHNOLOGY ANALYST I (FLEX) 490 $5,392.83 MONTHLY $6,555.14 MONTHLY CONFIDENTIAL 10626 INFORMATION TECHNOLOGY ANALYST II 520 $6,262.98 MONTHLY $7,613.03 MONTHLY CONFIDENTIAL 10637 INFORMATION TECHNOLOGY MANAGER 599 $9,287.94 MONTHLY $11,288.76 MONTHLY MANAGEMENT 10631 INFORMATION TECHNOLOGY OPERATIONS SUPERVISOR 530 $6,583.62 MONTHLY $8,002.23 MONTHLY CONFIDENTIAL 10388 INFORMATION TECHNOLOGY TECHNICIAN I (FLEX) 430 $3,998.48 MONTHLY $4,859.14 MONTHLY CONFIDENTIAL 30638 LANDSCAPE & IRRIGATION INSPECTOR I (FLEX) 447 $4,439.85 MONTHLY $5,396.47 MONTHLY GENERAL 30639 LANDSCAPE & IRRIGATION INSPECTOR II 467 $4,905.79 MONTHLY $5,962.48 MONTHLY GENERAL 00308 LAW ENFORCEMENT TRAINEE NA $32.96 HOURLY $32.96 HOURLY NA 30113 LEAD ANIMAL CONTROL OFFICER 437 $4,223.56 MONTHLY $5,133.91 MONTHLY GENERAL 30080 LEAD BUILDING INSPECTOR 526 $6,583.37 MONTHLY $8,002.71 MONTHLY GENERAL 30463 LEAD CODE ENFORCEMENT OFFICER 498 $5,725.75 MONTHLY $6,960.00 MONTHLY GENERAL 30311 LEAD CUSTODIAN 397 $3,459.55 MONTHLY $4,205.27 MONTHLY GENERAL 30932 LEAD EQUIPMENT MECHANIC 470 $4,978.96 MONTHLY $6,052.87 MONTHLY GENERAL 20170 LEAD FORENSICS SPECIALIST 503 $5,864.91 MONTHLY $7,129.29 MONTHLY MIDDLE MANAGEMENT 30490 LEAD MAINTENANCE WORKER 452 $4,551.76 MONTHLY $5,533.13 MONTHLY GENERAL 30593 LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 471 $5,004.78 MONTHLY $6,083.00 MONTHLY GENERAL 10319 LEGAL ADMINISTRATIVE ASSISTANT (U) 497 $5,583.74 MONTHLY $6,787.18 MONTHLY CONFIDENTIAL 30335 LIBRARIAN I (FLEX) 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 30366 LIBRARIAN II 479 $5,208.16 MONTHLY $6,330.50 MONTHLY GENERAL 30341 LIBRARY ASSISTANT 370 $3,023.75 MONTHLY $3,675.84 MONTHLY GENERAL 20388 LIBRARY CIRCULATION SUPERVISOR 460 $4,732.79 MONTHLY $5,753.10 MONTHLY MIDDLE MANAGEMENT 10401 LIBRARY DIRECTOR (U) 635 $11,114.73 MONTHLY $13,508.97 MONTHLY MANAGEMENT 20385 LIBRARY NETWORK ADMINISTRATOR 492 $5,552.05 MONTHLY $6,748.68 MONTHLY MIDDLE MANAGEMENT 30380 LIBRARY NETWORK TECHNICIAN 422 $3,919.03 MONTHLY $4,763.75 MONTHLY GENERAL 00361 LIBRARY PAGE (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 20387 LIBRARY PROGRAM COORDINATOR 450 $4,502.71 MONTHLY $5,473.56 MONTHLY MIDDLE MANAGEMENT 30391 LIBRARY TECHNICIAN I (FLEX) 380 $3,178.70 MONTHLY $3,864.15 MONTHLY GENERAL SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 4 of 7
EXHIBIT A
Packet Pg. 78
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
30392 LIBRARY TECHNICIAN II 402 $3,546.71 MONTHLY $4,311.80 MONTHLY GENERAL 00133 LIFEGUARD (PT) 370 $2,810.00 MONTHLY $3,416.00 MONTHLY NA 30215 LITERACY PROGRAM COORDINATOR 470 $4,978.96 MONTHLY $6,052.87 MONTHLY GENERAL 20484 MAINTENANCE SUPERVISOR 522 $6,448.72 MONTHLY $7,837.81 MONTHLY MIDDLE MANAGEMENT 30486 MAINTENANCE WORKER I (FLEX) 393 $3,391.76 MONTHLY $4,122.41 MONTHLY GENERAL 30487 MAINTENANCE WORKER II 415 $3,784.53 MONTHLY $4,600.18 MONTHLY GENERAL 30488 MAINTENANCE WORKER III 425 $3,978.22 MONTHLY $4,835.84 MONTHLY GENERAL 10530 MANAGEMENT ANALYST I (FLEX) 476 $5,028.95 MONTHLY $6,113.21 MONTHLY MANAGEMENT 10531 MANAGEMENT ANALYST I (FLEX)(U) 476 $5,028.95 MONTHLY $6,113.21 MONTHLY MANAGEMENT 10532 MANAGEMENT ANALYST II 506 $5,841.09 MONTHLY $7,099.38 MONTHLY MANAGEMENT 10533 MANAGEMENT ANALYST II (U) 506 $5,841.09 MONTHLY $7,099.38 MONTHLY MANAGEMENT 10516 MARKETING & MEDIA SPECIALIST 476 $5,028.95 MONTHLY $6,113.21 MONTHLY CONFIDENTIAL 30515 MARKETING & PUBLIC RELATIONS SPECIALIST 461 $4,760.52 MONTHLY $5,787.09 MONTHLY GENERAL 00502 MAYOR NA $9,378.08 MONTHLY $9,378.08 MONTHLY NA
10503 MAYOR'S CHIEF OF STAFF (U) 580 $8,448.38 MONTHLY $10,268.84 MONTHLY MANAGEMENT 10190 NEIGHBORHOOD & CUSTOMER SERVICE MANAGER (U) 561 $7,683.70 MONTHLY $9,339.63 MONTHLY MANAGEMENT 10528 NETWORK SYSTEMS ADMINISTRATOR 566 $7,877.77 MONTHLY $9,575.88 MONTHLY CONFIDENTIAL 30425 NPDES INSPECTOR I (FLEX) 461 $4,760.52 MONTHLY $5,787.09 MONTHLY GENERAL 30426 NPDES INSPECTOR II 485 $5,366.34 MONTHLY $6,523.11 MONTHLY GENERAL 20555 NPDES MANAGER 525 $6,545.48 MONTHLY $7,956.07 MONTHLY MIDDLE MANAGEMENT 10868 OPERATIONS & MAINTENANCE DIVISION MANAGER (U) 591 $8,924.06 MONTHLY $10,847.89 MONTHLY MANAGEMENT 30581 PARKING ENFORCEMENT OFFICER 380 $3,178.70 MONTHLY $3,864.15 MONTHLY GENERAL 20603 PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 534 $6,845.45 MONTHLY $8,321.62 MONTHLY MIDDLE MANAGEMENT 30611 PARKS MAINTENANCE WORKER I (FLEX) 390 $3,341.19 MONTHLY $4,061.07 MONTHLY GENERAL 30622 PARKS MAINTENANCE WORKER II 421 $3,899.66 MONTHLY $4,740.07 MONTHLY GENERAL 10064 PAYROLL SUPERVISOR 521 $6,294.62 MONTHLY $7,651.00 MONTHLY MANAGEMENT 10068 PAYROLL TECHNICIAN 430 $3,998.48 MONTHLY $4,859.14 MONTHLY CONFIDENTIAL 30691 PLANNING AIDE 456 $4,643.23 MONTHLY $5,643.97 MONTHLY GENERAL 10713 PLANNING DIVISION MANAGER (U) 594 $9,059.07 MONTHLY $11,011.37 MONTHLY MANAGEMENT 30680 PLANS EXAMINER I (FLEX) 499 $5,754.80 MONTHLY $6,994.43 MONTHLY GENERAL 30682 PLANS EXAMINER II 534 $6,851.31 MONTHLY $8,328.75 MONTHLY GENERAL 30481 PLUMBER 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 00192 POLICE CADET (PT) NA $15.00 HOURLY $17.00 HOURLY NA 50283 POLICE CAPTAIN P5 $17,351.00 MONTHLY $17,351.00 MONTHLY POLICE MANAGEMENT 20775 POLICE DISPATCH MANAGER 528 $6,644.39 MONTHLY $8,076.49 MONTHLY MIDDLE MANAGEMENT 20772 POLICE DISPATCH SUPERVISOR 498 $5,720.85 MONTHLY $6,954.04 MONTHLY MIDDLE MANAGEMENT 32767 POLICE DISPATCHER I (FLEX) 425 $4,025.63 MONTHLY $4,893.48 MONTHLY POLICE DISPATCHER 32768 POLICE DISPATCHER II 456 $4,698.57 MONTHLY $5,711.24 MONTHLY POLICE DISPATCHER 30848 POLICE FLEET MAINTENANCE EXPEDITOR 398 $3,476.77 MONTHLY $4,226.79 MONTHLY GENERAL 50402 POLICE LIEUTENANT P4 $14,743.00 MONTHLY $14,743.00 MONTHLY POLICE MANAGEMENT 40751 POLICE OFFICER P1 $7,334.59 MONTHLY $9,795.27 MONTHLY POLICE SAFETY 30218 POLICE PERSONNEL AND TRAINING TECHNICIAN 430 $4,079.37 MONTHLY $4,957.44 MONTHLY GENERAL 20765 POLICE RECORDS SUPERVISOR 464 $4,828.48 MONTHLY $5,869.22 MONTHLY MIDDLE MANAGEMENT 30219 POLICE RECORDS TECHNICIAN I (FLEX) 369 $3,008.68 MONTHLY $3,657.55 MONTHLY GENERAL 30220 POLICE RECORDS TECHNICIAN II 390 $3,341.19 MONTHLY $4,061.07 MONTHLY GENERAL 40332 POLICE SERGEANT P3 $9,638.12 MONTHLY $12,621.94 MONTHLY POLICE SAFETY 30585 POOL MAINTENANCE COORDINATOR 421 $3,899.66 MONTHLY $4,740.07 MONTHLY GENERAL 00331 POOL MANAGER I (PT) 421 $3,624.00 MONTHLY $4,405.00 MONTHLY NA 00333 POOL MANAGER II (PT) 443 $4,044.00 MONTHLY $4,916.00 MONTHLY NA 20019 PRINCIPAL ACCOUNTANT 550 $7,414.20 MONTHLY $9,012.94 MONTHLY MIDDLE MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 5 of 7
EXHIBIT A
Packet Pg. 79
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
10182 PRINCIPAL CIVIL ENGINEER 600 $9,334.35 MONTHLY $11,345.72 MONTHLY MANAGEMENT 10243 PRINCIPAL PLANNER 580 $8,448.38 MONTHLY $10,268.84 MONTHLY MANAGEMENT 20864 PROCUREMENT CONTRACT SPECIALIST 520 $6,384.21 MONTHLY $7,760.40 MONTHLY MIDDLE MANAGEMENT 00360 PROGRAMMING/TRAFFIC ASSISTANT 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 10132 PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U) 550 $7,273.41 MONTHLY $8,841.79 MONTHLY MANAGEMENT 10639 PROJECT MANAGER/COMMUNITY SERVICES 550 $7,273.41 MONTHLY $8,841.79 MONTHLY MANAGEMENT 20949 PROPERTY AND EVIDENCE SUPERVISOR 494 $5,607.96 MONTHLY $6,816.42 MONTHLY MIDDLE MANAGEMENT 30947 PROPERTY AND EVIDENCE TECHNICIAN I (FLEX) 411 $3,710.28 MONTHLY $4,509.79 MONTHLY GENERAL 30948 PROPERTY AND EVIDENCE TECHNICIAN II 472 $5,029.53 MONTHLY $6,113.13 MONTHLY GENERAL 10212 PUBLIC INFORMATION OFFICER (U) 593 $9,013.71 MONTHLY $10,956.52 MONTHLY MANAGEMENT 30580 PUBLIC WORKS INSPECTOR I (FLEX) 476 $5,130.68 MONTHLY $6,236.88 MONTHLY GENERAL 30583 PUBLIC WORKS INSPECTOR II 499 $5,754.80 MONTHLY $6,994.43 MONTHLY GENERAL 30584 PUBLIC WORKS INSPECTOR III 529 $6,683.45 MONTHLY $8,123.23 MONTHLY GENERAL 10900 PUBLIC WORKS SAFETY AND TRAINING OFFICER 510 $5,958.16 MONTHLY $7,242.82 MONTHLY MANAGEMENT 10863 PURCHASING DIVISION MANAGER (U) 598 $9,241.54 MONTHLY $11,232.86 MONTHLY MANAGEMENT 30770 RANGEMASTER 465 $4,856.29 MONTHLY $5,903.30 MONTHLY GENERAL 10440 REAL PROPERTY MANAGER 580 $8,448.38 MONTHLY $10,268.84 MONTHLY MANAGEMENT 10259 RECORDS MANAGEMENT SPECIALIST (U) 460 $4,642.92 MONTHLY $5,643.85 MONTHLY CONFIDENTIAL 00222 RECREATION AIDE (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 00244 RECREATION LEADER (PT) 363 $2,714.00 MONTHLY $3,299.00 MONTHLY NA 00230 RECREATION SPECIALIST (PT) 393 $3,152.00 MONTHLY $3,831.00 MONTHLY NA 00256 RECREATION SUPERVISOR (AQUATICS) (PT) 481 $4,888.00 MONTHLY $5,942.00 MONTHLY NA 30825 RECREATION THERAPIST 468 $4,929.46 MONTHLY $5,992.61 MONTHLY GENERAL 30115 REGISTERED VETERINARY TECHNICIAN 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 10690 RISK DIVISION MANAGER (U) 590 $8,879.76 MONTHLY $10,794.10 MONTHLY MANAGEMENT 10538 SAFETY OFFICER 530 $6,583.62 MONTHLY $8,002.23 MONTHLY CONFIDENTIAL 00266 SECURITY OFFICER I (PT) 371 $2,824.00 MONTHLY $3,433.00 HOURLY NA 00265 SECURITY OFFICER II (PT) 395 $3,183.00 HOURLY $3,869.00 HOURLY NA 30708 SENIOR ADMINISTRATIVE ASSISTANT 420 $3,880.30 MONTHLY $4,716.40 MONTHLY GENERAL 30229 SENIOR ANIMAL SERVICES REPRESENTATIVE 390 $3,341.19 MONTHLY $4,061.07 MONTHLY GENERAL 30410 SENIOR ARBORIST 502 $5,840.89 MONTHLY $7,099.89 MONTHLY GENERAL 10154 SENIOR CIVIL ENGINEER 581 $8,490.57 MONTHLY $10,319.47 MONTHLY MANAGEMENT 30228 SENIOR CUSTOMER SERVICE REPRESENTATIVE 435 $4,181.59 MONTHLY $5,083.34 MONTHLY GENERAL 30230 SENIOR CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) 445 $4,395.73 MONTHLY $5,342.67 MONTHLY GENERAL 30232 SENIOR CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL)(U) 445 $4,395.73 MONTHLY $5,342.67 MONTHLY GENERAL 10222 SENIOR CUSTOMER SERVICE REPRESENTATIVE (U) 435 $4,098.68 MONTHLY $4,982.54 MONTHLY CONFIDENTIAL 10632 SENIOR GIS ANALYST 530 $6,583.62 MONTHLY $8,002.23 MONTHLY CONFIDENTIAL 10656 SENIOR HUMAN RESOURCES TECHNICIAN 461 $4,666.12 MONTHLY $5,672.33 MONTHLY CONFIDENTIAL 10689 SENIOR HUMAN RESOURCES/RISK ANALYST 559 $7,607.76 MONTHLY $9,246.81 MONTHLY CONFIDENTIAL 10622 SENIOR INFORMATION TECHNOLOGY ANALYST 553 $7,383.10 MONTHLY $8,974.69 MONTHLY CONFIDENTIAL 10385 SENIOR INFORMATION TECHNOLOGY TECHNICIAN 460 $4,642.92 MONTHLY $5,643.85 MONTHLY CONFIDENTIAL 00283 SENIOR LIFEGUARD (PT) 396 $3,199.00 MONTHLY $3,889.00 MONTHLY NA 10513 SENIOR MANAGEMENT ANALYST 556 $7,494.90 MONTHLY $9,109.69 MONTHLY MANAGEMENT 10514 SENIOR MANAGEMENT ANALYST (U) 556 $7,494.90 MONTHLY $9,109.69 MONTHLY MANAGEMENT 10529 SENIOR NETWORK SYSTEMS ADMINISTRATOR 592 $8,969.42 MONTHLY $10,901.68 MONTHLY CONFIDENTIAL 30710 SENIOR OFFICE ASSISTANT 375 $3,100.15 MONTHLY $3,768.38 MONTHLY GENERAL 10223 SENIOR OFFICE ASSISTANT (U) 375 $3,038.67 MONTHLY $3,693.66 MONTHLY CONFIDENTIAL 20243 SENIOR PLANNER 549 $7,377.64 MONTHLY $8,967.78 MONTHLY MIDDLE MANAGEMENT 00294 SENIOR RECREATION LEADER (PT) 372 $2,838.00 MONTHLY $3,450.00 MONTHLY NA 10300 SHELTER VETERINARIAN 594 $9,059.07 MONTHLY $11,011.37 MONTHLY MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 6 of 7
EXHIBIT A
Packet Pg. 80
ADOPTED 7/20/22
EFFECTIVE 7/1/22
CLASS
CODE
CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM
HOURLY/
MONTHLY
NEW TOP STEP TOP HOURLY/
MONTHLY UNIT
30978 SOLID WASTE FIELD INSPECTOR 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 20995 STATION MANAGER 490 $5,497.22 MONTHLY $6,682.02 MONTHLY MIDDLE MANAGEMENT 00019 STUDENT INTERN (PT) 355 $2,608.00 MONTHLY $3,170.00 MONTHLY NA 20336 TECHNOLOGY LIBRARIAN 502 $5,835.89 MONTHLY $7,093.81 MONTHLY MIDDLE MANAGEMENT 10443 TRAFFIC ENGINEER 573 $8,158.33 MONTHLY $9,916.56 MONTHLY MANAGEMENT 20437 TRAFFIC ENGINEERING ASSOCIATE 532 $6,777.71 MONTHLY $8,238.83 MONTHLY MIDDLE MANAGEMENT 20438 TRAFFIC OPERATIONS AND SYSTEMS ANALYST 552 $7,489.46 MONTHLY $9,103.25 MONTHLY MIDDLE MANAGEMENT 20370 TRAFFIC SIGNAL AND LIGHTING SUPERVISOR 533 $6,812.12 MONTHLY $8,279.69 MONTHLY MIDDLE MANAGEMENT 30447 TRAFFIC SIGNAL TECHNICIAN I (FLEX) 450 $4,506.57 MONTHLY $5,478.25 MONTHLY GENERAL 30448 TRAFFIC SIGNAL TECHNICIAN II 484 $5,339.44 MONTHLY $6,489.76 MONTHLY GENERAL 30449 TRAFFIC SIGNAL TECHNICIAN III 513 $6,170.16 MONTHLY $7,500.18 MONTHLY GENERAL 30667 TREASURY ASSISTANT 399 $3,495.06 MONTHLY $4,247.23 MONTHLY GENERAL 10740 TREASURY MANAGER 598 $9,241.54 MONTHLY $11,232.86 MONTHLY MANAGEMENT 20666 TREASURY SUPERVISOR 502 $5,835.89 MONTHLY $7,093.81 MONTHLY MIDDLE MANAGEMENT 30620 VOLUNTEER COORDINATOR (GRANT FUNDED) 358 $2,848.35 MONTHLY $3,461.71 MONTHLY GENERAL 30000 WEED ABATEMENT COORDINATOR 462 $4,784.19 MONTHLY $5,816.14 MONTHLY GENERAL REVISION ADOPTED BY MCC 6/19/17
REVISION ADOPTED BY MCC 6/20/18
REVISION ADOPTED BY MCC 06/19/19
REVISION ADOPTED BY MCC 8/21/19
REVISION ADOPTED BY MCC 1/15/20
REVISION ADOPTED BY MCC 6/24/20
REVISION ADOPTED BY MCC 9/2/20
REVISION ADOPTED BY MCC 12/16/20
REVISION ADOPTED BY MCC 2/17/21
REVISION ADOPTED BY MCC 7/21/21
REVISION ADOPTED BY MCC 6/16/21
REVISION ADOPTED BY MCC 7/21/21
REVISION ADOPTED BY MCC 8/4/21
REVISION ADOPTED BY MCC 9/15/21
REVISION ADOPTED BY MCC 10/20/21
REVISION ADOPTED BY MCC 11/3/21
REVISION ADOPTED BY MCC 2/2/22
REVISION ADOPTED BY MCC 2/16/22
REVISION ADOPTED BY MCC 3/16/22
REVISION ADOPTED BY MCC 4/6/22
REVISION ADOPTED BY MCC 5/18/22
REVISION ADOPTED BY MCC 6/15/22
(U) DENOTES UNCLASSIFIED
* Part-time, seasonal, and temporary filled positions with a salary established in Resolution No. 2022- shall be paid the hourly equivalent of the salary listed in the 2022/2023 Salary Schedule and shall be provided only those benefits mandated by applicable Federal, State and/or local laws, rules or regulations.
SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 7 of 7
EXHIBIT A
Packet Pg. 81
City Clerk Salary Range:
Step 1 2 3 4 5 6 7 8 9 10 11
Monthly 10,590 10,696 10,802 10,908 11,014 11,120 11,231 11,342 11,453 11,565 11,676 Annual 127,080 128,352 129,624 130,896 132,168 133,440 134,772 136,104 137,436 138,780 140,112 Step 12 13 14 15 16 17 18 19 20 21
Monthly 11,793 11,909 12,026 12,143 12,260 12,382 12,505 12,627 12,750 12,873 Annual 141,516 142,908 144,312 145,716 147,120 148,584 150,060 151,524 153,000 154,476 City Clerk to be paid at Step 12, $11,793/mo.
Other Terms of City Clerk Employment Agreement:
Severance in case of termination without cause- If terminated without cause, the City Clerk will be eligible for 3 months of severance, with one additional month for each year of service beginning July 1, 2022, with a maximum of 6 months of severance.
For example, as of July 1, 2023, the Clerk will be eligible for 4 months of severance.
Packet Pg. 82
1 FIRST AMENDMENT TO EMPLOYMENT AGREEMENT
THIS FIRST AMENDMENT TO EMPLOYMENT AGREEMENT (the “First Amendment”) is made and entered into effective July 20, 2022 (“Effective Date”) between the CITY OF SAN BERNARDINO, a charter city and municipal corporation (“City”) and GENOVEVA ROCHA (“Employee”) as follows:
WHEREAS, City and Employee entered into that certain Employment Agreement dated August 19, 2020 in order to employ the services of Employee as City Clerk of City (“Agreement”) in accordance with the City Charter, Resolution No. 2019-354 (Establishing Classification and Job Description), and Resolution No. 2020-212 (Authorizing Agreement); and
WHEREAS, pursuant to Section 4 of the Agreement, on May 18, 2022 the Mayor and City Council concluded a performance evaluation of Employee’s performance providing Employee with a summary of the Council’s findings; and WHEREAS, City and Employee now desire to amend the Agreement.
NOW, THEREFORE, in consideration of the mutual covenants herein contained, City and Employee agree as follows:
1. Salary. Commencing on the Effective Date of this First Amendment, Section 3.1 (Salary) of the Agreement is hereby amended to read in its entirety as follows:
“City agrees to pay Employee as compensation for services rendered pursuant to this Agreement, an annual base salary, commencing on the Effective Date, in the amount of $141,516.00 (i.e., $11,793.00 per month), payable in installment payments in the same manner and at the same times as other City employees.”
2. Benefits. Commencing on the Effective Date of this First Amendment, Section 3.2 (Benefits) of the Agreement is hereby amended to replace the reference to “Resolution No. 2017-139” with a reference to “Resolution No. 2022-59.” Exhibit A is hereby replaced with a new Exhibit A, Resolution No. 2022-59, reflecting this revision.
3. Severance. Commencing on the Effective Date of this First Amendment, Section
10.1 (Severance) of the Agreement is hereby amended to read in its entirety as follows:
“Unless Employee is terminated for cause, subject to the limitations set forth in Government Code section 53260 and upon delivery to City of an executed separation agreement and release of any and all claims against the City and all officials and employees in a form acceptable to City within 30 days following her termination, Employee shall be entitled to and receive upon termination a severance payment equivalent to four (4) month’s base salary plus benefits in effect on her termination date. If termination occurs on or after July 20, 2023, such severance shall increase to five (5) month’s base salary plus benefits in effect on her termination date. If termination occurs on or after July 20, 2024, Packet Pg. 83
2 such severance shall increase to six (6) month’s base salary plus benefits in effect on her termination date.”
4. Remaining Provisions of Agreement. Except as otherwise specifically set forth in this First Amendment, the remaining provisions of the Agreement shall remain in full force and effect.
IN WITNESS WHEREOF, the City and Employee have signed and executed this Agreement as of the day and year first above written.
EMPLOYEE:
__________________
Genoveva Rocha
CITY:
__________________
Robert D. Field, City Manager
APPROVED AS TO FORM
___________________
Best Best & Krieger LLP, City Attorney
Packet Pg. 84
EMPLOYMENT AGREEMENT
This Employment Agreement(" Agreement") is entered into as of the 19th day of August 2020 (the "Effective Date"), between the City of San Bernardino, a California charter city ("City"), and Genoveva Rocha ("Employee"). The City and Employee are sometimes referred to in this Agreement as "Party" and collectively as "Parties."
RECITALS
WHEREAS, it is the desire of the City Council to retain the services of Employee as City Clerk, and
WHEREAS, it is the desire of the City Council to provide certain benefits, establish certain conditions of employment and to set certain working conditions of the City Clerk.
NOW, THEREFORE, the above named Parties hereby mutually agree and promise as follows:
1. Duties, Acceptance of Appointment, Hours of Work.
1.1 Appointment and Scope of Services.
Employee has been appointed as City Clerk by the City Council, and shall perform the functions of City Clerk, a position involving highly-specialized and critically-needed skills set forth in the attached job description, in the San Bernardino Municipal Code, and as provided by law. Such employment is "at will," subject to the terms of this Agreement, and Employee shall perform said duties at the pleasure of and under the direct supervision of the City Council.
1.2 Acceptance of Appointment.
Employee hereby accepts the appointment as City Clerk of the City of San Bernardino subject to all terms and conditions set forth in this Agreement.
1.3 Hours of Work.
Employee is expected to devote necessary time, within and outside normal business hours, to the business of the City as an exempt employee under the Fair Labor Standards Act.
Packet Pg. 85
2. Term.
This Agreement shall be deemed effective for an initial term beginning on August 19, 2020 ("Effective Date") and shall continue until terminated in accordance with Section 10 of this Agreement.
3. Compensation.
3.1 Salary
City agrees to pay Employee as compensation for services rendered pursuant to this Agreement, an annual base salary, commencing on the Effective Date, in the amount of $123,336.00 Dollars ($10,278 per month), payable in installment payments in the same manner and at the same times as other City employees.
3.2 Benefits
Employee shall be eligible for and entitled to those benefits listed in RESOLUTION NO. 2017-139 (attached hereto as Exhibit A) available and applicable to Employee's class of employment, unless this Agreement states terms and benefits that are (1) of the type not provided for in said resolution, or (2) the benefits as described in this Agreement are more expansive than said resolution. It is the intention of City and Employee that any resolution adopted by the City to supersede the aforementioned resolution become applicable to Employee to the extent the superseding resolution increases various benefits for Employee.
In addition, and except as otherwise specified herein, Employee shall receive all such other benefits and compensation that are generally applicable to City Management/ Confidential employees.
3.3 Mobile Phone
The City shall provide Employee with a mobile phone for use in City business. Employee understands that all data and information stored on the phone, including but not limited to records of calls made and received, voice mail messages, and text messages may be considered public records under the California Public Records Act.
4. Performance Evaluation.
The City Council shall review Employee's job performance at least once annually. Employee shall remind the City Council of its obligations under this Section each year and shall work with the City Council in finding an appropriate time to place his or her annual evaluation on the agenda. The City Council may also review Employee's performance at other intervals as it deems appropriate. In connection with A-2
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review of Employee's job performance, City shall utilize RESOLUTION NO. 94-392 (attached hereto as Exhibit B) and shall consider a step increase of Employee's Base Annual Salary.
5. Bonds.
City shall bear the full cost of any fidelity or other bonds required of Employee under any law or policy.
6. Vehicle Allowance.
The City agrees to pay to the Employee, during the term of this Agreement and in addition to other salary and benefits herein provided, a monthly vehicle allowance in accordance with RESOLUTION NO. 2018-171 (attached hereto as Exhibit C), to be used to purchase, lease, or own, operate and maintain a vehicle for use by the Employee when conducting City business. Employee shall be responsible for paying for liability, property damage, and comprehensive insurance coverage upon such vehicle and shall further be responsible for all expenses attendant to the purchase, operation, maintenance, repair, and regular replacement of said vehicle. It is understood that the vehicle allowance may be considered taxable income subject to withholdings.
7. Business Expenses.
7.1 General Expenses
City recognizes that Employee may incur expenses of a non-personal, jobrelated nature that are reasonably necessary to Employee's service to the City. The City agrees to either pay such expenses in advance or to reimburse the expenses, so long as the expenses are incurred and submitted in accordance with the City's normal expenditure reimbursement procedures. To be eligible for reimbursement, all expenses must be supported by documentation meeting the City's normal requirements and must be submitted within time limits established by the City.
7.2 Work-Related Employee Events
City shall grant Employee a reimbursement allowance of up to Fifty Dollars ($50.00) per month to cover work-related employee events.
8. Abuse of Office or Position.
Pursuant to Government Code Sections 53243, 53243.1 and 53243.2, if Employee is convicted of a crime involving an abuse of his or her office or position, all of the following shall apply: (1) if Employee is provided with administrative leave pay pending an investigation, Employee shall be required to fully reimburse City such A-3
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amounts paid; (2) if the City pays for the criminal legal defense of Employee (which would be in its sole discretion, as it is generally not obligated to pay for a criminal defense), Employee shall be required to fully reimburse the City such amounts paid; and (3) if this Agreement is terminated, any severance pay and severance benefits related to the termination that Employee may receive from the City shall be fully reimbursed to City or void if not yet paid. For purposes of this Section, abuse of office or position means either: (1) an abuse of public authority, including waste, fraud, and violation of the law under color of authority; or (2) a crime against public justice, including, but not limited to, a crime described in Title 7 (commencing with Section 92) of Part 1 of the Penal Code.
9. Notices.
Any notice required or permitted by this Agreement shall be in writing and shall be personally served upon the other Party, or sent by United States Postal Service, postage prepaid and addressed to the appropriate Party as follow:
If to City:
If to Employee:
City of San Bernardino
Attn: Teri Ledoux, City Manager
290 North "D" Street
San Bernardino, CA 92401
Genoveva Rocha, City Clerk
Personal Address on File
Notice shall be deemed given as of the date of personal service or upon the date of deposit in the course of transmission with the United States Postal Service.
10. Termination.
10.1 Severance
Unless employee is terminated for cause, Employee shall be entitled to and receive upon termination a severance payment equivalent to one (3) month's base salary in effect on her effective termination date. Severance payment shall not include all compensation, cash equivalent benefits, or expense reimbursements due and payable to Employee upon termination.
10.2 At-Will Employee
Employee shall serve at the will and pleasure of the City Council.
Nothing in this Agreement shall prevent, limit or otherwise interfere with the right of the City Council to suspend from duty, remove from office or otherwise terminate the services of Employee at any time, at the sole discretion of the City Council. This Agreement may be terminated as follows.
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10.3 Termination- Council Vote
In accordance with section 505 of article V of the San Bernardino City Charter, the City Council may remove the Employee with or without cause by motion adopted by five affirmative votes of the Mayor and members of the City Council.
10.4 Resignation
Employee may voluntarily resign his or her position as City Clerk, after giving the City at least thirty (30) days written notice prior to the effective date of such resignation, unless such notice is waived in whole or part by the City Council.
10.5 Disability.
In the event the Employee is permanently disabled or is otherwise unable to perform his or her duties because of physical or mental incapacity for a period of six (6) consecutive months, the City may terminate the Employee's employment and this Agreement. Notwithstanding the above, nothing in this subsection shall be interpreted to waive any obligation the City may have to provide Employee with a reasonable accommodation or to engage in an interactive process with Employee to determine whether a reasonable accommodation is available.
11. General Provisions.
11.1 This writing constitutes the entire agreement between the parties with respect to the subject matter hereof, and supersedes all prior oral or written representations or written agreements on the subject matter hereof, which may have been entered into between the parties. No modification or revision to this Agreement shall be of any force or effect, unless the same is in writing and executed by the Parties hereto.
11.2 Each Party agrees and acknowledges that no representations, inducements, promises, or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any Party, which are not embodied herein and that any agreement, statement, or promise not contained in this Agreement shall not be valid or binding on either Party.
11.3 If any provision, or portion thereof, contained in the Agreement is held unconstitutional, invalid or unenforceable, the remainder of this Agreement, or portion thereof, shall be deemed severable, shall not be affected and shall remain in full force and effect.
11.4 This Agreement shall be governed by and construed in accordance with the law of the State of California. Venue shall be in San Bernardino County.
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11.5 This Agreement shall be construed as a whole, according to its fair meaning, and not in favor or against any Party. By way of example and not in limitation, this Agreement shall not be construed in favor of the party receiving a benefit or against the Party responsible for any particular language in this Agreement.
11.6 Employee acknowledges that he or she has had an opportunity to consult legal counsel in regard to this Agreement, that he or she has read and understands this Agreement, that he or she is fully aware of its legal effect, and that he or she has entered into it freely and voluntarily and based on his or her own judgment and not on any representations or promises other than those contained in this Agreement.
11.7 In any dispute arising out of this Agreement, the prevailing party shall recover its reasonable attorneys' fees and costs.
IN WITNESS WHEREOF, the parties have executed this Employment Agreement on the 19th day of August, 2020.
CITY
Teri Ledoux (
City Manager
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EXHIBIT A
RESOLUTION NO. 2017-139
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN
BERNARDINO, CALIFORNIA, REGARDING THE ESTABLISHMENT OF
MANAGEMENT/CONFIDENTIAL EMPLOYEE COMPENSATION AND BENEFITS
PLAN BETWEEN THE CITY AND MANAGEMENT/CONFIDENTIAL
EMPLOYEES; REPEALING RESOLUTION NO. 2007-345; RESOLUTION NO. 2008- 169; RESOLUTION NO. 2008-306; RESOLUTION NO. 2009-35; RESOLUTION NO. 2009-71; RESOLUTION NO. 2010-217; RESOLUTION NO. 2010-276; RESOLUTION NO. 2012-188; RESOLUTION NO. 2013-22; AND RESOLUTION NO. 2014-249; AND AMENDING RESOLUTION NO. 2015-242
WHEREAS, the designated representatives of the Mayor and City Council ("City") met and conferred in good faith with the employees in the San Bernardino Confidential and Management Association (SBCMA);
WHEREAS, after four (4) meetings commencing on June 8, 2017 the City and the SBCMA agreed to the terms and conditions of the compensation and benefits plan as provided in this Resolution;
WHEREAS, on July 6, 2017, SBCMA approved the terms and conditions of the compensation and benefits plans as provided in this Resolution; and WHEREAS, it is necessary to codify the changes to compensation and benefits granted to the SBCMA employees of the City of San Bernardino.
NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY
COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1. The City Council of the City of San Bernardino {City) hereby adopts a compensation and benefits plan for the San Bernardino Confidential and Management Association {SBCMA) as follows:
1. The tenn of this Resolution begins on July 1, 2017, and extends through June 30, 2020. If negotiations regarding a new Resolution establishing a compensation and benefits plan for the Management/Confidential Employees have not concluded by the time this Resolution expires, the terms of this Resolution shall remain in effect until a new Resolution is adopted by the Mayor and City Council.
2. Compensation/Salaries. Effective July 1, 2017, or the date that both the SBCMA and the Council have ratified and approved the tenns and conditions set forth in a Compensation and Benefits Resolution, but not before July 1, 2017, the salary ranges for all SBCMA members shall be increased by two percent (2%) to reflect a Management/Confidential
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25 cost of living adjustment (COLA). Effective July 1, 2018, the salary ranges for all SBCMA members shall be increased by two percent (2%) as a COLA. Effective July 1, 2019, the salary ranges for all SBCMA members shall be increased by two percent (2%) as a COLA. All salary ranges for SBCMA members shall be amended by the Mayor and City Council in accordance with these provisions.
3. Classification and Salan Studv. The City and the SBCMA agree to complete a classification and salary study ("Study") during fiscal year 2019-2020 or the third year that this Resolution is in effect. The purpose of the Study will be to review current SBCMA employee classifications and propose revisions that provide fair and rational internal and external relationships. A joint job evaluation/compensation committee will be established to review the Study recommendations and develop a plan for implementing the study. The City and the SBCMA agree to address any salary adjustments to individual classifications during fiscal year 2020-2021 and any adjustments may be implemented in a subsequent Compensation and Benefits Resolution. Any salary equity adjustments to individual classifications will be considered with any across-the-board salary adjustments as to the total cost of SBCMA salaries. Annual salary adjustments, which may include equity adjustments resulting from the Study, will be based upon availability of funds and will be evaluated in the context of the City's long term financial plan that has been confirmed by the Bankruptcy Court.
4. Insurance (Medical Dental & Vision). Effective January 1, 2018, the City will contribute: a) $1,025.00 per month towards the purchase of health care benefits for Employee Only; and, b) $1, 150.00 per month towards the purchase of health care benefits for Employee Plus One or More Dependents.
Effective January 1, 2019, the City will contribute: a) $1,070.00 per month toward the purchase of health care benefits for Employee Only; and, b) $1,195.00 per month towards the purchase of health care benefits for Employee Plus One or More Dependents.
Effective January 1, 2020, the City will contribute: a) $1,125.00 per month toward the purchase of health care benefits for Employee Only; and b) $1,250.00 per month toward Employee Plus One or More Dependents.
The City's contributions for health care benefits are available to SBCMA 2 Management/Confidential
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5. members for the purchase of medical, dental, vision, life and accidental death and dismemberments through City selected plans. The amount of the City's contributions is based upon the "medical" enrollment category, i.e, Employee Only or Employee Plus One or More Dependents. For example, if an employee elects "employee only" medical coverage, then the "employee only" allowance will be contributed. Any City contributions not used by a SBCMA member for health benefits will revert to the City; however, if a SBCMA member selects a medical plan (Employee Only or Employee Plus One or More Dependents), any additional contributions beyond the amounts identified above, may be contributed toward additional life insurance or a City-provided deferred compensation plan.
Health Insurance Waiver Stipend: Any employee who chooses not to enroll in any health care plan offered by the City, must provide evidence of group health care insurance coverage and execute a Waiver of Benefits and Release Agreement, releasing the City from any responsibility or liability to provide health care insurance coverage on an annual basis. Employees who do not enroll in a City health care plan during open enrollment and execute the forms above, shall receive a stipend of $3,000.00 on December 15th of each year covered by this Resolution.
Employees participating in this option are required to waive all medical, dental and vision coverage provided by the City.
SBCMA agrees to participate in the City's Joint Labor-Management Health Benefits Committee ("Committee") to evaluate, on an annual basis, City-wide plan designs for health care. All plan designs and City contributions shall be effective on January 1st annually. During the term of this Resolution, the City intends to review health care provider options, especially in light of potential changes to the current Affordable Care Act ("ACA"). During the term of this Resolution, the City reserves the rights, and the SBCMA agrees, to reopen negotiations on providers, health care plans, and/or any provision under this Section of the Resolution.
Life and Accidental Death & Dismemberment CAD&Dl Insurance. The City shall provide Term Life and Accidental Death & Dismembennent Insurance of one times the employee's annual salary for Executive Management, Seventy-five thousand dollars ($75,000) for all other Management employees, and fifty thousand dollars ($50,000) for Confidential employees.
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6. Holidays. All full-time employees within the Management/Confidential group shall be entitled to twelve (12) City-designated holidays, the equivalent of one hundred eight (108) holiday hours each year for those employees working a 5/8 or 9/80 work schedule and one hundred twenty (120) holiday hours each year for those employees working on a 4/10 work schedule. On January 1st of each year that this Resolution is in effect, all SBCMA members will receive an additional eighteen (18) hours of holiday leave ("Floating Holidays"). SBCMA members working a 5/8 or 9/80 work schedule may only carry over 108 hours per fiscal year; SBCMA members working a 4110 work schedule may only carry over 120 hours per fiscal year. On June 30th any holiday bank hours exceeding 108 or 120 hours will be forfeited. On or about November 30th of each calendar year, the City Manager shall detennine, and the Human Resources Director will distribute, the schedule of specific days that the twelve designated holidays will be observed for the next calendar year. At the time of separation from employment, SBCMA members will receive a payout of 100% for all accrued but unused post-petition holiday pay.
7. Jury Duty. The City will pay for all working days in a calendar year of a covered employee who is required to serve on jury duty.
8. Administrative Leave. On July 1
51 of each fiscal year that this Resolution is in
effect, FLSA exempt SBCMA employees shall receive eighty (80) hours of administrative leave. At June 30th of each year, any unused Administrative Leave up to twenty (20) hours will be automatically carried over to the following fiscal year. Additional administrative leave may be granted at any time during a fiscal year, up to a maximum of twenty (20) hours, with a request in writing, including justification. recommended by the employee's department head, and approved by the Department Head or the City Manager. Any Administrative Leave has no cash value and shall not be paid out at any time.
9. Vacation Leave.
a. All SBCMA members shall accrue eighty (80) hours of paid vacation upon the first day of the second year of continuous full-time employment with the City of San Bernardino. Thereafter, vacation shall accrue each pay period prorated according to the number of days or shifts per year in the following chart:
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Completed Years of Rate of Accrual Equivalent Hours
Continuous Service Per Pay Period Per Year
1 Year** 3.333 hours 80 hours
5 Years 5.0 hours 120 hours
15 Years 6.667 hours 160hours
20 Years 8.334 hours 200hours
**No vacation shall be granted if service is less than one (1) year. b. Vacation credits may accrue and accumulate for a maximum of two (2) years' total accumulated vacation credits on a carry-over basis from year to year: 1) I through 5 years of service= 160 hours; 2) 6 through 15 years of service= 240 hours; 3) 16 through the completion of 20 years of service= 320 hours; and, 4) 21 or more years of service= 400 hours.
