Agenda packet — Mayor and City Council, December 7, 2022 (part 1 of 14)

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, DECEMBER 07, 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 P.16
A) CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1): a. Kayla G. Johnson v. City of San Bernardino, et al., San Bernardino Superior Court Case No. CIVSB2124482 B)PUBLIC EMPLOYEE EVALUATION (Pursuant to Government Code Section 54957 (b) (1)):

City Manager
7:00 P.M.

INVOCATION AND PLEDGE OF ALLEGIANCE

CLOSED SESSION REPORT

CITY MANAGER UPDATE

MAYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES & MEETINGS

PRESENTATIONS

1. Citizen of the Month – Joy Anderson – Ward 5 (December 2022) P. 17

2. Proclamation for San Bernardino’s Miracle on Court Street Day P. 19

PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA Mayor and City Council of the City of San Bernardino Page 3

DISCUSSION

3. Election of Mayor Pro Tempore (All Wards) P. 21
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, either: Open nominations for a member of the City Council to serve as Mayor Pro Tempore, with an effective date of December 21, 2022, until the second regularly scheduled Mayor and City Council meeting in December 2023; or Postpone the nomination and election of the Mayor Pro Tempore until the next regularly scheduled meeting in January, which is January 18, 2023.

4. Presentation on the local and regional economy by Dr. Christopher Thornberg, PHD, Director of the University of California, Riverside School of Business Center for Economic Forecasting and Development (All Wards) P. 24
Recommendation:

It is recommended that the Mayor and City Council receive and file a presentation on the local and regional economy from Dr. Christopher Thornberg, PhD, Adjunct Professor and Director of the University of California, Riverside (UCR) School of Business Center for Economic Forecasting and Development.

5. Fiscal Year 2022/23 1st Quarter Report (All Wards) P. 47 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Accept the Fiscal Year 2022/23 1st Quarter Report;

2. Authorize the Agency Director of Administrative Services to Amend the Fiscal Year (FY) 2022/23 Budget as outlined in the FY 2022/23 1st Quarter Report;

3. Adopt Resolution No. 2022268 of the Mayor and City Council of the City of San Bernardino, California, approving the 1
st Quarter General Fund Budget Amendments
totaling $2,088,110; allocating $1,000,000 of Measure S funds for further development of the Investment Playbook; and allocating $20,150,000 of American Rescue Plan Act Funds for the Housing Initiative and Navigation Center; and Temporary Housing Funds for American Sports University Tenants.

4. Approve the following:
a. Deputy Director of Operations (U) job classification; b. Salary range increases to the following positions: Equipment Mechanic I (Flex), Equipment Mechanic II, Programming/Traffic Assistant, IT Analyst I (Flex), Senior IT Technician, Community Service Officer, Forensics Specialists II, Lead Forensics Specialist, and Forensics Supervisor;
c. Amendment of the citywide salary schedule for fulltime, parttime, temporary, and seasonal positions.

6. Receive and file update on the former American Sports University student dormitory located at 340 West 4th Street. P. 267
Recommendation:

Staff recommends that the Mayor and City Council of the City of San Bernardino, California, receive and file an update on the former American Sports University student dormitory located at 340 West 4th Street.

7. Update on the Citywide Truck Route Study P. 282
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, receive and file an update on the draft Citywide Truck Route Study.

Mayor and City Council of the City of San Bernardino Page 4

8. Notice of Intent to Conduct a Public Hearing on December 7, 2022, to Consider Adjusting the Maximum Permitted Service Rates for Integrated Solid Waste Collection, and Organic Waste Collection, Processing and Disposal Services, Street Sweeping, and RightofWay Cleanup Services P. 382
Recommendation:

Provide staff direction on its preferred rate structure option (from among Options 1, 2, and 3) in order for staff to finalize and mail the Proposition 218 notice for solid waste service rate increases.

Adopt Resolution No. 2022244 of the Mayor and City Council of the City of San Bernardino, California, declaring its intention to conduct a Public Hearing on February 15, 2023, to consider adjusting the Maximum Permitted Service Rates for Integrated Solid Waste Collection, Processing and Disposal Services.

9. Award Design/Build Contract for the Carousel Mall Demolition (Ward 1) P. 400 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Determine approval of the Design/Build Contract is statutorily exempt from environmental review pursuant to Sections 15268 and 15269 of the State’s guidelines implementing the California Environmental Quality Act; and

2. Approve an award of a Design/Build Contract with Resource Environmental, Inc. (Resource) in the amount of $7,734,000; and

3. Approve a not to exceed amount of $350,000 to be awarded to an authorized OnCall Consultant for Project Management and Inspection; and

4. Authorize the Agency Director of Administrative Services to amend the FY2022/24 CIP to include Carousel Mall Demolition Project (“Project”) in the total project cost amount of $8,084,000; and

5. Authorize the City Manager or designee to execute all documents related to the Project; and

6. Approve determination by Building Official that declares the Carousel Mall is dangerous and constitutes an imminent threat to public health and safety per Chapter 15.37 of the San Bernardino Municipal Code.

PUBLIC HEARING

10. Belmont Residential Subdivision Project P. 3146
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Introduce, read by title only, and waive further reading of Ordinance No. MC1603 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 Development Code Amendment (Zoning Map Amendment) 2105 changing the Zoning District Classification of a parcel (APN: 026115110) containing approximately 6.10 acres from Residential Low (RL) to Residential Suburban (RS) (Attachment 1);

2. Adopt Resolution No. 2022245 of the Mayor and City Council of the City of San Bernardino, California, approving Subdivision 2112 (Tentative Tract Map 20421) allowing the subdivision of a parcel (APN: 026115110) containing approximately 6.10 acres into twentyfive (25) singlefamily residential lots ranging in size from 7,372 to 9,700 square feet located on the southwest corner of W. Belmont Avenue and N. Olive Avenue, pursuant to a Mitigated Negative Declaration (Attachment 2); and

3. Schedule the adoption of the above Ordinance to the regularly scheduled meeting of the Mayor and City Council on January 18, 2023.

Mayor and City Council of the City of San Bernardino Page 5

11. Urgency Ordinance – Development Code Amendment 2207 (SB 897) P. 3572 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Urgency Ordinance No. MC1604 of the Mayor and City Council of the City of San Bernardino, California, approving Development Code Amendment 2207 amending Chapter

19.04 (Residential Zones); Section 19.04.030(2)(P) (Accessory Dwelling Units) of Title 19 (Development Code) of the City of San Bernardino Municipal Code); and finding such action statutorily exempt under the California Environmental Quality Act (Attachment 1).

12. Adopt New Purchasing Policy and Introduce Ordinance No. MC1605 amending Section 3.04 of the Municipal Code. (All Wards) P. 3611 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Introduce, read by title only, and waive further reading of Ordinance No. MC1605 amending Section 3.04 of the Municipal Code of the City of San Bernardino, California, and

2. Adopt Resolution 2022246 adopting the Purchasing Policy for the City of San Bernardino.

13. Public Hearing on Annexation No. 25 to Community Facilities District 20191 (Ward 4) P. 3690
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing; and

2. Adopt Resolution No. 2022247 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. 25); and

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

4. Adopt Resolution No. 2022248 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 2019 1 (Maintenance Services) (Annexation No. 25); and

5. Introduce, read by title only, and waive further reading of Ordinance No. MC1606 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. MC1606 for January 18, 2023.

14. Public Hearing on Annexation No. 21 to Community Facilities District 20191 (Ward 1) P. 3759
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing; and

2. Adopt Resolution No. 2022249 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. 21); and

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

4. Adopt Resolution No. 2022250 of the Mayor and City Council of the City of San Bernardino, California, declaring election results for Community Facilities District No. 2019 1 (Maintenance Services) (Annexation No. 21); and
Mayor and City Council of the City of San Bernardino Page 6

5. Introduce, read by title only, and waive further reading of Ordinance No. MC1607, of the Mayor and City Council of the City of San Bernardino, California, amending Ordinance No.

6. Schedule the adoption of Ordinance No. MC1607 for January 18, 2023.

CONSENT CALENDAR

15. Maddy Act Local Appointments List P. 3831
Recommendation:

Adopt Resolution No. 2022251 of the Mayor and City Council of the City of San Bernardino, California, approving the Local Appointments List.

16. City Board, Commission, and Citizen Advisory Committee Minutes Approved in September/ October/ November 2022 P. 3842
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 September, October, and November 2022.

17. Memorandum of Understanding Between the City of San Bernardino and San Bernardino City Unified School District for the Youth Council Program (All Wards) P. 3897
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Approve the Memorandum of Understanding (MOU) between San Bernardino City Unified School District (SBCUSD) and the City of San Bernardino (City) for the Youth Council Program; and

2. Authorize the City Manager, or designee, to execute the MOU between the City and San Bernardino City Unified School District (SBCUSD) for the Youth Council Program with additional authorization, in consultation with the City Attorney’s office, to make amendments and execute said MOU consistent with Mayor and City Council direction and to ensure appropriate program oversight.

18. Administrative Policies Clean Fleet, Media Relations, and Communication and Incident Notification to Elected Officials (All Wards) P. 3908 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, review and approve the following proposed administrative policies and adopt the resolutions as presented:

1. Clean Fleet Policy (Resolution No. 2022252)

2. Media Relations Policy (Resolution No. 2022253)

3. Communication and Incident Notification to Elected Officials Policy (Resolution No. 2022 254)

19. Emergency Rental Assistance Program Update and Obligating ERA 1 Reallocated Funds (All Wards) P. 3932
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Receive and file an update on the City’s Emergency Rental Assistance Program (“ERAP”), including direct service funds administered by Inland SoCal United Way 211+ (“Inland SoCal 211+”).

Mayor and City Council of the City of San Bernardino Page 7

2.Adopt Resolution 2022255, accepting (2) two disbursements of Emergency Rental Assistance 1 (ERA 1) Reallocated Funds received from the U.S. Department of Treasury (“Treasury”) in the amount totaling $352,383.14, and authorizing the City Manager to execute an amendment to the ERA 1 Professional Services Agreement with Inland SoCal 211+ for the full administration of ERA 1 Reallocated funds ($341,811.65), increasing the total not to exceed amount by $24,666.82, for a new not to exceed amount of $713,814.99 for program administrative expenses by Inland SoCal 211+. All other ERA 1 Reallocated Funds will be spent on direct payment assistance as required by law.

3. Authorize the Agency Director for Administrative Services to process a budget amendment for revenues and expenditures in the amount of $352,383.14, and increase the ERA 1 program purchase order accordingly, subject to any future ERA 1 Reallocated Funds received from the Treasury.

4. Adopt the Emergency Rental Assistance SubCommittee recommendations to prioritize 1) Utility Debt, and 2) Eviction Prevention Services with any remaining or future disbursements of emergency rental assistance reallocated funds.

20. First Amendment to Subrecipient Agreement with Asociacíon de Emprendedor@s P.4023
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino approve the First Amendment to the Subrecipient Agreement with the Asociacíon de Emprendedor@s to extend the period in which to expend Community Development Block Grant (CDBG) funds to March 31, 2023.

21. Development Code Amendment 2205 P. 4062
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Ordinance No. MC1601 amending Section 19.02.020 (Definitions), Chapter 19.06 (Commercial Zones), and Chapter 19.10 (Industrial Zones) of the City of San Bernardino Municipal Code (Title 19) to update development standards for Commercial Cannabis Activities in accordance with Chapter 5.10 (Commercial Cannabis Activities) City of San Bernardino Municipal Code (Attachment 1); and finding that the Amendment is Exempt under the California Environmental Quality Act.

22. Approval of Commercial and Payroll Disbursements (All Wards) P. 4070 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the commercial and payroll disbursements for November 2022.

23. Approving a Contract with Columbia Capital to Provide Financial Services for Community Facility Districts (Wards 3, 4, 6) P. 4109
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve a contract with Columbia Capital in an amount not to exceed $55,000 that will be paid by developers and from bond proceeds for financial services related to Community Facility Districts, and authorize the City Manager or his designee to execute the agreement.

24. Accept the Project Safe Neighborhoods Grant (All Wards) P. 4116 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2022243:

1. Authorizing the City Manager to accept the FY 2019 Project Safe Neighborhoods Grant, and

2. Authorizing the Agency Director of Administrative Services to amend the FY 2022/23 Adopted Budget appropriating $177,154.51 in both revenue and expenditures.

Mayor and City Council of the City of San Bernardino Page 8

25. Notification to Civilian Governing Body and Local Community for the potential intent to request controlled equipment from the Federal Government (All Wards) P. 4123 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, review and approve the proposed “Notification to Civilian Governing Body and Local Community” letter, as required by Presidential Executive Order 14074 governing the potential acquisition of controlled federal government property.

26. Execution of Amendment 2 to Professional Services Agreement to PM Group, DBA The Printery, in the amount of $83,500 for the design, print, and mail preparation of City of San Bernardino Parks, Recreation and Community Services Department trimester brochure for FY20222023 P. 4128
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution 2022256 authorizing the City Manager or his designee to execute Amendment 2 to Professional Services Agreement (PSA) between the City and the PM Group, DBA The Printery (“Printery”), for the design, print, and mail preparation services of the Parks, Recreation and Community Services Department (“PRCSD”) trimester brochure for FY20222023.

27. Allocation of $25,000 from the Cultural Development Impact Fund for the repair and maintenance of Citywide memorial plaques and statues for FY 20222023 P. 4161 Recommendation:

Adopt Resolution No. 2022257 of the Mayor and City Council of the City of San Bernardino, California: Authorizing the Agency Director of Administrative Services to allocate funds in the amount of $25,000 from the Cultural Development Impact Fund for the repair and maintenance of Citywide memorial plaques and statues for FY 20222023.

28. Approve the awards for Visual and Performing Arts Grant to winning applications ($72,700) and future grant options for non 501c(3) applicants ($25,300) for $98,000 in total P. 4168
Recommendation:

Adopt Resolution No. 2022258 of the Mayor and City Council of the City of San Bernardino, California, authorizing the Visual and Performance Art Grant awards to winning applications ($72,700) and future grant options for non 501c(3) applicants ($25,300) for $98,000 in total.

29. Agreement with Cal Stripe, Inc., for Street Striping and Pavement Marking Services (All Wards) P. 4265
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Authorize the City Manager to execute a Maintenance Services Agreement with Cal Stripe Inc., for street striping and pavement marking services; and

2. Authorize the Agency Director of Administrative Services to issue a purchase order in the amount of $270,000.

Mayor and City Council of the City of San Bernardino Page 9

30. Agreement with Yunex, LLC., for Streetlight Pole Replacement Services (All Wards) P. 4329
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Adopt resolution No. 2022259 authorizing the Agency Director of Administrative Services to amend the FY 2022/23 General Fund Operating Budget in the amount of $450,000; and

2. Authorize the City Manager to execute a Maintenance Services Agreement with Yunex, LLC., for streetlight pole replacement services; and

3. Authorize the Agency Director of Administrative Services to amend the FY22/23 budget in the amount of $450,000 to the Public Works Operations and Maintenance General Fund; and

4. Authorize the Agency Director of Administrative Services to issue a purchase order to Yunex, LLC., in the amount not to exceed $450,000.

31. Adoption of Ordinance No. MC1602 (Ward 3) P. 4390
Recommendation:

Adopt Ordinance No. MC1602 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 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).

32. Approve Final Tract Map No. 20258 (Ward 6) P. 4400
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No 2022260, approving the Final Map for Tract No. 20258 (Subdivision 18 17) involving the subdivision of a parcel containing approximately 1.06 acres into six (6) single family residential lots for a future planned residential development located at 575 N.

Meridian Avenue (APN: 014232504) within the Residential Suburban (RS) Zone; and accepting the public dedications as set forth on said map; and authorizing execution of the standard form of agreement for the subdivision improvements.

33. Construction Contract Award – Paul Villasenor and Howard Rowe Libraries Improvements (Wards 1, 7) P. 4485
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Approve the award of a construction contract with US Builders and Consultants of Irvine in the amount of $355,900 for Paul Villasenor and Howard Rowe libraries improvements; and

2. Authorize construction, construction contingency, and inspection costs in the total amount of $401,000 for Paul Villasenor and Howard Rowe libraries improvements; and

3. Authorize the City Manager or designee to execute all documents for Paul Villasenor and Howard Rowe libraries improvements with US Builders and Consultants; and

4. Authorize the City Manager or designee to expend the contingency fund, if necessary, to complete the project.

34. Maintenance Agreement with San Bernardino County Transportation Authority (SBCTA) for Tippecanoe Station Operations and Maintenance Agreement (Ward 1) Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approving the Maintenance Agreement with San Bernardino County Transportation Authority (SBCTA) for Tippecanoe Station Operations and Maintenance Agreement. Authorize the City Manager to execute the maintenance agreement.

Mayor and City Council of the City of San Bernardino Page 10

35. Progressive Design Build California Theatre Improvements Project (Ward 1) P. 4552 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2022261:

1. Approving an award of $4,561,400 to TildenCoil Constructors, Inc. for the renovation of the California Theatre Improvement Project in accordance with the executed Progressive DesignBuild Contract; and

2. Authorizing the Agency Director of Administrative Services to record a budget amendment in the amount of $2,370,431 from Measure S Fund to increase the purchase order with an amount not to exceed $4,870,431.

36. Construction Contract Award – Old City Hall Building and Regal Theater Air Conditioning Units Replacement (Ward 1) P. 4672
Recommendation:

Adopt Resolution No. 2022262 of the Mayor and City Council of the City of San Bernardino, California:

1. Authorizing the Agency Director of Administrative Services to amend the FY 2022/24 Capital Improvement Plan, recording a supplemental appropriation in the amount of $211,067.14 to the Public Use Facilities Fund for the Old City Hall Building and Regal Theater Air Conditioning Unit Replacement; and

2. Approving the award of a construction contract with Quality Light and Electrical in the amount of $545,161.20 for Old City Hall Building and Regal Theater Air Conditioning Replacement; and

3. Authorizing construction, construction contingencies, and inspection costs in the total amount of $610,000.00 for Old City Hall Building and Regal Theater Air Conditioning Replacement; and

4. Authorizing the City Manager or designee to execute all documents for the construction of Old City Hall Building and Regal Theater Air Conditioning Replacement with Quality Light and Electrical; and

5. Authorizing the City Manager or his designee to expend the contingency fund, if necessary, to complete the project.

37. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 28, Tax Zone No. 29 (Verdemont Ranch) (Ward 5) P. 4706
Recommendation:

Adopt Resolution No. 2022263 of the Mayor and City Council 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. 28) and authorizing the levy of a special taxes therein.

38. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 29, Tax Zone No. 30 (Valley View Industrial) (Ward 3) P.

Recommendation:

Adopt Resolution No. 2022264 of the Mayor and City Council 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. 29) and authorizing the levy of a special taxes therein. 4749
Mayor and City Council of the City of San Bernardino Page 11

39. Resolution Declaring Intent to Conduct Public Hearing to Order Street Vacation of a Portion of E Drake Drive between E Central Avenue and E Mill Street, and West of S Foisy Street and Reservation of Utilities Therein (Ward 3) P.

Recommendation:

Adopt Resolution No. 2022265 of the Mayor and City Council of the City of San Bernardino, California, declaring its intent to conduct a public hearing to order the vacation of a portion of E Drake Drive between E Central Avenue and E Mill Street, and West of S Foisy Street and reservation of utilities therein.

40. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 32, Tax Zone No. 33 (SB Travel Center) (Ward 6)
Recommendation:

Adopt Resolution No. 2022266 of the Mayor and City Council 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. 32) and authorizing the levy of a special taxes therein.

41. Resolution Declaring Intent to Annex Territory: Community Facilities District No. 20191 (Maintenance Services): Annexation No. 30, Tax Zone No. 31 (Popeyes LL) (Ward 5)
Recommendation:

Adopt Resolution No. 2022267 of the Mayor and City Council 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. 30) and authorizing the levy of a special taxes therein.

ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS

42. Explore options for increasing both bike and pedestrian lanes of existing roadways in the downtown area as part of the General Plan Update and the Downtown Specific Plan (Wards 1,3) – Council Member Reynoso

43. Resolution to realign the California Big City Mayors Coalition to include cities with a minimum population of 220,000 (All Wards) Council Member Alexander

44. Urban forestry program that includes a treeplanting program, a review of city rules regarding the preservation of trees on both private property and within the public right of way, and urban greening/foresting events (All Wards) – Council Member Sanchez

45. Moratorium on Truck Terminals/Parking (All Wards) – Council Member Calvin p. 4877 4792
p. 4801
p. 4837
p. 4874
p. 4875
p. 4876
Mayor and City Council of the City of San Bernardino Page 12

ADJOURNMENT
The Mayor and City Council will adjourn to a Special Meeting held on Wednesday, December 21, 2022, at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California 92401. The meeting will begin at 6:00 p.m.

CERTIFICATION OF POSTING AGENDA
I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the agenda for the December 07, 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 Friday, December 2, 2022.

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 13 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 14

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:tinyurl.com/mccpubliccomments. 3) REMOTE PARTICIPATION VIA ZOOM (For public comment only; Meeting will not be viewable on Zoom)
a) You can use a mobile phone or a landline to dial into a Zoom meeting. i) Dial (669) 9006833. When prompted, enter the Meeting ID: 6778459453 Passcode:2021
The public may begin joining the meeting on Zoom or by calling in to be added to the speaker queue at 5:15 PM for Closed Session.

Once admitted to the Zoom Public Comment meeting, to request to speak at the appropriate time:
ii) Dial *9 from your phone to raise your hand via Zoom If calling in, staff will confirm the last four digits of the caller's phone number and unmute them; the caller must then press *6 to speak from their device. Callers are encouraged, but not required, to identify themselves by name. Each caller will be provided three (3) minutes to speak. If you are calling in, please turn your volume down on your television or other devices to limit any feedback when you speak.
b) Join the Meeting by clicking on the Zoom link below:
https://sbcityorg.zoom.us/j/6778459453?pwd=ZTkzdUJtcDMrbmFNQnVDSFhvaXQxZz0 Mayor and City Council of the City of San Bernardino Page 15 Meeting ID: 6778459453
Passcode:2021
You can also Go to Zoom.us and click "Join a Meeting" at the top.

Enter the Meeting ID: 6778459453
Passcode:2021
Public Hearings:

If you are commenting on a Public Hearing, please stay signed on to the Zoom session or sign on when the Public Hearing is announced. You will be prompted by staff when the item is being discussed.

Printed on 12/02/2022

CLOSED SESSION
City of San Bernardino
Request for Council Action
Date: December 7, 2022
To: Honorable Mayor and City Council Members
From: Sonia Carvalho, City Attorney
Department: City Attorney's Office
Subject: CLOSED SESSION
Recommendation:

A) CONFERENCE WITH LEGAL COUNSEL - EXISTING
LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
a. Kayla G. Johnson v. City of San Bernardino, et al., San Bernardino Superior Court Case No. CIVSB2124482
B) PUBLIC EMPLOYEE EVALUATION (Pursuant to Government Code Section 54957 (b)(1)):

City Manager
Packet Pg. 16

PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: December 7, 2022
To: Honorable Mayor and City Council Members
From: Ben Reynoso, Council Member, 5th Ward
Department: Council Office
Subject: Citizen of the Month – Joy Anderson – Ward 5
(December 2022)
Packet Pg. 17
City of San Bernardino

FROM THE

MAYOR AND CITY COUNCIL HONORING

JOY ANDERSON
DECEMBER 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 7
th day of December 2022
Packet Pg. 18

PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: December 7, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
Department: Mayor's Office
Subject: Proclamation for San Bernardino’s Miracle on Court Street Day
Packet Pg. 19

PROCLAMATION
OF THE

MAYOR AND CITY COUNCIL

OBSERVING

SAN BERNARDINO MIRACLE ON COURT STREET DAY
WHEREAS, the residents of the City of San Bernardino value the celebration of holiday events through community partnerships, art and entertainment; and opportunities for families to see the potential of a revitalized downtown area; and WHEREAS, the City of San Bernardino recognizes the City’s many unique cultures and historical traditions, and is creating gathering spaces for its population to share; and
WHEREAS, the community partners, local businesses, and volunteers have engaged in a unification effort to create positive and supportive action to bring people together; and
WHEREAS, the City of San Bernardino continues to strive for improved quality of life and a more unified community that will help bring back downtown San Bernardino through events that encourage creative ways to build new holiday memories and traditions; and
WHEREAS, December 1st celebrated the first annual San Bernardino Miracle on Court Street.

NOW THEREFORE, THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO, do hereby proclaim December 1st as

SAN BERNARDINO MIRACLE ON COURT STREET DAY
Presented this 7th Day of December 2022
Packet Pg. 20

DISCUSSION
City of San Bernardino
Request for Council Action
Date: December 7, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager
Department: City Manager's Office
Subject: Election of Mayor Pro Tempore (All Wards)
Recommendation
It is recommended that the Mayor and City Council of the City of San Bernardino, California, either:

1. Open nominations for a member of the City Council to serve as Mayor Pro Tempore, with an effective date of December 21, 2022, until the second regularly scheduled Mayor and City Council meeting in December 2023; or

2. Postpone the nomination and election of the Mayor Pro Tempore until the next regularly scheduled meeting in January, which is January 18, 2023.

Background
The position of the Mayor Pro Tempore is outlined in Section 302 of the City Charter, where the City Council shall select a Mayor Pro Tempore from one of its own members.

In the event that the Mayor is temporarily unable to perform the duties of his or her office due to a temporary absence from the City, illness, or any other cause, the Mayor Pro Tempore shall have all powers and authority that the Mayor would have possessed, with several exceptions. When presiding over a City Council Meeting due to the absence of the Mayor, the Mayor Pro Tempore may not cast an additional vote in the event of a tie or exercise veto powers over Council action; the Mayor Pro Tempore may only continue to exercise his or her vote as a Council member.

Under Section 2.01.010 of the San Bernardino Municipal Code, the City Council is to elect a Council Member to serve as Mayor Pro Tempore at the second regularly scheduled meeting in December of each year. The Council Member holding the position of Mayor Pro Tempore shall continue to hold said position until his/her successor is elected by the City Council or until said Council Member is no longer a member of the City Council, whichever occurs first. Council Member Juan Figueroa was elected as the City’s Mayor Pro Tempore on December 15, 2021, and has served Packet Pg. 21
in the position for the past year.

Discussion
In accordance with the requirements of Section 2.01.010 of the San Bernardino Municipal Code, the City Council is required to elect a Council Member to serve as Mayor Pro Tempore. Due to the cancellation of the second regularly scheduled meeting in December, the Mayor and City Council have two options:

1. Hold the election on December 7, 2022, and set the change in position to take effect on December 21, 2022, which is the date of the canceled second regularly scheduled meeting; or

2. Hold the election at the next regularly scheduled meeting in January, which is January 18, 2023.

Since there is no turnover in City Council members as a result of the elections, and by setting effective date of the newly elected Mayor Pro Tempore to be consistent with both the Municipal Code and prior council action, the City Council may choose to hold the election for Mayor Pro Tempore on December 7, 2022. If the City Council chooses to postpone the election, Council Member Juan Figueroa will continue to serve as the City’s Mayor Pro Tempore until a successor is elected by the City Council. Due to the cancellation of the first regularly scheduled meeting in January 2023, the next regularly scheduled meeting in which the election can be held is January 18, 2023. 2021-2025 Strategic Targets and Goals
Electing a Council Member to serve as Mayor Pro Tempore is in alignment with all of the Key Strategic Targets and Goals: (1) Improved Operational & Financial Capacity; (2) Focused, Aligned Leadership and Unified Community; (3) Improved Quality of Life; and (4) Economic Growth and Development.

Fiscal Impact
There is no fiscal impact associated with the nomination of a Mayor Pro Tempore.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, either:

2. Postpone the nomination and election of the Mayor Pro Tempore until the next regularly scheduled meeting in January, which is January 18, 2023.

Attachments
N/A
Packet Pg. 22
Ward:

All Wards
Synopsis of Previous Council Actions:

December 15, 2021 The Mayor and City Council elected Juan Figueroa to serve as Mayor Pro Tempore until the second regularly scheduled Mayor and City Council meeting in December 2022.

Packet Pg. 23

Page 1 ends

DISCUSSION
City of San Bernardino
Request for Council Action
Date: December 7, 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, Housing, & Economic Development (CED) Subject: Presentation on the local and regional economy by Dr.

Christopher Thornberg, PHD, Director of the University of California, Riverside School of Business Center for
Economic Forecasting and Development (All Wards)
Recommendation
It is recommended that the Mayor and City Council receive and file a presentation on the local and regional economy from Dr. Christopher Thornberg, PhD, Adjunct Professor and Director of the University of California, Riverside (UCR) School of Business Center for Economic Forecasting and Development.

Background
Dr. Christopher Thornberg is an expert in economic and revenue forecasting, regional economics, economic policy, and labor and real estate markets and has consulted for private industry, cities, counties, and other public agencies. Dr. Thornberg holds a PhD in Business Economics from The Anderson School at UCLA, and a B.S. degree in Business Administration from the State University of New York at Buffalo. A well-known media commentator, Dr. Thornberg has appeared on CNN and NPR and is regularly quoted in major national dailies including the Wall Street Journal and New York Times.

Dr. Thornberg, and his team at the UCR School of Business Center for Economic Forecasting and Development, help cities, such as San Bernardino, make informed decisions based on timely, relevant economic data and analysis.

Discussion
Dr. Thornberg’s presentation will elaborate on the state of the local and regional economy and will also provide context for understanding the unique economic circumstances of our times through analysis of key factors for measuring recessionary causes and effects.

Packet Pg. 24

Page 2 ends

2021-2025 Strategic Targets and Goals
The presentation on the local and regional economy from Dr. Christopher Thornberg, PhD, Adjunct Professor and Director of the UCR School of Business Center for Economic Forecasting and Development aligns with Key Target No. 4: Economic Growth & Development.

