Task Order Proposal
FY 23/24 Proposal, Capital Improvement Program (CIP) Management Services www.transtech.org
855.595.2495 (toll-free)
phases.
Below is a list of current phases and completed tasks of each project on City’s CIP program, which our team has coordinated in approximately 4 months:
• Finalizing the design of Encanto Community Center Improvements (CDGB Federal funded). The project is currently in final design with anticipated project completion in Summer 2024. Project cost:
$3.4m.
• Coordinated a construction change order for an unforeseen condition at Paul Villasenor Library due to existing termite and mold at the facility in order to start the construction activities at the library. The project will resume construction in July 2023 with anticipated project completion by Fall 2023. Project cost: $0.75m.
• Installed a temporary access road for the damaged bridge at Cross Street bridge under emergency within 2 days to provide access to the residents and maintain City services to this area. The project is currently in design phase for a permanent bridge on Cross Street with anticipated project completion by December 2023. Project cost: $1.0m.
• Coordinated the grant agreement with California Arts Agency and finalized the $2.5m funds for California Theatre Renovation project (Grant funded) to initiate the project final design phase. The project is currently in design phase with anticipated project completion in Summer 2025. Project cost:
$4.9m.
• Coordinated pre-construction and construction phases of Carousell Mall Demolition project. The project is currently in haz-mat abatement phase prior to building demolition with anticipated project completion in December 2023. Project cost: $8.0m.
• Managed the construction phase of 5th Street Senior Center Doors improvements project with anticipated completion of October 2023. Project cost: $0.3m. • Started the construction of Perris Hills Senior Center Roof Replacement with anticipated project completion of August 2023. Project cost: $0.2m.
• Coordinated the construction of City Hall Server Room HVAC Improvements with anticipated project completion of September 2023. Project cost: $0.2m.
• Coordinated the construction of Regal Theatre HVAC system with anticipated project completion of August 2023. Project cost: $0.4m.
• Initiated the preliminary design phase of One Stop Permitting Center with anticipated project completion of early 2025. Project cost: $0.4m.
• Coordinated with SCE to initiate a grant funded charging station installation project at City Yard, Police Department and City Hall Facilities. The proposed project is currently in planning phase and will be presented to Council to request funds appropriation. • Analyzed various development options for City Hall Development project and prepared technical documents.
• Completed the construction of Jerry Lewis Swim Center Improvements. Project cost: $0.2m. • Coordinated the construction of Pioneer Memorial Cemetery & Seccombe Lake Improvements:
fence installation project with anticipated project completion of Summer 2023. Project cost: $0.5m. • Initiated the planning of Wildwood Park & Encanto Park- Phase 1: Baseball/Softball fields repair with anticipated project completion December 2025. Project cost: $1.0m. • Completed the construction of Wildwood Park parking lot improvements. Project cost: $0.6m. • Completed the construction of Perris Hill YMCA Parking Lot Improvement. Project cost: $0.8m. • Initiated the planning (design procurement) phase of Roosevelt Bowl Rehabilitation (ARPA funded) with anticipated project completion of early 2025. Project cost: $1.2m. • Finalized the concept design and initiated the final design of Speicher Park, East Side Skate Park Improvements with anticipated project completion of Summer 2024. Project cost: $0.9m. • Coordinated the design phase of Nicholson Park Improvements (ARPA and CDBG funded) with Packet Pg. 949
June 5, 2023
City of SAN BERNARDINO
Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance
Task Order Proposal
FY 23/24 Proposal, Capital Improvement Program (CIP) Management Services www.transtech.org
855.595.2495 (toll-free)
anticipated project completion of early 2025. Project cost: $9.9m. • Finalized design concept phase and started design phase of Seccombe Lake Park Improvements (ARPA funded) with anticipated project completion of early 2025. Project cost: $10m. • Finalized the planning phase and coordinating the design phase of Lytle Creek Park Improvements (ARPA Funded) with anticipated completion of early 2024. Project cost: $0.6m. • Finalized design concept phase and started design phase of Speicher Park Ballfield Improvements (ARPA funded) with anticipated project completion of early 2025. Project cost: $2m. • Finalized design concept phase and started design phase of Sal Saavedra Guadalupe Field Improvements (County ARPA funded) with anticipated project completion of early 2025. Project cost:
$1m.
• Completed construction of Jerry Lewis Swim Center Improvements. Project cost: $0.1m. • Coordinated project initiation/planning of Parks Master Plan Study. Project cost: $1.1m. • Coordinated project planning phase of Meyers Creek Focused Drainage Study. Project cost: $0.25m. • Started design phase of Sierra Way Storm Drain Improvements with anticipated project completion of end of 2024. Project cost: $4.0m.
• Coordinated design phase of Mt. Vernon Storm Drain Improvements with anticipated completion of May 2024. Project cost; $6.0m.
• Initiated the planning phase of catch basin trash capture device installation project with anticipated project completion of end of 2024. Project cost: $0.25m. • Coordinated planning phase of Drainage Channel Improvements at Cajon Blvd and Shenandoah Way, no funds available for the project.
• Completed construction of Street Rehabilitation Project – 7 segments. Project cost: $1.7m. • Completed construction of Street Rehab (Project No: 13425). Project cost: $3.5m. • Conducted value engineering and repackaged Street Rehab – 21 Segments due to funding issues, and prepared to re-advertise. Anticipated construction start is late Summer 2023. Project cost: $6.0m. • Completed Street Rehab – 9 locations. Project cost: $6.6m. • Finalized design and starting construction of Street Rehab (CDBG Federal Funded) – 3 Segments with anticipated project completion of June 2024.
• Coordinated planning phase and started design phase of 4th Street Alley Rehabilitation Project (Clean CA State Funded) with anticipated project completion of June 2024. Project cost: $0.7m. • Coordinated construction of Citywide Pavement Rehab (Project No: 13498) project with anticipated project completion of late Summer 2023. Project cost: $1.6m. • Coordinated construction of Pepper Avenue Rehabilitation with anticipated project completion of September 2023. Project cost: $6.0m.
• Coordinated construction of Sierra Way from 9th Street to 30th Street project with anticipated project completion of late Summer 2023. Project cost: $2.3m.
• Completed planning of County Cooperative Funding Agreements for nine projects with anticipated completion of late 2025. Project cost: $8.8m.
• Started planning phase of Pavement Management Program with anticipated completion of late 2024. Project cost: $1.0m.
• Coordinated design phase of Mt. Vernon Bridge Replacement project. • Coordinated construction of State Street Extension Phase 1 project with anticipated project completion of December 2023. Project cost: $5.4m,
• Coordinated the design of Cross Street Bridge Emergency Replacement project with anticipated project completion of December 2023. Project cost: $1.0m.
Based on our evaluation and anticipated projects that will be in various levels of development (planning, design, bidding, construction, close-out, etc.) in FY 23/24, complexity and type of projects, diverse types and level of expertise and experience needed, we have developed the following approach.
Packet Pg. 950
June 5, 2023
City of SAN BERNARDINO
Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance
Task Order Proposal
FY 23/24 Proposal, Capital Improvement Program (CIP) Management Services www.transtech.org
855.595.2495 (toll-free)
Our proposed approach and staffing structure is to:
• Provide various levels of staff with diversified experience, which will not overlap or duplicate efforts, but will supplement and support City’s in-house staff and resources. • Continue developing a robust and streamlined CIP process, and standardization of the process. • Provide project delivery, schedule control and cost control support. • Provide diversified/high level expertise.
• Provide efficient and cost effective service.
Following is the estimated staff and budget allocation for 1 year (7-1-23 thru 6-31-24) Staff Classification
Average
Hrly Rate
(effective
7/123 thru
6/31/24)
Estimated
Weekly
Average
Hours
Allocation
Estimated
Weekly
Average
Budget
Allocation
Estimated
Annual
Average
Hours
Allocation
Estimated
Annual
Average
Budget
Allocation
Principal Project Manager $200 4 $800 208 $41,600
Sr. Level Project Management Support Staff $190 20 $3,800 1,040 $197,600 Lower Level/Associate Eng. Level Project
Management Support Staff $150 32 $4,800 1,664 $249,600
56 $9,400
2,912 $488,800
Total Estimated Weekly Average Hours and Budget Allocation Total Estimated Annual Average Hours and Budget
Allocation (7-1-23 thru 6-31-24)
The above fees are increased each year July 1st automatically by the percentage change Los Angeles-Long Beach-Anaheim California Consumer Price Index-All Urban Consumers (“CPI-U”) for the preceding twelve-month period as calculated for February by the U.S. Department of Labor Bureau of Labor Statistics and published by the United States Bureau of Labor Statistic.
Rates are average ranges, negotiable and can be adjusted to establish a fee for each assignment based on the specific project’s scope, when such projects are identified by the City.
Staff classifications can be changed based on a project's specific needs and staffing type and level requirements.
Staff with lower rates may be used when more applicable to a project, and such lower rates would be reflected on the invoices, which will reduce costs to City.
Value Added Service:
Because we are a multi-disciplinary service firm and also provide plan check and inspection among many services to many local agencies, we can also supplement/support Agency plan check and inspection staff, if needed, for code required plan check and inspection efforts.
Customer Care and Responsive Service Approach:
✓ Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.
Packet Pg. 951
June 5, 2023
City of SAN BERNARDINO
Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance
Task Order Proposal
FY 23/24 Proposal, Capital Improvement Program (CIP) Management Services www.transtech.org
855.595.2495 (toll-free)
✓ All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride in our “Same Day Response” motto.
✓ Transtech also provides a 24-hour emergency contact number to its clients. ✓ Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, including responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public related to our services. Responsiveness is an integral part of Transtech’s “Customer Care” service approach.
✓ Our Contract Principal will meet with the Client’s Project Manager frequently for service evaluation and address any areas for improvements.
✓ Responsiveness is an integral part of Transtech’s “customer friendly” service approach. While our service is always on an “as needed” basis, our responsiveness is on “full-time” basis. ✓ Transtech understands the importance of being able to expedite certain projects, when requested, by the City.
Transtech has sufficient staff and resources to expedite projects. ✓ We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities.
These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements.
About Transtech:
Established in 1989, Transtech (a California Corporation) has been in business for 33 years and provides municipal services to approximately 70 public agencies. Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.
Transtech is a multi-disciplinary municipal engineering consulting firm. Our service capabilities include:
• Building & Safety Services, Building Official Building Inspection, Plan Check
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Eng
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Eng
• Emergency, Support Services
Transtech has extensive experience in managing a variety/types of projects, such as:
• Street Rehabilitation and Reconstruction
• Traffic Signal and Street Lighting
• ADA Improvements
• Water, Drainage, Sewer Improvements
• Bridges
• Parks and Playgrounds
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Renovation of Historic Buildings
Transtech has extensive experience in the management and administration of federally funded projects in compliance with LAPM. In the past few years, we managed over 30 federally funded projects. Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM. Current Version of LAPM is published with updates in January 2023). Also, as contract City Engineers representing various cities, we also work closely with Caltrans staff on LAPM compliance audits on various federally funded projects.
Transtech has extensive experience in managing DB Projects in compliance with CA Public Contract Code. Most recently (in 2022) we completed C-Block Parking Structure in the City of Ontario. The project included construction of 5 level, 400 Packet Pg. 952
June 5, 2023
City of SAN BERNARDINO
Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance
Task Order Proposal
FY 23/24 Proposal, Capital Improvement Program (CIP) Management Services www.transtech.org
855.595.2495 (toll-free)
space parking structure under DB (Design-Build) Delivery. This project received 2022 Projects of the Year APWA Award.
Currently, we are managing Haz-Mat Abatement and Demolition Phase of another DB Delivery Project (Grand Park). The total cost of Grand Park Project is $90M.
Our team includes staff members who have worked for CALTRANS previously, including as Deputy District Director, and as Sr. Construction Manager responsible for oversight of Federally Funded Projects in local agencies in the counties of Los Angeles, Ventura and San Bernardino.
One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers, including Contract City Engineer, City Traffic Engineer, Building Official, CIP Manager, Planner and in other capacities.
We have extensive experience working with Public Agencies in similar assignments. We are accustomed to working with governmental agencies, and have a good understanding of public agency issues, procedures, and policies.
We have a qualified team with large pool of well experienced in-house staff readily available with diversified and extensive expertise, and will be able to respond to service requests and mobilize our resources quickly. As demonstrated in our proposal, our team has a high level of experience and capability to provide the services with proactive leadership and good planning and management practices.
Thank you for the opportunity to submit this Task Order Proposal.
Should you have any questions, or require additional information, please contact the undersigned.
Sincerely,
Okan Demirci, PE, QSD/P, Principal Project Manager
C: 714-319-6137
E: [email protected]
Packet Pg. 953
DISCUSSION
City of San Bernardino
Request for Council Action
Date: June 21, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Barbara Whitehorn, Agency Director of Administrative Services Department: Finance
Subject: Approval of the Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2023-080 of the Mayor and City Council of the City of San Bernardino, California, approving the City of San Bernardino’s Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan;
2. Adopt annual budgets for Fiscal Year 2023-24;
3. Establish the City’s Appropriations Limit as required by Article XII of the California State Constitution.
4. Adopt Resolution No. 2023-081 of the Mayor and City Council of the City of San Bernardino, California, approving an amendment to the to the city-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
Background
Section 701 of the City Charter provides that the City Manager shall prepare and submit a proposed budget to the Mayor and City Council for the ensuing fiscal year (FY). The budget provides a financial plan of all the city funds and activities for the upcoming fiscal year and includes a multi-year capital plan.