Once the cap has been reached, a bargaining unit member may not accrue any additional hours until the employee's accrued leave is below the cap.
c. In the event an employee works less than fifty percent (50%) of the total normal work hours in a pay period, he/she shall not be credited with any vacation leave for such pay period. Approved vacation, sick, holiday, and administrative leave shall be considered as time worked for this item only.
d. When an employee resigns or otherwise leaves the service of the City, payment shall be made to the employee for the earned portion of his/her post-petition vacation hours on the basis of the hourly rate of pay being received by the employee on the date of separation.
e. Vacation Sell Back. SBCMA members may sell back up to forty (40) hours of post-petition vacation time per year providing the following conditions have been met:
1. Employees must have a minimum of one hundred twenty (120) hours remaining in their vacation balance after the sell back occurs;
2. Employees must have taken at least forty ( 40) cumulative hours of vacation during the past year prior to the sell back of hours;
3. Employees must complete a sell back form, which must include the signature of the City Manager's approval of the sell back;
4. Forms must be submitted to the Finance Department on or before November 1st each year this Resolution is in effect; and,
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5. Payment for vacation sell back hours will be paid (using the current Council approved salary rates in the Salary Resolution) on the employee's December 15th paycheck each year.
Sick Leave.
a. Regular full.time employees hired on or after July 1, 2017, and who are covered by this Resolution are eligible to receive thirty (30) hours of paid sick leave after the new employee has been employed with the City for ninety {90) days. Such paid sick leave may be used for employee or family illness or for medical reasons or other reasons provided under the City's Paid Sick Leave Policy (AB 1522), adopted by the Mayor and Common Council on June 18, 2015 by Resolution 2015·116. Thereafter, sick leave as herein provided shall accrue at a rate of eight (8) hours per month, four (4) hours per pay period. Employees may only accrue a maximum of 1040 hours of sick leave at any time.
b. In the event an employee works less than fifty percent (50%) of the total normal work hours in the pay period, he/she shall not be credited with any sick leave for such pay period. Approved vacation, sick leave, holiday or administrative leave shall be considered as time worked for the purpose of computing sick leave benefits only.
Whenever an employee uses all allowable sick leave, further absences may be charged against accrued vacation or with department head approval, the employee may take loss of pay rather than vacation.
c. Sick leave means the absence from duty of an employee because of illness or injury, exposure to contagious disease, attendance upon a member of his/her immediate family who is seriously ill and requires the care of or attendance of an employee, or death in the immediate family of the employee. Immediate family means:
husband, wife, grandmother, grandfather, mother, father, sister, brother, son or daughter, mother-in·law, father-in-law, sister-in·law, brother-in-law, son-in-law or daughter·in· law, step mother, step father, or domestic partner.
d. Upon the Department Head's request, an employee must provide a physician's statement to justify sick leave usage of five (5) consecutive days or longer.
Employees suspected of abuse of excessive use of sick leave may also be required to furnish a written statement from their health care provider supporting the use of sick leave and/or the ability to return to work.
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e. No absence due to illness or injury in excess of five (5) working days shall be approved except after the presentation of satisfactory evidence of illness or injury; namely a certificate from a practicing physician or an authorized practicing chiropractor approved by the City Manager or his/her designee. The City Manager or his/her designee shall have the power to require that any person claiming the sick leave benefits of this resolution be examined at any reasonable time or intervals by the City's designated physician, and in the event of an adverse report to reject such claim for sick leave, in whole or in part, and to terminate sick leave compensation. In the event of the refusal of any person to submit to such examination after notification, the City Manager or his/her designees may terminate sick leave compensation and reject any claim therefor. The City Manager or his/her designee shall have the right to require the presentation of a certificate.
f. At the time of separation, any employee having six (6) or more years of service, may cash out unused post-petition sick leave as follows: 1) 288 hours or less, no cash out; 2) 289-479 hours= 20% of the total accrued hours; 3) 480-959 hours= 25% of the total accrued hours; and, 4) 960 or more accrued hours= 35%.
11. PEHP Plan. The City agrees to participate in the Post Employment Health Plan (PEHP) in accordance with the terms and conditions of the Plan's Participation Agreement.
12. CalPERS Retirement. SBCMA members are provided retirement benefits under the California Public Employees' Retirement System (CalPERS) as follows:
Tier I: 2. 7% @ 55 Benefit Formula for employees hired on or before October 3, 2011;
Tier II: 2% @ 55 for employees hired on or after 10/4/11 through 12/31/12;
Tier III: 2% @ 62 for new employees hired on or after January I, 2013, that satisfy the definition of "new member" under the Public Employees' Pension Reform Act (PEPRA).
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Employee Share. Effective 2/112013, all Tier I and Tier II employees shall pay the employee's share of the retirement contribution, either 8% for the 2.7@ 55 formula or 7% for the 2%@ 55 formula. Effective 1/1/2013, Tier III employees shall pay the employee contribution required by the PEPRA, calculated at 50% of the normal cost.
Em lo ·er Share. Effective 2/1/2013, all employees shall contribute 9.304% (either 1.304% or 2.304% depending whether the employee rate is 8% or 7%) of their salary toward the employer cost of retirement in accordance with Section 20516 of the California Government Code.
The City will pay the employer contribution for the Fourth Level 1959 Survivor Benefit.
For Tier I and II employees, the final compensation retirement calculation shall be based upon their single highest year of compensation eamable as provided under Section 20042 of the California Government Code. The compensation earnable period for Tier III PEPRA employees will be three years.
The City and the SBCMA acknowledge that the_ PEPRA laws and regulations shall govern a determination of whether employees are hired as "new members" or "classic or legacy" members.
13. Charter Amendments and Uniform Policies. Section 508 of the City's new Charter that became effective on January 31, 2017, provides that, "The Council shall provide for the establishment, regulation and maintenance of a merit system and governing personnel rules and regulations necessary for the effective administration of employees of the City's departments, offices and agencies. Such personnel rules and regulations may include but are not limited to classification and pay plans, examinations, force reduction, removals, working conditions, provisional and exempt appointments, in-service training, grievances and relationships with employee organizations." Accordingly, the City will be reviewing and developing uniform personnel policies in order to implement this Charter section. The City will provide copies of the uniform personnel rules and policies to the SBCMA prior to the City Council adoption of such rules and policies. The City contemplates that the City's uniform policies will include, without limitation, the following: City-wide Educational Incentive Pay; Acting Pay; Employee Assistance Program (EAP); Injury Leave; Drug and Alcohol Testing; Leave of Absence without Pay; No-Pay Status; Military Leave; Jury Duty; Catastrophic Leave; 8 Management/Confidential
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25 Seniority; Work Schedules; and, Probationary Period. Until such rules and policies have been adopted, all existing rules and policies, including, without limitation, shall remain in effect.
14. Wellness Benefit. Full-time employees who have successfully passed probation are eligible to receive a taxable wellness/physical benefit of $250.00/year during each calendar year that this Resolution is in effect. This amount does not roll over to the next calendar year and any amounts not used by December 31 51 shall be forfeited. Employees have until March 31st of the following calendar year to turn in receipts from the prior year. All reimbursement requests shall be made on forms provided by the Human Resources Department. Expenditures must follow the guidelines provided in Exhibit A to this Resolution.
15. Performance Evaluations. Perfonnance evaluations and any corresponding merit pay increases will be administered through the provisions of the City's Department Director Letter (DDL) No. 66, as may be amended.
16. Department Head Allowance. A Department Head may be reimbursed up to fifty dollars ($50) per month to cover work related employee events such as lunches, department celebrations, employee recognitions, and other events and functions. The allowance shall not accumulate from month to month. Requests for reimbursement shall be submitted to the Finance Department on prescribed forms.
18. Bankruptc\' Provisions/Release of Claims/Pre-Petition Leave Balances.
Section 9 of Resolution No. 2015-242 Pre-Petition Leave Balances and Appendix A to Resolution No. 2015-242 Bankruptcy Provisions and Release of Claims shall continue to be in effect and are incorporated herein to this Resolution. 9 Management/Confidential
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RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN 1 BERNARDINO, CALIFORNIA, REGARDING THE EST ABLISBMENT OF
MANAGEMENT/CONFIDENTIAL EMPLOYEE COMPENSATION AND BENEFITS 2 PLAN BETWEEN THE CITY AND MANAGEMENT/CONFIDENTIAL EMPLOYEES; REPEALING RESOLUTION NO. 2007-345; RESOLUTION NO. 2008-169; 3 RESOLUTION NO. 2008-306; RESOLUTION NO. 2009-35; RESOLUTION NO. 2009- 71; RESOLUTION NO. 2010-217; RESOLUTION NO. 2010-276; RESOLUTION NO. 4 2012-188; RESOLUTION NO. 2013-22; AND RESOLUTION NO. 2014-249; AND AMENDING RESOLUTION NO. 2015-242
5 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and 6 City Council of the City of San Bernardino at a Joint Regular Meeting thereof, held on the 19th 20 The foregoing Resolution is hereby approved this 19th day of July 2017. ,.. 21 22
23 Approved as to form:
24 Gary D. Saenz, City Attorney
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I ' , ' ">="' ;,ui/4
R. Car; y Dav~/, Mayor
City of San Bernardino
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94-392
RESOLUTION NO. -----
EXHIBIT B
3 RESOLUTION OF THE CITY OF SAN BERNARDINO AMENDING RF.SOLUTION NO. 6413 ENTITLED IN PART, "A RESOLUTION . . . ESTABLISHING A BASIC 4 COMPENSATION PLAN ... , "BY UPDATING INFORMATION CODIFYING PRIOR COUNCIL ACTION. (MANAGEMENT & CONFIDENTIAL) 5
B BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO, AS FOLLOWS:
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SECTION 1: Section Five of Resolution No. 6413 is hereby amended to exclude management and confidential employees. 9
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SECTION 2: Section Five and One-Half is added to Resolution No. 6413, as follows:
SECTION FIVE AND ONE-HALF: Section Five and One-Half shall apply to all non12 safety management and confidential employees:
13 (a) Effective January 1, 1995, employees will be adjusted from their current 14 salary ranges and steps to the new ranges and steps as set forth in Sections Twelve and Fourteen 15 of this resolution. Step placement will be nearest dollar with minimum placement at Step Two. 16 17 Employees who would have advanced to a higher step during the month of January, 1995 will 18 receive their January advancement and then will be placed in the range and step nearest their 19 January salary.
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22 (b) Employees hired within the last six months, or who will be hired at Step 1 after January 1, 1995, will be eligible for a maximum of a 5% step increase after the successful completion of the first six months of service. The minimum time period between alt 23 24 other steps will be twelve months.
25 (c) Beginning January 1, 1996, and each January 1 thereafter, all management 26 and confidential employees who have not yet reached top step, may receive an increase ranging 27 from 1 % to 5%, based upon the performance evaluations completed within the previous 28 Packet Pg. 101
' 94-392
1 AMENDMENT TO RESOLUTION NO. 6413 BY UPDATING INFORMATION 2 CODIFYING PRIOR COUNCIL ACTION.
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7 evaluation period. The evaluation period is six months from Step 1 to Step 2, and tweJve months between all other steps.
(d) All management and confidential employees shall be evaluated in writing. (1) Evaluation of department heads and heads of divisions within the 8 City Administrator's Office will be performed by the City Administrator and reviewed by the 9 Mayor, using an evaluation format approved by the City Administrator. 10 11
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(2) Evaluation of the Civil Service Chief Examiner will be performed by the Civil Service Board and reviewed by the Mayor.
(3) Evaluation of the City Librarian wi11 be performed by the Library 14 Board and reviewed by the Mayor.
15 (4) Evaluation of employees of elected officials will be performed by 16 the elected official or his/her designee and reviewed by the Mayor. 17 25
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28 (5) Evaluation of other management/confidential employees will be (1) Recommendations for salary advancement of a department head, 2 Packet Pg. 102
94-392
1 AMENDMENT TO RESOLUTION NO. 6413 BY UPDATING INFORMATION 2 CODIFYING PRIOR COUNCIL ACTION.
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or division head within the office of the City Administrator, shall be submitted by the City Administrator.
(2) Recommendations for salary advancement of the Civil Service Chief 7 Examiner shall be submitted by the Civil Service Board. 8 (3) Recommendations for salary advancement of the City Librarian 9 shall be submitted by the Library Board.
10 11
12 (4) Recommendations for salary advancement of employees of elected officials, with the exception of the Council Office, shall be approved and submitted by the 13 Mayor.
14 (5) Recommendations for salary advancement within the Council Office 15 shall be submitted by a Council committee.
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(6) Recommendations for advancement of all other
management/confidential employees shall be submitted by their respective department heads. (f) When an employee returns to work after an approved leave of absence 20 without pay and has over two (2) months of uncompensated service within the prior twelve· 21 month period, his/her anniversary date and compensation advancement date, for the purpose of 22 establishing compensation as provided for in this section, shall be extended by the length of time 23 for which the leave of absence was granted.
24 25
In circumstances in which either the Federal Family Leave Act or the State Medical and Family Leave Act apply, the City shall adhere to the requirements of the Acts. 26 27
28 3
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94-392
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1 AMENDMENT TO RESOLUTION NO. 6413 BY UPDATING INFORMATION 2 CODIFYING PRIOR COUNCIL ACTION.
3 (3428)
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(3434)
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Programmer Analyst
City Attorney Investigator (U)
Deputy City Attorney I (U)
Deputy City Attorney II (U)
Deputy City Attorney III (U)
Deputy City Attorney IV (U)
Senior Deputy City Attorney (U)
5 Packet Pg. 105
94-392
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94-392
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.-------n------..----------------- --·-··--·
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1 AMENDMENT TO RESOLUTION NO. 6413 BY UPDATING INFORMATION CODIFYING PRIOR COUNCIL ACTION.
2 3 I HEREBY CERTIFY that the foregoing resolution was duly adopted by the Mayor 4 and Common Council of the City of San Bernardino at a __ re_q_ul_a_r __ meeting thereof 1 5 held on the _ 1_9_th __ day of December
6 7
8 9
COUNCILMEMBERS
NEGRETE
tO CURLIN
11 HERNANDEZ
12 OBERHELMAN
13 DEVLIN
14 POPE-LUDLAM
MILLER
, 1994, by the following vote, to wit:
NAYS ABSENT ABSTAIN
x
x
x
x
x
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City
a~~ 'elerk
9 Packet Pg. 109
1 AMENDMENT TO RESOLUTION NO. 6413 BY UPDATING INFORMATION 2 CODIFYING PRIOR COUNCIL ACTION.
3 The foregoing resolution is hereby approved this. __ 2 _
2n_d _______ day of
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8 9
10 11
_____ December , 1994 .
Apt>l'O\'cd as ~
12 fenn and legttl content:
lS JAMF.S F. PENMAN
l4 City Attorney
15 16
17 By:Ju7~~-1 l4·~
18 -~ ~ C-L.,2;,. c/9/'
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~ City of San Bernardino
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EXHIBITC
RESOLUTION NO. 2018-171
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN
BERNARDINO, CALIFORNIA, ESTABLISHING A SET VEHICLE
REIMBURSEMENT ALLOWANCE FOR ELIGIBLE CITY EMPLOYEES AND ELECTED OFFICIALS AND REPEALING RESOLUTION NO. 2006-428 WHEREAS, the Mayor and City Council adopted Resolution No. 2006-428 authorizing a vehicle reimbursement allowance for eligible City employees and elected officials effective Januaryl,2007;and
WHEREAS, the monthly vehicle allowance was to be increased by $25 each July I st thereafter; and
WHEREAS, a survey of neighboring cities found the City's allowance is significantly higher than those found in other cities; and
WHEREAS, eliminating the automatic increase will result in an annual savings of $8,400.00.
NOW, THERFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1. The monthly amount of vehicle reimbursement allowance authorized for each employee category as of July 1, 2018 is listed below:
City Manager:
Assistant City Manager, Mayor, City Council, and
Deparbnent Directors:
Division Heads:
$775
$725
$575
All individuals who are eligible to receive a vehicle reimbursement allowance will be designated by the City Manager.
SECTION 2. Resolution No. 2006-428 is hereby repealed.
Ill
Ill
Ill
Ill
1 Packet Pg. 111
1 RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN
BERNARDINO, CALIFORNIA, ESTABLISHING A SET VEIDCLE
2 REIMBURSEMENT ALLOWANCE FOR ELIGIBLE CITY EMPLOYEES AND 3 ELECTED OFFICIALS AND REPEALING RESOLUTION NO. 2006-428 4 5
6 7
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28 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and City Council of the City of San Bernardino at a Joint Regular Meeting thereof, held on the 20th day of June 2018, by the following vote, to wit:
Council Members: AYES NAYS ABSTAIN ABSENT
MARQUEZ
BARRIOS
VALDIVIA
SHORETT
NICKEL
RICHARD
MULVIHILL
_ Ot-f,01<CA «', , Georgeann i anna, CM(, Ctty Clerk
The foregoing Resolution is hereby approved this 20th day of June 2018. , Approved as to form:
Gary D. Saenz, City Attorney
By: iJ-:_x;;_ "'-
2 //
R. Carey Davi's, Mayor
City of San Bernardino
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City of San Bernardino
Request for Council Action
DISCUSSION
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Daniel Hernandez, Agency Director of Public Works, Operations and Maintenance
Department: Public Works
Subject: Carousel Mall – Demolition and Professional Services Agreement for 24/7 Security Services (Ward 1)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Direct the City Manager to prepare and issue the necessary documents for the demolition of the Carousel Mall through a design-build contract; and
2. Authorize the City Manager to execute a month-to-month Professional Services Agreement between City of San Bernardino and Redwood Private Security for 24/7 security patrol of the Carousel Mall.
Background:
The Carousel Mall is a 43-acre property located in the historic heart of Downtown San Bernardino. In 1972, the mall opened its doors as the Central City Mall with major anchor stores including Harris Company, J.C. Penney and Montgomery Wards with a variety of inline tenants. By the 1980s, the mall began to decline, and efforts were made to rebrand the mall as the Carousel Mall. By the beginning of the new century, the anchor stores began to close their doors leaving the inline tenants in the mall. After 45 years of operations, the Carousel Mall closed its doors to the public in 2017.
Although the Carousel Mall’s closure impacted the community, it has created a new opportunity for growth and development in the historic core of Downtown San Bernardino. Most of the Carousel Mall property is controlled by the City of San Bernardino with the exception of the Harris Company department store and the Enterprise Building, formerly known as the Andresen building, located in front of E Street, which are connected to the Mall. The City’s ownership of the property is through its former Redevelopment Agency and is therefore subject to the dissolution act process for all redevelopment agencies in California. This property has been identified as one of the main catalysts for the future revitalization of Downtown San Bernardino. The sale and development of this property asset is of key importance to the City’s future success.
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Discussion:
Demolition
The Carousel Mall has historically been a critical economic element for downtown San Bernardino and the overall San Bernardino community. Since its closure in 2017, the Carousel Mall has become a health and safety burden for the City of San Bernardino. Transients have intruded into the Mall through the doors and roof, causing structural damage to the building and removing wiring/valuables to salvage. In addition, the recent May 2022 Third Alarm Fire inside the Mall created more structural damage due to the use of water to extinguish the fire.
In the last 12 months, more than three fires reported in the Mall caused by transients. The breaching and vandalism of the property create costs and potential liability for the City. For example, over the last two months, staff has spent over $10,000 in materials and after-hour calls (i.e., overtime) on securing the building after it has been breached. This excludes the amount of staff time during the regular workday to address issues, which distracts from dayto-day duties. According to the Facility Maintenance Division Manager, Facilities employees spend approximately 25% of their time addressing issues associated with vandalism and breaches at the Mall. The time spent at the Mall takes away valuable resources from the City to address maintenance and repair needs through occupied buildings in the City. In addition, neighboring landowners have raised concerns about the condition of the Carousel Mall and its impact on their properties. While the condition of downtown is the collective responsibility of all local landowners, addressing the conditions at the Carousel Mall will help mitigate the concerns of neighboring owners.
Staff strongly believes the demolition of the Carousel Mall is a viable solution to prevent safety and health concerns, eliminate the need to allocate valuable city resources, and reduce/eliminate the costs of maintaining a vacant building. The demolition of the Carousel Mall may also help to facilitate, incentivize, and expedite future development at the site.
In order to expedite the demolition, staff recommends the preparation and issuance of documents to facilitate a Design-Build contract pursuant to Chapter 12.21 (Design-Build) of the City’s Municipal Code). If authorzied, a Request for Qualification (RFQ) will be issued with a deadline for a response. Staff will then evaluate the responses to the RFQ to determine who be invited to participate in a Request For Proposals (RFP). Staff will then evaluate the proposals in response to the RFP to determine which firm is best suited to delivier the project effectively and efficeintly. Staff will return to the City Council to request the award of the Design-Build contract. Below is a proposed timeline if authorized by the City Council.
Issuance of Request for Qualifcation (RFQ) July 26, 2022 RFQ Due Date August 18, 2022
Issuance of Request for Proposal for Qualified Contractors September 1, 2022 RFP Due Date September 22, 2022
City Council Award of Design/Build Contract October 19, 2022 24/7 Security
Due to increased vandalism and trespassing, which poses health and safety issues and costs to the City, staff solicited four informal proposals for security services to patrol the mall to prevent unlawful activity. The following is the breakdown of the four proposals for 3-shift patrol of 8 hours each. The first shift (morning) will be one patrol officer and one vehicle, while the two remaining shifts (mid-day and evening) will be two patrol officers and one vehicle.
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Monthly Totals Yearly Totals
Officer Vehicle Total Officer Vehicle Total
Platinum $ 37,225.07 $ 6,916.00 $ 44,141.07 $ 446,700.80 $ 82,992.00 $ 529,692.80 Redwood $ 39,785.00 included $ 39,785.00 $ 477,420.00 included $ 477,420.00 Citiguard $ 35,186.67 $ 1,750.00 $ 36,936.67 $ 422,240.00 $ 21,000.00 $ 443,240.00 RMI $ 222,630.72 $ 5,476.81 $ 228,107.56 $ 2,671,568.64 $ 65,721.76 $ 2,737,290.43 Based on a review of the proposals, on July 12, 2022, staff recommends the Mayor and City Council authorize the City Manager to execute a month-to-month Professional Services Agreement with Redwood Private Security for the 24/7 security patrol of the Carousel Mall grounds. The 24/7 security patrol provided will focus on problematic areas to prevent access and vandalism to the building. Redwood will work closely with city staff and the Police Department to safeguard the building and the grounds as best as possible. If this contract is authorized, staff anticipates the contract continuing through the conclusion of the demolition of the Mall.
Alternatives
The City Council may opt not to proceed with demolition of the Carousel Mall at this time. In that event, the demolition of the Mall will be addressed as part of the development efforts.
Similarly, the City Council may choose not to authorize the security contract and instead continue with the existing, much more limited, security services. 2021-2025 Key Strategic Targets and Goals:
This project is consistent with Key Target No. 1e: Improved Operational & Financial Capacity - Minimize risk and litigation exposure. Approval of this item will allow staff to begin mall demolition process, which reduce the risk and improve safety and health.
Financial Impact:
Demolition – After receiving the proposals, staff will evaluate and suggest a funding source for the demolition, which may be recovered from the sale of the mall property.
Security - Regarding the security services, there are sufficient funds in the current account to cover month-to-month services for the time being. If the contract is authorized, staff will assess the long term budgetary impacts and opportunities for offsets and will return to the City Council at a later time to request an appropriation to cover the increased service level before current budgets are expended.
Conclusion:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Direct the City Manager to prepare and issue the necessary documents for the demolition of the Carousel Mall through a design-build contract; and
2. Authorize the City Manager to execute a month-to-month Professional Services Agreement between City of San Bernardino and Redwood Private Security for 24/7 security patrol of the Carousel Mall.
Attachments:
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Attachment 1 – Proposed Professional Services Agreement with Redwood Private Security Ward: All
Synopsis of Previous Council Actions: None
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1 PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:
Security Services for the Carousel Mall (hereinafter referred to as “the Project”).
B. Consultant is duly licensed and has the necessary qualifications to provide such services.
C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.
AND REDWOOD PRIVATE SECURITY
This Agreement is made and entered into as of July 12, 2022 by and between the City of San Bernardino, a charter city and municipal corporation organized and operating under the laws of the State of California with its principal place of business at Vanir Tower, 290 North D Street, San Bernardino, CA 92401 (“City”), and Redwood Private Security, a limited partnership, with its principal place of business at 473 E Carnegie Drive, Suite 200, San Bernardino, CA, 92408 (hereinafter referred to as “Consultant”). City and Consultant are hereinafter sometimes referred to individually as “Party” and collecti vely as the “Parties.”
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:
AGREEMENT
1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.
2. Services. Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A.”
3. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel identified in their proposal. Consultant warrants that Consultant is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant further represents that no City employee will provide any services under this Agreement.
4. Compensation.
a. Subject to paragraph 4(b) below, the City shall pay for such services in accordance with the Schedule of Charges set forth in Exhibit “A.” b. In no event shall the total amount paid for services rendered by Packet Pg. 117
2 Consultant under this Agreement exceed the sum of $39,785 per month. This amount is to cover all related costs, and the City will not pay any additional fees for printing expenses. Consultant may submit invoices to City for approval. Said invoice shall be based on the total of all Consultant’s services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice within thirty (30) days from the date City receives said invoice. The invoice shall describe in detail the services performed and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices.
5. Additional Work. If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.
a. Adjustments. No retroactive price adjustments will be considered.
Additionally, no price increases will be permitted during the first year of this Agreement, unless agreed to by City and Consultant in writing.
6. Term. This Agreement shall commence on the Effective Date and continue on a month-to-month basis until terminated as provided for herein (“Term”).
7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to City for inspection and/or audit at mutually convenient times for a period of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.
8. Time of Performance. Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of written notice from the City to proceed. Consultant shall complete the services required hereunder within Term.
9. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that Packet Pg. 118
3 materially affects the Consultant’s performance and is one or more of the following: (1) Acts of God or other natural disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety. b. Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Delays shall not entitle Consultant to any additional compensation regardless of the Party responsible for the delay.
c. Notwithstanding the foregoing, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.
10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements.
b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies.
c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.
11. Standard of Care. Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under similar conditions. Consultant’s performance shall conform in all material respects to the requirements of the Scope of Work.
12. Conflicts of Interest. During the term of this Agreement, Consultant shall at all times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept payment from or employment with any person or entity which will constitute a conflict of interest with the City.
13. City Business Certificate. Consultant shall, prior to execution of this Agreement, obtain and maintain during the term of this Agreement a valid business registration certificate from the City pursuant to Title 5 of the City’s Municipal Code and Packet Pg. 119
4 any and all other licenses, permits, qualifications, insurance, and approvals of whatever nature that are legally required of Consultant to practice his/her profession, skill, or business.
14. Assignment and Subconsultant. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.
15. Independent Consultant. Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided. Any personnel performing the work governed by this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance under this Agreement and as required by law.
Consultant shall be responsible for all reports and obligations respecting such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers’ compensation insurance.
16. Insurance. Consultant shall not commence work for the City until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies of commercial general liability and automobile liability insurance using the endorsements and forms specified herein or exact equivalents. b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City.
(ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:
Insurance Services Office Commercial General Liability
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5 coverage (Occurrence Form CG 00 01) or exact equivalent. (iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Contractual Liability with respect to this Contract (7) Broad Form Property Damage
(8) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its elected and appointed officials, officers, employees, agents, and City-designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.
(vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured.
c. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City. (ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials, officers, employees, agents and City designated volunteers additional insured status. (iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
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6 d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section. e. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. f. Intentionally Omitted
g. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:
Combined Single Limit
Commercial General Liability $2,000,000 per occurrence/$4,000,000 aggregate for bodily injury, personal
injury, and property damage
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7 Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)
(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.
h. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance. i. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of the premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.
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8 (iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law. j. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
k. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including, but not limited to, the provisions concerning indemnification. (ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Packet Pg. 124
9 Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement. m. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.
17. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel reasonably approved by the City), indemnify and hold the City, its elected and appointed officials, officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, the Project, or this Agreement, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the City. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, the City Council, members of the City Council, its employees, or authorized volunteers. Consultant’s indemnification obligation shall survive the expiration or earlier termination of this Agreement. b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent which the Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant in the performance of the services or this Agreement, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.
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10 18. California Labor Code Requirements. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subcontractors to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1).
If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such Services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements.
19. Verification of Employment Eligibility. By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.
20. Laws and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Bernardino, State of California.
21. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days’ written notice to Consultant.
In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services Packet Pg. 126
11 performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.
22. Attorneys’ Fees. In the event that litigation is brought by any Party in connection with this Agreement, the prevailing Party shall be entitled to recover from the opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof. The costs, salary, and expenses of the City Attorney’s Office in enforcing this Agreement on behalf of the City shall be considered as “attorneys’ fees” for the purposes of this Agreement.
23. Responsibility for Errors. Consultant shall be responsible for its work and results under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation as may be required by the City’s representative, regarding any services rendered under this Agreement at no additional cost to City. In the event that an error or omission attributable to Consultant’s professional services occurs, Consultant shall, at no cost to City, provide all other services necessary to rectify and correct the matter to the sole satisfaction of the City and to participate in any meeting required with regard to the correction.
24. Prohibited Employment. Consultant shall not employ any current employee of City to perform the work under this Agreement while this Agreement is in effect.
25. Costs. Each Party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.
26. Documents. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.
27. Organization. Consultant shall assign Larry Krininger as Project Manager.
The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.
28. Limitation of Agreement. This Agreement is limited to and includes only the work included in the Project described above.
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12 29. Notice. Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following addresses and shall be effective upon receipt thereof:
CITY:
City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Manager
With Copy To:
City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney
CONSULTANT:
Larry Krininger
General Manager
473 E Carnegie Drive, Suite 200,
San Bernardino, CA, 92408
30. Third Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.
31. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.
32. Entire Agreement. This Agreement, including Exhibit “A,” represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises, or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated Agreement.
33. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance, and the remaining provisions of this Agreement shall remain in full force and effect.
34. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without Packet Pg. 128
13 the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.
35. Non-Waiver. The delay or failure of either Party at any time to require performance or compliance by the other Party of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance.
No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. The waiver of any right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.
36. Time of Essence. Time is of the essence for each and every provision of this Agreement.
37. Headings. Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain, or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.
38. Amendments. Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this Agreement.
39. City’s Right to Employ Other Consultants. City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.
40. Prohibited Interests. Consultant maintains and warrants that it has neither employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
41. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one single Agreement.
42. Authority. The persons executing this Agreement on behalf of the Parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that by doing so, the Parties hereto are formally bound to the provisions of this Agreement.
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14 43. Electronic Signature. Each Party acknowledges and agrees that this Agreement may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an original signature
[SIGNATURES ON FOLLOWING PAGE]
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15 SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
AND REDWOOD PRIVATE SECURITY
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.
CITY OF SAN BERNARDINO
APPROVED BY:
ROBERT D. FIELD
City Manager
ATTESTED BY:
GENOVEVA ROCHA, CMC
City Clerk
APPROVED AS TO FORM:
Best Best & Krieger LLP
City Attorney
CONSULTANT
Jason Berckart, CPP,
Chief Executive Officer
Signature
Name
Title
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16 EXHIBIT A
SCOPE OF SERVICES
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PROPOSAL FOR SECURITY
PARTNERSHIP
City of San Bernardino
(Carousel Mall Property)
Primary Contact:
Jason Berckart, CPP
Chief Executive Officer
951-370-9931
[email protected]
Redwood Private Security
Mission Statement
“To provide an unrivaled
partnership with quality
clients by delivering
customized security services
and solutions carried out by
a dedicated and professional
workforce.”
Exhibit A
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Dear Tim,
Redwood Private Security is honored to present the following proposal for a security services partnership with the City of San Bernardino at Carousel Mall. We pride ourselves in creating customized security services and solutions by getting to know each client and their unique needs.
We understand the City of San Bernardino has unique needs and we tailor our services to compliment your operations and serve as a true partner to you and the community you serve.
Redwood Private Security was created by highly seasoned security management professionals with decades of collective experience. Our executive and management team have worked together for over 14 years and have the synergy to produce unrivaled security services.
Our team has demonstrated experience and great qualifications for serving clients of all types in multiple vertical markets. The Redwood Private Security team has extensive experience providing over 50,000 man-hours per week of both armed and unarmed security services. We provide security for both the public and private sectors, including industrial complexes, commercial office, high-rise, governmental offices, and much more.
Our industry-leading processes and training establish the appearance and integrity our clients demand from their security services partner. Our security officers are thoroughly screened and trained before being placed at a client site. At Redwood Private Security, we do more than just fill a uniform; We provide security officers who take pride in their job and fulfill our commitment to a true security services partnership with each client.
At Redwood Private Security, we always stay ahead of the game on industry technology to complement our services delivery. We will propose technology where applicable to reduce the need for personnel and increase productivity and accountability.
After reviewing the following proposal, we are confident you will see Redwood Private Security is best suited and qualified to meet your security needs. I would be honored to provide an inperson presentation or video conference call/ webinar to provide you with further information or answer any of your questions.
Respectfully,
Jason Berckart, CEO
Redwood Private Security, LP
951-370-9931 mobile | [email protected]
Exhibit A
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Table of Contents
INTRODUCTION AND COMPANY INFORMATION ............................................................. 4 Brief History ............................................................................................... 5 THE RPS TEAM FOR THE CITY OF SAN BERNARDINO....................................................... 8 Primary Contact and Management Hierarchy for This Security Partnership ..................... 8 Executive Team ........................................................................................... 9 Security Staffing Overview ............................................................................. 13 Screening & Background Check Process .............................................................. 16 RPS Uniforms ............................................................................................. 17 RPS Employee Benefits Program ....................................................................... 18 TRAINING .......................................................................................................... 22 New Hire Training Program............................................................................. 22 Standards for Written Reports ......................................................................... 26 FAMILIARITY WITH SECURITY INDUSTRY & PRACTICES .................................................. 36 Familiarity with Federal, State, and Local Regulations ........................................... 36 Quality Control Program for Security Personnel .................................................... 36 Introductory Period for New Employees ............................................................. 40 Action Plan for City of San Bernardino at Carousel Mall ........................................... 40 Transition Plan ........................................................................................... 41 VALUE-ADDED SERVICES ....................................................................................... 42 PROPOSAL PRICING ............................................................................................. 43 REDWOOD PRIVATE SECURITY: ............................................................................... 45 THE LOGICAL CHOICE FOR THE CITY OF SAN BERNARDINO ............................................. 45
Exhibit A
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INTRODUCTION AND COMPANY INFORMATION
Redwood Private Security (RPS) is honored to present this proposal for providing the City of San Bernardino a customized security partnership program. The security program proposed is designed to provide high-visibility, security services for the Carousel Mall property. The RPS team has experience providing similar services for clients including Link Logistics, Vanir Development, and Rexford Industrial.
Through our research and experience, RPS has an understanding of the City’s current security needs, including personnel resources needed, training needed for successful operations, and policies and procedures to complement your property’s operations.
Objective
Our objective is to deliver a client-centric customized security partnership program that will exceed your expectations, delivered by a committed and professional team. Your RPS management team will frequently assess your security program, recommend updates, implement new solutions, and consistently maintain communication and quality throughout the partnership. We will meet this objective by using the following:
• A focused recruiting strategy where we will target quality, service-oriented Security Officers, and not just waiting for candidates to apply to online advertising. • An employee compensation package to attract the best candidates in the area, including a generous salary, medical, dental and vision plans, 401(k) options, and much more. • A thorough screening procedure to ensure we only hire the best qualified Security Officers with proven work history and good work ethic. Our screening includes extensive background checks, drug screening, motor vehicle records check, and previous work experience verification.
• An onboarding process employing a mentor-protégé method where new hires are guided through their orientation to RPS’ policies and procedures, and company culture with more individualized focus.
• Use of detailed and clear processes and company philosophies communicated to the officers and management team to ensure consistent, quality service and operations. • An industry-leading training academy that will provide our security teams the ongoing educational tools they need to be successful in their individual positions, as well as preparing them for their career advancement. Training is currently offered online to accommodate social distancing in both instructor-led and multimedia formats. • Use of consistent field supervision, quality control measures, and employee support. • Regular visits with building management to ensure consistent quality and service delivery. • Use of scheduled performance evaluations of employees to ensure we communicate expectations, give praise for high-performing areas, and strengthen areas needing improvement.
• Custom incident reporting and guard tour system, including automatic e-mail reports to track all aspects of the services provided by RPS.
Exhibit A
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Brief History
Redwood Private Security, LP (doing business as: Redwood Private Security), is headquartered in San Bernardino, California, founded by several security industry leaders who previously worked for a West Coast regional security company for over 14 years. The RPS team has experience working well together and managing over 50,000 hours per week of contract security services in 10 offices over several states.
The RPS team has extensive experience providing armed and unarmed security and courtesy patrol services to several marketsincluding industrial complexes, commercial office, high-rise, and governmental offices. With a customized approach to each of our clients’ security needs, RPS provides unmatched solutions to meet the specific needs of each client.
Jason Berckart co-founded Redwood Private Security in 2020 after working as an Area Vice President for a large regional security company that was later acquired by a large national provider in 2019. Mr. Berckart founded RPS after seeing the security industry dominated by large corporations primarily focused on profits, with little to no focus on clients and employees. Mr. Berckart recognized this need for a company with an inclusive culture focused on employees and clients and decided to start RPS with industry colleague Eugene Abellon.
The Redwood Private Security team consists of several security industry leaders who have a lengthy track record of success and synergy working together.
RPS currently operates in California, Nevada, and Texas.
RPS will continue to maintain local (Inland Empire-based) ownership and support to ensure all our clients receive focused attention, without the need ever wait for responses from an out-of-state executive team.
This will provide more timely solutions to each of our clients to keep the security partnership running as effectively as possible.
Redwood Private Security Mission Statement
“To provide an unrivaled partnership with quality clients by delivering customized security services and solutions carried out by a dedicated and professional workforce.”
Exhibit A
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Overall Capabilities
Redwood Private Security specializes in customized security partnerships with clients where the focus is on customer service, accountability, access control, and emergency response. RPS services include:
Armed Security Officers
Vehicle Patrol Officers
High-visibility foot patrols
Security Console/ SOC Operations
Concierge and Ambassador Services
Unarmed Security Officers
Alarm Response
Specialized client-requested training.
RPS is headquartered in San Bernardino (CA) and operates in both northern and southern California. RPS is licensed as a qualified Private Patrol Operator by the State of California/Bureau of Security and Investigative Services (BSIS) (License No. PPO 120965).
Redwood Private Security Office Location
Corporate Headquarters 473 E. Carnegie Drive, Suite 200 San Bernardino, CA 92408
Since the founding of Redwood Private Security, RPS has set and began following a plan to expand its operations through conservative, organic growth and becoming a top-tier security partner. RPS employs security officers who exceed stringent selection criteria and have extensive training and certification levels in order to serve each of our clients. RPS’ clients can benefit greatly from the speed, customized service, and flexibility of a quality local security partner, while at the same time experiencing the strength and capabilities of a national provider.
RPS’ unique ability to combine a professional workforce, coordinated service delivery, responsive & local management, and client-centric service has empowered us to meet the evolving needs of each individual client. Each client can expect RPS to be an ideal security services partner.
RPS works with our clients to frequently recommend new technology and operational strategies to improve the efficiency of the security program while helping to reduce costs to the client.
Exhibit A
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Current Capabilities and Resources
Redwood Private Security currently has a local office in San Bernardino, CA, and with our CEO located in southern California, RPS has a local management team to provide support. The RPS team is able to support the existing scope of work as well as any emergency and unexpected service needs.
As an additional layer of support, the local team at the City of San Bernardino will be supported by other RPS locations and management.
These locations can supply additional management, supervisors, security officers, and equipment resources when emergencies arise.
Our executives and other managers have certifications and training skills that can be used at the City of San Bernardino as needed.
Exhibit A
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THE RPS TEAM FOR THE CITY OF SAN BERNARDINO
Primary Contact and Management Hierarchy for This Security Partnership Primary Management
Contact
Larry Krininger, General Manager
909-681-7448 mobile
[email protected]
Secondary Management
Contact
Pamela Munoz, Client Manager
951-970-4766 mobile
[email protected]
Additional Management
Contact
Jason Berckart, CEO
951-370-9931 mobile
[email protected]
Company Organizational Structure: RPS will provide the City of San Bernardino with a clear channel of communication so we can provide the best security services possible. At RPS, our organizational structure is designed with minimal layers of management. RPS delegates authority and responsibility appropriately so your site supervisor and/or manager can resolve issues without having to constantly escalate matters to higher management. With open lines of communication, RPS management can be in contact with City of San Bernardino management and RPS employees quickly and efficiently.
Exhibit A
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Executive Team
The RPS executive team is located in California and is directly involved in providing support to the local teams at each client site.
Exhibit A
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Exhibit A
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Exhibit A
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Site Supervision & Responsibilities
RPS will utilize a team of managers who serve as roving Supervisors over various work sites in the Inland Empire area. The managers will conduct announced and unannounced checks of the Security Officers at Carousel Mall, especially during weekend and late-night hours.
Account Manager Responsibilities
RPS will assign a manager to serve asthe City of San Bernardino’s Account Manager. The Account Manager will provide the overall operational leadership over the entire Security program at Carousel Mall and will be the primary point of contact with property management. The Account Manager is responsible for overseeing all aspects of the security operations, including (but not limited to): contract compliance, safety, personnel selection, post orders development, personnel training, post scheduling, emergency response, documentation, and reporting.
Internally, the Account Manager will have ultimate responsibility to ensure all RPS policies and procedures are followed by assigned personnel, including but not limited to:
✓ Ensuring all security personnel receive the required
company and site orientation and on-the-job training.
✓ Ensuring the effective scheduling of personnel and
ensuring all posts are covered with a trained and qualified security officer.