Fiscal Impact
The costs associated with Dr. Thornberg's presentation total $2,500. Sufficient funding was included in the FY2022/23 Community, Housing & Economic Development budget to cover cost for this speaking engagement
Conclusion
It is recommended that the Mayor and City Council receive and file a presentation on the local and regional economy from Dr. Christopher Thornberg, PhD, Adjunct Professor and Director of the UCR School of Business Center for Economic Forecasting and Development.

Attachments
Attachment 1 - Dr. Christopher Thornberg PhD Biography.

Attachment 2 - About the Center for Economic Forecasting and Development (CEFD)
Attachment 3 – Dr. Christopher Thornberg’s Presentation on the Local and Regional Economy
Ward:

All Wards
Synopsis of Previous Council Actions:

None.

Packet Pg. 25
Christopher Thornberg, PhD
Christopher Thornberg is Director of the UC Riverside School of Business Center for Economic Forecasting and Development and an Adjunct Professor at the School. He is also the Founding Partner of Beacon Economics LLC.

An expert in economic and revenue forecasting, regional economics, economic policy, and labor and real estate markets, Dr.

Thornberg has consulted for private industry, cities, counties, and public agencies in Los Angeles, San Francisco and the Bay Area, San Diego, the Inland Empire, Seattle, Orange County, Sacramento, Nevada, and other geographies across the nation. Recent and ongoing projects include housing and rent control studies for the California Apartment Association; quarterly regional economic outlooks for the East Bay Economic Development Alliance; a recession recovery plan for the City and County of San Francisco; an annual economic assessment of LA’s city council districts for the Los Angeles Area Chamber of Commerce; an analysis of the local technology industry for the Santa Cruz County Workforce Development Board; and an economic impact study for the 2024 Los Angeles Olympic Games Committee.

Dr. Thornberg became nationally known for forecasting the subprime mortgage market crash that began in 2007, and was one of the few economists on record to predict the global economic recession that followed. Well known for his ability to capture and hold audiences, Dr. Thornberg has presented to hundreds of leading business, government, and nonprofit organizations across the globe including Chevron, The New Yorker, Colliers International, the California Chamber of Commerce, City National Bank, the California State Association of Counties, State Farm Insurance, the City of Los Angeles, the California and Nevada Credit Union League, and the National Steel and Shipbuilding Company, among many others. He has testified before the U.S.

Congress House Committee on Financial Services on municipal debt issues, before the California State Assembly Committee on Revenue and Taxation regarding rule changes related to Proposition 13, and before the Los Angeles City Council about proposed changes to local minimum wage laws.

Dr. Thornberg is a contributor to monthly economics polls published by Reuters. He also serves on the Boards of Directors of both the California Chamber of Commerce and the Los Angeles Area Chamber of Commerce, and is an Executive Member of the Central City Association (Los Angeles) and a member of the California Association for Local Economic Development. Prior to launching Beacon Economics, Dr. Thornberg was a senior economist with UCLA’s Anderson Forecast. He Packet Pg. 26
-2-
previously taught in the MBA program at UCLA’s Anderson School, in the Rady School of Business at UC San Diego, and at Thammasat University in Bangkok, Thailand. He has also held a faculty position in the economics department at Clemson University.

A well-known media commentator, Dr. Thornberg has appeared on CNN and NPR and is regularly quoted in major national dailies including the Wall Street Journal and New York Times.

Originally from upstate New York, Dr. Thornberg holds a Ph.D in Business Economics from The Anderson School at UCLA, and a B.S. degree in Business Administration from the State University of New York at Buffalo.

Packet Pg. 27
Center for Economic Forecasting & Development
The UC Riverside School of Business Center for Economic Forecasting & Development is the first world class university forecasting center located in the Inland Empire. The Center opened its doors in October 2015 and represents a major initiative for economic research and collaboration in one of California’s most vital growth regions.

The Center’s core mission is not only to expand understanding and amplify interest in the regional economy, but also to establish itself as a true community partner and a robust resource to the governments, businesses, and people of the Inland Empire and beyond.

The empircal research and data analysis the Center produces can be used to support and feed a wide variety of vital community initiatives including providing valuable inputs to economic development, workforce development, and other public and private sector efforts. The Center’s highly publicized work also heightens the region’s profile and recoginition as a vital contributor to the economic fabric of the state and the nation.

In support of the regional community and true to its university roots, the Center is committed to producing the most rigorous, accurate, and unbiased economic forecasts and analysis available.

The Center’s team of renowned economists and researchers combine deep academic training and professional expertise with the latest econometric software and data analysis processes to create usable, accurate, and robust analytic products.

About Us
Home to a dedicated team of economists, researchers, and professionals, the Center is directed and administered by the partners and staff of Beacon Economics LLC, one of California’s leading economic research firms. With many decades of experience between them, the Center’s staff are committed to applying the very best of their abilities and knowledge to produce focused, enlightening, and usable research for the Inland Empire and beyond.

Research and Projects
The Center produces a wide variety of research both independently and in collaboration with academic, business, and government partners. Research products include monthly regional employment analyses, quarterly regional economic forecasts, a quarterly business activity index, and a major regional economic forecast conference, hosted annually. The Center also bids on public and private sector projects and has worked on projects for Riverside County’s Economic Development Department, the San Bernardino County Workforce Development Board, and the Cities of Riverside, Ontario, and Moreno Valley, among many others.

Packet Pg. 28
-2-
In addition to its research products, the Center and its staff have deep connections to the Inland Southern California region, delivering presentations and participating in panels, talks, interviews, and forums for a wide range of local audiences. In a recent community initiative, the Center’s staff helped to secure a decision by the California Air Resources Board to locate their new facility in the City of Riverside. Staff joined UC Riverside Chancellor Kim A. Wilcox and spoke in support of the relocation at CARB’s public meeting on the issue. The decision represents a $366 million investment into the local community and 400 new knowledge-based jobs in the Inland Empire.

In many ways and through many forms of community involvement, the Center not only serves as a hub of collaboration where innovative research ideas and strategies can emerge from both staff and business and government leaders, but also acts as a partner in growing and developing the economy of the Inland Empire.

Packet Pg. 29
UCR Center for Economic Forecasting & Development
Presentation on the Local
and Regional Economy
Presented by:

Christopher Thornberg, Ph.D.

Director, UCR School of Business Center for Economic Forecasting and Development Founding Partner, Beacon Economics LLC
Packet Pg. 30
UCR Center for Economic Forecasting & Development
Opportunity Machine
Source: Employment Development Department Index at 100 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17 Feb-18
Aug-18
Feb-19
Aug-19
Feb-20
Aug-20
Feb-21
Aug-21
Feb-22
Aug-22
80 90
100
110
120
130
140
150
Indexed Employment

IE LA OC SD
Index at 100
Aug-12
Feb-13
Aug-13
Feb-14
Aug-14
Feb-15
Aug-15
Feb-16
Aug-16
Feb-17
Aug-17
Feb-18
Aug-18
Feb-19
Aug-19
Feb-20
Aug-20
Feb-21
Aug-21
Feb-22
Aug-22
90 95
100
105
110
115
120
Labor Force
California IE LA OC SD
Packet Pg. 31
Source: QCEW, ACS PUMS 2020. *Amongst 25+ Y/O who worked last week. UCR Center for Economic Forecasting & Development Wages, $000s Q4-11 Q2-12 Q4-12 Q2-13 Q4-13 Q2-14 Q4-14 Q2-15 Q4-15 Q2-16 Q4-16 Q2-17 Q4-17 Q2-18 Q4-18 Q2-19 Q4-19 Q2-20 Q4-20 Q2-21 Q4-21 0 10
20 30
40 50
60 70
80 90
100
Average Annual Wages
California Los Angeles San Bernardino Orange
Educational
Attainment
2020 Annual Wage*
Difference
CA IE
Less than High School $29,974 $29,874 -0.3%
High School Diploma $42,143 $41,288 -2.0%
Some College or
Associate's Degree $51,624 $45,010 -12.8%
Bachelor's Degree $86,181 $63,867 -25.9%
Graduate/Professional
Degree $122,755 $91,804 -25.2%
Wages
Packet Pg. 32
UCR Center for Economic Forecasting & Development
Employment: Big Picture
Source: EDD Employment (SA, 000s)
Aug-07
Jul-08
Jun-09
May-10
Apr-11
Mar-12
Feb-13
Jan-14
Dec-14Nov-15
Oct-16
Sep-17Aug-18
Jul-19
Jun-20
May-21
Apr-22
0 500
1000
1500
2000
2500
Inland Empire Employment
Industry
IE Employment 10-Year Growth
Q4-21
Emp
Share of
Total (%)
Abs.

Change
%
Growth
Total Nonfarm 1674.7 - 484.3 40.7
Logistics 475.4 28.4% 186.3 64.5
Education/Health 265.8 15.9% 91.0 52.1
Leisure Hospitality 185.5 11.1% 54.3 41.4
Construction 110.4 6.6% 46.8 73.5
Admin Support 120.9 7.2% 38.5 46.8
Government 257.3 15.4% 33.4 14.9
Retail Trade 184.4 11.0% 22.3 13.8
Wholesale Trade 70.5 4.2% 17.8 33.7
Manufacturing 99.0 5.9% 12.5 14.4
Prof Sci and Tech 49.2 2.9% 12.5 34.0
Financial Activities 46.9 2.8% 6.3 15.4
Management 8.8 0.5% 0.7 8.2
Information 10.0 0.6% -1.9 -15.9
Packet Pg. 33
UCR Center for Economic Forecasting & Development
Feb-20
Apr-20
Jun-20
Aug-20
Oct-20
Dec-20
Feb-21
Apr-21
Jun-21
Aug-21
Oct-21
Dec-21
Feb-22
Apr-22
Jun-22
Aug-22
80 85
90 95
100
105
110
Employment Recoveries
Inland Empire Los Angeles
Orange County San Diego
Feb-20
Apr-20
Jun-20
Aug-20
Oct-20
Dec-20
Feb-21
Apr-21
Jun-21
Aug-21
Oct-21
Dec-21
Feb-22
Apr-22
Jun-22
Aug-22
80 85
90 95
100
105
110
Labor Force Recoveries
Inland Empire Los Angeles
Orange County San Diego
COVID-19 Recovery
Source: EDD Packet Pg. 34
Source: EDD, QCEW UCR Center for Economic Forecasting & Development Industry
Wages ($)
IE California
Q1-22 1-Yr %
Gr Q1-22 1-Yr % Gr
Total 50,498 5.5 86,049 0.7
Mining/NR 48,446 27.1 42,632 8.8
Leisure/Hospitality 27,499 15.7 34,591 -0.5
Logistics 50,447 8.8 64,745 8.3
Admin Services 39,985 8.0 62,122 15.9
Manufacturing 64,786 6.7 115,189 2.7
Finance 76,688 6.2 165,092 4.9
Construction 63,405 4.5 77,245 5.2
Other Services 42,024 4.4 49,013 2.5
Information 77,393 2.9 239,387 -8.2
Education/Health 50,625 2.0 57,612 0.3
Prof/Business 74,717 1.9 156,955 -0.2
Industry
IE Employment, Aug-22
1-Yr
% Change
3-Yr
% Change
Total Nonfarm 13.6 7.1
Logistics 16.1 19.5
Admin Support 17.4 12.9
Prof Sci and Tech 18.2 11.1
Education/Health 8.0 5.6
Leisure and Hospitality 41.8 5.1
Wholesale Trade 9.1 4.5
Financial Activities 8.0 3.5
Retail Trade 9.9 2.3
Construction 6.6 1.5
Manufacturing 5.8 -1.8
Government 3.6 -2.0
Packet Pg. 35
UCR Center for Economic Forecasting & Development
Inland Empire Business Activity
Source: CDTFA, HdL. *through Q2 $, Billions
Q2-02Q3-03Q4-04Q1-06Q2-07Q3-08Q4-09
Q1-11
Q2-12Q3-13Q4-14Q1-16Q2-17Q3-18Q4-19Q1-21Q2-22
0 5
10 15
20 25
30 35
Taxable Sales
Category
Q2-22 YTD*
Sales Tax
Receipts
($, Mil.)
Year over
Year %
Growth
IE CA
Total 598.0 12.4 13.3
Fuel and Service Stations 60.3 41.7 44.5
Restaurants and Hotels 56.8 17.5 27.1
Building and Construction 60.0 14.1 11.3
Business and Industry 128.6 13.7 8.3
County & State Pool 86.0 7.7 10.6
Autos and Transportation 94.0 6.8 9.7
General Consumer Goods 87.7 4.7 6.6
Food and Drugs 24.1 2.8 2.2
Packet Pg. 36
UCR Center for Economic Forecasting & Development
Output
Source: BEA Index at 100 2001
200220032004200520062007200820092010
2011
2012
20132014201520162017201820192020
80 90
100
110
120
130
140
150
160
170
Real GDP Growth
California Inland Empire United States
$
200120022003
20042005
20062007
200820092010
2011
2012
2013201420152016
2017
201820192020
20,000
30,000
40,000
50,000
60,000
70,000
80,000
GDP Per Capita
California Inland Empire
Packet Pg. 37
UCR Center for Economic Forecasting & Development
Home Prices
Source: CoreLogic
$, 000s
Q1-12
Q4-12
Q3-13
Q2-14
Q1-15
Q4-15Q3-16
Q2-17
Q1-18Q4-18Q3-19
Q2-20
Q1-21
Q4-21
0 100
200
300
400
500
600
700
800
Median Home Prices
Inland Empire California
County
Q2-22
Home
Prices
% Growth
QoQ YoY
Orange $1,200,000 4.3 19.4
San Bernardino $500,000 6.4 16.3
Riverside $605,750 4.4 16.0
San Diego $940,000 6.5 14.6
Los Angeles $930,500 6.3 9.5
Packet Pg. 38
UCR Center for Economic Forecasting & Development
Affordability – Inland Empire
Source: CoreLogic, Freddie Mac. *For Median House, AVG US Mortgage Rate, 30 Year Term Q2-02Q3-03Q4-04
Q1-06
Q2-07
Q3-08
Q4-09
Q1-11
Q2-12Q3-13Q4-14Q1-16
Q2-17Q3-18Q4-19Q1-21
Q2-22
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Avg Monthly Mortgage Cost*
Q2-02
Q3-03
Q4-04
Q1-06
Q2-07
Q3-08
Q4-09
Q1-11
Q2-12
Q3-13Q4-14Q1-16Q2-17Q3-18Q4-19Q1-21Q2-22
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$0
Avg Apartment Asking Rents
Packet Pg. 39
UCR Center for Economic Forecasting & Development
Home Sales
Source: CoreLogic
County
Q2-22
Home
Sales
% Growth
QoQ YoY
Orange 5,560 19.0 -28.7
San Diego 6,498 14.4 -22.7
Los Angeles 13,804 12.1 -17.6
San Bernardino 6,897 6.2 -14.4
Riverside 8,517 2.1 -15.8
YoY % Growth
Q1-12Q3-12
Q1-13
Q3-13
Q1-14
Q3-14Q1-15
Q3-15
Q1-16
Q3-16
Q1-17Q3-17Q1-18Q3-18
Q1-19
Q3-19Q1-20Q3-20Q1-21
Q3-21
Q1-22
0 10
20 30
40 50
60 70
-10
-20
-30
-40
Home Sales Growth
Year-over-Year, Inland Empire
Packet Pg. 40
UCR Center for Economic Forecasting & Development
Housing Supply
Source: CAR
Aug-18
Dec-18
Apr-19
Aug-19Dec-19
Apr-20
Aug-20
Dec-20
Apr-21
Aug-21Dec-21
Apr-22
Aug-22
0 1
2 3
4 5
6 Months Supply of Housing
California Riverside San Bernardino
Aug-18
Dec-18
Apr-19
Aug-19Dec-19
Apr-20
Aug-20Dec-20
Apr-21
Aug-21
Dec-21
Apr-22
Aug-22
0 5
10 15
20 25
30 35
40 45
Median Time on Market (weeks)
California Riverside San Bernardino
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UCR Center for Economic Forecasting & Development
Permit Trends, SB vs CA
Source: CIRB
2011
201220132014
2015
2016
2017
2018201920202021
0 50
100
150
200
250
300
350
400
450
Indexed Single-family Permit Growth
San Bernardino County California
2011
2012
2013
20142015
2016
2017
2018
201920202021
0 100
200
300
400
500
600
700
Indexed Multifamily Permit Growth
San Bernardino County California
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UCR Center for Economic Forecasting & Development
Warehouse/Distribution
Source: REIS
$
Q4-09Q3-10
Q2-11
Q1-12Q4-12
Q3-13Q2-14
Q1-15Q4-15Q3-16
Q2-17Q1-18Q4-18Q3-19
Q2-20Q1-21Q4-21
3 4
4 5
5 6
6 7
7 8
8 Cost of Rent
California Inland Empire United States
%
Q4-09
Q3-10
Q2-11
Q1-12
Q4-12
Q3-13
Q2-14
Q1-15Q4-15
Q3-16Q2-17
Q1-18Q4-18
Q3-19
Q2-20
Q1-21
Q4-21
0 2
4 6
8 10
12 14
16 18
Vacancy Rates
California Inland Empire United States
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Source: Department of Finance UCR Center for Economic Forecasting & Development 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 95 97
99 101
103
105
107
109
111
113
Population Change, 2010-2022
California Los Angeles County
Orange County Riverside County
San Bernardino County
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Source: Census Bureau UCR Center for Economic Forecasting & Development Under
$30,000
$30,000 to
$49,999
$50,000 to
$99,999
$100,000 to
$149,999
Over
$150,000
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
-2,000
-4,000
Net Migration for San Bernardino
County by Income, 2012-2020
Less Than
High School
High School
Graduate
Some College Bachelors
Degree
Grad./Prof.

Degree
0 5,000
10,000
15,000
20,000
25,000
-5,000
Net Migration to San Bernardino
County by Education, 2012-2020
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Thank You
[email protected] | ucreconomicforecast.org
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DISCUSSION
City of San Bernardino
Request for Council Action
Date: December 7, 2022
To: Honorable Mayor and City Council Members
From: Robert D. Field, City Manager;
Barbara Whitehorn, Agency Director of Administrative Services Department: Finance
Subject: Fiscal Year 2022/23 1st Quarter Report (All Wards) Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Accept the Fiscal Year 2022/23 1st Quarter Report;

2. Authorize the Agency Director of Administrative Services to Amend the Fiscal Year (FY) 2022/23 Budget as outlined in the FY 2022/23 1st Quarter Report;

3. Adopt Resolution No. 2022-268 of the Mayor and City Council of the City of San Bernardino, California, approving the 1st Quarter General Fund Budget Amendments totaling $2,088,110; allocating $1,000,000 of Measure S funds for further development of the Investment Playbook; and allocating $20,150,000 of American Rescue Plan Act Funds for the Housing Initiative and Navigation Center; and Temporary Housing Funds for American Sports University Tenants.

4. Approve the following:
a. Deputy Director of Operations (U) job classification; b. Salary range increases to the following positions: Equipment Mechanic I (Flex), Equipment Mechanic II, Programming/Traffic Assistant, IT Analyst I (Flex), Senior IT Technician, Community Service Officer, Forensics Specialists II, Lead Forensics Specialist, and Forensics Supervisor; c. Amendment of the city-wide salary schedule for full-time, part-time, temporary, and seasonal positions.

Background
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This Staff Report is divided into three main sections:
1) Financial Performance, which will discuss the financial performance of the City in FY2021/22 and through Quarter 1 of FY 2022/23;
2) Meeting the Needs of the Community, Customers and Departments, in which individual department goals and needs are discussed and addressed; and

3) Strategic Initiatives, in which key City initiatives including the Investment Playbook and the Homeless Navigation Center are discussed.

Because these areas and initiatives require discussion at the City Council level, and decisions regarding funding they have been brought forward as a single staff report.

The City continues to make great strides in the last few months in providing services for the community while remaining fiscally prudent. The City of San Bernardino officially exited bankruptcy on September 8th, 2022 when U.S. Bankruptcy Judge Scott C. Clarkson issued an order discharging the City of San Bernardino’s bankruptcy case, bringing an end to a process that began over ten years ago. The City has been actively allocating resources to make San Bernardino’s progress obvious: repaving streets, trimming trees, renovating parks and senior centers, redeveloping underutilized parcels, cleaning graffiti and sidewalks, adding large murals and painting utility boxes with bright colors and neighborhood themes, and hosting events to boost engagement and pride in the community.

The City also marked local history with the official launch of first-ever scheduled passenger flights out of San Bernardino International Airport and the Parks, Recreation and Community Services Department put on the first annual San Bernardino Festival on October 9 at Seccombe Lake Park.

Discussion
Financial Performance
The City of San Bernardino is in a period of growth and opportunity. Strong revenue performance and operational savings in departments during FY 2021/22 led to an increase in total fund balance (spendable and non-spendable) of almost $7.5 million leaving total fund balance at $104.3 million, with fully funded reserves of $32.7 million and over $22.3 million in unassigned fund balance. Year-end entries for FY 2021/22 are still occurring and being finalized within the Accounting Division; therefore, these numbers are preliminary, unaudited estimates and may change with audit adjustments before the Annual Comprehensive Financial Report (ACFR) is issued for Fiscal Year 2021/22.

The City entered into a biennial budget for Fiscal Years 2022/23 and 2023/24 with a budget including anticipated increases in sales tax collections and modest increases in other revenue streams. The City is primarily a sales-tax dependent city, with Sales and Use Tax, and the Measure S Transaction and Use Tax representing nearly 50% of all FY 2022/23 Packet Pg. 48
General Fund revenue in the adopted budget. Sales tax receipts are reported and remitted to the State on a monthly basis and the City receives its remittance two months after the taxes are collected. Final sales tax receipts for FY 2021/22 exceeded expectations.

Specifically, Measure S was expected to bring in approximately $42 million for the fiscal year. Measure S receipts totaled $49,424,028 in Fiscal Year 2021/22; 18% higher than expected. The higher than anticipated revenue was accompanied by additional costs, including the sales tax revenue sharing agreements, which increase with increased sales tax receipts. The City also added forty-four (44) positions, increased investment in capital projects, and dedicated more funding to maintenance contracts. Thus, while revenues were markedly higher than expectations, expenditures were deliberately increased to take advantage of the additional funds so that the City can begin to address its significant service needs and deferred maintenance.

Overall, unaudited General Fund revenues came in at approximately $155.5 million and expenditures at $148 million, for an approximate $7.5 million increase in fund balance, as stated above. Again, it should be noted that the City’s financial audit is not complete, and these numbers remain subject to change.

As discussed above, sales tax receipts are received two months in arrears, therefore, first quarter financial results, July through September 2022, show only one month of sales tax receipts. To date, the receipts for Fiscal Year 2022/23 are relatively on budget. Revenue results are detailed below with notes.

Sales and Use Taxes and Measure S Transaction and Use Tax (a) represent only one month of collections. Measure S receipts are almost exactly on budget with July receipts equaling 8.6% of the expected revenue for the year. Sales and Use Taxes came in just slightly higher at 9.1% of total revenue for the year. Other taxes, which include Transient Account Classification
Adopted
Budget
Amended
Budget
Year-to-Date
Sept. 30, 2022 Notes
Sales and Use Tax $ 50,000,000 $ 50,000,000 $ 4,531,123 a Measure S Sales Tax $ 46,000,000 $ 46,000,000 $ 3,949,777 a Property Taxes $ 22,500,000 $ 22,500,000 $ - b
Utility Users Tax $ 21,430,500 $ 21,430,500 $ 4,196,946 c Licenses & permits $ 12,430,000 $ 12,430,000 $ 3,659,135 d Franchise Tax $ 11,781,000 $ 11,781,000 $ 439,960 c
Other Taxes $ 11,656,000 $ 11,656,000 $ 1,507,316 a
Charges for services $ 8,232,400 $ 8,232,400 $ 2,209,195 d Intergovernmental $ 2,367,000 $ 2,367,000 $ 315,105 e
Fines and forfeitures $ 1,365,500 $ 1,365,500 $ 225,623 f Miscellaneous $ 1,181,556 $ 1,181,556 $ 94,181 e
Use of Money and Property $ 529,000 $ 529,000 $ 168,202 e Investment income $ 525,000 $ 525,000 $ 218,065 g
Total Revenues $ 189,997,956 $ 189,997,956 $ 21,514,629 City of San Bernardino FY 2022/23 Revenues
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Occupancy Tax (hotel and motel tax), Cannabis Tax, Tow Franchise and others are anticipated to meet budget over the course of the year. No Cannabis Tax revenue was received during the first quarter of Fiscal Year 2022/23; however, subsequently $605,692 has been collected.

The majority of the Franchise Taxes (b) are not remitted until later in the year, and Property Taxes in Lieu of Vehicle License Fees (VLF) are submitted to the City in two payments, one in January and one in June. Utility Users Tax (UUT) (c) is on track to meet budget projections though this revenue stream has been in decline over the past few years. This tax is dependent on utility usage and therefore weather conditions and consumer choices impact this revenue source.

Licenses and Permits (d) and Charges for Services are ahead of expected budget for Quarter 1 at 29.4% and 26.8% respectively. Miscellaneous Revenue (e) includes the transfer from the Water Department, which is received annually, and Intergovernmental (e) and Use of Money and Property revenues, which are not received on a regular schedule.

Fines and Forfeitures Revenue (f) is at about 16.5% of the expected budget with Library Fines exceeding the expected budget for the year. Parking citations are behind budget at

13.7% of budgeted revenues collected. Staff will continuously monitor this revenue to determine if the anticipated budget should be adjusted downward at mid-year. Investment Income (g) is at 41.5% of the expected budget due to the City’s higher fund balance, the American Rescue Plan funds, and higher interest rate environment.

With the limited financial information available at the end of the first quarter, it is difficult to estimate the future revenue performance; however, revenue performance currently remains stable. The City should be cautious due to the unknowns with the economy. Most importantly, as seen in the performance of the two largest sources of revenue for the City, Sales and Use Tax and Measure S, both came in slightly lower than expected for the first quarter but within expectations; however, in October (August sales), Measure S came in at $4 million and Sales and Use Tax at $4.7 million, both below budget, demonstrating some volatility. Staff will continue to monitor economic indicators and revenue trends to ensure that the City is able to plan for any major changes and pivot if necessary.

General Fund Expenditures
Departments are continuing to work to fill positions to maintain and improve service levels and implement new programs and initiatives city-wide. The 1st quarter report provides a snapshot of where department expenditures currently stand. General Fund expenditures are summarized by department below.

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It is important to note that in the table above the amended expenditure budgets includes carryovers of encumbered funds for contracts entered in FY 2021/22 and prior years.

Annually, the City must carryover open purchase orders and the related encumbrances to fulfill these contracts. These encumbrances are recorded as part of the fund balance at the end of the fiscal year and then added to the next year’s operating budget.

Also important to note is that the Police Department (a) appears to have spent nearly

44.6% of their annual budget because the City pays its CalPERS Unfunded Actuarial Liability (UAL) payment annually in July. For the Miscellaneous (non-safety) plan, this expense is spread throughout all the non-safety departments, and therefore does not have a major budget impact on any one department. However, the entire Safety Plan UAL payment is paid from the Police Department budget, which significantly skews the department’s first quarter results. The City makes the UAL payments in July rather than monthly to avoid paying interest and fees throughout the year to CalPERS. The payment for the Miscellaneous Plan for FY 2022/23 was $10,176,430 and the Safety Plan payment was $23,994,586. Paying upfront saved the City $1,364,300 for FY 2022/23.

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Departments that are on track with budget or are tracking just slightly over due to the UAL payment include (b) City Council, the Mayor’s Office, Finance, Library, Parks, Recreation & Community Services, and the City Manager’s Office. Community, Housing and Economic Development and the City Clerk’s Office are on track with expected budget expenditure levels. Departments that are below expected expenditure levels are (c) Human Resources, and Public Works, Operations and Maintenance due to salary savings.

Legal Services is also below 1st quarter expectations due to the billing schedule. Capital projects payments (d) do not go out until projects reach benchmarks or are completed; funds are encumbered as soon as contracts are signed. In general, the first quarter expenditures show some savings due to vacancies, personnel turnover rates, and difficulty recruiting. Staff continues to work on staffing levels and are actively working to find solutions to maintain service levels in the interim. Other than salaries and benefits related to vacancies, most expenditures are on track with budget.

Meeting the Needs of the Community, Customers, and Departments As San Bernardino is seeing more development, an uptick in permitting activity, the attraction of new businesses, and ramping up capital investments throughout the City, staffing continues to be a challenge. Departments are working diligently to respond to increasing developer interest in the City. The City continues to see record numbers of building permits, higher planning activities, and is working to bring on additional staff to address community concerns. Responding to the community, addressing customer needs, and delivering on Council initiatives while trying to recruit and fill the key positions in multiple areas creates bottlenecks and delays deliverables. Several operational improvements and initiatives are in various stages of planning and execution, while departments continue to recruit to fill critical positions for community initiatives.

Animal Services
During the first quarter of FY 2022/23 the Animal Shelter was responsible for impounding and caring for over 1,400 animals, facilitating adoption events that resulted in 638 adoptions, reunited 148 lost pets with their owners, and sent 448 pets to rescue partners.

The Animal Control Officers continue to work hard throughout the City and have responded to over 3,200 calls for service. After the separation from the Police Department to create its own department, the Police Department continued to provide all dispatch services for Animal Control Officers in the field. Due to staffing shortages in dispatch at the Police Department, Animal Services has now taken over dispatching duties for Animal Services.