On June 7, 2023, the Mayor and City Council held a public hearing to review and discuss the proposed Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan. At the hearing, the Mayor and City Council recommended the adoption of the operating budget.
Packet Pg. 954
Discussion
The purpose of this discussion is to review and adopt the proposed operating budgets for Fiscal Year 2024 and Capital Improvement Plan. This is a re-adoption of the previously proposed Fiscal Year 2024 budget; therefore, a thorough budget document will not be presented until the next full biennial budget adoption. A budget-in-brief has been published in digital format to outline changes from the previously adopted Fiscal Year 2024 budget to the Proposed FY 2024 Budget FY 2023-24 Budget in Brief < https://stories.opengov.com/sanbernardinoca/published/rI2IPoXZW> The previously adopted budget document is available in digital format: Fiscal Year 2023 & Fiscal Year 2024 Interactive Budget Book <https://stories.opengov.com/sanbernardinoca/published/- _INfl9Uh> and is included as “Attachment 5.” This budget document, and its interactive abilities, allow members of the community to fully explore the proposed budget by department, learn about the components of the budget, and view visual representations of the breakdowns of revenues and expenditures.
General Fund Revenue
The proposed budget includes General Fund revenues of $208,349,947 in Fiscal Year 2024. This represents an 8.8% increase from the adopted revenue budget in Fiscal Year 2023 and a 7.3% increase from the originally adopted FY 2023-24 General Fund revenue budget. Several economic factors impact the growth trends that the City is experiencing, and that will continue to be monitored throughout the year. General Fund revenue is comprised of several categories, including charges for services, fines, intergovernmental, and taxes. First, the analysis explaining the anticipated increases in the revenue projections will be discussed, followed by the analysis of the anticipated decreases.
The largest percentage of revenue in the General Fund comes from Sales and Use Tax and Measure S, which comprise 27.8% and 24.5% of the proposed General Fund revenues, respectively. Various economic conditions drive sales tax, which has seen increases in the reported numbers during the economic recovery post-pandemic in 2022.
Year-over-year, from 2021 to 2020, total receipts increased by 24%; however, this increase was not expected to be sustainable over the long term. San Bernardino’s October through December 2022 receipts were 1.1% below the same period in 2021.
Even with the decrease, the sale of new and used cars increased during this period.
Online sales processed by local fulfillment centers were notably lower. Now that all centers’ allocations have been in place for at least a year, annual changes will reflect consumer spending preferences. The rest of the business industry groups reported mixed results; however, the trend still indicates a strong local economy. Measure S results indicate that the local economy still has quite a bit of energy left in it. Taxable sales for all of San Bernardino County grew 4.1%, and commuters and seasonal travelers continued to see gas prices above $5 per gallon in most of the State, resulting in fuel service stations tax receipts performing 10% higher than a year ago. The most influential impact was inflation, which drove prices on everything from normal daily purchases to vehicles. Based on these factors, the proposed budget projects that in Fiscal Year 2023, the Sales and Use Tax will bring in $58,000,000, and Measure S will bring in $51,000,000 as opposed to the previously adopted amounts of $51,500,000 for Sales and Use Tax and Packet Pg. 955
$46,000,000 for Measure S. The new projections show an 11.2% and 9.8% increase in each category.
Cannabis Revenue is projected to have a 54.0% decrease in FY 2024 due to the delay in opening several cannabis operations. There are operators that were expected to be open in Fiscal Year 2023 that have received extensions and remain in the “construction” phase.
The Economic Development team is working diligently to assist these operators in getting them on track to open. When this occurs, staff will revise the anticipated revenue to align more closely with the actual revenue received. The FY 2023-24 General Fund projections are in the table below.
General Fund Expenditures
The proposed budget includes General Fund expenditures of $200,758,027 in Fiscal Year 2024. This represents a 6.6% increase from the adopted expenditures budget in Fiscal Year 2023 and a 4.4% increase from the originally adopted FY 2023-24 General Fund expenditure budget.
Packet Pg. 956
General Fund Balances
The General Fund is the primary governmental fund for the delivery of programs and services for the City of San Bernardino. In 2018, the Mayor and City Council adopted a General Fund Reserve Policy (attachment 6) that requires the City to hold available General Fund Balance in reserves. These amounts are based on the adopted budget expenditure allocations, 10% is for the Economic Contingency Reserve, and 15% is for the Emergency Reserve.
The General Fund proposed a revenue amount of $208,349,947 and an expenditure of $200,758,027 for Fiscal Year 2023-24, resulting in a surplus of over $7 million. A surplus in the General Fund typically serves as a buffer to fund operational costs that arise throughout the fiscal year. However, $3.5 million of the surplus has been designated for a Strategic Initiative Reserve that will be brought to the Mayor and City Council as part of a separate city-wide workshop. This money is merely a temporary set aside, and once the initiative details are brought forward in the workshop, it is at the discretion of the Mayor and City Council to allocate this money as they see necessary.
In addition to the Strategic Initiative Reserve, many capital projects are based on engineer estimates from early 2022. As fuel, asphalt, contractual services, and other material goods costs have increased due to inflationary pressures and supply chain issues, staff anticipates that the bids and actual costs for these designated CIP projects will be significantly more than budgeted. The Capital Contingency Reserve is intended to enable the City to fund gaps between budgeted amounts and the actual cost to deliver muchneeded road repairs and other projects throughout the City without forcing reductions in project scope. $3.6 million has been designated for a Capital Contingency Reserve. There is also an anticipated increase of $5.4 million to Fund Balance come year-end for Fiscal Year 2022-23; therefore, the anticipated surplus from year-end will also be designated to the Capital Contingency Reserve. Combining both expected balances for Capital Contingency brings the total of the Capital Contingency Reserve to $9 million; these Department
FY 2022-23
Adopted Budget
FY 2022-23
Amended Budget
FY 2023-24
Adopted Budget
FY 2023-24
Mid-Cycle
Review Proposed
Mid-Cycle %
Changes
Capital Improvement Projects $ 5,050,000 $ 5,050,000 $ 2,000,000 $ 2,000,000 0.0% City Clerk $ 1,486,807 $ 1,954,098 $ 1,586,893 $ 1,836,829 13.6% City Council $ 931,882 $ 931,483 $ 959,087 $ 1,084,346 11.6% City Manager $ 2,331,558 $ 2,360,906 $ 2,401,884 $ 3,019,056 20.4% Community & Economic Development $ 9,647,543 $ 13,144,037 $ 9,872,539 $ 11,721,180 15.8% Finance $ 6,000,646 $ 5,899,454 $ 6,218,078 $ 5,587,998 -11.3% General Government $ 15,685,165 $ 17,311,961 $ 15,180,105 $ 15,147,856 -0.2% Human Resources $ 2,508,177 $ 2,550,908 $ 2,587,614 $ 2,741,874 5.6% Legal Services $ 3,176,084 $ 4,278,996 $ 3,310,443 $ 4,309,583 23.2% Library $ 2,633,501 $ 2,775,480 $ 2,713,211 $ 2,869,459 5.4% Mayor $ 377,224 $ 377,135 $ 317,840 $ 305,812 -3.9%
Parks Recreation & Community $ 4,596,710 $ 4,841,184 $ 4,584,542 $ 5,054,805 9.3% Police $ 106,395,588 $ 108,879,614 $ 112,629,800 $ 115,050,227 2.1% Public Works $ 26,567,943 $ 29,146,683 $ 27,409,725 $ 29,879,002 8.3% Special Assessment District $ 150,000 $ 34,004 $ 150,000 $ 150,000 0.0% Total Expenditures $ 187,538,828 $ 199,535,945 $ 191,921,761 $ 200,758,027 4.4% City of San Bernardino
Fiscal Year 2023-2024 Mid-Cycle Review
General Fund Expenditures
Packet Pg. 957
amounts are subject to change, and actual ending Fund Balances will be presented to the Mayor and City Council once the Annual Comprehensive Financial Report (ACFR) has been composed. This money is merely a temporary set aside, and once the CIP update is brought forward in the workshop, it is at the discretion of the Mayor and City Council to allocate this money as they see necessary.
Capital Improvement Plan
The Mayor and City Council made no changes to the proposed Capital Improvement Plan (CIP). The City will invest $9,126,057 into critical infrastructure needs. These are all new funds assigned to new CIP projects or additional funds added to existing projects.
General Fund Balance, 6/30/2022 $ 97,036,479
Measure S, 6/30/2022 57,201,940
TOTAL Fund Balance, 6/30/2022 $ 154,238,419
"Non-Spendable" (40,204,687)
"Spendable" as of 6/30/2022 $ 114,033,732
FY 2022/23 Total Revenue Forecast 204,973,581
FY 2022/23 Total Expenditure Forecast (199,535,945)
Anticipated Increase/(Decrease) to Fund Balance $ 5,437,636 Anticipated "Spendable" as of 6/30/2023 $ 119,471,368
Categories of "Spendable" Fund Balance:
Restricted, Committed, and Assigned 62,797,125
10% Emergency Reserve 20,075,803 (d)
15% Economic Contingency Reserve 30,113,704 (e)
Capital Contingency Reserve 5,400,000
Unassigned Fund Balance, forecast 6/30/2023 1,084,736 (h) $ 119,471,368
FY 2023/24 Budgeted Revenues 208,349,947 (a)
FY 2023/24 Budgeted Expenditures (200,758,027) (b)
Anticipated Increase/(Decrease) to Fund Balance $ 7,591,920 (c) Additional Reserves, FY 2023/24:
Strategic Initiative Reserve $ 3,539,363 (f)
Capital Contingency Reserve $ 3,600,000
TOTAL Capital Contingency Reserve, FY 2023/24 $ 9,000,000 (g) FY 2023/24
FY 2022/23
FY 2021/22
Packet Pg. 958
A considerable amount of funds will be carried over from FY 2022-23 to the existing projects that those funds have been committed to. Any reassigning and possible project surpluses will be brought forward to the Mayor and City Council as a joint effort between the Public Works and the Finance department.
FY 2023-24 Appropriations Limit Calculation
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local jurisdictions. The growth rate is tied to changes in the population and the change in California’s Per Capita Personal Income.
In May 2023, the State Department of Finance notified each city of the population changes and per capita personal income factor to be used in determining appropriation limits.
Effective January 1, 2023, the change in the California Per Capita Personal Income is
4.44%, and the change in the County of San Bernardino’s Population is 0.12%. Using the population and per capita personal income data provided by the California Department of Finance, the City’s appropriation limit for Fiscal Year 2022-2023 is $462,683,003.
Appropriations subject to the limitation in the 2023-24 budget total $174,316,000, of which $173,016,000 is from proceeds from taxes and $1,300,000 from State Subventions pursuant to Government Code Section 7903. The appropriations subject to limitations combined amount to $288,367,003 which is less than the computed allowable limit.
Personnel Compensation
In conjunction with the budget adoption, the annual adoption of a resolution approving the salary ranges effective July 1, 2023, is attached for the Mayor and City Council’s review and approval. The annual adoption of the salary ranges is a requirement of the California Public Employees’ Retirement System (CalPERS) that is set forth in Government Code Section 20636, defining “Compensation Earnable” and the California Code of Regulations (CCR) Section 570.5. Attachment 9 provides the City of San Bernardino’s city-wide FY 2023/24 Salary Schedule. This salary schedule reflects all salary rates effective July 1, 2023, honors all negotiated cost-of-living adjustments for all bargaining units and is a Publicly Available Pay schedule.
2021-2025 Strategic Targets and Goals
The review of the proposed budget aligns with all critical targets of the City Council’s Strategic Plan. Funding projects and programs at every level of the organization ensure that the City can achieve the goals and priorities established by the Council.
Fiscal Impact
The adoption of the budget allocates the available resources to programs, services, and departments for the upcoming fiscal year. These budgeted allocations and the designation of funds will be reviewed and revisited throughout the fiscal year.
Packet Pg. 959
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt Resolution No. 2023-080 of the Mayor and City Council of the City of San Bernardino, California, approving the City of San Bernardino’s Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan;
2. Adopt annual budgets for Fiscal Year 2023-24;
3. Establish the City’s Appropriations Limit as required by Article XII of the California State Constitution.
4. Adopt Resolution No. 2023-081 of the Mayor and City Council of the City of San Bernardino, California, approving an amendment to the city-wide salary schedule for full-time, part-time, temporary, and seasonal positions.
Attachments
1. Attachment 1 – Resolution 2023-080
2. Attachment 2 – PPT Presentation – Budget Adoption
3. Attachment 3 – GANN Limit - 2024
4. Attachment 4 - Adopted Capital Improvement Program 2023-2027 with Updates
5. Attachment 5 - Fiscal Year 2023 & Fiscal Year 2024 Budget Book
6. Attachment 6 – General Fund Reserve Policy
7. Attachment 7 – Public Hearing Notice
8. Attachment 8 – Resolution 2023-081
9. Attachment 9 – City of San Bernardino 2023/24 Salary Schedule
10.Attachment 10 – City of San Bernardino SBPD Salary Table General Fund FY 2023/24 Other Funds FY 2023/24
Revenue $ 208,349,947 Revenue $ 78,368,978
Expenditure $ (200,758,027) Expenditure $ (64,125,084)
Net Income/Loss$ 7,591,920 Net Income/Loss $ 14,243,894 Revenue $ 286,718,925
Expenditure $ (264,883,112)
Total FY 2023/24 Budget
Packet Pg. 960
Ward:
All Wards
Synopsis of Previous Council Actions:
June 1, 2022 Fiscal Year 2023 & 2024 Operating Budget and Capital Improvement Program 2023-2027 were adopted by the Mayor and City Council.