✓ Ensuring billing details are correct and submitted
properly to prevent billing issues.
✓ Attending regular meetings with the client
representatives to ensure RPS services are meeting all
expectations.
The RPS managers and Site Security Supervisors report to the designated General Manager.
The Account Manager will be continuously supported by RPS management, including Recruiting, Human Resources, Payroll, Accounting, and executive management teams.
Person-in-charge When Account Manager Unavailable
RPS recognizes and encourages a healthy work-life balance for our employees. In the event of a scheduled vacation, time-off or other longer-term absence of the Account Manager, RPS will designate and communicate to City management a temporary backup to the absent manager.
Exhibit A
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Security Staffing Overview
Upon award of a security services contract, RPS will
coordinate with City management and begin the recruiting process for regular and on-call/ back-up security officers for the Carousel Mall project.
Management Staffing Plan
The City of San Bernardino will have an assigned Account Manager to serve as the direct point to the City
management. Upon starting at Carousel Mall, General
Manager Larry Krininger will serve in this role to ensure a successful security program is developed.
RPS management will continually review staffing levels and job duties with City management to ensure the most
efficient security program is delivered.
Personnel Selection Process
RPS will recruit outstanding external candidates looking for a position in the security industry for job vacancies.
RPS utilizes Kwantek as our applicant tracking and
onboarding software. All job requisitions created in Kwantek are pushed out and posted on several external job websites.
These websites include Indeed.com, Glassdoor.com,
Ziprecruiter.com, MyGuardJobs.com, Google Jobs, and
Facebook Jobs.
When needed, we also post our open positions on
local job websites such as Craigslist.org,
Monster.com, other local websites, as well as on the
Redwood Private Security website. RPS recruiters
attend job fairs at colleges and trade shows and
work in the field looking for high quality candidates.
RPS encourages job candidates referred by
employees and clients as well. Redwood Private
Security is committed to hiring veterans and
candidates from military job placement venues.
When promotional opportunities arise, our first intention is to promote internal candidates whenever possible. RPS works to develop those employees who wish to advance in their career, so they are ready when opportunities present themselves. Our internal job board can be viewed 24/7 online by any of our employees who are interested in searching for promotional opportunities.
Hiring Statistics:
• 1 out of 15 applicants hired.
• Applicants must provide complete
education, residential, and work
history without unexplained gaps.
• State and Federal-level criminal
background checks
• 7-year residential history check.
• 10-panel drug screen
• MMPI-2 Psychological
Assessment for Armed & Safety
Sensitive personnel.
• 7 years average time in security
industry.
• 67% of employees hold multiple
certificates.
• Annual check of all required
security licenses and permits.
• Annual DMV check for driving
positions.
Exhibit A
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As an equal opportunity employer, RPS seeks to hire the best employees in each area we serve. In order to meet our goal of providing unmatched security services, our selection process is carefully designed to find the most suitable individuals for each post. The objective of our personnel selection process is to fill immediate job vacancies and maintain a reserve pool with the best suited security officers and supervisors.
This enables RPS to handle unexpected client needs for emergency service as well as staffing pre-planned events.
Online Application
The hiring process starts with each candidate completing a detailed application in our online applicant tracking
system. This starts the applicant’s process for
consideration for employment with RPS. RPS recruiters will assess all relevant capabilities of an individual and
determine how well the candidate meetsthe specifications for a specific assignment. Only 1 out of every 15 applicants is hired. This number is a testament to the fact that RPS attracts numerous applicants and can be selective when
hiring new security officers and supervisors.
RPS utilizes an online applicant tracking system accessible via an applicant’s personal computer or mobile device. Use of the online system helps RPS gauge an applicant’s ability to use the types of technology our security officers often utilize in the field. The applicant must demonstrate clear and accurate responses when completing the application and questionnaire. Once completed, the applicant will receive an automated e-mail letting them know their application was received and will be reviewed.
Application Interview Questions & Assessment
The application includes a questionnaire and assessment of work and leadership characteristics. The assessment is designed to reveal attitudes toward work ethic, customer service work, and the ability to work individually or as part of a team. This assessment helps RPS hiring managers determine if an applicant is a good fit for the position they are hiring for. Successful applicants are then selected to continue to the Interview phase.
Interview Process
To best determine an applicant’s suitability for employment, RPS has implemented a multi-step interview process, including:
• Recruiter Review of Application and Telephone Interview: After the applicant has completed the online application form, an RPS Recruiter will review the application within 1 business day to find if there is a fit between RPS and the applicant. The application is also screened for any discrepancies or “red flags” such as poor work history or reliability issues. If the applicant seems to be a fit, the Recruiter will schedule and conduct a telephone or video interview depending on the applicant’s access to such technology. The telephone/ video interview includes a standardized set of questions, as well as job-specific questions for the applicant. Applicants successfully completing the telephone/ video interview will continue onto the Hiring Manager Interview.
Exhibit A
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• Hiring Manager Interview: The RPS hiring manager will conduct an interview with the applicant to learn more about the candidate’s qualifications and work experience. Due to the COVID-19 pandemic, RPS conducts in-person (social
distancing) interviews. During the interview,
the hiring manager will determine if the
applicant meets the requirements, skills,
and demeanor for the position. Applicants
who successfully complete the hiring
manager interview will be set-up for the
Background Investigation, Drug Screen, and
Onboarding Processes.
• Client-optional Interview
RPS offers all clients the opportunity to interview and approve any security officer or supervisor before placement on the account. The optional interview may be conducted by a city representative at the property or City office location. This interview is an important part in being client-centric and ensuring we collectively find the right applicant for each site. Applicants who successfully complete the hiring manager interview will be set-up for the Background Investigation, Drug Screen, and Onboarding Processes.
During the interview process, the applicant’s language and communication skills are assessed. An applicant must be able to speak, read, and write proper English to proceed successfully through the RPS personnel selection process.
Exhibit A
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Screening & Background Check Process
After the interview, a comprehensive background check is completed, including a check through a thirdparty screening service. The candidate’s information is checked against federal, state, and local criminal records databases, sex offender registries, and DMV records. RPS also verifies a candidate’s Social Security number and authorization to work in the United States using the Department of Homeland Security EVerify system. Each candidate is required to meet or exceed all requirements set forth by the RPS standards and applicable state laws.
Training & Work Verification
RPS Recruiters verify all training and work history listed on the candidate’s application. Training is verified by obtaining copies of certificates or diplomas, or by contacting the issuing organizations. After verification of prior training and work experience, the candidate must successfully complete the required RPS training modules.
Annual Verifications of Licenses
RPS conducts annual verifications of all required security licenses for all security officers and supervisors.
In addition, RPS will conduct an annual Motor Vehicle Record check through the Department of Motor Vehicles (DMV) for all security officers and supervisors assigned to driving positions.
Drug Testing
In compliance with the Drug-Free Workplace Act of 1988, RPS is committed to providing a safe and productive work environment free of illegal drugs. Alcohol and drug abuse in the workplace create a safety and security threat to the employees, clients, and facilities. RPS is committed to the elimination of illegal drug and alcohol use and abuse in the workplace.
Candidates are required to pass a 10-panel drug screen for illegal drugs including cocaine, marijuana, PCP, amphetamines, opiates, benzodiazepines, barbiturates, methadone, propoxyphene, and Quaaludes.
Exhibit A
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RPS Uniforms
RPS has a long-standing partnership with a full-service uniform leasing company. Through our uniform provider, RPS can provide our standard uniforms or create a customized uniform package to suit each client’s needs. Each security officer and supervisor are provided an ample supply of durable new uniform shirts, pants, and outerwear. Security officers are provided weekly laundering service, and repair or replacement of damaged garments at no additional charge to the employee. As part of each site inspection, RPS Quality Control Managers perform regular checks of each security officer’s uniforms to ensure a professional appearance.
RPS’ standard hard uniform conveys a traditional and authoritative security presence and can be used both indoors and outdoors. The standard hard uniform consists of:
• a black uniform jacket (type depending on work assignment), • dark grey uniform shirt (made of sturdy material),
• black uniform trousers (may be substituted for BDU/ cargo-type pants), • a black tie (for use with long-sleeve shirts),
• black socks and plain black shoes or duty boots.
RPS’ standard concierge/soft uniform conveys a softer and more approachable look and is usually reserved for indoors assignments (i.e. building lobbies, security gatehouse, etc.). The standard concierge/ soft uniform consists of:
• a black blazer jacket,
• a white oxford-type shirt,
• black slacks,
• a dark red necktie (standard), or custom selection
• black socks and plain black shoes
Both standard uniforms project a clean and professional image.
In addition to the standard uniforms, RPS has access to hundreds of custom uniform options to choose from. RPS will work with the City of San Bernardino management to select the most suitable uniform for the site. RPS believes a proper uniform selection is an important component when building an identity for the security program.
Exhibit A
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RPS Employee Benefits Program
RPS has developed an industry-leading benefits package for our qualifying employees. The following is a list of the extensive benefits package provided to RPS employees. These benefits are offered to the employees at little or no cost (or matching contributions in the case of individual choices) through weekly payroll deductions.
Benefit Type Selected Provider Coverage
Medical Insurance HMO, hospitalization, emergency coverage and ambulance service, prescription drug
coverage, home healthcare services (skilled
nursing facility care and hospice care),
durable medical equipment, outpatient
service, allergy testing and injections, xrays, vaccines, urgent care, wellness visits and routine physical exams, no claim forms,
choice of primary care physician.
Dental Insurance DHMO, choice of dentist and office, no claim forms, no charge for diagnostic
services or preventive services (cleaning, xrays), no charge for basic restorative services, filling and simple extractions,
endodontic services, crowns, root canal,
bridges covered with co-pay, oral surgery
with co-pay.
VSP Vision Plan Optional Vision Service Plan (VSP) for
employees to cover costs of eye exams,
glasses and contacts, and some corrective
surgeries.
Exhibit A
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Additional Employee Benefits
Benefit Type Coverage
Holiday Pay Security officers and supervisors working during holidays are paid at a rate of one and one-half their normal pay rate. The 8 holidays covered include:
• New Year’s Day
• President’s Day
• MLK Day
• Memorial Day
• Independence Day
• Labor Day
• Thanksgiving Day
• Christmas Day
Paid Vacation Security officers and supervisors receive paid vacation available for use after one year of service.
Payroll Pay Card Security officers and supervisors without a current bank account have the option for a Netspend Skylight™ Visa® debit card to receive direct deposit pay each week. The program works just like a regular checking account with easy access. 401(k) Plan RPS will provide a 401(k) plan to qualifying employees and a matching contribution of up to 4%.
Employee Performance
& Incentive Programs
RPS rewards high performance and has several performance-based incentive bonuses ranging from $25 - $500.
Exhibit A
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Employee Retention Programs
Redwood Private Security was founded on the principle of recognizing our employees are our most valuable asset.
Without quality, motivated employees, we cannot provide our clients with the service they deserve. One of RPS’
competitive advantages is a low turnover rate, which allows us to:
• Maintain consistent staffing at client sites.
• Maintain lower retraining costs
• Avoid costly hiring expenses
• Develop current staff
• Promote from within
This enables RPS to provide each client with a consistent team of experienced security officers who gain valuable
institutional knowledge of the client’s site.
The following philosophies enable RPS to maintain an
unrivalled low employee turnover rate:
Generous Compensation Package – RPS uses a tiered compensation structure based on extensive market salary research in order to retain and reward top performers.
Comprehensive Benefits Package – RPS offers many benefits at low or no cost to the employees.
This includes multiple medical plan options, dental plan options, a vision plan, matching 401(k) plan, and much more.
Career Development Plan – RPS management provides every employee with a Career Development Plan as a roadmap to career advancement within the company.
Internal Promotions – RPS actively recruits and promotes from within to fill vacant promotional opportunities. This motivates employees to perform at a high level and take initiatives to advance themselves and their careers.
In-house Training – RPS’ has several in-house instructors certified in various training, which is offered to RPS employees at no charge. RPS has instructors in First Aid/ CPR/ AED, criminal law, report writing, Firearms, Axon TASER CEW, baton, pepper spray, handcuffing, defensive driving, patrol techniques, clientservice, and much more! Our extensive training platform gives employees the opportunity to develop their skills for their current and future roles at RPS.
Longevity at RPS:
• RPS strives to promote from
within -1 out of 10 employees is
promoted within the company.
• Average time in the security field:
5 years.
• 75% of the RPS management
team holds college degrees in
security or related fields.
• All RPS employees are provided
with a career development plan.
• All employees receive annual
performance evaluations.
Exhibit A
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Employee Growth
RPS is committed to the professional growth of all employees at all levels within the company. RPS has incorporated continuing education and growth initiatives into one of the company’s values. The RPS Training Plan includes several different components:
Company orientation and Pre-assignment training
Field Training (FTO)/ On-the-Job Training (OJT) Programs Post-specific training modules
Re-certification/ Refresher training
Career Development training programs
Employee Career Development Plan
The RPS Career Development Plan is an integral part of developing and retaining high-performing employees at all levels. Upon successful completion of an employee’s 90-day introductory period, their respective manager will create a Career Development Plan specific to that employee. The Career Development Plan takes into consideration the employee’s prior work history and career goals, and lays out a roadmap of how they can obtain career advancement with RPS.
Performance Evaluation Program
Each new RPS employee will receive a 90-day performance review for their work during their introductory period. The performance review will highlight the employee’s strengths and areas needing further development. The review is generated using feedback from their immediate supervisors, Quality Control Managers, and the client’s on-site management team. After the initial performance review, all employees will receive a performance review each year on the anniversary of their start date.
Incentive Programs
In order to recognize high-performing employees, RPS has implemented several performance awards for our employees. RPS has several awards to honor employees who perform above and beyond expectations, including:
Security Officer of the Year
Best Incident Response
Client Service Excellence
Excellence in Appearance
Leadership Award
Exhibit A
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TRAINING
New Hire Training Program
Redwood Private Security is committed the highest
standards and professional growth of every employee within the company. At RPS, training is an ongoing process. Each employee receives a Career Development Plan to guide
them in their career goals.
RPS’s objective is to deliver unmatched security services to each client. The first training for any new RPS employee is a thorough overview of the company policies and procedures, and philosophies.
RPS’s training platform covers all aspects of security, including operations, customer service, and safety so all employees are well prepared for their duties.
Additional personal development training allows each
employee within the company to seek a career path that
enhances their skills, goals, and job performance.
Security Officer Training Outline
The RPS Security Officer training program is part of the foundation of providing high quality security officers to each client.
The following chart outlines the different training provided to RPS security officers:
Training at RPS:
• 40 hours of initial onboarding and
on-the-job training.
• Dozens of different training
modules offered to employees.
• 100% of our employees meet
annual training requirements.
• In-house certified instructors.
• In-house First Aid, CPR, and AED
certification training program.
• Instructor-led classroom training.
• Scenario-based training between
teacher and student.
Exhibit A
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Additional Client and Site-specific Training Courses
In addition to the above RPS training courses, RPS provides client and site-specific training as requested by our clients.
The RPS team has provided the following training courses at various sites:
✓ American Red Cross® First Aid/ CPR/ AED & Bloodborne Pathogens Awareness for security & client employees
✓ Patrol Driver Training/ Defensive Driving
✓ Safariland Pepper Spray User certification training
✓ Axon TASER X26P Conducted Electrical Weapons (CEW) User certification & annual recertification
✓ FEMA Emergency Management Institute ICS courses
✓ Initial and ongoing firearm qualification and training Field Training Officer (FTO) Program/ On-the-Job Training RPS has developed a detailed Field Training Officer (FTO) program for each post. These field training programs are based on a thorough review of the job duties, client expectations, client policies, and security industry best practices. The initial site security assessment and contract documents are important in the development of the FTO program. Our comprehensive FTO program trains new officers in the following items:
• Security officer responsibilities, job duties, and
client and RPS expectations.
• Proper use of site equipment and vehicles.
• Handling and properly reporting incidents
• Guard tours using the mobile guard tour system.
• Other Site-specific Procedures (access control,
parking and traffic control, handling
emergencies).
• Other client-requested tasks.
The length of the FTO program varies depending on the site and required duties. Each RPS officer will receive FTO training administrated by a Training Officer who understands the ins and outs of the client’s site.
At the conclusion of the training, both the Training Officer and the trainee must sign the FTO checklist indicating the subject material has been well-covered and understood by the trainee.
Exhibit A
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Types of Training
Classroom Training
Each RPS employee starts their training in a classroom or virtual setting (to comply with COVID-19 restrictions). The employees undergo a series of different instructor-led classes before being assigned to a site for Field Training.
Scenario-based Training
Scenario-based training involves real-life situations that are role-played between participants and outside role players. Scenario-based training is an important part in developing an employee’s comfort and confidence level when handling incidents.
Client-specific Training
RPS will train all staff assigned to a client’s site in accordance with the expectations set forth by the security assessment and related security protocol provided by the company. RPS develops an advanced training calendar for all sites. This training calendar highlights the training dates for the assigned security officers and the Training curriculum that will be taught each week. Officers use the calendar to stay on track in meeting pre- and post-assignment training for their work sites.
Cross-training
RPS trains numerous security officers, including Flex Security Officers on other locations in the case of emergency or need for additional officers at that location. The cross-training program allows RPS to respond quickly to a potential emergency. Learning other sites’ procedures also allows officers a chance to further enhance their skill sets.
CPR and First Aid Training
Security officers at RPS can receive CPR and First Aid
training for adults and infants, as well as Automated
External Defibrillator (AED) training. In-house certified trainers conduct these trainings in accordance with
nationally accepted American Red Cross standards. Each
individual who passes RPS’ CPR and First Aid training will receive a two-year American Red Cross certification. This training can also be made available for the client’s staff.
Exhibit A
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De-escalation Training
Redwood Private Security maintains a staff of instructors in several disciplines of de-escalation training.
This training, provided to our security officers in the field, enables those officers to successfully de-escalate situations, and thus prevents the need for use of force or police intervention. The training program is a key component of an effective workplace violence prevention plan. It teaches officers key topics, including:
• How to recognize the assault cycle
• How to legally defend yourself and others
• How to survive an active shooter situation
• How to create long lasting personal safety habits
• How to avoid being a victim of crime and violence
• How to create long lasting personal safety habits
As a value-added benefit, this training will be made available to City of San Bernardino management and their employees should any wish to participate in a class.
Exhibit A
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Standards for Written Reports
All Security officers are responsible for documenting their daily observations in formal Daily Activity Reports (DARs). DARs contain information about anything notable at the site, including patrols conducted, areas checked and/or secured, and any other item encountered while on-duty.
Items such as suspicious persons, criminal activity, incidents, or facility maintenance issues will be noted in the DAR and also require an Incident Report to be created in the Lighthouse Guard Tour & Reporting System, or other process requested by the City of San Bernardino.
RPS recognizes well-written and detailed reports build communication and trust with any client. These reports prove to be essential in any type of follow-up or investigation. The RPS Quality Control Managers will review DARs for accuracy and completion during site checks. On-site QCM inspections are logged in our WinTeam software, which clients may review at any time.
Other types of reports are completed on an as-necessary basis (such as Incident Reports and Facility Maintenance).
All RPS officers are trained to write accurate and detailed reports. Officers will complete the appropriate reports for each shift. Any officer who knowingly falsifies a report will be disciplined up to and including termination from employment. All security officers are fluent in English and able to communicate verbally as well as via the written report.
Exhibit A
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Lighthouse Guard Tour and Reporting System
RPS uses the Lighthouse Guard Tour and Reporting System throughout the company.
The Lighthouse Guard Tour and Reporting System encompasses fully customizable guard tour routes, Daily Activity Report generation and e-mail distribution, incident reporting, and facility maintenance reporting functions. Lighthouse is a web-based and application-based (for mobile devices, tablets, and smartphones) program making it easily deployable and extremely versatile.
Lighthouse Guard Tour
The Lighthouse Guard Tour program allows RPS management and City management to create a custom guard tour route for any sized site with one to an infinite number of checkpoints. Each checkpoint is created with an NFC (Near-Field Communication) tag that is scanned using a mobile device using the Lighthouse application. The guard tours are monitored by RPS management and City management remotely and via emailed reports to ensure required patrols are being conducted.
Lighthouse Daily Activity Report (DAR) Generation
In an effort to reduce paper usage, RPS implemented technology in place of paper throughout our operations wherever possible. The Lighthouse DAR entry allows security officers to make their DAR entries in the Lighthouse system. These DAR entries are then compiled into a completed DAR report and can be automatically e-mailed to City management on a daily, weekly, or monthly basis. This eliminates the need for paper reports that can become inadvertently destroyed or lost when needed most.
Exhibit A
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Incident Reporting
The Lighthouse Incident Reporting function enables security officers to immediately create an Incident Report or Facility Maintenance Report from a desktop computer or mobile device. The Incident Reporting function is customizable to each site and includes location specifics such as site, individual suites, common areas, parking garage, etc. This customized location setup enables RPS and City management to pull reports specific to a particular area, timeframe, or incident type.
With customized options on the initial system setup, the security officer sees an easy-to-use dropdown menu of pre-set options. This creates a quicker and easier method for the security officer to effectively report incidents. This allows the security officer to continue patrolling without having to stop and work through a cumbersome reporting program. The Lighthouse Incident Reporting function allows the security officer to capture photographs and short videos via the application, and/or upload photos, videos, and documents via the web portal as report attachments. This has proven to be an effective tool to manage the photographic and videographic evidence associated with security incidents.
Lighthouse can be setup to send an e-mail of the incident report as soon as it is created by the security officer. This provides for quick and effective communication of all incidents to RPS and City management.
Sample Lighthouse Incident Reporting Setup for Carousel Mall RPS management will work with City management to develop a custom setup for the property’s incident reporting system.
Based on our previous experience, RPS management recommends a setup similar to the example shown below.
Exhibit A
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Sample Auto-Email & Incident Report Attachment
Upon creation of an incident report, Lighthouse will be programmed to immediately notify the designated City of San Bernardino manager(s) and RPS management. The e-mail (similar to the one shown below) will include the Incident Report as a .pdf attachment.
Exhibit A
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Exhibit A
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Exhibit A
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Sample Auto-Email & Maintenance Report Attachment
Upon creation of a Maintenance Report, Lighthouse will be programmed to immediately notify the designated City of San Bernardino manager(s) and RPS management. The e-mail (similar to the one shown below) will include the Maintenance Report as a .pdf attachment.
Exhibit A
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Exhibit A
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Sample Auto-Email & Daily Activity Report (DAR)
During each Security Officer’s shift, the officer will scan NFC tags as part of their routine patrols using the Lighthouse app on their company-issued smartphone. Upon the conclusion of each Security Officer’s shift, Lighthouse will lock and upload the data into RPS’ database. Lighthouse will be programmed to automatically e-mail the designated City of San Bernardino manager(s) and RPS management at a specific time each day. The e-mail (similar to the one shown below) will include the Activity Report, including a summary of any Incident or Maintenance Reports submitted as a .pdf attachment.
Exhibit A
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Exhibit A
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FAMILIARITY WITH SECURITY INDUSTRY & PRACTICES
Familiarity with Federal, State, and Local Regulations
As a California company and employer, Redwood Private Security strictly adheres to all federal, state, and local regulations. RPS management regularly attends training with our legal and insurance partners regarding legal updates and case law affecting the industry and employers. Any laws or ruling change that may affect our services to a client are immediately communicated and discussed in advance of any potential issues.
Quality Control Program for Security Personnel
Our mission of providing the best security services requires a thorough self-evaluation of every business and service function, including security personnel.
Redwood Private Security’s quality control plan is based on the ISO 9000 family of standards established by the International Organization for Standardization. ISO 9000 principles are developed from expert collective experience and knowledge. ISO 9000 principles provide a proven framework to guide organizations toward improved performance and operational excellence. Redwood Private Security will not make promises we can’t consistently deliver.
Redwood Private security creates a customized and comprehensive set of Post Orders for each client site that addresses every aspect of safety and security. RPS commits to evaluating each site’s Post Orders on an annual basis at each location served.
Exhibit A
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Client Focus
At Redwood Private Security, we understand client needs can change over time. RPS management and staff meet these evolving needs by using industry-leading technology and educated decision-making.
Following our client-centric philosophy enables RPS to:
• Understand that no two clients are exactly the same, and there’s no ‘One size, fits all’ approach to providing security services.
• Quickly and effectively evaluate and understand each client’s needs and expectations. • Invest in additional company resources that enable us to better meet the needs of our clients. • Measure client experience and satisfaction and quickly respond to feedback with immediate solutions.
• Develop client loyalty and earn new and repeat business.
System Approach to Management
When any part of a system is affected, the entire system can become compromised. RPS promotes a work culture of clarity, accountability, empowerment, and expectation of excellence, so problems are minimized. Redwood Private Security’s system approach to management includes the following advantages:
• A flatter management structure and more cost-effective business operations means savings are realized by clients in the form of affordable bill-rates and a more responsive security partner. • Performance benchmarks that can be measured and continuously improved. • Consistency in service delivery and security workforce management.
Ongoing Evaluation of Security Program
Redwood Private Security prides itself in providing ongoing evaluation of your security program and threat elements that may affect your business. RPS management are active members in several professional, industry, and public safety organizations that continuously evaluate and disseminate threat info and best practices. These memberships ensure we maintain all our client security programs with the most-current best practices and threat info.
Local Company, Local Support
Redwood Private Security began our business as a San Bernardino-based company and will maintain a significant presence in the Inland Empire area. RPS employees never have to wait for decisions from an out-of-state executive team or support resources located in another state. RPS will continue to grow our business organically; with no intention of going through risky mergers or acquisitions, which can often cause anxiety among employees and clients as to the company’s direction and future. Our clients understand any challenge, big or small, can be quickly addressed by their locally based RPS executive or management team.
Exhibit A
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Workforce Management Software
Redwood Private Security uses Team Software for our workforce management. This all-in-one system connects RPS’ workforce, Human Resource & Benefits functions, employee payroll, legal compliance, quality control, client invoicing, and accounting. From the moment a new employee is onboarded, our software cross-checks for proper licensing compliance, training standards, and quality controls. This helps us ensure we always fill posts with trained and qualified security officers. Our employee scheduling and timekeeping is centrally maintained in this web-based system, accessible to employees, schedulers, and managers at any time on their phone or computer. This ensures clarity and communication to ensure all posts are filled 100% of the time.
Since timekeeping is directly tied to employee payroll within the software, our employees can count on an accurate paycheck on-time each week. Another major benefit to this system is the connection between employee payroll and client invoicing. RPS will never bill a client for hours not confirmed worked and paid to an employee first. This results in very accurate invoicing to all RPS clients! Exhibit A
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Quality Control Manager Program
The Quality Control Manager (QCM) program is a major component of Redwood Private Security’s proactive quality control process. Our QCM program sets us apart from other security providers by providing consistent supervisory checks at each client site. At many other security companies, supervisors only go to client sites in response to complaints, after a problem has occurred. Each RPS Area has locallybased managers who regularly visit client sites. This ensures a consistent service delivery, regular interaction with City management, and a visible leadership presence to the security officers.
RPS security officers receive regular on-site inspections from a QCM and/or other RPS managers each day. QCM
positions are staffed by experienced leaders who maintain daily contact with multiple sites and are qualified to
evaluate security officer performance.
Our attitude toward supervision is “Inspect what you
expect.” RPS leadership has established clear expectations of the security officers, and thorough inspections ensure those expectations are met. Our quality assurance process centers on our proactive style of management. Hands-on
management, ongoing training, regular client feedback,
and corrective actions show our dedication to providing the most client-focused approach in the industry.
Disciplinary Process: At times, informal coaching and
counseling may not be enough, and more formal
disciplinary actions may be necessary. The objectives of our disciplinary process are to:
• Document any violation properly and in a timely
manner.
• Have a fair and consistent process applied equally
for ALL employees.
• Clearly communicate rules and expectations to
the employee.
• Ensure proper steps are followed when a violation occurs to mitigate repeat offenses. • Keep a clear paper trail for all employees and their performance.
The disciplinary process starts with an employee committing a violation that requires disciplinary action.
This includes but is not limited to acting contradictory to:
✓ RPS Policies and Procedures Manual
✓ RPS Injury and Illness Prevention Program
✓ COVID-19 Prevention Plan
✓ City of San Bernardino management/ Site Post Orders
Client Site Inspections:
• Visiting QCMs work to:
o Prevent potential problems.
o Support on-site staff.
o Assist during incidents.
• QCM visits vary from day to day to
eliminate predictability.
• When visiting a site, QCMs:
o Evaluate officers’ physical
appearance and equipment.
o Ensure officers are conducting all
required duties as outlined in the
Post Orders.
o Make note of any oversights of
issues not mentioned in the DAR.
• RPS QCMs or managers may also meet
with client representatives.
Exhibit A
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RPS believes it is important to counsel the disciplined employee in order to educate and prevent the same violation(s) from reoccurring. Any steps taken to accommodate or corrective actions in the future will be included in the warning. Counseling includes training for the employee and instructions on how to complete their job function along with what the expectations are.
RPS reserves the right to circumvent this procedure at any time depending on the severity of an incident.
This procedure does not alter the at-will nature of employment at RPS.
City of San Bernardino management will reserve the right to request the immediate removal of any security officer or supervisor that is deemed to not be a good fit for the City/ Carousel Mall.
Introductory Period for New Employees
After completing a thorough screening and hiring process, new security officers and supervisors are closely evaluated during their first 90 days of work. All new employees will receive a detailed, written 90-day performance evaluation at the conclusion of their introductory period.
Action Plan for City of San Bernardino at Carousel Mall Upon award of a contract for Security services, RPS management will conduct a thorough site security survey. This assessment will include a survey of the physical condition of security features such as doors, gates, lighting, access control systems, and any CCTV systems or other security technology. The overall assessment will also analyze any available incident data received from both City management and publicly available info. RPS management will provide City management with a confidential report outlining any vulnerabilities discovered and options for solutions to address each issue.
Upon starting services, RPS management will proactively monitor activity at Carousel Mall and ensure the current deployment of security officers and patrols are efficient to counter unwanted activity.
Security officers will thoroughly document and communicate all incidents involving outside individuals, tenants and their visitors or vendors, investigate incidents, and resolve issues while on duty. This will enable City management to quickly take appropriate steps.
Security officers will assist City management with parking matters and assist with addressing violations as needed. All violations will be documented in the Lighthouse system and communicated by e-mail.
RPS management will regularly meet with City management to exchange information and ensure the security team is operating as effectively as possible in deterring unwanted activity.
Exhibit A
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Transition Plan
The Redwood Private Security team is highly experienced in transitioning into new clients of all sizes from one employee to hundreds of employees. New client transitions include:
A dedicated transition team consisting of member from our management and support teams.
A detailed written Transition Timeline shared with the client representative and updated regularly.
Detailed plan for acquiring necessary uniforms, equipment and vehicles before the contract start.
Detailed plan for onboarding and training employees to RPS standards.
Regular update meetings with City management to keep everyone informed of progress and any potential challenges.
Our goal at RPS is to make your transition to our services as seamless as possible! Exhibit A
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VALUE-ADDED SERVICES
Value-added services are the additional services we provide to augment each client’s business operations.
Redwood Private Security provides several value-added services to all our clients. Upon signing a contract with RPS, we will conduct a site security assessment to identify threats, risks, and vulnerabilities, along with recommendations for security improvements. RPS’s Quality Control Manager program benefits all clients by providing quality assurance checks to ensure consistency and quality service. RPS’s investment in technology means we continuously implement and explore new technology to serve as ‘force multipliers’ and create cost-savings to our clients.
Customizable Uniforms & Vehicles
RPS recognizes no two clients are the same. Many clients pride themselves in a unique branding and we believe their security team should reflect the same. Through our uniform vendor, RPS can acquire various types of uniforms, in many colors, and can handle custom patches or embroidery.
RPS has partnerships with various vehicle decal and vehicle wrap vendors to create a custom look that represents the City’s image in a professional manner.
It is essential all RPS officers present a professional image in their uniforms and appearance as they represent RPS and the City of San Bernardino. A professional-looking security officer provides an effective deterrent to criminal and other prohibited activity.
Optional Alternative Vehicles
As another option for the City of San Bernardino, Redwood Private Security can provide alternative patrol vehicles for security officers to conduct their rounds. RPS can provide bicycles, electric, gas, or dieselpowered carts, and utility vehicles as needed.
Exhibit A
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Monday, July 11, 2022
Proposal for Security Services Page 43
PROPOSAL PRICING
Redwood Private Security proposes the following billing options for the City of San Bernardino/ Carousel Mall for calendar year 2022 (July 2022 – December 2022).
Monthly billing, Net 30 Terms (1 officer) Regular Hourly Billing Rate
OT / Holiday
Billing Rate
Armed Security Officer – Day Shift 1 Officer (daily)
Armed $32.88 $49.32 Security Officer – Swing Shift 2 Officers (daily) Armed Security Officer – Grave Shift 2 Officers (daily) Marked Security Patrol Vehicle Included
Average Monthly $39,785
Above Pricing Includes:
A competitive wage to attract and retain high quality security officers. Marked security patrol vehicle dedicated to Carousel Mall, equipped with Nexar HD dash camera and Samsara vehicle GPS.
Medical, dental and vision insurance options for full‐time employees Paid Sick Leave & CA paid supplemental COVID Leave
RPS uniforms (7 shirts, 5 pr. Pants) with free weekly cleaning service Site smartphone with Lighthouse tour system. Number will be provided to City of San Bernardino management for use by management to reach security.
Foul weather gear (cold weather jacket, raincoat, etc.) CA required Initial & Annual Refresher Training
Account management & supervision
Exhibit A
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Monday, July 11, 2022
Proposal for Security Services Page 44
Proposed Duties:
Patrol the Carousel Mall property by vehicle and foot 24 hours/ day, 7 days/ week to deter and detect unauthorized activity, including trespassing, burglary, vandalism, public intoxication, and illegal camping.
Redwood Private Security will liaison and work with San Bernardino Police on the best method to address unauthorized individuals encountered on the property. Security officers will patrol the approximately 120 various points of entry into the Carousel Mall buildings and check that entry points are secure.
Security officers will patrol and monitor the exterior parking lot areas to deter and detect unlawful entry onto the property.
Security officers will scan NFC (near field communication) tags placed throughout the property to document patrols and ensure critical locations are checked consistently. We recommend using about 15 NFC tags to start and can add more if requested by the City. Security officers will be available to escort any City employees or authorized vendors on or inside Carousel Mall property as requested.
Security officers will conduct an interior sweep of the Carousel Mall building three times per day between 4pm and 8am.
Daily reports of NFC guard tour scans completed will be automatically e‐mailed to designated City officials each morning.
Incident and non‐emergency maintenance reports will be automatically e‐mailed to designated City officials as they are created by the security officers. Emergency incidents will be reported via telephone contact and written incident report.
Redwood Private Security management will continuously monitor activity at the Carousel Mall property and communicate recommendations to the designated City officers.
Exhibit A
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Monday, July 11, 2022
Proposal for Security Services Page 45
REDWOOD PRIVATE SECURITY:
THE LOGICAL CHOICE FOR THE CITY OF SAN BERNARDINO
Redwood Private Security has a number of advantages making us the ideal choice for the City of San Bernardino. These advantages have been developed over years of diverse, collective experience and show how we will exceed your expectations.
Experienced Local Management Team – The RPS team has decades of experience providing a high‐quality security service to all types of clients, including the City officesin Vanir Tower Building. As a local company, the RPS management and executive teams are readily available to support the City of San Bernardino. You will have direct access to upper management without cumbersome layers of bureaucracy.
Experience at with similar Projects – The RPS team has many years of experience successfully providing security services for government, large complexes, commercial, and high‐rise through several building owners and management companies.
Redwood’s Unmatched Training – RPS has developed unmatched training programs to train officers to perform at their best. Employees go through extensive pre‐service training and have access to career‐long training.
Outstanding Employee Benefits Program – RPS offers high‐quality medical and 401(k) optionsfor qualifying employees and their families. These comprehensive benefits help RPS retain good officers for better quality and workforce stability.
Cultural Sensitivity – RPS is a particularly diverse company, employing people from a range of different backgrounds and cultures. With a corporate focus on hiring a diverse workforce, we’ve developed a high level of cultural sensitivity.
Client‐Centric Focus – At RPS, we are client‐ and employee‐centric; we take care of people.
RPS focuses our efforts on your individual security program and the officers that serve you.
We hope after you and your team have evaluated our proposal, you will find Redwood Private Security to be the best partner for your security needs.
We thank you for the opportunity to provide your team with this proposal and look forward to hearing from you soon!
The Redwood Private Security Team
Exhibit A
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DISCUSSION
City of San Bernardino
Request for Council Action
Date: July 20, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Nathan Freeman, Agency Director of Community, Housing,
and Economic Development
Department: Community & Economic Development (CED)
Subject: San Bernardino Active Transportation Plan (All Wards) Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the San Bernardino Active Transportation Plan (Attachment 1).
Background
The City of San Bernardino was successfully awarded a grant from the Southern California Association of Governments (SCAG) for the preparation of the San Bernardino Active Transportation Plan (San Bernardino ATP). Using these funds, the City awarded a consultant contract to the KOA Corporation (KOA) for professional transportation planning services to support the development of the San Bernardino ATP project in 2019. In 2020, SCAG entered into a professional services agreement with KOA for the purposes of creating the San Bernardino ATP as part of SCAG’s Sustainability Program. Furthermore, in November 2020 the project team had a kickoff meeting to begin planning efforts for the San Bernardino ATP. On May 10, 2022, by a unanimous vote, the Planning Commission approved the forwarding of the recommendation that the Mayor and City Council approve the San Bernardino Active Transportation Plan.
Discussion
The purpose of the San Bernardino ATP is to provide a clear and comprehensive framework for future projects to improve mobility and accessibility for the residents of Packet Pg. 178
San Bernardino and the general public. The San Bernardino ATP provides localized recommendations that support many regional and statewide planning efforts which include Active San Bernardino, San Bernardino Non-Motorized Transportation Plan, San Bernardino Safe Routes to School (Phases I and II), San Bernardino Points of Interest Pedestrian Plan, Connect SoCal, and California Transportation Plan (CTP) 2050. The plan also addresses specific issues related to bicycle elements, pedestrian elements, Safe Routes to School, and connections to public transit. Improving conditions for walking and bicycling within the City will provide residents with greater access to jobs, goods, and services without the use of an automobile. Increasing the percentage of trips made by bicycling and walking will help reduce overall Vehicle Miles Traveled (VMT) and Green House Gas Emissions (GHG). Ultimately, the San Bernardino ATP will become a part of the Circulation Element of the City’s Comprehensive General Plan Update. The San Bernardino ATP is a planning tool that helps the City and will supplement and enhance SCAG’s Regional Active Transportation Plan by providing a detailed localized plan that advances the vision of identifying biking/walking strategies and projects that are specific to this region. In support of this vision, the San Bernardino ATP was developed with the following five (5) goals:
Connectivity: Improve the walkability and bikeability of the City of San Bernardino by creating a local network of connected bicycle and pedestrian facilities.
Local Access and Mobility: Provide the City of San Bernardino residents greater access to transit, jobs, goods, services, schools, and parks without the need to drive a car.
Safety: Improve the overall safety of people walking, biking, and riding public transportation in the City of San Bernardino through infrastructure and programming strategies.
Health and Environment: Prioritize strategies that will improve public health conditions and reduce the impacts of driving on the environment in the City of San Bernardino.
Funding: Provide strategies to fund infrastructure and non-infrastructure programs that support Plan recommendations.
The San Bernardino ATP is comprised of seven (7) chapters, and it is supported by six (6) appendices as a result of more than one and a half years of planning, community outreach, research and analysis, recommendations development, and report preparation to better understand the needs of the community. The San Bernardino ATP includes recommendations for new policies, processes, and infrastructure based on public and stakeholder input.
Project Branding and Identity
The project team created a logo and branding style that allowed the San Bernardino ATP to be easily identifiable to establish a project identity which was used across all project communication materials including the San Bernardino ATP dedicated website.
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Project communications and outreach content were developed to inform community members about opportunities to provide input for the San Bernardino ATP.
Communication materials were distributed to target audiences through a variety of channels, including a dedicated project webpage: http://bit.ly/SanBernardinoATP, the City’s social media accounts and newsletters, and email list serves. The dedicated project website was created as a critical component of the public participation program, providing one of the primary communication channels for the community in making recommendations to the project team on the San Bernardino ATP.
Community Outreach Engagement
A robust outreach effort was put in place in the development of the San Bernardino ATP, which included community outreach and stakeholder engagement with materials made available in both English and Spanish to be inclusive of the community. The community engagement events and activities are further described below and were conducted in two (2) phases. Phase 1 - Initial Input focused on listening to community members on their active transportation-related concerns and needs. The engagement strategies used included virtual focus area sessions, Technical Advisory Committee (TAC) meetings, community events, project survey, and online mapping tool. Phase 2 - Community-Decision Making and Engagement allowed community members to help prioritize corridors and provide feedback on draft recommendations by participating in community events, stakeholder focus groups, focus group interviews, and TAC meetings.
Phase 1 – Initial Input
A Technical Advisory Committee (TAC) was convened to guide the San Bernardino ATP development and provide input on project milestones. The TAC was comprised of fourteen (14) regional agency representatives, key stakeholders, community representatives, and city staff. A total of nine (9) virtual meetings were conducted throughout the course of the project development.
The project team gathered further input through four (4) virtual focus area sessions as a part of the first phase of the engagement process. The sessions focused on fifteen (15) areas across the City. At the events, participants had opportunities to evaluate existing conditions and provide comments and concerns regarding active transportation infrastructure.
Focus group interviews were conducted with key stakeholders in the San Bernardino community. Stakeholders included local and regional agencies, community advocacy groups, faith-based organizations, school representatives, health organizations, and bicycle/pedestrian advocates.
Between June 2021 and March 2022, the general public, stakeholders, and greater San Bernardino community had opportunities to provide input for the project at five (5) community events: San Bernardino Food Fest, Southern California Mountains Packet Pg. 180
Foundation Joint Community Meeting, Rendezvous Back to Route 66, Veterans Day Parade and Salute, San Bernardino Arts Fest which included a Kit of Parts Activation “Go Human” event. At each community event, the project team set up different activities to engage with the participants. Examples of the activities included: comment cards, display boards, survey collection, roundtable discussions, hand tally votes, live demonstrations, and children's activities.