Currently the department utilizes borrowed County equipment to dispatch incoming calls for service to the Animal Control Officers. There is a dire need to purchase equipment, as well as new radios, for staff in the field. The cost for each radio and required programming is approximately $6,000. An amendment of $100,000 is needed in FY 2022/23 to purchase dispatch consoles and nine new radios for the field.

Summary of Requests
One-Time: $100,000
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City Clerk
During the first quarter of FY 2022/23 the City Clerk’s department processed 370 California Public Records Act Requests and began a city-wide records management project by meeting with individual departments to assess needs and draft new retention schedules.

In FY 2021, the Clerk's Office reopened the Passport Acceptance Facility to provide muchneeded passport service to the community. These services are available on a part-time basis only and part-time staff was requested to assist with operations. After operating for over a year, and considering the demand for services, the Department believes it is necessary to have a full-time staff person to operate the passport office. There are sufficient savings within the department to reclassify the part-time position into a full-time Customer Service Representative position. This will result in an ongoing cost of $75,884 inclusive of benefits and taxes.

The Department is also requesting additional funding for staff professional development.

An amendment of $1,950 in FY 2022/23 will allow staff to obtain training through the City Clerk’s Association of California throughout the year and attend the City Clerks Association Annual Conference.

Summary of Requests
One-Time: $1,950
Ongoing, future years: $75,884
Community Housing & Economic Development (CED)
Code Enforcement Division. With the hiring of more Code Enforcement Officers. the Division requires more handheld radios, as well as additional funding for overtime to address the increased demand for after-hours call outs for emergency situations. The equipment costs are approximately $80,000 and the overtime funding needed is approximately $20,000. The equipment is a one-time cost (with a useful life of more than 10 years). The need for overtime will be assessed quarterly.

Planning Division. The Planning Division is currently experiencing an ever-increasing workload due to the influx of development applications, building permit and plan check review submittals, phone and public counter traffic, and several other large City-initiated efforts. There is a need to bring in short-term contract staff to assist with processing the backlog of building permit plan checks and administrative planning cases. Contract staff will also provide backup assistance at the front counter, field phone inquiries as needed, and perform planning research to allow existing staff to focus on other time-sensitive projects. The cost of adding short-term contractors is approximately $250,000 for the remainder of FY 2022/23, of which $95,000 is being requested. The remainder will be covered through internal salary savings within the department.

With the increasing workload, adding short-term contract staff will help bridge the gap; however, additional permanent staff is needed to keep up the momentum the planning team has built over the past eight months, and to jumpstart the vision for a long-term Packet Pg. 53
solution in Planning. The Planning Division is requesting one (1) Senior Planner and one (1) Assistant Planner to help Division keep up with the increasing developer interest in the City. When the Division is fully staffed and these positions are filled, it should eliminate the need for the short-term contracted services. These positions require an amendment of $125,455 for the remainder of FY 2022/23 and will have an ongoing fiscal impact of $257,195.

Multiple Divisions – Software. Community and Economic Development has also identified a critical need for enhanced software that will enable the Housing Division, Real Property and Economic Development to have a project management tool to perform the following:
manage the entitlement processes with developers, analyze visual data, track projects and properties long-term through the life of the covenants, manage leases, allocate financing from locations for cost association, etc. This will create a centralized database accessible to users which will enable management reports, centralize documents, and standardize procedures for the handling of City owned assets and leases going forward. The cost of this enhanced software is approximately $18,000 of which $9,000 will be funded through the General Fund and $9,000 will be covered through Community Development Block Grant (CDBG) funds. This is a one-time cost; however, there will be ongoing software maintenance costs associated with the software that the Department will include in future budgets.

Housing Division. The City has a critical need to develop a strategy to reduce homelessness. As a first step, the Housing Division must establish a Navigation Center to help unhoused residents and those at risk of homelessness. As previously discussed with City Council (and discussed in detail below under “Strategic Initiatives”), the City has the opportunity to transform a 2.48-acre former school campus into a community space that can provide a variety of onsite support services, recuperative care, counseling, job training and housing navigation. In order to fulfill this project, the Housing Division needs an architect to design the campus with buildings that are safe, functional, sustainable, and aesthetically pleasing. This one-time cost is approximately $50,000 and will be covered through CDBG funds.

Real Property Division. The Real Property Division moved to Community and Economic Development from Public Works at the beginning of FY 2022/23. With this shift, and with personnel requiring sufficient education and training to excel in the Division, a budget increase of $2,620 is needed to obtain International Rights of Way Association memberships and credentialing for staff’s professional development.

Economic Development Division. The Economic Development Division has actively been engaged with the business community to inform them of current opportunities within the City. The Division has also deployed the American Rescue Plan Act Grant program for small businesses and non-profits and continues to develop stronger methods for performing business outreach with the intention to further improve and expand connections with the local business community. To continue the momentum they have built, the Division needs the help of a professional firm to more effectively communicate Packet Pg. 54
city-wide projects, community events, milestones, and accolades through various media.

This is an ongoing cost of approximately $45,000. In addition, the Division is requesting one (1) Economic Development Specialist to manage the business attraction and retention program and support working with the Chamber of Commerce and the County Economic Development Office. The cost for the additional staff for the remainder of this fiscal year is $56,704, with an ongoing fiscal impact of $115,925 annually inclusive of taxes and benefits.

Summary of Requests
One-Time: $186,620 (General Fund)
One-Time: $59,000 (CDBG)
On-going, FY 2022/23: $247,159 (General Fund)
On-going, future years: $418,120 (General Fund)
Finance
Thanks to the hard work of the Accounting and Budget Divisions, the City received both the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award from GFOA again. The Treasury Division successfully implemented the updated Cash Handling Procedures in April 2022 and has trained Departments city-wide on proper cash-handling procedures. They have now fully trained all personnel that deal with cash including supervisors and Directors, and conduct ongoing training for new personnel. All staff that handle cash must complete the training annually. Cash handlers receive a certificate upon completion of the training, and the date of completion. Treasury staff tracks the training dates and will send reminders to cash handlers when they are due to complete their annual training.

The Purchasing Division recently hired a Disadvantaged Business Enterprise Specialist, who will be developing a program for outreach, training and education, and tracking minority owned, and other disadvantaged business enterprises for the City.

Grants Division. The Grants Division continues to establish itself within the City and partner with Departments to help manage existing grants and seek new funding opportunities.

During the first quarter, the Division began building a city-wide grant document repository and is currently in the data collection phase. A grant opportunity tracker and methods for pursuing them has been built with the help of the City’s grant consultant, Renne Public Policy Group (RPPG) and a Grants Administration Manual is nearing completion. Staff believes it would be beneficial to extend the grants consulting contract with RPPG past the original term date of December 2022 and request an amendment of $46,000 to the Division’s budget. This amount is to allow for the contract extension and to appropriately reflect the full contract amount for RPPG within the Grants Division.

Summary of Requests
One-Time: $46,000
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Information Technology (IT)
IT is a critical department within the City as it ensures that the City stays current in technology advances, connected, and keeps things running in the background of day-today operations. During the first quarter, the Department did a city-wide application of DocuSign to improve internal efficiencies, facilitated the implementation and use of PrimeGov software city-wide in conjunction with the City Clerk’s team, and assisted the Police Department in the transition from 1 GB to 10 GB internet speed capacity, which required them to replace the two core firewalls with more capacity and newer hardware.

IT has been working to improve the City’s security and upgrade servers and software, as well as conducting training for City employees. The trainings have been in the form of “phishing” emails with links that if clicked on, send the recipient to a training about cyber security and how to identify phishing attempts. This training campaign is part of a free program sponsored by the Department of Homeland Security, which is also doing a full security assessment for the City.

Client Services Division. Staff recommends that all Windows Operating Systems be replaced with the current version of Windows 11 including hardware. To replace the older versions with Windows 11 an amendment of $250,000 is needed within the Department’s budget to capture all costs associated with this upgrade.

Public Safety Division. The Public Safety Division within IT is responsible for maintaining the crime analytics tool, CrimeView. This mapping tool displays specific crime data on a map and is used by the Police Department Crime Analysis staff and the Command staff.

The current CrimeView System is nearing end-of-life and will no longer be supported by the vendor. Staff recommends purchasing the cloud-based version of CrimeView to replace the current version because the software is a crucial tool for the Police Department and assists in transparency for the public. The one-time cost for this upgrade is approximately $30,000. There will be ongoing software maintenance costs; however, while the amount may vary somewhat from the existing budgeted cost, software maintenance is already included in the Department’s budget and will be adjusted as necessary.

Summary of Requests
One-Time: $280,000
Library
During the first quarter, the Library continued to offer exceptional resources to the community and saw an increase in foot traffic within all libraries. In the 1st quarter, the Library had 1,132 participants in the Summer Reading Program, set a new record of nearly 1,300 Overdrive eBook and eAudiobook checkouts in September, and had an estimated total of 26,657 patrons who visited the City’s libraries. Unfortunately, the Department only has ten of the fifteen total authorized positions filled that provide direct public services.

Seven are spread among the three public service counters at Feldheym Library leaving only one for each of the three branch libraries. Due to staff turnover, the Department often Packet Pg. 56
operates with less staff than what is necessary to provide high-level customer service to the community. Staff recommends adding an additional full-time Library Technician I to help bridge this gap. The additional position would cost $35,000 for the remainder of FY 2022/23 with an ongoing fiscal impact of approximately $61,525, inclusive of benefits and taxes.

Summary of Requests
Ongoing, FY 2022/23: $35,000
On-going, future years: $61,525
Parks, Recreation & Community Services
The Parks, Recreation & Community Services Department has been hosting events throughout the City to engage the community and increase youth sports registration numbers. They have also hosted several events for the senior community within the Senior Nutrition Program. The Department also took over the Military Banner Program and with the purchase of a special printer, the Department is able to take requests and create the banner in house so that the City is now able to honor more of our local heroes than ever before. The Department is requesting additional funding for banner materials, ink, thread, and other miscellaneous supplies to keep up with the demand for the banner requests.

The cost of these additional supplies is approximately $7,000, which is anticipated to be an ongoing cost.

The Parks, Recreation and Community Services Department will be bringing additional requests at mid-year, including a Park Ranger program and other additions to staffing that will enhance service delivery and community engagement.

Summary of Requests
Ongoing, FY 2022/23: $7,000
Ongoing, future fiscal years: $10,000 (estimate)
Police Department (PD)
The Police Department has continued to seek grant opportunities within the first quarter and has already accepted and been awarded over $1,000,000 in grant and contract awards. The Department has also successfully hired ten (10) Police Officers, and seven (7) professional staff employees, as well as seven (7) Law Enforcement Trainees. While the Department continues to work on increasing staffing levels to allow for more uniformed officer presence in the community; improvements to assist professional staff with day-today productivity are needed. For instance, with the way Police evidence is stored, all evidence must be maintained until a case is adjudicated or released by the court.

Currently, the Department’s system is manual and extremely time-consuming to manage.

Obtaining an automated evidence inventory database for barcoding and cataloging all police evidence will allow the Police staff to improve and streamline daily evidence management duties, reduce repetitive and error-prone manual tasks, and increase the Packet Pg. 57
overall efficiency of the unit. The estimated cost for this software is $130,000. Ongoing software maintenance costs will be included in future budgets.

Staff also recommends the addition of eleven (11) professional support staff within the department, which will not only improve customer service, but will also allow sworn, uniformed officers who have been covering these roles to spend more time on more critical duties. The additional professional staff recommended are: (4) Community Service Officers, one (1) Accounting Technician I (Flex), three (3) Police Records Technicians I (Flex), one (1) Senior Office Assistant, one (1) Crime Analyst, and one (1) Police Dispatcher I (Flex). These additions in personnel will help alleviate the administrative tasks that sworn Police Officers are currently tasked with due to professional non-sworn staffing shortages within the department. Staff continues to work collaboratively with the Chief of Police to address the non-sworn staffing levels needed to support the nearly 16.5% increase in sworn personnel since FY 2019/20. The addition of these eleven personnel will cost approximately $394,496 for the remainder of the current fiscal year and will have an ongoing fiscal impact of approximately $901,549, inclusive of benefits and taxes.

The Police Department continues to have a shortage of non-sworn support positions that will be brought forward as funding is available and economic conditions appear favorable to add staff across the organization.

Summary of Requests
One-Time: $130,000
Ongoing, FY 2022/23: $394,496
Ongoing, future fiscal years: $901,549
Public Works (PW)
The Public Works Department has a visible and tangible effect on the community, and they continue to do great work to improve the City, filling potholes, rebuilding and repaving streets, doing concrete work, removing graffiti, cleaning sidewalks and much more. Within the first quarter, the Department has conducted emergency removals of 1,666 cubic yards of debris, responded and completed more than 180 storm-related requests for service, processed approximately 300 land development projects, and resolved more than 5,804 customer service requests ranging from potholes repair, tree trimming, illegal dumping, street markings, park repairs, weed abatement, graffiti abatement, and others. While the Department strives to continue to provide exceptional customer service to all customers within the City, the Department is also responsible for the support of all the Department’s operations.

Administration. With 126 full-time positions budgeted in FY 2022/23, Public Works is one of the City’s largest departments. There is currently one Deputy Director, the City Engineer; however, the Facilities and Fleet Division and the Operations and Maintenance Division, neither of which fall under the City Engineer, represent 72% of the Department’s overall workforce. This leaves a considerable burden of work on two mid-level managers Packet Pg. 58
and the Agency Director. To better balance the workload and enable the Department to achieve the City’s goals more effectively, staff recommends the addition of a Deputy Director of Operations.

Deputy Director of Operations (U)
The Deputy Director of Operations, under the direction of the Agency Director of Public Works, Operations and Maintenance, will provide oversight and leadership to the Facilities and Fleet Division, and Operations and Maintenance Division. This position will work closely with the Division Managers, providing strategic direction, communicating executive team and Council vision and goals, as well as providing administrative and technical support by planning, directing, supervising, and coordinating departmental functions and operational activities. This position is proposed at salary range 629, $10,786.71/month - $13,111.34/month. As a new position, assuming recruitment would begin immediately and a new employee would begin February 1, the cost in FY 2022/23 would be $89,046, and the ongoing cost would be approximately $208,806 inclusive of benefits and taxes.

Engineering Division. The Agency Director has identified challenges with internal processes and procedures, service efficiency, and staff turnover. The Department needs a high-level audit of the internal processes, procedures, and controls to assist the Department in becoming efficient in both service delivery and project management, especially as the City takes on more numerous and larger capital projects. The goal is to gain an understanding of the current internal workflow and the functions at each respective level, identify control issues, duplications, and develop workflows for service delivery and project management. The outcome will be a higher level of service delivery, increased efficiency, higher customer service delivery and accountability, and greater productivity.

Staff recommends bringing an expert consultant to conduct this audit and the services are estimated to cost approximately $250,000.

Miracle on Court Street. Last year for the holidays, the City of San Bernardino held a tree lighting ceremony at Court Street Square. The City wants to continue the tradition during this holiday season to offer community members the opportunity to gather and celebrate the holidays safely. Staff is seeking an allocation of $14,000 for rental, installation, and pre-lighting of the holiday tree for FY 2022/23.

Operations and Maintenance Division. The Operations and Maintenance Division with Public Works is responsible for maintaining City streets, sidewalks, curbs and gutters, storm drains, street signs, traffic signals, streetlights, trees, Landscape Maintenance Districts (LMDs), medians and parkways in addition to administration of LMD service contracts and the Franchise Agreement with Burrtec Waste Industries. The Division is also providing services in conjunction with the Housing and Homeless Services Team to effect encampment cleanups, which takes a significant amount of time and staff to accomplish both effectively and with compassion. Staffing shortages do not allow the Department to conduct adequate preventative maintenance or fully address the challenges that arise from storms and other emergencies. Staff recommends the addition of four (4) full-time Maintenance Worker I (Flex), one (1) Lead Maintenance Worker, and one (1) Maintenance Packet Pg. 59
Supervisor that would be dedicated to encampment cleanup, allowing other staff to focus on regular maintenance and any emergencies that arise. The cost for these personnel additions will be approximately $306,839 for the remainder of the fiscal year, with an ongoing fiscal impact of approximately $538,079 inclusive of benefits and taxes.

Summary of Requests
One-Time: $264,000
Ongoing, FY 2022/23: $395,885
Ongoing, future years: $746,895
Summary of First Quarter Department Budget Amendment Requests (General Fund)
Equipment and Services
Item Requested Department
Cost
(FY 2022/23)
Handheld Transceiver Radios CED $ 80,000
Overtime for Code Enforcement CED 20,000
Planning Consulting Services CED 95,000
Property & Leasing Mgmt. Software CED 9,000
Intl. ROW Membership & Credentialing CED 2,620
Economic Development Marketing Firm CED 45,000
Dispatch Console & Field Radios Animal Services 100,000 Staff Training & Conferences City Clerk 1,950
RPPG Grant Contract Extension Finance 46,000
Windows 11 Upgrade City-wide IT 250,000
CrimeView System Upgrade IT 30,000
Military Banner Program Supplies Parks 7,000
Automated Evidence Inventory Database Police 130,000
Contracted Internal Process Auditors Public Works 250,000 Holiday Tree for Lighting Ceremony Public Works 14,000
Total for Equipment & Services $ 1,080,570
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Personnel
Position Requested Department Cost
Customer Services Representative City Clerk -0-
Senior Planner CED 70,998
Assistant Planner CED 54,457
Economic Development Specialist CED 56,704
Library Technician I Library 35,000
Community Service Officers (4) Police 162,159
Accounting Technician I (Flex) Police 32,437
Police Records Technician I (Flex) (3) Police 87,402
Senior Office Assistant Police 29,751
Crime Analyst Police 46,687
Police Dispatcher I (Flex) Police 36,060
Deputy Director of Operations Public Works 89,046
Maintenance Workers (4) Public Works 177,724
Lead Maintenance Worker Public Works 55,509
Maintenance Supervisor Public Works 73,606
Total for Personnel 1,007,540
Total FY 2022/23 Q1 General Fund Requested Amendments $ 2,088,110 Summary of First Quarter Department Budget Amendment Requests (CDBG)
Equipment and Services
Item Requested Department
Cost
(FY 2022/23)
Property & Leasing Mgmt. Software CED $ 9,000
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Architectural Services CED 50,000
Total for Equipment and Services 59,000
Total FY 2022/23 Q1 CDBG Requested Amendments $ 59,000
Promotion of Talent Retention and Competitive Rates
As the City continues its efforts to meet its goal of restoring organizational structure, improving service delivery, and stabilizing financial capacity, staff is recommending the addition of one job classification and five salary range increases to meeting the growing business needs of the City. Staff is proposing an increase of salary ranges in order to remain competitive with the current market landscape and to attract high-level qualified candidates. While these changes have a fiscal impact in the current fiscal year, it can be covered by existing vacancy savings in the departments in which the positions reside. The ongoing fiscal impact to the General Fund of all the adjustments for future fiscal years is approximately $298,000 inclusive of benefits and taxes and assuming no vacancies.

Equipment Mechanic I & II
These positions continue to be a major challenge for the City to recruit or retain the individuals within these positions. This year alone, there have been four failed recruitment cycles for both positions as the pay rate is not within competitive market range. These positions are key to ensuring that the Fleet Services Division is fully functional and provides the appropriate level of service city-wide. Staff is recommending increasing the Equipment Mechanic I (Flex) salary range from 420, $3,880/month - $4,716/month to 431, $4,099/month - $4,982/month. Staff is recommending increasing the Equipment Mechanic II salary range from 445, $4,396/month - $5,343/month to 450, $4,507/month - $5,478/month.

Programming/Traffic Assistant
This classification exists within the part-time salary schedule but has proven to be difficult to recruit due to the salary rate not being within competitive market range. If the City wants to continue recruiting talented individuals, or retain the current employees the City currently has, staff is recommending increasing this salary range of 355, $2,608/month - $3,170/month to 400, $3,264/month - $3,967/month.

Senior IT Technician
The classification and compensation study adopted by the Mayor and City Council on November 3, 2021 retitled the position of Senior IT Technician to IT Technician II. The change in name inadvertently downgraded the classification title appearing as a demotion in rank as did the salary range. Staff is recommending increasing the salary range for this classification from 460, $4,643/month - $5,643.85/month to 488, $5,339/month - $6,490/month. This will assist in retaining the talent we currently have within the Information Technology department.

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IT Analyst (Flex)
This classification’s salary range is not within competitive market range and an increase to this salary range will align the position with similar positions in the region and position the City to be more competitive in recruiting and retaining talent. Staff is recommending increasing the salary range from 490, $5,393/month - $6,555/month to 498, $5,612/month - $6,822/month.

Community Service Officer
This classification salary range is not within competitive market range and turnover is an ongoing challenge. An increase to this salary range will align the salary range for Community Service Officers to similar positions in Police Departments in the region, allowing the City to be more competitive in recruiting and retaining talent. Staff is recommending increasing the salary range from 410, $3,691.98/month - $4,487.20 to 427, $4,018.030/month - $4,889.40/month.

Forensics Specialist II
This classification salary range is not within competitive market range and an increase to this salary range will align the salary range for Forensic Specialist II to similar positions in Police Departments in the region, allowing the City to be more competitive in recruiting and retaining talent. Staff is recommending increasing the salary range from 460, $4,736.84/month - $5,758.03/month to 478, $4,736.84/month - $5,758.03/month.

Lead Forensics Specialist
This classification salary range is not within competitive market range and an increase to this salary range will align the salary range for Lead Forensic Specialist to similar positions in Police Departments in the region, allowing the City to be more competitive in recruiting and retaining talent. Staff is recommending increasing the salary range from 503, $5,864.91/month - $7,129.29/month to 516, $6,258.42/month - $7,606.65/month.

Forensics Supervisor
This classification salary range is not within competitive market range and an increase to this salary range will align the salary range for Forensic Supervisor to similar positions in Police Departments in the region, allowing the City to be more competitive in recruiting and retaining talent. Staff is recommending increasing the salary range from 525, $6,545.48/month - $7,956.07/month to 543, $7,160.46/month - $8,703.30/month.

Strategic Initiatives
Investment Playbook and Nerve Center. Over the last year, the City has been working with New Localism Associates on an Investment Playbook (Attachment 4) for the City, a tool designed to help the City prioritize transformational investments and match them to local, federal, state, private, and philanthropic funding opportunities. The recent influx of federal and state funds has created an opportunity for cities to make transformational investments that can secure long-term, sustainable, and equitable growth. Much of this funding will be delivered through a number of different programs (e.g., block grants, tax incentives, Packet Pg. 63
formula grants, competitive grants) from different agencies, all of which have different applications and reporting requirements.

The development of the Playbook has been led by City staff, Bruce Katz, and his team at New Localism Associates. Similar playbooks have been developed in Buffalo, New York and Erie, Pennsylvania. Local knowledge and expertise form the backbone of the San Bernardino Investment Playbook. Unlike traditional economic development approaches that rely on outside knowledge and one-size-fits-all replication of investments made elsewhere, investment playbooks begin and end with community input.

More than fifty in-depth individual and group interviews with community stakeholders surfaced invaluable information about the concerns and aspirations of San Bernardino residents and provided context and inspiration for the Playbook as a whole. These conversations identified six priority areas—Capacity, Infrastructure, Housing, Innovation, Entrepreneurship, and Community—as well as the individual projects within each category. Specific projects were developed in close collaboration with key community partners, including El Sol Neighborhood Educational Center, Just San Bernardino and its member organizations, and Uplift San Bernardino.

The time, wisdom, and creativity that these community partners and other local organizations and individuals have contributed over the past eight months resulted in an Investment Playbook that is authentic to the needs and ambitions of the San Bernardino community. After a final round of feedback staff intends to return to the Mayor and City Council in early 2023 for formal adoption of the Investment Playbook.

A key part of Playbook implementation is establishing the Nerve Center. Nerve Center staff will work to secure funding for Investment Playbook projects, work with stakeholders and staff to ensure that all activities are well coordinated and aligned with the City’s identified priorities. As project specifics and costs are identified in the Investment Playbook, the Nerve Center will present the Playbook to potential funders, including state and federal policymakers, philanthropies, and corporations. While the Nerve Center does not replace the entities completing the work, it is a critical component ensuring consistent communication, driving collaboration, and reducing duplicative efforts. Costs associated with the Nerve Center are estimated to be approximately $300,000 for the next three years for additional consulting from the Aspen Institute and New Localism Associates (authors of the Investment Playbook) and an estimated $700,000 to start-up the Nerve Center and for operations. The Nerve Center is intended to be self-sustaining; however, some ongoing funding may be necessary. To fund both the one-time costs in the current fiscal year and the ongoing needs, staff recommends committing Measure S funds which will be used for on-going costs only if necessary and will be funding a project that is providing transformative growth that is sustainable, and inclusive.

Should Council approve of the appropriation of these funds, the next steps will be the identification of a fiscal agent for the funds dedicated to the Investment Playbook and the Packet Pg. 64
identification of partners to lead the Nerve Center through the proper contracting procedures.

It is important to note that the Playbook is meant to be a living document that will continually be refined based on feedback from the Mayor and City Council, the public, staff and key stakeholders. A website has been developed so that members of the community can view the Playbook in an easy to follow and interactive format:
www.sbinvestmentplaybook.com (Attachment 4)
Summary of Requests
Ongoing, FY 2022/23: $1,000,000 (Measure S)
Ongoing, future years: up to $1,000,000 (Measure S)
Summary of First Quarter Budget Amendment Requests
(Measure S)
Services
Item Requested Department
Cost
(FY 2022/23)
Investment Playbook/Aspen Institute CED/Citywide $ 300,000 Nerve Center CED/Citywide 700,000
Total Services 1,000,000
Total FY 2022/23 Q1 Measure S Requested Amendments $ 1,000,000 Housing Initiative and Navigation Center. On February 24, 2022, homeless individuals and families in the City of San Bernardino were surveyed for the annual Point in Time Count (Attachment 6), which is a requirement of Housing and Urban Development (HUD). The 2022 Pont in Time Count revealed that the City continues to have the highest concentration of homeless individuals in the County with a reported 1350 homeless men, women, and children of which, 992 were unsheltered.

According to the 2022 Point in Time Count Survey (Attachment 6), 40% of the County’s homeless population reside in the City (County’s homeless population 3,333, City’s homeless population 1,350). The rate of homelessness has created significant environmental impacts on communities, parks, libraries, and other public spaces.

Managing homelessness has also placed a strain on City resources and manpower.

Although there are local organizations within the City that specialize in homeless related Packet Pg. 65
services, all are either at or near full capacity making it very difficult to transition people off the streets.

In 2018, the 9th U.S. Circuit Court of Appeals ruled in the case of Martin vs. City of Boise, that cities could not prohibit homeless people from camping in public places unless they had adequate shelter available. While the word "adequate" is not clearly defined, it does refer to low barrier, emergency shelter with a connection to support services. This ruling hinders any city’s ability to enforce anti-camping ordinances and certain public nuisance laws if adequate shelter is not available. Cities are faced with a choice of engaging in expensive and, most likely, unsuccessful litigation or providing shelter if they wish to address homelessness and its effects. While there is no binding precedent on how many shelter beds must be established to allow for the enforcement of no camping rules, there is available guidance. For example, Judge David Carter who sits in the Southern Division of the Central District of California, through a settlement agreement, allowed certain Orange County cities to resume anti-camping ordinances if they can provide shelter beds for at least 60% of their unsheltered homeless population. Under this metric, the City would needs to provide a total of 595 shelter beds (60% of the 992 point in time count number), before it can resume enforcement of anti-camping ordinances and minimize the risk of a federal lawsuit. The City currently has 170 shelter beds, which means an additional 425 shelter beds are still needed.

While the City will continue to invest in affordable housing projects to assist people with various income levels, the City needs to establish a multi-pronged approach to reduce homelessness and assist those who are at risk of becoming homeless. A Homeless Initiative Plan (Attachment 5) has been drafted to provide the City with a framework to best focus efforts and resources. The City is also requesting $20 million in ARPA funding for operational expenses and capital developments in the following areas:
 Two Project Homekey Round (3) Projects (potential increase of 232 shelter beds)  Navigation Center/Emergency Shelter (potential increase of 200 shelter beds)  Street Outreach; and
 Mobile Shower and Laundry Service Expansion
Potential Shelter Bed Expansion Total= 432
Project Homekey Round 3 Partnerships
Administered by the California Department of Housing and Community Development (HCD), $750 million in grant funding will be made available to cities, counties, housing authorities or federally recognized tribal governments within California to purchase and rehabilitate housing, including, motels, vacant apartment buildings, and other buildings and to convert them into interim or permanent, long-term housing.

Homekey Project #1
The City is partnering with Lutheran Social Services of Southern California (LSSSC) on a State of California Homekey Project to develop a 172 bed, non-congregate interim housing Packet Pg. 66
and 20 permanent supportive housing units for men and men with children. The project will be called the San Bernardino Community Wellness Campus (Attachment 7) and it will be constructed using prefabricated modular units approved by HCD. The need for a campus of this nature is significant as homeless men in the City outnumber homeless women by two to one. The current Central City Lutheran Mission will be transformed into a supportive campus that will provide an onsite medical clinic and comprehensive, onsite social services to address educational, social, physical, and mental health needs that will be available to campus residents and the larger community. The campus will also provide workforce development training and it will house a retail market to sell affordable precooked foods and fresh grocery items. The market will be staffed by paid employees and graduates of the workforce development program. The Community Wellness Campus will assist some of the City’s most vulnerable residents with housing, jobs and health services while generating revenue for the City with its retail market.

Shelter expansion in the City is necessary and LSSSC intends to use its own land for development (Attachment 7). LSSSC cannot apply for Homekey funding unless the City is the lead applicant and both partnership and financial support will be required to ensure the project’s success. LSSSC intends to request $30 million in Homekey dollars for development and operational expenses.