December 7, 2022 FY 2022/23 First Quarter Update was presented to the Mayor and City Council.
March 1, 2023 FY 2022/23 Mid-Year Budget Update was presented to the Mayor and City Council.
May 9, 2023 Budget Workshop for Biennial Mid-Cycle Review was held with the Mayor and City Council.
June 7, 2023 Proposed Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan Public Hearing was held.
Packet Pg. 961
Resolution No. 2023-080
Resolution No. 2023-080
June 21, 2023
RESOLUTION NO. 2023-080
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
APPROVING AND ADOPTING THE CITY OF SAN
BERNARDINO’S OPERATING BUDGET AND CAPITAL
IMPROVEMENT PLAN (CIP) FOR FISCAL YEAR 2023-24,
ESTABLISHING THE CITY’S APPROPRIATION LIMIT AS
REQUIRED BY ARTICLE XIII B OF THE CALIFORNIA
STATE CONSTITUTION, AND AUTHORIZE THE
CARRYOVER OF ENCUMBRANCES AND UNEXPENDED
APPROPRIATIONS FOR AUTHORIZED BUT
UNCOMPLETED PROJECTS, UPON APPROVAL BY THE
CITY MANAGER.
WHEREAS, the proposed FY 2023-24 Operating Budget and CIP for FY 2023-2027 provide for service levels necessary to respond to protect the health, safety and welfare of the community, which are deemed appropriate by the Mayor and City Council and provides a workforce to accomplish said service priorities; and
WHEREAS, Article XIII B of the Constitution of the State of California as proposed by the initiative Measure approved by the people at the special statewide election held on November 6, 1979, provides that the total annual appropriations subject to limitation of each local government shall not exceed the appropriations limit of such entity for the prior year adjusted for changes in the cost of living and population except as otherwise specifically provided for in said Article; and WHEREAS, Section 7910 of the Government Code provides that each year the governing body of each local jurisdiction shall, by resolution establish its appropriations limit for the following fiscal year pursuant to Article XIII B at a regularly scheduled meeting or noticed special meeting;
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.
SECTION 2. That the Mayor and City Council approve the Operating Budget for Fiscal Year 2023-24 and the CIP 2023-2027. The total Estimated Revenue for Fiscal Year 2024 included in the Budget is $286,718,925, and the total appropriations in the Operating Budget for Fiscal Year 2024 is $264,883,112. The total appropriations in the CIP Budget in Fiscal Year 2024 is $9,126,057.
SECTION 3. That the Appropriations Limit for the City of San Bernardino as established in accordance with Article XIII B of the Constitution of the State of California and detailed as Exhibit “B” is $462,683,003.
Packet Pg. 962
Resolution No. 2023-080
Resolution No. 2023-080
June 21, 2023
SECTION 4. At the close of the prior fiscal year, unexpended appropriations in the operating budget will be encumbered as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized but uncompleted projects, as approved by the City Council, may be carried forward to the next succeeding budget upon approval of the City Manager.
SECTION 5. That the City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.
SECTION 6. Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 7. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 21st day of June 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
Packet Pg. 963
Resolution No. 2023-080
Resolution No. 2023-080
June 21, 2023
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. 2023-080, adopted at a regular meeting held on the 21st day of June 2023 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. 964
Fiscal Year 2023-24 Operating Budget and
Capital Improvement Plan
Barbara Whitehorn, Agency Director of Administrative Services Zuyva Ruiz, Budget Division Manager
June 21, 2023
Packet Pg. 965 1
FY 2023-24 Proposed Budget
Presentation Overview
• Budget Timeline
• Proposed Budget Revenue & Expenditures
• Recommended Expenditure Budget
• Fund Balance Forecast
• Capital Improvement Plan and Funding
• Next Steps
• Discussion
Packet Pg. 966 2
Budget Adoption Timeline
Packet Pg. 967 3
FY 2023-2024 Proposed Revenues
Packet Pg. 968 4
Proposed FY 2023-2024 General Fund Expenses
Packet Pg. 969 5
Proposed FY 2023-2024 Other Fund Expenses
Packet Pg. 970 6
Changes or Additions in General Fund FY 2022/23
• City Clerk
• Addition of 2 full-time positions
• City Council
• Councilmember compensation
• City Manager
• Grants Division moved into the Department
• Community, Housing, and Economic Development
• Addition of 5 full-time positions, Housing personnel cost absorbed by General Fund
• Finance
• Grants Division moved to City Manager’s Office
Packet Pg. 971 7
Changes or Additions in General Fund FY 2022/23
• Legal Services
• Ongoing amount of $1,000,000 allocated during Mid-Year • Library
• Addition of 3 full-time positions
• Parks, Recreation, and Community Services
• Military Banner Program, increase in funding for supplies • Police
• Addition of 11 full-time civilian positions, COPs grant with General Fund match, and Evidence Software Database.
• Public Works
• Addition of 13 full-time positions
Packet Pg. 972 8
Changes or Additions in Other Funds FY 2022/23
• Animal Services
• Addition of 3 full-time positions
• Fleet Services
• Increase in utility costs
• Information Technology
• Various infrastructure and system upgrades
• Liability Fund
• Ongoing amount of $2,000,000allocated during Mid-Year Packet Pg. 973 9
General Fund Budget Additions Requested for FY 2023/24
• General Government
• $250,000 for 66ers Stadium Maintenance, $100,000 in city-wide professional training
• Human Resources
• Addition of 1 full-time Human Resource Technician ($84,689), $75,000 in specialized recruitment advertising
• Finance
• Addition of 1 full-time Payroll Technician ($81,434), $17,000 in Supplier Diversity funding
• Parks, Recreation, and Community Services
• $100,000 for Tree Lighting, $100,000 for Miracle on Court St., $100,000 for Festival
• Information Technology
• Addition of 1 full-time Network Systems Administrator ($154,568) Total
Additions:
$1,062,691
Packet Pg. 974 10
FY 2023 & 2024 Personnel Summary
Packet Pg. 975 11
General Fund Focus Areas
• Maintaining service level enhancements from FY 2023 and ensuring the City meets the needs of the community
• Improving Community and Economic Development
Customer Service
• Enhancing Parks, Recreation, and Community Services
• Improving Quality of Life - safety, cleanliness & ongoing infrastructure improvements
Packet Pg. 976 12
General Fund Proposed
Reserves
Emergency & Economic Contingency Reserves: 25%
• Aligns with General Fund Reserve Policy Adopted in 2018 Strategic Priority Reserve: $3,539,363
• This is a temporary “set-aside” pending Council allocation of funds • Allocation to be discussed at upcoming workshop
Capital Contingency Reserve: $9,000,000
• This is a temporary “set-aside” pending Council allocation of funds • Allocation for capital projects to be discussed at upcoming workshop Packet Pg. 977 13
Fund Balance Forecast
The City has
“spendable”
Fund Balance
of 60% of next
year’s
Budgeted
Expenditures
Packet Pg. 978 14
Fund Balance Forecast
Includes
> $50M in
commitments
for ongoing
capital
projects
Funding for
allocation at
upcoming
workshops
Packet Pg. 979 15
Capital Improvement Program
Packet Pg. 980 16
Capital Improvement Program – FY 2023/24
Packet Pg. 981 17
Recap: General Fund Budget Additions Requested for FY 2023/24 • General Government
• $250,000 for 66ers Stadium Maintenance, $100,000 in city-wide professional training
• Human Resources
• Addition of 1 full-time Human Resource Technician ($84,689), $75,000 in specialized recruitment advertising
• Finance
• Addition of 1 full-time Payroll Technician ($81,434), $17,000 in Supplier Diversity funding
• Parks, Recreation, and Community Services
• $100,000 for Tree Lighting, $100,000 for Miracle on Court St., $100,000 for Festival
• Information Technology
• Addition of 1 full-time Network Systems Administrator ($154,568) Total
Additions:
$1,062,691
Packet Pg. 982 18
Budget Adoption - Next Steps
• Approve the Resolution Adopting the Mid-Biennial
FY 2023/24 Operating Budget, the GANN Limit
and CIP; and
• Adopt the Resolution approving the Amendment
to the City-Wide Salary Schedule.
Packet Pg. 983 19
• Council Strategic Goals and CIP
Workshops (June/July 2023)
• Begin work on 2024/25-2025/26 Biennial
Budget (September 2023)
• First Quarter Budget Report to Council
(November/December 2023)
• Mid-Year Update (February 2024)
Next Steps
Packet Pg. 984 20
CITY OF SAN BERNARDINO FY 2023-24 ADOPTED OPERATING & CAPITAL BUDGET Appropriations Limits
FY 2022-23 Appropriations Limit (updated) 462,683,003
FY 2023-24 Adjustment Factors
Percentage Change in Per Capita Personal Income 4.44%
Percentage Change in Population 0.12%
Appropriations Change Factor (4.44% x 0.12%) 1.04565328 FY 2023-2024 APPROPRIATION LIMIT 462,683,003
TOTAL FY 2023-2024 APPROPRIATIONS SUBJECT TO LIMITATIONS (173,016,000) STATE SUBVENTIONS PURSUANT TO GOVERNMENT CODE SECTION 7903 (1,300,000) (OVER)/UNDER APPROPRIATION LIMIT 288,367,003
CITY OF SAN BERNARDINO
FY 2024
APPROPRIATION LIMITATION COMPUTATION
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979 and modified with the passage of Proposition 111 in 1990) restricts the appropriations growth rate for cities and other local jurisdictions. The growth rate is tied to changes in the population and the change in California Per Capita Personal Income. In May 2023 the State Department of Finance notified each city of the population changes and per capita personal income factor to be used in determining appropriation limits. Effective January 1, 2023, the change in the California Per Capita Personal Income is 4.44% and the change in the County of San Bernardino’s Population is 0.12%. Using the population and per capita personal income data provided by the California Department of Finance, the City’s appropriation limit for Fiscal Year 2022-2023 is $462,683,003. Appropriations subject to the limitation in the 2023-24 budget total $174,316,000, of which $173,016,000 is from proceeds from taxes and $1,300,000 from State Subventions pursuant to Government Code Section 7903. The appropriations subject to limitations combined amount to $288,367,003 which is less than the computed allowable limit.