In addition to the direct engagement opportunities, virtual engagement tools were made available through the San Bernardino ATP dedicated website. A project survey was administered to gain insights on walking and biking behavior as well as preferences among community members in the city. The survey was conducted between February and July 2021 through the project website. It was available in both English and Spanish to allow participation from the City’s large Spanishspeaking population. Collectively, 64 surveys were received, 63 in English and 1 in Spanish.
Furthermore, an online interactive mapping tool was developed for community participants to identify active transportation-related concerns in specific areas of the city. Pre-set comments were made available to encourage participants to provide comments. The online interactive mapping tool received a total of 234 comments.
Phase 2 – Community -Decision Making and Engagement
A qualitative analysis was conducted with the comments gathered in the outreach efforts to identify common concerns/themes shared across the community. The analysis was focused on location-based comments to identify potential infrastructure recommendations that could address community concerns.
Community members provided a total of 500 location-specific comments. Of these comments, 303 pertained to corridors and 197 pertained to intersections or destinations. In summary a total of seven (7) corridors and eight (8) intersections or destinations were identified with the greatest number of comments. The comments provided by the community members fell into six major themes which are: biking-related infrastructure (most popular) followed by walking-related infrastructure, other roadway infrastructure, roadway characteristics, motorist and pedestrian behavior, and other themes which include specific improvement suggestions, destination transit related, and non-transportation related comments which include social issues.
After hearing from the community and analyzing all the existing data, the process resulted in a set of strategy recommendations that will help advance the vision of building a more walkable and bikeable future in the City, creating an active transportation network, and addressing local and regional connectivity through infrastructure and non-infrastructure improvements. The strategy recommendations for the City could be included in the policy framework for the forthcoming Circulation Element to the Comprehensive General Plan Update. The strategies help support the five (5) main goals that help shape the San Bernardino ATP. The strategies include infrastructure and non-infrastructure related Packet Pg. 181
improvements such as community engagement and activities to educate the community and continue the momentum of this planning process. Through the San Bernardino ATP, priority project factsheets were prepared for the top seven (7) corridors with detailed descriptions of the improvements, implementation approaches, funding availability and project cost and time estimates. These fact sheets will place the City of San Bernardino in competitive advantage when grant opportunities present themselves. Finally, the San Bernardino ATP is a planning document which the City can use to select a project or group of projects in an area for further development. Since the recommendations in this San Bernardino ATP are at the planning level and conceptual, they are not binding and can be modified through the design process. Furthermore, the City is not committed to physically implement any of the recommendations in the Plan; rather this Plan serves as guidance for the prioritization and potential future development of active transportation related projects. Having this San Bernardino ATP also helps the City prepare for competitive active transportation related grant applications. 2021-2025 Strategic Targets and Goals
The San Bernardino Active Transportation Plan aligns with Key Target No. 3: Improved Quality of Life by constantly evaluating public transportation alternatives to enhance the quality of cycling and pedestrian modes, to guide future transit related projects, and apply for possible funding opportunities.
Fiscal Impact
There is no fiscal impact to the City’s General Fund as a result of this action. However, the adoption of the Active Transportation Plan is an important step in the City’s ability to receive future grant funding associated with the identified projects within the plan.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the San Bernardino Active Transportation Plan.
Attachments
Attachment 1 San Bernardino Active Transportation Plan
Attachment 2 Appendix A. Plan and Policy Review
Attachment 3 Appendix B. Virtual Focus Area Sessions
Attachment 4 Appendix C. Focus Group Interview Summaries Attachment 5 Appendix D. Outreach Event Summaries
Attachment 6 Appendix E. Existing Conditions Analysis Full Report Attachment 7 Appendix F. Design Guidelines
Attachment 8 Appendix G. Ranked Corridor List
Attachment 9 Appendix H. Screenline Counts
Attachment 10 Power Point Presentation
Ward: All Wards
Synopsis of Previous Council Actions: None
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July 2022
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This plan was funded by a grant from the Southern California Association of Governments (SCAG).
Mayor and City Council
John Valdivia, Mayor Juan Figueroa, Mayor Pro-Tem
Sandra Ibarra
Theodore Sanchez
Fred ShorettBen ReynosoKimberly CalvinDamon L. Alexander Planning Commission
Monique Y. Guerrero
Amelia S. Lopez
Elizabeth SanchezLarry R. Quiel
Jesus F. Flores
Dolores ArmsteadRonnie E. Lewis IIIHarmoni A. Morales
City of San Bernardino Staff
Robert D. Field, City ManagerEdelia Eveland, Assistant City ManagerNathan R. Freeman, Agency Director of Community, Housing, and Economic DevelopmentDaniel Hernandez, Agency Director of Public Works, Operations, and Maintenance Alex Qishta, Deputy Director of Public Works/City Engineer Oliver Mujica, Planning Manager
Harald Luna, Senior Planner
Azzam Jabsheh, Traffic Engineer
Stephanie Sanchez, Economic Development Specialist
Matt Torrence, GIS Administrator
Technical Advisory Committee
Alex QishtaAzzam Jabsheh
Mitch Assumma
Anna JaiswalAubrey Smith
Josh Lee
Mark FriisDr. Kimberly CollinsMarven E. NormanReyna Baeza-OregelRena TangRonnie EscobarDr. Raymond Carlos Vicki Ford
Southern California Association of
Governments (SCAG)
Cory Wilkerson
Dorothy Le SuchkovaHannah Keyes
Consultant Team
KOA Corporation, Prime ConsultantLeslie Scott Consulting Acknowledgment
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Table of Contents
Chapter 1: IntroductionChapter 4: Policy Recommendations Chapter 5: Infrastructure Toolbox
Chapter 6: Infrastructure Projects Chapter 2: Community Engagement Chapter 7: Implementation Strategy
Appendices
Chapter 3: Existing Conditions
1.1 Purpose of Plan 21.2 About the City of San Bernardino 21.3 Planning Context and Background 41.4 Plan Development Process 41.5 Organization of the Plan 4 Appendix A Plan and Policy ReviewAppendix B Virtual Focus Area Sesson SummariesAppendix C Focus Group SummariesAppendix D Outreach Event SummariesAppendix E Existing Conditions Analysis: Full ReportAppendix F Design Guidelines Appendix G Ranked Corridors ListAppendix H Screenline Counts
2.1 Introduction 82.2 Public Outreach and Information Sharing 102.3 Technical Advisory Committee 102.4 Virtual Focus Area Sessions 112.5 Stakeholder Focus Groups 112.6 Community Events 132.7 Community Feedback and Input Tools 162.8 Community Input Findings 17
3.1 Introduction 243.2 Pedestrian and Bicyclist-Involved Collisions 263.3 Health 303.4 Environment and Infrastructure 323.5 Project Survey Findings 39
4.1 Introduction 444.2 Goals and Strategies 44
5.1 Introduction 585.2 Bikeways 635.3 Pedestrian Realm 645.4 Roadway Treatments 675.5 Intersection and Crossing Treatments 695.6 Placemaking 74
6.1 Introduction 786.2 Active Transportation Network 786.3 Priority Project Factsheets 98
7.1 Introduction 1267.2 Corridor Prioritization 1277.3 Funding Opportunities 1297.4 Project Cost and Time 1357.5 Project Selection Tree 136
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List of Figures
Figure 1-1. City Council ward map 3Figure 1-2. Plan development process 5Figure 2-1. Project logo 10Figure 2-2. Online mapping tool with comments 16Figure 2-3. Locations of comments received 18Figure 3-1. Pedestrian-involved collision hotspots in San Bernardino 28Figure 3-2. Bicyclist-involved collision hotspots in San Bernardino 29Figure 3-3. Disadvantaged communities in San Bernardino 31Figure 3-4. City of San Bernardino General Plan land uses 33Figure 3-5. Existing bikeway facilities in San Bernardino 35Figure 3-6. Existing sidewalks in San Bernardino 37Figure 3-7. Omnitrans transit routes in San Bernardino 38Figure 5-1. Categories of facilities in the infrastructure toolbox 59Figure 6-1. Active Transportation Network 80Figure 6-2. Bicycle Network 81
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List of Tables
Table 2-1. Virtual focus area sessions 12Table 2-2. Focus group interviews 12Table 2-3. Comparison between walking and biking-related comments 20Table 2-4. Themes from comments received 21Table 3-1. Data collected and analyzed 24Table 3-2. Summary pedestrian and bicycle collision injuries 27Table 3-3. Sidewalk Length in the City of San Bernardino 36Table 5-1. Summary of Infrastructure Treatments 60Table 6-1. Summary of Active Transportation Network 79Table 6-2. Summary of Bicycle Network 79Table 6-3. ATN and Bicycle Network corridors 82Table 7-1. Corridor ranking criteria 127Table 7-2. Top 20 highest ranking corridors list 128Table 7-3. Active Transportation Infrastructure Cost and Time Continuum 135
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01 Introduction
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2 CITY OF SAN BERNARDINO Active Transportation Plan
The San Bernardino Active Transportation Plan (San
Bernardino ATP), also known as the "Plan", is a planning tool that helps the City of San Bernardino advance the
vision of building a more walkable and bikeable future.
In support of this vision, the Plan has five goals:
• Connectivity: Improve the walkability and bikeability of the City of San Bernardino by creating a local network of connected bicycle and pedestrian facilities. • Local Access & Mobility: Provide the City of San Bernardino residents greater access to transit, jobs,
goods, services, schools, and parks without the
need to drive a car.
• Safety: Improve the overall safety of people walking, biking, and riding public transportation in the
City of San Bernardino through infrastructure and
programming strategies.
• Health & Environment: Prioritize strategies that will improve public health conditions and reduce the impacts of driving on the environment in the City of San Bernardino.
• Funding: Provide strategies to fund infrastructure
and non-infrastructure programs that support Plan
recommendations.
1.1 PURPOSE OF PLAN 1.2 ABOUT THE CITY OF SAN
BERNARDINO
According to the 2020 American Community Survey
Five Year Estimates, the City of San Bernardino had a population of 216,000 residents. The Median Household Income (MHHI) in the city was $49,287, which is below
the countywide median of $65,761. A majority (56%)
of the city’s population was younger than 35 years old, and around 32% were 19 years of age or younger.
A large percentage of households had limited English
capabilities.
The city is located approximately 60 miles east of Los
Angeles in San Bernardino County, in a region known as
the “Inland Empire”. It lies in the San Bernardino foothills and the eastern portion of the San Bernardino Valley.
Other major geographical features include Lytle Creek
and the Santa Ana River, which forms part of the city's southern border.
The City has a variety of infrastructure facilities that support many modes of transportation. Pedestrian and
bicycle infrastructure such as sidewalks, crosswalks, and bike lanes are available. Freeways such as Interstate 215 (I-215), Interstate 10 (I-10) and State Route 210 (SR-210) provide vehicular connectivity; meanwhile, the city’s railroad infrastructure and distribution centers have made San Bernardino a major hub for rail and freight. Figure 1-1. City Council ward map shows the geographic location of the city in relationship to the City’s wards.
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CHAPTER 1 Introduction
3 Figure 1-1. City Council ward map
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4 CITY OF SAN BERNARDINO Active Transportation Plan
The Plan builds upon and supports many local and
regional planning efforts.
LOCAL PLANNING EFFORTS
The City has two planning projects that are occurring
concurrently with the San Bernardino ATP. At the time of writing, the City has embarked on efforts to update the General Plan, which was last updated in 2005, and to
develop a Downtown Specific Plan. Completed planning documents that are relevant to the SBATP include the Waterman + Baseline Neighborhood Specific Plan and
the University District Specific Plan.
REGIONAL AND STATEWIDE PLANNING EFFORTS
The San Bernardino ATP provides localized
recommendations that support many regional and
statewide planning efforts. These include, but are not
limited to, Active San Bernardino, San Bernardino NonMotorized Transportation Plan, San Bernardino Safe Routes to School (Phases I & II), San Bernardino Points of Interest Pedestrian Plan, Connect SoCal, and California Transportation Plan (CTP) 2050.
Appendix A: Plan and Policy Review contains more
details about the body of work that forms the planning context for the Plan.
The San Bernardino ATP is a result of more than one and a half years of planning, community outreach, research and analysis, recommendations development, and report preparation. Planning efforts began in November
2020. Since then, the COVID-19 pandemic presented
many challenges for the development of the Plan, with
community engagement being the most challenging component. Figure 1-2. Plan Development Process provides an illustration of the process.
The Plan is comprised of seven chapters and it is
supported by six appendices. Following this chapter,
Chapter: 2 Community Engagement offers a
summary of the outreach efforts that were conducted
to gather input from community members. Chapter
3: Existing Conditions provides a discussion of
existing conditions in the city that pertain to active
transportation, while Chapters 4-6 contain policy and
infrastructure recommendations that help advance
the vision for active transportation. Lastly, Chapter 7:
Implementation Strategy demonstrates how the Plan
could be implemented and lists potential sources to
fund the Plan.
1.3 PLANNING CONTEXT AND
BACKGROUND
1.4 PLAN DEVELOPMENT
PROCESS
1.5 ORGANIZATION OF THE
PLAN
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CHAPTER 1 Introduction
5 Corridor Identifi cation,
Selection & Prioritization
Community
Outreach and
Engagement
Existing
Conditions
Analyses
Recommendations
& Cost Estimates
Implementation
Strategies
Project
Kick-Off
(Fall 2020)
(Spring 2022)
Figure 1-2. Plan development process
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02 Community Engagement
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8 CITY OF SAN BERNARDINO Active Transportation Plan
Community engagement was an important component
of the planning process in the development of the
San Bernardino ATP. The effort afforded community
members with opportunities to connect with the project
team and provide input on the project.
An important component of the engagement effort was
to build off the momentum of other planning efforts,
such as the General Plan update and the Downtown
Specific Plan.
Community members could participate in a mixture of
synchronous and asynchronous engagement formats.
Synchronous engagement allows participants to
have discussions in real-time, whereas asynchronous
engagement could occur at any time and without
simultaneous interaction with other members.
The range of engagement opportunities included:
• Technical Advisory Committee• Virtual focus area sessions• Focus group interviews• Community events• Project survey• Online mapping tool Through the community engagement effort, the project
team connected with community members through:
• 4 virtual focus area sessions• 4 community events• 3 focus group interviews• 9 Technical Advisory Committee meetings • 1 neighborhood association committee meeting Combined with the comments received through the
project survey and online mapping tool, the project
team received more than 500 comments.
TARGET AUDIENCES
The community engagement effort focused on three
primary audiences: Technical Advisory Committee
(TAC), key stakeholders, and the general public/San
Bernardino community.
• General Public/San Bernardino Community: community members from the City. • Technical Advisory Committee (TAC): regional agency representatives, key stakeholders, community representatives, and city staff. • Key Stakeholders: businesses, faith-based institutions, non-profits, and other organizations that have a vested interest in the City’s active transportation efforts.
2.1 INTRODUCTION
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CHAPTER 2 Community Engagement
9 COMMUNITY ENGAGEMENT TIMELINE
The community engagement effort was conducted
in two phases: Phase 1 – Initial Input and Phase 2 –
Community-Decision Making & Engagement.
Phase 1 – Initial Input (February to August)
The first phase focused on listening to community
members on their active transportation-related
concerns and needs. Engagement strategies used
included:
• Virtual focus area sessions• Technical Advisory Committee Meetings• Community events • Project survey• Online mapping tool Phase 2 – Community-Decision Making & Engagement (September to March) The second phase allowed community members to
help prioritize corridors and provide feedback on draft recommendations. Community members participated in this phase through the following activities:
• Community events• Stakeholder focus groups• Focus group interviews• Technical Advisory Committee Meetings
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10 CITY OF SAN BERNARDINO Active Transportation Plan
Several strategies were employed to inform the San Bernardino community about opportunities to participate in the planning effort. These included
developing a project brand and identity, as well as
working collaboratively with the City’s communications
team to deliver the information through various
communication channels, including a personalized
project website (Bit.ly/SanBernardinoATP).
PROJECT BRANDING AND IDENTITY
The project team developed a logo and branding
style to establish a project identity (Figure 2-1). The logo and branding style were used across all project
communication materials. The logo took inspiration
from the City’s logo, maintained a similar color palette, and incorporated elements of the City’s landscape and culture.
COMMUNICATION CHANNELS & OUTREACH CAMPAIGN
Project communications and outreach content
were developed to inform community members
about opportunities to provide input for the SBATP.
Communication materials were distributed to target
audiences through a variety of channels, including a dedicated project webpage, social media through the City’s accounts, city newsletters, and more.
2.2 PUBLIC OUTREACH AND
INFORMATION SHARING
2.3 TECHNICAL ADVISORY
COMMITTEE
The project team convened a Technical Advisory
Committee (TAC) to guide the plan development and
provide input on project milestones. The TAC was
comprised of 14 regional agency representatives,
key stakeholders, community representatives, and
city staff from other departments. A total of nine (9)
meetings were conducted throughout the course of
the project. Due to the safety impacts of the COVID-19
pandemic, all TAC meetings were held virtually through
videoconferencing.
Figure 2-1. Project logo
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CHAPTER 2 Community Engagement 11
The project team gathered input through 4 virtual
focus area sessions as a part of the first phase of the engagement process. The sessions focused on 15 areas across the City, and they were held in mid-May, and they were conducted in a virtual format, due to the COVID-19 pandemic. At the events, participants
had opportunities to evaluate existing conditions
and to provide comments and concerns regarding active transportation infrastructure. Table 2-1 provides a summary of each virtual focus area session while Appendix B: Virtual Focus Area Sessions Summaries
offers more detail about each session.
2.4 VIRTUAL FOCUS AREA
SESSIONS
2.5 STAKEHOLDER FOCUS
GROUPS
Focus group interviews were conducted with key
stakeholders in the San Bernardino community.
Stakeholders included local and regional agencies,
community advocacy groups, faith-based organizations, health organizations, and many more.
The interviews over a two day period in November
2021. Appendix C: Focus Group Interview Summaries,
provides a summary of the findings from the interviews.
Table 2-2 details the focus group interview dates and
group stakeholders.
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12 CITY OF SAN BERNARDINO Active Transportation Plan
Table 2-1. Virtual focus area sessions
Table 2-2. Focus group interviews
Focus Area Session
#
Event Date Focus Areas
1 Tuesday, May 18, 2021
5:30pm - 7pm
º Verdemont Parkº Cesar Chavez Middle School
º CSUSB University Village
º North Sierra Way & West 40th
Street
2 Wednesday, May 19, 2021
11am - 12:30pm
º Arrowview Middle School º Perris Hill Park & E Highland Avenue
3 Wednesday, May 26, 2021
5pm - 6:30pm
º Waterman Ave Shopping Centerº Neal Roberts Elementary º Indian Springs High School
º Abraham Lincoln Elementary
4 Thursday, May 27, 2021
11am – 12:30pm
º San Bernardino Valley College
º Inland Career Education Center
º Lytle Creek Park
º Encanto Parkº Hospitality Lane Area & Santa
Ana River Trail Acces Point
Interview # Event Date Focus Group
1 Tuesday, November 16, 2021
10am - 11am
municipal agencies, including regional and adjacent agencies 2 Wednesday, November 17, 2021
10am - 11am
schools, youth groups, and transportation advocates
3 Thursday, November 18, 2021
10am - 11am
health and bicycle/pedestrian advocates
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CHAPTER 2 Community Engagement 13
EVENT #1: SAN BERNARDINO FOOD FEST
Saturday, June 26, 2021 | Court Street Square
The San Bernardino Food Fest was one of the first festivals to occur in the City following the onset of the COVID-19 pandemic. The event was held in conjunction with
festivities for the City of San Bernardino 2050 General Plan Update. More than 30 community members visited
the project booth and shared comments for improving
active transportation in the city.
Participants engaged with project staff at the San Bernardino Food Fest
Between June 2021 and March 2022, the general public,
stakeholders, and greater San Bernardino community
had opportunities to provide input for the project at five (5) community events. At each community event, the
project team set up different activities to engage with the participants. Examples of the activities include:
• Comment cards• Display boards• Survey collection• Roundtable discussions• Hand tally votes• Children's activities Summary reports of the community events are available
in Appendix D: Community Event Summaries.
Additionally, the team attended a Neighborhood Association Council (NAC) Presidents meeting to discuss the project goals and plan development.
NEIGHBORHOOD ASSOCIATION COUNCIL
This meeting provided an opportunity for the various
neighborhood associations to ask questions regarding
the project and provide feedback on the type of active transportation improvements they would like to see develop in and around their neighborhoods.
2.6 COMMUNITY EVENTS
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EVENT #2: SOUTHERN CALIFORNIA MOUNTAINS FOUNDATION JOINT COMMUNITY MEETING Saturday, August 7, 2021 | Southern California Mountains Foundation Headquarters
The project team conducted a joint meeting with
the Southern California Mountains Foundation. The
purpose of the meeting was to present an overview of
the San Bernardino ATP, and to discuss common active transportation themes, with an emphasis on pedestrian improvements.
EVENT #3: RENDEZVOUS BACK TO ROUTE 66
October 2, 2021 | Court Street Square
The City of San Bernardino Area Chamber of Commerce
and event organizers hosted the eighth annual Route
66 event for thousands of car enthusiasts in the region.
The event featured a car parade, music, and food for
the community. The project team interacted with more than 100 people and collected more than 40 comment cards at the event.
Event at the Southern California Mountains Foundation
Community outreach at the Rendezvous Back to Route 66 event
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EVENT #4: VETERANS DAY PARADE AND SALUTE
Wednesday, November 11, 2021 | Court Street Square
On November 11, the City hosted the 21st Annual Veterans Day Parade and Salute. The project team had a booth
where team members had many fruitful conversations with event participants and collected comment cards for the project.
EVENT #5: SAN BERNARDINO ARTS FEST AND KIT OF PARTS ACTIVATION Saturday, March 19, 2022 | Court Street Square
On Saturday, March 19th, 2022, the City of San
Bernardino utilized the GoHuman Kit of Parts from SCAG
to put together a tactical urbanism demonstration in
Downtown San Bernardino. The event was a part of the
community engagement effort for the City’s General
Plan update, San Bernardino 2050: The Future is Ours,
and it was held in conjunction with the San Bernardino
Arts Fest, a popular local event. The event showcased
a creative crosswalk, separated bike lane, parklet, and curb extension. Many, if not all, of the elements were new to the city.
Participants engage with the project team member at the Veterans Day Parade & Salute event
Team member educates community members about installation elements
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In addition to direct engagement opportunities, virtual engagement tools were also developed as part of the community engagement process. The tools included a project website, online mapping tool, project survey, and focus area sessions. The primary goals of the virtual engagement opportunities were for community
members to learn about project milestones, identify
areas of concerns, and provide feedback on potential active transportation improvements.
PROJECT SURVEY
A project survey was administered to gain insights on
walking and biking behavior as well as preferences
among community members in the city. The survey was conducted between February and July 2021 through an online platform. It was available in both English and Spanish to allow participation from the City’s large Spanish-speaking population. Collectively, 64 surveys were received, 63 in English and 1 in Spanish. Chapter 3, Project Survey Findings, provides an in-depth discussion of the findings from the project survey.
2.7 COMMUNITY FEEDBACK
AND INPUT TOOLS
ONLINE MAPPING TOOL
An online interactive mapping tool was developed
for community participants to identify active
transportation-related concerns in specific areas of the city (Figure 2-2). Pre-set comments, such as “I walk here” or “I bike here”, were available to encourage participants to provide comments. The tool received a total of 234 comments: 94 point comments and 141
line comments. Point comments offered comments on
specific locations/destinations while line comments
referred to broader roadway segments or corridors.
Figure 2-2. Online mapping tool with comments
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A qualitative analysis was conducted with the
comments gathered in the outreach effort to identify common concerns/themes shared across the community. The analysis was focused on locationbased comments to identify potential infrastructure recommendations that could address community
concerns.
The data used in this analysis focused on comments
received from Phase I of the outreach effort which was
derived from the following sources:
• Virtual focus area sessions• Online mapping tool• Community events • Project survey Community input from Phase II of the outreach effort
focused on community decision-making where the
input received helped prioritize potential corridor
projects.
Additionally, this analysis only evaluated the portion of the survey that contained location-based comments.
Survey findings are further discussed in Section 3.5 Survey Findings.
TOP CORRIDORS AND SPOT LOCATIONS/
DESTINATIONS
Community members provided a total of 500 locationspecific comments. Of these comments, 303 pertained to corridors and 197 were associated with a particular
location or destination. The most popular corridors and intersections are described below. Note: The number
of comments associated with the corridor is in the
parentheses.
Top corridors with number of comments:
1. Waterman Avenue (28)
2. Baseline Street (21)
3. 9th Street (17)
4. Highland Avenue (17)
5. Kendall Drive (15)
6. Arrowhead Avenue (12)
7. E Street (11)
Top intersections or destinations (number of comments):
1. Waterman Avenue & 40th Street (10)
2. Kendall Drive & University Parkway (8)
3. E 21st Street & Perris Hill Park Road (8)
4. W 5th Street & G Street (6)
5. California State University, San Bernardino (5)
6. Grant Avenue & Mission Drive (5)
7. San Manuel Stadium (5)
8. Pioneer Square/Court Street Square (5)
Figure 2-3.v Locations of comments received, provides
an illustration of thegeographic distribution of community comments.
2.8 COMMUNITY INPUT
FINDINGS
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Figure 2-3. Locations of comments received
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COMPARISON BETWEEN WALKING AND
BIKING-RELATED COMMENTS
The analysis further examined the comments to
understand which comments pertained to walking or
biking. Findings from the analysis revealed that the top corridors for both walking and biking-related comments
mirrored each other, as described in Table 2-3.
COMMON THEMES
Comments provided by community members fall into
six major themes and many sub-themes. The major
themes are:
• Walking-related infrastructure • Biking-related infrastructure • Other roadway infrastructure • Roadway characteristics • Motorists and pedestrian behavior • Other The most popular theme specific to active transportation is biking-related infrastructure with 332 comments.
This is followed by walking-related infrastructure with 302 comments. Other themes (with their respective
sub-themes) that have a high number of comments
include roadway characteristics: high speeds (38
comments), other: specific improvement suggestions
(38 comments), other: destinations (32 comments),
and other: non-transportation-related comments (20 comments). Non-transportation-related comments include social issues such as homelessness, littering,
and crime.
Table 2-4 shows the themes, sub-themes, and the
number of total comments received. Note: Some
comments fall into multiple themes; as a result, the
total number of comments evaluated in this section of the analysis exceeds the total comments received in Phase I of the outreach effort.
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Table 2-3. Comparison between walking and biking-related comments # Walking-Related Comments # of Biking-Related Comments Corridor Ranking # of Comments
Received
Ranking # of Comments
Received
Waterman Ave 1 12 1 15
Baseline St 2 9 2 11Highland Ave 3 9 3 8Kendall Ave 4 7 3 8 Arrowhead Ave 5 6 6 6
9th St 6 5 3 8
E St 7 4 7 5Foothill Blvd 7 4 7 5Mountain View Ave 7 4 9 4Marshall Blvd N/A N/A 9 4Hospitality Ln N/A N/A 9 4
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Table 2-4. Themes from comments received
Theme Sub-Theme # of Comments Received
Walking-related infrastructure º Inadequate sidewalk infrastructure º ADA curb ramps & accessibilityº Inadequate lightingº Landscapingº Placemaking opportunityº Crossings 302
Biking-related infrastructure º Bike - Connectivity (Trail) º Bike - Connectivity (Bike Lane)º Bike - Connectivity (Bike Blvd) 332
Other roadway infrastructure º Pavement rehabilitation
º Drainageº Signage
12 Roadway characteristics º High volume of vehicular or truck traffic º High speeds
41 Behavior º Adverse motorist behavior
º Adverse pedestrian behavior
4 Other º Specific improvement suggestions
º Destination: Transit-relatedº Destination: Otherº Location-specific: Collision/near missº Non-transportation related 93
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03 Existing Conditions
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3.1 INTRODUCTION
Understanding the existing conditions related to active transportation in the City was an important component of the plan development effort. In order to understand the existing conditions, the following for categories of data were analyzed. • Demographic statistics• Travel characteristics• Health and safety• Environment and infrastructure condition This section presents an abridged version of the Existing Conditions Analysis. The full report is available in Appendix F:
Existing Conditions Analysis Full Report. Table 3-1 summarizes the data collected and analyzed for this Plan.
Table 3-1. Data collected and analyzed
Category Description Source(s)
Demographic Statistics Demographic characteristics such as race, median household income, age, and language capabilities give a snapshot of who lives in San Bernardino and their potential needs.
2020 American Community (ACS)Survey 5-Year Estimates
Travel Characteristics An understanding of travel characteristics allows for development of recommendations that can encourage active transportation in the city.
2020 American Community (ACS) Survey 5-Year Estimates
Health and Safety Analysis of health and safety indicators provides an understanding of the community’s potential needs for active transportation facilities.
Transportation Injury Mapping System (TIMS) (2015-2019), CalEnviroScreen 3.0
Land Use and Infrastructure Existing infrastructure shows physical locations that can benefit from infrastructure improvements.
Existing planning documents,
field observations,
Comprehensive Pedestrian
Sidewalk Inventory Plan (San Bernardino County Transportation Authority)
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CHAPTER 3 Existing Conditions 25
POPULATION CHARATERISTICS
According to the 2020 American Community Survey 5
Year Estimates, the City of San Bernardino has 216,784
people. The median household income (MHHI) in the
city was $49,287, which is below the 2020 countywide
median of $65,761. Within the city, a high proportion
of low-income households reside in downtown San
Bernardino, east of Interstate 215 (I-215) and north of Mill Street. The majority of the City of San Bernardino’s population was younger than 35 years old (56%). Of the
citywide population, almost 32% are 19 years of age or
younger.
A large percentage of households in the city have
limited English capabilities. ACS 2020 5-year estimate
states that about 46% of households spoke Spanish
at home, and of those households, approximately
35% spoke English "less than very well." Limited English households within the City are located predominantly
in central and downtown San Bernardino.
COMMUTE CHARATERISTICS
The majority of residents (77.1%) used personal automobiles (excluding carpooling) to commute to work, while 4.4% commuted via walking, bicycling or public transportation (excluding rideshare) to get to and from work. Nearly zero percent of residents bike as their primary mode of transportation for work. When
combined with carpooling, over 90% of all commute
modes involved the use of a personal vehicle. More
than a third (39%) of San Bernardino City residents have a commute time that is longer than 30 minutes. The
mean travel time to work was estimated to be around
29 minutes.
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3.2 PEDESTRIAN AND BICYCLIST-INVOLVED COLLISIONS
Collision data from January 2015 to December 2019
was obtained from the Transportation Injury Mapping
System (TIMS). Between 2015 to 2019, a total of 735
collisions that involved pedestrians or bicyclists and
resulted in injury were reported in the City of San Bernardino. There was an average of 147 collisions per year. Of these, 527 were pedestrian-involved and 208
were bicyclist-involved, accounting for approximately
11% of all collisions within the 5-year time period. Table 3-2 shows a breakdown of the pedestrian and bicyclistinvolved collision by severity while Figures 3-1 and 3-2 demonstrate the collision hotspots in the city.
The California Office of Traffic Safety (OTS) developed rankings for comparison of traffic safety statistics between cities with similar-sized populations. The OTS provides statistics based on rates of victims killed and injured per “1,000 daily-vehicle-miles-of-travel”, per
“1,000 average population”, and groups cities based on
population.
The City of San Bernardino is ranked in a 59-city group (OTS Group B) classified by populations between 100,001 and 250,000. According to the 2018 OTS report, of the
59 California cities, San Bernardino ranked 40th based
on average population for bicyclist-involved collisions and 38th for bicyclist-involved collisions with victims younger than 15 years old. San Bernardino ranks 19th
in Group B for total number of fatal or injury-resulting collisions. Number 1 in the rankings is the highest, or “worst” and 59 is the lowest or “best.”
PEDESTRIAN-INVOLVED COLLISION HOTSPOTS
Of the 527 pedestrian-involved collisions, approximately 33% occurred on five different corridors. The top five
pedestrian-involved collision corridors are:
1. Highland Avenue – 60 collisions
2. Baseline Street – 42 collisions
3. Waterman Avenue – 40 collisions
4. Arrowhead Avenue – 17 collisions
5. 5th Street – 16 collisions
BICYCLIST-INVOLVED COLLISION HOTSPOTS
Of the 208 bicyclist-involved collisions, 30% occurred
on five different corridors. The top five bicyclist-involved collision corridors are as follows:
1. Baseline Street – 18 collisions
2. 9th Street – 15 collisions
3. Highland Avenue – 12 collisions
4. Sierra Way – 11 collisions
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Table 3-2. Summary pedestrian and bicycle collision injuries Source: Transportation Injury Mapping System (TIMS) 2015-2019 Year Bicyclist-Involved Pedestrian-Involved Total Collisions Fatal Injury Total Fatal Injury Total
2015 0 52 52 12 91 103 1552016 0 44 44 12 78 90 1342017 4 41 45 14 106 120 1652018 0 41 41 10 83 93 1342019 1 25 26 14 107 121 147 Total 5 203 208 62 465 527 735
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Figure 3-1. Pedestrian-involved collision hotspots in San Bernardino Source: Transportation Injury Mapping System (TIMS) 2015-2019
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Figure 3-2. Bicyclist-involved collision hotspots in San Bernardino Source: Transportation Injury Mapping System (TIMS) 2015-2019
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3.3 HEALTH
DISADVANTAGED COMMUNITIES
The City of San Bernardino is home to approximately
215,000 residents and a large percentage live in areas
designated as a “Disadvantaged Community”. Census
tracts are quantified as a disadvantaged community through the CalEnviroScreen 3.0 index. Developed by the California Environmental Protection Agency
(CalEPA), CalEnviroScreen 3.0 is an index that utilizes environmental and socio-economic data to identify
California communities that are disproportionately
burdened by, and vulnerable to, multiple sources of pollution. Census tracts that score above the 75th percentile are designated as California’s disadvantaged communities.
The City has 48 census tracts fully within the city
boundary and 36 census tracts (75%) score as a
disadvantaged community. In addition, 21 census tracts
(44%) score in the 90th percentile for disadvantaged
communities, and together the city ranks in the 82nd
percentile among all census tracts within California. Figure 3-3 shows the location of the disadvantaged communities in the city.
DIABETES AND HEART DISEASE RATES
Through more active transportation facilities and
outreach programs, the City can enhance opportunities
for physical activities. This can help reduce the
prevalence of diabetes and heart disease in San Bernardino. Diagnosed diabetes and heart disease scores measure the number of adults over the age
of 18 who report having ever been told by a medical
professional that they have diabetes or heart disease.
The City has an adult diabetes rate of approximately 11%, which is below the County rate of 14.6% (SCAG 2019 Local Profiles – San Bernardino). Additionally, San Bernardino has an adult heart disease rate of 4.8%, significantly lower than the County’s rate of 7.6% (SCAG 2019 Local
Profiles – San Bernardino).
ASTHMA RATE
Encouraging active transportation activities can help replace vehicle trips with bicycling and/or walking, which can then help improve air quality. This in turn can help reduce chronic diseases such as cardiovascular
disease and asthma, of which poor air quality conditions are major causes (U.S. EPA, Health and Environmental Effects of Particulate Matter (PM)). Poor air quality
conditions resulting from vehicle emissions and toxic
releases from facilities have a strong correlation with increased rates of asthma. The City of San Bernardino
has an asthma rate of 13.1%, slightly lower than San Bernardino County’s rate of 15.1% (SCAG 2019 Local Profiles – San Bernardino).
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Figure 3-3. Disadvantaged communities in San Bernardino Source: CalEnviroScreen 3.0
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3.4 ENVIRONMENT AND INFRASTRUCTURE
URBAN FORM AND LAND USE
The City of San Bernardino’s General Plan Land Uses
are mainly comprised of Commercial, Industrial, Public/quasi-public, residential, open spaces, and specific plan land uses. Specific plan land uses form the largest portion of land uses and are located in the north and northwest corners of the city. The specific plans include California State University, San Bernardino main campus, University Hills, Paseo Las Placitas, Rancho Palma, and Waterman and Baseline. The land uses within the
specific plan are largely single-family residential with some commercial and civic functions.
Commercial and multi-family residential land uses
are located predominantly in the central and southern
parts of the city and along the Interstate 10 (I-10) and Interstate 210 (I-210) corridors. Industrial zones are located in the northwest and southeast parts of the city, close to the San Bernardino International Airport and
the BNSF rail yard. Figure 3-4 illustrates the General Plan land uses in the city.
Note: As of this writing, the City is updating its General Plan. As a result, some future land uses may change.
KEY ATTRACTORS
Key attractors in the City of San Bernardino can be
categorized into four general groups: civic facilities, parks, schools, and shopping centers. Some of the biggest attractors in the city include California State University, San Bernardino, San Manuel Stadium, and
Downtown San Bernardino.
The downtown area hosts civic institutions such as the
San Bernardino Superior Court and Justice Facility, City Hall, Social Security Administration, and San Bernardino Transit Center. Shopping centers on the other hand are
located further away from the downtown core of the city.
Many major retail destinations could be found along
the major interstate corridors such as the Interstate
10 (I-10) and Interstate 210 (I-210) freeways. These retail destinations are located only a few miles away from
neighboring cities including Loma Linda and Redlands.
Schools and parks are in general distributed, within
or close to, residential zoning. Overall, most of the key attractors seem to be evenly distributed throughout the city, but are scarce in the south and southeast areas of the city where industrial land uses and the airport are located.
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Figure 3-4. City of San Bernardino General Plan land uses
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EXISTING BIKEWAY FACILITIES
The City of San Bernardino’s existing bike infrastructure consists of 2.56 miles of Class I Bike Paths and 16.5 miles of Class II Bike Lanes. The existing bike facilities within the City boundary are as follows:
• Class II Bike Lane on Kendall Drive – 3.90 miles; from Palm Avenue to Shandin Hills Crest
• Class II Bike Lane on Northpark Boulevard – 3.00 miles; from Campus Parkway to Electric Avenue• Class II Bike Lane on Mountain View Avenue – 2.55 miles; from Electric Avenue/38th Street to 27th Street
• Class II Bike Lane on Valencia Avenue – 1.34 miles;
from 40th Street to 30th Street
• Class II Bike Lane on Arrowhead Avenue – 1.09 miles;
from Thompson Place to 28th Street
• Class II Bike Lane on Electric Avenue – 1.08 miles; from Northpark Boulevard to Mountain View Avenue/38th Street• Class II Bike Lane on University Parkway – 1.01 miles; from Northpark Boulevard to Varsity Avenue• Class II Bike Lane on G Street – 0.83 mile; from Rialto Avenue to Inland Center Drive
• Class II Bike Lane on Campus Parkway – 0.73 mile; from Kendall Drive to Northpark Boulevard• Class II Bike Lane on Parkdale Street – 0.72 mile; from Sierra Way to Valencia Avenue
• Class II Bike Lane on Rialto Avenue – 0.26 mile; from G Street to E Street
• Class I Bike Path (Inland Center Drive Bike Path) –
1.07 miles; from south city limits to Mill Street
• Class I Bike Path (Santa Ana River Trail) – 0.95 mile; from west city limits to Waterman Avenue
• Class I Bike Path (Chestnut Avenue Bike Path) – 0.54
mile; from Ohio Avenue to Irvington Avenue
The most prominent existing bikeway facilities are the
Class I Bike Path on Inland Center Drive and the Class
II Bike Lanes and connecting routes along Kendall Drive and Northpark Boulevard. The Inland Center Drive Class I Bike Path and the connecting Class II Bike Lanes along G Street and Rialto Avenue provide important bike access
from the downtown San Bernardino Transit Center to
San Manuel Stadium, National Orange Show Event
Center, Inland Center Mall, and are within a few blocks of San Bernardino Valley College and the City of Colton.
The City is also the current northeastern terminus of the Santa Ana River Trail Class I Bike Path which runs from the Hidden Valley Wildlife Refuge in Riverside County through the cities of Riverside and Colton to Waterman Avenue in San Bernardino with planned extensions to
the City of Redlands in the east and the Orange County
Santa Ana River Trail to the southwest.
The existing bikeway facilities along Kendall Drive
and Northpark Boulevard provide a local east-west connection to California State University, San Bernardino.
Electric Avenue and Mountain View Avenue provide the
local southern connection to California State University, San Bernardino from just south of I-210 going north to
Northpark Boulevard. There is a connectivity gap in
central San Bernardino, as well as missing links between the transit hub and the university in the north, as well as the Santa Ana River Trail in the south.
Figure 3-5 shows a map of the existing bikeways in the
City of San Bernardino.
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Figure 3-5. Existing bikeway facilities in San Bernardino
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EXISTING PEDESTRIAN FACILITIES – SIDEWALK
INFRASTRUCTURE
The City’s existing sidewalk infrastructure is evenly
distributed throughout the city. The majority of the existing sidewalk infrastructure is located in the middle and eastern portion of the City where residential and commercial zones are located. Missing sidewalks are located primarily on more rural stretches of road in the northern half of the city leading up to the base of the mountains . Other areas missing sidewalk infrastructure are located in industrial zones close to the San
Bernardino International Airport. Figure 3-6 shows the
locations of existing sidewalk facilities in the city.
According to data retrieved from the Comprehensive
Pedestrian Sidewalk Inventory Plan, the City needs
7,948,224 feet of sidewalk. The City currently has 5,842,836 feet of existing sidewalk, which represents 73.51% of
the total sidewalk infrastructure needed. A little over a quarter (26.49%) or 2,105,388 feet of the city’s roadways could benefit from having sidewalk infrastructure as shown in Table 3-3.
TRANSIT CONNECTIVITY
Active transportation is an important mode of
transportation for people to access transit facilities.
It provides a critical alternative solution to what is
commonly known as the “first mile/ last mile” problem
for transit. The problem refers to 1) how a traveler gets to a transit facility from their origin location, and 2) after they get off transit, how they reach their final destination.
Transit users in the City have a variety of transit services to choose from. Bus transit services are provided by
Omnitrans, Riverside Transit, Mountain Transit, Pass
Transit, and Victor Valley Transit Agency. Meanwhile,
Metrolink offers commuter rail services to regional
destinations. Each bus transit provider connects the
City to multiple counties and cities within Southern California. Omnitrans provides intra-city connectivity and services to adjacent cities, as well as the greater San Bernardino County. Figure 3-7 shows the Omnitrans
transit routes through San Bernardino.