Homekey Project #2
The City is also partnering with San Bernardino Valley College (SBVC) to develop student housing that will consist of approximately 60 non-congregate living units for students experiencing homelessness. Students selected for housing will include individuals who aged out of the foster care system as well as individuals who suffer from a physical and/or mental disability. Currently, SBVC does not offer any student housing, and this project will create a safe, supportive environment that will be conducive to academic learning and personal success. The City intends to grant land to SBVC (Attachment 8) for this project and provide funding to offset predevelopment expenses. SBVC is in the process of conducting a “Test Fit” to create a layout and site plan. SBVC intends to request $14 million in Homekey dollars for development and operational expenses.

The Homekey Notice of Funding Availability (NOFA) is expected to be released in Spring 2023 and awards are typically made to “shovel ready” projects on a first come, first served, rolling basis. Although Homekey funds will cover the bulk of expenses related to project development and approximately three (3) years of operating subsidies, cost associated with pre-development expenses (i.e., site plan, surveys, site work etc.) are needed.

Without financial assistance from the City for predevelopment, the projects will not be able to move forward in a timely manner. The City is seeking to provide $5,000,000 in predevelopment cost to LSSSC and $900,000 to SBVC. The amount provided to LSSSC is considerably larger than SBVC due to the projects size and scope of work and the fact that the City is granting land to SBVC.

Navigation Center
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Operating as a centralized HUB, a Navigation Center is a multi-service complex designed to provide low barrier, interim housing, and core services to homeless individuals in one location. A Navigation center will help to address the root causes of homelessness while connecting people to resources, medical respite, mental health, substance disorder counseling, individualized case management, job training and placement, and expanded access to permanent housing. It will also assist individuals at risk of becoming homeless as local agencies will be onsite to provide rental assistance and utility assistance to eligible households.

The Navigation Center will operate using a client-centered approach, meaning each client will receive services based on his or her individual need. The Navigation Center will also have a “day center” type quality, which will allow unhoused persons the ability to rest, recover, and connect to services, thereby reducing foot traffic in the community. Law enforcement will have access the center 24 hours a day, 7 days a week to connect unhoused individuals to shelter and community resources. This all-inclusive model will deliver and innovative and specialized approach to addressing a large percentage of the City’s homeless residents.

The City envisions a non-congregate, “campus style” Navigation Center that provides 200 living units that will be developed in phases. The first phase will include interim housing and core services as previously described and accommodate approximately 100 individuals and families. The second phase will include a recuperative care facility and an additional 100 units mixed between interim and transitional housing. The City has identified an ideal site location, which is the former “School of Hope”.

The School of Hope sits on 2.48 acres with neighbors absent in the front, rear, and right side of the property. The back end of the property has 1.5 acres of flat, undeveloped land that is ideal for Phase I construction using prefabricated modular units. Each living unit averages between 64-80 square feet and includes a bed, a desk and chair, windows, a door that locks, lighting, heating, air conditioning, and electrical outlets. The campus will have a family wing with larger living units so that families are not separated.

Construction Scenario
To streamline development and operation, the City is exploring a Sole Source option to secure the most qualified developer and operator. ARPA funds would be used to secure the developer, architect, general contractor, building materials, site plan, site work, environmentals, surveys, and lead operator (for the first year of operation). Other funding sources such as Planned Local Housing Allocation (PLHA), Community Development Block Grant (CDBG) and Homeless Housing Assistance and Prevention (HHAP) funds could also be used to cover the lead operators’ expenses in proceeding years. At this time, it is unclear as to how much of the existing School of Hope building can remain and be incorporated into the Navigation Center. Some unknown factors that could alter the design and cost of the Navigation Center (Phase I) include renovations to the existing building (front of the property) if feasible, or building abatement should the property be Packet Pg. 68
cited for a tear-down and new construction. A general contractor will help to determine the best option for the City.

The following figures are estimates based on projects similar in scope. Prices can fluctuate due to inflation, material shortages, and overall design.

Estimated Budge for Navigation Center Phase I – 100 Interim Housing Units, Communal Space, Offices and Onsite Supportive Service Buildings Item Estimated Price Range
Developer $400,000-700,000
Lead Operator $1,500,000-1,700,000 (1st yr.)
Modular Living Units (100)
$5,000,000-5,500,000 (includes
installation, permits, site work,
transport and set down)
Modular Office Spaces, Support Service
Bldg., Restrooms, Dining/Kitchen Area
$1,220,000-1,300,000 (includes
installation, permits, site work,
transport and set down)
Off-Site Work $300,000-400,000
Site Improvements $700,000-1,000,000
Building Abatement/Structure TearDown and Removal $900,000-1,000,000 Contingencies $330,000-350,000
TOTAL $10,350,000-12,450,000
Although the City is seeking ARPA funding to develop Phase I of the project, the City intends to pursue other funding sources to develop Phase II so that the Navigation Center will have a total of 200 interim and transitional housing units. Other potential funding sources include:
 Permanent Local Housing Allocation (PLHA)
 Emergency Solutions Grant (ESG)
 Community Development Block Grant (CDBG), and
 Project Homekey
 HOME American Rescue Plan Program (HOME ARP)
To ensure sustainability, the City will also continue to seek support and funding from community partners and government agencies to assist with operational expenses such as the County of San Bernardino, SAC Health System, Dignity Health, IEHP, Molina Health Care and San Manuel Band of Mission Indians. Local hospitals and HMOs are interested in supporting the Navigation Center, because of the potential to establish a recuperative care facility to assist homeless individuals discharged from hospitals with chronic and acute health conditions. Currently, there are no recuperative are facilities in the City and homeless individuals are high utilizers of hospitals and medical emergency rooms.

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Homeless Outreach
The City lacks a dedicated Homeless Outreach Team to provide comprehensive services.

Because the City is over 60 square miles, it is recommended that the City contract with a third party that has the capacity, tools, and experience to assist unhoused residents.

Contracted Homeless Outreach Teams have proven to be very successful in other cities like Riverside, Fontana, and Santa Ana. Implementing consistent homeless outreach efforts leads to a more strategic use of resources, broader coverage, and improved identification of all people experiencing unsheltered homelessness. Each Ward in the City of San Bernardino will be a part of a comprehensive outreach plan that includes a citywide emergency crisis team, made up of Homeless Outreach Workers and various agencies that can immediately assist with multiple family/individual crisis as they arise.

The City’s Homeless Outreach Team will work with the County’s Coordinated Entry System (CES) to prioritize individuals for emergency shelter, housing options, motel vouchers, mental health, and other essential services. Because emergency shelter is not always readily available, homeless outreach workers can provide motel vouchers when available. A Housing Navigator is also an essential component of Homeless Outreach because the Housing Navigator cultivates housing opportunities for clients by engaging property managers, room and board operators, and other facilities such as nursing homes, sober living homes, faith-based programs, transitional housing, and permanent supportive housing agencies. Anticipated cost for street outreach is $1.5 million annually. The City can explore a combination of other funding sources such as CDBG, HHAP and Emergency Solutions Grant (ESG) funding to help cover future expenses.

Expansion of Mobile Shower & Laundry for the Unhoused
Mobile showers help to destigmatize homelessness, address public health and safety concerns, and give unhoused individuals a sense of hope and renewed self-esteem.

Community Action Partnership (CAP) is the main contributor of mobile shower services in the City and oversees several mobile shower operations. The chart below list organizations that actively participate in Community Action Partnership’s Mobile Shower Program.

Organization Days & Hours of Operation Location
Operation New Hope Mondays 9am-2pm 323 W 7th St SB
Spirit of Love Wednesdays 9am-2pm 2898 N E St SB
Sierra High School 2nd & 4th Wednesday
9am-2 pm
555 E Olive St SB
El-Bien Pastor Church Fridays (Bi-Weekly) 9am2pm829 N Mt Vernon Ave SB CAP is willing to expand mobile shower services in the City by operating a 28-foot-long mobile shower trailer equipped with three (3) full-service restrooms (shower, sink and Packet Pg. 70
toilet) and an ADA compliant restroom. The trailer also has an adjacent laundry area that contains two (2) washers and two (2) dryers allowing unhoused residents the ability to wash their clothing. The trailer comes equipped with an onboard water tank that can easily be re-filled by a faucet or garden hose connection. A vacuum truck is needed to empty the trailer, but staff (not volunteers) will be trained on this process. The mobile shower trailer can operate with two (2) part-time staff members each working 4-hour shifts.

Shower times will typically be limited to 15 minutes. Depending on the number of showers in a 4-hour period, the unit will use 50-100 gallons of water. This estimate does not include running the laundry utilities, which could add 10-30 additional gallons. CAP estimates that the total cost to operate the mobile shower trailer with two (2) part-time staff members traveling to different areas of need throughout the City, five days a week will average $150,000 annually. The City can explore other funding sources such as CDBG, HHAP and ESG to extend mobile shower services beyond one year if agreed by both parties. If Council approves of this funding, the City will conduct an RFP to ensure it is receiving the best value and overall service in contracting for mobile shower services.

Temporary Housing Funds for American Sports University Tenants Providing housing or some form of rental relief for the tenants previously housed in the unlivable conditions in the former American Sports University (ASU) dormitories is an important goal as the City works to board up the property and ensure that no further individuals or families will be living in the conditions found at that property. While the City continues to work with community partners to house the tenants as they are removed from the property, staff recommends that the equivalent of two (2) months of rent be provided to each tenant to enable them to have some ability to find housing beyond the initial two weeks of emergency housing provided.

The estimated cost of providing two months of housing to the remaining approximately 75 tenants is $150,000, which is eligible for ARPA funding.

Summary of First Quarter Budget Amendment Requests
(ARPA)
Projects and Services
Item Requested Department
Cost
(FY 2022/23)
Proj. Homekey Rnd. 3., Proj. 1: Lutheran S.S. CED $ 5,000,000 Proj. Homekey Rnd. 3., Proj. 2: SBVC CED 900,000
Homeless Outreach – first year operating cost CED 1,500,000 Packet Pg. 71
Mobile Shower & Laundry – first year operating cost CED 150,000 Navigation Center CED 12,450,000
Temporary Housing Funds for ASU Tenants CED 150,000
Total for Projects and Services 20,150,000
Total FY 2022/23 Q1 ARPA Requested Amendments $ 20,150,000 Overall, staff is recommending significant investments in the community to improve quality of life; investments in economic development to further the sustainable and equitable growth of the City; and investments in staffing, process audits, software and other internal improvements that will improve customer service, efficiency, effective service delivery and transparency.

There are twenty-three positions recommended to be added with this report:
 Eleven (11) non-sworn professional positions to the Police Department. As discussed above, these positions will free sworn officers from covering these duties and put more patrol officers on the street.
 Seven (7) positions will be added to Public Works, the Deputy Director of Operations, and a new maintenance team working with the Housing Division on encampment and other clean-up throughout the City.
 One (1) Library Technician to aid with ongoing issues in the libraries with staffing shortages.
 Three (3) positions in Community, Housing and Economic Development to address the development and planning workload.
 One (1) position in the City Clerk’s Office to expand the Passport Office hours.

Staff believes that the investments outlined in this report align with Council goals and will move the City forward sustainably and with staffing that will enable the greatest impact for the smallest amount of ongoing financial commitment.
2021-2025 Strategic Targets and Goals
The requested changes and additions align with Key Targets No. 1c: Financial Stability - Create a framework for spending decisions, and 2b: Focused, Aligned Leadership, and Unified Community - Build a culture that attracts, retains, and motivates the highest quality talent.

The development and funding of a City of San Bernardino Investment Playbook aligns with Key Target No. 4: Economic Growth & Development.

The designation of ARPA funds to address homelessness in the City will help to improve the lives of homeless residents and alleviate the negative impact homelessness has on the community, which aligns with Key Strategic Target and Goals No. 3, Improved Quality Packet Pg. 72
of Life and Key Strategic Targets and Goals No. 2, Focused Aligned Leadership and Unified Community.

Fiscal Impact
There are four separate funding sources recommended in this report, General Fund, CDBG, Measure S and ARPA.

General Fund:

One-Time, equipment and services: $ 1,080,570
Ongoing, personnel: $ 1,007,540
TOTAL, General Fund, FY 2022/23: $2,088,110
Community Development Block Grant (CDBG):

One-Time, equipment and services: $ 59,000
TOTAL, CDBG, FY 2022/23: $59,000
Measure S Fund:

Ongoing, operations and services: $1,000,000
TOTAL, Measure S, FY 2022/23: $1,000,000
ARPA:

One-Time, projects and services: $20,150,000
TOTAL, ARPA, FY 2022/23: $20,150,000
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Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Accept the Fiscal Year 2022/23 1st Quarter Report;

2. Authorize the Agency Director of Administrative Services to Amend the Fiscal Year (FY) 2022/23 Budget as outlined in the FY 2022/23 1st Quarter Report;

Attachments
Attachment 1 Resolution 2022-268 authorizing an amendment to the FY 2022/23 Operating Budget in the amount of
$2,163,994; allocating $1,000,000 in Measure S funds;
and $20,000,000 from ARPA funds
Attachment 2 PowerPoint Presentation – FY 2022-23 Quarter 1 Report Presentation
Attachment 3 Exhibit A – City-wide Salary Schedule
Attachment 4 Investment Playbook
Attachment 5 Homeless Initiative Plan
Attachment 6 2022 Point in Time Count Survey
Attachment 7 LSSSC Full Project Proposal
Attachment 8 SBVC Homekey Location
Ward:

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All
Synopsis of Previous Council Actions:

June 1, 2022 Mayor and City Council Adopted the Annual Operating Budgets for Fiscal Year 2022/23 and Fiscal Year 2023/24 and the CIP 2023-27.

August 18, 2021 Mayor and City Council received and filed a report of the City’s participation in the Aspen Institute’s City Learning and Action Lab.

November 16, 2022 Mayor and City Council received an update on the City’s participation in the Aspen Institute’s City Learning and Action Lab and the development of the City of San Bernardino
Investment Playbook.

August 4, 2021 Mayor and City Council received a report and discussed the allocation of ARPA funds.

October 20, 2021 Mayor and City Council authorized the use of $8,160,000 in ARPA funds for the Violence Intervention Program, Graffiti Abatement, Clean-Up and Paintbrush Program, and lead
service connector abatement program (in partnership with the Water Department).

February 2, 2022 Mayor and City Council authorized the use of $24,050,000 in ARPA funds for Seccombe Lake, Nicholson, and Lytle Creek Park renovations, the Roosevelt Bowl renovation and the small business and non-profit grant program
Packet Pg. 75
Resolution No. 2022-268
Resolution No. 2022-268
December 7, 2022

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RESOLUTION NO. 2022-268

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA,

AUTHORIZING THE AGENCY DIRECTOR OF

ADMINISTRATIVE SERVICES TO AMEND THE FY
2022/23 GENERAL FUND OPERATING BUDGET IN THE
AMOUNT OF $2,088,110; ALLOCATE $1,000,000 FROM

THE MEASURE S FUND FOR FURTHERANCE OF THE
INVESTMENT PLAYBOOK GOALS; ALLOCATE
$20,150,000 FROM AMERICAN RESCUE PLAN ACT
FUNDS FOR THE HOUSING INITIATIVE; NAVIGATION
CENTER; AND HOUSING ASSISTANCE FOR AMERICAN
SPORT UNIVERSITY TENANTS; AND APPROVING THE
FOLLOWING: 1. CLASSIFICATION OF DEPUTY
DIRECTOR OF OPERATIONS (U); 2. INCREASE THE

SALARY RANGES FOR EQUIPMENT MECHANIC I
(FLEX) AND II, PROGRAMMING/TRAFFIC ASSISTANT,

IT ANALYST I (FLEX), SENIOR IT TECHNICIAN,

COMMUNITY SERVICE OFFICER, FORENSICS

SPECIALIST II, LEAD FORENSICS SPECIALIST, AND
FORENSICS SUPERVISOR; AND 3. AMEND THE CITYWIDE SALARY SCHEDULE FOR FULL-TIME, PARTTIME, TEMPORARY, AND SEASONAL POSITIONS.

WHEREAS, the City of San Bernardino is in a period of growth and development; and WHEREAS, departments continue to focus on improving external and internal customer services; and
WHEREAS, to keep momentum of growth and opportunity within the city, departments require additional funding.

WHEREAS, there is a need for an additional level of leadership working in a Deputy Director of Operation (U) capacity dedicated to oversight of the Facilities, Fleet Division and Operations Divisions within the Public Works, Operations and Maintenance Department; and WHEREAS, the salary ranges for Equipment Mechanic I (Flex) and II, Programming/Traffic Assistant, IT Analyst I (Flex), Senior IT Technician, Community Service Officer, Forensics Specialist II, Lead Forensics Specialist and Forensics Supervisor will increase to make the positions more competitive in the labor market; and WHEREAS, the salary schedule includes all adopted and approved classifications and salaries; and
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Resolution No. 2022-268
Resolution No. 2022-268
December 7, 2022

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WHEREAS, the salary schedule meets the California Public Employees Retirement Systems (CalPERS) pay rate reporting requirements in accordance to Government Code Section 20636 defining “Compensation Earnable” and the California Code of Regulations (CCR) Section 570.5; and
WHEREAS, the Investment Playbook is providing the City a map to long-term sustainable, equitable growth; and
WHEREAS, funding the Investment Playbook Nerve Center will enable the City to connect investors and funders and ensure alignment with overarching goals; and WHEREAS, the Nerve Center should become self-sustaining over time making the use of Measure S funds; and
WHEREAS, the investment of ARPA funds for initiatives related to housing and the homeless is an eligible use of the funds; and
WHEREAS, creating a navigation center and other services does more than just temporarily house those in crisis; and
WHEREAS, there is adequate funding available in the City’s ARPA allocation; therefore

BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. That the Mayor and City Council hereby authorize the Agency Director of Administrative Services to amend the Fiscal Year 2022/23 Operating Budget in the amount of $2,088,110 as detailed in the Fiscal Year 2022/23 First Quarter Report.

SECTION 3. The classification of Deputy Director of Operations (U), Range 629, $10,786.71 - $13,111.34/month, is hereby established and approved.

SECTION 4. The salary range for Equipment Mechanic I (Flex), Range 431, $4,098.74 - $4,982.19/month, is hereby amended.

SECTION 5. The salary range for Equipment Mechanic II, Range 450, $4,506.57 - $5,478.25/month, is hereby amended.

SECTION 6. The salary range for Programming/Traffic Assistant, Range 400, $3,264 - $3,967/month, is hereby amended.

SECTION 7. The salary range for Information Technology Analyst I (Flex), Range 498, $5,612.21 - $6,821.99/month, is hereby amended.

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December 7, 2022

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SECTION 8. The salary range for Senior Information Technology Technician, Range 488, $5,339.04 - $6,489.75/month, is hereby amended.

SECTION 9. The salary range for Community Service Officer, Range 427, $4,018.30 - $4,889.40/month, is hereby amended.

SECTION 10. The salary range for Forensics Specialist II, Range 478, $4,736.84 - $5.758.03/month, is hereby amended.

SECTION 11. The salary range for Lead Forensics Specialist, Range 516, $6,258.43 - $7,606.65/month, is hereby amended.

SECTION 12. The salary range for Forensics Supervisor, Range 543, $7,160.46 - $8,703.30/month, is hereby amended.

SECTION 13. 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 14. That the City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

SECTION 15. 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 16. Effective Date. This Resolution shall become effective immediately.

APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this ___ day of __________ 2022.

John Valdivia, Mayor
City of San Bernardino
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Resolution No. 2022-268
Resolution No. 2022-268
December 7, 2022

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Attest:

Genoveva Rocha, CMC, City Clerk
Approved as to form:

Sonia Carvalho, City Attorney
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Resolution No. 2022-268
Resolution No. 2022-268
December 7, 2022

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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. 2022-268, 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. 80
FY 2022/23 First Quarter (Q1) Report
Barbara Whitehorn, Agency Director of Administrative Services Zuyva Ruiz, Budget Division Manager
December 7, 2022
Packet Pg. 81
FY 2022/23 First Quarter Report
Presentation Overview
Section 1: Financial Performance
• FY 2021/22 Update
• FY 2022/23 First Quarter Performance
Section 2: Meeting the Needs of the Community, Customers and Departments
• Department Requests and Proposed Amendments
• Talent Recruitment and Retention
Section 3: Strategic Initiatives
• Investment Playbook and the Nerve Center
• Housing Initiative and Navigation Center
• Temporary Housing Assistance for American Sports University Tenants Packet Pg. 82
Section 1:

Financial Performance
Packet Pg. 83
FY 2021/22 Update
2019/20
Actual
2020/21
Actual
2021/22
Budget
2021/22
Mid-Year Projected
2021/22
Unaudited
$60.0
$80.0
$100.0
$120.0
$140.0
$160.0
$180.0
$200.0
$220.0
$132.3
$176.4 $174.4
$184.7
$204.9
Total General Fund Revenue (In Millions)
Packet Pg. 84
FY 2021/22 Update
Revenue Performance
Better than expected revenue performance
• Exceeded mid-year projections by 11%
• Exceeded adopted budget by 17%
Measure S Tax higher than projected
• Expected $42 Million; Actual $49.4 Million
• 18% above projection
Packet Pg. 85
FY 2021/22 Update
Expenditures
Better than expected revenue performance--
• Accompanied by increased expenditures
• 44 positions added in FY 2021/22
General Fund: Revenue $155.5M
Expenditure $148.0M
• Added $7.5M to Fund Balance
City was strategic in spending and adding positions.

Packet Pg. 86
FY 2021/22 Update
7 Total General Fund Balance: $104.3M
Emergency Reserve
(15% of adopted budget): $19.6M
Economic Contingency Reserve
(10% of adopted budget): $13.1M
Packet Pg. 87
First Quarter Revenue
Packet Pg. 88
First Quarter Revenue
• Sales and Use Tax
• Measure S (Transaction and Use
Tax)
• These taxes come in two months
after collections by the State.
• While received in arrears, receipts
are on track with budget.

Packet Pg. 89
• Revenues under budget:
• Fines and Forfeitures-
• Parking Citations
• Other revenues, including
Franchise Taxes and Property
Tax in Lieu of Vehicle License
Fees are received later in the
year.

First Quarter Revenue
Packet Pg. 90
First Quarter Revenue
• With limited
information available
most revenue
streams appear on
track to meet
budget.

Packet Pg. 91
First Quarter Expenditures
Packet Pg. 92
First Quarter Expenditures
Important Notes:
(1) The amended budget includes
carryovers for encumbrances from previous
year.
(2) The City pays the CalPERS unfunded
actuarial liability (UAL) payment annually in
July.

Packet Pg. 93
First Quarter Expenditures
Over Budget
Ø Police 45% of budget
• Annual CALPERS Safety Plan payment paid in July;
without UAL PD at 20% of budget – on track
Department Budget Performance
Packet Pg. 94
First Quarter Expenditures
Department Budget Performance
On Track
• City Clerk
• City Attorney
• General Government
• City Manager
• Human Resources
• Finance,
• Community, Housing
and Economic Dev.
• Parks, Recreation and
Community Services
• Public Works,
Operations and
Maintenance
• Library Services
Packet Pg. 95
Section 2:

Meeting the Needs of the Community, Customers and
Departments
Packet Pg. 96
Budget Planning and Meeting Needs
Community Housing & Economic Development
Recent Accomplishments:
• Building and Safety issued a record 1,953 building permits with a construction valuation of $61.3 million as compared to 1,161 building permits with a construction valuation of $44.8 million for the same period last fiscal year.
• Established partnerships for two State funded Homekey Projects (Round 3).
• Predevelopment phase with Lutheran Social Services.
• Predevelopment phase with San Bernardino Valley College. 68% increase
in the number
of permits
year-overyear!
Packet Pg. 97
Budget Planning and Meeting Needs
Community Housing & Economic Development
Code Enforcement
• Lacking essential equipment to safely and effectively perform duties. • Increased demand for after hours “call-outs”
Requesting:
• $80,000 for handheld transceiver radios for Code Enforcement Officers. • $20,000 overtime request.

Packet Pg. 98
Budget Planning and Meeting Needs
Community Housing & Economic Development
Planning Division
• Increasing workload due to building permit applications, plan review requests and development applications
• Limited staffing; difficulty recruiting
Requesting:
• Additional positions: one (1) Senior Planner and one (1) Assistant Planner
• Cost of $125,455 for the remainder of FY 2022/23
• Planning consultant services to assist Planning Division to catch up with plan review work and allow staff to focus on time-sensitive projects.
• One-time cost of $95,000
Packet Pg. 99
Budget Planning and Meeting Needs
Community Housing & Economic Development
Real Property Division
• Lacking software to adequately track City property assets and leases • Staff requires additional training and credentials
Requesting:
• Property and leasing management software
• One-time cost of $18,000 (funding ½ General Fund, ½ CDBG) • Int’l Rights of Way (IRWA) Membership and Credentialing • One-time addition to budget of $2,620
• Contracted architect services
• One-time cost of $50,000 (funding CDBG)
Packet Pg. 100
Budget Planning and Meeting Needs
Community Housing & Economic Development
Economic Development
• Additional staff are needed to manage business attraction and retention program, marketing and communication with Chamber of Commerce and County Economic Development.
• Marketing firm requested to highlight citywide projects, community events.

Requesting:
• Additional position: one (1) Economic Development Specialist • Cost of $56,704 for the remainder of FY 2022/23
• Contract with a marketing firm
• Ongoing cost of $45,000
Packet Pg. 101
Budget Planning and Meeting Needs
Recent Accomplishments:
• Impounded and cared for over 1,400 animals.
• Adopted 638 animals into new homes.
• Reunited 148 lost pets with their owners.
• Sent 448 pets to our rescue partners.
• The combined save rate for cats and dogs in the 1st
quarter was 90%.
• Animal Control Officers responded to over 3,200 calls for service.

Requesting:
• Dispatch console and field radios
• One-time cost of $100,000
Animal
Services
Packet Pg. 102
Budget Planning and Meeting Needs
Recent Accomplishments:
• Processed 370 California Public Records Act Requests. • Began citywide records management project.

Requesting:
• Enhance staff training, promote professional development and attend the City Clerks Association of California Annual Conference.
• $1,950 one-time addition to budget
• Reclass of part-time Customer Service position to full-time for Passport Office. To be covered with salary savings in current fiscal year.

City Clerk
Packet Pg. 103
Budget Planning and Meeting Needs
Recent Accomplishments:
• Received GFOA Budget and Annual Comprehensive
Financial Report Awards for FY 2020/21.
• Drafted Grants Administration Manual.
• Received notice of award for Local Agency Technical
Assistance Grant for development of a Broadband Master
Plan (IT Department - $425,256).

Requesting:
• Extend grants contract with Renne Public Policy Group (RPPG).
• One-time cost of $46,000
Finance
Packet Pg. 104
Budget Planning and Meeting Needs
Recent Accomplishments:
• Citywide implementation of DocuSign to improve internal efficiencies.
• Installed a new firewall improving citywide security and processing speed.
• Transitioned the Police Department from 1GB to 10GB
internet speed capacity.

Requesting:
• Complete the upgrade of all workstations to Windows 11. • One-time cost of $250,000
• Upgrade the Police CrimeView system data tool.
• One-time cost of $30,000
Information
Technology
Packet Pg. 105
Budget Planning and Meeting Needs
Recent Accomplishments:
• 1,132 participants in Summer Reading Program.
• Received a $25k donation from Irving Hiller Living
Trust.
• New Record of nearly 1,300 Overdrive eBook and
eAudiobook checkouts in September.
• 26,567 patrons visited City libraries in Q1.
• Received nearly $300k from Literacy Grant funding
including more than $53,000 for new ESL program.

Requesting:
• Additional Library Technician.
• Cost of $35,000 for remainder of FY 2022/23
Library
Packet Pg. 106
Budget Planning and Meeting Needs
Recent Accomplishments:
• Lytle Creek Community Center hosted 1,714 program participants in Q1.
• 2,083 youth participated in arts, crafts and science programs at Ruben Campos Community Center.
• 252 community members attended Summer Movies in the Park. • Center for Individual Development surpassed pre-covid participation numbers for Q1 with 1,266 engaged in developmental programs. • Senior Nutrition Center served 14,937 nutritious meals to community members.

Requesting:
• Printer equipment for military banner program
• $7,000 ongoing cost
Parks, Recreation
& Community
Services
Packet Pg. 107
Budget Planning and Meeting Needs
Recent Accomplishments:
• Awarded and accepted over $1,000,000 in grant and contract awards.
• Hired 6 Police Officers, 7 professional staff, including 10 Law Enforcement Trainees.

Requesting:
• Automated evidence inventory database
• One-time cost of $130,000
• Additional positions: four (4) Community Services Officers, one (1) Accounting Technician, three (3) Records Technicians, one (1) Senior Office Assistant, one (1) Crime Analyst, and one (1) Police Dispatcher
• Cost of $394,496 for the remainder of FY 2022/23
Budget Planning and Meeting Needs
Police
Department
Packet Pg. 108
Budget Planning and Meeting Needs
Recent Accomplishments:
• Citywide emergency removal of 1,666 cubic yards of debris. • Responded to 183 storm response related customer service requests.
• Resolved more than 5,804 customer service requests including:
• potholes repair
• trim trimming
• illegal dumping
• street marking
• park repairs
• weed abatement
• graffiti abatement
• Processed nearly 300 land development projects.
• Responded to and resolved more than 25 traffic signal/street light knockdowns.
• Removed 96 dead or decaying trees.