Packet Pg. 985
Priority
Funding Source
• 6 1 CDBG, Cult Development, Donation Fund
• 1 3 General Fund
• 1 1 Public Use Facility
• 7 2 Library Facility
• 1 1 CDBG
• 1 1 Measure S
• 1 1 Measure S
• 1 1 Measure S
• 1 2 Library Facility
• 2 1 Cultural Development Fund
• 1 1 Public Use Facility
• 1 1 Public Use Facility
• 1 1 Law Enforcement Facility
• 1 1 Law Enforcement Facility
• 1 1 Public Use Facility
• 1 1 Grant (CA Art Council grant)
• 1 1 Measure S
• 6 3 Cultural Development Fund
• 6 1 CDBG, ARP, Liability Insurance Fund
• 4 1 AB 1600 Parkland
• 7 1 AB 1600 Parkland
• 1 1 Measure S
• 2 1 Measure S
• 1 1 Measure S / ARPA
• ALL 1 Measure S
• 4 2 Measure S
• 1 1 Measure S
• ALL 1 Measure S
• 2, 3 1 Measure S
• 2 1 Measure S
• 1 1 ARP
• 1 1 San Manuel Grant
• 3 1 ARP
• 1 2 ARP
• 2 2 Measure S
• 2 2 ARP
• ALL 2 Aquatics Facilities
• 1 2 AB 1600 Parkland
• 2 1 Measure S
• All 1 Cultural Development Fund
• All 1 Measure S
• 1 1 ARPA
• 1 4 Measure S
• 7 1 ARPA / San Manuel Grant
• 1 1 Cultural Development Fund
• ALL 1 Storm Drain Construction Fund
• 6 1 Storm Drain Construction Fund
• 4 1 Storm Drain Construction Fund
• ALL 1 Storm Drain Construction Fund
• 7 1 Storm Drain Construction Fund
• 5 1 Storm Drain Construction
• 1, 3 1 Regional Circulation
• 4 1 Regional Circulation
• 5, 6 1 Measure I
• 1, 6 1 Regional Circulation
• 4 1 Regional Circulation / Measure I
• 4 1 Regional Circulation
$ -
Mt Vernon Bridge Replacement Construction 2,916,050 $
$ - - $
State St Extension - Phase 1. 16th St to Baseline Rd Planning 6,680,348 $ 5,039,786 $ - $ 5th St Senior Center Upgrade / Automatic Doors at Community Centers/Libraries Design 693,831 $ - $ - $ - $ Paul Villasenor Library Parking Lot & Roof
Project Status
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Capital Improvement Plan Streets Parks Buildings Traffic Control Other Ward FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27 $ - - $ - $
ADA Restrooms Villasenor & Rowe Library Design 386,296 $ - $ - $ Ruben Campos Community Center: Parking Lot Slurry Seal Planning 625,000 $ Annual Facilities Replacement Design - $ - $ - $ - $ - $ Encanto Community Center Improvements Design 3,385,814 $ - $ - $ $ -
5th St Senior Center Kitchen Phase 2 Construction 47,586 $ - $ - $ - $ - $ - $ Feldheym Improvements Planning 150,000 $ 150,000 $ 400,000 $ - $ - $ - $ New Animal Shelter Design 338,233 $ - $ - $ - $ - $ - $ Construction 128,925 $ - $ - $ - $ - $ - $
$ - - $
$ - - $
City Hall Server Room Improvements Planning 24,670 $ 221,375 $ - $ - $ - $ - $ Perris Hill Senior Center Roof Replacement Planning 248,915 $ 250,000 $ - $ - $ Planning 2,370,431 $ 2,370,431 $ - $ - $ - $
$ 36,166
$ 500,000 500,000 $ - $
Nicholson Neighborhood Park Improvements Design 9,761,486 $ - $ - $ - $ - $ - $ One Stop Permitting Center Planning 400,000 $ 400,000 $ - $ - $ California Theater Renovations (Improvements) Planning 2,353,513 $ - $ - $ - $ - $ - $ $ - 36,166 $
$ - - $
Speicher Park Field Lighting Design 216,394 $ - $ - $ - $ - $ - $ Newmark Ball Field Lighting Systems Design 554,000 $ - $ - $ - $ $ - - $
Perris Hill YMCA Parking Lot Improvements Design 663,637 $ - $ - $ - $ - $ - $ Pioneer Cemetery & Seccombe Lake Improvements Construction 267,566 $ - $ - $ - $ Wildwood Park Improvements - Design 82,617 $ - $ - $ - $ - $ $ $ - - $
Citywide Park Restroom Renovations Design 996,925 $ - $ - $ 1,000,000 $ 1,000,000 $ 1,000,000 $ Roosevelt Bowl Renovation Design 1,200,000 $ - $ - $ - $ $ - - $
Ball Field Accessory Building Upgrade Design 2,000,000 $ - $ - $ - $ - $ - $ Citywide Irrigation System Upgrade Design 250,000 $ - $ - $ - $ $ 1,000,000 1,000,000 $
Hernandez Community Center Fencing Construction 250,000 $ - $ - $ - $ - $ - $ Wildwood Park & Encanto Park - Phase 1 Baseball/Softball field repair Design 989,663 $ - $ - $ 1,000,000 $ $ - - $
Lytle Creek Parking Lot/Soccer Field Planning 600,000 $ - $ - $ - $ - $ - $ Seccombe Lake Park Improvements (ARP) Planning 8,998,970 $ - $ - $ - $ Seccombe Lake Park Improvements (Grant) Planning 899,450 $ - $ $ - - $ - $ - $ $ - - $
Perris Hill Senior Center Renovation Planning 400,000 $ 400,000 $ - $ - $ - $ - $ Norton Gym Pickleball Courts Planning - $ - $ 1,200,000 $ - $ Jerry Lewis Swim Center Improvements Planning 37,831 $ 190,000 $ 500,000 $ 750,000 $ $ - - $ $ - 400,000 $
Bobby Vega Park Improvement Planning 250,000 $ 250,000 $ - $ - $ - $ - $ Pool Filtration Systems Improvements Planning - $ - $ 400,000 $ 400,000 $ $ -
$ - 266,771 $
Construction 1,185,126 $ 500,000 $ 500,000 $ 500,000 $
Mt Vernon Storm Drain 3,000,000 $ - $ - $
Storm Drain Upgrade SD 19-002
$ 501,057 749,272 $ - $
$ - - $
$ - 500,000 $
$ 2,000,000 - $ - $ - $ - $
$ 1,225,000 1,425,000 $ 750,000 $
$ 150,000 150,000 $ 150,000 $ 150,000 $ 150,000 $
$ - - $ - $
$ -
$ - - $ - $
$ - - $
$ - 793,327 $ - $ - $ - $ - $
$ - 1,896,278 $ - $ - $
City of San Bernardino Capital Improvement Plan (CIP) - All Projects Investing in the Future of San Bernardino
Design $ 6,151,089
Sierra Way Storm Drain; SD23-001 Planning 2,500,000 $ 2,500,000 $ - $ - $ - $ - $ Storm Drains Speicher Park, East Side Skate Park renovation
Conejo Between 39th St and 40th St Planning 233,229 $
$ 500,000 500,000 $
Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 Design Parks Master Plan (Measure S) Planning 750,000 $ 750,000 $ - $ - $ - $ 2nd St Bridge Replacement Construction
H St Kendall to 40th Widening Design
$ 250,195
40th St Widening Johnson to Electric Design 1,766,539 $ Meyers Creek Focused Drainage Study* Planning 266,771 $ University Parkway Improvements Design 1,944,864 $
Sal Saavedra Renovations: Guadalupe Field Upgrades 995,000 Planning $ - 995,000 $ $ - $ - $ - $ $ -
$ - - $ - $ - $
$ 350,000 350,000 $ $ - $ - $ - $ -
Planning 600,000 $ 650,000 $
Parks Master Plan (Cultural Development Fund) Planning
Speicher Park Ballfield Improvements* Planning 1,938,410 $ 1,950,000 $ - $ - $ - $ $ - - $ - $
$ - - $
$ - - $
Police Building Management System Planning 350,000 $ 350,000 $ - $ - $ - $ - $ Police Locker Room Renovation
$ - - $ 3,500,000 $ - $ - $
Planning - $
$ -
Delmann Heights Community Center Upgrade Construction
Carousel Mall Demolition* Planning 8,084,000 $ 8,084,000 $ - $ - $ - $ - $ Regal Theater AC Unit Replacements Planning 356,947 $ 389,693 $ - $ - $ $ - - $ $ - - $ - $
California Theater Renovations (Improvements)*
$ - - $
$ -
Norton Gym : Facility Upgrades; Public Service Academy* Planning 30,000 $ 30,000 $ - $ - $ - $ - $ Packet Pg. 986
Priority
Funding Source
Project Status
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Capital Improvement Plan Streets Parks Buildings Traffic Control Other Ward FY 22-23 FY 23-24 FY24-25 FY 25-26 FY 26-27 City of San Bernardino Capital Improvement Plan (CIP) - All Projects Investing in the Future of San Bernardino Storm Drains
• 1, 4 1 Measure I
• ALL 1 Measure S
• ALL 1 Measure S
• ALL 1 SB1
• ALL 1 Measure I
• ALL 1 Measure S
• 3, 6 1 Measure I
• 1,2,3,6 &7 1 Measure I
• 1, 4, 7 1 CDBG
• 4, 5, 7 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 7 2 Measure S
• 7 2 Measure S
• ALL 1 Measure I
• ALL 1 Grant
•
1,4,3 1 CDBG
• All 1 Measure S
• ALL 1 Grant
• ALL 1 Measure I
• ALL 1 Measure I
• ALL 1
• ALL 1 Local Regional Circulation
• ALL 1 Local Regional Circulation
• ALL 1 HSIP Grant
• ALL 1 HSIP Grant
• 3 1 Local Regional Circulation
• 1, 3 1 Local Regional Circulation
• 3 1 Local Regional Circulation
• 2 1 Local Regional Circulation
• ALL 2 Measure S
• 2 1 Measure S
• 7 2 Measure S
• 4 2 Measure S
• 3 Local Regional Circulation / Measure I
• 3 1 Integrated Waste Management Fund
$ 61,191,285 124,803,026 $ 10,050,000 $ 9,126,057 $ $ 4,050,000 $ 3,650,000 Cross Street Bridge Planning - $ - $ - $ - $ - $ - $
Signal Hardware Upgrade - 224 signalized intersections Construction 1,588,000 $ - $ - $ Traffic Management Center SS17-003
Citywide Street Lighting Upgrades Construction 415,078 $ $ - - $
Design
$ 1,000,000 1,000,000 $ 1,000,000 $ 1,000,000 $
$ - - $
CO OP City of Highland SS19-002 Construction $ 2,074,817 $ 100,000 $ - $ - Street Rehabilitation CDBG, Wall St, 18th St, 13th St Construction 1,680,064 $ 1,600,000 $ - $ - $ $ - - $
Street Rehabilitation County Partner - Lynwood Ave, Citrus Ave, Blake St, Third St, North SB Curb Ramps, Arden Ave Design 1,371,000 $ 1,000,000 $ - $ - $ - $ - $ Pepper Ave Rehabilitation Design 7,466,027 $ 7,500,000 $ - $ Virginia St from E to F/G to H Completed 508 $ - $ - $ - $ - $ - $ Congress Street from Mt Vernon to K St Construction 325,000 $ - $ - $ - $ Construction Median Kendall Dr from E St to H St Design 914,055 $ - $ - $ - $ - $ - $ Cedar Street from Highland to 29th Completed - $ - $ - $ - $ $ - - $
Trenton from Crestview to Valencia Completed 204 $ - $ - $ - $ - $ - $ Hillside and Fairfax repaving Completed 102 $ - $ - $ - $ Arden Street (By Soccer Field) Construction 325,000 $ - $ - $ - $ $ -
Waterman Ave & 21st Traffic Signal Upgrade Construction 60,000 $ - $ - $ - $ - $ Mt Vernon & Rialto Traffic Signal Upgrade
Mt Vernon & Walnut Traffic Signal Upgrade Construction
$ - 361,472 $ - $ - $
$ 17,426
Solar Powered Street Light Improvements E St. Baseline-Highland Construction 35,000 $ 10,070 $ - $ - $ Genevieve Circuit Lighting Design 362,853 $ - $
$ -
Ralston Circuit Lighting Design
$ - - $ - $
$ -
Construction 44,420 $
$ - - $
$ - - $
$ 3,275,592
Planning
$ 1,600,000 1,678,787 $
$ - - $
$ - 1,000,000 $ - $ $ -
$ - - $
$ -
Planning 720,322 $ 722,722 $ - $
$ -
Rancho Rd & Rialto Traffic Signal Upgrade
Traffic Signal Battery Backup Systems (Annual) TC-B Construction 59,674 $ 50,000 $ - $ - $ $ 1,000,000
Alley Rehabilitation (Clean California Local Grant) - $ $ -
Street Rehabilitation Project (Pavement):
10th Street from F Street to G Street
49th Street from Sepulveda Avenue to end
Rialto Avenue from Mt. Vernon to Muscott
$ - - $
$ -
Arrowhead Farm Area Street Rehab* Planning 490,000 $ 490,000 $ - $ - $ $ - - $
$ - - $
$ -
$ -
$ - $ -
$ - 57,274 $ - $ - $
$ - - $
$ -
$ 968,455
Waterman Landfill Vapor Extraction System Improvements Planning $ 3,633
$ - 4,438,546 $ - $ - $ - $ - $
$ - 43,000 $ - $ - $ - $
$ - - $
$ - - $
$ -
Citywide Bus Stop Improvements Project (Measure I Grant Match) Construction $ -
$ -
$ - - $
$ - - $
$ - - $ - $ - $
$ -
$ -
Advanced Dilemma Zone Detection - 49 signalized intersections Design 7,019,160 $ 3,000,000 $ - $ $ - - $ - $ - $
Construction
$ - 17,980 $ - $ - $ - $ - $
$ -
Construction 7,426 $ - $ - $ - $
$ - - $
$ 40,000
$ - - $ - $
* NEW PROJECT ADDED IN FY 2022/23
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure S) $ - - $ 1,250,000 $ - $ - $ Citywide Street Rehab - (SB1) King St, High Ave, K St.
Street Sweeping Signage Program Planning 2,000,000 $ 2,000,000 $ Mill and K Street Traffic Signal Upgrade Construction
$ 42,426
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure I) Design $ 1,350,000
Construction $ 6,074,630
Citywide Street Rehab - (Measure S) King St, High Ave, K St. Construction Citywide Street Rehab - (Measure S) Temple St, Acacia St, Prospect Ave Planning $ -
$ -
$ -
$ 1,000,000
$ -
$ - - $
$ - - $
$ 1,000,000
$ 2,000,000
$ 5,000,000
Citywide Bus Stop Improvements Project - Completed $ - $ - $ - $ - $ - $ $ -
New Pavement Management Program
Planning
Packet Pg. 987
City of San Bernardino
Adopted Budget
Fiscal Year 2023 & Fiscal Year 2024
Building Our Future
Packet Pg. 988
City of San Bernardino
Welcome to the City of San Bernardino's rst-ever
interactive digital budget book!
Within these linked pages and stories, you will nd
important information on how the city plans to
invest in our community over the next two scal
years.
Introduction
City Manager's Message
City Council
Strategic Goals & Priorities
San Bernardino Community Prole
City Organization Chart
Budget Overview
Budget Guide
Fund Structure & Description
Financial Policies & Procedures
Signicant Accounting Policies
City Charter Budget Excerpts
Financial Summaries
General Fund - Fund Balance Forecast
General Fund Summary
General Fund Detailed Revenues
General Fund Detailed Expenses
Other Funds Summary
Other Funds Detailed Revenues
Other Funds Detailed Expenses
Capital Improvement Program Funding
Summary
Long Range Financial Plan
Personnel Information
Citywide Personnel Detail
Personnel Detail by Program
Summary of Personnel Changes by Department
City of San Bernardino
Table of Contents
Fiscal Year 2023 & Fiscal Year 2024 Interactive Budget Book Packet Pg. 989
Special Thank you to the Budget Team
Robert Field - City Manager
Edelia Eveland - Assistant City Manager
Barbara Whitehorn - Agency Director of Administrative Services Tanya Williams - Budget Division Manager
Cesar Bernal - Senior Management Analyst
Zuyva Ruiz - Management Analyst II
Gilbert Mosqueda - Budget Intern
Departments
Animal Services
City Clerk
City Council
City Manager
Community & Economic Development
Finance
General Goverment
Human Resources
Information Technology
Legal Services
Library
Mayor's Oce
Parks, Recreation, & Community Services
Police Department
Public Works
Capital - All Departments
Packet Pg. 990
Capital Improvement Program Grant Funding
The Capital Improvement Program outlines the
allocation of funds towards major projects.
Funding through grants actively supports a
number of programs and projects throughout the
City.