SAN BERNARDINO TRANSIT CENTER
The San Bernardino Transit Center is a major first/lastmile connectivity center for intra-city and regional bus and rail transit services by many regional transit
agencies. The Metrolink San Bernardino Line and Inland
Empire-Orange County Line stop at the transit center.
The San Bernardino Transit Center is also the future
terminus for the Arrow commuter rail line which will run between the transit center in downtown San Bernardino
and the University of Redlands in Redlands, CA.
Table 3-3. Sidewalk Length in the City of San Bernardino Source: Comprehensive Pedestrian Sidewalk Inventory Plan Sidewalk (ft) No Sidewalk (ft) Grand Total (ft)
5,842,836 2,105,388 7,948,224
73.51% 26.49% 100%
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Figure 3-6. Existing sidewalks in San Bernardino
Source: Comprehensive Pedestrian Sidewalk Inventory Plan
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Figure 3-7. Omnitrans transit routes in San Bernardino
Source: Omnitrans
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3.5 PROJECT SURVEY FINDINGS
A project survey was administered to gain insights on
walking and biking behaviors and preferences in the City of San Bernardino. The survey was conducted between
February and July 2021 through the San Bernardino project website. It was available in both English and Spanish to allow participation from the City’s large Spanish-speaking population. Collectively, 64 surveys were received, 63 in English and 1 in Spanish.
CHARACTERISTICS OF SURVEY RESPONDENTS
Of the 64 surveys collected, 82.5% of respondents live in the city. Approximately a quarter (25.4%) of respondents were between the ages of 35-44, and approximately
half (48.4%) identified as “Hispanic, Latino, Latina, or Latinx.” Over half (52.4%) were female respondents. Respondents live and work in various areas of San Bernardino. The highest number of respondents live in the Verdemont neighborhood (13.7%), followed by the
Del Rosa neighborhood (9.8%). Almost a third (30.8%)
live in the 7th Council Ward district and one fifth (19.2%) reside in the 5th Council Ward. Of the respondents,
approximately a third (30.4%) work in the 1st Council
Ward and another 26.1% have employment in the 5th
Council Ward.
TRAVEL BEHAVIOR
Survey respondents walk frequently to get around the
city. Of the 38 respondents who answered the question
related to travel behavior, 77.8% walk daily, 78.9% walk several times a week, and 64.7% walk once or twice a
week. (Respondents could select multiple answers to
question). Conversely, a majority of respondents never
bike or take transit (74.4% and 76.9% respectively).
POPULAR DESTINATIONS FOR ACTIVE
TRANSPORTATION
Among the most popular destinations for walking
include to a neighbor’s, friend’s, or relative’s house
(79.2%), parks or community centers (73.3%), and walking or biking trails (67.7%). The most popular destination
for biking is walking or biking trails. Lastly, the most favorable destinations to take transit are to work (72.2%), retail/shopping centers (61.1%), and restaurants and bars (50%). (Respondents could select multiple answers to question).
REASONS FOR WALKING AND BIKING
Survey respondents offered many reasons for walking
and biking in the city. The top three reasons for why
respondents preferred to walk: to exercise or improve health (90.2%), to socialize with friends and neighbors (88%), and because they don’t have access to a vehicle
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(83.3%). Meanwhile, the top three reasons for biking
include preference to not drive (100%), saving money
(77.8%), and the desire to improve the environment (64.7%). (Respondents could select multiple answers to question).
BEHAVIORS AND CHARACTERISTICS FOR
TAKING TRANSIT
Of the respondents, about half (43.5%) reported they
rarely or never use public transit, 11.3% of participants take the bus or ride the train to save money or due to
convenience, and 6.5% do not have access to a car.
ACTIVE TRANSPORTATION INFRASTRUCTURE
IMPROVEMENTS
Survey respondents expressed support for many types
of active transportation infrastructure improvements.
When asked about the types of improvements that
would encourage walking more in the City, respondents
reported safer ways to cross streets (56.5%), better
lighting at night (46%), and sidewalk connectivity
(45.2%) as the top three improvements. More walking
trails would encourage 46.8% of respondents to walk
more frequently. Additional bike trails/paths (41.3%), protected bike lanes (46%), and more regular bike lanes (39.7%) were reported as the top three improvements
that would encourage respondents to bike more.
TRANSIT-RELATED IMPROVEMENTS
The top three improvements that would encourage
respondents to take transit include better security
(36.5%), more shade at bus stops (31.7%), and more
convenient ways to walk and bike to a bus stop/transit
station (30.2%). Respondents also showed interest in
using transit more if there were more frequent buses or trains (30.2%), more lighting near bus stops (20.6%), and real-time bus arrival signage (20.6%).
PRIORITY FOR ACTIVE TRANSPORTATION
IMPROVEMENTS
Most survey respondents reported that it is important
for the City of San Bernardino to prioritize walking and biking improvements to create a safer environment for pedestrian and bicyclists (81%). In a close tie for second and third place, 66.7% of respondents reported it is
important to improve the community’s public health
outcomes and reduce the impacts of driving on the environment, while 65.1% reported it is important to provide better access to jobs, transit, schools, parks, goods, and services without the need for a car. Of the
five choices available in the question, the importance
of having a local network of connected bicycle and
pedestrian facilities, received the second lowest
selection, with the least popular option being “other”. (Survey respondents could select multiple options for
this question.)
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04 Strategy Recommendations
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4.1 INTRODUCTION4.2 GOALS AND STRATEGIES
This chapter provides a set of strategy recommendations that will help advance the vision of building a more walkable and bikeable future in the City of San Bernardino. The strategies (some of which include objective targets) support five goals, first discussed in Chapter 1: Introduction.
The strategies could be included in the policy framework for the forthcoming Circulation Element to the General Plan. Unless otherwise stated, the strategies would be implemented by different departments of the City of San Bernardino.
GOAL 1: CONNECTIVITY
Improve the walkability and bikeability of the City of San Bernardino by creating a local network of connected bicycle and pedestrian facilities.
Strategy 1.1
With the Active Transportation Network as a starting point, prioritize infrastructure projects that focus on providing north/south, east/west connections throughout the city to develop an active transportation network that is accessible by users of all ages and abilities.
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Strategy 1.2
Use the resources discussed in Chapter 5: Infrastructure Toolbox and Appendix F, Design Guidelines as a reference to establish design conformity for active transportation improvements.
Strategy 1.3
Use Appendix F: Design Guidelines as a guide to develop Standard Plans for common active transportation infrastructure such as sidewalks, driveways, curb ramps, crosswalks, pedestrian-scale lighting, and bike facilities.
Strategy 1.4Seek opportunities within the City’s existing public works and planning efforts to incorporate proposed active transportation improvements whenever feasible and appropriate.
Strategy 1.5
Collaborate with Caltrans, SBCTA, and adjoining jurisdictions on infrastructure projects that extend beyond the City’s boundaries to provide regional connectivity.
Strategy 1.6
Develop a network of walking paths in commercial districts and neighborhoods to encourage community members to walk. The walking paths could be artistic and each path could have its own wayfinding signs and stylistic flair to create a sense of place.
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GOAL 2: LOCAL ACCESS & MOBILITY
Provide the City of San Bernardino residents greater access to transit, jobs, goods, services, schools, and parks without the need to drive a car.
Strategy 2.1
Address areas where the pedestrian infrastructure is disrupted by street trees.
Examples of such concerns include buckled sidewalks and sidewalk obstruction caused by street trees.
Strategy 2.2
Work with an ADA Coordinator (or someone in a similar role) to ensure that new active transportation infrastructure projects are designed and constructed to meet the latest ADA-compliant standards.
Strategy 2.3
Conduct a citywide study on existing lighting facilities, with a focus on pedestrian-scaled lighting.
Strategy 2.4
Conduct an analysis to identify roadways that have excess vehicle capacity.
For roadways with excess vehicle capacity, consider the reduction of travel lanes and use of the reclaimed space for other purposes. Examples include widening the sidewalk and expanding the pedestrian realm (as further described in Chapter 6: Infrastructure Toolbox), adding in street landscaping, offering more transit amenities, and converting the space into a small parklet.
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Strategy 2.5
For new roadway projects, plant street trees and landscaping that provide shade and improve the walking and biking experience whenever possible.
Strategy 2.6
Develop a comprehensive citywide streetscape plan.
Strategy 2.7
Develop a wayfinding plan to provide guidance on using active transportation modes to reach local and regional destinations.
Strategy 2.8
Whenever feasible, incorporate active transportation improvements made to the public right-of-way as a part of a condition of approval or development agreement with the city.
Strategy 2.9
Require new developments to provide bicycle parking.
Strategy 2.10
Collaborate with major employers and civic institutions to increase multimodal access.
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Strategy 2.11
Incorporate active transportation infrastructure into new land use and transportation projects, including new transit hubs and regional facilities.
Strategy 2.12
On commercial corridors, update design standards on surface parking and driveways to reduce surface parking and driveways along the pedestrian infrastructure network. Whenever possible, have store fronts face and be located closer to the street to encourage pedestrian traffic.
GOAL 3: SAFETY
Improve the overall safety of people walking, biking, and riding public transportation in the City of San Bernardino through infrastructure and programming strategies.
Strategy 3.1
Develop an internal system to regularly analyze vehicle, pedestrian, and bicycle collisions and identify collision hotspots.
Strategy 3.2
Provide traffic calming infrastructure improvements and identify opportunities to update signal timing and phasing at locations with high collision frequencies across the city. Reference the Local Road Safety Plan for projects.
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Strategy 3.3
Conduct a study to re-evaluate speeds along the City’s roadways in response to Assembly Bill 43, Traffic Safety.
Strategy 3.4
Assess and implement enhanced crossing treatments to reduce pedestrianautomobile collisions at multi-lane crossings, including median refuge islands, rapid-rectangular flashing beacons, pedestrian hybrid beacons, raised crosswalks, and other treatments. Reference the toolbox in Chapter 5, Toolbox, for treatments that address different concerns.
Strategy 3.5
Conduct analysis to identify intersections to prohibit or regulate right-turn-onred (RTOR) movements at intersections with high frequencies of this collision/ citation type and consider the use of blank-out signs.
Strategy 3.6
Develop a program to review traffic signal locations with prohibited pedestrian crossings and where feasible and appropriate, modify to restore prohibited crossings.
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Strategy 3.7
Develop a citywide traffic safety program, and collaborate with school districts, schools, and community partners to engage with and educate different community groups about traffic safety.
Strategy 3.8
Enhance the ATP by developing a comprehensive Safe Routes to School Plan for all elementary, middle, and high schools located in the City of San Bernardino.
Strategy 3.9
Collaborate with schools and school districts to participate in safety programs such as Walk to School and Bike to School events.
Strategy 3.10
Collaborate with enforcement officers to improve upon current methods for recording pedestrian and bicycle collisions.
Strategy 3.11
Maintain bicycle and pedestrian facilities to ensure that they continue to operate as intended.
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GOAL 4: HEALTH & ENVIRONMENT
Prioritize strategies that will improve public health conditions and reduce the impacts of driving on the environment in the City of San Bernardino.
Strategy 4.1
Target active transportation improvements in areas where residents suffer from conditions such as obesity and diabetes.
Strategy 4.2
Invest in active transportation facilities that will provide opportunities for exercise and recreation, and that will meet everyday travel needs.
Strategy 4.3
Integrate active transportation programming and community improvements into other city initiatives.
Strategy 4.4
In tandem with new active transportation projects, promote a campaign to educate roadway users of all modes on new active transportation infrastructure projects and how the projects will promote safety for all users.
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Strategy 4.5Support marketing and community engagement campaigns to promote active transportation as a form of recreation and a viable transportation mode.
Strategy 4.6
Plan and install tactical urbanism demonstrations and/or quick-build projects along corridors or at areas with high pedestrian and/or bicycle activity to showcase potential new traffic calming and active transportation infrastructure treatments.
Strategy 4.7
Host "Open Streets" events where a portion of the roadway is closed off from vehicular traffic and converted into a public space. Collect and evaluate public feedback and conduct traffic operational and other studies to consider closing the streets for a longer period of time or even permanently.
Strategy 4.8
Build partnerships with local businesses and community groups to host regular walk tours and other walking-related activities, and promote walking as a form of physical exercise.
Strategy 4.9
Provide economic incentives for expanding and enhancing pedestrian facilities.
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GOAL 5: FUNDING & IMPLEMENTATION
Provide strategies to fund and implement infrastructure and non-infrastructure programs that support Plan recommendations.
Strategy 5.1
Develop an annual list of active transportation projects to be proposed as part of the City’s Capital Improvement Program (CIP). Use the Active Transportation Network discussed in Chapter 6: Infrastructure Projects, as a reference.
Strategy 5.2
Develop a financial strategy and timeline to efficiently and competitively secure grant funding for projects.
Strategy 5.3Seek funding for a permanent citywide Safe Routes to School non-infrastructure program.
Strategy 5.4
Coordinate with neighboring municipalities to identify shared resources and seek funding for active transportation projects along corridors that promote intercity connectivity.
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Strategy 5.5
Increase collaboration among city, county, and other regional agencies to identify projects that could be incorporated into existing funding and/or grant funding opportunities.
Strategy 5.6
Organize an Active Transportation Committee to gather input on issues/ideas related to active transportation.
Strategy 5.7
Work with community organizations, stakeholders, developers, and other groups or entities to identify potential areas for collaborations.
Strategy 5.8
On a regular basis, have meetings with school representatives and active parents to discuss opportunities to improve pedestrian safety and connectivity to schools and school facilities.
Strategy 5.9
Develop a program to evaluate new technologies and infrastructure treatments regularly that will support a safe active transportation environment.
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Infrastructure
05 Toolbox
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5.1 INTRODUCTIONMany kinds of infrastructure treatments and placemaking tools are available for the City to create a more walkable and bikeable future. This chapter discusses more than 50 treatments and offers general design guidance for addressing common pedestrian and bicycle-related concerns.The facilities span five categories:
• Bikeways• Placemaking Realm• Roadways• Intersections and Crossings• Placemaking Each facility may serve one or more functions. For instance, a Class II Bike Lane may only serve bicyclists. However, a traffic circle could act as a traffic calming device that benefits both pedestrians and bicyclists.
Figure 5-1 shows an overview of the five categories of infrastructure treatments, while Table 5-1 depicts a summary of how each facility relates to five types of functions (pedestrian, bicycle, transit, goods movement, and transit). This chapter is meant to provide a starting point on what treatments and opportunities could be considered when designing for active and healthier communities. Appendix F Design Guidelines contains further discussions on many of the tools discussed in the toolbox. It provides supplemental and consolidated information rooted in existing local, state, and national guidance. In-depth analyses on land use, collision history, existing site conditions, streetscape characteristics, feasibility, and other factors, along with adherence to federal and state guidelines, are still required for any street improvement project.
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Bicycle facilities that offer connectivity throughout the city and beyond. Chapter 6: Infrastructure Projects, discusses the new San Bernardino Bike Network which is further organized by bikeway classifications.
Bikeways
Infrastructure and amenities that enhance the sidewalk area – between the property line and the curb- to create a more pleasant and comfortable pedestrian experience.
Pedestrian Realm
Infrastructure that could be installed along roadway corridors or alter the existing roadway configuration to better accommodate pedestrian and bicycle treatments and calm vehicular traffic.
Roadways
Treatments that could improve visibility, reduce vehicular speed, and better demarcate the right-of-way for pedestrians and bicyclists at intersections or other areas where crossings could occur.
Intersections and Crossings
Public art-related elements that could be integrated into active transportation infrastructure to create a sense of place and community on the public right-of-way.
Placemaking
Figure 5-1. Categories of facilities in the infrastructure toolbox
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Facility Pedestrian Bicycle Transit Goods Movements Traffic Calming Bikeways
Class I: Off-Street Bike Path X XClass II: Bike Lane
X
Class II: Buffered Bike Lane
X
Class III: Bike Route - Marked Shared Lane
X
Class III: Bike Boulevard XXClass IV: On-Street Separated Bikeway XClass IV: Raised Separated Bikeway X Pedestrian Realm
Sidewalk X
Lighting X
Trees and Landscaping X
Bike Parking XBus Shelters and Amenities X
Other Street Furniture X
Roadway
Lane Narrowing XXXXRoadway Reconfiguration XX X
Table 5-1. Summary of Infrastructure Treatments
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Facility Pedestrian Bicycle Transit Goods Movements Traffic Calming Roadway (Cont.)
Landscape Medians XX
Chokers / Pinchers XX
Speed Feedback Sign X X X
Bicycle Safety and Warning Signs
X
Embedded LEDs in Traffic Signs XX
Intersections & Crossings
High Visibility Crosswalk X X X X XMid-block Crosswalk X X X Curb Extension / Bulb-out X X X
Raised Crosswalk X X X X
Advanced Yield Marking X X X
Scramble Crosswalk X
Curb Ramp X
Pedestrian Refuge Island XX XXBike Box
X
Two-Stage Bicycle Turn Box
X
Traffic Diverter X X X X
Table 5-1. Summary of Infrastructure Treatments (Cont.)
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Facility Pedestrian Bicycle Transit Goods Movements Traffic Calming Intersections & Crossings (Cont.)
Traffic Circle X X X
Roundabout X X XProtected Intersection X X XRaised Intersection XXXXXPedestrian Hybrid Beacon X X XRectangular Rapid Flashing Beacon X X XLeading Pedestrian (Bicycle) Interval X X Accessible Pedestrian Signal X
Bicycle Signal
X
Bicycle Detection & Push Buttons/ Actuation X
Placemaking
Creative Crosswalks
X
Artistic Bike Racks
X
Artistic Streetscaping & Painted Intersections X
Parklets XPedestrian Seating X
Wayfinding Signage X X
Table 5-1. Summary of Infrastructure Treatments (Cont.)
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Class I Class II Class III Class IV
Bike BoulevardA low-stress shared roadway that combines bike sharrows with other traffic calming measures.
Raised Separated BikewayA low-stress shared roadway that combines bike sharrows with other traffic calming measures.
Buffered Bike LaneA bike lane that has an additional striped buffer which can provide greater separation between bicyclists and vehicular traffic.
Off- Street Bike Path
An off-street bikeway facility that
is physically separated from the
street or highway.
Bike Lane
A portion of the roadway that is
designated by striping, signaling, and/or pavement markings for the exclusive use of bicyclists.
Bike Route - Marked Share Lane
A designated roadway where
bicycles and motor vehicles share
the same right-of-way.
On-Street Separated Bike Lane
A bikeway facility where there is a
physical barrier between bicyclists
and motor vehicle traffic.
5.2 BIKEWAYS
Bikeways, similar to roadways, have a hierarchy of classifications that roughly correspond to the amount of separation between bicyclists and motorized vehicles as shown below. For instance, Class I Bikeways are completely separated from vehicles, while Class II Bike Lanes have signing and striping on the roadway that clearly demarcates the bikeway facilities from vehicles. Meanwhile, Class III Bike Routes require bicyclists to share the road with vehicles. The following bikeway classification graphics illustrate some of the most common bicycle facilities that the City could consider.
Photo Credits: Bike Boulevard - Allan
Crawford | Raised Separated Bikeway -
City of Cambridge, MA
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Court StreetSquare
City of
San Bernardino
San BernardinoTransit CenterSan ManuelStadium
5.3 PEDESTRIAN REALMThe Pedestrian Realm, which is typically represented by the sidewalk area, is an important component of the active transportation infrastructure. The sidewalk provides a designated path for pedestrians to use, while additional infrastructure aids in activating the pedestrian realm as a public space and creates a more comfortable pedestrian experience. The Pedestrian Realm could be categorized into four “zones” as shown in the graphic below. It is important to note that not all zones within a sidewalk area will be present at every corridor. Appropriate widths for each zone will vary based on different contexts (e.g. adjacent land uses, driveways, pedestrian volumes etc.) Area closest to the property line that often separates buildings from where pedestrians walk.
Frontage Zone
Dedicated space for pedestrians to travel along the street (free of any physical obstructions).
Pedestrian Throughway Zone
Area used for the placement of amenities, street furniture, bus stops, trees, landscaping, and other furnishings.
Furnishing Zone
Flexible space where the sidewalk area can be extended into where vehicles typically park or turn right.
Extension Zone
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The following section provides some design guidance
and infrastructure tools that the City could provide in the pedestrian realm to improve comfort and connectivity.
Improve sidewalk connectivity: Address gaps in the
sidewalk network, and through retrofit of existing sidewalks when adding new developments, widen the pedestrian right-of-way and limit the size and frequency of curb cuts along major corridors to increase pedestrian comfort and reduce conflicts between pedestrians and motorists.
Provide for a clear, continuous sidewalk: For new
construction, any required obstructions for streetlights, utilities, poles, and other above-ground features should be located within the parkway area (street side) so
that the sidewalk is generally continuous and does not
require pedestrians to be watchful to follow the clear, direct path.
Improve the bicycle network: To reduce the use of
bicycle riding on sidewalks, it is necessary to examine and improve the bicycle network so that bicyclists of all ages and skill levels would be comfortable riding in the dedicated facilities, reducing pedestrian-bicyclist conflicts on the sidewalks.
Improve sidewalk connectivity to land uses: When
evaluating the site plans for development proposals,
include an analysis of the condition and directness
of walking routes. Providing direct walking paths from
street corners to the commercial areas can reduce the
overall walking distances and time needed to travel to and from these destinations, while also encouraging pedestrians to more frequently opt for walking trips.
Address buckled, lifted, stained, physical defects on
sidewalks: Develop a citywide program to identify
sidewalk locations that are buckled, lifted, or have
physical defects, such as cracks and voids, and then to schedule remedial repairs. In areas with ongoing tree
root issues, conduct routine inspections to monitor the situation.
Redesign driveways: Every driveway that crosses a
sidewalk is a potential location for conflict between
motorists and pedestrians. Driveways should be
designed to be no wider than necessary. The rise from
street level to curb level should be kept as short as
possible so that the walking surface can be preserved
as a level surface.
5.3 PEDESTRIAN REALM (CONT.)
Bikeways Pedestrian Realm Roadways Intersections & Crossings Placemaking
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SidewalkSidewalks are the primary structure of a pedestrian network. They are physically separated from the roadway by a curb or unpaved buffer space, providing dedicated space intended for use by pedestrians that is safe, comfortable, and accessible.Trees and LandscapingStreet trees and landscaping are typically located between the curb and the sidewalk within the parkway. They provide shade and helps to calm vehicular traffic. Bus Shelters and AmenitiesBus stops are locations where sidewalks experience multiple uses, such as walking, waiting for buses, and bus boarding and alighting. Amenities are often provided at bus stops, including benches, shelters, trash disposals, and system service information.
Street LightingStreet lighting helps illuminate sidewalks and roadways at night, increasing visibility of roadway users. As a streetscape element, street lighting can also create a sense of rhythm and organization to the street and sidewalk.Bike ParkingBicycle parking offers short-term secure locations for users to use at destinations (i.e. parks, shopping, and entertainment). It also improves first and last-mile connections when installed near bus stops and local destinations. Other Street FurnitureStreet furniture such as pedestrian seating, trash receptacles, tree planters, and public art help create a comfortable, usable, and active public environment where people can rest, socialize, read, or peoplewatch. It is an important element in creating sense of place within a community.
5.3 PEDESTRIAN REALM (CONT.)
Bikeways Pedestrian Realm Roadways Intersections & Crossings Placemaking
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Bikeways Pedestrian Realm Roadways Intersections & Crossings Placemaking Lane Narrowing Lane narrowing is a typical traffic calming treatment. By narrowing existing travel lanes, streets can better accommodate multiple roadway users. The treatment is intended to improve the overall safety and traffic flow of the roadway and potentially accommodate the addition of a bikeway facility. Roadway Reconfiguration Also known as a road diet, roadway reconfigurations typically involve reducing the number of lanes to better accommodate other roadway users. The treatment reallocates roadway space for other purposes, potentially adding turn lanes, bus lanes, pedestrian refuge islands, bike lanes, sidewalks, bus shelters, or landscaping.
5.4 ROADWAY TREATMENTSRoad treatments include infrastructures such as chokers/pinchers and landscape medians that could be installed along roadway corridors or strategies such as lane narrowing and roadway reconfiguration that reconfigure the existing roadway geometry. They seek to create a safer pedestrian and bicycle environment, calm vehicular traffic, and/or better accommodate pedestrian and bicycle facilities.
Before
Travel Lane
Travel Lane
Center Left
Turn Lane
Center Left
Turn Lane
Travel Lane
Travel Lane
After
Travel Lane Travel Lane Travel Lane Travel Lane
Travel Lane Center Left
Turn Lane
Travel Lane
After
Before
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5.4 ROADWAY TREATMENTS (CONT.)
Landscape MedianLandscaped medians, or raised medians, are raised barriers in the center of the roadway that are typically filled with various types of foliage. They can serve as a place of refuge for pedestrians crossing at an intersection or at the midblock.Chokers/PinchersChokers or pinchers are curb extensions that narrow a segment of the roadway by widening the sidewalk or planting strip, creating a pinch point along the roadway. These pinch points can increase visibility of pedestrians looking to cross the roadway.Speed Feedback SignA dynamic message sign that uses radar or laser technology to determine the speed of an approaching vehicle and then displays the speed to the driver. If motorists are speeding, the sign flashes the exceeded speed along with ‘SLOW DOWN’ or ‘YOUR SPEED’.
Bicycle Safety and Warning SignsBicycle signage serves to regulate and warn vehicular traffic of the presence or movement of bicyclists within the roadway or traveling across the roadway.Pedestrian Safety and Warning SignsPedestrian signage serves to warn and advise vehicular, bicycle, and other traffic of oncoming pedestrian movement. Signage implementation is often used in conjunction with pavement markings and pedestrian features that enhance awareness of pedestrian crossings or areas.Embedded LEDs in Traffic SignsEmbedded Light Emitting Diodes (LEDs) enhanced traffic signs are similar to typical advisory and warning signs, but are intended to increase motorist awareness of signage.
Photo Credits: Chokers/Pinchers –
Dan Burden| Speed Feedback Sign
- Richard Drdul
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5.5 INTERSECTION AND CROSSING TREATMENTS
Pedestrian and bicycle crossings, either at intersections or mid-block, have multiple conflict points with vehicles which present safety concerns for roadway users. This section provides some design guidance for addressing common pedestrian/bicyclist crossing concerns, as well as some infrastructure treatments that could help to create a safer and more comfortable experience for pedestrians, bicyclists, and users of small mobile devices to cross the roadway. Consider appropriate design for uncontrolled pedestrian and bicycle crossings: An appropriate design will consider the surrounding context, roadway cross-section, volume of pedestrian and bicycle crossings, vehicular Average Daily Traffic, and prevailing speeds. Reducing the number of travel lanes and crossing distance for an uncontrolled crossing helps reduce pedestrian and bicyclist exposure in the roadway. Crossings may be enhanced with other treatments discussed in this section such as median refuge islands, advance yield lines, Rectangular Rapid Flashing Beacons (RRFB), Pedestrian Hybrid Beacons (HAWK signal), signalized crosswalks, and street lights.
Maintain pedestrian and bicycle pavement markings: Develop a citywide program to identify faded/poorly maintained crosswalks and other pavement markings, and routinely maintain them. Improve sight distances at intersection corners and crosswalks: Use strategies such as prohibiting parking along the curb approaching the crosswalk and providing curb extensions (bulb-outs) that allow pedestrians and bicyclists to have better visibility of motorists. Add missing crosswalks at traffic signals: Conduct a study to evaluate for adding crosswalks at traffic signals where crosswalks are not provided across all legs of the signalized intersection. Improve pedestrian crossing times: Minimum crossing times are specified in the California MUTCD. Often the minimum times are present and adequate, but pedestrians may not fully understand the operation. Pedestrian Countdown Signals could better communicate how much time is left for pedestrians to cross.
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Provide Pedestrian Push Buttons (PPBs) at appropriate locations: Pedestrian Push Buttons are generally prescribed to be located near the crosswalk and at a location that meets ADA requirements, and per MUTCD guidelines, preferably near the level landing. The location should be intuitive and generally allow for actuation while standing or waiting near the beginning of the crosswalk.
Regulate Right Turn on Reds: Conduct a study to evaluate for Right Turn on Red restrictions and explore using the red turn arrows, extinguishable (blank out) message signs, or regular signs to seek compliance for the restrictions. Prohibiting right turns on red can improve safety for pedestrians.
Mid-Block CrosswalkMidblock crosswalks facilitate crossings to places that people want to go but that are not well served by the existing traffic network.High Visibility CrosswalkHigh-visibility ladder crosswalks provide a designated walkway for pedestrians to cross from one side of a street to the other.
Raised CrosswalkRaised crosswalks are elevated crosswalks that enable pedestrians to cross an intersection at the same level as the sidewalk, which increase their visibility while crossing. Curb Extension / Bulb-out Curb extensions visually and physically narrow the roadway, creating shorter crossings for pedestrians while increasing the available space for street furniture, benches, plantings, and street trees.
Photo Credits: Mid-Block Crosswalk - Josh Mello
| Raised Crosswalk - Jeff Gulden
5.5 INTERSECTION & CROSSING TREATMENTS (CONT.)
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5.5 INTERSECTION & CROSSING TREATMENTS (CONT.)
Scramble CrosswalkScramble crosswalks grant full pedestrian right-of-way in any direction, including diagonally. Curb RampA curb ramp is a ramp cutting through a curb or built up to it to provide a route to transition from a roadway to a curbed sidewalk and vice versa.
Pedestrian Refuge IslandA pedestrian refuge island is a raised barrier in the center of the roadway that is typically filled with various types of foliage and serves as an aid to pedestrian movement by providing a protected space for pedestrians to cross the roadway. Bike BoxThe bike box is an intersection improvement design to prevent bicycle/vehicle collisions, especially between drivers turning right and bicyclists proceeding forward.Two-Stage Bicycle Turn BoxTwo-stage turn queue boxes offer bicyclists a way to make left turns at multi-lane signalized and unsignalized intersections from a cycle track or bike lane.
Advanced Yield MarkingAdvanced yield lines are roadway markings that encourage drivers to slow down in advance when approaching a pedestrian crossing and provide guidance as to where drivers should wait while a pedestrian is crossing.
Bikeways Pedestrian Realm Roadways Intersections & Crossings Placemaking Photo Credits: Advanced Yield markings
– ATS Traffic | Bike Box - Caltrans |
Two-Stage Bicycle turn Box – City of
Cambridge, MA
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5.5 INTERSECTION & CROSSING TREATMENTS (CONT.)
Traffic DiverterTraffic diverters are implemented for the purpose of volume control and managing non-local residential traffic. They are designed as islands that guide through and/or turning movements.Traffic CircleTraffic circles, also known as mini roundabouts, feature a circular island in the center of an intersection. They are typically used at un-signalized intersections to help lower speeds, while still promoting a continuous flow of traffic.Roundabout A roundabout directs motorists into the intersection and guides counterclockwise travel around the circular island. Featuring yield controls for all approaches, roundabout designs typically include raised medians to channelize approaching traffic. Without unnecessary stops, they help slow vehicle speeds while better facilitating the flow of vehicle traffic, bicyclists, and pedestrians.
Protected IntersectionA protected intersection redesigns the traditional mixing zone that persists where a bicycle lane ends and the right turn lane begins. The design places bicyclists in a separated channel from motor vehicles and pedestrians at the intersection, improving yield rates amongst all users of the intersection.Raised IntersectionRaised intersections are vertical elements that are places at intersections. They are similar to speed humps, speed tables, and other devices. Raised intersections create a slight obstruction to vehicles approaching an intersection, which force motorists to slow down and yield to pedestrians.
Pedestrian Hybrid BeaconA pedestrian hybrid beacon (PHB) is used to increase motorists’ awareness of pedestrian crossings at an uncontrolled marked crosswalk location. It is only activated by pedestrians when needed.
Photo Credits: Traffic Diverter – Adam
Fukushima | Traffic Circle & Roundabout–
Allan Crawford | Protected Intersection - (City)
San Luis Obispo| Raised Intersection - FHWA
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5.5 INTERSECTION & CROSSING TREATMENTS (CONT.)
Rectangular Rapid Flashing BeaconRectangular Rapid Flashing Beacons (RRFBs) are a type of active warning beacon that combines a pedestrian warning sign with user-activated light emitting diodes (LEDs). The device flashes amber when activated through a pedestrian push button or by pedestrian detection.
Bicycle Detection & Push Buttons/ ActuationBicycle detection and push buttons are designed to alert the signal controller of a bicyclist on approach of and at the intersection. Actuation can be installed as push buttons or by automated means that include in-pavement loops, video detection, and microwave. Bicycle SignalBicycle signals facilitate safe bicyclist intersection crossings by restricting conflicting vehicle movements. Bicycle signal heads are standard three lens signal heads with green-yellow and red lenses that can be applied to signalized intersections and hybrid signal crossings.
Leading Pedestrian (Bicycle) IntervalA leading pedestrian interval (LPI), also known as a "pedestrian head start" and "delayed vehicle green", gives pedestrians the opportunity to enter an intersection before vehicles. This allows for pedestrians to better establish their presence, lessening the chances of a vehicle-pedestrian conflict.Accessible Pedestrian SignalAn Accessible Pedestrian Signal (APS) unlike a conventional pedestrian push button, is more than a detection device, but also serves as a signal for visually-impaired pedestrians who rely on tactile or audio indications to determine when it is safe to enter a crosswalk.
Photo Credits: Bicycle SIgnal - Google
Streetview | Leading Pedestrian (Bicycle)
Interval - City (Long Beach) / Bicycle Detection
- San Diego County
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5.6 PLACEMAKING“As both an overarching idea and a hands-on approach for improving a neighborhood, city, or region, placemaking inspires people to collectively reimagine and reinvent public spaces as the heart of every community.” - The Project for Public Spaces. Public streets, particularly in the pedestrian realm, offer immense opportunities for placemaking to occur in the City of San Bernardino. A street in a commercial area that is safe, comfortable, and inviting for pedestrians to walk could also act as a community space for people to gather, socialize, and collaborate when placemaking elements are supported by community members and integrated into the urban design, planning, and implementation processes. Many tools are available to build better places in the city’s pedestrian realms. The tools could be employed individually by the City, local businesses, communitybased organizations, or individuals, or through a collaboration between multiple groups. Shown above is a mural in Downtown San Bernardino. The mural is an artwork series that lines a pedestrian walkway. Collectively, the artwork series helped to activate a forlorn alley, create a unique pedestrian experience, and contribute to a sense of place.
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Creative CrosswalksCreative crosswalks provide visual cues to drivers and pedestrians with striking color and/or patterns, creating a unique crosswalk design. As a placemaking element, designs can be reflective of a theme or visual attributes that are identifiable to the community. The involvement of local artists in these projects can also create a greater sense of community pride.Artistic Bike RacksArtistic bike racks are designed with the functionality of a traditional bike rack, but with artistic elements that represent the community. They provide a unique placemaking aspect to the community. Similar to artistic crosswalks, the involvement of local artists can create a greater sense of community pride. Artistic Streetscaping & Painted IntersectionsArtist designed streetscapes may include artistic elements within traffic circles, bulb-outs, median, painted intersections, or designated pedestrian rest areas. These artistic elements can encourage community gathering and provide more opportunities for social, cultural and economic participation.
ParkletsParklets convert on-street parking spaces into public open space and are a cost-effective way to activate streets, create more vibrant neighborhoods, and promote economic vitality. They can encourage walking and biking and create more attractive and inviting commercial districts.Pedestrian SeatingPublic seating creates a comfortable, usable, and active public environment where people can rest, socialize, read, or people-watch. It is an important element in creating sense of place within a community. Artistic benches/seating or identifiable pedestrian seating helps create spaces where people are encouraged to congregate locally. Wayfinding SignageWayfinding signage helps orient the community towards different destinations within the community.
5.6 PLACEMAKING (CONT.)
Photo Credits: Artistic Bike Racks – Art Works
Cincinnati / Pedestrian Seating - Victor
Vieillard/ Artistic Streetscaping & Painted
Intersections – District Department of
Transportation / Wayfinding Signage –
Downtown Long Beach Alliance
Bikeways Pedestrian Realm Roadways Intersections & Crossings Placemaking
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Infrastructure
06 Projects
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78 CITY OF SAN BERNARDINO Active Transportation Plan
This chapter offers a set of infrastructure projects that the City could design and construct to help advance the Plan vision. It complements the goals and strategies discussed in Chapter 4: Strategy Recommendations, and Chapter 5: Infrastructure Toolbox. Infrastructure projects are categorized into two components: Active
Transportation Network and Priority Project Factsheets.
Active Transportation Network (ATN): The ATN is a
citywide approach that identifies roadway corridors for active transportation improvements. Corridors along the ATN allow users to reach destinations across the
City and regionally by foot and bike, with assistance
from transit, through enhanced active transportation
and traffic calming infrastructure improvements.
An important component of the ATN is the Bicycle
Network. The Bicycle Network identifies a network
of bikeway facilities along with proposed bikeway classifications discussed in Chapter 5: Infrastructure Toolbox.
Priority Project Factsheets: Factsheets were developed
to provide high-level infrastructure recommendations
for seven priority projects. The factsheets complement
the ATN by giving more context and specific
recommendations for the corridors.
6.1 INTRODUCTION
The San Bernardino Active Transportation Network (ATN)
is comprised of 175 corridors that encompass 239 miles
of roadway. Figure 6.1: Active Transportation Network,
shows the new San Bernardino ATN. The corridors were selected from input gathered through the community engagement effort, data collected and analyzed for
the Existing Conditions Analysis (discussed in Chapter
3), discussions with the Technical Advisory Committee
which includes members from Caltrans, San Bernardino
County Transportation Authority (SBCTA), Omnitrans,
Metrolink, and more, and leadership from city staff.
The Active Transportation Network is envisioned to serve as the basis for a “Complete Streets” Network. At its core, “Complete Streets are streets for everyone” (National
Complete Streets Coalition). In the last few decades,
many streets have been designed to accommodate
vehicles. Complete Streets principles place an emphasis on creating better streets for all roadway users. The
Active Transportation Network serves as a starting point for a broader citywide effort for a Complete Streets
Framework, which could be further discussed in the
forthcoming General Plan update.
The ATN is categorized into three types of corridors:
• Multi-Modal Corridors: Corridors that provide
regional connectivity to destinations outside of the
City’s jurisdictions and regional points of interest
within the City of San Bernardino. Multi-modal
6.2 ACTIVE TRANSPORTATION
NETWORK
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CHAPTER 6 Infrastructure Projects 79
corridors could support more than one mode:
walking, biking, and/or transit.
• Community Connectors: Corridors that offer
connectivity to local destinations such as schools,
parks, civic institutions, and commercial activities.
Infrastructure treatments that could be installed
along Community Connectors include traffic calming elements, bikeway facilities, and pedestrian treatments.
• School Routes: Corridors that support safer routes
to school. These are additional corridors that are not
classified as a Multi-Modal Corridor or Community
Connector.
The San Bernardino ATN has 175 corridors, of which 27
corridors are Multi-modal Corridors, 112 are Community
Connectors, and 36 are Safe School Routes.
BICYCLE NETWORK
The Bicycle Network is a citywide approach that identifies proposed bikeway infrastructure classifications along
corridors in the Active Transportation Network. The
Bicycle Network contains four types of classifications, as discussed in Chapter 5: Infrastructure Toolbox. In addition, it also contains a new classification called "neighborhood street". Corridors with this classification would include many types of traffic calming measures,
akin to a Class III Bike Boulevard. The proposed Bicycle Network would add 167 miles of new bicycle facilities in the city.
Table 6.1: Summary of Active Transportation Network
and Table 6.2: Summary of Bicycle Network show an overview of the ATN and Bicycle Network. Maps of the ATN Network # of
Corridors Total Length (Miles)
Community Connector 112 146.82
School Route 36 20.70
Multi-Modal Corridor 27 71.80
Total 175 239.32
Table 6-1. Summary of Active Transportation Network
Bikeway Classification # of Corridors Total Length (Miles) Class I 5 4.13Class II 44 68.05Class III 7 4.29
Class IV 11 34.90
Neighborhood Street 52 55.10
Total 119 166.47
Table 6-2. Summary of Bicycle Network
ATN and Bicycle Network are illustrated in Figures 6.1: Active Transportation Network and 6.2: Bicycle Network.
Table 6.3: ATN and Bicycle Network Corridors provides a list of the corridors in both networks.