Public Works,
Operations
and
Maintenance
Packet Pg. 109
Budget Planning and Meeting Needs
Requesting:
• Deputy Director of Operations (U)
• Cost of $89,046 for remainder of FY 2022/23
• Contract internal process auditors to identify issues, develop a plan for improvement to enhance workflow, efficiency and customer service.
• One-time cost of $250,000
• Tree rental for holiday lighting ceremony, Miracle on Court Street • Annual cost of $14,000
• Additional positions for Clean-up/Maintenance Team: four (4) Maintenance Workers, one (1) Lead Maintenance Worker, and one (1) Maintenance Supervisor
• Cost of $306,839 for remainder of FY 2022/23
Public Works,
Operations
and
Maintenance
Packet Pg. 110
Quarter 1 Budget Amendment: $2,088,110
Only the Military Banner
Program, the Holiday Tree,
and Economic Development
Marketing are recurring costs.

These programs add ongoing
costs in future fiscal years of
$72,000 (assuming increased
demand for Military banners)
Packet Pg. 111
Quarter 1 Budget Amendment: $2,088,110
The ongoing cost of
adding these positions
will be approximately
$2.2M annually.

Packet Pg. 112
Section 3:

Strategic Initiatives
Packet Pg. 113
Strategic Initiative
Requesting:
• $300,000 to continue
Playbook with New
Localism and Aspen
Institute
• $700,000 for Nerve
Center stand-up and
initial operations
Investment Playbook and Nerve Center
Packet Pg. 114
Strategic Initiatives
The Nerve Center will:
• Oversee Playbook implementation,
• Help ensure that activities are coordinated and
aligned with identified priorities, and
• Coordinate stakeholders to ensure consistent
communication, drive collaboration, and reduce
duplicative efforts.

Investment Playbook and Nerve Center
Identify local
projects and
available funds
Design and
cost out
projects
Secure
funds
Launch projects
and adapt as
needed
Track progress
over time
Objectives
• Ensure action and coordination amongst
stakeholders and across investments.
• Keep Playbook on schedule and on budget.
• Support Playbook evolution as new projects and
priorities emerge.

Investment
Playbook
Lifecycle
Packet Pg. 115
Community
Cybersecurity Tech
Workforce Hub
El Sol Holistic Campus
Community Leadership
Empowerment
Workshop
Olympic Aquatic Center
Institute for Child
Development and
Family Relations –
Downtown
Economic Opportunity
Center
E Street Arts Corridor
Inland Port Career
Resource Center
Purposeful Pathways
Infrastructure
Zero-Emission Buses
Complete Streets
Fiber Network
Installation
Enhanced Infrastructure
Financing District
City Hall Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness initiative
Homeownership
initiative
Downtown Habitat for
Humanity Project
Permanent Residential
Real Estate Cooperative
Innovation
Sustainable Mobility Hub
National Security
Innovation Ecosystem
Enterprise District
Sustainable Logistics
Center of Excellence
Downtown Satellite
Campuses
Annual Climate Readiness
Summit
Entrepreneurship
Entrepreneurial
Resource Center
Food Entrepreneurship
Hub
Supply SB
Local Small Business
Retail Plaza
Center for Youth
Financial Literacy and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions Team
Technical Assistance for
Community
Organizations
Strategic Initiative
Investment Playbook Projects
Packet Pg. 116
Strategic Initiatives
• Staff recommends
dedicating Measure S
Funds.
• $1,000,000 annually for
three years.
• As the Playbook is
completed and the Nerve
Center becomes selfsustaining, less funding will
be required from Measure
S.

Investment Playbook and Nerve Center
Packet Pg. 117
Strategic Initiatives
Requesting:
• Predevelopment funding for Project
Homekey partnerships
• Lutheran Social Services $5,000,000 and
• San Bernardino Valley College $900,000
• Street Outreach
• $1,500,000
• Mobile shower and laundry
• $150,000
• Navigation Center
• $12,450,000
Homeless Initiative and Navigation Center
Packet Pg. 118
Strategic Initiatives
• American Sports University (ASU)
tenants lack funds to obtain
replacement housing
• Emergency housing provided is only
two-weeks
• City is continuing to work with
community partners to find housing
Temporary Housing Funds for ASU Tenants
Requesting:
• Two-months equivalent rent
for tenants
• One-time cost of up to
$150,000 for an estimated 75
tenants
• ARPA eligible
Packet Pg. 119
Strategic Initiatives
Staff recommends dedicating
ARPA funding
• TOTAL allocation: $77,656,407
• Previously committed: ($32,210,000)
• Remaining: $45,446,407
• LESS: ($20,150,000)
• Funds remaining: $25,296,407
Homeless Initiative and Navigation Center;
Funding for ASU Tenant Housing
Packet Pg. 120
Summary
• 23 positions
• 11 Police support positions
• 7 positions in Public Works; 6 in Operations, plus the Deputy Director to support the Operations and Maintenance Divisions
• 3 positions to address the workload in Community, Housing and Economic Development
• 1 Library position, 1 position in City Clerk’s Office Packet Pg. 121
Discussion
Packet Pg. 122
ADOPTED 12/07/22
EFFECTIVE 12/07/22
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 PENDING ASSISTANT BUILDING OFFICIAL 583 $8,574.95 MONTHLY $10,422.83 MONTHLY MANAGEMENT 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 8 Packet Pg. 123 ADOPTED 12/07/22
EFFECTIVE 12/07/22
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) NA $10,590.00 MONTHLY $12,873.00 MONTHLY NA 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 427 $4,018.03 MONTHLY $4,884.27 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 8 Packet Pg. 124 ADOPTED 12/07/22
EFFECTIVE 12/07/22
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 Pending DEPUTY DIRECTOR OF OPERATIONS (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) 431 $4,098.74 MONTHLY $4,982.19 MONTHLY GENERAL 30902 EQUIPMENT MECHANIC II 450 $4,506.57 MONTHLY $5,478.25 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 SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 3 of 8 Packet Pg. 125 ADOPTED 12/07/22
EFFECTIVE 12/07/22
CLASS
CODE

CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM

HOURLY/

MONTHLY

NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
30944 FLEET PARTS TECHNICIAN 438 $4,245.08 MONTHLY $5,159.74 MONTHLY GENERAL 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 478 $5,182.34 MONTHLY $6,299.29 MONTHLY GENERAL 20160 FORENSICS SUPERVISOR 543 $7,160.46 MONTHLY $8,703.30 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 10683 HUMAN RESOURCES ANALYST I 500 $5,668.11 MONTHLY $6,889.49 MONTHLY CONFIDENTIAL 10684 HUMAN RESOURCES ANALYST II 518 $6,200.75 MONTHLY $7,537.09 MONTHLY CONFIDENTIAL 10682 HUMAN RESOURCES ANALYST TRAINEE 476 $5,028.95 MONTHLY $6,113.21 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) 498 $5,612.21 MONTHLY $6,821.99 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 516 $6,258.42 MONTHLY $7,606.65 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 SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 4 of 8 Packet Pg. 126 ADOPTED 12/07/22
EFFECTIVE 12/07/22
CLASS
CODE

CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM

HOURLY/

MONTHLY

NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
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 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 20400 PERMIT SERVICES SUPERVISOR 494 $5,607.96 MONTHLY $6,816.42 MONTHLY MIDDLE MANAGEMENT 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 00520 POLICE CALL TAKER (PT) 396 $19.85 HOURLY $24.14 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 SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 5 of 8 Packet Pg. 127 ADOPTED 12/07/22
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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BOTTOM

HOURLY/

MONTHLY

NEW TOP STEP TOP HOURLY/

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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 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 400 $3,264.00 MONTHLY $3,967.00 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 488 $5,339.04 MONTHLY $6,489.75 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 SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 6 of 8 Packet Pg. 128 ADOPTED 12/07/22
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BOTTOM

HOURLY/

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NEW TOP STEP TOP HOURLY/

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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 644 $11,624.17 MONTHLY $14,130.20 MONTHLY MANAGEMENT 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 SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 7 of 8 Packet Pg. 129 ADOPTED 12/07/22
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REVISION ADOPTED BY MCC 7/20/22
REVISION ADOPTED BY MCC 8/17/22
REVISION ADOPTED BY MCC 9/21/22
REVISION ADOPTED BY MCC 10/19/22
REVISION ADOPTED BY MCC 11/2/22
REVISION ADOPTED BY MCC 11/16/22
SALARY SCHEDULE FOR FISCAL YEAR 2022/2023 8 of 8 Packet Pg. 130

CITY OF SAN BERNARDINO POLICE DEPARTMENT
First 6 Following Third Fourth Fifth & SubJOB Months 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 -- -- -- -- $15,898.11
P-4
Captain -- -- -- -- $18,710.45
P-5
Assistant Chief -- -- -- -- $22,906.31
P-6
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San Bernardino
Investment Playbook
Transformative investments to
catalyze sustainable and equitable
economic growth

N E W L O C A L I S M A S S O C I A T E S
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 Packet Pg. 132 Contents
Summary
Context
Playbook Vision
Playbook Projects
Next Steps
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 3 Stakeholders
City and county government
Community-based organizations
Institutions of higher education
Philanthropies
Private sector
Tribal representatives
Partners and funders
Aspen Latinos and Society Program
Irvine Foundation
Playbook design and coaching
New Localism Associates
The City of San Bernardino, Aspen Institute, and Irvine Foundation developed this Investment Playbook based on input from local stakeholders Each project was selected based on its ability to:
• Build on San Bernardino’s unique assets and advantages • Leverage market momentum and promising initiatives
underway
• Unlock federal, state, and local resources
• Drive equitable growth via community wealth-building
strategies
Projects that made the cut took one of three forms:
• Ready-to-go: Project design largely complete, with
components costed out
• Last-mile: Additional support needed to get specific on design and cost
• Exploratory: Early-stage and largely undeveloped
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 4 This Playbook will catalyze investment in the building blocks of an equitable, sustainable, and prosperous San Bernardino Infrastructure
Create a sustainable
and connected platform
for equitable growth
Housing
Increase housing
density near multimodal
transit
Innovation
Invest in key drivers of
the Inland Empire
economy
Entrepreneurship
Support startup activity
and small business
success
Community
Expand opportunities
and improve outcomes
for all residents
Capacity
Ensure that
stakeholders have the
capacity to design and
implement projects
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 5 Proposed ready-to-go projects total roughly $1 billion
Given that only 20 of the 36 projects have been costed out thus far (in bold below), we expect that the total cost of implementing the entire Playbook will exceed $1 billion.

Community
Cybersecurity Tech
Workforce Hub
El Sol Holistic
Campus
Community
Leadership
Empowerment
Workshop
Olympic Aquatic
Center
Institute for Child
Development and
Family Relations –
Downtown
Economic Opportunity
Center
E Street Arts Corridor
Inland Port Career
Resource Center
Purposeful Pathways
Infrastructure
Zero-Emission Buses
Complete Streets
Fiber Network
Installation
Enhanced
Infrastructure
Financing District
City Hall Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness
initiative
Homeownership
initiative
Downtown Habitat for
Humanity Project
Permanent Residential
Real Estate Cooperative
Innovation
Sustainable Mobility
Hub
National Security
Innovation Ecosystem
Enterprise District
Sustainable Logistics
Center of Excellence
Downtown Satellite
Campuses
Annual Climate
Readiness Summit
Entrepreneurship
Entrepreneurial
Resource Center
Food
Entrepreneurship Hub
Supply SB
Local Small Business
Retail Plaza
Center for Youth
Financial Literacy and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions Team
Technical Assistance for
Community
Organizations
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Contents
Summary
Context
Playbook Vision
Playbook Projects
Next Steps
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 7 Local leaders need to organize to make the most of this unprecedented funding Federal investments
American Rescue Plan Act ($1.9T)
enacted March 2021
Infrastructure Investment & Jobs Act
($1.2T, of which $549B is new spend)
enacted November 2021
CHIPS and Science Act ($280B)
enacted August 2022
Inflation Reduction Act ($490B)
enacted August 2022
CA state investments
General Fund Surplus ($47.7B)
Community Economic Resilience Fund ($600M)
SB 156 funds for broadband ($6B)
Other funds TBD
A historic sequence of federal and state investments
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 8 Cities must align disjointed federal and state funding
sources with specific local projects
This alignment process will require careful planning, thoughtful engagement, and increased capacity within local government as well as nonprofit and civic organizations EDA
competitive
grant
State noncompetitive
grant
Local
investors
DoD
grant
Federal and
state tax
incentives
Private
sector
debt
HUD
block
grant
Low-interest
loan from local
philanthropy
DOT
competitive
grant
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 9 An Investment Playbook helps match local projects
to federal and state funds
Community

1. DEFINE PRIORITIES
Infrastructure
Housing

2. IDENTIFY PROJECTS
Project 1
Project 2

3. SECURE FUNDING
Civic & Philanthropic
Private Sector
State Government
Federal Government
Innovation
Entrepreneurship
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Capacity
Project 11
Project 12
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 10 Playbooks evolve over time as new funds come
available and new projects emerge
Identify local projects
and available funds
Design and
cost out projects
Secure
funds
Launch projects
and adapt as needed
Track progress
over time
Investment
Playbook
Lifecycle
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 11 A growing number of cities are using Investment
Playbooks to organize themselves for action
San Bernardino
Phoenix
El Paso
San Antonio
Rochester
Buffalo
Pittsburgh Philadelphia
Dayton
Greensboro
Erie
Flint
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The Buffalo East Side Avenues Initiative is one of the most ambitious community wealth building efforts in the country. After a successful initial phase of investments in small business, placemaking, and workforce development along four historically disinvested commercial corridors, the project team assembled an Investment Playbook to map out its next phase of work. This Playbook has helped the Buffalo East Side Avenues Initiative secure $200M in federal, state, private, and philanthropic support.

LIVING DOCUMENT – UPDATED SEPTEMBER 4, 2022 N E W L O C A L I S M A S S O C I A T E S | 12 Investment Playbook: Buffalo, NY
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 13 This Playbook focuses on Downtown San Bernardino
A small geography with outsized impact
Located in the Inland Empire some 60 miles east of Los Angeles, it is part of the Riverside-San Bernardino-Ontario MSA, which is the largest MSA by size and 13th largest by population.

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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 14 The nation’s first 21st-century city
With inexpensive city-owned land, historic buildings, and close proximity to multimodal transit and innovation-intensive institutions of higher education, downtown San Bernardino has an opportunity to reclaim its position as one of the crown jewels of the Inland Empire.

Low density, high potential
Underpopulated and underinvested today, downtown San Bernardino holds out the prospect of sustainable urban living in a suburban setting.

The public face of San Bernardino
A reinvigorated, climate-ready urban core will improve quality of life throughout the city, making it more attractive for current and prospective residents and businesses alike.

Key to solving the climate crisis
From transit-oriented development and housing density to electric vehicle (EV) infrastructure and energy-efficient buildings, downtowns have an outsized role to play in the race for climate readiness.

Why Downtown San Bernardino?
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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 15 Local knowledge and expertise form the backbone of
the San Bernardino Investment Playbook
Dozens of in-depth individual and group interviews with community stakeholders surfaced invaluable information about the concerns and aspirations of San Bernardino residents and provided context and inspiration for the Playbook as a whole.

These conversations identified six priority areas—Capacity, Infrastructure, Housing, Innovation, Entrepreneurship, and Community—as well as the individual projects within each category.

Specific projects were developed in close collaboration with key community partners, including El Sol Neighborhood Educational Center, Just SB and its member organizations, and Uplift SB.

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LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 16 A suite of priority projects were identified through
individual and group interviews with local stakeholders Each project was selected based on its ability to:
• Build on San Bernardino’s unique assets and advantages • Leverage market momentum and promising initiatives underway • Unlock federal, state, and local resources
• Drive equitable growth via community wealth-building strategies Projects that made the cut took one of three forms:
• Ready-to-go: Project design largely complete, with components costed out • Last-mile: Additional support needed to get specific on design and cost • Exploratory: Early-stage and largely undeveloped
Packet Pg. 147
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 17 A blank slate
Downtown San Bernardino is a space of possibility, with inexpensive land, historic buildings, solid access to multimodal transportation, and close proximity to world-class research capacity at CSUSB, UCR, and CARB Change is possible
Many San Bernardino residents have deep faith that their city can finally turn the corner and achieve its promise
Leapfrog effect
Investment in a sustainable, accessible, well-connected downtown will give San Bernardino a chance to realize its full potential as an inland port In addition to surfacing projects, conversations with
stakeholders revealed tremendous untapped potential
Source: New Localism Associates interviews Packet Pg. 148 LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 18 Coordinated investments can benefit everyone
Inland Empire
San Bernardino
County
City of
San Bernardino
Downtown
San Bernardino
Place-based projects invest in a target
geography, creating benefits that ripple
out to the city, county, and region
Cross-cutting projects provide farreaching benefits such as climate readiness, workforce development,
broadband, and entrepreneurial support
Capacity-building investments ensure
that local stakeholders are ready to
design and implement projects
Packet Pg. 149
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 19 Conventional approaches
will not lead to better outcomes
One-and-done planning
Top-down decision making
Little coordination across siloes
Investments don’t benefit everyone
Longstanding disparities remain
unresolved
Equitable growth requires
a different approach
Iterative and continuously evolving
Anchored in community needs and
distinctive local strengths
Investments coordinated for
maximum impact
Designed to address disparities and
improve quality of life for all residents
Successful Playbooks require a new way of working
Packet Pg. 150
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 20 Identify local projects
and available funds
Design and
cost out projects
Secure
funds
Launch projects
and adapt as needed
Track progress
over time
Investment
Playbook
Lifecycle
This Playbook marks the first stage of an iterative approach to ongoing transformational investment in equitable growth Packet Pg. 151
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 2 Continued Playbook iteration will be needed
Federal funding
as impetus
This Investment Playbook was developed in response to the American Rescue Plan and the Infrastructure Investment and Jobs Act.

Stakeholders identified relevant projects based on local needs • Ready-to-go: Design largely complete, components costed out • Last-mile: Additional work needed on design and costs • Exploratory: Early-stage and largely undeveloped
First phase
of projects
New funding
creates new
possibilities
A more extensive design process will be needed to make the most of the recent influx of federal and state funding (e.g., CHIPS and Science Act, Inflation Reduction Action, CA climate and housing legislation). A six-month design sprint will allow San Bernardino to identify new opportunities and get projects ready to go.

Packet Pg. 152
Contents

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps
Packet Pg. 153
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 23 This Investment Playbook brings together big moves
that will benefit all residents
Community
Cybersecurity Tech
Workforce Hub
El Sol Holistic Campus
Community Leadership
Empowerment
Workshop
Olympic Aquatic Center
Institute for Child
Development and
Family Relations –
Downtown
Economic Opportunity
Center
E Street Arts Corridor
Inland Port Career
Resource Center
Purposeful Pathways
Infrastructure
Zero-Emission Buses
Complete Streets
Fiber Network
Installation
Enhanced Infrastructure
Financing District
City Hall Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness initiative
Homeownership
initiative
Downtown Habitat for
Humanity Project
Permanent Residential
Real Estate Cooperative
Innovation
Sustainable Mobility Hub
National Security
Innovation Ecosystem
Enterprise District
Sustainable Logistics
Center of Excellence
Downtown Satellite
Campuses
Annual Climate
Readiness Summit
Entrepreneurship
Entrepreneurial
Resource Center
Food Entrepreneurship
Hub
Supply SB
Local Small Business
Retail Plaza
Center for Youth
Financial Literacy and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions Team
Technical Assistance for
Community
Organizations
Packet Pg. 154
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 24 Proposed ready-to-go projects total roughly $1 billion
Given that only 20 of the 36 projects have been costed out thus far (in bold below), we expect that the total cost of implementing the entire Playbook will exceed $1 billion.

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps
Packet Pg. 156
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 26 Capacity
Implementing the Investment Playbook will require thoughtful collaboration and coordination across the public, private, civic, philanthropic, and nonprofit sectors. These investments will ensure that local stakeholders have the capacity to design and implement projects and drive Playbook evolution.

Ready-to-go:
• Nerve Center ($TK M)
Last-mile:
• Staffing Surge
Exploratory:
• Climate Action Team
• Technical Assistance for Community Organizations
Packet Pg. 157
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 27 Capacity: Nerve Center
Cost
$TK M Staffing
$TK M Overhead
Total: $TK M
Ready-To-Go
The Nerve Center will oversee Playbook implementation and help ensure that all activities are well coordinated and aligned with identified priorities. This entity will not replace the efforts of those organizations that are implementing the work. Rather, the Nerve Center will coordinate among all stakeholders to ensure consistent communication, drive collaboration, and reduce duplicative efforts.

Objectives
• Ensure a bias for action and coordination across investments • Keep Playbook on schedule and on budget
• Support Playbook evolution as new projects and priorities emerge Packet Pg. 158
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 28 Capacity: Staffing Surge Last-Mile
The number and complexity of projects proposed in the Investment Playbook exceed the current capacity of city staff. A temporary staffing surge (whether within or alongside City Hall) will help ensure that projects are implemented on time, on budget, and with fidelity. This surge will include specialists in infrastructure, housing, sustainability, and transportation as well as analysts with skills in GIS, policy, and fiscal support. The surge period could be extended depending on how staffing needs evolve.

Objectives
• Increase capacity for project development and implementation • Ensure access to subject matter expertise
• Identify opportunities for accelerated Playbook implementation Packet Pg. 159
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 29 Capacity: Technical Assistance for Community Organizations Exploratory A technical assistance program for community organizations will help local nonprofits play an active role in Playbook project design and implementation. Eligible nonprofits will receive ten hours of one-on-one consulting tailored to their most pressing concerns (e.g., accounting, internal controls, grant writing and management, data collection and analysis, strategic planning, long-term budget development, governance structures, staffing, technological solutions). Group trainings and peer learning opportunities will complement one-on-one support and create opportunities for local organizations to build connections, share lessons learned, and engage in collaborative problem solving.

A delivery team will determine the scale and specific components of this initiative, develop cost estimates, establish eligibility criteria, conduct an RFP process to secure consultants, and devise a roadmap for securing funds and phased implementation.

Objectives
• Increase nonprofits’ capacity for service delivery, strategic planning, fundraising, and other core functions
• Enhance capabilities of community-based organizations • Support development and implementation of Playbook projects Packet Pg. 160
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 30 Capacity: Climate Solutions Team Exploratory
A 3-to-4-person Climate Solutions Team (CST) will provide leadership, coordination, and support for the Climate Ready SB initiative (see Infrastructure section for detail). Working with local stakeholders and subject matter experts, the CST will identify, design, and deliver a holistic suite of investments that advance the City’s climate goals.

The CST will help stakeholders determine how best to coordinate action and contribute to this massive undertaking. It will oversee all investments related to climate readiness and will co-produce the Annual Climate Readiness Summit, a destination event with broad relevance for all working to address the climate crisis. Areas for action include active transportation investments, building electrification, energy efficiency retrofits, EV infrastructure, heat mitigation, power grid upgrades, renewable energy, urban greening, and ZE public transit.

Objectives
• Position San Bernardino in the vanguard of climate action • Improve health outcomes and quality of life for area residents • Significantly reduce the City’s reliance on carbon-based energy Packet Pg. 161
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 3 Infrastructure
Ready-to-go:
• Zero-Emission Buses ($400.5M)
• Complete Streets ($28.2M)
• Fiber Network Installation ($166M)
• City Hall Renovation ($93M)
• Enhanced Infrastructure Financing District (n/a)
Exploratory:
• Climate-Ready SB
Climate action has become an existential imperative. These investments will ensure that San Bernardino is climate-ready by creating a platform for resilient and connected growth Packet Pg. 162
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 32 Capacity: Zero-Emission Buses Ready-To-Go
Cost
$200 M Vehicles
$45 M Charging/fueling infrastructure
$155 M Operations and maintenance
$500 K Apprenticeship program
Total: $400.5 M
Omnitrans will transition to an all-zero-emission bus fleet for its 40-foot buses by 2040. This multi-stage effort will require extensive investment across several domains, including fleet acquisition, maintenance facility upgrades, design and construction of fueling stations, operation and maintenance of fueling/charging stations, and hydrogen fuel (liquid or gas). A new last-mile shuttle service will encourage ridership by improving connections to downtown employment hubs. Omnitrans will also work to prepare workers to operate and maintain zero-emission vehicles, with training for incumbent workers and a new paid apprenticeship program in collaboration with San Bernardino Valley College.

Objectives
• Position San Bernardino in the vanguard of climate action • Significantly reduce the City’s reliance on carbon-based energy • Improve health outcomes and quality of life for area residents Packet Pg. 163
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 33 Capacity: Complete Streets Ready-To-Go
Investment in street improvements, street signage and striping, street trees, and transit signal prioritization for the sbX Green Line will help make downtown San Bernardino a more inviting urban environment for those traveling on foot, by bicycle, and via public transit. These measures will enhance beautification and implement design standards informed by community needs and local culture.

Objectives
• Create a safe, accessible, walkable downtown that supports a variety of multimodal transportation options
• Mitigate heat downtown by expanding the urban tree canopy • Enhance the visual appeal of downtown streets
Cost
$18.2M Street improvements, signage, striping, etc.
$3.2M Street tree planting
$6.8M sbX transit signal prioritization
Total cost: $28.2 M
Packet Pg. 164
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 34 Capacity: Fiber Network Installation Ready-To-Go
Cost
$150 M Installation
$16 M Digital Access Initiative
Total: $166 M
Installation of a citywide fiber network will ensure that San Bernardino residents, businesses, and organizations have the connectivity they need. A companion Digital Inclusion Initiative led by an organization with community standing will conduct outreach and provide equipment and training to residents from historically disadvantaged and disinvested communities so that all can benefit from this investment.

Objectives
• Expand access to high-speed Internet citywide
• Establish San Bernardino as an attractive location for innovation-intensive companies and research institutions
• Address racial and ethnic disparities in high-speed Internet access and usage Packet Pg. 165
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 35 Capacity: Enhanced Infrastructure Financing District Ready-To-Go The City of San Bernardino will establish a citywide Enhanced Infrastructure Financing District (EIFD) in order to raise funds for needed public improvements. EIFD funding can be used for public improvements that provide community benefit and have an expected useful life of 15 years or more. Improvements under consideration include street improvements (e.g., re-paving, replacement of curbs, gutters, and sidewalks), park improvements (e.g., landscaping and irrigation system improvements, playground equipment), and improvements for public libraries, community centers, public safety facilities, and other city-owned facilities.

Objectives
• Address longstanding and future infrastructure needs
• Improve public perception and quality of life for current and prospective residents and businesses Cost
The cost to establish a citywide EIFD is minimal and will primarily consist of city staff time.

Packet Pg. 166
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 36 Capacity: City Hall Renovation Ready-To-Go
San Bernardino’s seven-story, 105,000 square-foot City Hall opened in 1974 as part of a centralized publicsector campus in the heart of downtown. In order to bring this facility back to full use, the now-unoccupied building will undergo a wholesale renovation that will include seismic retrofitting and removal and replacement of all core systems and components (e.g., HVAC, electrical, plumbing, ADA accessibility, fire protection, telecom, windows).

Objectives
• Modernize City Hall so that the building better serves City staff, residents, and visitors • Create a revitalized center of civic activity that inspires community pride Cost
$25 M Architectural work
$20 M Seismic retrofit
$15 M HVAC
$10 M Fire protection
$10 M Site improvements
$8 M Plumbing
$5 M Electrical
Total: $93 M Packet Pg. 167
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 37 Infrastructure: Climate-Ready SB Exploratory
Over the next five years, the City will embark on an extensive suite of investments that will together position San Bernardino as a leader on climate action. Investments in EV infrastructure, heat mitigation, transit decarbonization, community solar, and other climate-relevant areas will create a downtown that is powered by clean, renewable energy. The Climate Solutions Team (CST) will oversee these investments with an eye toward leveraging existing efforts and encouraging cross-sector collaboration to accelerate decarbonization. The CST will also work with stakeholders to ensure a just transition to carbon zero that sparks equitable economic growth and improves quality of life for all area residents.

The CST will serve as the delivery team for Climate Ready SB. It will seek out subject matter experts and local stakeholders, identify needed investments, develop cost estimates, and devise a roadmap that stages and sequences investments for effective implementation. Total cost cannot be estimated until the specific elements of the roadmap are identified but given the number of infrastructure-related projects involved, the level of investment will be substantial.

Objectives
• Position San Bernardino as a leader on climate action and decarbonization • Create a cleaner and healthier environment for San Bernardino residents and businesses Packet Pg. 168
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 38 Housing
Ready-to-go:
• Carousel Mall Redevelopment ($37M)
• Heart Of Mobility TOD Project ($22M – 30M)
• Homelessness Initiative ($52.5M – 72.5M)
• Homeownership Initiative ($15M)
• Downtown Habitat for Humanity Project ($TK)
Exploratory:
• Permanent Residential Real Estate Cooperative
Though hollowed out today, the downtown core has a number of attributes that make it an attractive geography for transit-oriented redevelopment. By increasing housing density downtown and improving access to affordable housing, these investments will spark market interest and provide attractive options for area residents seeking an affordable, walkable, urban way of life.

Packet Pg. 169
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 39 Housing: Carousel Mall Redevelopment Ready-To-Go
Cost
$5 M Planning
$12 M Site preparation / demo
$5 M Labor
$5 M Streetscaping and urban greening
$10 M Workforce development
Total: $37 M
Redevelopment of this long-vacant 43-acre property will send a clear signal that downtown San Bernardino is poised for a comeback. The project will bring new life downtown by creating space for academic and research institutions, industry, small businesses, workforce development, and other key contributors to the local innovation ecosystem. In addition, it will re-establish the historic street grid, expand workforce housing, and implement urban forestry and placemaking measures to enhance sustainability and walkability downtown.