Debt Appropriation Limit Appendix
Debt Service Schedule
Legal Debt Margin
Bond Ratings
GANN Limit Glossary and Acronyms
Adopted Budget Resolution
Distinguished Budget Award
Powered by OpenGov
Packet Pg. 991
Powered by OpenGov
City of San Beranardino Mayor & City Council
Packet Pg. 992
Honorable Mayor and Members of City Council,
It is with pleasure that I present the City Manager’s Proposed Operating for Fiscal Years 2023 and 2024 and Capital Improvement Program for Fiscal Years 2023-2027. This proposed budget is currently balanced, in fact with slight surpluses, over the course of the next two fiscal years. Fiscal Year 2023 projects general fund revenues of $192,495,097 and general fund expenditures of $187,036,712. Fiscal Year 2024 projects general fund revenues of $195,300,847 and general fund expenditures of $191,487,188.
Following years of economic downturn, the City of San Bernardino has experienced a period of growth. Over the course of the last fiscal year, following a period of steady revenue growth the City focused on restoring and enhancing service levels. This proposed budget reflects the alignment of the Council 2021-2025 Mayor & Council Strategic Goals with the ongoing operational needs of the department and the community. The main tenants of these goals are to improve operational and financial capacity, develop focused, aligned and unified community leadership, improve quality of life and enhance our economic growth and development. In aligning these priorities with our funding opportunities, the benefits and impact deliver outcomes that are real and tangible. The City and staff remain committed to continuing to deliver excellent programs and services and will continue moving forward many of the new programs and projects that were funded through the previous fiscal year.
In fact because the City added so many new initiatives over Fiscal Year 2022, there are not many major new additions within this proposed budget in an effort to maintain what we have already funded. As the budget process is a reflection of the ongoing direction from the Mayor & Council, the iterative process of reviewing and adjusting the budget will continue throughout the year.
The Budget is a critical policy document for the City and provides valuable information on the City’s financial position, challenges and opportunities, and where funding has been assigned to align with strategic direction and priorities. This marks the first year of the implementation of the recently acquired OpenGov software used for the preparation and presentation of the budget. As you navigate through the pages, you will notices that there are embedded links and images that allow the reader to navigate through various levels of the budget.
This tool provides not only transparency in our budgeting process, but allows the Mayor & City Council to take a deep dive into the budget in ways that weren’t previously possible.
Factors Affecting the Budget
The Economy
The general state of the economy continues to be of the most importance in projecting and forecasting revenues. The economy is currently experiencing significant inflation that trickles down and impacts nearly every service that the City provides. The cost of goods and services, fuel, asphalt, seed, and many more has City Manager's Message
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a tremendous impact on the ability of the City to deliver programs and projects within the budget. For example, many of our bids for services are returning costs much higher than anticipated. These increased costs are accounted for in the proposed budget to the best of our ability given the information available at the time.
The state of the economy also has an impact on the general fund revenue. The proposed revenue budget is explored further below, however, the City relies heavily (more than half) on sales and use tax and subsequently Measure S to fund the ongoing operations of the general fund budget. The pressures of inflation and demand spending have benefited the City tremendously over the last year. However, economic indicators and forecasts indicate that the level of spending should normalize over the next year. We should not expect to see the continued rapid growth in these revenue streams that we have experienced in 2021 and 2022. The leveling off of these revenues is reflected in the proposed budget.
Personnel Costs
As part of the review of service levels during Fiscal Year 2021/22, the City added a considerable number of new positions, reclassified positions, and adjusted the size and scope of departments to better meet the needs of the community. Further, during last fiscal year the City completed and implemented a comprehensive compensation review. The outcome of that review was that nearly all salary and benefits were raised across the organization. The staff that serve the City of San Bernardino are a vital resource and it was an important step to ensure that our compensation and benefit packages remained competitive in the marketplace. The collective impact of the addition of new positions, and the increases to salaries, benefits and ultimately pension liabilities, is felt and seen in the general fund expenditures operating budget.
General Fund Multi-Year Budgeting
This year’s proposed biennial budget is a departure from the single fiscal year budgets that the City has produced in recent years. Multi-Year budgeting and financial planning requires frequent monitoring, reporting and corrective actions as needed. The adoption of a two-year budget builds in a number of assumptions utilizing all available information available to the Finance Department and other departments at the time given the projections for available resources and the needs. While the two-year budget cycle provides greater certainty regarding ongoing funding and staffing, sound financial management of the budget requires the frequent updates.
Revenue Budget
The proposed budget includes general fund revenues of $192,495,097 in Fiscal Year 2023 and $195,300,847 in Fiscal Year 2024. This represents an increase of over 10% in revenue growth from the adopted budget in Fiscal Year 2022. Major contributors to the general fund revenue are of course the sales and use tax as well as the somewhat new Measure S revenue. Combined, these revenue streams comprise 50% of the general fund revenue sources.
Measures S is still a relatively new funding source that doesn’t have the same historical trends to refer to in producing the forecasts over the next two years. However, based on the actual numbers the City has received as well as economic indicators, the City is anticipating an additional $46 million in revenue from Measure S for both Fiscal Years 2023 and 2024. The allocation of the Measure S revenue is recommended to support the ongoing operations in the departments with $5,050,000 to fund capital projects in Fiscal Year 2023 and $2,000,000 to fund capital projects in Fiscal Year 2024.
The City continues to see positive signs in economic and community development that result in higher revenues. Particularly in our licensing and permitting and plan review. The proposed budget includes a nearly $2 million increase in Charges for Service from the previously adopted budget and over $500,000 increase in licenses and permits. Alongside the development activity, the City anticipates to see a slight increase in property tax revenues closer to pre-pandemic levels and account for new developments within the city. While not a major contributor to overall general fund revenue, the City is seeing an increase in revenue from Cannabis as well as in other taxes, which includes the Transient Occupancy Tax.
Another important note is that the city recently entered into an agreement to complete a comprehensive review of all fees and charges for service. As part of this process, all fees will be evaluated against the actual cost to deliver services. While some fees and charges for service may remain relatively flat, it is likely that Packet Pg. 994 the report and recommendations will lead to an increase in fees and therefore also revenues during Fiscal Year 2023.
Operating Budget
The proposed operating budget recommends $187,036,712 in general fund expenditures for Fiscal Year 2023 and $191,487,188 in Fiscal Year 2024. This represents just over a four percent increase from the adopted budget for Fiscal Year 2022, and encompasses many of the added programs and enhanced service levels that were funded throughout the fiscal year. Within the general fund, $128,855,706 is dedicated to personnel costs. This accounts for 68% of the total expenses. The remaining 32% of expenses goes towards other non-personnel expenses such as programs, services and capital.
During the budget process, departments were given direction that allowed for a 1.5% increase in their maintenance and operations budgets. This allowed departments to increase services where they needed to do so in order to better deliver services to our community. These increases can be seen within the details of the department budgets.
Capital Improvement Program 2023-2027
Following years of economic challenges, the recent increases in revenue has enabled the City of San Bernardino to heavily invest in its future through the maintenance, repair and building of city infrastructure. In Fiscal Year 2021/2022 the City Invested over $50 million in streets, parks, storm drains, traffic maintenance signals, buildings and more. At the end of Fiscal Year 2022, many of these projects were awarded contracts and will move through the construction phase into Fiscal Year 2023. These projects, and any that have not yet started, will be carried over into the new fiscal year. These projects have committed and dedicated funds that will remain through the course of the project.
Looking towards the new Capital Improvement Program (CIP) for Fiscal Year 2023-2027, the City is looking to invest an additional $42,120,044 in Fiscal Year 2023 and $9,876,057 in Fiscal year 2024 into new projects or additional funding for existing projects.
Conclusion
Our community has demonstrated tremendous resilience through years of economic hardship and the impacts of the global pandemic. As we emerge into an era of sustained economic growth, sound revenue and smart financial planning we have an incredibly bright future ahead of us. While there are still numerous challenges and opportunities to tackle big problems, we remain in a strong position to do so. San Bernardino will continue to be a great place to live, work, and grow. The City ‘s commitment to serving our community remains stronger than ever and with the foundation we have built over the last year, we remain committed to building an even better future.
Thank You to the Mayor and City Council for your strong partnership and vision for the future of San Bernardino. And a special Thank You to our dedicated staff who work to put this budget together.
Sincerely,
Rob D. Field
City Manager
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Distinguished Budget Presentation Award
The Government Finance Ocers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Bernardino, California for its annual budget for the Fiscal Year beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a nancial plan, and as a communication device. The award is valid for a period of one year. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award.
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City Organization Chart
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San Bernardino Snap Shot
Nestled south of the San Bernardino Mountains,
and west of the lower desert, the city of San
Bernardino has been recognized for its scenic
beauty and strategic location.
The city is home to an international airport, a
passenger rail station, freight rail routes, crossdocking trucking centers, and is conveniently surrounded by interstate and state highways,
making it an intermodal logistics hub.
The Metrolink commuter rail service, available at
the Santa Fe train station, provides long distance
transportation to commuters from the San
Bernardino area to major centers of employment,
such as downtown Los Angeles, and Orange
County, within 90 minutes.
With a population of over 217,000, San Bernardino
is the largest city in the county and serves as the
county seat. Aectionately known by locals as
“San Berdoo”, it is a community rich in history and
cultural diversity.
Welcome, to San Bernardino!
Endless Opportunities
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Our Vision
A world class city which capitalizes on its location,
the diversity of its people
and its economy to create a broad range of
choices for its residents in how
they live, work, and play.
A thriving city possessing a sustainable system of
high-quality education,
community health, public safety, housing, retail,
recreation, arts and culture
and infrastructure.
A vibrant economy with a skilled workforce that
attracts employers who
seek the unique opportunities the city has to oer
and provide jobs that
create citywide prosperity.
A model community which is governed in an open
and ethical manner,
where all sectors work collaboratively to reach
shared goals.
A thriving city that is recognized as the county’s
business and government
center and a home for those seeking a sense of
community and the best life
has to oer.
Demographics
San Bernardino is the 17th largest city in California
and the 100th largest City in the United States.
Rich in history and community diversity, San
Bernardino's community has changed through the
last several decades. Today, the City of San
Bernardino serves as the county seat and is the
largest city in the County of San Bernardino.
One function of the primary functions of the City
of San Bernardino is to create, maintain, and grow
economic value in the community. San
Bernardino is, now more than ever, a city of
opportunity. As the City rests in the heart of the
Inland Empire, it oers aordable housing, a
pathways-focused public education system, an
innovative Cal-State university, low-cost of doing
business, a large labor force, and a multifaceted
transportation hub.
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Stay Connected!
Community Newsletter!
The CommUNITY Newsletter is published online
monthly to highlight information, news and
activities in the City of San Bernardino. To sign up
to receive the newsletter electronically click here
Follow us on social media here:
- Facebook
- Twitter
- Instagram (@sbcitygov)
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City of San Bernardino Strategic Goals 2021-2025
Strategic Goals & Priorities
In the Fall of 2021, the Mayor and City Council alongside City staff met and identified key strategic goals and priorities to complete. These fell into four key areas as identified below.
During the budgeting process, staff worked to align new funding and spending priorities with these strategic goals and priorities.
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Development of the Strategic Goals & Performance Measures On January 15, 2020, the City Manager, Mayor, and City Council Members met to discuss the 5 Year Strategic Plan for the City. This plan was developed during a 2-day public workshop held in October 2019 and contains an analysis of the City of San Bernardino’s Strengths, Weaknesses, Opportunities, and Threats (SWOT) as well as the Five-Year Horizon Key Strategic Targets and Goals.
In order to prepare for this public workshop, the facilitators conducted telephone interviews with 12 of the attendees as well as the City Manager, Assistant City Manager, and City department heads to gather the SWOT list observed within the City. As part of the implementation of the Charter approved by voters in November 2016, the Mayor and City Council directed that the San Bernardino Municipal Code and various policies and procedures continue to be updated to reect the Charter and began a strategic planning process to establish systems and practices that promote good governance and eective service to the community.
In November and December 2017, the Mayor and City Council spent time discussing the purpose of the City (Vision), the job of the City and the terms under which the City will operate (Job Statement), the business plan (Operating Paradigm) of the City, and Goals and Objectives. In March 2018 the Mayor and City Council adopted Resolution No. 2018-130 approving the terms under which the City will operate (Job Statement), the business plan (Operating Paradigm) of the City, and 2018-2019 Goals and Objectives which served as the foundation for the development of the annual budget.
In October 2019, the Mayor, City Council and the City’s Executive Team participated in a Leadership Workshop and worked openly and collaboratively to develop 5-Year Strategic Targets and Goals. The adoption of measurable targets and goals establishes direction and priorities which focus on critical actions necessary to achieve the City’s adopted vision, improve resource utilization, reduce redundancy, and allow the City to establish both stability and seek opportunities that meet these objectives. The direction provided by the Mayor and City Council through the adoption of the 5 Year Strategic Planning Report and the 2020 Action Plan will be communicated throughout the organization and will promote accountability. The Action Plan was agreed to be updated quarterly over the next 12-months following the adoption and would be presented to the Mayor and City Council.
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In order to understand the detailed information throughout the adopted budget document, this overview not only oers guidance in navigating the document, it also provides a critical narrative to understanding the city’s current nancial position and challenges.
PURPOSE OF THE BUDGET
The budget provides a comprehensive nancial agenda for all city activities during the two scal years.
The budget is meant to serve the following ve major purposes:
To dene policy, as outlined by the City Council.
To serve as an operating guide to aid in the control of nancial resources while still complying with State requirements for General Law Cities and Generally Accepted Accounting Principles for Government.
To present the City’s nancial plan for the designated scal years, showing appropriations and projected revenues by which the appropriations are funded.