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80 CITY OF SAN BERNARDINO Active Transportation Plan
Figure 6-1. Active Transportation Network
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CHAPTER 6 Infrastructure Projects 81
Figure 6-2. Bicycle Network
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82 CITY OF SAN BERNARDINO Active Transportation Plan
Table 6-3. ATN and Bicycle Network corridors
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Baseline St Meridian Ave Del Rosa Dr 6.65 Multi-Modal Corridor Class IV 1, 2, 6 Waterman Ave Rim of the World
Highway
Barton Rd/
Washington St
10.40 Multi-Modal Corridor Varies 1, 2, 3, 4, 7
(Segment 1) Rim of
the World Highway
Orange Show Rd 8.05 Multi-Modal Corridor _ 1, 2, 3, 4, 7 (Segment 2)
Orange Show Rd
Barton Rd/
Washington St
2.35 Multi-Modal Corridor Class II 3
Metrolink Wy 3rd St 2nd St 0.08 Community
Connector
Neighborhood Street 1
9th St Pennsylvania Ave Del Rosa Dr 5.28 Community
Connector
Class II 1, 2, 6
Sierra Wy Northern Terminus Mill St 7.19 Multi-Modal Corridor Neighborhood Street 1, 2, 4. 7 5th St Foothill Blvd Waterman Ave 3.75 Community Connector/MultiModal Corridor Varies 1, 6 (Segment 1) Foothill
Blvd
Flores St 0.40 Community
Connector
Class II 1, 6
(Segment 2) Flores
St
Gardena St 0.08 Community
Connector
Class III 1
(Segment 3)
Gardena St
Waterman Ave 3.27 Multi-Modal Corridor Class II 1
E St Mill St Kendall Dr 5.43 Multi-Modal Corridor Neighborhood Street 1, 2, 3, 5, 7Highland Ave Macy St Boulder Ave 9.80 Multi-Modal Corridor Class IV 2, 4, 6, 7
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CHAPTER 6 Infrastructure Projects 83
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Highland Ave
Connector
670' W/O Davidson
Ave
Davidson Ave 0.15 Community
Connector
Class I 2
3rd St D St Waterman Ave 0.91 Community
Connector
Neighborhood Street 1
D St Highland Ave Rialto Ave 2.94 Community
Connector
Varies 1, 2
(Segment 1)
Highland Ave
9th St 1.69 Community
Connector
Neighborhood Street 2
(Segment 2)
9th St
Rialto Ave 1.25 Community
Connector
Class IV 1
2nd St Mt Vernon Ave Mountain View Ave 1.83 Community
Connector
Class II 1
Mt Vernon Ave Highland Ave Grant Ave 4.36 Multi-Modal Corridor Varies 1, 3, 6 (Segment 1)
Highland Ave
Cajon Blvd 0.27 Multi-Modal Corridor Class II 6
(Segment 2)
Cajon Blvd
5th St 2.13 Multi-Modal Corridor Class IV 1, 6
(Segment 3)
5th St
2nd St 0.47 Multi-Modal Corridor Class II 1, 3
(Segment 4)
2nd St
Grant Ave 1.49 Multi-Modal Corridor Class IV 1, 3
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84 CITY OF SAN BERNARDINO Active Transportation Plan
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Mountain View
Ave
50th St Rialto Ave 5.98 Community
Connector
Varies 1, 2, 4, 7
(Segment 1) 50th St Electric Ave 1.16 Community
Connector
Neighborhood Street 4
(Segment 2)
Edgerton Ave
Highland Ave 2.03 Community
Connector
Existing Class II 4, 7
(Segment 3)
Highland Ave
6th St 2.16 Community
Connector
Class IV 1, 2
(Segment 4)
6th St
3rd St 0.47 Community
Connector
Class II 1
(Segment 5)
2nd St
Rialto Ave 0.16 Community
Connector
Class II 1
Mountain View
Ave Connector
3rd St 2nd St 0.16 Community
Connector
Class I 1
4th St H St Arrowhead Ave 0.78 Community
Connector
Neighborhood Street 1
Court St E St Arrowhead Ave 0.32 Community
Connector
Neighborhood Street 1
G St 34th St Inland Center Dr 4.95 Varies Varies 1, 2, 3, 5, 7 (Segment 1)
34th St
30th St 0.52 School Route - 5
(Segment 2)
28th St
4th St 3.01 Community
Connector
Neighborhood Street 1, 2, 7
(Segment 3)
3rd St
Rialto Ave 0.40 Community
Connector
Class II 1
(Segment 4)Rialto
Ave
Inland Center Dr 1.02 Community
Connector
Existing Class II 3
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CHAPTER 6 Infrastructure Projects 85
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) 7th St Garcia St E St 1.30 School Route - 1
Rialto Ave Eucalyptus Ave Tippecanoe Ave 6.79 Varies Varies 1, 3, 6 (Segment 1)
Eucalyptus Ave
Pacific Electric Trail 2.47 Community
Connector
Class II 3, 6
(Segment 2)
Pacific Electric Trail
G St 1.61 Multi-Modal Corridor Class IV 1, 3
(Segment 3)
G St
E St 0.32 Multi-Modal Corridor Existing Class II 1, 3
(Segment 4)
E St
Creekside
Apartment Homes
1.38 Multi-Modal Corridor Class IV 1
(Segment 5)
Creekside
Apartment Homes
Tippecanoe Ave 1.01 Community
Connector
Class III 1
Medical Center Dr
27th St 5th St 2.64 Varies Varies 1, 6
(Segment 1)
27th St
Highland Ave 0.32 School Route Neighborhood Street 6
(Segment 2)
Highland Ave
5th St 2.32 Community
Connector
Class II 1, 6
6th St H St Victoria Ave 2.75 Community
Connector
Neighborhood Street 1
I St 3rd St Inland Center Dr 1.77 Community
Connector
Neighborhood
Street
1, 3
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86 CITY OF SAN BERNARDINO Active Transportation Plan
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) H St 56th St 3rd St 4.46 Varies Varies 1, 2, 4, 5
(Segment 1)
56th St
Northpark Blvd 0.20 School Route _ 4, 5
(Segment 2)
Northpark Blvd
48th St 0.76 Community
Connector
Neighborhood Street 4
(Segment 3)
30th St
3rd St 3.50 Community
Connector
Class II 1, 2, 5
8th St H St Sierra Way 1.09 Community
Connector
Neighborhood Street 1
Mill St Bordwell Ave Tippecanoe Ave 5.69 Community
Connector
Class II 1, 3
Arrowhead Ave Edgerton Dr Orange Show Rd 3.34 Community Connector
Varies 1, 3, 4, 7
(Segment 1)
Edgerton Dr
Thompson Pl 0.24 Community
Connector
Neighborhood Street 4, 7
(Segment 2)
Thompson Pl
28th St 1.32 Community
Connector
Existing Class II 7
(Segment 3)
Rialto Ave
Orange Show Rd 1.78 Community
Connector
Class II 1, 3
Gilbert St Waterman Ave Perris Hills Park Rd 0.91 Community Connector
Varies 2
(Segment 1)
Waterman Ave
Anton Ct 0.68 Community
Connector
Neighborhood Street 2
(Segment 2)
Anton Ct
Perris Hills Park Rd 0.23 Community
Connector
Class II 2
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) F St Northpark Blvd 4th St 1.37 Varies Varies 1, 4
(Segment 1)
Northpark Blvd
48th St 0.42 School Route _
4 (Segment 2)
9th St
4th St 0.95 Community
Connector
Neighborhood Street 1
Allen St Rialto Ave Valley St 0.42 School Route Neighborhood Street 1 K St Rialto Ave Hillcrest Ave 1.51 Community
Connector
Neighborhood Street 3
Thompson Pl Thompson Pl Mountain View Ave 0.16 Community Connector
Class II 4, 7
Del Rosa Ave 39th St Del Rosa Ave/City
Boundary
2.43 Community
Connector
Varies 1, 2, 4, 7
(Segment 1)
39th St
Lynwood Dr 1.21 Community
Connector
Class II 4, 7
(Segment 2)
Lynwood Dr
Highland Ave 0.92 Community
Connector
Class IV 4, 7
(Segment 3)
Highland Ave
Del Rosa Ave/City Boundary
0.30 Community
Connector
Class II 1, 2
L St Baseline St Rialto Ave 1.24 Community
Connector
Varies 1, 6
(Segment 1)
Baseline St
5th St 1.09 Community
Connector
Neighborhood Street 1, 6
(Segment 2)
2nd St
Rialto Ave 0.15 Community
Connector
Class II 1
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88 CITY OF SAN BERNARDINO Active Transportation Plan
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) 16th St California St Crestview Ave 4.00 Community
Connector
Neighborhood Street 1, 2, 6
Inland Center Dr Mill St City Boundary 1.33 Multi-Modal Corridor Varies 3 (Segment 1)
Mill St
Adell St 0.57 Multi-Modal Corridor Existing Class I 3
(Segment 2)
Adell St
I St 0.40 Multi-Modal Corridor Class I 3
(Segment 3)
I St
City Boundary 0.36 Multi-Modal Corridor Existing Class I 3 Vanderbilt Way Waterman Ave Carnegie Dr 0.28 Community
Connector
Neighborhood Street 3
13th St H St Sierra Wy 1.09 School Route _ 2
Grant Ave Mt Vernon Ave I St 0.75 Community
Connector
Neighborhood Street 3
Gould St Tippecanoe Ave Richardson St 0.61 Community
Connector
Neighborhood Street 3
Valencia St Olive St 9th St 0.23 School Route _ 1
Date St Golden Ave Arden Ave 1.50 Community
Connector
Neighborhood Street 4, 7
Golden Ave 40th St Golden Ave 1.79 Community
Connector
Neighborhood Street 4, 7
Sterling Ave Lynwood Dr Date St 0.45 School Route Neighborhood Street 4 Esperanza St Mt Vernon Ave K St 0.43 School Route _ 3
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) 40th St Kendall Dr Mountain Ave 3.44 Community
Connector
Class II 4
27th St California St H St 1.51 Varies Varies 2, 6
(Segment 1)
California St
Medical Center Dr 0.61 School Route _ 6
(Segment 2) Little
Mountain Dr
H St 0.90 Community
Connector
Class II 2
Parkdale Dr Mountain View Ave Valencia Ave 1.01 Community Connector
Varies 4, 7
(Segment 1)
Mountain View Ave
Sierra Wy 0.14 Community
Connector
Class II 4, 7
(Segment 2) Sierra
Wy
Valencia Ave 0.87 Community
Connector
Existing Class II 4, 7
Mountain Ave 39th St Lynwood Dr 1.22 Community
Connector
Neighborhood Street 4, 7
Pumalo St Golden Ave Arden Ave 1.55 Community
Connector
Neighborhood Street 4, 7
26th St/
Courtland Dr
G St E St 0.37 School Route _ 7
Carnegie Dr Hospitality Ln Hospitality Ln 0.67 Community Connector
Neighborhood Street 3
La Junta St Baseline St Olive St 0.24 School Route _ 1
Crestview Ave Highland Ave Baseline St 1.22 Community
Connector
Neighborhood Street 2
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90 CITY OF SAN BERNARDINO Active Transportation Plan
Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Perris Hills Park Rd
21st St Gilbert St 0.64 Community
Connector
Class II 2
21st St Arrowhead Ave Perris Hill Park Rd 1.44 Community Connector
Class II 2
Central Ave Highland Ave Tippecanoe Ave 2.83 Community
Connector
Varies 1, 3, 4
(Segment 1)
Highland Ave
City Boundary 0.76 Community
Connector
Neighborhood Street 4
(Segment 2)
Arrowhead Ave
Tippecanoe Ave 2.07 Community
Connector
_ 1, 3
Eureka St Mountain Ave Del Rosa Ave 0.30 School Route - 4Harrison St 40th St Lynwood Dr 1.53 Community Connector
Neighborhood Street 4, 7
Orange Show
Rd
E St Tippecanoe Ave 2.44 Community
Connector
Class II 3
Olive St Mountain View Ave Valencia St 1.09 School Route - 1, 2 Macy St Etiwanda Ave Foothill Blvd 0.68 Community
Connector
Neighborhood Street 6
Pacific Electric
Trail
Pepper Ave Muscott Ave 2.17 Community
Connector
Class I 3, 6
Lynwood Dr 30th St Victoria Ave 2.41 Multi-Modal Corridor Class II 4, 7Mountain Dr Northpark Blvd Hill Dr 0.31 Community Connector
Neighborhood Street 4
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Eureka Ave Walnut St Esperanza St 0.54 School Route _ 3 Tippecanoe Ave Baseline St I-10 3.33 Community
Connector
Class II 1, 3
Brier Dr Carnegie Dr Tippecanoe Ave 1.35 Community
Connector
Neighborhood Street 3
Marshall Blvd Little Mountain Dr Rockford Ave 4.57 Community Connector
Neighborhood Street 4, 5, 7
Pepper Ave Foothill Blvd Randall Ave 1.82 Community
Connector
Class II 3, 6
Colton Ave Hillcrest Ave I St 0.08 Community
Connector
Neighborhood Street 3
Meridian Ave Madrona St Randall Ave 2.55 Community
Connector
Neighborhood Street 3, 6
Electric Ave Northpark Blvd Edgerton Dr 1.26 Community
Connector
Class I 4
28th St H St 100' E/O San
Gabriel St
2.10 Community
Connector
Class II 2, 7
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Valencia Ave 40th St Baseline St 3.04 Varies Varies 2, 7 (Segment 1)
40th St
30th St 1.64 Community
Connector
Existing Class II 7
(Segment 2)
30th St
21st St 0.94 Community
Connector
Class II 2, 7
(Segment 3)
Gilbert St
Baseline St 0.46 School Route _ 2
Harriman Pl Hospitality Ln Tippecanoe Ave 0.64 Community Connector
Class II 3
30th St Little Mountain Dr Lynwood Dr 3.53 Multi-Modal Corridor Class II 5, 7 Kendall Dr Palm Ave E St 5.74 Multi-Modal Corridor _ 4, 5, 7 (Segment 1)
Palm Ave
F St/Shandin Hills
Cir
4.71 Multi-Modal Corridor Existing Class II 4, 5
(Segment 2) F St/
Shandin Hills Cir
E St 1.03 Multi-Modal Corridor Neighborhood Street 4, 5, 7 Pacific St Perris Hills Park Rd Boulder Ave 3.27 Community Connector
Class II 2, 4, 7
Hospitality Ln E St Tippecanoe Ave 2.40 Community
Connector
Class II 3
Cajon Blvd Palm Ave Mt Vernon Ave 3.87 Community
Connector
Class IV 6
23rd St Miramonte Dr 670' W/O Davidson
Ave
0.15 Community
Connector
Class II 2
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Little Mountain Dr
Northpark Blvd 27th St 3.64 Community
Connector
Class IV 2, 5
Guthrie St Highland Ave Pacific St 0.62 School Route _ 7 University Pkwy Northpark Blvd Cajon Blvd 2.11 Multi-Modal Corridor Varies 5, 6 (Segment 1)
Northpark Blvd
Varsity Ave 1.22 Multi-Modal Corridor Existing Class II 5 (Segment 2)
Varsity Ave
Cajon Blvd 0.89 Multi-Modal Corridor Class II 5, 6
Arden Ave Marshall Blvd Southern Terminus 1.60 Varies Neighborhood Street 4, 7 (Segment 1)
Marshall Blvd
Pacific St 1.19 Community
Connector
Neighborhood Street 4, 7
(Segment 2)
Pacific St
Southern Terminus 0.41 School Route Neighborhood Street 7 Foothill Dr Del Rosa Ave Mesquite Dr 1.37 Community
Connector
Neighborhood Street 4
Genevieve St 40th St Parkdale St 0.51 School Route _ 4
48th St Kendall Dr Electric Ave 1.44 Community
Connector
Neighborhood Street 4, 5
Northpark Blvd Electric Ave Campus Pkwy 3.49 Multi-Modal Corridor Existing Class II 4, 5 California St Cajon Blvd Baseline St 2.63 Community
Connector
Neighborhood Street 6
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Victoria Ave Lynwood Dr Highland Ave 0.92 Community
Connector
Neighborhood Street 4
Palm Ave (E) Piedmont Dr Pacific St 1.09 Community
Connector
Varies 4
(Segment 1)
Piedmont Dr
Highland Ave 0.49 Community
Connector
Class III 4
(Segment 2)
Highland Ave
20th St 0.18 Community
Connector
Class II 4
(Segment 3)
20th St
Atlantic Ave 0.13 Community
Connector
Class III 4
(Segment 4)
Atlantic Ave
Pacific St 0.29 Community
Connector
Class II 4
38th St Waterman Ave Parkside Dr 0.14 School Route Neighborhood Street 7 State St Sheridan Rd University Pkwy 0.67 School Route _ 5 Eucalyptus Ave Rialto Ave Randall Ave 1.21 Community
Connector
Neighborhood Street 3, 6
35th St Harrison St Golden Ave 0.15 Community
Connector
Neighborhood Street 7
Piedmont Dr Yuma Dr Diablo Dr 2.35 Community
Connector
Neighborhood Street 4
Pennsylvania
Ave
16th St Baseline St 0.78 School Route Neighborhood Street 6 Windsor St,
Lakewood Dr, Morgan Rd
State St Little Mountain Dr 1.21 School Route _ 5
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) 14th St Mt Vernon Ave Massachusetts Ave 0.37 School Route Neighborhood Street 6 44th St D St Electric Ave 0.19 Community
Connector
Neighborhood Street 4
Fountain Ave Sonora St 39th St 0.22 Community
Connector
Class III 4
Massachusetts
Ave
21st St Baseline St 1.25 Community
Connector
Neighborhood Street 5
Darby St California St Cajon Blvd 0.41 Community
Connector
Neighborhood Street 6
15th St California St Pennsylvania Ave 0.26 School Route Neighborhood Street 610th St Mt Vernon Ave Montgomery St 0.69 School Route Neighborhood Street 1, 6 Del Rosa Dr Baseline St 6th St 0.94 Community
Connector
Class II 1
50th St Electric Ave Mountain View Ave 0.13 Community
Connector
Neighborhood Street 4
Garner Ave 18th St Baseline St 0.61 School Route Neighborhood Street 6 Windsor Dr Gilbert St Baseline St 0.46 Community
Connector
Neighborhood Street 2
19th St California St Medical Center Dr 0.59 School Route _ 6 39th St Mountain Ave Del Rosa Ave 0.30 Community
Connector
Class III 4
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) 11th St Madison St L St 1.13 School Route _ 6
Miramonte Dr Marshall Blvd 23rd St 0.89 Community
Connector
Varies 2, 5
(Segment 1)
Marshall Blvd
Little Mountain Dr 0.63 Community
Connector
Neighborhood Street 2, 5
(Segment 2)
27th St
23rd St 0.26 Community
Connector
Class II 2
Etiwanda Ave Pepper Ave Macy St 0.82 Community
Connector
Neighborhood Street 6
41st St F St D St 0.30 Community
Connector
Neighborhood Street 4
Citrus St Victoria Ave Bangor Ave 0.44 School Route _ 4 Muscupiabe Dr Marshall Blvd 21st St 2.04 Community
Connector
Neighborhood Street 2, 5
Campus Pkwy Kendall Dr Northpark Blvd 0.88 Multi-Modal
Corridor
Existing Class II 5
Hill Dr Western Ave H St 0.87 School Route _ 4Belle St 29th St 28th St 0.14 School Route _ 7Pine Ave Kendall Dr Ohio Ave 1.14 Community Connector
Class II 5
Irvington Ave Magnolia Ave Pine Ave 1.61 Multi-Modal
Corridor
Neighborhood Street 5
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Table 6-3. ATN and Bicycle Network corridors (Cont.)
Street From To Length (Miles) Proposed ATN Network Proposed Bike Classification Ward (s) Richardson St San Bernardino Ave I-10 0.92 Community
Connector
Neighborhood Street
3 Mayfield Ave Northpark Blvd 48th St 0.31 School Route _ 4 Davidson Ave Colima Rd 27th St 0.38 School Route _
2 Parkside Dr 40th St 30th St 1.59 School Route _
7 Little League Dr I-215 Belmont Ave 0.53 Community
Connector
Neighborhood Street
5 Devils Canyon Rd
Badger Canyon Rd N Campus Pkwy 0.14 Community
Connector
Class II
5 Magnolia Ave Belmont Ave Irvington Ave 0.29 Multi-Modal Corridor Neighborhood Street 5 Belmont Ave Little League Dr Pine Ave 1.92 Community
Connector
Class II
5 Palm Ave (E) Verdemont Dr Cajon Blvd 2.06 Community
Connector
Class III 5, 6
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Factsheets were developed for seven priority
corridors. Each factsheet contains planning-level
recommendations that could be completed in the
short term. Of the seven projects, two are identified as regional corridors and five are considered local corridors. Regional corridors not only provide connectivity throughout the city but also facilitate the movement of people and goods across the region. Meanwhile, local
corridors offer connectivity primarily to destinations
within the city, with some destinations to adjacent
municipalities. Factsheets for the two regional corridor projects contain photorealistic renderings and concept plans, in addition to planning-level recommendations.
The projects were selected using the ranked corridors
list from the project prioritization analysis as a starting point (which will be further discussed in Chapter 7:
Implementation Strategy). The final selection included
a variety of factors such as even distribution of projects across the City’s seven wards, connectivity to local and regional destinations, and feasible implementation in
the near-term future. Collectively, the selected corridors would improve safety, and provide more accessible and
more connected active transportation routes for San Bernardino community members to traverse through the city to reach local and regional destinations.
6.3 PRIORITY PROJECT
FACTSHEETS
The seven priority projects include:
• Highland Avenue Corridor (Regional Corridor) • Waterman Avenue Corridor (Regional Corridor)• Little Mountain Road – Mt. Vernon Avenue (Local Corridor)• Baseline Street Corridor (Local Corridor)• Electric Avenue – Mountain View Avenue Corridor (Local Corridor)
• Rialto Avenue – Pacific Electric Trail Corridor (Local Corridor) • Little League Drive – Belmont Avenue Corridor (Local Corridor) Additional studies would be needed to determine
the actual feasibility of the recommendations. These
studies include, but are not limited to, the following:
• Drainage Studies • Warrant Studies and Traffic Volume Reviews • In-Depth Collision Analysis • Pedestrian and Bike Activity/ Volume Reviews • Truck Turning Templates The context surrounding the corridors may change
over time (e.g. new development, changes in land
uses, vehicle volumes, etc.) As such, it is important to continually evaluate the existing conditions to identify the best design alternative.
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HIGHLAND AVENUE CORRIDOR
Project Location
The Highland Avenue Corridor extends from Macy Street to Boulder Avenue along Highland Avenue in the east/west
direction. It provides connectivity to the City of Rialto to the west, the City of Highland to the east, and some unincorporated areas of San Bernardino County. The corridor is classified as a Major Arterial in the 2015 General Plan, and it is predominately characterized by commercial land uses. Local destinations that the corridor offers access to include Arrowview Middle School, Dignity Health - St. Bernardine Medical Center, and Perris Hill Park.
Class II Bike Lane Sidewalk and Shade Trees High Visibility Crosswalk
SAMPLE OF RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
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Existing Conditions: Highland Avenue at N. F Street
Sample Rendering of Proposed Improvements: Highland Avenue at N. F Street
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CHAPTER 6 Infrastructure Projects 101
Sample Concept Plan: Highland Avenue at N. G Street, N. F Street, and N. E Street intersections
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PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new ADA-compliant curb ramps at the
northeast and southwest corners at Muscupiabe Drive; southwest and northeast corners at Lugo Avenue; southwest, southeast, and northeast
corners at Sepulveda Avenue; southeast corner at Golden Avenue; southwest corner at Merito Place; and southwest corner at Valaria Drive.
Sidewalks: Complete the sidewalk network
gap on both sides between State Street and
California Street; both sides between California
Street and Medical Center Drive; both sides
between Mountain Avenue and Del Rosa Avenue; north side of Highland Avenue, east of Del Rosa Avenue, at storm water channel; south side of
Highland Avenue, west of Merito Place; north side
of Highland Avenue, west of Eucalyptus Drive;
south side of Highland Avenue, west of Valaria
Drive; south side of Highland Avenue at Rockford
Avenue; and both sides between Victoria Avenue
and Boulder Avenue.
Bike Facilities: In the near-term, install Class II
Bike Lanes along the entire corridor. In the longterm install Class IV Separated Bike Lanes along the corridor, pending potential right-of-way availability. Transit Stop Improvements: Improve transit stop areas with bus shelters and amenities throughout the corridor. High Visibility Crosswalks: Install high visibility continental crosswalks at all existing crossing locations throughout the corridor, especially at yellow school crosswalks. Evaluate traffic operations at Mt. Vernon Avenue to assess the addition of a pedestrian crosswalk at the north leg of the intersection. Leading Pedestrian Interval (LPI): Install a leading pedestrian interval phase at signalized intersections to increase pedestrian visibility at crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the adjacent movement. Speed Feedback Sign: Install speed feedback signs to increase awareness to motorists traveling at higher than the posted speed limit
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CHAPTER 6 Infrastructure Projects 103
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects.
Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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WATERMAN AVENUE CORRIDOR
Project Location
The Waterman Avenue Corridor runs between Rim of the World Highway to Barton Road on Waterman Avenue in the north/south direction. According to the 2015 General Plan, it is classified as a Major Arterial. It is comprised of single-family residential land uses north of Baseline Avenue and light industrial land uses to the south of it. The corridor provides access to many local destinations which includes: Wildwood Dog Park, Golden Valley Middle School, Parkside Elementary School, Horine Park, Wilson Elementary School, Dignity Health - St. Bernardine Medical Center, E Neal Roberts Elementary School, Sierra High School, H.
Frank Dominguez Elementary School, and Norton Science and Language Academy.
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
Speed Feedback Sign Pedestrian Hybrid Beacon (HAWK) Lead Pedestrian Interval Photo Credits: Speed Feedback Sign - Richard Drdul
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CHAPTER 6 Infrastructure Projects 105
Existing Conditions: Waterman Avenue and E 40th Street
Sample Rendering of Proposed Improvements: Waterman Avenue and E 40th Street
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Sample Concept Plan: Waterman Avenue and E 40th Street
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CHAPTER 6 Infrastructure Projects 107
PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new ADA-compliant curb ramps at the
northwest and southwest corners at Rialto
Avenue; northeast and southeast corners at
2nd Street; northwest, northeast, and southeast
corners at 4th Street; southwest and southeast corners at 5th Street; southeast corner for south leg crossing at 16th Street; southeast corner
at 18th Street; southeast corner at 21st Street;
northwest and southwest corners at 27th Street;
southwest, northeast, and southeast corners at
29th Street; and northwest corner at Marshall
Boulevard.
Sidewalks: Complete the sidewalk network
gap on the east side from Barton Road to Wier
Road; east side from Caroline Street to Redlands Boulevard; both sides from Redlands Boulevard to Hospitality Lane; both sides between Redlands
Boulevard and Hospitality Lane; and east side
from Santa Ana River bridge to Parkcenter Circle.
Transit Stop Improvements: Improve transit
stop areas with bus shelters and amenities
throughout the corridor.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor, especially at
yellow school crosswalks.
Leading Pedestrian Interval (LPI): Install a
leading pedestrian interval phase at signalized
intersections to increase pedestrian visibility at
crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the
adjacent movement.
Speed Feedback Sign: Install speed feedback
signs to increase awareness to motorists
traveling at higher than the posted speed limit
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
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Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects. Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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LITTLE MOUNTAIN ROAD- MT. VERNON AVENUE CORRIDOR
Project Location
The Little Mountain Drive- Mt. Vernon Avenue Corridor runs along Little Mountain Drive, 27th Street, and Mt. Vernon Avenue.
It begins at Northpark Boulevard and terminates at Grant Avenue in the southern boundary with the City of Colton. According to the 2015 General Plan, the corridor is classified as a Secondary Arterial from Northpark Boulevard to 27th Avenue, Local Street from 27th Avenue to Highland Avenue, and Major Arterial from Highland Ave to Grant Ave. The land uses along the corridor include open space/ planned single-family residential and commercial/industrial by the railyard. The corridor offers connectivity to many destinations, including Blair Park, San Bernardino Valley College, and Cal State San Bernardino.
Class IV On-Street Separated Bike Lane Curb Ramp Street Trees
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
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PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Sidewalks: Complete the sidewalk network to
address gaps.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor, especially at
yellow school crosswalks.
Bicycle Facilities: In the near-term, install Class
II Bike Lanes along the entire corridor. In the longterm, install Class IV Separated Bike Lanes along the corridor, pending potential right-of-way
availability.
Transit Stop Improvements: Improve transit
stop areas with bus shelters and amenities
throughout the corridor.
Leading Pedestrian Interval (LPI): Install a
leading pedestrian interval phase at signalized
intersections to increase pedestrian visibility at
crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the
adjacent movement.
Speed Feedback Sign: Install speed feedback
signs to increase awareness to motorists
traveling at higher than the posted speed limit
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
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CHAPTER 6 Infrastructure Projects 111
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects. Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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BASELINE STREET CORRIDOR
Project Location
The Baseline Corridor begins at Meridian Avenue and terminates at Del Rosa Drive, along Baseline Avenue in the east/west direction. The corridor is classified as a Major Arterial in the 2015 General Plan, and it is primarily comprised of commercial land uses. Local destinations that the corridor provides access to include Anne Shirrells Park, Rio Vista Elementary School, Dr.
Martin Luther King Jr. Middle School, Arroyo Valley High School, Graciano Gomez Elementary School, Riley Elementary School, Lincoln Elementary School, and Curtis Middle School.
Class IV On-Street Separated Bike Lane Sidewalk Curb Ramp
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
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CHAPTER 6 Infrastructure Projects 113
PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new/redesign ADA-compliant curb ramps
at the southwest and southeast corners of
Meridian Avenue; northeast, southwest, and
southwest corners of California; southeast
corner of Tiajuna Street; southwest corner of
Ramona Avenue; all corners of Western Avenue;
all corners of Massachusetts Avenue; west signal and east signal of Perris Street; northwest corner of Berkeley Avenue; southwest and southeast corners of La Junita Street; northwest and northeast corners of Valencia Avenue; northwest
and northeast corners of Cedar Street; southwest and southeast corners of Belvan Ave; northeast corner of Fairfax Drive; northwest and northeast corners of Dwight Way; northwest corner of Yates Street; and southwest corner of Del Rosa Drive.
Sidewalks: Complete the sidewalk network
gap on both sides between Meridian Avenue to
California Street; south side between Perris Hills
Road to Tippecanoe Avenue; both sides from
Conejo Drive to easterly flood channel; north side
east of Dwight Way; north side west of Glasgow
Avenue; north side from the storm drain on 1528
Baseline Avenue; and south side, west of Del Rosa Avenue.
Bicycle Facilities: In the near-term, install Class
II Bike Lanes along the entire corridor. In the longterm, install Class IV Separated Bike Lanes along the corridor, pending potential right-of-way
availability.
Transit Stop Improvements: Improve transit
stop areas with bus shelters and amenities
throughout the corridor.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor, especially at
yellow school crosswalks.
Leading Pedestrian Interval (LPI): Install a
leading pedestrian interval phase at signalized
intersections to increase pedestrian visibility at
crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the
adjacent movement.
Speed Feedback Sign: Install speed feedback
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signs to increase awareness to motorists
traveling at higher than the posted speed limit
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects.
Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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ELECTRIC AVENUE - MOUNTAIN VIEW AVENUE CORRIDOR
Project Location
The corridor starts at Northpark Boulevard on Electric Avenue, continues along Mountain View Avenue, and concludes at 3rd Street. According to the 2015 General Plan, the corridor is a Major Arterial from Northpark Boulevard to I-210, Collector from I-210 to 5th Street, and a Local Street south of 5th Street. Between 3rd Street and 4th Street, the segment is unconstructed and runs through Meadowbrook Park. The land use is characterized by single-family residential, follow by commercial in the downtown.
The corridor provides access to many destinations, including Hillside Elementary School, Harper Baseball Field, St. Sierra Park, commercial areas on 40th St, Highland Ave, Baseline Ave, and Downtown San Bernardino.
Class I Off -Street Bike Path Class IV Separated Bike Lanes Street Trees
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
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PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new/redesign ADA-compliant curb ramps
at the southwest corner of Electric Avenue and 48th Street; all corners at Electric Avenue and 40th Street; northwest and southwest corners of Mountain View Avenue and 36th Street; northwest and southwest corners of
Mountain View Avenue and 35th Street; all
corners at Mountain View Avenue and 34th
Street; all corners at Mountain View Avenue
and 33rd Street; southwest and southeast corners of Mountain View Avenue and 30th Street; all corners at Mountain View Avenue and
27th Street; northwest and southwest corners
at Mountain View Avenue and 26th Street;
northwest and southwest corners at Mountain
View Avenue and 25th Street; northwest and
southwest corners at Mountain View Avenue and
24th Street; northwest and southwest corners at
Mountain View Avenue and 23rd St; northwest
corner at Mountain View Avenue and 21st St; all corners at Mountain View Avenue and Orange Street; and all corners at Mountain View Avenue
and W 10th Street.
Sidewalks: Complete the sidewalk network gap
on east side from Northpark Boulevard to 48th
Street; both sides from 48th Street to Mountain
View Avenue; east side from Parkdale Drive to
34th Street; and west side from 27th Street to
23rd Street.
Bicycle Facilities: Install Class I Off-Street Bike
Path and Class IV Separate Bike Lanes along
various segments where feasible.
Transit Stop Improvements: Improve transit
stop areas with bus shelters and amenities
throughout the corridor.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor, especially at
yellow school crosswalks.
Leading Pedestrian Interval (LPI): Install a
leading pedestrian interval phase at signalized
intersections to increase pedestrian visibility at
crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the
adjacent movement.
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CHAPTER 6 Infrastructure Projects 117
Speed Feedback Sign: Install speed feedback
signs to increase awareness to motorists
traveling at higher than the posted speed limit
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects. Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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RIALTO AVENUE - PACIFIC ELECTRIC TRAIL CORRIDOR
Project Location
The Rialto Avenue Corridor travels along Rialto Avenue from Tippecanoe Avenue and connects with the Pacific Electric Trail to provide connectivity to the City of Rialto. According to the 2015 General Plan, Rialto Avenue is classified as a Major Arterial from Pennsylvania Avenue to Santa Fe Way and
Secondary Arterial from Santa Fe Way to Tippecanoe Avenue.
It is characterized by a mixture of residential, industrial, public facilities, and commercial land uses. The corridor provides access to many local and regional destinations such as the San Bernardino Transit Station, San Manuel Stadium, Meadowbrook Recreation Park, H. Frank Dominguez Elementary School, and San Bernardino Depot (Metrolink Station).
Class IV Separated Bike Lanes Sidewalk
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
Class I Off -Street Bike Path
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CHAPTER 6 Infrastructure Projects 119
PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new/redesign ADA-compliant curb ramps
at the northwest corner of Rancho Avenue; all corners at Pennsylvania Avenue; southwest corner of Muscott Street; northwest and northeast corners of Pico Avenue; southeast
corner of Mt. Vernon Avenue; northwest and
southwest corners of K Street; all corners of J
Street; northeast and northwest corners of
Mountain View Avenue; northwest and southwest
corners of Waterman Avenue; southwest corner of San Felipe Road; and northwest corner of Lena Road.
Sidewalks: Complete the sidewalk network
gap on both sides from Meridian Avenue to
Tippecanoe Avenue where sidewalk is missing.
Bicycle Facilities: Install Class I Off-Street Bike
Path along the Pacific Electric Right-of-Way and
Class IV On-Street Separated Bike Lanes on Rialto
Avenue west of Rancho Avenue.
Transit Stop Improvements: Improve transit
stop areas with bus shelters and amenities
throughout the corridor.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor, especially at
yellow school crosswalks.
Leading Pedestrian Interval (LPI): Install a
leading pedestrian interval phase at signalized
intersections to increase pedestrian visibility at
crossings for motorists by giving pedestrians a head start in crossing the roadway before vehicles receive the green phase for the
adjacent movement.
Speed Feedback Sign: Install speed feedback
signs to increase awareness to motorists
traveling at higher than the posted speed limit
and encourage motorists to reduce speeds.
Pedestrian HAWK Signal: Install pedestrian
High-Intensity Activated crossWalk (HAWK) signal
at marked mid-block pedestrian crossings by
using a red indication to inform motorists to
stop and to facilitate the crossing of pedestrians
- increasing the safety of pedestrians crossing
major corridors.
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Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Evaluate and install
advance yield lines and appropriate signage at
the northbound right turn slip lane for motorists to yield to pedestrians crossing.
Street Trees: Install new street trees where
existing or planned right-of-way allows to
provide shade and a more pleasant experience
for pedestrians along the corridor. Coordinate
with developers to require new shade tree
installations adjacent to new development
projects. Provide street trees throughout the corridor
where new sidewalk is installed and where
existing sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all abilities.
Evaluate traffic signal timing to adjust/improve pedestrian crossing times, as needed.
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LITTLE LEAGUE DRIVE - BELMONT AVENUE CORRIDOR
Project Location
The Little League Drive-Belmont Avenue Corridor extends from Frontage Road on Little League Drive and ends at Pine Avenue on Belmont Avenue along Little League Drive and Belmont Avenue.
The corridor is classified as a Collector, according to the 2015 General Plan. Adjoining land uses are mostly comprised of lowdensity family residential housing and civic institutions. The corridor provides access to many local destinations, such as North Verdemont Elementary School, Western States-Regional District 43 Little League Baseball Complex, Cesar Chavez Middle School, Guhin Park, Verdemont Park, Ronald Reagan Park, Palm Elementary School, and Tom Minor Park.
Traffic Circles Rectangular Rapid Flashing Beacons Sidewalks
RECOMMENDED INFRASTRUCTURE IMPROVEMENTS
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PROPOSED IMPROVEMENTS
Curb Ramps: Install new ADA-compliant curb
ramps at locations where new crosswalks are provided.
Install new ADA-compliant curb ramps at
the northwest corner of Belmont Avenue and
Magnolia Avenue.
Sidewalks: Complete the sidewalk network
gap on the south side of Belmont Avenue, east of N. Little League Drive and on the north side of Belmont Avenue, west of Magnolia Avenue.
Bike Facility: Install Class II bike lane in both
directions on Belmont Avenue from N. Little
League Drive to Pine Avenue.
Neighborhood Roundabout: Install a
neighborhood roundabout at N. Little League Drive and Frontage Road/W. Little League Drive, at Belmont Avenue and Magnolia Avenue,
Belmont Avenue and Jordan Lane, Belmont
Avenue and Olive Avenue, and Belmont Avenue
and Walnut Avenue.
High Visibility Crosswalks: Install high visibility
continental crosswalks at all existing crossing
locations throughout the corridor.
Rectangular Rapid Flashing Beacon (RRFB):
Install RRFB with push buttons at existing marked
crossing at Belmont Avenue and Churchill
Avenue.
Mid-block Crossing: Install new midblock crossing with high visibility continental crosswalks and RRFB with push buttons at the
north leg of Belmont Avenue and Pine Avenue
Speed Feedback Sign: Install new speed
feedback sign on Little League Drive, south
of Frontage Road/W. Little League Drive for
northbound traffic.
Advance Stop Bars: Install advance stop bars
at all signalized intersection approaches where a crosswalk is present.
Advance Yield Lines: Install advance yield lines
and R1-5 signs at existing marked crossings at
Belmont Avenue and Churchill Street.
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CHAPTER 6 Infrastructure Projects 123
Street Trees: Evaluate the corridor to install
new street trees, that provide shade, throughout
the corridor where new sidewalk is installed and
where sidewalk exists but no shade trees are
present to fill the gaps within the corridor.
Corridor-wide Improvements/
Maintenance: Evaluate the corridor sidewalk
network to identify, remove, and/or relocate
obstructions in the sidewalk areas to provide at
minimum 4 feet of unobstructed sidewalk area
for pedestrians of all ability levels.
Evaluate the corridor on a six-month or yearly basis to identify and repair sidewalk areas that have physical defects such as buckled or lifted pavement, stains, cracks, voids, or ongoing tree root issues to eliminate potential hazards for pedestrians of all ability levels.
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Implementation
07 Strategy
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The City can take many approaches to achieve the Plan
vision and goals. In addition to the long-term strategies identified in Chapter 4: Strategy Recommendations, this chapter discusses three approaches on how the City could leverage the infrastructure toolbox (Chapter 5) and build upon the recommendations for infrastructure projects identified in Chapter 6 to plan, design, and
construct pedestrian and bicycle infrastructure that
meets the community’s needs.
7.1 INTRODUCTION The three implementation approaches are:
• Prioritize highest-ranking corridors• Funding availability• Project time and cost These three implementation approaches should be
complementary to the most basic decision-making approach: leveraging existing opportunities. Oftentimes, being creative with existing resources is just as important as using new approaches or tools. The Project Selection Tree in Section 7.5 illustrates how the approaches can
be used together to select a project.
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The Active Transportation Network contains 130 corridors. The corridors were ranked using a data-driven approach to identify roadways with the highest need. Table 7-1: Corridor ranking criteria shows a breakdown of the criteria used for the corridor prioritization process. The criteria was developed with input from community members from the final outreach event. The ranked corridors list is a useful starting point to identify projects; however, it should not be the only tool leveraged.
A project could consist of multiple corridors and require careful deliberation to ensure that it meets its intended goal.
Table 7-2 shows the top 20 highest ranking corridors, while Appendix G Ranked Corridor List contains the full list of ranked corridors from highest to lowest.
7.2 CORRIDOR PRIORITIZATION Table 7-1. Corridor ranking criteria Priority
Category
Description Measures Weight
Equity Serves the populations that
need the infrastructure the most.
Disadvantaged Community (DAC), population
under 18 and over 65, and Median Household
Income
20%
Safety Makes the streets safer for
people to walk and bike.
Bicycle and pedestrian collisions and roadway
travel speed
30%
Health Improves the community’s
health.
Prevalence of cardiovascular disease,
diabetes, and asthma
10%
Community
Need and Input
Supports improvements that
respond to the community needs.
Community engagement measure, retail
density, low food access, park access /
community centers, and school access
15%
Network
Connectivity
Improves connections that allow
people to get from one place to
another.
SCAG RTP/SCS High Quality Transit Area and
Active Transportation Network connectivity
25%
Total 100%
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Table 7-2. Top 20 highest ranking corridors list
Street From To Rank Score
Baseline St Meridian Ave Del Rosa Dr 1 67.7
Waterman Ave Rim of the World Highway Barton Rd/Washington St 2 66.7 Metrolink Wy 3rd St 2nd St 3 63.5
9th St Pennsylvania Ave Del Rosa Dr 4 62.1
Sierra Wy Northern Terminus Mill St 5 62.0
5th St Foothill Blvd Waterman Ave 6 61.5
E St Mill St Kendall Dr 7 61.5Highland Ave Macy St Boulder Ave 8 61.3 3rd St D St Waterman Ave 9 60.7
D St Highland Ave Rialto Ave 10 60.3
2nd St Mt Vernon Ave Mountain View Ave 11 60.0
Mt Vernon Ave Highland Ave Grant Ave 12 59.9Electric Ave/ Mountain View Ave 50th St Rialto Ave 13 59.6Mountain View Ave Connector 3rd St 2nd St 14 59.3 4th St H St Arrowhead Ave 15 59.2
Court St E St Arrowhead Ave 16 58.8G St 34th St Inland Center Dr 17 58.0 7th St Garcia St E St 18 57.5
Rialto Ave Eucalyptus Ave Tippecanoe Ave 19 57.3Medical Center Dr 27th St 5th St 20 56.6
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CHAPTER 7 Implementation Strategy 129
7.3 FUNDING OPPORTUNITIES
Many programs are available for the City to pursue funding to plan, design, and construct the recommendations discussed in Chapter 4. These programs can supplement local funding sources. The following section presents a selected set of federal,
state, and regional programs that the City can seek
funding through. Descriptions were retrieved from
each program’s webpage. Programs focus on areas
such as active transportation, air quality, housing, and recreation.