Objectives
• Jumpstart sustainable development and expand accessible workforce housing downtown • Boost employment among San Bernardino residents through quality job creation and clear, well supported career pathways
• Advance equitable economic development in the city via local hire and local procurement provisions Packet Pg. 170
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 40 Housing: Heart of Mobility Ready-To-Go
Cost
$10 M Active Transportation Plan
$6M-10M Seccombe Lake workforce housing
$6M-10M Transit center/ballfield workforce housing
Total: $22 M – 30 M
This transit-oriented development project will complement the Carousel Mall redevelopment and catalyze investment and increased housing density near the transit center, which sits at the south end of downtown. This initiative will work to improve resident health and reduce pollution and greenhouse gas emissions by diversifying transportation options in underserved communities and encouraging construction of walkable workforce and student housing in and around the downtown (including the Seccombe Lake inclusionary housing project, which will be led by a public-private partnership). The project will incorporate a wide range of climate-friendly measures, including energy-efficiency improvements for low-income residents, parking lot solar canopies, residential and commercial renewable energy, urban greening collaborations with local community college and elementary schools.

Objectives
• Create a vibrant, walkable, transit-oriented downtown • Enhance quality of life for all who frequent the core • Improve climate readiness in and around downtown
• Mitigate the ongoing housing crisis
Packet Pg. 171
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 4 Housing: Homelessness Initiative Ready-To-Go
Cost
200-bed interim housing
$26M-30M Construction
$15M-20M Operations (5 years)
60-100-unit student housing
$10M-20M Construction
$1.5M-2.5M Operations (5 years)
Total: $52.5M - 72.5M over 5 years
In order to meet rising demand among unhoused San Bernardino residents, the City is partnering with local stakeholders and nonprofits to expand interim / transitional housing options. Two projects—a 200-bed interim housing facility for men and men with children and a 60-100-unit transitional / permanent student housing complex—will provide additional shelter capacity and improve access to supportive services (e.g., substance abuse counseling, behavioral health, medical care, workforce training, assistance with entitlement benefits) in order to help homeless individuals successfully exit homelessness.

Objectives
• Expand availability of supportive housing for individuals experiencing homelessness • Improve student success by ensuring that homeless San Bernardino Valley College students have access to stable housing and wraparound support services Packet Pg. 172
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 42 Housing: Homeownership Initiative Ready-To-Go
Cost
$5M Down payment assistance loans
$4M Revolving loan fund
$4M Housing trust fund
$2M Homeownership counseling and credit repair
Total cost: $15 M
Increased homeownership can transform the lives of many San Bernardino residents by promoting stability and helping households build wealth over time. The City’s Homeownership Initiative will invest in programs to help prospective homebuyers overcome barriers to homeownership. These efforts will connect potential homeowners to financial assistance (e.g., grants and loans to help with down payments and/or closing costs) and buyer readiness programming (e.g., credit repair, education, counseling). It will also secure funds (including gap financing) to develop additional workforce housing that can be sold to low- to moderate-income residents.

Objectives
• Expand access to affordable workforce housing
• Reduce housing cost burden on San Bernardino households • Increase the number of San Bernardino residents who own their homes Packet Pg. 173
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 43 Housing: Downtown Habitat for Humanity Project Ready-To-Go Cost
$TK M TK
$TK M TK
Total: $TK M
Habitat for Humanity San Bernardino will construct three four-bedroom houses in the northwest corner of downtown San Bernardino as part of its well-established Homeownership program. These three houses will enable three local low-income households to become first-time home-buyers.

Objectives
• Expand availability of affordable workforce housing
• Reduce cost burden on San Bernardino households
• Increase homeownership among San Bernardino residents Packet Pg. 174
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 44 Housing: Permanent Residential Real Estate Cooperative Exploratory The Uplift SB Housing Working Group will work with relevant stakeholders to establish the City’s first Permanent Residential Real Estate Cooperative (PRREC). Unlike a traditional housing cooperative made up of those living in a particular building, the PRREC will sell individual shares to community members interested in local control of and investment in San Bernardino’s neighborhoods.

Members who live on the PRREC’s properties “will have [a] long-term renewable ‘diminishing rent lease’…[that] simulate[s] direct homeownership in many ways: tenants build equity and payments lessen over time as the building is paid off.” If a member-tenant decides to move out, they “sell” their lease in exchange for “a predetermined price based on their equity contributions to date,” which will ensure “a modest return…as well as compensation for improvements.”
Uplift SB will also work with the PRREC to connect local community members to programs and services that can increase homeownership readiness, avoid displacement, and support community wealth-building.

The Uplift SB Housing Working Group will identify specific project elements, develop cost estimates, determine the appropriate ownership model, and devise a roadmap for securing funding, property acquisition, and phased implementation.

Objectives
• Preserve and expand the inventory of affordable housing in the City of San Bernardino • Increase lower-income residents’ access to wealth-building mechanisms • Encourage local investment in and control of residential real estate Packet Pg. 175
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 45 Innovation
Ready-to-go:
• Sustainable Mobility Hub ($36.5M)
• National Security Innovation Ecosystem ($161M)
Last-mile:
• Enterprise District
• Downtown Satellite Campuses
Exploratory:
• Sustainable Logistics Center of Excellence
• Annual Climate Readiness Summit
Today’s economy is powered by innovation. From the latest in clean tech to that new small business down the block, innovators develop ideas, create jobs, and help regional economies grow. These investments will strengthen key drivers of the area economy in order to produce more competitive sectors, a stronger entrepreneurial culture, and a greater number of quality jobs.

Packet Pg. 176
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 46 Innovation: Sustainable Mobility Hub Ready-To-Go
Cost
$25M Facilities
$2.5M Staff (5 years)
$2.5M Operations (5 years)
$0.5M Programming (5 years)
$5M Research funding
$1M Leadership development program
Total : $36.5M over five years
Located in the heart of downtown, this hub will serve as a central location for interdisciplinary collaboration and innovation in the sustainable movement of people and goods, with ample space for meetings, workshops, and public events. CSUSB and UCR researchers, visiting scholars, private-sector leaders, public-sector actors, and local communities will come together to understand the current state of regional mobility and supply chain systems and develop a new vision for sustainable mobility that is grounded in a community-based perspective. It will house a leadership training program for business, government, and community-based organization stakeholders interested in sustainable practices. It will also encourage technology commercialization and company formation with help from the nearby Entrepreneurial Resource Center and will connect earlystage firms with opportunities to test and implement solutions that benefit area residents.

Objectives
• Establish the Inland Empire as a leader in sustainable mobility solutions • Conduct community-informed research in order to advance clean tech, sustainable growth, and job quality in logistics • Improve quality of life and health outcomes for area residents by implementing sustainable logistics and transportation Packet Pg. 177
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 47 Innovation: National Security Innovation Ecosystem Ready-To-Go Cost
$1 M Phase 1 (24 months)
$160 M Phase 2 (10 years)
Total: $161 M
The NSF Regional Innovation Engines Project will build a coalition of academic institutions, nonprofits, companies, government entities, and others intent on creating a model regional innovation ecosystem. Led by the Inland Empire Center for Entrepreneurship (IECE) and School of Entrepreneurship (SoE) at CSUSB, this effort will galvanize user-inspired research, technology translation, and workforce development throughout the Inland Empire. Commercialization of national security innovations will be a central focus of this project. The ecosystem will identify new ways to connect innovations with a risk-taking entrepreneurial culture in order to drive userinspired research and development and increase the translation of innovation to practice, which will in turn strengthen the regional economy.

Objectives
• Develop an effective ecosystem to support innovation-based economic development • Commercialize novel technologies and support entrepreneurship • Build a platform for regional innovation
• Ensure underrepresented inventors and founders have equal access to defense-related innovation, intellectual property, commercialization support, and funding Packet Pg. 178
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 48 Innovation: Enterprise District Last-Mile
An Enterprise District along E Street will re-establish downtown San Bernardino as a landmark destination in the Inland Empire. Building on the heroic revitalization efforts underway at the historic Enterprise Building (320 North E St), the District will bring new life to this once-vibrant commercial corridor. Thoughtful rehabilitation of the iconic Enterprise, Harris, Heritage, and Woolworth Buildings will provide ample transit-accessible space for a number of Playbook projects. When combined with space for private-sector firms, this concentration of economy-shaping assets will boost innovation activity and encourage entrepreneurship, small business growth, and job creation in and around the downtown core. With close proximity to the San Bernardino Transit Center and sbX bus line as well as the E Street Arts Corridor, Carousel Mall redevelopment, and Heart of Mobility project, the Enterprise District will provide an ideal environment for workforce housing and local-serving businesses of all kinds, including restaurants, bars, coffeeshops, and boutiques.

A delivery team composed of decisionmakers from the Enterprise Building, the City of San Bernardino, CSUSB, Uplift SB, and other relevant stakeholders will identify specific project elements, develop cost estimates, and devise a roadmap for securing funds and phased implementation.

Objectives
• Cultivate a vibrant, amenity-filled downtown that encourages innovation, entrepreneurship, and small business growth
• Reestablish E Street as a dynamic commercial corridor and popular Inland Empire destination • Boost activity in downtown San Bernardino during and after workday hours Packet Pg. 179
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 49 Innovation: Downtown Satellite Campuses Last Mile
The high level of transit accessibility in Downtown San Bernardino makes it an ideal location for satellite branches of regional academic institutions. Whether independently or as part of a larger shared facility, California State University San Bernardino; California Baptist University; San Bernardino Community College District; and the University of California, Riverside will establish a physical presence in the downtown core in order to expand access to higher education and pathways into quality jobs.

A delivery team composed of stakeholders from participating academic institutions and city government will determine the size and scope of facilities needed, develop cost estimates, and devise a roadmap for securing funds and phased implementation.

Objectives
• Expand access to training, services, and resources provided by area academic institutions • Establish a physical presence for regional academic institutions in downtown San Bernardino Packet Pg. 180
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 50 Innovation: Sustainable Logistics Center of Excellence Exploratory A California Sustainable Logistics Center of Excellence in downtown San Bernardino will accelerate multidisciplinary, cross-sector innovation in order to address pressing challenges facing the logistics sector, including decarbonization and climate adaptation, skilled workforce development, and economic competitiveness and resilience. This 20,000 ft2facility will bring together key stakeholders from industry, academia, and government in order to establish the Inland Empire as a global exemplar of next-generation sustainable logistics. Special emphasis will be placed on building capacity to deliver educational programs and experiential learning opportunities to students from high school to PhD.

The Center will provide access to facilities where academic and industry partners can conduct demonstration projects on innovative new technologies. Partners will be able to use onsite facilities as well as a network of testbeds and specialized equipment located throughout the region. UCR’s Entrepreneurial Proof of Concept and Innovation Center (EPIC) and CSUSB’s Entrepreneurial Resource Center (ERC) will help technology startups access specialized mentorship and seed capital for proof-of-concept demonstrations. It will also support the formation of employer-led workforce development partnerships as well as collaborations among logistics companies on workforce development, decarbonization, and hyperconnected logistics models powered by multiparty networks and open synchromodal technologies.

Objectives
• Establish the Inland Empire as a global leader in sustainable logistics and supply chain innovation • Expedite decarbonization at scale in the logistics sector • Increase collaboration among industry employers, higher education, and other relevant stakeholders • Strengthen career pathways into quality jobs within the sustainable logistics sector Packet Pg. 181
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 5 Innovation: Annual Climate Readiness Summit Exploratory The City of San Bernardino and Inland Economic Growth and Opportunity (IEGO) in conjunction with the California Air Resource Board (CARB), California State University San Bernardino (CSUSB), and University of California Riverside (UCR), will host an Annual Climate Readiness Summit for those working to end reliance on carbon-based fuels throughout the world. Each year, industry leaders in logistics, transportation, manufacturing, and materials science; subject matter experts; K-16 education and workforce development; state and local government; Tribal representatives; community-based organizations; private-sector investors; and philanthropies will convene to set goals and priorities, share solutions and lessons learned, and identify next steps. This destination event will attract global thought leaders and key actors in the fight for carbon zero.

IEGO and the Climate Solutions Team will serve as the delivery team for this annual event. They will design the program, identify speakers and workshop facilitators, develop cost estimates, secure funding, and oversee event production.

Objectives
• Position San Bernardino in the vanguard of climate action • Provide a venue for sharing novel climate solutions and lessons learned • Build community and encourage collaboration among those involved in the rapid decarbonization effort
Packet Pg. 182
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 52 Entrepreneurship
Ready-to-go:
• Entrepreneurial Resource Center ($5M – 7.5M)
• Food Entrepreneurship Hub ($3.9M)
• Supply SB ($19M)
• Center for Youth Financial Literacy and Entrepreneurship Exploratory:
• Local Small Business Retail Plaza
Entrepreneurship and small business activity are important drivers of job growth, wealth creation, and economic resilience—provided that company founders and would-be entrepreneurs have ready access to support services, mentorship, and capital. The investments in this section will make the most of San Bernardino’s existing entrepreneurial assets in order to support startup activity and small business success
Packet Pg. 183
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 53 Entrepreneurship: Entrepreneurial Resource Center Ready-To-Go Cost
$5M-7.5M Facilities, staff, programming, and services
Total: $5 M – 7.5M
The Entrepreneurial Resource Center (ERC) will provide a centrally located, transit-accessible downtown hub for small business resources and support. It will bring together a wide range of entrepreneurial support organizations to provide a full spectrum of training, technical assistance, and access to resources for small business owners and entrepreneurs in the area. The ERC will work with both aspiring and existing entrepreneurs to increase the rate of business creation and foster greater success and long-term sustainability for local small businesses. Anchored by the Inland Empire Center for Entrepreneurship and CSUSB’s School of Entrepreneurship, the ERC will provide support for every stage of company formation. It will also work with the Supply SB supplier diversity initiative to connect local small businesses to contract-readiness programming and sales opportunities.

Objectives
• Establish a continuum of support for local entrepreneurs and small business owners • Provide long-term support in order to ensure small business success • Address disparities in small business ownership and entrepreneurship • Increase coordination and collaboration among entrepreneurial support organizations in the region Packet Pg. 184
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 54 Entrepreneurship: Ready-To-Go Food Entrepreneurship Hub Cost
$ 1.5M Commissary kitchen
$ 750K SBDC Eats
$ 625K Market program
$ 500K Technical assistance
$ 500K Food hall
Total : $3.875 M over five years
The Downtown Food Entrepreneurship Hub will provide much-needed assistance and resources for area residents interested in opening a food-based business. The Hub will connect entrepreneurs with comprehensive programming and support aligned to the particular needs of food-based companies. Local community organizations will provide technical assistance and programs in English and Spanish for food entrepreneurs in the region. The Hub will either be integrated into the Entrepreneurial Resource Center or will remain a standalone project nearby. It will feature a commercial kitchen that can be rented by the hour or by the day on a sliding-scale basis to ensure access for economically disadvantaged entrepreneurs. This affordable production space will help food entrepreneurs expand their businesses. A temporary food hall nearby (e.g., container park, designated food truck parking lot) will provide low-cost retail space for new food businesses as the Hub is built.

Objectives
• Support the success of local food-based businesses
• Boost entrepreneurship by leveraging and encouraging collaboration among existing program offerings • Expand retail and dining options in downtown San Bernardino Packet Pg. 185
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 55 Entrepreneurship: Supply SB Ready-to-go
Supply SB will organize and leverage anchor institutions’ purchasing power to grow locally owned small businesses and advance supplier diversity in San Bernardino. The Inland Empire Center for Entrepreneurship (IECE) and its Procurement Center program (which is run through the Inland Empire Small Business Development Center) will head up this initiative. IECE will develop and implement a comprehensive array of programs aimed at aligning member anchors’ procurement processes and engaging minority- and women-owned small businesses in the local contracting process. A staff of 3-4 FTEs will work with local anchors to assess purchasing demand, improve procurement policies and practices, and inventory local vendors—all with an eye toward matching member anchors with area firms that can meet their procurement needs. Supply SB will also work to expand the capacity of local small businesses, with particular emphasis on minority- and/or women-owned vendors. As a key component of the proposed downtown Entrepreneurial Resource Center (ERC), it will connect local business owners to the programming, resources, and expertise they need to compete successfully for anchor contracts.

Objectives
• Leverage anchor purchasing power in support of local small businesses (with a focus on Latino-, Black-, and/or womanowned firms) • Increase diversity of vendors winning anchor procurement contracts • Promote wealth-building by accelerating sustainable growth among local Brown- and Black-owned small businesses Cost
$19M Facilities, staff, programming, and services (seven years) Total: $19M over seven years
Packet Pg. 186
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 56 Entrepreneurship: Center for Youth Financial Literacy and Entrepreneurship Exploratory The Center for Youth Financial Literacy and Entrepreneurship (CYFLE) will provide a transit-accessible hub that connects young people to relevant programs and resources offered by Uplift SB and other stakeholders. Situated in the downtown Enterprise District, the CYFLE office will match San Bernardino youth to educational programming, coaching, and mentorship so that they can acquire financial management know-how and engage in entrepreneurial activity. Co-location with the Entrepreneurial Resource Center and the Food Entrepreneurship Hub will create opportunities to leverage resources, space, and programming across all three initiatives.

Uplift SB will work with relevant stakeholders to develop this project and devise a roadmap for securing funding and phased implementation.

Objectives
• Increase the financial literacy of young people in San Bernardino • Encourage entrepreneurial activity among San Bernardino youth Cost
$ 1.25M Programming ($250K per year)
$ 750K Operations, staffing, physical space ($150K per year) $ 250K Marketing and outreach ($50K per year)
Total : $2.25 M over five years
Packet Pg. 187
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 57 Entrepreneurship: Local Small Business Retail Plaza Exploratory In order to expand local entrepreneurs’ access to affordable retail space, Uplift SB will work with a coalition of local partners to acquire a transit-accessible multi-unit retail plaza within walking distance of downtown. After acquiring the property, this coalition will make needed building and grounds improvements and work with the Entrepreneurial Resource Center and other community actors to rent vacant units to local small business owners in need of affordable commercial leases. Uplift SB and coalition partners will be able to connect tenants to small business resources in the city and guarantee that these commercial spaces remain permanently affordable, with a sliding rent scale to accommodate a broader range of entrepreneurs.

Uplift SB’s Small Business Resource Group will identify specific project elements, develop cost estimates, determine the appropriate ownership model for the plaza, and devise a roadmap for securing funding, property acquisition, and phased implementation.

Objectives
• Support local entrepreneurs working to grow their businesses • Increase the inventory of affordable commercial space for local small businesses • Use colocation to encourage peer learning and collaboration among local small business owners Packet Pg. 188
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 58 Community
Ready-to-go:
• Cybersecurity Workforce Tech Hub ($6.75M)
• El Sol Holistic Center ($1.5M)
• Community Leadership Empowerment Workshop ($0.5M)
• Olympic Aquatic Center ($45M)
• Institute for Child Development and Family Relations – Downtown ($20.5M) Last-mile:
• Economic Opportunity Center
Exploratory:
• E Street Arts Corridor
• Inland Port Career Resource Center
• Purposeful Pathways Initiative
Investments in economic development have all too often accelerated gentrification, alienating long-time residents and increasing displacement in job and housing markets. These investments will expand opportunities, improve outcomes for all residents, and keep the wealth and prosperity generated by Playbook investments in the community.

Packet Pg. 189
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 59 Community: Cybersecurity Workforce Tech Hub Ready-To-Go This new workforce and apprenticeship hub in downtown San Bernardino will address rising demand for skilled cybersecurity professionals by providing a well-coordinated combination of career exploration, classroom instruction, mentorship, and experiential learning opportunities. As part of the Inland Empire Cybersecurity Initiative (IECI), this proven model for cyber workforce development will build on the nationally recognized cybersecurity program at CSUSB, with active collaboration from area community colleges and K12 schools as well as private- and public-sector employers. Given that CSUSB and its community college partners are Hispanic-Serving Institutions with large numbers of students of color (including many who are economically disadvantaged and/or first-generation), Hub programming will boost student economic mobility and help rectify racial and ethnic disparities in the region.

Objectives
• Establish a transit-accessible downtown hub for workforce development in cybersecurity • Develop clear, well-supported pathways into quality cybersecurity careers • Strengthen collaboration among area K-12, community colleges, universities, and public- and private-sector employers • Boost economic mobility for economically disadvantaged students, students of color, and first-generation students Cost
$2M Staff (five years)
$1.5M Facilities
$1M Sensitive Compartmented Information Facility (SCIF) $1M Hub management (five years)
$750K Hardware, software, equipment
$250K Marketing and outreach
$250K Programming and expert stipends
Total: $6.75 M over five years
Packet Pg. 190
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 60 Community: El Sol Holistic Campus Ready-To-Go
Cost
$2 M Gap funding
Total: $2 M
An expansion of this established community transformation hub on a 1.9-acre parcel northeast of Seccombe Lake will provide additional space for culturally specific health education, basic health screenings, wellness classes, peer-to-peer counseling, and educational services for vulnerable San Bernardino residents. Designed in collaboration with community members, the El Sol Holistic Campus will provide space for service provision alongside gardens for food and healing, a playground, a children’s amphitheater, a basketball court, a turf play area, and a two-story Learning and Community Center. This new facility will include space for recreational activities and cultural pursuits, children’s playroom, library, art gallery, cafeteria, and a commercial kitchen for onsite food preparation. Flexible multipurpose space will be available for events, meetings, workshops, and other community uses, with sliding-scale rental fees to ensure accessibility.

Objectives
• Strengthen an established community organization that has a proven track record working with San Bernardino’s most vulnerable communities
• Increase access to health care, education, recreation, and social services in the downtown core Packet Pg. 191
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 6 Community: Community Leadership Empowerment Workshop Ready-To-Go Cost
$500 K Workshop costs (over five years)
$100 K Coordination across existing programs
Total: $600 K over five years
The nine-session Community Leadership Empowerment Workshop (CLEW) program builds leadership skills, community empowerment, and urban planning know-how among cohorts of area residents. Designed to support inclusive community and economic development, this program will act as a safeguard against gentrification, displacement, and community disinvestment. Each 15-20-person cohort costs less than $50K to run. CLEW graduates have gone on to work in their communities at all levels, ranging from neighborhood projects to local elected office. Adoption of the CLEW model—possibly as part of Uplift SB programming—will provide a clear signal that San Bernardino is embracing an equitable, community-informed approach to economic development.

Objectives
• Build leadership skills, empowerment, and urban planning know-how among community residents • Guard against displacement and disinvestment
• Ensure economic development is responsive and authentic to the local community Packet Pg. 192
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 62 Community: Olympic Aquatic Center Ready-To-Go
Cost
$20 M Infrastructure / construction
$8.6 M Pools
$4.4 M Additional project costs
$10 M Annual operating costs (over five years)
Total: $43 M
An Olympic aquatic center in Ward 5 will boost quality of life, improve access to exercise options, and establish San Bernardino as a destination location for aquatics competitions. This 65,000 square foot state-of-the-art facility will be composed of three swimming pools with space for spectators; a building for platform diving; non-aquatic exercise areas; meeting rooms; event space; party rental gazebos; and a playground. Core activities will include swimming activities for all ages, competitions and other large aquatic events, aerobics and other exercise training in an aquatic environment, and weekend facility rentals. Free water safety workshops and sliding-scale swimming lessons will ensure that area residents have the skills and knowledge needed to prevent drowning accidents.

Objectives
• Promote healthy living in San Bernardino by expanding the range of exercise opportunities • Provide needed water safety education and swimming lessons for area residents • Boost tourism by attracting major aquatics competitions to San Bernardino Packet Pg. 193
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 63 Community: Ready-To-Go Institute for Child Development and Family Relations – Downtown Cost
$20.5M Facilities
Total: $20.5 M
The Institute for Child Development and Family Relations – Downtown (ICDFR – Downtown) will serve as a community hub committed to the well-being of parents, children, and families in the San Bernardino community through a combination of education, direct services, and research. This centrally located, transit-accessible facility will support delivery and expansion of the ICDFR Science of Parenting parent education program, offer child assessments and cognitive training through its Family Assessment Center in order to identify children with learning needs and enhance their success in school, and offer in-person courses and certificate programs for professionals who serve children and families in San Bernardino. The ICDFR – Downtown will also house the Child and Families Research Center, which will conduct and support community-university partnership-based research on child development, parenting, work-family balance, child mental health, and family well-being.

To further extend its capacity, the ICDFR – Downtown will leverage existing relationships with community agencies and funding partners such as First 5 of San Bernardino County, San Bernardino County Superintendent of Schools, Children’s Network, Child Care Resource Center, San Bernardino County Sheriff’s Department, Community Action Partnership of San Bernardino County, and the Making Hope Happen Foundation. Working in collaboration with community partners, it will also serve as a Family Resource Hub for parents and families, offering after school programming with developmentally appropriate activities, education events, and access to child and family resources in the community.

Objectives
• Improve the long-term health and well-being of San Bernardino residents • Support healthy development of San Bernardino children and youth • Develop the workforce that will serve children and families in the future Packet Pg. 194
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 64 Community: Economic Opportunity Center Last-Mile
An Economic Opportunity Center constructed on land owned by the City of San Bernardino will provide needed physical infrastructure, programming, and staff support for local street vendors and day laborers. Classroom and conference space for tailored programming will support the success of area street vendors and day laborers. The Center will include a commercial kitchen that can be rented by the hour or by the day on a sliding-scale basis. This affordable production space will help food-based street vendors interested in expanding their businesses. The Center will also serve as a safe, well-regulated hiring hub for area day laborers seeking work.

Objectives
• Improve quality of life and reduce economic exploitation among local day laborers and street vendors • Expand access to city services for local street vendors and day laborers • Provide a central hub for area contractors seeking day laborers • Increase business activity near the proposed site
Packet Pg. 195
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 65 Community: E Street Arts Corridor Exploratory
The E Street Arts Corridor will strengthen the San Bernardino creative economy by providing a designated geography for arts and cultural activities.

This downtown arts district will extend from the Garcia Center for the Arts to West 2nd and West Rialto, encompassing the Sturges Center for the Fine Arts and the California Theatre of the Performing Arts as well as two new facilities, Creativ.IE and the 440 Court Building.

Creativ.IE: This mixed-use arts entrepreneurship lab will provide a hub for working artists and creative entrepreneurs, with free/low-cost artist studios and maker space, retail space for artists to sell their work, a digital media center, a photo lab, a recording studio, and a culinary arts kitchen and café. Creativ.IE will also feature a creative-in-residence program to support entrepreneurial working artists. Led by Arts Connection in partnership with other arts organizations, the San Bernardino City Unified School District, San Bernardino Valley College, CSUSB, and leaders in the creative economy, Creativ.IE will work to establish and promote strong, well-supported pathways into creative careers in the Inland Empire.
440 Court Building: Located in the heart of the Enterprise District, this historical building will complement existing arts assets by providing flexible, multipurpose space for large-scale events and exhibitions, performing arts rehearsals, classes, and conferences. It will also offer sliding-scale office space for local nonprofit organizations. Strong relationships with Creativ.IE, the Garcia Center for the Arts, and other local arts organizations will encourage collaborations within the local arts community while avoiding duplicative effort and investment.

A delivery team composed of decisionmakers from Arts Connection, the Garcia Center for the Arts, and other local arts organizations; the City of San Bernardino; and other relevant stakeholders will identify specific project elements, delegate responsibilities, develop cost estimates, and devise a roadmap for securing funds and phased implementation.

Objectives
• Cultivate an ecosystem to support working artists, creative workers, and arts-oriented entrepreneurs • Increase coordination and collaboration between local arts organizations and the City of San Bernardino • Provide support to strengthen and grow the arts community and increase revenues from arts-related activities • Build strong relationships between the arts community and area K-12 and higher education in order to support arts education and pathways into creative careers.

Packet Pg. 196
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 66 Community: Inland Port Career Resource Center Exploratory An Inland Port Career Resource Center (IPCRC) in San Bernardino will expand capacity for skilled workforce development by providing transit-accessible training for potential and incumbent workers in the region. Headed up by key stakeholders from Just SB and other relevant entities, the IPCRC will connect area residents with clear, well-supported pathways into high-demand careers that require some level of acquired skill (including those related to climate adaptation). Career pathways will emphasize work-based learning, using earn-and-learn apprenticeship and internship models whenever possible in order to give trainees real-world experience and reduce the likelihood that they will need an additional job in order to make ends meet.

The IPCRC will improve collaboration and coordination within the area workforce development ecosystem by bringing together relevant stakeholders from the private sector, P-12 and postsecondary education, workforce training, state and local government, support services and community organizations in order to support worker success and align IPCRC offerings with employer demand. To maximize impact, the IPCRC will proactively recruit area residents, working with trusted community organizations to tailor outreach so that it speaks to the distinct needs, concerns, and priorities of each target audience. It will also connect trainees to needed wraparound supports as they move along their career pathways so that barriers such as unreliable transportation and lack of childcare, limited career awareness and guidance, and poor study skills do not stand in the way of their success.

Objectives
• Establish well-supported and easily navigated pathways into quality jobs in the IE • Increase the number and proportion of IE residents with quality jobs (particularly within disadvantaged and disinvested communities in the region)
• Ensure that area employers have access to the skilled workers they need to grow Packet Pg. 197 LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 67 Community: Purposeful Pathways Exploratory
The Purposeful Pathways initiative will strengthen career pathways relevant to the San Bernardino economy and community by improving outreach to students and families and expanding student access to programming and wraparound support. Special care will be taken to work with local communities in a supportive and culturally responsive manner. Outreach and engagement strategies will be tailored to the distinct needs, concerns, and priorities of each target audience. Mutually beneficial partnerships with community organizations that have earned the trust of target audiences will help connect with communities that historically have been harder to reach. In order to ensure maximum benefit to San Bernardino’s disadvantaged and disinvested communities, the initiative will also boost access to needed wraparound supports that will give students peace of mind and support their success as they pursue their passions and prepare for their careers.

Decisionmakers from Just SB will work with relevant stakeholders to determine how best to boost awareness of career pathway options and support students as they select and pursue specific pathways.