To serve as a communications document for the residents of San Bernardino and to ensure nancial accountability and transparency regarding city operations, and the stewardship of public funds.
To reect community, Mayor and City Council vision and goals for the City of San Bernardino.
BUDGET AND FINANCIAL FORECASTING
The City previously budgeted on an annual basis. This biennial budget cycle marks the second ever Biennial Budget for the City of San Bernardino in over ten years. The City also conducts nancial planning over a ten-year time frame; this is done to ensure that decisions are made within a larger nancial perspective. Budget decisions are made such that resources and requirements balance over the ten-year plan.
Budget Guide
Budget Overview
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THE BUDGET PROCESS
Mid-Year Budget Review
The City’s scal year begins July 1st and ends on June 30th. In January, internal data analyses and projections are conducted, as well as input from all city departments, to estimate what the expenditures and revenues will be by June 30th. The estimates are based on actual expenditures and revenues received through December (the rst half of the scal year). Finance department sta analyzes the departmental estimates and makes adjustments to the amounts as needed. A report detailing expected expenditures, revenues, and a preliminary rst estimate of the city’s budget needs for the upcoming year is then presented to the Mayor and City Council.
Preliminary Budget Preparation
Departments are given their budget instructions in December of the even-numbered year. The budget instructions include bottom-line departmental budget target amounts, personnel costs for currently authorized budgeted positions, current costs for internal service charges, instructions explaining how to use the OpenGov budget system, and current year revenue information. Internal service departments (Information Technology (IT), Fleet Services, and Risk Management) prepare their own expenditure and revenue budgets. Finance develops the allocation of these programs to other city departments.
Finance is responsible for analyzing and determining if departments are to be held to the same bottomline budget amounts as allocated in the current budget year or if they are to be given a percentage increase for their maintenance and operations budgets. Allowable percentage increases are determined by the Director of Finance, Deputy Director of Finance, and the Budget Division Manager. Personnel costs are subject to increases or decreases contingent on negotiation agreements per bargaining unit; internal service charges are subject to increases or decreases contingent on costs allocated in the respective Internal Service Funds; retirement and health benets are subject to increases or decreases contingent on selected provider rates; as well as any other specic changes approved by the Director of Finance and City Manager.
Preliminary Budget Presentation
Budget proposals are due back to Finance in January for review and analysis before the submittal and review phase with the City Manager. During this time is when Finance sta makes notes and adjustments to the departmental budget proposals as needed. Throughout the months of January – March, budget meetings are held with individual departments, Finance sta, and the City Manager.
These meetings allow departments to present their budget and justify any requests for increased funding. Upon completion of the meetings with each individual department, the City Manager makes any nal adjustments to the departmental proposals.
A preliminary budget document is developed which presents the cost of providing service to the community at current levels (no service reductions are included in the preliminary budget document) with any allowable increases that were determined in the Preliminary Budget Presentation phase. The preliminary budget document also presents the estimated funding resources available given the current economic outlook, legal restrictions, and the availability of state and federal funding. The preliminary budget document is presented to the Mayor and City Council in May.
Final Budget Adoption
A series of special council meetings are held to review the preliminary budget document and, if necessary, discuss options for balancing the City’s budget. The entity denes a balanced budget as one in which expenditures do not exceed revenues. Departmental suggestions for revenue enhancements and expenditure reductions are presented to the Mayor and Council for their consideration. Public input is invited through two hearing notices appearing in local newspapers on two sequential Sundays prior to nal adoption. By June 30th, the council adopts a balanced budget or spending plan through passage of a resolution.
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BUDGET BOOK ORGANIZATION
This document is the city’s rst ever interactive Budget Book! The interactive book contains six main parts:
Introduction & Background
City’s operational model and organizational chart. Brief history and current prole of the City.
Strategic goals and vision for the City adopted by the Mayor and City Council.
Budget Overview
Explanation of the budget’s intention, creation process, organization, and fund structure description. Financial policies and procedures governing the budgeting process.
Budget Narratives & Summaries
Narrative and graphical information of revenues, expenditures, and reserves. Included here are projected available fund balances and revenues and
expenditures by fund.
Department Budget Detail
The department’s functions are described, goals and objectives set forth, accomplishments listed, and line-item expenditures detailed.
Capital
Presentation of proposed capital improvement projects include discussion on the process of how projects are identied, summary of cost allocation, and revenue source and use by project, type and/or program.
Grant Funding
List of local, state, and federal awarded grants to the City along with an explanation of what purpose the grant serves.
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BUDGETARY CONTROL AND ACCOUNTING
The city utilizes the following general procedures in establishing its annual budgets:
The annual budgets adopted by the City Council provides for the city’s general operations. These budgets include proposed expenditures and estimated revenues for all governmental fund types. The adopted budget should be balanced, where expenditures do not exceed revenues, except when fund balance is used for urgent or one-time items.
Section 3.05.010 of the City of San Bernardino Municipal Code states: Following approval of the Final Budget by the Mayor and City Council, the following types of budget transfer may be made administratively (without action by the Mayor and City Council), shall be approved or disapproved according to established Finance policies and procedures and on forms approved by the Finance Department. Only those types of transfers listed in this section may be made administratively.
Actual expenditures may not exceed budgeted appropriations at the department level for the General Fund and at the fund level for all other budgeted funds. The budget gures used in the nancial statements are nal adjusted amounts.
The budget is formally integrated into the accounting system and employed as a managed control device during the year for all funds.
Budgets for the budgeted governmental fund types are adopted on a basis consistent with generally accepted accounting principles.
At scal year-end, operating budget appropriations lapse; however, incomplete capital improvements, equipment, and contractual appropriations can be carried over to the following year upon approval by the Mayor and City Council.
Budget transfers within a department’s operation (non-personnel salary or benets) budget may be made with the approval of the Budget Division.
1. Budget transfers including allocations within the department’s personnel (salary or benets) budget may be made with the approval of the Budget Division, Position Control, and the Director of Finance.
2. Budget transfers between departments within the same fund may be made with the approval of the Director of each Department, the Budget Division, and the Director of Finance.
3. 4. Budget transfers within a department must not increase the department’s budget.
Budget transfers between departments in the same fund will increase or decrease individual department budgets but shall not increase the fund budget.
5. Any cumulative amount of more than $5,000 transferred between departments in a 12-month period shall be reported to the Mayor and City Council during the regular Quarterly Report.
6. Financial Policies and Procedures
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GENERAL FUND RESERVE POLICY
As established by the Mayor and City Council on November 21, 2018 by Resolution No. 2018-308, it shall be the policy of the City of San Bernardino to maintain a General Fund Operating Reserve equal to 25% of General Fund budget appropriations. This reserve is to be futher broken down as follows:
Emergency Reserve (15%) - This reserve account is established for the purpose of addressing any extremely unusual and infrequent occurrences, such as a major natural disaster or a major unforeseen legal settlement or judgment. Utilization of the Emergency Reserve may only occur after the declaration of an emergency by a majority of the City Council. Following the resolution of the emergency, sta must present a plan to the Mayor and City Council to return the Emergency Reserve to the 15% minimum level as quickly as is practicable given the unique circumstances and requirements of each emergency.
Economic Contingency Reserve (10%) - This reserve account is established for the purpose of providing a mechanism to allow for a measured and thoughtful reduction in expenditures during times of economic downturn. Utilization of the Economic Contingency Reserve requires approval by a majority of the City Council. When it is determined that the economic downturn has ended and the City’s nancial condition is improving, sta is required to present a plan to the Mayor and City Council to return the economic contingency reserve to the 10% minimum level over a period of no more than ve years.
If the General Fund operating reserve exceeds 30% of General Fund budget appropriations, sta is required to present a plan to the Mayor and City Council to utilize excess funds consistent with its adopted Goals and Objectives to a point that the balance is again consistent with the policy.
Uses could include accelerating funding into the special reserves noted below in this policy; capital projects, vehicle, or equipment purchases not originally planned for the current scal year; early repayment of outstanding debt obligations; or other expenditures of a one- time nature.
If an action of the City Council for a reason other than those described above reduces the General Fund operating reserve balance below the 25% level required by this policy, sta must include an allocation to reserves in the following budget cycle sucient to restore the reserve balance to the 25% minimum balance required by this policy.
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GENERAL FUND SPECIAL RESERVE POLICY
As established by the Mayor and City Council on November 21, 2018 by Resolution No. 2018-308, it shall be the policy of the City of San Bernardino to maintain General Fund Special Reserves to provide funding for future anticipated liabilities and capital needs. These reserves shall be segregated into the following four accounts:
Risk Management Reserve — This reserve account is established to fund anticipated liabilities associated with general liability and workers' compensation claims against the City. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to both the outstanding balance of claims as well as to the anticipated timing of claim payments.
City Facilities Reserve — This reserve account is established to fund the cost of replacing city buildings and park facilities. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the facilities needs analysis maintained by the Public Works department.
Vehicles and Equipment Reserve — This reserve account is established to fund the cost of replacing General Fund-funded city vehicles and major equipment (including technology equipment). Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the vehicle and equipment assessment needs analyses maintained by the Fleet division and the Information Technology department.
Infrastructure Reserve — This reserve account is established to provide additional funding for the cost of replacing city infrastructure such as roads, sidewalks, and storm drains. These funds are to supplement dedicated non-General Fund revenue streams and competitive grants that also fund these types of projects. These funds may also provide for the match requirement on a grant when other resources are not available. No specic balance target is spelled out by this policy, but the reserve is established for the receipt of funds for this purposes when directed by the Mayor and City Council.
The goal for General Fund Special Reserves is to fund at a level sucient to address anticipated requirements over a projected period of 30 years, subject to availability of funds and prioritization of funding between the four categories of special reserves by the Mayor and City Council. As a part of each annual budget presented to the Mayor and City Council, sta will update the balances for the four categories of special reserves and any anticipated utilization or additions to the General Fund special reserves.
PROCEDURES
At the conclusion of each scal year and at each scal year' s mid-year budget update, the General Fund reserve levels shall be reviewed by sta and detailed to the Mayor and City Council. The City Manager shall make recommendations for additions to or disbursements from the reserve funds consistent with this policy.
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REPORTING ENTITY
As required by Generally Accepted Accounting Principles (GAAP), the city’s nancial statements present the activities of the city and its component units, entities for which the city is considered to be nancially accountable. Blended component units, although legally separate entities, are, in substance, part of the city’s operations and so data from these units are combined with data of the primary government. Each discretely presented component unit, on the other hand, is reported in a separate column in the combined nancial statements to emphasize it is legally separate from the government. Each blended and discretely presented component unit has a June 30 year-end.
Because these blended units are legally separate entities, budgets for these entities are adopted separately by their respective boards and not included in this document.
Discretely Presented Component Units: The City of San Bernardino Municipal Water department serves all the citizens of the city and is governed by a board whose members are appointed by the mayor.
The department operates three enterprise funds: water utility, sewer utility and geothermal utility.
Each of the department’s utilities are reported as separate enterprise funds. Included with the department’s activities is the West End Water Development, Treatment and Conservation Joint Powers Authority, the San Bernardino Public Safety Authority, the Colton/San Bernardino Regional Tertiary Treatment, and the Water Reclamation Authority, all of which are reported as blended component units of the department. Complete nancial statements and budgets of the individual component units can be obtained directly from their administrative oces.
The City of San Bernardino
Municipal Water Department
1350 South E Street
San Bernardino, CA 92408
Signicant Accounting Policies
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MEASUREMENT FOCUS, BASIS OF ACCOUNTING, AND BASIS OF
PRESENTATION
The accounts of the city are organized and operated on the basis of funds and account groups. A fund is an independent scal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with nance-related legal and contractual provisions. The minimum number of funds are maintained consistent with legal and managerial requirements. Account groups are a reporting device to account for certain assets and liabilities of the governmental funds not recorded directly in those funds.
FUND EQUITY
Reservations of fund balance represent amounts that are not appropriable or are legally segregated for a specic purpose. Reservations of retained earnings are limited to outside third-party restrictions.
Designations of fund balance represent management plans that are subject to change. The proprietary funds’ contributed capital represent equity through capital grants and capital contributions from developers, customers or other funds.
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ARTICLE IV: CITY MANAGER
Section 401. Powers and Duties
The City Manager shall: (f) Prepare and submit the annual budget and capital improvement program to the Mayor and Council and implement the nal budget approved by the Council to achieve the goals of the City.
ARTICLE VII: FINANCIAL MANAGEMENT
Section 700. Fiscal Year
The scal year of the City shall begin on the rst day of July of each year and end on the last day of June of the following year. The Council may change the scal year by ordinance.
Section 701. Submission of Budget and Budget Message
At least sixty (60) days prior to the beginning of each scal year, the City Manager shall prepare and submit to the Mayor and Council the proposed budget and an accompanying message. The City Manager’s budget message shall explain the budget both in scal terms and in terms of the work programs, linking those programs to organizational goals and community priorities. It shall outline the proposed nancial policies of the City for the ensuing scal year and the impact of those policies on future years. It shall describe the important features of the budget and indicate any major changes from the current year in nancial policies, expenditures, and revenues, together with the reasons for such changes. It shall summarize the City’s debt position, including factors aecting the ability to raise resources through debt issues, and include other such material as the City Manager deems desirable.
Section 702. Budget and Capital Improvement Program
The budget shall provide a complete nancial plan of all City funds and activities for the ensuing scal year and, except as required by law or this Charter, shall be in such form as the City Manager deems desirable or the Council or Mayor may request for eective management and understanding of the relationship between the budget and the City’s strategic goals. In addition, the City Manager shall prepare and submit a multi-year capital improvement plan San Bernardino Charter Page (CIP). The CIP shall be revised and extended each year with regard to capital improvements still pending or in the process of construction or acquisition. The City’s budget and CIP should strive to achieve the best practice standards set by the Government Finance Ocers Association (GFOA) for distinguished budget presentation.