FEDERAL PROGRAMS
Congestion Mitigation and Air Quality (CMAQ)
Program via FAST Act
The Congestion Mitigation and Air Quality Improvement (CMAQ) Program provides funds to States for transportation projects designed to reduce traffic
congestion and improve air quality, particularly in areas of the country that do not attain national air quality standards. The variety of transportation projects funded through the CMAQ program since its inception reflects
both the diversity of local transportation systems and
the targeted air quality needs of States and regions.
The program has been a key mechanism for supporting
investments that encourage alternatives to driving
alone, improve traffic flow, and help urban areas meet air quality goals.
Administering Agency: SBCTA
Highway Safety Improvement Program (HSIP)
The Highway Safety Improvement Program (HSIP) is a
core Federal-aid program with the purpose to achieve a significant reduction in traffic fatalities and serious injuries on all public roads, including non-State-owned roads and roads on tribal land. The HSIP requires a
data-driven, strategic approach to improving highway
safety on all public roads with a focus on performance.
Administering Agency: CA Department of
Transportation (Caltrans)
Land & Water Conservation Fund
The Land and Water Conservation Fund (LWCF) is
America's most important program to conserve
irreplaceable lands and improve outdoor recreation
opportunities throughout the nation. The program
works in partnership with federal, state and local efforts to protect land in our national parks, national wildlife refuges, national forests, national trails, and other public lands; to preserve working forests and ranchlands;
to support state and local parks and playgrounds; to
preserve battlefields and other historic and cultural
sites; and to provide the tools that communities need to meet their diverse conservation and recreation needs.
Administering Agency: California Department of Parks
and Recreation
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130 CITY OF SAN BERNARDINO Active Transportation Plan
Community Development Block Grant (CDBG)
The Community Development Block Grant (CDBG)
Program supports community development activities
to build stronger and more resilient communities.
To support community development, activities are
identified through an ongoing process. Activities may
address needs such as infrastructure, economic development projects, public facilities installation, community centers, housing rehabilitation, public services, clearance/acquisition, microenterprise
assistance, code enforcement, homeowner assistance, etc.
Administering Agency: San Bernardino County
Community Development and Housing Department
Transportation Alternatives Program (TAP)/
Surface Transportation Block Grant Program (STBG)
The Surface Transportation Block Grant program (STBG)
provides flexible funding that may be used by States
and localities for projects to preserve and improve
the conditions and performance on any Federal-aid
highway, bridge and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit capital projects, including intercity bus terminals.
Administering Agency: San Bernardino County
Transportation Authority (SBCTA)
Rivers, Trails, and Conservation Assistance Program
The program supports locally-led conservation and
outdoor recreation projects across the United States.
NPS-RTCA assists communities and public land managers in developing or restoring parks, conservation areas, rivers, and wildlife habitats, as well as creating outdoor recreation opportunities and programs that engage future generations in the outdoors.
Administering Agency: US National Park Service
Affordable Housing and Sustainable Communities Program (AHSC) Funded by Cap-and-Trade revenue, the AHSC program makes it easier for Californians to drive less by engaging in active transportation, such as walking, biking, and
using transit.
Administering Agency: Strategic Growth Council and
Department of Housing and Community Development
STATE PROGRAMS
Active Transportation Program (ATP)
Funds active transportation related infrastructure projects, plans, and education/encouragement/ enforcement activities. Consolidates previous
programs (Transportation Alternatives Program, Bicycle
Transportation Account, and Safe Routes to Schools)
Administering Agency: Caltrans
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CHAPTER 7 Implementation Strategy 131
Sustainable Transportation Planning Grant
Program: Sustainable Communities Grants
The program funds local and regional multimodal
transportation and land use planning projects that
further the region’s RTP SCS (where applicable),
contribute to the State’s GHG reduction targets, and assist in achieving the Caltrans Mission and Grant Program Objectives.
Administering Agency: Caltrans
California River Parkways Grant Program
The California River Parkways Grant Program will
fund projects that provide compatible recreational
opportunities including trails for strolling, hiking,
bicycling, and equestrian uses along rivers and streams.
Administering Agency: California Natural Resources
Agency
Environmental Enhancement and Mitigation (EEM) Grant Program The EEM Program is an annual program established by
legislation in 1989 and amended on September 26, 2013. It offers grants to local, state and federal governmental agencies and to nonprofit organizations for projects to mitigate the environmental impacts caused by new or modified public transportation facilities.
Administering Agency: CA Natural Resources Agency
Office of Traffic Safety (OTS) Grants
The goal of California Office of Traffic Safety (OTS) Grant Program is to prevent serious injury and death resulting from motor vehicle crashes so that all roadway users
arrive at their destination safely. Using Federal Highway Safety Program funds, the OTS partners with political subdivisions of the state to address California's highway safety needs at the state, county and local level.
Administering Agency: California Office of Traffic Safety Recreational Trails Program (RTP) for NonMotorized Trails The Recreational Trails Program (RTP) provides funds
annually for recreational trails and trails-related
projects.
Administering Agency: California Department. of Parks
and Recreation
Rubberized Pavement Grant Program
Formerly called the Rubberized Asphalt Concrete (RAC) Grant Program, the Rubberized Pavement Grant Program exists to promote markets for recycled-content surfacing products derived from waste tires generated
in California and decrease the adverse environmental impacts created by unlawful disposal and stockpiling of waste tires. RAC is a proven road paving material that has been used in California since the 1970s. It is made by blending ground tire rubber with asphalt binder which is then mixed with conventional aggregate materials.
The program provides competitive grants to encourage
first-time or limited users of RAC. It is available to public entities which include: California cities, counties, regional
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132 CITY OF SAN BERNARDINO Active Transportation Plan
park districts, special districts, Joint Powers Authorities, state agencies (including offices, departments, bureaus, and boards) and Qualifying Indian Tribes.
Administering Agency: California Department of
Resources Recycling and Recovery
Community-Based Transportation Planning Grant (CBTP) Program The Community-Based Transportation Planning
grant program aims to engage the community in
transportation and land use projects. Projects support
concepts such as livable and sustainable communities
with a transportation or mobility focus. They should
also promote community identity and quality of life, as well as provide transportation and land use benefits to communities.
Administering Agency: Caltrans
Urban Greening Grant Program
Consistent with AB 32, the Urban Greening Program will
fund projects that reduce greenhouse gases while also
transforming the built environment into places that are more sustainable, enjoyable, and effective in creating healthy and vibrant communities. These projects will establish and enhance parks and open space, using
natural solutions to improving air and water quality
and reducing energy consumption, and creatingmore
walkable and bike-able trails.
Administering Agency: CA Natural Resources Agency
Sustainable Transportation Equity Program
STEP is a new transportation equity pilot that aims to
address community residents’ transportation needs,
increase access to key destinations, and reduce
greenhouse gas emissions by funding planning, clean transportation, and supporting projects. STEP’s overarching purpose is to increase transportation equity in disadvantaged and low-income communities throughout California via two types of grants: Planning and Capacity Building Grants and Implementation
Grants. Within these two grant types, CARB has awarded
a total of $44.5 million.
Administering Agency: CA Air Resources Board
Local Partnership Program (LPP)
The primary objective of this program is to provide funding to counties, cities, districts, and regional transportation agencies in which voters have approved fees or taxes dedicated solely to transportation improvements or that have imposed fees, including uniform developer
fees, dedicated solely to transportation improvements
[as defined by Government Code Section 8879.67(b)].
Consistent with the intent behind Senate Bill 1, the Commission intends this program to balance the need to direct increased revenue to the state’s highest transportation needs while fairly distributing the
economic impact of increased funding.
Administering Agency: CA Transportation Commission
(CTC)
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CHAPTER 7 Implementation Strategy 133
Solutions for Congested Corridors (SCCP)
The purpose of the program is to provide funding
to achieve a balanced set of transportation,
environmental, and community access improvements
to reduce congestion throughout the state. This
statewide, competitive program makes $250 million
available annually for projects that implement specific transportation performance improvements and are
part of a comprehensive corridor plan by providing more transportation choices while preserving the character
of local communities and creating opportunities for
neighborhood enhancement.
Administering Agency: CA Transportation Commission
(CTC)
Local Streets and Roads (LSR) Program
The purpose of the program is to provide approximately
$1.5 billion per year to cities and counties for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system. To be eligible, each year, cities and counties must submit a proposed project list adopted at a regular meeting by their board or council that is then submitted to the California
Transportation Commission (CTC). Once reviewed and
adopted by the CTC, the list of eligible cities and counties to receive funding is sent to the State Controller to begin the apportionment process for that fiscal year.
Administering Agency: CA Transportation Commission
(CTC)
LOCAL FUNDING
Measure I
Measure I is the half-cent sales tax collected
throughout San Bernardino County for transportation
improvements. SBCTA administers Measure I revenue
and is responsible for ensuring that funds are used in accordance with various plans and policies. Measure I funds are allocated based on the Measure I 2010-2040
Ordinance and Expenditure Plan and the Strategic Plan
policies that define the framework for the programs
and projects referenced in the measure. The 10-Year
Delivery Plan outlines the near-term strategy.
Administering Agency: San Bernardino County
Transportation Authority (SBCTA)
Sustainable Communities Program
The program offers grants that can be used toward
planning and policy efforts that allow for the
implementation of the regional RTP/SCS. Grants in the
program fall into three categories: Integrated Land Use ,Active Transportation, and Green Region.
Administering Agency: Southern California Association
of Governments (SCAG)
Article 3, TDA
Under Article 3 of the TDA, 2 percent of the annual LTF apportionment is designated to fund pedestrian and
bicycle facilities, bicycle safety programs, bicycle trails,
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134 CITY OF SAN BERNARDINO Active Transportation Plan
bicycle lockers, or racks and for the development of a
comprehensive bicycle and pedestrian facilities plan.
Administering Agency: SBCTA
AB-2766 Subvention Fund
The program provides a funding source to cities and
counties to develop clean transportation programs and reduce vehicle emissions. Funds could be used to plan, design and construct facilities that decrease the use of the automobile.
Administering Agency: South Coast Air Quality
Management District
Development Impact Fees
As a condition of a development permit (where
allowed), the City can direct fee revenue to support
improvements to the pedestrian right-of-way, where
there is a nexus between the project being proposed
and the need for improvements. Permits approval can also be conditioned to make the improvements directly, rather than through a fee program, if it is within the
development's scope.
Administering Agency: City of San Bernardino
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CHAPTER 7 Implementation Strategy 135
Infrastructure improvements roughly follow along a time/cost continuum, as shown in Table 7-3 The City can decide what kind of improvements to make based on time and financial commitments.
7.4 PROJECT COST AND TIME
Table 7-3. Active Transportation Infrastructure Cost and Time Continuum Type Description Estimated Time & Cost Example Of Infrastructure shortterm/low
cost
These types of infrastructure
improvements present
opportunities for more rapid
implementation.
0-2 years
$500 - $50K
• ADA curb ramps• high visibility crosswalks• pavement markings• signage• rectangular rapid flashing beacons (RRFB) • pedestrian intersection enhancements• Class II bike lane• re-striping existing bike lanes • neighborhood traffic calming measures (e.g curb extensions and speed humps) mid-term/mid cost
These types of projects
either require additional
research or have constraints
such vehicular right-of-way,
utility easements, or other
concerns.
2-5 years
$50K -
$200K
• Class I Shared-use
path
• sidewalk (with curb and gutter)• curb extensions at
major intersection and arterial street
• Class II buffered bike lane• protected intersection• minor traffic control signal improvements (e.g. signal at T-intersections, secondary streets, and pedestrian hybrid beacons) longterm/high
cost
These types of projects
require added resources prior to implementation,
such as additional studies,
right-of-way acquisition,
and/or for coordination with other governing bodies.
5+ years
>$200K
• traffic signals• roundabouts
• projects that require modifying or adding hard wiring infrastructure• grade separated freeway or roadway crossing for shared use path or bike path
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136 CITY OF SAN BERNARDINO Active Transportation Plan
7.5 PROJECT SELECTION TREE
Are there any existing or planned projects that could incorporate active transportation infrastructure? • Work with the project team to include active transportation infrastructure into the existing or planned effort
• Seek funding to plan, design, and/or construct the project• Seek funding to plan, design, and/or construct the Priority Projects identified in Chapter 6: Infrastructure Projects first
• Reference the Active Transportation Network in Chapter 6 to identify a set of corridors for funding and reference Section 7.3 Funding Opportunities to look for applicable funding sources Yes
No
Does the City already have access to the funding or is it a funding program opportunity? • Seek funding to plan, design, and/or construct the Priority Projects identified in Chapter 6: Infrastructure Projects
• Reference the Active Transportation Network in Chapter 6 to identify a set of corridors
• Collaborate with relevant stakeholders to determine the final corridors• Include the selected corridors into the future CIP lists• Review funding program criteria• Use the recommendations (Priority Projects or Active Transportation Network) in Chapter 6: Infrastructure Projects to identify roadway segments that fit program criteria
• From this set of corridors, select the highest ranking corridors first to apply for funding
• Include the selected corridors into the future CIP list as unfunded (but anticipated) projects Local
Funding
Funding
Opportunity
PLAN IMPLEMENTATIONYou want to implement the Plan, and you want to know how to get started. FUNDING OPPORTUNITYYou found out about a potential funding opportunity, and you want to find a project to apply for funding.
The Project Selection Tree is a tool that ties all the resources and recommendations discussed in previous chapters together to help the City select the most appropriate active transportation project based on the opportunties given. It starts with four common scenarios on how projects can get started and offers suggestions on selecting a project.
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CHAPTER 7 Implementation Strategy 137
REFERENCE NOTES
ATN: Active Transportation Network
CIP: Capital Improvement Projects
Infrastructure Project Recommendations are available in Chapter 6 The Infrastructure Toolbox is found in Chapter 4
Funding opportunities list is available in Section 7.3
Are there any existing or planned projects that could address the concerns? How much) financial resources and time can be allocated to address the concerns? Are the concerns located along a high ranking corridor in the ATN? • Explore project options and include them into an existing effort • Identify a project with short-term and low-cost treatments using Table 7.4 Project Cost and Time Continnum and Chapter 5, Infrastructure Toolbox as a reference • Include the project into future CIP lists• Seek funding for design and construction• *If there is still high demand to address the concerns, seek funding for longer term/higher cost treatments • Identify a project with mid/high-terms and mid/high
cost treatments using Table 7.4 Project Cost and Time Continnum and Chapter 5, Infrastructure Toolbox as a reference • Reference Section 7.3 Funding Opportunities to look for applicable funding sources
No Low
Yes
Yes
Medium to
High
No
• Identify a project with mid/high-terms and mid/high
cost treatments using Table 7.4 Project Cost and Time Continnum and Chapter 5, Infrastructure Toolbox as a reference • Combine the project with other potential projects to
explore funding opportunities to increase the chance of winning the grant
ACCELERATED RESPONSE
You have a list of concerns gathered through community outreach, field work, research, or other sources, and you want to explore options to address them.
Does it have funding for design and/or construction?
Is the project located along a high ranking corridor in the ATN? • Collaborate with relevant stakeholders to identify opportunities to include the project in future CIP lists
• Design and/or construct the project, and seek additional funding if needed • Reference Section 7.3 Funding Opportunities to look for applicable funding sources
• Include the selected corridors in the future CIP list as unfunded (but anticipated) projects
• Combine the project with other potential projects to
explore funding opportunities to increase the chance of winning the grant Yes
Yes
No
No
You have a planning, design, and/or construction project that already has a set of infrastructure treatments or project scope, and you want to know how to best proceed. PROJECT
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Plan and
A
Policy Review
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2 CITY OF SAN BERNARDINO Active Transportation Plan
INTRODUCTION
The Active Transportation Plan builds upon many local
and regional planning efforts. This chapter provides a
description of the documents that are relevant to active transportation planning.
The City also has two planning projects that are
occurring concurrently with the Active Transportation
Plan. At the time of writing, the City has embarked
on efforts to update the General Plan which was last
updated in 2007 and a Downtown Specific Plan which
includes potential ideas for redevelopment of the the
Carousel Mall area.
Note: Certain text, such as the vision, goals, and purpose, are derived directly from the planning documents to
ensure the accuracy of the statements.
LOCAL EFFORTS
WATERMAN + BASELINE NEIGHBORHOOD
SPECIFIC PLAN (2016)
The Waterman + Baseline Specific Plan is the most
recent Specific Plan completed by the City. It covers
one of the most central areas and includes many goals
related to active transportation.
The City intends to improve quality of life, create
economic growth, and create a family-oriented living
environment that emphasizes “sustainable living” in
the neighborhood surrounding Waterman Avenue &
Baseline Street.
The mobility goals, as stated by the Plan, include:
• Support a safe pedestrian-oriented environment
with enhanced sidewalks and shade trees
• Create bicycle corridors to connect the Plan area
to key destinations
• Provide bicycle storage, parking and bike share
programs
• Establish a multi-purpose trail along the flood
control channel
• Promote the use of public transit, by bus, and on
the sbX line
• Ensure adequate traffic flow and level of service to
prevent congestion
• Design wayfinding signage to create a sense of
place
The mobility chapter focuses on specific improvements
in the area that would further these goals. As stated in Section 6.3 (Mobility Vision), “To improve mobility, the Plan presents a wide range of improvements to encourage
all modes of transportation to create an urban space
that is vibrant and enjoyable.” It notes that most roads have excess capacity during peak hours, which would
make them ideal for adding new bike lanes.
Locations of deficient sidewalks were inventoried and
presented in Section 6.5, “Pedestrian Mobility Network.” This section also includes specific proposed pedestrian improvements including filling in sidewalk gaps,
incorporating additional treatments for crossings, and
proposing trail locations. More generally, it advocates providing additional street lighting, adding landscape
buffers, and providing street trees for shade.
Bicycle conditions are also surveyed, and the Plan
proposed new Class I and Class II routes. These include bike lanes on 11th Street, 5th Street, and Base Line Street, and a bike path on the City Creek and Perris Hill Park
Road.
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APPENDIX A Plan and Policy Review 3
UNIVERSITY DISTRICT SPECIFIC PLAN (2005)
The University District Plan focuses on re-shaping the
area around California State University, San Bernardino to create a “Village” at the main entrance to the
university. Active transportation forms a key part of this approach. The Plan includes the following specific goals related to ATP:
• Pedestrian Focus: Focus on pedestrian-oriented
development, such as mixed uses and Universityrelated uses, and less upon auto-dependent uses. Develop a walkable University village in the
University District.
• Physical Connectivity: Develop a seamless
connection between the community and
University through access, tailored street naming,
and physical improvements such as landscaping,
streetscape, signage, and public art.
• Transit/Trolley Connections: Encourage the
development of transit/trolley connections
between the University and downtown and the
MetroLink station at the San Bernardino Depot.
The Specific plan includes several proposed equestrian
and bicycle trails, including a multi-purpose linkage
between Verdemont and the University along a flood
control levee. It recommends new transit stops at
key locations on the university campus, including the
construction of bus bays at some locations. It also calls for infrastructure enhancements such as pedestrian
linkages in the form of signalized crosswalks, bulb-out, signed paths, and colored pavement treatments.
The following policies were given regarding the design
of new trails:
• Multi-purpose trails should connect urban areas
to regional recreational amenities, follow corridors
of scenic or aesthetic interest, or provide loop
connection to such routes or amenities.
• Multi-purpose trails should be located where
motor vehicle crossings can be eliminated or
minimized.
• Multi-purpose trails should provide for connectivity
to other transportation modes such as bus stops
and park-and-ride sites when feasible to enhance
inter-modal transportation opportunities.
• Multi-purpose trails should provide for connectivity
to the on-street walkway and bikeway network
when feasible to enhance non-motorized
transportation opportunities.
• Work with the University, the Flood Control District, and residents in Verdemont to study the feasibility
of a connection between Northpark Boulevard with
Belmont Avenue.
Development of on-street bikeways should be guided
by the following policies:
• Bicycle trails shall be designed so that there is
minimal conflict with automobiles at driveways,
intersections, and along streets.
• To be conducive to attracting increased bicycle
use, bicycle trails must be safe and connected to
activity areas, such as the Campus.
OTHER SPECIFIC PLANS
The Rancho Palma Specific Plan (2015) focuses on the
development of a new residential district. It includes the following goals related to active transportation:
• Create a walkable environment to parks and
commercial uses
• Provide safe streets and a wholesome living
environment
• Provide for the operation and maintenance of
parks and streets
The older Paseo Las Placitas Specific Plan(1992) intends to improve the marketability of a neighborhood centered
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4 CITY OF SAN BERNARDINO CITY OF SAN BERNARDINO Active Transportation Plan Active Transportation Plan around Mt. Vernon Avenue. It noted that frequent curb
cuts, narrow sidewalks, unattractive signage, and lack
of adequate street furniture were detrimental to the
marketability of the area.
Circulation goals included:
• Create a pedestrian-oriented environment
• Provide a balanced transportation system
• Provide adequate supply of parking
• Create accessibility linkages to
º Downtown via a 5th Street shuttle
º Southern California via the I-215 freeway
º Adjacent neighborhoods via pedestrian streets
º Amtrak station
The Alliance California (2007) and University Business
Park (1992) Specific Plans cover industrial business
parks and do not include specific objectives related to active transportation.
REGIONAL & STATEWIDE
EFFORTS
ACTIVE SAN BERNARDINO
Active San Bernardino is the Active Transportation
Plan adopted in September 2020 by San Bernardino
County. The Plan includes the creation of an open
data portal that provides resources related to active
transportation in one central hub. The site includes
tabs related to biking, walking, taking transit, and safe routes to school, each with information about existing
conditions and information on planned improvements.
Recommendations are taken from the San Bernardino
County Non-Motorized Transportation Plan.
SAN BERNARDINO COUNTY NON-MOTORIZED
TRANSPORTATION PLAN (NMTP) (2011,
REVISED 2018)
In 2011, San Bernardino County Transportation Authority (SBCTA) adopted the Non-Motorized Transportation
Plan (NMTP) which aims to coordinate and guide the
provision of all bicycle and pedestrian related plans,
programs, and projects within San Bernardino County.
The Plan was most recently revised in June 2018.
The NMTP makes proposals for a regional bikeways
network and provides suggestions for active
transportation improvements in the County of
San Bernardino. These include continuing work on
completing the Santa Ana River Trail and developing a
supportive network of Class I and Class II bike facilities.
Priority improvements include bike lanes on G Street
and Rialto Avenue. It notes that, at time of writing, the municipal code does not include a requirement for the
inclusion of non-motorized infrastructure, and the city does not sponsor bicycle safety or education programs.
NMTP Goals include:
1. Increased bicycle and pedestrian access:
Expand bicycle and pedestrian facilities and
access within and between neighborhoods, to
employment centers, shopping areas, schools,
and recreational sites.
2. Increased travel by cycling and walking:
Make the bicycle and walking an integral
part of daily life in San Bernardino County,
particularly (for bicycle) for trips of less than
five miles, by implementing and maintaining
a bikeway network, providing end-of-trip
facilities, improving bicycle/transit integration,
encouraging bicycle use, and making bicycling
safer and more convenient.
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APPENDIX A Plan and Policy Review 5
3. Routine accommodation in transportation and
land use planning: Routinely consider bicyclists
and pedestrians in the planning and design of
land development, roadway, transit, and other
transportation facilities, as appropriate to the
context of each facility and its surroundings.
4. Improved bicycle and pedestrian safety:
Encourage local and statewide policies and
practices that improve bicycle and pedestrian
safety.
The following are goals related to the bike network, as re-stated on the Active San Bernardino website:
• Deliver the Class I, II and III identified in the subarea maps referenced in Chapter 3. Although the
Class I facilities can be considered a backbone
bicycle system, there is much more to the network
than just Class I facilities. Other types of facilities can also be delivered more quickly and less
expensively, improving regional connectivity.
• Develop better bicycle connectivity between cities
and subareas of the County by coordinating the
location and staging of network improvements.
This must include improved collaboration with
Caltrans, given the number of State highways
connecting the subareas. Connectivity on Class
II and Class III bicycle facilities can be increased
by prioritizing the “low-hanging fruit” – parts of
the regional system that are low-cost, close gaps
in the system, and provide connections to key
destinations.
• Develop a better “sense of a system” through
improved signage, markings, and way-finding for
both cyclists and pedestrians.
• Develop an improved inventory of end-of-trip
facilities, particularly at transit stations, schools,
other public buildings, and major employment
centers.
• Proactively coordinate integration of cycling
and walking accommodations with the State’s
Complete Streets requirements.
• Proactively coordinate integration of cycling and
walking access accommodations to and from
transit stations.
• Continue safety education and promotion of
cycling through schools, newsletters, and public
websites.
The following are goals related to the pedestrian
network:
• Improving pedestrian access to transit;
• Removing existing barriers to pedestrian travel;
• Development of regional trails and pathways
which provide improved pedestrian access to
destinations;
• Improvement of the pedestrian environment on
major regional arterials and at regional activity
centers.
SBCTA – SAFE ROUTES TO SCHOOL STRATEGY
(PHASE I & II)
Building on the momentum of the NMTP, the SBCTA Safe
Routes to School (SRTS) Strategy aims to address the
active transportation needs of San Bernardino County
students and school areas.
Phase I of the Strategy identified focus areas that could most benefit from SRTS improvements compared
to other areas within the County. This was done by
analyzing the relative impacts of SRTS improvements
to safety and mode share. Additional analyses were
conducted to determine priority schools in these
focus areas based on project readiness, geographic
distribution, and equity considerations.
Phase II of the Strategy, completed in 2017, focuses
on developing and prioritizing more site-specific
SRTS infrastructure improvements. Walk audits were
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6 CITY OF SAN BERNARDINO Active Transportation Plan
conducted across 55 identified San Bernardino County
schools to assess active transportation infrastructural needs and concerns and assemble an inventory of sitespecific bicyclist and pedestrian network improvements.
In San Bernardino, participating schools included
Marshall Elementary School, Riley Elementary School,
and Hillside Elementary School.
SBCTA POINTS OF INTEREST PEDESTRIAN PLAN
The Point of Interest Pedestrian Plan (PIPP) assists local jurisdictions in the identification and prioritization of future pedestrian projects. It supplements the NMTP
by identifying pedestrian projects, as the original
document primarily focused on bike improvements. It
identifies pedestrian improvements for one location
in each member city, including in the City of San
Bernardino. In the city, pedestrian improvements were
proposed around the San Bernardino Courthouse area.
The following are other areas in San Bernardino where
the Plan determined pedestrian improvements should
be prioritized:
• Arrowview Middle School & George Brown
Elementary
• Encanto Park
• Waterman Ave. Shopping Center, & E Neal Roberts
Elementary
• Inland Career Education Center & Abraham Lincoln
Elementary
• Sierra Way Plaza Retail Cluster at 40th Street
• San Bernardino Valley College
• Indian Springs High School or San Bernardino High
School
• Blair Park
• Verdemont Park/Cesar E. Chavez Middle School
• Cal State University San Bernardino
• Lytle Creek Park
SBCTA FIRST/LAST MILE PLAN- MULTIMODAL
ACTION PLAN (2018)
SBCTA developed this plan in conjunction with the
Southern Californa Association of Governments
(SCAG) and Omnitrans to evaluate the reasons for
underuse of transit and decline in ridership, and
investigate strategies to improve usage of the County
of San Bernardino’s existing facilities and develop new facilities that will cater to customers. The approach
is to think of mobility as a service, focusing on the
customer experience heading to/from destinations
and streamlining that process rather than thinking of
systems separately. The plan hopes that transportation
services are “understandable to the public so that their choices are well-informed and their riding experience is reliable, positive, and self-reinforcing.”
The goals of the Action Plan are:
• Grow use of alternate mode transportation
• Find new users and keep existing users of modes
that are alternatives to driving alone
• Help users navigate a complex transportation
network in which the region has heavily invested in
Different strategies are discussed, including
informational strategies (promoting trip-planning
apps), rider-support strategies (electronic fare payment, rideshare engagement), and institutional strategies
(employee transportation corridors).
Of greatest relevance to active transportation are
first/last mile strategies. Generally, the Plan proposes specific projects as first/last mile solutions rather than generally applicable policies. Of particular relevance
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to the City of San Bernardino is the proposal of ondemand flex service (microtransit) for Downtown San Bernardino. This is a proposed new service that would
take commuters directly from the San Bernardino
Transit Center directly to their workplaces upon a train’s arrival. Other proposed strategies include creating a
bikeshare program in a high-quality transit corridor
and implementing bike/pedestrian infrastructure
improvements in similar corridors using the principles
of tactical urbanism.
SAN BERNARDINO COUNTYWIDE VISION
Adopted in 2011, the Countywide Vision calls for the
collaboration between all sectors in San Bernardino
County to work towards creating a healthier San
Bernardino County and a more vibrant economy and
community over the next 20 years. Part of the Vision
includes envisioning San Bernardino as: “A sustainable
system of high quality education, community health,
public safety, housing, retail, recreation, arts and culture, and infrastructure, in which development complements
our natural resources and environment.”
The vision statement provides further details through
several elements related to jobs, environment,
infrastructure, and others. The “transportation” element emphasizes developing “clean and advanced
modes of transportation and infrastructure”, while the
environment element focuses on protecting natural
resources.
SAN BERNARDINO COUNTY COMMUNITY
TRANSFORMATION PLAN 2015-2020
Following the adoption of the Countywide Vision, the
County developed the Community Vital Signs Initiative
to address strategies to improve wellness in the county.
A data-driven policy framework is used to promote
programs that improve the health and quality of life in San Bernardino County.
The San Bernardino County Community Transformation
Plan – developed by the Community Vital Signs – sets
short- and long-term goals and more immediate
strategies for several areas, including ‘Access to
Health and Wellness’ and ‘Safety’. The “Access to
Health and Wellness” strategy seeks to increase the
number of residents engaged in active living activities, including increasing options for residents to use active transportation. The “Safety” strategy seeks to improve
children’s perception of safety at school through
partnering with law enforcement at school sites. It also seeks to support “Economy” by supporting wellness in
the workforce.
MEASURE I
Approved by voters in 1989 and extended in 2004,
Measure I is a countywide half-cent sales tax increase
used to fund transportation improvements within San
Bernardino County. The Measure I 2010-2040 Strategic
Plan – adopted in 2009 by SANBAG – establishes a policy framework that guides the implementation of Measure
I projects/programs.
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SAN BERNARDINO COUNTY REGIONAL
GREENHOUSE GAS REDUCTION PLAN
This document plans for greenhouse gas reductions in
accordance with AB 32, the Global Warming Solutions
Act, which seeks regional transportation planning
promoting reductions in greenhouse gases. San
Bernardino maintains a goal to reduce greenhouse
gas emissions to 15% below its 2008 emission by 2020. It sets GHG performance standards for new development,
energy efficiency standards for existing buildings, and implementation of a sustainable communities strategy.
On-road transportation is considered one of the sectors with the greatest impact.
SAN BERNARDINO COUNTYWIDE
TRANSPORTATION PLAN (INTERIM UPDATE
2021)
San Bernardino’s Countywide Transportation Plan
(CTP) lays out a strategy for long-term investment
in and management of San Bernardino County’s
transportation assets. The following bullet points are a summary of the core elements of the Plan vision:
• Build on “the network.” Continue building and
improving “the network,” focusing on origin-to
destination connectivity with efficient first/last mile connections.
• Focus on the traveling customer. Tailor the modes,
support strategies, and marketing to the needs of
the customers being served.
• Encourage transit-oriented development (TOD).
Work with local agencies and the private sector to
encourage transit-oriented development in transit
station areas, and incentivize TOD development
where practical, in partnership with local
governments.
• Invest in technology. Invest thoughtfully and
carefully in technology, with an ultimate goal of a
fully integrated system in which customers can
assess trip options for transit, shared-ride, and
active transportation modes, including first/last
mile connections.
• Coordinate and collaborate. Coordinate activities
and initiatives across SBCTA departments and with
transit and mobility partners to achieve this vision.
• Support quality of life, health, sustainability, and
equity. Work with San Bernardino County residents
and businesses to ensure that the transportation
investments are paying dividends in terms of
quality of life, air quality, health, environmental
sustainability, and equitable access to services.
OMNITRANS PLANNING EFFORTS
Omnitrans is the primary public transit agency serving
San Bernardino. It serves 15 member cities in the San
Bernardino Valley and portions of unincorporated San
Bernardino County. Recent agency highlights include
the opening of the sbX bus rapid transit line, which
connects Cal State San Bernardino to Loma Linda
University through Downtown via E Street, and the
opening of the San Bernardino Multi-Modal Regional
Transit Center, which unites Metrolink.
Omnitrans has published several plans indicating
its planned future actions, including the FY 2022
Management Plan and the Strategic Plan 2021-2025.
The vision from the Strategic Plan 2021-2025 is as
followed:
"Our vision for the future and ultimate goal is to provide innovative mobility solutions that connect our region
and strengthen the economy."
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APPENDIX A Plan and Policy Review 9
The Plan is guided by six strategic directions, which
include:
• Secure our finances long-term, and explore new
funding sources
• Expand our customer base
• Enhance our role in providing mobility and
connectivity to the community
• Engage in local and regional planning, promoting
transit as a solution
• Strengthen our communication
• Be bold, entrepreneurial, and innovative
It is supported by six goals:
1. Safe and secure operations: enhance our safety
culture by providing safe and secure operations,
improving safety for employees and customers
while responding swiftly to new and emerging
conditions.
2. Customer experience: provide an overall
customer experience that reflects reliable,
responsive, and exceptional service and
promotes ridership growth.
3. Organizational and workforce development:
develop an adaptable organization focused on
employees that adjusts to changing conditions
and promotes a culture of success and
collaboration.
4. Finance: expand our financial resources to
support operational stability and increase
service levels in strategic ways.
5. Long-range planning: strengthen our leadership
in creating mobility solutions in local and
regional planning.
6. Community engagement: expand our
partnerships and engage the community to be
responsive to community needs and enhance
OmniTrans’ value in the region.
CONNECT SOCAL
Connect SoCal is the 2020 Regional Transportation
Plan/Sustainable Communities Strategy from Southern
California Association of Governments (SCAG). The Plan
includes a technical report that outlines the existing
state of active transportation and the impacts of
investments in active transportation within the SCAG
region. The Plan contains the following goals related to active transportation.
• Encourage regional economic prosperity and
global competitiveness.
• Improve mobility, accessibility, reliability, and travel safety for people and goods.
• Enhance the preservation, security, and resilience
of the regional transportation system.
• Increase person and goods throughput and travel
choices within the transportation system.
• Reduce greenhouse gas emissions and improve
air quality.
• Support healthy and equitable communities.
• Adapt to a changing climate and support an
integrated regional development pattern and
transportation network.
• Leverage new transportation technologies and
data-driven solutions that result in more efficient
travel.
• Encourage development of diverse housing types
in areas well supported by multiple transportation
options.
• Promote conservation of natural and agricultural
lands and restoration of critical habitats.
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COMPLETE STREETS ACT, ASSEMBLY BILL (AB)
1358
Assembly Bill (AB) 1358, also known as the Complete
Streets Act of 2008, requires local agencies to
integrate Complete Streets policies whenever there is
a substantive revision to their General Plan, Circulation Element. This is intended to help reduce GHG emissions
based on AB 32, the California Global Warming Solutions Act.
CALIFORNIA TRANSPORTATION PLAN (CTP)
2050
The California Transportation Plan (CTP) 2050 provides
a roadmap for achieveing a forward-looking vision:
"California’s safe, resilient, and universally accessible transportation system supports vibrant communities,
advances racial and economic justice, and improves
public and environmental health."
It contains the following eight goals, many of which are relevant to active transportation plan.
• Safety: Provide a safe and secure transportation
system
• Climate: Achieve statewide GHG emission
reduction targets and increase resilience to
climate change
• Equity: Eliminate transportation burdens for lowincome communities, communities of color, people with disabilities, and other disadvantaged
groups
• Accessibility: Improve multimodal mobility and
access to destinations for all users
• Quality of life and public health: Enable vibrant,
healthy communities
• Environment: Enhance environmental health and
reduce negative transportation impacts
• Economy: Support a vibrant, resilient economy
• Infrastructure: Maintain a high-quality, resilient
transportation system
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Virtual Focus Area
B
Session Summaries
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VIRTUAL FOCUS AREA SESSION SUMMARIES
San Bernardino Active
Transportation Plan
Virtual Walk Audits via
Zoom
The City of San Bernardino organized Virtual Workshops to gather input from community members for the San Bernardino Active Transportation Plan. The workshops were held virtually via Zoom due to the COVID-19 pandemic with the goal to hear community residents key concerns and collect feedback on bicycle and pedestrian safety and connectivity in identified locations in the City of San Bernardino and 2) better understand the community’s needs for active transportation improvements in these areas. The selection of the focus areas for this project were informed by the County’s Pedestrian Points of Interest Plan, city staff input, and connections to proposed bikeway networks.
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APPENDIX B Virtual Focus Area Sessions Summaries 3
The Focus Area Sessions were located in following areas:
FOCUS AREA SESSION #1
• Verdemont Park & Cesar Chavez Middle School
• CSUSB University Village
• North Sierra Way & West 40th Street
FOCUS AREA SESSION #2
• Arrowview Middle School
• Perris Hill Park & E Highland Avenue
FOCUS AREA SESSION #3
• Locations rescheduled into Session #4 and Session
#5
FOCUS AREA SESSION #4
• Waterman Avenue Shopping Center & Neal Roberts
Elementary
• Indian Springs High School
• Abraham Lincoln Elementary
FOCUS AREA SESSION #5
• San Bernardino Valley College
• Inland Career Education Center
• Lytle Creek Park
• Encanto Park
• Hospitality Lane Area & Santa Ana River Trail Access
Point
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VIRTUAL WALK AUDIT: FOCUS AREA SESSION #1
Date: Tuesday, May 18, 2021
Time: 5:30 pm - 7:00 pm
Location: Virtual via Zoom
Attendance: 9 total attendees: 4 community members, 3 project staff, 2 City staff Packet Pg. 340
APPENDIX B Virtual Focus Area Sessions Summaries 5
The first Focus Area Session focused on the following three areas:
• Verdemont Park & Cesar Chavez Middle School: Adjacent to each other, Cesar Chavez Middle School and Verdemont Park are nestled in a residential area just north of the CA-215. Other local schools and destinations in the area include North Verdemont Elementary School, Palm Elementary School, and Guhin Park. • CSUSB University Village: Cal State University San Bernardino is one San Bernardino’s notable anchor institutions in the northwestern part of the city. This area is home to many students and young professionals in the San Bernardino area.
• North Sierra Way & West 40th Street: North Sierra Way and West 40th Street is an intersection located in a commercial area which connects various shopping centers in the Arrowhead neighborhood.
Community members provided input on many
different topics. These include:
• Speed issues and lack of robust
pedestrian infrastructure.
• Improvements that should allow access
to pedestrian infrastructure to increase
walking and biking.
• Perceived personal safety issues in this
area
• Existing pedestrian infrastructure
and connections to trailheads need
improvements in order to increase
connectivity
Summary of Comments Community Quotes
Participants made comments that ranged from general
observations to specific suggestions. Here are a few notable quotes:
“On Belmont, from Palm Avenue all the way to Little League Drive, there should be a bicycle lane. There are a lot of children in the area that have to walk to Cesar Chavez or the elementary school nearby.”
“Starting with 40th and Waterman Avenue and coming in
different directions from the park is where I would focus efforts.” “I think the community is hungry for a trail system in San Bernardino.
Also, a promotional/educational campaign to make residents aware of existing and planned trails.”
“On Little League Drive, it would be nice to have a bicycle lane but with the diagonal parking, I don’t know how much of that is possible.”
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VIRTUAL WALK AUDIT: FOCUS AREA SESSION #2
Date: Wednesday, May 19, 2021
Time: 11:00 am - 12:30 pm
Location: Virtual via Zoom
Attendance: 9 total attendees: 3 community members, 3 project staff, 4 City staff Packet Pg. 342
APPENDIX B Virtual Focus Area Sessions Summaries 7
The second Focus Area Session focused on the following two areas:
• Arrowview Middle School: To the east of the CA-259, Arrowview Middle School is situated within the Arrowview neighborhood near Downtown San Bernardino. Other local schools in the area include George Brown Elementary and San Bernardino High School.
• Perris Hill Park & E Highland Avenue: Perris Hill Park is located along East Highland Ave and is south of the CA-210.
The park features various amenities like baseball, picnic areas, playgrounds, and a water park! Community members provided input on many
different topics. These include:
• Meaningful connectivity between areas in
San Bernardino AS an observed priority for
community residents.
• A robust picture of a connected network.
• Dangerous mid-block crossings to get to
local destinations like McDonald’s along G
Street and Highland Avenue.
Summary of Comments Community Quotes
Participants made comments that ranged from general
observations to specific suggestions. Here are a few notable quotes:
“We need a route that offers connectivity from one part of town to another. Don’t do it piecemeal, but make it something complete, meaningful, and connected to destinations.”
“What you are seeing is the poor conditions of the pavement itself.”
“I like the intersection because it has a signalized turning lane.
I like the way this intersection was made but it is a heavily traffic area. I think there should be an opportunity for a bike lane here.
You don’t see too many people on their bikes here.”
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VIRTUAL WALK AUDIT: FOCUS AREA SESSION #4
Date: Wednesday, May 26, 2021
Time: 5:00 pm - 6:30 pm
Location: Virtual via Zoom
Attendance: 6 total attendees: 1 community members, 3 project staff, 2 City staff Packet Pg. 344
APPENDIX B Virtual Focus Area Sessions Summaries 9
The fourth Focus Area Session featured rescheduled locations from Focus Area Session #3. This includes the following areas:
• Waterman Avenue Shopping Center & Neal Roberts Elementary: Waterman Ave Shopping Center is directly adjacent to Neal Roberts Elementary school in the Seccombe Lane and East Valley neighborhoods. • Indian Springs High School: Indian Springs High School is located south of CA-210 and east of CA-215. • Abraham Lincoln Elementary: Abraham Lincoln Elementary School is connected to East Baseline St., a commercial corridor which features heavy vehicular activity.
Community members provided input on many
different topics. These include:
• Key corridors to further examine and focus
efforts for connectivity like 9th Street.
• Connectivity to transit and schools which
is a major concern.
• Opportunity for cross-jurisdiction and
regional collaboration for connectivity.
• Bicycle infrastructure as a potential
regional connector.
• Pedestrian infrastructure improvements
like continental crosswalks and HAWK
signals.