Objectives
• Improve students’ ability to pursue well-supported and easily navigated pathways into quality jobs • Increase the number and proportion of San Bernardino students on pathways into quality jobs (particularly within disadvantaged and disinvested communities) • Ensure that area employers have access to the skilled workers they need to grow Packet Pg. 198
Contents

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps
Packet Pg. 199
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 69 San Bernardino has the opportunity to become
a model 21st-century city
Infrastructure
Create a sustainable
and connected platform
for equitable growth
Housing
Increase housing
density near multimodal
transit
Innovation
Invest in key drivers of
the Inland Empire
economy
Entrepreneurship
Support startup activity
and small business
success
Community
Expand opportunities
and improve outcomes
for all residents
Capacity
Ensure that
stakeholders have the
capacity to design and
implement projects
Packet Pg. 200
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 70 These next steps will help San Bernardino harness
the full potential of this Playbook

1. Confirm and launch Nerve Center. This entity will play a crucial role in virtually every aspect of Playbook development and implementation.

2. Raise local capital and grow local capacity first. In order to build momentum and capacity for these transformational projects, San Bernardino will need to raise considerable local capital, with soft commitments for additional support as other public and private funding is secured.

3. Match local uses with available funding sources. Once project specifics and costs are ironed out, the Nerve Center will work with local stakeholders to secure funding for projects.

This work may involve road shows to present the Playbook to potential funders (e.g., state and federal policymakers, philanthropies, corporations).

4. Deploy Delivery Teams. Last-mile and Exploratory Playbook projects will need further development in order to move forward. Delivery Teams composed of local stakeholders can help ensure that these high-impact but less-concrete projects come to fruition.

5. Break ground on projects as soon as possible. All Playbook stakeholders should have a bias toward action and maintaining momentum.

Packet Pg. 201
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 7 Three entities will help monitor and implement
the San Bernardino Investment Playbook
Nerve Center
Steering Committee
• Oversees Playbook execution
• Provides guidance for local
organizations implementing
projects
• Supports fundraising for
Playbook projects
Nerve Center
Support Staff
• Provides day-to-day support on
project implementation
• Helps organizations improve
project design, expand capacity,
and secure funding
Delivery Teams
• Get Last-Mile and Exploratory
Playbook projects ready to go
• Work with stakeholders
to secure funds and implement
projects
Packet Pg. 202
LIVING DOCUMENT – UPDATED NOVEMBER 7, 2022 N E W L O C A L I S M A S S O C I A T E S | 72 The Investment Playbook will be formally released on November 17, 2022 at the White House Initiative Latino Economic Summit in San Bernardino.

Hosted by the White House Initiative on Advancing Educational Equity, Excellence and Economic Opportunity for Hispanics and the Aspen Institute Latinos and Society Program, this event will bring together federal, state, and local actors intent on advancing equity and economic empowerment in San Bernardino.

Formal Playbook launch this November
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Thank you!
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INITIATIVES

HOMELESS
City of San Bernardino
Packet Pg. 205
1,350
2022 POINT-IN-TIME
COUNT
Homeless individuals
992

UNSHELTERED

HOMELESS PEOPLE
(169 increase from
2020)
44%
Suffer from a mental
Health disorder
59%
Are Chronically
Homeless
80%
Have no income
2 OUT
OF 1
Homless men
outnumber homeless
women
358

SHELTERED HOMELESS
PEOPLE
(125 increase from 2020)
60%
Have substance use
problem
27%
Become homless for the
first

QUICK FACTS
40% (37.8%) OF THE CITY’S HOMELESS POPULATION ARE BETWEEN THE AGES OF 25-39
According to the 2020 San Bernardino County Cost Study chronically homeless individuals cost cities $31,873 per person per year just to manage Packet Pg. 206

PROBLEM STATEMENT
Although there are many pathways that lead to homelessness, decades of inadequate affordable housing production have contributed significantly to the current state of Homelessness, which is now prevalent across the Country. The number of people living without adequate housing has become a Humanitarian crisis.

Closer to home, the May 2022, San Bernardino County Housing Needs Report showed how Inland Empire renters need to earn $34.86 per hour (2.3 times the state minimum wage) to afford the average rent of $1,813. Because many residents are facing housing instability, homelessness is expected to grow, and the City needs to take action to mitigate the issue.

According to the 2022 Point-In-Time Count Survey, San Bernardino had the highest concentration of homeless individuals in the County. Homelessness increased by 20% compared to 2020 in which 1350 people were counted as homeless, 992 were unsheltered and 238 were in shelter.

This City has a chance to make a positive impact on homelessness through innovation and collaboration. The following goals represent best practice solutions that were created from community input and experts in the homeless provider industry.

City of San
Bernardino
Packet Pg. 207
Optimize collaboration between
community partners and help to
centralize services
Provide guidance on homeless related
issues and act as the City’s single point
of contact for the community and
service providers
Identify, research, write and administer
grants that support homeless outreach
and services
Develop, coordinate, and evaluate city
contracted programs to address
homelessness
1 HOMELESS SOLUTIONS
COORDINATOR (HIRED) 2
Apply for grants directed to build low
barrier shelters to help increase shelter
capacity
Identify best plan of entry and referral
method (i.e., referrals generated from
211, direct access from local hospitals,
homeless outreach teams, and shelter
staff)
Explore use of a Navigation Center
operating as a Day Center that provides
onsite supportive services, case
management and housing navigation
Consider a Recuperative Care Center as
a separate wing of the Navigation
Center allowing hospitals to provide a
safe discharge to homeless patients in
need of additional rest and recovery
(reduces readmission by 50%; basic
needs met, homeless person able to
receive help with housing stability and
other support services)
Explore financial partnerships with
foundations/investors for long-term
sustainability of center

ENHANCE SHELTER

OPERATIONS

PROPOSED ACTIONS, GOALS
& OBJECTIVES
Packet Pg. 208
Identify and inventory housing currently
available
Understand the placement priority for
local residents
Explore opportunities to increase
affordable housing supply with support
service components (i.e.,
alternative/transitional/permanent
housing)
Explore municipal code changes that
would eliminate impediments and
accelerate housing production and
utilize planning grants to help
accelerate and streamline the approval
process
·Explore partnerships with affordable
housing developers to expand the
inventory of affordable housing and
permanent supportive housing units,
especially through the use of timesaving and innovative methods Explore partnerships with agencies that
provide housing subsidies and “master
lease” programs to low income and
special groups (i.e., chronically
homeless, disabled adults, veterans,
seniors, youth, and full-time students)
Seek opportunities for gap funding
with non-profit agencies
3 HOUSING FIRST MODEL
4 Consider modifications to City
operating and maintenance plans and
code of conduct policies to help reduce
the impact of increased instances of
misuse of public infrastructure,
equipment, and facilities
Work with commercial property owners
and apartment complex managers on
protocols to minimize disruption of
regular garbage and recycling pick up
Consider related municipal code
updates to address issues related to
unlawful acts in public areas
Incorporate prevention assistance
education to life skills training

VANDALISM, THEFT AND
MISUSE
5 Get an understanding of current
resources available
Explore partnerships with service
providers who touch those on the verge
of homelessness (i.e., Community
Action Partnership, 211, Catholic
Charities) and who can provide rental
and utility assistance.

Explore the “Room and Board” and
“Shared Housing” models
Incorporate prevention assistance
education to life skills training

HOMELESSNESS PREVENTION
Packet Pg. 209
6 Create a public awareness campaign that
is tracked and maintained regularly for
progress and communication (campaign
would include Housing Division activities)
Support efforts and collaborate with
SWAG (contracted by the County),
Sheriff’s HOPE Team, local non-profits
even after the City establishes its own
Homeless Engagement Team to continue
linking homeless population with
resources and service providers
throughout the City and County
Continued coordination with the San
Bernardino Police Department, Code
Enforcement, and Public Works to
promote safety
Continue to use a proactive approach to
address “hot spots” and chronic issues
related to the homeless population (i.e.,
CRM System/SB Direct)
Utilize a software system that creates a
Citywide database allowing PD, homeless
service providers and homeless outreach
teams the ability to engage and remain
in communication with homeless
population who frequently relocate
making it difficult to connect to services
Explore funding opportunities (i.e., CESH,
HHAP, ESG & others) that can be used for
homeless outreach services, operations
and support efforts.

OUTREACH/VISIBILITY
7 Encourage the use of Penal Code 602 to:

Allow Code Enforcement and Police
to access private property to address
concerns at a much faster pace
(trespassers given 3 days to vacate)
Allow immediate enforcement in
commercial areas as long as “No
Trespassing” sign are posted
Authorize Code Enforcement to help
clear panhandling & loitering from
commercial areas
Revise City ordinances to
develop/increase penalties for property
owners who do not secure vacant
properties and ensure cost recovery
mechanisms in Municipal Code
Encourage property owners to
effectively utilize private security
Explore the revision of Municipal Codes
to address public sleeping and anticamping when sufficient long-term accommodations exist

TRESPASSING/PRIVATE

PROPERTY
Outreach to the public and businesses
with best practices for dealing with the
homeless population (How? And what
type of Outreach? Workshops?)
·Ask property owners to complete 602
forms and renew them regularly
Promote collaboration and eliminate
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8 Explore the expansion of. mobile
showers, fully equipped with sinks,
toilet stalls and laundry stations
Continue to utilize a centrally located
warehouse to provide personal storage
bins for unattended property found in
unhoused encampments considering
health issues
Consider the use of the City’s Homeless
Engagement Outreach teams posting
vacate notices in public and private
space encampments and directing the
homeless to available services
Explore safe parking lots and charging
stations

HOMLESS ENCAMPMENTS
8 Establish regional focus through
collaboration with neighboring
government agencies
Identify and develop strategic
partnerships with new service providers
Establish agreements with partner
agencies to outline the purpose and
scope of partnership, rules of
engagement and desired outcomes to
help ensure a smooth working
relationship
Establish a volunteer engagement
process and program

STRATEGIC PARTNERSHIPS
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Acknowledgements
The San Bernardino County Homeless Partnership wishes to thank all the individuals and organizations that contributed to the preparation, implementation, and success of the 2022 Point-In-Time Count and Subpopulation Survey. Such an endeavor would not be possible without the collaboration and efforts of volunteers, community groups, faith- and community-based organizations, county departments, city representatives and staff, homeless service providers, law enforcement and elected officials. Your hard work, time, and dedication to ending homelessness are greatly appreciated.
 Special thanks to the 400 community volunteers from across San Bernardino County who canvassed areas identified as “green count zones” the morning of February 24, to complete the 2022 Point-In-Time-Count and Subpopulation Survey.
 Special thanks to the following agencies and community organizations that contributed staff time, support and resources, and office space for planning, training, and development activities to help make the 2022 Point-In-Time Count and Subpopulation Survey a success:

California Department of Transportation
California State University – San Bernardino
Church for Whosoever – Apple Valley
Church of Latter-Day Saints – Redlands
City of Big Bear Lake
City of Barstow
City of Chino
City of Chino Hills
City of Colton
City of Fontana
City of Grand Terrace
City of Highland
City of Loma Linda
City of Needles
City of Montclair
City of Ontario
City of Rancho Cucamonga
City of Redlands
City of Rialto
City of San Bernardino
City of Twentynine Palms
City of Upland
City of Victorville
City of Yucaipa
ESRI
Family Assistance Program
Good Shepherd Lutheran Church – Yucaipa
Mercy House – Ontario
Morongo Basin Haven
Mountain Homeless Coalition
New Hope Village
Redlands Charitable Resources Coalition
San Bernardino County Administrative Office
San Bernardino County Board of Supervisors
San Bernardino County Community
Revitalization
San Bernardino County Council of
Governments
San Bernardino County Child Support Services
San Bernardino County Department of
Behavioral Health
San Bernardino County Human Services
San Bernardino County Human Resources
San Bernardino County Innovation and Technology
Department
San Bernardino County Library
San Bernardino County Office of Homeless
Services
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San Bernardino County Sheriff’s Department
San Bernardino County Sheriff’s Department –
Homeless Outreach Proactive Enforcement
(HOPE) Team
San Bernardino County Transportation
Authority (SBCTA)
St. Richards Episcopal Church – Skyforest
Step Up on Second
Social Work Action Group (SWAG)
Town of Apple Valley
Town of Yucca Valley
United States Veterans Administration – Loma
Linda Healthcare System
Water of Life Community Church/CityLink
Adam Acosta
Alejandro Rodriguez
Alma Hernandez
Amy Edwards
Angela Pasco
Anne Lawliss
Ashley Esquivel
Barrie Owens
Brent Rolf
Bryant Vargas
Cassandra Searcy
Christina Rudsell
Christopher Boatman
Christopher Giunta
Claudia Doyle
Cory S. Hodges
Cynthia Alvarado
Darryl Evey
Dave Martinez
Debra Breidenbach-Sterling
Deputy Branden Davault
Deputy Laurel Mitchell
Deputy Mike Jones
Deputy Pat Rassmussen
Deputy Zakkary Planz
Diana Perez
Erika Lewis-Huntley
Ernesto Montes
Geovanni Quiroz
Gina Gonzales
Jobi Wood
Jordan Gibson
Kellie Whitt
Katelyn Rodriguez
Konrad Bolowich
Laura McDonald
Lois Levitt
Mayra Pratt
Melinda Sayre
Michelle Meza
Natalie Campos
Natalie Komuro
Officer Gabe Fondario
Officer Robert Hargett
Philip F. Mangano
Probation Officer Victoria Whitworth
Regina Cruise
Ryan Aschenbrenner
Sgt. Pat Murch
Shelia Jackson
Sue Walker
Ted Bistarkey
Tim Sullivan
Tom Hernandez
Tom Ingles
Tricia Gonzales
Wayne Hamilton
Wendell Wilson
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Special thanks for the San Bernardino County Innovation and Technology Department for their expertise and guidance concerning the design and implementation of the homeless count mobile app, providing targeted mapping, and for data cleaning.

Brent Rolfe, Systems Development Team Leader
Lindsay King, GIS Business System Analyst
Natalie M. Campos, Business System Analyst III
Special thanks to our research consultants, the Institute for Urban Initiatives, for their expertise and guidance through the entire Point-In-Time Count and Subpopulation Survey process, including methodology development and implementation, planning coordination and guidance, and production of the final report.

Joe Colletti, PhD, Executive Director
Sofia Herrera, PhD, Research Director
Christy Hamilton, Research Project Manager
Thelma Herrera, Graphic Designer
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5 Table of Contents
Page
Background Information 6
When was the Count conducted? 6
Who was counted? 6
Who was not counted? 7
Who carried out the Count? 8
Methodology 10
Unsheltered Count
Sheltered Count
Key Findings 12
Executive Summary 13
Unsheltered Homelessness 18
Sheltered Homelessness 24
Appendix A: 26
Findings for Each Jurisdiction in Which at Least 50 Adults were Counted as Unsheltered
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6 Background Information
The U.S. Department of Housing and Urban Development (HUD), as part of its requirements for local Continuums of Care (CoCs) to continue to receive continuum of care funding for homeless persons, requires CoCs to conduct “one-day point-in-time” sheltered and unsheltered homeless counts during the last 10 days of January. The CA-609 San Bernardino City and County CoC is one of approximately 400 jurisdictions nationwide that submit an annual application to HUD for continuum of care funding.

HUD requires CoCs to conduct a sheltered count every year and an unsheltered count every other year. The San Bernardino City and County CoC conducts an annual unsheltered count as do more than half of California’s 44 CoCs.

In 2022, HUD permitted CoCs to request an exception to conduct a homeless count during the last 10 days of February because of pandemic related reasons. The CA-609 San Bernardino City and County CoC requested and received an exception and conducted the homeless count on February 24, 2022.

When was the Count conducted?
The unsheltered homeless count was conducted on Thursday, February 24, 2022, and began at 6 a.m. The sheltered count included residents of shelters and transitional housing programs throughout the county who slept in these facilities during the night of February 23 through the early morning of February 24.

HUD allows counting in hard-to-reach and remote places to continue up to seven days after the count as long as persons are asked if they were homeless on the day of the count and a unique identifier is used to prevent duplication. A limited amount of counting occurred during the seven days following the count in a few hard-to-reach and remote places and places were counting did not take place on February 24 because of pandemic related reasons.

Who was counted?
Per HUD’s instructions, a person was considered homeless, and thus counted, only when they fell within the HUD-based definition by residing in one of the places described below:
• In places not meant for human habitation, such as cars, parks, sidewalks, and abandoned buildings;
• In an emergency shelter; and
• In transitional housing for homeless persons.

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7 Each person who was counted was also asked a series of survey questions that ensured that all HUD required subpopulation data was collected that included persons with • HIV/AIDS;
• Serious mental illness; and
• Substance use disorders.

Subpopulations also included
• Families
• Veterans; and
• Youth age 18 – 24.

Several questions to gather local desired information were also asked and included • In what city did you first become homeless?
• In what city are you living now?
• Did you become homeless for the first time during the past 12 months? • Have you been released from prison or jail during the last 12 months? • How much is your monthly income?
Who was not counted?
Per HUD’s instructions, a person was not considered homeless if the person resided in one of the following places noted below:
• Medical facilities, such as hospitals, psychiatric facilities, and nursing homes; • Jails, prisons, or juvenile detention facilities;
• Chemical dependency facilities, such as substance abuse treatment facilities and detox centers;
• Foster care homes or foster care group homes.

Also, per HUD’s instructions, children identified by McKinney-Vento Homeless Coordinators at schools as homeless should not be counted. Children may be included in the count if they live in an emergency shelter or transitional housing program, or if they are unsheltered.

Lastly, HUD does not consider persons who are “doubled up,” or persons who are “near homelessness” to be homeless but considers them to be at risk of becoming homeless. Thus, such persons were not included in the homeless count.

The County of San Bernardino, like many other counties, has a substantial number of households that are at risk of becoming homeless. The Census Bureau noted that 14 percent or approximately 100,000 households (consisting of approximately 300,000 residents) in San Packet Pg. 218
8 Bernardino County were living at or below the poverty level as reported in the 2020 American Community Survey.

Many of these persons can become homeless because of social structural issues such as increases in rent, loss of jobs, and rising health care costs. In addition, personal experiences such as domestic violence, physical disabilities, mental illness, and substance abuse can cause members of a low-income household or an entire household to become homeless. Often, one or more of these experiences factor into a household’s homelessness experience.

Who carried out the Count?
The homeless count and subpopulation survey was a joint effort of the San Bernardino County Homeless Partnership, the San Bernardino County Office of Homeless Services, and the Institute for Urban Initiatives. Approximately 800 community volunteers were recruited to implement the count and subpopulation survey. As noted in the Acknowledgements section of this report, there were nearly 30 agencies that contributed staff time and office space for training and deployment of counters and there were 24 law enforcement agencies that provided their time, knowledge, and expertise concerning locations of homeless persons. Also, there were nearly 30 additional agencies that helped with the planning process, including the San Bernardino County Innovation and Technology Department, which created maps to guide counters.

The San Bernardino County Homeless Partnership (SBCHP) was formed to provide a more focused approach to issues of homelessness within San Bernardino County. Its primary purpose is to develop a countywide public and private partnership and to coordinate services and resources to end homelessness in San Bernardino County. The partnership consists of community and faith-based organizations, educational institutions, non-profit organizations, private industry, and federal, state, and local governments. SBCHP was developed to promote a strong collaboration between agencies to direct the planning, development, and implementation of the County’s 10-year Strategy to end chronic homelessness. The partnership provides leadership in creating a comprehensive countywide network of service delivery to homeless and nearhomeless families and individuals through facilitating better communication, planning, coordination, and cooperation among all entities that provide services and/or resources to relieve homelessness.

The San Bernardino County Office of Homeless Services (OHS) serves as a “clearinghouse” of homeless issues for all County departments. Any homeless issues encountered by County staff can be referred to this office for resolution. OHS staff plays a vital role in the San Bernardino County Homeless Partnership as the administrative support unit to the organization. OHS ensures that the vision, mission and goals of the SBCHP are carried into effect.

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9 The Institute for Urban Initiatives consists of several community-based and faith-based institutes that respond to the economic, housing, and social needs of neighborhoods, cities, and counties from local community, regional, national, international, and faith-based perspectives.

Urban Initiatives has completed over 50 assessments for local government and private organizations throughout Southern California that have focused on affordable housing, business development and education for micro-businesses, fair housing, homelessness, migrant farming, and street vending. For more information visit www.urban-initiatives.org.

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10 Methodology
Unsheltered Count and Survey
To conduct the Count, Esri’s ArcGIS software platform was used. The 2022 Homeless Point-inTime Count was a configuration of Survey 123 for ArcGIS and Operations Dashboard for ArcGIS that was used by the County’s Office of Homeless Services in partnership with the Innovation and Technology Department to conduct the 2022 homeless count and survey.

The Homeless Point-in-Time Count efforts included the following applications:
• Homeless count survey, which included nearly 30 questions to meet HUD requirements concerning the collection of data for designated subpopulations and to meet local requests for additional information about the homeless population; • Homeless count dashboard, which was used to monitor results of the point-in-time count in real time; and
• Homeless count results application that provided for instant viewing of data and tables that detailed point-in-time results.

A digital survey form was designed to simplify the surveyor’s experience; only relevant questions were displayed based on the answers already entered, eliminating the need for surveyors to devote time and effort to determine which questions to ask, and resulting in a simpler linear surveying experience.

Additional logic was built into the form to perform calculations behind-the-scenes. For example, the form combined the answers from a subset of questions to determine whether the respondent met HUD’s definition of chronically homeless and calculated the result instantly as the survey was completed. Extensive testing was conducted to ensure the various combinations of factors all successfully calculated to a correct result. These calculations allowed for real-time monitoring of such metrics as the count was taking place using an Operations Dashboard, and ultimately eliminated the need for them to be calculated after the count was completed.

An added benefit of using digital surveys was the capture of location information. When a survey was conducted, the global positing system (GPS) location of the surveyor’s mobile device was captured, providing the geographic location of where the survey took place, and opening up opportunities for mapping and analyses not possible in previous years. (For safety and privacy reasons, location information was not captured for surveys of sheltered homeless persons.) Upon completion of the count, the data were examined and scrubbed to remove any invalid records, such as practice surveys submitted before the official start of the count. Steps were also taken to ensure that duplicate records – instances where the same individual was surveyed more than once in the same location – were identified and removed.

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11 Closer monitoring of undercounted areas
As previously noted, the ESRI Survey 123 app provided the ability for a homeless count dashboard, which was used to monitor results of the Point-in-Time Count in real-time. This provided instant viewing of data points on the dashboard in the command center during the time of the count. Each data point represented a household counted.

If data points did not appear in areas where homeless persons were known to live during the day of the count, volunteers were sent to the area to count, and persons counted were included in the total count if they were not previously counted.

If data points did not appear in areas where homeless persons were known to live, professional outreach workers were sent to those areas the next day and persons were included in the total count if they were not counted the day before. HUD allows for next day counting based upon two conditions: 1) any homeless persons encountered be asked if they were homeless on the day of the count and 2) a unique identifier has to be created for that person.

A unique identifier was created for all persons counted on the day of the count and the day after the count. If the same unique identifier appeared twice, it was assumed that it was the same person; also, a person was only included once in the total count if the person stated “yes” when asked “if they were homeless on the day of the count,” which was Thursday, February 24th.

Analyzing the subpopulation data
Only adults and unaccompanied teenage children who are counted are surveyed, accompanied children in families were not. Of the 2,373 adults counted, 1,377 or 58% were surveyed and 966 or 42% were observed. Counters were instructed that if they believed there was a safety issue, or if a person was sleeping, or if a person refused to be interviewed, they were to record “no” in the digital survey form for question 4, which was “Are you able to interview this person” and then to give the best guess-estimate for questions 5 – 8, which asked for gender, age, ethnicity, and race.

Sheltered
HUD encourages the use of Homeless Management Information Services (HMIS) data to generate sheltered counts and subpopulation data for programs with 100% of beds participating in HMIS.

Therefore, HMIS was used to gather the total number of occupied beds and the number of persons for each subpopulation.

A data collection instrument was used to collect the total number of occupied beds and the number of persons for each subpopulation for non-participating HMIS programs and for HMIS participating agencies whose HMIS data is incomplete and/or incorrect. The same questions used to collect subpopulation data through HMIS were used for the data collection instrument. Thus, sheltered count data for all sheltered programs was gathered either through a data collection sheet or HMIS.

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12 Key Findings

1. The number of adults and children counted as homeless increase by approximately 7% when the 2022 point-in-time homeless count of 3,333 is compared to the 2020 point-intime homeless count of 3,125.

2. The number of adults and children counted as unsheltered in 2022 was nearly identical-- 2,389 in 2022 and 2,390 in 2020.

3. The number of adults and children counted as sheltered increased by 28% when the 2022 sheltered count of 944 is compared to the 2020 sheltered count of 735.

4. More than three-fourths (79.2%) or 2,640 of the 3,333 homeless adults and children were counted within seven cities that include Barstow, Colton, Fontana, Ontario, Redlands, San Bernardino, and Victorville. These seven cities accounted for 1,822 or more than three-fourths (76.2%) of the total unsheltered population of 2,389 and 818 or

86.6% of the 944 persons counted in shelters and transitional housing.

Nearly three-fourths (72.6%) or 2,270 of the 3,125 homeless adults and children counted in 2020 were counted within eight cities that include Barstow, Colton, Fontana, Ontario, Redlands, Rialto, San Bernardino, and Victorville. These eight cities accounted for threefourths (74.5%) of the total unsheltered population as well as nearly three-fourths (70.2%) of persons counted in shelters and transitional housing including a safe haven program.

5. Nearly half (47%) of unsheltered adults who agreed to be surveyed stated that the city in which they first became homeless was San Bernardino (47%) and Victorville (6%).

6. More than one-fourth (27%) of adults and children counted as homeless in 2022 became homeless for the first time during the 12 months prior to the homeless count

7. Nearly one-fourth (22%) of adults stated “yes” when asked if they were released from prison or jail during the past 12 months, which was the case during the 2020 unsheltered homeless count (23%) and the 2019 homeless count (22%).

8. Nearly half (43.5%) of unsheltered adults were chronically homeless, which is defined as being homeless for one year or more and having a disabling condition such as mental illness, chronic health condition, and a physical disability.

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13 Executive Summary
There were 3,333 persons who were counted as homeless. The previous point-in-time homeless count and subpopulation survey was completed in 2020 when 3,125 persons were counted. A comparison of the last two counts reveals that
• 208 more persons were counted in 2022, which represents an increase of 6.6%; • 1 less person was counted as unsheltered in 2022 when compared to the unsheltered count in 2020; and
• 209 more persons were counted as sheltered in 2022 when compared to the sheltered count in 2020, which represents an increase of 28.4%.

Table 1. Comparison of 2020 and 2022 Homeless Counts
Sheltered Unsheltered Total
2020 Homeless Count 735 2,390 3,125
2022 Homeless Count 944 2,389 3,333
Difference: +209 (28.4%) -1 (0.0%) +208 (6.6%)
Regarding sheltered homelessness, HUD states that
• CoCs must count all individuals or families who meet the criteria in paragraph (1)(ii) of the homeless definition in 24 CFR 578.3. This includes individuals and families “living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals)” on the night designated for the count. This includes individuals residing in Safe Haven projects.

Regarding unsheltered homelessness, HUD states that
• CoCs must count all individuals or families who meet the criteria in paragraph (1)(i) of the homeless definition in 24 CFR 578.3. This includes individuals and families “with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground” on the night designated for the count. Rapid Re-Housing (RRH) assisted households who are still unsheltered on the night of the count (e.g., staying in an encampment and being assisted by an RRH project to obtain housing) must be included as part of the unsheltered count.

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14 The following chart shows that the number of persons counted as unsheltered and sheltered in 2016 was 1,887 and 3,333 in 2022, which represents an increase of 1,446 persons or 77%.

The following table provides a breakdown of the total number of sheltered and unsheltered persons counted in 2022 by jurisdiction.

Table 2. Total Number of Sheltered and Unsheltered Adults and Children by Jurisdiction Jurisdiction Sheltered Unsheltered Total
Shelter Transitional
Housing
Adelanto 3 15 7 25
Apple Valley 1 0 26 27
Barstow 31 18 54 103
Big Bear City/Sugarloaf 0 0 1 1
Big Bear Lake 25 0 12 37
Bloomington 0 0 11 11
Cajon Canyon 0 0 0 0
Chino 0 0 23 23
Chino Hills 0 0 4 4
Colton 0 0 199 199
Crestline 0 0 13 13
Fontana 7 0 149 156
Grand Terrace 0 0 1 1
1,887
2,118
3,125
3,333
0 500
1,000
1,500
2,000
2,500
3,000
3,500
2016 2018 2020 2022
Total Number of Persons Counted as Homeless
from 2016 to 2022
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15 Jurisdiction Sheltered Unsheltered Total
Shelter Transitional
Housing
Hesperia 7 7 39 53
Highland 0 0 82 82
Joshua Tree 0 0 28 28
Lake Arrowhead 0 0 1 1
Landers 0 0 4 4
Lenwood 0 0 0 0
Loma Linda 0 0 9 9
Lytle Creek 0 0 0 0
Mentone/Crafton 0 0 0 0
Montclair 0 0 37 37
Morongo Valley 0 0 0 0
Muscoy 0 0 13 13
Needles 0 0 9 9
Ontario 75 13 105 193
Phelan/Pinion Hills 0 0 1 1
Rancho Cucamonga 0 0 47 47
Redlands 48 37 99 184
Rialto 0 0 70 70
Running Springs 0 0 7 7
San Bernardino 238 120 992 1,350
Twentynine Palms 1 0 14 15
Upland 0 52 37 89
Victorville 168 63 224 455
West Cajon Valley 0 0 0 0
Yermo 0 0 0 0
Yucaipa 0 0 11 11
Yucca Valley 7 8 42 57
County-wide or Unknown 0 0 18 18
Total: 611 333 2,389 3.333
Table 3 notes that more three-fourths (79.2%) or 2,640 of the 3,333 homeless adults and children were counted within seven cities that include Barstow, Colton, Fontana, Ontario, Redlands, San Bernardino, and Victorville. These seven cities accounted for 1,822 or more than three-fourths (76.2%) of the total unsheltered population of 2,389 and 818 or 86.6% of the 944 persons counted in shelters and transitional housing.