City Charter Budget Excerpts
City of San Bernardino City Charter
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Section 703. Council Action on the Budget and Capital Improvement Plan The Council shall publish a general summary of the budget and CIP and hold one (1) or more public hearings. After the public hearing(s), the Budget and CIP shall be adopted, as they may be amended, by the Council before the beginning of each scal year.
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General Fund
The Operating Budget for Fiscal Years 2023 and 2024 reects a projected operating surplus of $2.5 million and $1.3 million respectively within the General Fund. Fiscal Year 2023 projects General Fund revenues of $189.9 million and General Fund expenditures of $187.5 million. Fiscal Year 2024 projects General Fund revenues of $193.2 million and General Fund expenditures of $191.9 million. Following a period of steady revenue growth, it is important that the City remain cautious and scally prudent given the uncertainty and unpredictability surrounding the current economic environment. This budget reects the maintenance of current service levels and the upkeep of all new initiatives added during Fiscal Year 2022.
General Fund Revenues
General Fund revenues are projected with trend analysis. The City’s trend analysis consists of a methodology where the Finance Department considers multiple variables such as: anticipated changes, individual department self-projections, and a thorough analysis of actual revenue collected from prior years. This analysis looks at historical data up to four years prior. Any scal outliers are identied, analyzed, and are either removed or anticipated for in the upcoming budgeted years. The City’s revenue trend analysis tends to be more conservative in the predictions.
Sales and Use Tax
Sales Tax (not including Measure S District tax) is the largest revenue source for the City, at 26% of total General Fund revenues. The California Department of Tax and Fee Administration (CDTFA) is responsible for administering the collection and distribution of sales and use tax in California. Including Measure S, and the county wide Measure I Tax, the City of San Bernardino’s sales tax rate is 8.75% on all retail sales within the City. Of the 8%, the City receives 2%: 1% is the City’s share of the basic sales tax and 1% is generated from Measure S (Measure S is discussed further in its own section below.) Sales and Use Tax revenues are projected with the assistance of a Sales Tax consultant retained by the City. The City of San Bernardino’s 1% share of the basic sales tax is projected to be $50,000,000 for Fiscal Year 2023 and $51,500,000 for Fiscal Year 2024.
General Fund Summary
FY 2023 and FY 2024 Adopted Operating Budget
Packet Pg. 1014
Measure S (District Tax)
Approximately 24% of General Fund revenue is from the Measure S district tax. District taxes are an additional voter-approved transactions tax imposed on goods or services at the location where they are delivered. This tax must be approved by voters and is added to the statewide base tax rate. Measure S, establishing an additional 1.00% tax on transactions originating in San Bernardino, was approved by the voters in 2020 and became eective as of April 1, 2021. Measure S revenue for both Fiscal Years 2023 and 2024 are estimated to be $46,000,000; revenues are projected with the assistance of a Sales Tax consultant retained by the City.
Utility User Tax
The Utility Users Tax is also a major revenue source for the City of San Bernardino, comprising a combined average of 12% for Fiscal Years 2023 and 2024 of General Fund revenue. It is imposed on users of utilities within the city, such as cable, gas, electric and both land line and cell phones at a rate of
7.75%. The estimated amount of Utility User Tax Revenue for Fiscal Year 2023 is $21,430,500 and $20,890,000 for Fiscal Year 2024. This revenue source continues to trend downward slightly year over year. Revenues in this category are projected using trend analysis.
Property Tax
The County of San Bernardino administers the property tax which is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property) located within the state. The California property tax is ad valorem, meaning it is based on the value of property rather than on a xed amount or benet to the property or persons. Proposition 13 limits the real property tax rate to 1% of a property’s assessed value plus rates imposed to fund indebtedness approved by voters. Property taxes, including Property Tax in-lieu of Motor Vehicle License Fees (VLF), represent a major source of income for all counties and cities in California. Revenue generated from property tax collections is divided or shared among dierent governmental organizations including the County of San Bernardino, San Bernardino Unied School District, and San Bernardino Community College, and various other taxing districts. The City’s share of the property tax revenue has historically been 17% of the 1% levy. After the City’s decision to annex its Fire Protection Service to the County Fire Protection District, the City agreed to transfer all of the ad valorem related property tax revenue and 26.5% of the VLF In-Lieu property tax revenue. That formula is subject to renegotiation at certain intervals based on various scal results that may occur in the future that either improve or detract from the net nancial position of either the City or County. Based on projections in assessed valuations, estimated VLF revenue for Fiscal Year 2023 is $22,500,000 and Fiscal Year 2024 is $23,000,000. Revenues are projected with the assistance of a Sales Tax consultant retained by the City.
Licenses and Permits
The City generates signicant revenues from issuing licenses and permits. Permits are issued for activities that include building permits, re code permits and plan checks. The city also generates signicant revenue from issuing Business Registrations. The revenue for Licenses and Permits for Fiscal Year 2023 is $12,430,000 and for Fiscal Year 2024 is $12,743,000. Of those amounts, $8 million is attributed to Business Registration revenues in both years. Revenues in this category are also projected using trend analysis.
Franchise Fees
Franchise fees are projected using trend analysis and make up a little over 6% of General Fund revenue.
Overall, projected franchise fees were not estimated to increase in Fiscal Years 2023 and 2024 and remains at $11,781,000 in both years.
Packet Pg. 1015
General Fund Revenue Historical Data
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Taxes $106,666,910 $100,199,221 $131,534,328 $148,649,536 $145,864,244 $163,367,500 $165,487,000 Licenses & permits $11,842,726 $11,147,079 $12,740,646 $12,018,000 $13,038,147 $12,830,000 $13,168,000 Charges for services $4,832,700 $6,911,415 $8,252,093 $6,204,420 $9,202,328 $8,116,400 $8,762,650 Miscellaneous $2,823,299 $2,656,056 $11,675,588 $2,689,037 $494,027 $1,066,556 $1,079,556 Intergovernmental $2,170,560 $2,480,000 $8,796,337 $2,233,602 $1,850,247 $2,357,000 $2,372,000 Fines and forfeitures $1,457,123 $1,377,000 $582,388 $1,341,500 $817,142 $1,206,500 $1,255,500 Use of Money and Property $1,424,181 $899,996 $1,317,420 $775,000 $647,513 $525,000 $550,000 Investment income $1,087,677 $450,000 $82,341 $505,578 $825,950 $529,000 $529,000 Transfers In $0 $1,752,227 $1,460,290 $0 $0 $0 $0
TOTAL $132,305,175 $127,872,994 $176,441,430 $174,416,673 $172,739,597 $189,997,956 $193,203,706 General Fund Expenses
The Fiscal Years 2023 and 2024 expense budgets preserves the existing service levels by accounting for all new positions and reclassied positions that were added to the City in the previous budget cycle as well as incorporating multi-year budgeting within the City. By outlining two-years’ worth of expenses in the budget, several assumptions must be utilized to properly project the cost of the needs of the departments and the necessary increases to programs they facilitate to better deliver services to our community. Therefore, departments were given a 1.5% increase in their maintenance and operations budget from the prior year’s budget to account for this.
Fiscal Years 2023 and 2024 General Fund Operating budget demonstrates a 4.7% and 7.1% increase respectively from the adopted budget of Fiscal Year 2022. In Fiscal Year 2023, 65.8% of total expenses are related to personnel costs alone and the remaining 34.1% goes towards other non-personnel expenses such as programs, services, and capital. In Fiscal Year 2024, 68.7% of total expenses are related to personnel costs alone and the remaining 33.6% goes towards other non-personnel expenses such as programs, services, and capital.
Expense by Department
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Capital Improvement Projects
City Clerk
City Council
City Manager
Community & Economic Development
Finance
General Government
Human Resource
Legal Services
Library
Mayor
Parks Recreation & Community
Police
Public Works
Special Assessment District
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1016
Expense by Expense Type
Reset
Broken down by
Expenses
History
General
Visualization
Personnel
$128,855,705 (67.1%)
Non-Personnel Expenses
$63,066,057 (32.9%)
Back
2023-24 Budget
Personnel
Non-Personnel Expenses
Sort Large to Small
General Fund Expense by Expense Type
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Personnel
Salaries $52,427,930 $52,304,135 $49,928,306 $59,973,697 $55,944,717 $70,961,827 $73,751,837 Benefits $35,250,507 $39,389,974 $38,053,705 $45,217,950 $42,652,538 $52,452,280 $55,103,868 PERSONNEL TOTAL $87,678,437 $91,694,108 $87,982,012 $105,191,647 $98,597,254 $123,414,107 $128,855,705 Non-Personnel Expenses
Contractual Services $12,176,830 $12,179,717 $15,367,616 $40,657,663 $15,266,285 $24,747,319 $22,170,847 Internal Service Charges $18,316,308 $14,396,357 $19,067,843 $17,920,988 $17,952,941 $21,025,320 $22,181,985 Maintenance and Operations $6,576,671 $7,548,260 $6,566,537 $11,432,000 $8,736,345 $12,880,384 $13,010,633 Transfers Out $2,747,274 $3,318,872 $2,592,652 $2,525,733 $863,167 $3,528,783 $3,529,805 Debt Service $3,273,352 $2,508,706 $2,332,974 $2,504,973 $864,670 $2,365,108 $1,369,981 Capital Outlay $378,135 $0 $761,746 $1,357,780 $853,573 $2,372,806 $2,207,806 Credit/billables -$521,575 -$966,100 -$519,904 -$2,466,100 $11,404 -$2,795,000 -$1,405,000
NON-PERSONNEL EXPENSES
TOTAL $42,946,994 $38,985,812 $46,169,464 $73,933,037 $44,548,386 $64,124,720 $63,066,057 TOTAL $130,625,431 $130,679,920 $134,151,476 $179,124,684 $143,145,640 $187,538,828 $191,921,762 Powered by OpenGov
Packet Pg. 1017
General Fund Reserves and Unassigned Fund Balances identied above for both FY 2023 and FY 2024 are estimates.
In FY 2024 there is a projected unassigned, undesignated fund balance of $10.7 million; however, this amount is subject to change based on the use of designated reserves that may occur in FY 2023.
Important Note: Amounts in both FY 2023 and FY 2024 are subject to change based on actual revenue and expenditures, as reported in the Annual Comprehensive Financial Report (ACFR).
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Fund Balance FY 2023 & FY 2024
Projected Balances
Packet Pg. 1018
General Fund Revenue by Type
The two visualizations below give a brief overview of General Fund revenue sources by revenue type. The General Fund consist of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
$189,997,956.00
Revenues in 2023
Taxes
Other
Fines and fo...
Intergovernm...
Charges for ...
Licenses & p...
$193,203,706.00
Revenues in 2024
Taxes
Other
Fines and fo...
Intergovernm...
Charges for ...
Licenses & p...