Summary of Comments Community Quotes
Participants made comments that ranged from general
observations to specific suggestions. Here are a few notable quotes:
“The problem here is that there is a jigsaw of jurisdictions. Crossjurisdiction collaboration is needed.” “Speed management on 9th Street is critical.”
“It’d be good to add a HAWK signal to get the kids to the other side of the street safely.”
“Signals don’t detect bikes. The sensitivity should be increased.
Infrastructure is there but it is not working as it should on 9th and Arrowhead.”
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VIRTUAL WALK AUDIT: FOCUS AREA SESSION #5
Date: Thursday, May 27, 2021
Time: 11:00 am - 12:30 pm
Location: Virtual via Zoom
Attendance: 9 total attendees: 4 community members, 3 project staff, 2 City staff Packet Pg. 346
APPENDIX B Virtual Focus Area Sessions Summaries 11
The fifth Focus Area Session featured rescheduled locations from Focus Area Session #3. This includes the following areas:
• San Bernardino Valley College and Lytle Creek Park: San Bernardino Valley College and Lytle Creek Park are located west of the CA-215.
• Inland Career Education Center: The Inland Career Education Center is located just east of the CA-215 in Downtown San Bernardino.
• Encanto Park: To the east of the W Historic Route 66, Encanto Park is situated in the La Plaza residential neighborhood.
• Hospitality Lane Area & Santa Ana River Trail Access Point: Adjacent to the Interstate 10 and located southeast of the city’s downtown area.
Community members provided input on many
different topics. These include:
• Connecting utilitarian use and recreational
use for trails which is a top priority for
participants around the Santa Ana River
Trail Access Point. This could serve as an
opportunity for a regional connection.
• Intersections that feature need for more
robust pedestrian crossing support.
• Sidewalks in area need updated ADA curb
ramps.
Summary of Comments Community Quotes
Participants made comments that ranged from general
observations to specific suggestions. Here are a few notable quotes:
“More visible, safer crosswalks are always important because people have to cross the street to get to the bus stops.” “High visibility crosswalks would be important near the schools.” “[The sidewalks on] Acasia and some of the smaller side streets off of Baseline need some attention.”
“In general the Hospitality area is palatable, at least from a pedestrian standpoint. Pedestrian infrastructure is fine. The problem is that although this area is identified as a bike corridor, there is no bicycle infrastructure. It seems like a good candidate for a complete street.”
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Focus Group Interview
C
Summary
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2 CITY OF SAN BERNARDINO Active Transportation Plan
The purpose of the focus group sessions was to gain
insight from key stakeholders that would be used
to inform the San Bernardino Active Transportation
Plan recommendations. More specifically, focus
group input was used to determine priority projects.
Meetings for the focus groups were held November 16th
through 18th, 2021 virtually on the Zoom platform. A total of 3 focus groups were scheduled. These focus groups
were organized by categories; 1) municipal agencies, 2) schools, youth groups, and transportation advocates,
and 3) health and bicycle/pedestrian advocates.
More than 80 stakeholders were invited to participate in focus groups, via an email blast. There were follow-up
telephone calls made to encourage key stakeholders
to participate. A total of 15 stakeholders participated, representing 12 different organizations from regional
and local government agencies as well as schools,
healthcare, and workforce development. Figure C.1 Shows the agencies/organizations that joined the focus groups.
C.1 FOCUS GROUP DETAILS C.2 FOCUS GROUP
PARTICIPATION
Figure C-1. List of agencies/organizations at the focus group meetings Agencies Schools, Health, and Advocates
Caltrans Caltrans
City of Highland California State University of San Bernardino City of Colton City of San Bernardino Planning
City of San Bernardino Planning El Sol Partners for Better Health City of San Bernardino Police Kaiser Permanente
City San Bernardino Public Library San Bernardino City Unified School District Omnitrans San Bernardino Workforce Development (2)
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APPENDIX C Focus Group Interview Summary 3
Focus group participants were engaged in an openended discussion based on topics related to the City of San Bernardino Active Transportation Plan. The
conversations were about existing projects, mobility
themes, corridors, and intersections/destinations.
AGENCY FOCUS GROUP
The focus group for the agencies discussed current
transportation projects, such as the Police Department’s Office of Traffic Safety Grant, City of Highland’s Active Transportation Plan and grants, and San Bernardino
County Transportation Authority’s (SBCTA) grant. The
biggest concerns from other agencies were the shared
streets and the Cal State San Bernardino neighborhood.
HEALTH/SCHOOL/ADVOCATES FOCUS GROUP
There was a lively discussion with the health,
school, and advocate focus group about various
transportation issues. The most common
themes were about health, safety, and business
connectivity. There was also discussion about
increasing bicycle use, especially around schools.
The participants took part in two polls to vote for priority projects. The projects were categorized into corridors
and intersections/ destinations. They were selected
based on the Existing Conditions Analysis and input
received from the community engagement process.
PRIORITY CORRIDORS
The agencies helped prioritize the corridors. The top
3 corridors were Highland Avenue (100% of votes),
Baseline Street (60% of votes) and E Street (40% of votes).
PRIORITY INTERSECTIONS/DESTINATIONS
The discussion with the health, school and bicycle/
pedestrian advocates favored intersections and
destinations at Pioneer Square/Court Street, California State University San Bernardino, San Manuel
Stadium and Waterman Avenue & 40th Street.
Note: Due to the COVID pandemic the project
team conducted focus groups online as part
of the community outreach, to ensure safety.
C.3 FOCUS GROUP
DISCUSSION
C.4 PRIORITY PROJECT POLLS
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Outreach Event
D
Summaries
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2 CITY OF SAN BERNARDINO Active Transportation Plan
SAN BERNARDINO FOOD FEST AND GENERAL PLAN UPDATE
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APPENDIX D Outreach Event Summaries 3
As part of San Bernardino’s General Plan Update FutureSB2050, the Active Transportation Project Team participated in the SB FoodFest, where community members were asked to provide input about the Plans.
San Bernardino’s Active Transportation Plan was included as part of the Future SB2050 Passport activity, which required participants to visit each booth and get a stamp. There were more than 50 people who passed by the ATP booth.
The booth had project board displays and various ways to provide comments.
Community members were asked to share their thoughts about bicycle, pedestrian, and transit options. More importantly, this was an opportunity to show participants the potential for active transportation infrastructure and programming improvements in their City.
OVERVIEW
San Bernardino Food Fest
and General Plan Update
Court Street Square San
Bernardino, CA
Saturday, June 26, 2021
5:00 PM - 8:00 PM
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4 CITY OF SAN BERNARDINO Active Transportation Plan
PROJECT BACKGROUND
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until July 2022.
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APPENDIX D Outreach Event Summaries 5
EVENT ACTIVITIES COMMUNITY QUOTES
The ATP Team interacted with community members by
offering them different options to provide input: survey questionnaire, online mapping tool, comment card, and
coloring activity.
Online Mapping Tool: Handheld tablets were provided
for place-based comments, where participants could
identify key destinations and areas of concerns using the online map.
Survey Questionnaire: Participants could share their
walking and biking travel patterns and preferences by
answering a few questions. Approximately 12 surveys were collected at the event.
Comment Cards: To collect community feedback,
comment cards were used to gather insights about
bicycling, walking, and transit. The comment cards
were available in both English and Spanish. A total of 30 comment cards were collected at the event.
Safety Coloring Activity: Safety educational coloring
worksheets were available to teach young attendees
about walking and biking. The coloring sheets allowed
children to participate in the planning process, as their artwork may be featured in the ATP.
The Active Transportation booth attracted more than 50
community members. They made comments that ranged
from general observations to specific suggestions. Here are a few notable quotes:
“Walkability to downtown should be a priority”
“I would like protected bike lanes, like those in Munich, by the college transit center”
“I would like to walk around and bike the neighborhood, but I don’t feel safe”
“I like (downtown) as a destination, like walking here ... and it has a lot of potential”
“Shade structures (due to SoCal heat) … should be
prioritized”
“Make access to bike lanes … at crossings”
“I like a parklet at Pioneer Square”
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10 CITY OF SAN BERNARDINO Active Transportation Plan
SOUTHERN CALIFORNIA MOUNTAINS FOUNDATION COMMUNITY
MEETING
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APPENDIX D Outreach Event Summaries 11
The Active Transportation Project Team conducted a joint meeting with the Southern California Mountains Foundation Urban Conservation Corps.
The purpose of the meeting was to present an overview of the San Bernardino Active Transportation Plan (ATP), and to discuss common active transportation themes, with an emphasis on pedestrian improvements. Participants were encouraged to give their input about the plan.
Approximately 20 regional leaders and community members provided insights about walking, biking other related issues.
The event activities used a variety of methods to gather community input for the San Bernardino ATP. Community members had opportunities to comment about the plan through a round table discussion, hand tally, and display boards.
Round Table Discussion: The project team led a round table discussion about the City's Active Transportation Plan's potential infrastructure improvements and programs. Some of the common themes that were discussed include the desire to have more trees and landscaping to provide shade from the heat and the interest in offering bicycle connectivity to adjacent municipalities.
Hand Tally Vote: Community members were asked to participate in a hand tally vote for the active transportation toolbox, which featured pedestrian infrastructure. Some of the most popular pedestrian infrastructure treatments that community members expressed support to include: pedestrian hybrid beacons, high visibility crosswalks, pedestrian countdown signals, school and pedestrian signage, curb extensions, and pedestrian flashing beacons. These infrastructure treatments received support from all event participants.
Display Boards: Display boards with maps and other content were available as tools to help facilitate conversations about active transportation activitiesin the city. Participants shared comments on specific concerns they had for hyperlocal areas in the city.
OVERVIEW
EVENT ACTIVITIES
Southern California
Mountains Foundation
Community Meeting
1355 W. 26th Street, San
Bernardino, CA
Saturday, August 7, 2021
10:00 AM - 12:00 PM
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PROJECT BACKGROUND
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until July 2022.
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16 CITY OF SAN BERNARDINO Active Transportation Plan
SAN BERNARDINO DOWNTOWN SPECIFIC PLAN EVENT
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APPENDIX D Outreach Event Summaries 17
OVERVIEW
EVENT ACTIVITIES
PROJECT BACKGROUND
San Bernardino Downtown
Specific Plan
XXXX W. XXXX Street, San
Bernardino, CA
Thursday, September 16, 2021
00:00 AM - 00:00 PM
Event attendees provided a wealth of information on the large format map. Since the event attracted a lot of bicycle enthusiasts, the majority of event attendees gave comments relevant to improving the City’s bicycling infrastructure.
Display Boards: Display boards with maps and other content were available as tools to help facilitate conversations about active transportation activities in the city.
Participants shared comments on specific concerns that they had for hyper-local areas in the city.
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until January 2022.
On Thursday, September 16, 2021, the Active Transportation Project Team conducted a joint meeting with the the City of San Bernardino.
The purpose of the meeting was to present an overview of the San Bernardino Active Transportation Plan (ATP), and to discuss common active transportation themes, with an emphasis on pedestrian improvements. Participants were encouraged to give their input about the Plan.
Participants provided useful insights about walking, biking and other related issues.
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RENDEZVOUS BACK TO ROUTE 66
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APPENDIX D Outreach Event Summaries 19
OVERVIEW
Rendezvous Back to
Route 66
Court Street Square San
Bernardino, CA
Saturday, October 2, 2021
9:00 AM - 9:00 PM
The City of San Bernardino Area Chamber of Commerce and event organizers hosted the eighth annual Route 66 event for thousands of car enthusiasts in the region. The event featured a car parade, music, and food for the community.
This regional event was an opportunity for the City to conduct community outreach for some of its ongoing planning projects. The project team for the San Bernardino Active Transportation Plan (ATP) shared a joint information booth with the teams for the General Plan Update FutureSB2050 and the Downtown San Bernardino Development project to gather input.
The project team interacted with more than 100 people. There were many lively discussions about the ATP’s project priorities and other related issues. The conversations were conducted in both English and Spanish.
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PROJECT BACKGROUND
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until July 2022.
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APPENDIX D Outreach Event Summaries 21
EVENT ACTIVITIES
Event activities focused on project priorities. Participants were encouraged to provide input on comment cards
using exhibits on display boards as guidance. A bicycle/ pedestrian safety coloring activity was also provided for children.
Comment Cards: Comment cards were used to rank
street corridors, intersections, and destinations. The
corridors were identified from Phase I of the outreach
and engagement effort, and the exercise helped to guide potential project priorities. Comment cards were available in English and Spanish. The project team collected a total of 42 comment cards at the event.
Safety Coloring Activity: Safety educational coloring
worksheets were available to teach young attendees
about walking and biking.
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21ST VETERAN'S DAY PARADE AND SALUTE
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OVERVIEW
EVENT ACTIVITIES
PROJECT BACKGROUND
21st Veteran's Day
Parade and Salute
Court Street Square San
Bernardino, CA
Thursday, November 11, 2021
9:00 AM
The City of San Bernardino Parks, Recreation, and Community Services and event organizers hosted the twenty-first annual Veteran’s Day Parade and Salute event.
The event featured a parade, music, and food for the community.
This local event was an opportunity for the City to conduct community outreach for the San Bernardino Active Transportation Plan. The Project Team engaged with many community members about project priorities and active transportation in the city.
Event activities focused on project priorities. Participants were encouraged to provide input on comment cards using exhibits on display boards as guidance.
Comment Cards: Comment cards were used to rank street corridors, intersections, and destinations. The corridors were identified from Phase I of the outreach and engagement effort, and the exercise helped to guide potential project priorities.
Comment cards were available in English and Spanish.
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until June 2022.
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30 CITY OF SAN BERNARDINO Active Transportation Plan
SAN BERNARDINO ARTS FEST &
GO HUMAN KIT OF PARTS ACTIVATION
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APPENDIX D Outreach Event Summaries 31
OVERVIEW
San Bernardino Arts Fest
& Go Human Kit of Parts
Activation
Court Street and D Street, San
Bernardino, CA
Saturday, March 19, 2022
10:00 AM - 4:00 PM
On Saturday, March 19th, 2022, the Active Transportation Project Team participated in the Go Human Kit of Parts Activation in Downtown San Bernardino to engage with community members about the San Bernardino Active Transportation Plan (ATP).
The Go Human Kit of Parts Activation was a community engagement effort that used elements from the Kit of Parts borrowed from the Southern Association of Governments (SCAG) to showcase pedestrian, bicycle, and placemaking elements in Downtown San Bernardino. It was part of the festivities at the San Bernardino’s Arts Fest, which included more than 20 artists, a lineup of music and dance performers, plus food vendors.
The Project Team engaged with approximately 100 community members about the street elements. The team also received 21 comment cards about network topic priorities for the Active Transportation Plan.
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PROJECT BACKGROUND
The City of San Bernardino Active Transportation Plan (ATP) is intended to improve walking, biking, and connections to transit! Locally, the ATP will complement the current General Plan Update and Downtown Specific Plan projects. San Bernardino’s ATP will also contribute to the transportation planning efforts as part of the County’s regional network. The ATP project timeline is from October 2020 until July 2022.
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APPENDIX D Outreach Event Summaries 33
EVENT ACTIVITIES
The event had many activities for community members to share input for the San Bernardino ATP. They could participate in small group tours to learn about the Kit of Parts elements, community feedback activities, comment cards, display boards, and safety coloring activity.
Kit of Parts Activation & Small Group Tours: The Project Team led small group tours to teach and engage with community members about the artistic crosswalk, separated bike lane, parklet, and curb extension. Many, if not all, of the elements, were new to the city. The event allowed community members to experience firsthand how the new infrastructure could transform city streets.
Community Feedback Activities: Community members participated in a survey through display boards about their preferences for the street elements. They overwhelmingly showed support for making the elements permanent in the city.
Comment Cards: The Project Team asked community members to help rank the criteria to use for prioritizing projects. The criteria identified include: Community Need/Input, Equity, Health, Network Connectivity and Safety. The highest ranking priorities are safety and network connectivity. The lowest priority is health.
Safety Coloring Activity: Families with children were invited to participate in a coloring activity about safe biking and walking. Approximately one dozen coloring worksheets were handed out to kids who were interested in learning more about safety.
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Design
F
Guidelines
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2 CITY OF SAN BERNARDINO Active Transportation Plan
INTRODUCTION
The Design Guidelines is a guide that intends to provide supplemental and consolidated information rooted in existing local, state, and national guidance to identify potential pedestrian, bicycle, and traffic calming infrastructure for implementing improvements on the Active Transportation Network. It also seeks to expand the users’ knowledge base of the opportunities and constraints for different infrastructure treatment.
The menu of infrastructure treatments addresses situations that pertain to pedestrians, bicycles, traffic calming, transit usage, and goods movement. Engineering judgment from a licensed engineer shall remain a gatekeeper for overall guidance.
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APPENDIX F Design Guidelines 3
DESIGN CONTEXT
NATIONAL STANDARDS AND GUIDELINES
Federal Highway Administration (FHWA)
Manual on Uniform Traffic Control Devices (MUTCD)
is a nationally standardized guideline for the uniform
implementation of traffic control devices (signs, signals, and pavement markings) on streets, highways, and bicycle trails that are open to the public (Title 23 of the Code of Federal Regulations, Part 655.603). Contents of the MUTCD include design, application, and placement, standards,
guidance, options, and support for traffic control devices.
The FHWA MUTCD forms the foundation for the California
MUTCD prepared by Caltrans. Requests for experimentation for traffic control devices that are not included within the MUTCD should follow the ruling detailed in Paragraph 11 of Section 1A.10 and should originate with Caltrans, who would oversee the experimentation of new devices in California.
Standard Highway Signs and Markings is a specification
manual released in 2004 and updated in 2012. It is intended to be used in tandem with the Federal Highway Administration Manual on Uniform Traffic Control Devices (MUTCD) as it provides detailed measurements and reference information for each nationally standardized signage assemblies.
American Association of State Highway and
Transportation Officials (AASHTO)
The Guide for the Planning, Design, and Operation of
Pedestrian Facilities (2004) offers pedestrian-centric design considerations for a breadth of facility types for a spectrum of user typologies. Pedestrian mobility is a fundamental active transportation mode but those walking, skating,
and rolling are also vulnerable by their implicit exposure to motorized vehicles. As such the Guide takes an approach that starts with these users in a “design pedestrian” concept that encourages inclusive and safety for all users within the built environment.
The Guide for the Development of Bicycle Facilities, 4th Edition (2012) provides planners, engineers, and policy advocates a foundational understanding of bicycle facility planning and design considerations for safe and convenient transportation. The design considerations transcend multiple facility typologies from on-street to off-street, as well as operation and maintenance best practices. Since bicycling is expected to take place on all vehicular roadways, unless otherwise restricted, responsive guidelines herein offer a comprehensive approach to enable non-motorized users.
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4 CITY OF SAN BERNARDINO Active Transportation Plan
A Policy on Geometric Design of Highways and Streets, 7th Edition (2018) commonly referred to as the “Green Book” provides current geometric design best practices for
highways and streets. Consideration of multiple variables is characteristic of active transportation facility design, balancing motorized and non-motorized user best practices to plan and design for implementable networks.
Americans with Disabilities Act (ADA)
ADA Standards for Transportation Facilities (2006) is an important part of planning for the full spectrum of users within a community. As such the 2006 document includes
specific standards, exceptions, and advisory guidelines for the implementation of new transportation facilities. The focus is on public transportation facilities, including bus stops and stations, and rail stations. These standards are adopted by the U.S. Department of Transportation.
2010 ADA Standards for Accessible Design is the most current update to the ADA standards, applicable to facilities other than bus stops and stations or rail stations, including curb ramps, slope requirements, and pedestrian railings along stairs. The 2010 ADA Standards were not intended to include sidewalks, on-street parking, bike paths, or other aspects in the public right-of-way, but until such specific guidelines are adopted, the 2010 ADA Standards for Accessible Design remain the enforceable standard. These standards are
adopted by the U.S. Department of Justice.
2011 Proposed Guidelines for Pedestrian Facilities in the Public Right-of-Way known colloquially as PROWAG, would address pedestrian facilities including street crossings, access routes, detectable warning surfaces, accessible signals and push buttons, on-street parking spaces, passenger
loading spaces, and bike paths. PROWAG will not be an
enforceable standard until adopted as a requirement by the U.S. Department of Justice and Transportation. As of 2019, this has not yet occurred. While several states have adopted PROWAG for their own use, California is not one of them.
National Association of City Transportation
Officials (NACTO)
Urban Bikeway Design Guide (2014) is built upon that
understanding that unique bikeway feature applications are needed to bolster “complete streets” for all users in a variety of roadway situations and cities. The toolbox of treatments and design guidelines is rich with best practices solutions that are nationally recognized by the FHWA with inclusions in the MUTCD, as well as by Caltrans. Each feature within the guide provides a tiered level of guidance: “Required:
elements for which there is a strong consensus that the treatment cannot be implemented without; Recommended:
elements for which there is a strong consensus of added value; and Optional: elements that vary across cities and may add value depending on the situation.”
Urban Street Design Guide is based on an understanding that roadways are innately public spaces that should attend to the demands of pedestrians, bicyclists, vehicular traffic, and transit modes in a safe way. As such the fluidity of roadway design can attend to this initiative of multi-modal design practices by providing: case studies, recommendations,
references, design alternatives. These scenarios are provided for streets, intersections, and phasing elements.
Global Street Design Guide pulls from case studies on a global scale to provide a multi-modal approach to improving,
“access, safety, and mobility for all users, environmental quality, economic benefit, enhancement of place, public health, and overall quality of life.” Pedestrians, bicyclists, transit riders, motorists, freight movement, and people doing Packet Pg. 422
APPENDIX F Design Guidelines 5
business interact with a variety of street typologies. The design guide provides examples and references on multimodal user facilities encouraging agencies to realize the potential of their respective streets, corridors, and networks.
Don't Give Up at the Intersection: Designing All Ages and Abilities (Bicycle Crossings) provides best practices for the design of bikeways through intersections. The guide covers protected bike intersections, dedicated bike intersections, and minor street crossings, as well as signalization strategies to reduce conflicts and increase comfort and safety.
STATE OF CALIFORNIA STANDARDS AND
GUIDELINES
California Department of Transportation
(Caltrans)
California Highway Design Manual, 6th Edition establishes uniform standards, procedures, policies, and requirements to carry out highway design functions for the California Department of Transportation. Active transportation facilities that seek to be implemented within this jurisdiction should reference this manual to ensure compliance. California
Streets & Highways (S&H) Code 891(a) requires that all
bikeways, even those not under state jurisdiction, conform to the Highway Design Manual. This is a unique statute
that does not apply to motor vehicle facilities but only to bikeways. Variances from this manual may be utilized through a process defined in S&H Code 891(b) provided that they conform to NACTO or AASHTO guidelines. The manual
updates regularly, sometimes multiple times per year. It is the user's responsibility to stay current.
California Manual on Uniform Traffic Control Devices,
2014 Edition Revision 4 (2018) provides uniform standards and specifications for all official traffic control devices in California, conforming to California Vehicle Code laws and regulations. While the CAMUTCD stems from the FHWA MUTCD and has been officially adopted by the FHWA, the support, guidance, and options within are contextually sensitives towards California best practices. All bikeway traffic control devices must conform to the CAMUTCD unless a variance is sought in a process similar to that for the Caltrans Highway Design Manual.
Standard Plans and Specifications, 4th Editions (2018) are intended to complement each other for reference on the
applications of striping, pavement markings, pavement,
curbs/ramps, drainage, traffic control, and other design elements.
Sign Specifications Drawings (2014) are a complete
set of updated and approved sign standards for use in
California. Reference should be made to the CAMUTCD for comprehensive application guidance, which is adopted by the FHWA.
Main Street, California: A Guide for Improving Community and Transportation Vitality (2013) is a guide that pinpoints references to the breadth and depth of resources for project planners and engineers can use to create btter main streets.
As such design flexibility is encouraged to prepare congruent regional and local design applications for pedestrian and bicycle facilities, and other traffic calming features along state highways.
LOCAL STANDARDS
City of San Bernardino
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6 CITY OF SAN BERNARDINO Active Transportation Plan
Storm Design, Sewer Design, Street Improvement, and Shared Parking Design Policies and Procedures. The information is intended to provide uniform design and guidance to design engineers preparing improvement plans for the City.
San Bernardino County
The Department of Public Works-Transportation Design
Standards and Land Development design standards provide guidance on the design of various roadway infrastructure.
The information is intended to provide uniform design and guidance to design engineers preparing improvement plans for the County.
Note: The Design Guidelines do not contain discussions of additional infrastructure that may be needed to fully install the infrastructure. Examples of such infrastructure include signage, striping, and traffic signal modifications. Guidelines for Transit treatments could be referenced in the OmniTrans Transit Design Guidelines.
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BIKEWAYS
Class I Off-Street Bike Path
Class IV On-Street Separated Bikeway
Class II Buffered Bike Lane
Class III Bike Boulevard
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Caltrans HDM
FHWA Bikeway Selection Guide, Feb. 2019
AASHTO Guide for the Development of Bicycle Facilities
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Two-way: 12’ (10' if between railings on structure): 8' traveled-way + 2' left shoulder + 2' right shoulder
• Vertical clearance: 8' over path, 7' over shoulders
• Cross slope: 1%
• Separation between the edges of the bikeway &
roadway: 5’ + standard shoulder width
• Horizon curvature radius: 90’ (20MPH); 160’
• (25MPH); 260’ (30MPH); or use warning signing/
striping if smaller
• Stopping Sight Distance: 125’ (20MPH); 175’ (25MPH);
230’ (30MPH)
Maximums
• Super elevation/Cross slope: 2%
• Grade: 5%
Other
Preferred width:
• Two-way: 16’ (8' traveled way + 3' left shoulder + 3' right shoulder), 18’+ if possible (12' traveled way + 3' left shoulder + 3' right shoulder)
• Bike paths immediately adjacent to streets/highways are not recommended, due to introducing major conflicts at
intersections with vehicles, transit passengers at stops, and vehicle occupants crossing the path
• Can be appropriate along roads with higher traffic
volumes and higher vehicle speeds as well as away from
roadways at parks, greenbelts, and utility corridors.
IMPLEMENTATION
• Transitions to/from/across vehicle roadways and
intersections
• Sight distance and maintaining STOP/YIELD controls
where the bikeway crosses other paths of travel
KEY CONCERNS
CLASS I OFF - STREET BIKE PATH
A Class I Off-Street Bike Path is a completely separated facility for the exclusive use of bicycles and pedestrians with crossflow by motor vehicles minimized. It can be used as a recreational route or as a high-speed commute route when motor vehicle and pedestrian conflicts are minimized.
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APPENDIX F Design Guidelines 9
CLASS II BIKE LANE
Caltrans Highway Design Manual (HDM) California MUTCD
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Adjacent to curb face or on-street parking lane: 5’
(includes gutter pan width) or adjacent parking lane
• Adjacent to right-turn only lane: 4’ (≤40 MPH posted
speed) or 6’ (>40 MPH), with right-hand stripe 8" wide
per Caltrans Detail 38A
• Adjacent to roadside with no parking or curb: 4’
Maximums
Cross slope:
• 3% (resurfacing/widening to match the existing cross
slope)
Other
Guidance at intersections:
• Terminate the solid stripe between 50’ (short
blocks <400’) and 200’ (long blocks, or speeds >35
MPH) prior to the intersection where right turns are
permitted from the outer through travel lane, and
use a dashed line carried to or near the intersection
• Can be appropriate on roads with moderate traffic
volumes and moderate vehicle speeds
• Can be appropriate on higher speed roadways if
increased width is provided for the bike lane
• At trap right-turn lanes, terminate the solid bike lane with a gap of ≥100’ (or distance ”d” per CAMUTCD 2C.05
for posted speeds >40MPH) to the beginning of a striped right-turn-only lane, and continue the solid bike lane lines to the left of the right-turn-only lane.
IMPLEMENTATION
• When reducing travel lane width to add/widen bike
lanes, need to consider factors such as vehicle speeds, truck volumes, alignment, bike lane width, sight distance, presence of on-street parking
• Integration with existing lane configurations, driveways, and roadside features.
• Bicycle signal controls.
KEY CONCERNS
A Class II Bike Lane is a portion of the roadway that is designated by striping, signaling, and/or pavement markings for the exclusive use of bicyclists. They are established along streets and corridors where there is significant demand, and where there are distinct needs that can be served by them.
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CLASS II BUFFERED BIKE LANE
California MUTCD Figure 9C-104(CA)
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• 1.5‘ (bound by two solid lines without interior
markings)
• Buffer with interior markings (chevron or diagonal): 4’ or greater
Maximums
• No specified maximum geometric requirements new
to Class II bikeway facilities
Other
• Requires additional maintenance when compared
to a conventional bicycle lane, such as keeping
the facility free of potholes, broken glass, and other
debris
• Requires additional right-of-way or roadway space
to accommodate buffer alongside bike lane
• Signage: Standard and special signage for bike lanes
should be installed based on MUTCD guidelines. For
example: Bike Lane Sign (R81(CA)), BEGIN (R81A(CA)),
END (R81B(CA)), No Parking Bike Lane Signs (R7-9, R7-
9a), Bicycle Regulatory Signs (R9-5, R9-6, etc.)
• Can be appropriate on roads with moderate traffic
volumes and moderate vehicle speeds
• Can be appropriate on higher speed roadways if
increased width is provided for the bike lane or buffer
IMPLEMENTATION
• Striping configuration to allow vehicles to cross buffer zone to enter/exit driveways
• Ensuring that the traveled way for motor vehicles,
adjacent to the buffered bikeway area, is afforded
sufficient space to maintain the agency’s desired/
allowable travel lane widths for each travel lane
• If raised devices are desired within the buffer area, then the bikeway classification must change to a separated
bike lane and the designer shall adhere to the guidelines and requirements for Class IV Bikeways
KEY CONCERNS
A Class II Buffered Bike Lane is a conventional bicycle lane (i.e., Class II Bike Lane) paired with a designated buffer space composed of painted stripes and pavement markings adjacent to the bike lane. The striped separation from vehicular traffic can decrease exposure, increase the perceived user level of comfort, provide a space for bicyclists to pass one another without encroaching into the motor vehicle travel lane, and also encourage bicyclists to ride outside of the door zone when the buffer is placed between the bike lane and adjacent on-street parked cars.
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APPENDIX F Design Guidelines 11
DESIGN GUIDANCE
Minimums
(For Pavement Marking): The lateral positioning of
shared lane markings should be such that the center
of the marking within the lane is at least X feet from the face of the curb (or edge of pavement without curb),
under the following conditions:
Streets with On-Street Parking:
º Effective lane width <14’; X = at the center of the
effective lane width
º Effective lane width =14’ or greater ; X = 13’ or
greater
• Streets without On-Street Parking:
º Outside travel lane <14’ to the curb face or edge
of pavement without curb; X = at the center of
the travel lane
º Outside travel lane =14’ or greater; X = 4’
or greater from the curb face or edge of
pavement without curb
CLASS III BIKE ROUTE - MARKED SHARED LANE
A marked shared roadway uses shared lane markings or “sharrows” to guide bicyclists to the most appropriate path to ride along.
Sharrows can aid with having more predictable bicycle movements by informing motorists to share the roadway, showing bicyclists the direction and location of travel, and discouraging riders from traveling too close to the “door zone”.
Maximums
• Street width 14' or more: 13' from lateral reference
point (Curb or Edgeline)
Other
• Spacing: place immediately after the intersection
and space no greater than 250’ thereafter
• Closer spacing can be used to navigate low sight
distance environments or busy intersections
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California MUTCD Figure 9C-108(CA)
Note: The “effective lane width” is the width of the pavement available after subtracting the width of the parking vehicle and door zone (typically 10’) from the distance of the lane/centerline to the face of the curb/edge of the pavement. See CAMUTCD Figure 9C-108(CA) for more details.
ADDITIONAL REFERENCES & GUIDELINES
• Can be appropriate on roads with low traffic
volumes and low vehicle speeds
• Shared lane markings should be used on roads with
posted speed limits of 35 MPH or less
IMPLEMENTATION
• Maintaining safety for bicyclists sharing the
roadway with motorized traffic
• Travel speeds
• Unsafe vehicle overtaking where there is minimal
roadway width
• Dooring hazards adjacent to on-street parked cars
• Considering the impact of bicycles opting to ride on
the sidewalk
KEY CONCERNS
CLASS III BIKE ROUTE - MARKED SHARED LANE (CONTINUED)
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APPENDIX F Design Guidelines 13
CLASS III BIKE BOULEVARD
California MUTCD Figure 9C-108(CA)
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Shared-lane element of bike boulevards (pavement
markings):
• Street width 14' or more: 13' from lateral reference
point (curb or edgeline)
Street width less than 14': Center of the effective lane width
Maximums
• No specified maximum geometric requirements new
to Class III bikeway facilities
Other
• Mainly applied on collector, Downtown streets, and
local/ neighborhood street roadwaysIncreases
comfort for bicyclists by reducing motorist speeds
and volumes, if diverters or roundabouts are
included
• Connects residential roads to commercial corridors/
community services.
• Can be appropriate on roads with low traffic volumes
and low vehicle speeds.
• If combined with other features such as traffic calming features, implementation for such items may impact
where bicycle boulevards may be implemented
IMPLEMENTATION
• Common issue of resident/business push back where
on-street parking is removed
• Continuity of bike boulevard elements at major/busy/
built-out intersections
• Varying roadway widths, narrow shoulders.
• Driveway crossings for existing commercial uses can
create conflict points.
KEY CONCERNS
A Class III Bike Boulevard is a special type of bike route where a street is designed to accommodate bicyclists with a wide variety of skill levels. Bike boulevards offer all of the features of a signed or marked shared lane with added considerations, such as traffic calming elements, and traffic diversion techniques that restrict thru-traffic restrictions for motor vehicle traffic while allowing bicyclists to proceed through. Bicycle boulevards promote low-speed and low-volume streets that cannot accommodate or do not need exclusive bike lanes.
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CLASS IV ON-STREET SEPARATED BIKEWAY
Caltrans Class IV Bikeway Guidance Design Info Bulletin #89 Caltrans HDM Chapter 1000
Protected Bikeways Act of 2014
FHWA Separated Bike Lane Planning and Design Guide
Public Rights-of-Way Accessibility Guidelines
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Clear bike lane width (one-way): 5’ (4’ when located
at accessible parking or a bus stop)
• Clear Bikeway Width (2-way): Use Class I standards
• Separation Width or Buffer:
º Between an on-street parking lane and the
edge of the traveled way: 3’ (5’ if accessible
parking)
º No On-Street Parking: 2’
Maximums
• No maximum geometrics specified
Other
• Preferred geometrics:
º Clear bike lane width (one-way): 7’
º Clear bikeway width (2-way): Use Class 1
standards
º Separation Width or Buffer: 3’
• Can be appropriate on roads with higher traffic volumes and higher vehicle speeds.
• Local jurisdictions must be involved when analyzing these impacts with local residents and deciding what features are to be included in the street modification.
IMPLEMENTATION
• Crossing points at intersections, alleys and driveways • Unloading and loading zones, transit stops, and valet parking areas
• Selection of vertical element separation type.
• Maintenance
• Traffic control work zones through separated bikeways.
KEY CONCERNS
A Class IV Separated Bikeway, also known as a cycle track or protected bike lane, is a one- or two-way bikeway for the exclusive use of bicycles that includes a physical, vertical barrier between bicyclists and motor vehicle traffic within the roadway.
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APPENDIX F Design Guidelines 15
CLASS IV RAISED SEPARATED BIKEWAY
Caltrans Class IV Bikeway Guidance Design Info Bulletin #89 Caltrans HDM Chapter 1000
Protected Bikeways Act of 201
FHWA Separated Bike Lane Planning and Design Guide (FHWA Guide) HDM Topical 105
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Clear bike lane width (one-way): 5’ (4’ when located
at accessible parking or a bus stop)
• Clear Bikeway Width (2-way): Use Class I standards
• Separation Width or Buffer:
º On-street, between an on-street parking lane
and the edge of the traveled way: 3’
º On-street, with No On-Street Parking: 2’
º On the sidewalk, between the edge of the
traveled way (no on-street parking) and the
edge of the vertical element separating the
bikeway and buffer: 1.5’
º On the sidewalk, between the edge of the
traveled way (with on-street parking) and the
edge of the vertical element separating the
bikeway and buffer: 3’
Maximums
• No maximum geometrics specified
Other
• Preferred geometrics:
Clear bike lane width (one-way): 7’
Clear bikeway width (2-way): Use Class 1
standards
Separation Width or Buffer: 3’
• The separated bikeways may be raised vertically to an elevation higher than the finished grade of the roadway, but should not be raised at intersections, alleys and
driveways
• For partial sidewalk conversions, the part of the sidewalk used for the separated bikeway is separated by a
continuous detectable element (barrier, planers, curb,
flexible post; however, these elements may be omitted)
and can no longer be used by pedestrians.
IMPLEMENTATION
• Ensuring adequate ADA clearance for pedestrians on
walkable portions of the sidewalk
• Designing for sidewalk and above-grade treatments at
driveways and intersections
KEY CONCERNS
A Class IV Raised Separated Bikeway is a separated bikeway is typically designed to be either at the same grade as the adjacent sidewalk or set at an intermediate level mountable curb between the roadway and sidewalk.
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ROADWAY
Lane Narrowing
High Visibility Crosswalk with Pedestrian Refuge Island Packet Pg. 434
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LANE NARROWING
Caltrans HDM Index 301.1 - Lane Width
AASHTO Greenbook
NACTO's Urban Street Design Guide.
FHWA's PEDSAFE: Lane Narrowing
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
Caltrans:
• 12' on State Highways (hwy) >45MPH; all State
Highways connecting to a freeway interchange (2-
lane hwy = all lanes; multi-lane hwy = outermost
lane in each direction)
• 11' on State Highways ≤40MPH
Maximums
• Refer to Caltrans HDM for lane width minimum
design values
Other
• Normal lane width = 12'
• Where unequal-width lanes are used, locate the
wider lane on the outside (right) to provide more
space for large vehicles and bicycles, right turns, and a larger buffer from the curb
• Can be applied where lane widths exceed the needs of
the types of vehicles traveling along the roadway, where a reduction of vehicular travels speeds are desired,
or where improvements to bikeways and pedestrian
facilities are desired
IMPLEMENTATION
Lane narrowing narrows the existing travel lanes so the roadway can better accommodate multiple types of users. The treatment is intended to improve the overall safety and traffic flow of the roadway and potentially accommodate the addition of a bikeway facility.
Maintaining adequate lane width for large vehicles such as:
• Trucks and semi/trailer units
• Buses
• RVs; and fire trucks and articulated emergency vehicles
ADDITIONAL NOTES
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ROADWAY RECONFIGURATION
FHWA's Road Diet Information Guide
FHWA's Traffic Calming ePrimer - Module 3
A Policy on Geometric Design of Highways and Streets
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
Caltrans:
• 12’ on State Highways (hwy) >45MPH; all State
Highways connecting to a freeway interchange (2-
lane hwy = all lanes; multi-lane hwy = outermost
lane in each direction)
• 11’ on State Highways ≤40MPH
• Shoulder width (includes Class II bikeway area and
gutter pan) on State Highways:
º Left: 4-lane highways = 5’, 6+ lane highways =
8’, 45 MPH w/ curbed median=2’, ≤35MPH =none
º Right: 8’ for all multi-lane highways, and where
on-street parking is provided plus the minimum
required bike lane width
• Non-Caltrans Facilities
º 12’ on most high-volume highways; 11’ where
pedestrian crossings, right-of-way, or existing
development imposes on available lane
widths; 10’ lanes are acceptable on low-speed
facilities; 9’ lanes may be appropriate on lowvolume roads in rural and residential areas Maximums
• Refer to Caltrans HDM for lane width minimum
design values (see "Lane Narrowing" design
guidelines)
• Appropriate on all types of roads in urban and suburban settings.
• Common at 4-lane roadways
• Can be appropriate for all typical speed limits.
• Can be appropriate for any volume that can be
accommodated by the revised cross-section; the
commonly-referenced threshold is a peak hour volume
of 1,000 vehicles per post-implementation through
travel lane; a lower volume indicates a road diet is likely feasible; higher volume requires further investigation. • Can be appropriate along a primary emergency route
and on streets that provide access to emergency
medical services.
• Can be appropriate along a bus transit route.
• Can be appropriate along a primary access route to a
commercial or industrial site.
• Should follow recommended widths for all lanes
including travel lanes, bikeways, and parking
IMPLEMENTATION
Also known as a road diet, a roadway reconfiguration typically involves reducing the number of lanes to better accommodate other roadway users. The treatment reallocates roadway space for other purposes, potentially adding turn lanes, bus lanes, pedestrian refuge islands, bike lanes, sidewalks, bus shelters, or landscaping.
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APPENDIX F Design Guidelines 19
LANDSCAPE MEDIANS
Caltrans HDM index 305.2 - Median Cross Slope
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Minimum width: 6’, 8’ preferred
Area should be at least 50 square feet in area,
preferably 75 square feet
• Curbed, elongated divisional median islands should
not be less than 4’ wide and 20’ long
Maximums
• 12' maximum width
Other
• Cross slopes in medians greater than 65’ should be
treated as separate roadways
• Appropriate only on two-way streets
IMPLEMENTATION
Landscaped medians, or raised medians, are raised barriers in the center of the roadway that are typically filled with various types of foliage. They can serve as a place of refuge for pedestrians crossing at an intersection or at the midblock.
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20 CITY OF SAN BERNARDINO Active Transportation Plan
CHOKERS/ PINCHERS
Caltrans HDM Topic 303.4.
https://safety.fhwa.dot.gov/speedmgt/ePrimer_modules/module3pt3. cfm#mod320
ADDITIONAL REFERENCES & GUIDELINES
DESIGN GUIDANCE
Minimums
• Single Lane Chokepoint Width: 12’
Maximums
• N/A
Other
• N/A
• Appropriate at mid-block locations of arterial, collector, or local roads in urban and suburban settings with oneway or two-way streets • Can be applied on a street with, and can protect, onstreet parking • Can be appropriate for any speed limits provided
adequate distance between the features
• Can be appropriate at all levels of traffic volume
• Can be appropriate along a primary emergency route
and on streets that provide access to emergency
medical services
• Can be appropriate at along bus transit route
• Can be appropriate along a primary access route to a
commercial or industrial site