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16 Table 3. Jurisdictions with Largest Number of Homeless Persons Jurisdiction Sheltered Unsheltered Total
Shelter Transitional
Housing
County 611 333 2,389 3,333
Barstow 31 18 54 103
Colton 0 0 199 199
Fontana 7 0 149 156
Ontario 75 13 105 193
Redlands 48 37 99 184
San Bernardino 238 120 992 1,350
Victorville 168 63 224 455
Total: 567 251 1,822 2,640
Table 4 compares the total number of unsheltered persons, sheltered persons, and the total number counted in 2022 to 2020 for incorporated and various unincorporated areas.

Table 4. 2022 Comparison to 2020 by Jurisdiction
Incorporated and
Unincorporated
Areas
Total
Number of
Unsheltered Persons
Total
Number of
Sheltered Persons
Total
Number
2020 2022 Difference 2020 2022 Difference 2020 2022 Difference # # # %* # # # %* # # # %*
Adelanto 11 7 -4 -36 13 18 +5 +38 24 25 +1 +4
Apple Valley 24 26 +2 +8 7 1 -6 -86 31 27 -4 -13
Barstow 78 54 -24 -31 30 49 +19 +63 108 103 -5 -5
Big Bear
City/Sugarloaf
12 1 -11 -92 0 0 0 0 12 1 -11 -92
Big Bear Lake 0 12 +12 * 2 25 +23 * 2 37 +35 *
Bloomington 19 11 -8 -42 0 0 0 0 19 11 -8 -42
Cajon Canyon 0 0 0 0 0 0 0 0 0 0 0 0
Chino 31 23 -8 -26 0 0 0 0 31 23 -8 -26
Chino Hills 2 4 +2 +100 0 0 0 0 2 4 +2 +100
Colton 136 199 +63 +46 0 0 0 0 136 199 +63 +46
Crestline 22 13 -9 -41 0 0 0 0 22 13 -9 -41
Fontana 116 149 +33 +28 0 7 +7 * 116 156 +40 +34
Grand Terrace 5 1 -4 -80 0 0 0 0 5 1 -4 -80
Hesperia 19 39 +20 +105 13 14 +1 +8 32 53 +21 +66
Highland 78 82 +4 +5 0 0 0 0 78 82 +4 +5
Joshua Tree 54 28 -26 -48 5 0 -5 -100 59 28 -31 -52
Lake Arrowhead 11 1 -10 -91 0 0 0 0 11 1 -10 -91
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17 Incorporated and
Unincorporated
Areas
Total
Number of
Unsheltered Persons
Total
Number of
Sheltered Persons
Total
Number
2020 2022 Difference 2020 2022 Difference 2020 2022 Difference Landers 2 4 +2 +100 0 0 0 0 2 4 +2 +100
Lenwood 0 0 0 0 0 0 0 0 0 0 0 0
Loma Linda 27 9 -18 -67 24 0 -24 -100 51 9 -42 -82
Lytle Creek 0 0 0 0 0 0 0 0 0 0 0 0
Mentone/Crafton 0 0 0 0 0 0 0 0 0 0 0 0
Montclair 54 37 -17 -31 0 0 0 0 54 37 -17 -31
Morongo Valley 0 0 0 0 5 0 0 0 5 0 -5 -100
Muscoy 24 13 -11 -46 0 0 0 0 24 13 -11 -46
Needles 16 9 -7 -44 0 0 0 0 16 9 -7 -44
Ontario 74 105 +31 +42 28 88 +60 * 102 193 +91 +89
Phelan/Pinion
Hills
2 1 -1 -50 0 0 0 0 2 1 -1 -50
Rancho
Cucamonga
48 47 -1 -2 6 0 -6 -100 54 47 -7 -13
Redlands 141 99 -42 -30 45 85 +40 +89 186 184 -2 -1
Rialto 115 70 -45 -39 0 0 0 0 115 70 -45 -39
Running Springs 1 7 +6 * 0 0 0 0 1 7 +6 *
San Bernardino 823 992 +169 +20 233 358 +125 +54 1,056 1,350 +294 +28 Twentynine Palms 28 14 -14 -50 17 1 -16 -94 45 15 -30 -67 Upland 44 37 -7 -16 0 52 +52 * 44 89 +45 +102
Victorville 298 224 -74 -25 153 231 +78 +51 451 455 +4 +1 West Cajon Valley 0 0 0 0 0 0 0 0 0 0 0 0
Yermo 0 0 0 0 0 0 0 0 0 0 0 0
Yucaipa 13 11 -2 -15 4 0 -4 -100 17 11 -6 -35
Yucca Valley 44 42 +2 +5 27 15 -12 -44 71 57 -14 -20
County-wide** 18 18 0 0 123 0 -123 -100 141 18 -123 -87 Total: 2,390 2,389 -1 0 735 944 +209 +28 3125 3333 -208 -6.6 *percentages were only provided for differences that were 200% or less. **includes Domestic Violence survivor programs.

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18 Unsheltered Homelessness
Of the 3,333 persons counted in 2022, 2,389 or nearly three-fourths (71.7%) were unsheltered, which is defined by HUD as
“An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning: (i) An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings.”
HUD also requires that the total number of unsheltered and sheltered adults be broken down by various subpopulations including age, gender, race, and ethnicity. Of the 2,389 unsheltered persons counted, 2,373 were adults and 16 were children under age 18 in families.

Gender
The following table provides a breakdown by gender for adults and children under age 18 in families. There were no unaccompanied youth under age 18. HUD requires the summary to consist of men, women, transgender, gender non-conforming (i.e., not exclusively male or female), and questioning.

More than three-fourths (78.7%) of adults were male and more than half (56.3%) of children were female.

Table 5. Breakdown by Gender (n=2,389)
Adults
Children in
Families
Unaccompanied
Youth Under
Age 18
# % # % # %
Male 1,868 78.7 7 43.7 0 0.0
Female 482 20.3 9 56.3 0 0.0
Transgender 4 0.2 0 0.0 0 0.0
Gender Non-Conforming 17 0.7 0 0.0 0 0.0
Questioning 2 0.1 0 0.0 0 0.0
Total: 2,373 100 16 100 0 0.0
Ethnicity
Table 5 offers a breakdown by ethnicity. HUD requires the summary to consist of Hispanics or Latinos and non-Hispanics or Latinos.

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19 More than one-third (35.7%) of adults and nearly one-third (31.2%) of children were Hispanic or Latino.

Table 6. Breakdown by Ethnicity (n=2,389)
Adults Children in
Families
Unaccompanied
Youth Under
Age 18
# % # % # %
Hispanic or Latino 848 35.7 5 31.2 0 0
Non-Hispanic or Latino 1,525 64.3 11 68.8 0 0
Total: 2,373 100 16 100 0 0.0
Race
Table 7 provides a breakdown by race. It is important to note that instructions from HUD were to include Hispanics or Latinos in the race categories listed below because the designation “Hispanic or Latino” does not denote race.

Table 7. Breakdown by Race (n=2,389)
Adults Children in
Families
Unaccompanied
Youth Under
Age 18
# % # % # %
American Indian
or Alaska Native
76 3.2 0 0.0 0 0.0
Asian 29 1.2 1 6.2 0 0.0
Black or African American 434 18.3 3 18.8 0 0.0
Native Hawaiian or
Other Pacific Islander
18 0.7 0 0.0 0 0.0
White 1,449 61.1 10 62.5 0 0.0
Other 367 15.5 2 12.5 0 0.0
Total: 2,373 100 16 100 0 0.0
Age
Table 8 offers a breakdown by age for adults and children under age 18.

Packet Pg. 230
20 Table 8. Breakdown by Age for Adults and Unaccompanied Children under Age 18 (n=2,389) Adults & Unaccompanied Children Under Age 18 # %
Under Age 18 16 0.7
Age 18 – 24 94 3.9
Age 25 – 39 836 35.0
Age 40 – 49 577 24.2
Age 50 – 54 289 12.1
Age 55 – 61 364 15.2
Age 62+ 213 8.9
Total: 2,389 100
Other Subpopulations
Table 9 provides a breakdown of other subpopulations for adults.

Table 9. Breakdown by Subpopulations (n=2,373)
Subpopulations: # %
Chronically Homeless Adults 1,027 43.5
Families including Chronically Homeless Families* 10 ** Persons w/HIV/AIDS 50 2.1
Persons w/Mental Health Problems 684 29.0
Substance Users 868 36.8
Veterans*** 166 7.0
Experiencing Homelessness Due to Fleeing Domestic
Violence, Dating Violence, Sexual Assault, or Stalking
166 7.0
*Families:
• Of the 10 families, 2 were chronically homeless that included 3 adults and 2 children. • The total number of adults in the 10 families was 13 and represents 0.5% of the total adult population of 2,373.
**10 families consisted of 13 adults and 16 children.
***Veterans:
• 47.4% or 79 of the 166 veterans were chronically homeless.

Other Survey Questions
First Time Homeless
Did you become homeless for the first time during the past 12 months? Packet Pg. 231
21 The following chart shows that more than one-fourth (27%) of adults became homeless for the first time during the 12 months preceding the 2022 count, which was also the case in 2020.

Chronic Health Condition
Has a doctor or other medical professional ever told you that you have a chronic health condition that is life-threatening such as heart, lung, liver, kidney or cancerous disease? The next chart shows that 15% of adults stated “yes” when asked if a doctor or other medical professional ever told them that they had a chronic health condition that is life-threatening, which is a lesser percentage compared to the previous two unsheltered counts. 19%
29%
27%
0%
5%
10%
15%
20%
25%
30%
35%
2019 2020 2022
Did you become homeless for the first time
during the past 12 months?
19% 20%
15%
0%
5%
10%
15%
20%
25%
2019 2020 2022
Has a doctor or other medical professional ever told you that you have a chronic health condition that is life-threatening? Packet Pg. 232
22 Released from Prison or Jail
Were you released from prison or jail during the past 12 months? Nearly one-fourth (22%) of adults stated “yes” when asked if they were released from prison or jail during the 12 months preceding the 2022 count, which has been the case during the past two unsheltered homeless counts.

City First Homeless
Of the 1,373 adults who agreed to be interviewed, 1,228 answered the question, “In what city did you first become homeless?”
Of the 1,228 adults who answered the question, as noted in the next chart • Nearly half (47%) stated San Bernardino or Victorville—504 (41%) stated San Bernardino and 75 (6%) stated Victorville.
• 329 or 27% stated the other eight cities listed in the chart below; • 174 or 14% stated another city in San Bernardino County; • 118 or 10% stated a city outside San Bernardino County; and • 28 or 2% stated a city outside of California.
22% 23% 22%
0%
5%
10%
15%
20%
25%
2019 2020 2022
Have you been released from prison or jail
during the last 12 months?
Packet Pg. 233
23 43
68 39 53
23 35 47
504
21 75
174
118
28 4%
6%
3% 4%
2%
3% 4%
41%
2%
6%
14%
10%
2% 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0 100
200
300
400
500
600
In what city did you first become homeless?
Number Percent
Packet Pg. 234
24 Sheltered Homelessness
Of the 3,333 persons counted in 2022, 944 persons or 28.32% were sheltered. Among the 944 sheltered persons, 611 were counted in shelters or received non-congregated shelter through a motel voucher and 333 were counted in transitional housing programs. HUD states that persons living in shelters or transitional housing programs (including safe haven programs) on the night of the count must be included in the homeless count and subpopulation survey.

As required by HUD, the sheltered count included the number of persons and households sleeping in emergency shelters (including seasonal shelters) and transitional housing programs that were listed on the Housing Inventory Chart (HIC). In addition, any persons staying in hotels or motels as a result of receiving a voucher from a social service agency were included in the sheltered count per HUD’s instructions if the voucher program was listed on the HIC.

HUD also requires that the total number of sheltered persons be broken down by pre-designated subpopulations. The total number of sheltered persons by the pre-designated subpopulations for 2022 are listed in the table below.

The Homeless Inventory Count (HIC) was submitted by OHS staff to HUD on April 28, 2022. Prior to the homeless count, the HIC was specifically undated to include any new programs or exclude any programs no longer operational by OHS staff and Key Person Task Force members. A few changes were made to the HIC prior to the count.

HUD encourages the use of HMIS data to generate sheltered counts and subpopulation data for programs with 100% of beds participating in HMIS. Therefore, HMIS was used to gather the total number of occupied beds and the number of persons for each subpopulation. A data collection instrument was used to collect the total number of occupied beds and the number of persons for each subpopulation for non-participating HMIS programs and for HMIS participating agencies that do not have their HMIS data complete and correct. The same questions used to collect subpopulation data through HMIS were used for the data collection instrument. Thus, sheltered count data for all sheltered programs was gathered either through a data collection sheet or HMIS.

The following table provides a breakdown of the sheltered population (944 adults and children) by the subpopulations required by HUD.

Packet Pg. 235
25 Table 10. Sheltered Population by Subpopulations
Subpopulation Number Percent
American Indian or Alaska Native 24 2.54
Asian 8 <1
Black/African American 309 32.73
Chronically Homeless Families (# of families) 4 <1
Chronically Homeless Families (total persons) 9 <1
Chronically Homeless Individuals 83 8.79
Chronically Homeless Veteran Individuals 7 <1
Don’t Know (Race) 0 0
Female 508 53.81
Hispanic/Latin 473 50.10
Households (total number) 656 69.49
Male 435 46.08
Multiple Races 98 10.38
Native Hawaiian or Other Pacific Islander 3 <1
Non-Hispanic/Latino 471 49.89
Number of Persons in Households 944 100
Persons Over Age 24 634 67.16
Persons with HIV/AIDS 20 2.11
Persons with Mental Health Problems 155 16.41
Persons with Substance Abuse Problems 80 8.47
Refused to Answer Race 1 <1
Refused to Answer Ethnicity 0 0
Transgender 1 <
Unaccompanied Women 267 28.28
Veterans 29 3.07
Victims of Domestic Violence 71 7.52
White 501 53.07
Youth Ages 18 – 24 56 5.93
Youth Under Age 18-Households w/only children 8 <1
*There were 656 households that made up the total number of sheltered persons, which was 944. Number and percentage are not cumulative.

Packet Pg. 236
26 Appendix A:

Findings for Each Jurisdiction
in Which at Least 50 Adults
were Counted as Unsheltered
Packet Pg. 237
27 Barstow
Total Number of Unsheltered Adults: 54
Of the 54 adults counted, volunteers were able to administer 38 surveys.

Demographic Information n=38
Gender: Number Percent
Male 26 68.5
Female 10 26.3
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Questioning 1 2.6
Don’t Know or No Recorded Answer 1 2.6
Age:
18 to 24 2 5.3
25 - 39 13 34.2
40 – 49 7 18.4
50 – 54 2 5.3
55 – 61 10 26.3
62+ 4 10.5
Ethnicity:

Hispanic or Latino 5 13.2
Race:

African American or Black 8 21.1
American Indian or Alaska Native 1 2.6
Asian 1 2.6
Native Hawaiian or Pacific Islander 1 2.6
White 21 55.3
Multiple Races or Other 4 10.5
Don’t Know 2 5.3
Became Homeless for First Time During Past 12 Months: 16 42.1 Chronically Homeless: 7 18.4
Veteran Status: 3 7.9
Packet Pg. 238
28 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 4 10.5
HIV/AIDS: 2 5.3
Physical Disability That Seriously Limits Ability to Live Independently: 4 10.5
Developmental Disabilities: 0 0.0
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 8 21.1
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 4 10.5
Victims of Domestic Violence: 0 0.0
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 6 15.8 No Monthly Income: 18 47.4
$1 - $250 9 23.7
$251 - $500 3 7.9
$501 - $1,000 2 5.3
More Than $1,000 3 7.9
No Recorded Answer 3 7.9
Packet Pg. 239
29 Colton
Total Number of Unsheltered Adults: 199
Of the 199 adults counted, volunteers were able to administer 58 surveys.

Demographic Information n=58
Gender: Number Percent
Male 48 82.8
Female 10 17.2
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Don’t Know or No Recorded Answer 0 0.0
Age:
18 to 24 1 1.7
25 - 39 16 27.6
40 – 49 14 24.2
50 – 54 9 15.5
55 – 61 12 20.7
62+ 6 10.3
Ethnicity:

Hispanic or Latino 22 37.9
Race:

African American or Black 7 12.1
American Indian or Alaska Native 0 0.0
Asian 0 0.0
Native Hawaiian or Pacific Islander 0 0.0
White 40 69.0
Multiple Races or Other 9 15.5
Don’t Know/Refused 2 3.4
Became Homeless for First Time During Past 12 Months: 16 27.6 Chronically Homeless: 22 37.9
Veteran Status: 5 8.6
Packet Pg. 240
30 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 6 10.3
HIV/AIDS: 0 0.0
Physical Disability That Seriously Limits Ability to Live Independently: 5 8.6
Developmental Disabilities: 0 0.0
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 9 15.5
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 33 56.9
Victims of Domestic Violence: 5 8.6
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 10 17.2 Monthly Income:

No Monthly Income 48 82.8
$1 - $250 4 6.9
$251 - $500 3 5.2
$501 - $1,000 1 1.7
More Than $1,000 2 3.4
No Recorded Answer/Refused 0 0.0
Packet Pg. 241
31 Fontana
Total Number of Unsheltered Adults: 146
Of the 146 adults counted, volunteers were able to administer 90 surveys.

Demographic Information n=90
Gender: Number Percent
Male 67 74.4
Female 23 25.6
Transgender 0 0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0 Don’t Know or No Recorded Answer 0 0
Age:
18 to 24 5 5.6
25 - 39 29 32.2
40 – 49 22 24.4
50 – 54 9 10.0
55 – 61 15 16.7
62+ 10 11.1
Ethnicity:

Hispanic or Latino 42 46.7
Race:

African American or Black 20 22.2
American Indian or Alaska Native 3 3.3
Asian 2 2.2
Native Hawaiian or Pacific Islander 0 0.0
White 55 61.1
Multiple Races or Other 6 6.7
Don’t Know/Refused 4 4.4
Became Homeless for First Time During Past 12 Months: 32 35.6 Chronically Homeless: 20 22.2
Veteran Status: 6 8.7
Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 13 14.4
Packet Pg. 242
32 HIV/AIDS: 1 1.1
Physical Disability That Seriously Limits Ability to Live Independently: 11 12.2
Developmental Disabilities: 6 6.7
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 14 15.6
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 10 11.1
Victims of Domestic Violence: 5 5.6
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 29 32.2 Monthly Income:

No Monthly Income 55 61.1
$1 - $250 2 2.2
$251 - $500 4 4.4
$501 - $1,000 11 12.2
More Than $1,000 16 17.8
No Recorded Answer 2 2.2
Packet Pg. 243
33 Highland
Total Number of Unsheltered Adults: 82
Of the 82 adults counted, volunteers were able to administer 61 surveys.

Demographic Information n=61
Gender: Number Percent
Male 48 78.7
Female 13 21.3
Transgender 0 0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0 Don’t Know or No Recorded Answer 0 0
Age:
18 to 24 6 9.8
25 - 39 27 44.3
40 – 49 8 13.1
50 – 54 12 19.7
55 – 61 7 11.5
62+ 1 1.6
Ethnicity:

Hispanic or Latino 34 55.7
Race:

African American or Black 13 21.3
American Indian or Alaska Native 1 1.6
Asian 0 0.0
Native Hawaiian or Pacific Islander 1 1.6
White 33 54.2
Multiple Races or Other 11 18.0
Don’t Know/Refused 2 3.3
Became Homeless for First Time During Past 12 Months: 9 14.8 Chronically Homeless: 33 54.1
Veteran Status: 3 4.9
Packet Pg. 244
34 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 7 11.5
HIV/AIDS: 3 4.9
Physical Disability That Seriously Limits Ability to Live Independently: 7 11.5
Developmental Disabilities: 6 9.8
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 19 31.1
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 30 49.2
Victims of Domestic Violence: 4 6.6
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 18 29.5 Monthly Income:

No Monthly Income 47 77.0
$1 - $250 6 9.8
$251 - $500 4 6.6
$501 - $1,000 2 3.3
More Than $1,000 2 3.3
No Recorded Answer 0 0.0
Packet Pg. 245
35 Ontario
Total Number of Unsheltered Adults: 105
Of the 105 adults counted, volunteers were able to administer 68 surveys.

Demographic Information n=68
Gender: Number Percent
Male 47 69.1
Female 21 30.9
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Don’t Know or No Recorded Answer 0 0.0
Age:
18 to 24 2 2.9
25 - 39 24 35.3
40 – 49 16 23.5
50 – 54 9 13.2
55 – 61 11 16.2
62+ 6 8.8
Ethnicity:

Hispanic or Latino 35 51.5
Race:

African American or Black 8 11.8
American Indian or Alaska Native 2 2.9
Asian 1 1.5
Native Hawaiian or Pacific Islander 1 1.5
White 50 73.5
Multiple Races or Other 3 4.4
Don’t Know/Refused 3 4.4
Became Homeless for First Time During Past 12 Months: 22 32.4 Chronically Homeless: 23 33.8
Veteran Status: 1 1.5
Packet Pg. 246
36 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 12 17.6
HIV/AIDS: 1 1.5
Physical Disability That Seriously Limits Ability to Live Independently: 13 19.1
Developmental Disabilities: 3 4.4
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 14 20.6
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 13 19.1
Victims of Domestic Violence: 8 11.8
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 18 26.5 Monthly Income:

No Monthly Income 45 66.2
$1 - $250 7 10.3
$251 - $500 2 2.9
$501 - $1,000 5 7.4
More Than $1,000 7 10.3
No Recorded Answer 2 2.9
Packet Pg. 247
37 Redlands
Total Number of Unsheltered Adults: 98
Of the 98 adults counted, volunteers were able to administer 58 surveys.

Demographic Information n=58
Gender: Number Percent
Male 47 81.0
Female 11 19.0
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Don’t Know or No Recorded Answer 0 0.0
Age:
18 to 24 3 5.2
25 - 39 15 25.9
40 – 49 17 29.3
50 – 54 4 6.9
55 – 61 15 25.9
62+ 4 6.9
Ethnicity:

Hispanic or Latino 16 27.6
Race:

African American or Black 5 8.6
American Indian or Alaska Native 4 6.9
Asian 1 1.7
Native Hawaiian or Pacific Islander 0 0.0
White 38 65.5
Multiple Races or Other 8 13.8
Don’t Know 2 3.4
Became Homeless for First Time During Past 12 Months: 8 13.8 Chronically Homeless: 8 13.8
Veteran Status: 8 13.8
Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 12 20.7
Packet Pg. 248
38 HIV/AIDS: 0 0.0
Physical Disability That Seriously Limits Ability to Live Independently: 13 22.4
Developmental Disabilities: 3 5.2
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 12 20.7
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 12 20.7
Victims of Domestic Violence: 7 12.1
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 5 8.6 Monthly Income:

No Monthly Income 32 55.2
$1 - $250 9 15.5
$251 - $500 4 6.9
$501 - $1,000 7 12.1
More Than $1,000 3 5.2
No Recorded Answer 3 5.2
Packet Pg. 249
39 Rialto
Total Number of Unsheltered Adults: 69
Of the 69 adults counted, volunteers were able to administer 55 surveys.

Demographic Information n=55
Gender: Number Percent
Male 40 72.7
Female 15 27.3
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Don’t Know or No Recorded Answer 0 0.0
Age:
18 to 24 2 3.6
25 - 39 13 23.6
40 – 49 14 25.5
50 – 54 10 18.2
55 – 61 9 16.4
62+ 7 12.7
Ethnicity:

Hispanic or Latino 24 43.6
Race:

African American or Black 11 20.0
American Indian or Alaska Native 0 0.0
Asian 0 0.0
Native Hawaiian or Pacific Islander 0 0.0
White 22 40.0
Multiple Races or Other 12 21.8
Don’t Know 10 18.2
Became Homeless for First Time During Past 12 Months: 12 21.8 Chronically Homeless: 10 18.2
Veteran Status: 4 7.3
Packet Pg. 250
40 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 4 7.3
HIV/AIDS: 0 0.0
Physical Disability That Seriously Limits Ability to Live Independently: 8 14.5
Developmental Disabilities: 1 1.8
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 7 12.7
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 3 5.5
Victims of Domestic Violence: 2 3.6
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 7 12.7 Monthly Income:

No Monthly Income 22 40.0
$1 - $250 6 10.9
$251 - $500 2 3.6
$501 - $1,000 3 5.5
More Than $1,000 4 7.3
No Recorded Answer 18 32.7
Packet Pg. 251
41 San Bernardino
Total Number of Unsheltered Adults: 989
Of the 989 adults counted, volunteers were able to administer 537 surveys.

Demographic Information n=537
Gender: Number Percent
Male 372 69.3
Female 161 30.0
Transgender 2 0.4
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Questioning 1 0.2
Don’t Know or No Recorded Answer 1 0.2
Age:
18 to 24 22 4.1
25 - 39 203 37.8
40 – 49 116 21.6
50 – 54 66 12.3
55 – 61 76 14.2
62+ 54 10.1
Ethnicity:

Hispanic or Latino 210 39.1
Race:

African American or Black 131 24.4
American Indian or Alaska Native 25 4.7
Asian 10 1.9
Native Hawaiian or Pacific Islander 5 0.9
White 259 48.2
Multiple Races or Other 92 17.1
Don’t Know 15 2.8
Became Homeless for First Time During Past 12 Months: 144 26.8 Chronically Homeless: 317 59.0
Veteran Status: 30 5.6
Packet Pg. 252
42 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 91 16.9
HIV/AIDS: 19 3.5
Physical Disability That Seriously Limits Ability to Live Independently: 128 23.8
Developmental Disabilities: 64 11.9
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 237 44.1
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 311 57.9
Victims of Domestic Violence: 36 6.7
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 114 21.0 Monthly Income:

No Monthly Income 418 77.8
$1 - $250 38 7.1
$251 - $500 14 2.6
$501 - $1,000 35 6.5
More Than $1,000 27 5.0
No Recorded Answer 5 0.9
Packet Pg. 253
43 Victorville
Total Number of Unsheltered Adults: 220
Of the 220 adults counted, volunteers were able to administer 94 surveys.

Demographic Information n=94
Gender: Number Percent
Male 74 78.7
Female 19 20.2
Transgender 0 0.0
Gender Non-Conforming (i.e., not exclusively male or female) 0 0.0 Don’t Know or No Recorded Answer 1 1.1
Age:
18 to 24 5 5.3
25 - 39 30 31.9
40 – 49 29 30.9
50 – 54 11 11.7
55 – 61 11 11.7
62+ 8 8.5
Ethnicity:

Hispanic or Latino 34 36.2
Race:

African American or Black 14 14.9
American Indian or Alaska Native 2 2.1
Asian 0 0.0
Native Hawaiian or Pacific Islander 1 1.1
White 55 58.5
Multiple Races or Other 17 18.1
Don’t Know/refused 5 5.3
Became Homeless for First Time During Past 12 Months: 28 29.8 Chronically Homeless: 38 40.4
Veteran Status: 7 7.4
Packet Pg. 254
44 Chronic Health Condition That Is Life-Threatening Such as Heart, Lung, Liver, Kidney, or Cancerous Disease: 13 13.8
HIV/AIDS: 1 1.1
Physical Disability That Seriously Limits Ability to Live Independently: 11 11.7
Developmental Disabilities: 4 4.3
Mental Health Disability or Disorder That Seriously Limits Ability to Live Independently: 15 16.0
Substance Use Problem Disability or Disorder That Seriously Limits Ability to Live Independently: 24 25.5
Victims of Domestic Violence: 1 1.1
Experiencing Homelessness Due to Fleeing
Domestic Violence, Dating Violence, Sexual Assault, or Stalking Released from Correctional Institutions During Past Year: 21 22.3 Monthly Income:

No Monthly Income 63 67.0
$1 - $250 8 8.5
$251 - $500 7 7.4
$501 - $1,000 9 9.6
More Than $1,000 5 5.3
No Recorded Answer 2 2.1
Packet Pg. 255
1 San Bernardino
Community Wellness Campus
Project Proposal
November 2022
Packet Pg. 256
Table of Contents
Mission ...........................................................................................................................................1 Vision ..............................................................................................................................................1 Values .............................................................................................................................................1 Community Development Proposal..............................................................................................2 Current Trends and Statistics................................................................................................2 San Bernardino Community Wellness Campus....................................................................3 San Bernardino Community Wellness Campus Impact/Evaluation ......................................4 Conceptual Site Plan......................................................................................................................5 Additional Project Details ............................................................................................................7 Buildings and Services ..................................................................................................................7 Interim Housing ....................................................................................................................7 2-story Permanent Supportive Housing Apartment Building...............................................8 Community Services Building..............................................................................................8 Community Support and Administration Building...............................................................8 Medical Clinic.......................................................................................................................8 Packet Pg. 257
Mission
Ignited by faith, we live out God’s love by
embracing, equipping, and empowering vulnerable
people in Southern California.

Vision
Sharing the love of Christ, we seek to form a
community where the vulnerable are safer and
stronger, the dependent are self-sustaining, the
isolated dwell in community, and the weary are
given hope.

Values
Compassion, Advocacy, Respect, Collaboration,
Innovation, & Stewardship
Embrace Equip Empower

Page 1 ends

Mayor and City CouncilDecember 7, 2022

Mayor and City Council
December 7, 2022