The schedule below gives a detailed overview of General Fund revenue sources by fund type. The General Fund consist of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
FY 2023 & FY 2024 General Fund Revenues
Adopted Budget - Revenue Detail Type
FY 2023 General Fund Revenue FY 2024 General Fund Revenue Packet Pg. 1019
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Taxes
Sales and Use Tax
Measure S Sales Tax
Utility Users Tax
Property Taxes
Franchise Tax
Franchise - Burrtec Disposal
Franchise - Charter Cable TV
Franchise - So Cal Edison
Franchise - So Cal Gas
Franchise - Verizon
Franchise - AT&T (Pacific Bell)
Franchise - Kinder Morgan
Other Taxes
Transient Occupancy Tax
Cannabis Tax
Sales Tax - Public Safety
Property Transfer Tax
Tow Franchise
All Assessment Districts
Measure Z Sales Tax
Measure Z Sales Tax
Licenses & permits
Licenses & permits
Business Registration
Building Permit
On Site Permit
Miscellaneous Licenses & Permits
Public Works Construction Permit
On Site Plan Check Fees
Street Cut Permit
Mechanical Permit
Annual Alarm Permit
Miscellaneous Planning Permits
Grading Permit
Construction And Demolition Self Haul Permit
Mobile Home Park Permit
Plan Check Fees-Fire
Paramedic EMS Subscription
Charges for services
Charges for services
Plan Check Fee-B & S
Miscellaneous Police Receipts
Plan Check Fee - Engineering
Police Tow Release
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1020
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Planning Development PR
Board Up/Demolition
Burrtec Host Fee
Blanket Inspection Fee
NPDES Storm Drain Utility Fee
Plan Review
Fee Study
Private Property Tow Fee
Crime Free Rental Housing
Program And Facility Use Fees
Miscellaneous Planning Receipts
Subdivision Filing Fee
Technology Fee Dev Svcs
Traffic Offender OTS Fee
Miscellaneous Engineering Receipt
Fireworks Enforcement
Cannabis Permit Regulatory Fee
Signal maint/energy
False Alarm Fee
Adminstrative Citations SFRPIP
Building Permit Review
Swimming Pool Fee
Archival Fee - Dev SVCS
Recycling Revenues
Weed Abatement Destruction
Passport Fees
Cannabis Permit Application Fee
NPDES Inspection Fee
Code SFIF
Payoff Demand Fee
Class Registration Fee
Cannabis Special Events
Cemetery Burial Fee
Park Energy Fee
Construction And Demolition Application Fee
Miscellaneous Street Receipts
Fingerprint Fee
Library Fines
Election Filing Fee
Miscellaneous Library Receipts
Filming Permit Fee
Property Auction
Vehicle Repossesion Fee
Investigation Fee
Pendency Release
Noticing/Mailer Fee Packet Pg. 1021
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Sale Of Cemetery Vaults And Liners
CDBG Revenue
Sale of Photos
Paramedic Emergency Medical Services
Certificate of Compliance
Sale of Vases
Non Resident Fee
Crime Prevention Revenue
Miscellaneous Clerk Fees
Code Tow Release Fee
General Plan Update Fee
Sale of Cemetery Plots
Miscellaneous
Miscellaneous
Proceeds from long term debt
Water Fund Contributions
Transfer from Successor Agency
Miscellaneous Receipts
Litigation Settlements
Off Track Betting
Sale Of Equipment
Refunds And Rebates
Restitutions
DUI Reimbursement
Vehicle Take Home Reimbursement
Returned Check Charge
Hometown Heroes Military Banner Program
Administrative Service Charge
Extraordinary Gain
Other Financing Use: OID
Other Financing Use: Debt Payoff
Intergovernmental
Intergovernmental
San Manuel Community Credit
Recoverable expense income (was 5945 in Linus)
CARES Act Allocation-COVID-19
Motor Vehicle In Lieu
Water reimbursement
State Mandated Cost Reimbursement
SBIAA Reimbursement
Deposit/Donations (772) Transfers
State Aid - Post
Other Governmental Agencies
Donations general
Economic Development Reimbursement
Fines and forfeitures Packet Pg. 1022
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Fines and forfeitures
Parking Citation
Code Administration Civil Penalty
General Administrative Civil Penalty
Code Administration Citations
General Fine
Police Administrative Civil Penalty
Fireworks Administrative Civil Penalty
Citations
City Attorney Administrative Citations
Fire Administrative Citations
Fire Administrative Civil Penalty
Public Works Administrative Civil Penalty
Use of Money and Property
Use of Money and Property
Interest On Idle Cash
Rental Income from Former EDA Properties
Investment income
Investment income
Land and Building Rental/Lease
Gain/Loss Market Value
Vending Machine Commission
ATS Land And Building Rental
Transfers In
Total
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Packet Pg. 1023
General Fund Expenses by Department
The visualization below gives a brief overview of General Fund expenses by Department. The General Fund consist of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
Reset
Broken down by Departments Expenses
History
General
Visualization
2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 100.0M
25.0M
50.0M
75.0M
125.0M
150.0M
175.0M
Dollars
Back
Capital Improvement Proje…
Community & Economic De…
Finance
General Government
Legal Services
Parks Recreation & Commu…
Police
Public Works
More (7 grouped)
Sort A to Z
FY 2023 & FY 2024 General Fund Expenses
Adopted Budget - Expenditure Detail Type
Packet Pg. 1024
General Fund Expenses by Expense Type
The schedule below gives a brief overview of General Fund expenses by account type. The General Fund consist of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
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Personnel
Salaries
Salaries Permanent Fulltime
Overtime
Salaries Temporary Parttime
Special Salaries
Vacation Pay
Auto Phone Allowance
Salary Savings
Benefits
Calpers Unfunded Liability
PERS Retirement
Health Life Insurance
Medicare
Unemployment Insurance
PERS Retirees Health
Tuition Reimbursement
Employee Recognition
Non-Personnel Expenses
Contractual Services
Professional Contractual Services
Construction
Outside Legal Services
Landscape Contracts
Outside Legal Services-Retainer
Other Professional Services
Cost Of Issuance
Lease Payments-Contra
Internal Service Charges
IT Charges In House
Liability
Workers Compensation
Garage Charges
Fleet Charges Fuel
Maintenance and Operations
Electric Charges
Water Charges
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1025
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Material And Supplies
Other Operating Expense
Software Maintenance
Rentals
Small Tools And Equipment
Equipment Maintenance
Dues And Subscriptions
Advertising
Education And Training
Training Post Reimburseable
Postage
Gas Charges
Copy Machine Charges
Meetings And Conferences
Printing Charges
Raw Foods
Library Books
Computer Equip-Non Capital
Telephone Charges
Outside Vehicle Maintenance
Litigation Expenses
Transportation Grants
Refuse
Local Travel And Meetings
Civic And Promotional
Meetings And Conferences - Ward 7
Meetings And Conferences - Ward 5
Meetings And Conferences - Ward 6
Meetings And Conferences - Ward 2
Military Banner Program
Meetings And Conferences - Ward 3
Meetings And Conferences - Ward 4
Meetings And Conferences - Ward 1
Bank Charges
Mileage
Meals
Management Allowance
Bad Debts/Uncollectible Accounts
Motor Fuel And Lubricants
Insurance Premiums
Low Income Rebates
Indirect Grant Costs-Contra
Transfers Out
Transfers Out
Debt Service
Debt Service Interest Packet Pg. 1026
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Lease Payments
PD Portion of NW Note
Capital Outlay
Motor Vehicles
Miscellaneous Equipment
Alterations And Renovations
Computer Equipment
Credit/billables
Suspense
Miscellaneous
Credit C-1 Recoverable
Credit Federal And State Program Funding
Total
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Packet Pg. 1027
Other Funds Revenues
Other Fund Historical Revenues
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Fiduciairy
Agency Funds $0 $0 $0 $0 $93,710 $0 $0
Private Purpose Trust
Successor Agency $16,168,593 $16,790,462 $10,952,123 $30,306,413 $9,978,997 $11,251,311 $11,020,297
PRIVATE PURPOSE TRUST
TOTAL $16,168,593 $16,790,462 $10,952,123 $30,306,413 $9,978,997 $11,251,311 $11,020,297 FIDUCIAIRY TOTAL $16,168,593 $16,790,462 $10,952,123 $30,306,413 $10,072,707 $11,251,311 $11,020,297 Bankruptcy Settlement $1,064,525 $900,000 $755,920 $100,000 $3,580 $73,370 $73,370 General Plan Update $0 $0 $334,806 $2,051,260 $45,131 $2,051,260 $2,051,260 Donations Fund $1,500,000 $0 $736,622 $0 $0 $0 $0
American Rescue Plan Fund $0 $0 $13,240 $38,828,203 $38,904,876 $0 $0 Special Revenue
Cable Television Fund $292,806 $285,000 $217,820 $290,000 $275,094 $285,500 $285,500 Asset Forfeiture $153,542 $0 $119,540 $0 $471,794 $0 $0 AB2766 Air Quality $261,720 $255,000 $210,438 $253,500 $280,970 $203,500 $203,500 Emergency Solutions Grant CV1 $0 $0 $203,661 $0 $239,054 $0 $0 Emergency Solutions Grant CV2 $0 $0 $155,465 $0 $1,611,620 $0 $0 Emergency Solutions Grant 14.231 $244,675 $295,799 $392,708 $290,457 $4,141 $327,970 $290,457 Home Improvement Part 14.239 $1,314,495 $3,340,478 $367,724 $1,795,707 $897,749 $1,445,707 $1,445,707 Gang and Street Asset Forfeiture $72,903 $0 $7,392 $15,000 $24,287 $7,500 $7,500 Community Developmnt Block
Grant $3,661,991 $4,223,184 $2,392,849 $3,259,910 $1,911,484 $3,299,910 $3,259,910 Neighborhood Stabil Prog (NSP1) $0 $360,000 $843,413 $546,000 $290,489 $0 $0 Neighborhood Stabil Prog(NSP3) $0 $0 $0 $904,500 $0 $0 $0 Federal Grant Programs $4,187,264 $1,034,249 $10,450,089 $7,457,784 $3,185,818 $6,198,738 $7,123,317 Animal Control $2,241,727 $2,681,872 $2,471,445 $3,003,233 $1,130,291 $3,719,863 $3,731,535 RMRA-GAS TAX $4,149,052 $3,767,880 $4,047,376 $4,231,807 $3,235,135 $0 $0 Gas Tax Fund $4,770,621 $5,139,614 $4,758,339 $5,255,477 $4,713,077 $0 $0 Low Mod Housing Fund $930,311 $20,000 $762,504 $445,770 $1,936,380 $1,010,000 $500,000 Traffic Safety $1,083,588 $560,000 $767,989 $576,000 $959,989 $760,000 $760,000 Measure I $4,710,755 $3,198,950 $5,053,278 $4,448,000 $4,220,434 $0 $0 CDBG-CV 1 $0 $0 $112,285 $0 $688,343 $0 $0
Sewer Line Maintenance $210 $0 $13,964 $0 $67 $0 $0
CDBG-CV 3 $0 $0 $0 $0 $119,301 $0 $0
PLHA Program $0 $0 $0 $0 $466,333 $0 $0
SPECIAL REVENUE TOTAL $28,075,660 $25,162,026 $33,348,277 $32,773,145 $26,661,848 $17,258,688 $17,607,426 Other Funds Summary
FY 2023 and FY 2024 Adopted Operating Budget
Packet Pg. 1028
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Capital Project
Verdemont Capital Project $5,550 $0 $135,952 $0 $850 $0 $0 Park Construction Fund $3,223 $0 $57 $0 $334 $0 $0
Sewer Line Construction $2,693 $0 $11,611 $0 $1,619 $0 $0 Public Improvement Fund $25,049 $10,000 $260 $12,000 $1,289 $0 $0 Cultural Developmnt Construction $1,464,372 $600,000 $462,705 $640,000 $985,889 $0 $0 Storm Drain Construction $1,881,636 $1,500,000 $669,954 $1,605,000 $3,103,798 $0 $0 Assessment District $1,210,022 $1,345,920 $1,390,176 $138,000 $1,343,939 $0 $0 Prop 1B - Local Street $1,419 $2,000 $25 $500 $147 $0 $0 Law Enforcement Facilties $251,682 $80,000 $214,478 $100,000 $333,437 $0 $161,200 Local Regional Circulation $338,454 $200,000 $94,315 $150,000 $467,271 $300,000 $302,250 Regional Circulation System $4,084,204 $1,500,000 $929,556 $1,825,000 $5,480,760 $2,160,000 $2,216,500 Library Facilities $141,212 $10,000 $78,482 $35,000 $218,641 $0 $0 Public Use Facilities $242,619 $15,000 $133,962 $60,000 $373,546 $150,000 $151,125 Aquatics Facilities $72,108 $5,000 $40,099 $20,000 $111,741 $40,000 $40,300 AB 1600 Parkland And Op $338,582 $80,000 $574,387 $275,000 $645,112 $260,000 $261,950 Quimby Act Parkland $1,072,947 $70,000 $490,960 $215,000 $2,528,554 $0 $0 CAPITAL PROJECT TOTAL $11,135,772 $5,417,920 $5,226,980 $5,075,500 $15,596,929 $2,910,000 $3,133,325 Debt service
Verdemont Improvement Loan $33,459 $0 $0 $17,000 $0 $0 $0 AD 1015 New Pine Debt Service $5,980 $0 $0 $0 $0 $0 $0
DEBT SERVICE TOTAL $39,439 $0 $0 $17,000 $0 $0 $0
Proprietary
Enterprise $739,111 $500,000 $1,245,844 $535,000 $392,395 $1,285,000 $1,285,000 Internal Service $21,154,378 $17,358,245 $22,477,410 $20,913,523 $20,052,419 $23,915,049 $25,139,541 PROPRIETARY TOTAL $21,893,489 $17,858,245 $23,723,254 $21,448,523 $20,444,814 $25,200,049 $26,424,541 TOTAL $79,877,477 $66,128,653 $75,091,223 $130,600,044 $111,729,884 $58,744,678 $60,310,219 Other Funds Expenses
Other Funds Expenses by Department
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Community & Economic Development
Capital Improvement Projects
Public Works
Human Resource
Information Technology
Police
Finance
Animal Services
General Government
Parks Recreation & Community
Special Assessment District
Library
City Manager
Verdemont infrastructure
Mayor
Comm Facilities Distrist (CFD)
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1029
Other Funds Expense by Expense Type
Reset
Broken down by
Expenses
History
Funds
Visualization
Non-Personnel Expenses
$45,232,581 (78.0%)
Personnel
$12,776,297 (22.0%)
Back
2023-24 Budget
Non-Personnel Expenses
Personnel
Sort Large to Small
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Non-Personnel Expenses
Contractual Services
Maintenance and Operations
Debt Service
Transfers Out
Internal Service Charges
Capital Outlay
Credit/billables
Personnel
Salaries
Benefits
Total
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Powered by OpenGov
Packet Pg. 1030
Other Fund Revenue by Fund Type
The two visualizations below give a brief overview of Other Fund revenue sources by fund type. Other funds classify as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds" where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures. $58,744,678.30
Revenues in 2023
Proprietary
Other
General Plan...
Capital Proj...
Fiduciairy
Special Reve...
$60,310,218.92
Revenues in 2024
Proprietary
Other
General Plan...
Capital Proj...
Fiduciairy
Special Reve...
Other Fund Revenue by Revenue Type
The schedule below gives detailed Other Fund revenues by Type down to individual account description.
Other funds classify as funds other than the City of San Bernardino's General Fund and Measure S Fund.
None of the funds being represented are considered "major funds" where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
FY 2023 & FY 2024 Other Fund Revenues
Adopted Budget - Revenue Detail Type
FY 2023 Other Fund Revenues FY 2024 Other Fund Revenues Packet Pg. 1031
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ARP Revenue
Former EDA - bond retirement revenue
Recoverable expense income (was 5945 in Linus)
1/2 cent sales tax - Measure I
CDBG Allocation
SB1 Chapter 5 RMRA
HUTA Proposition 42 replacement - gas tax 2103
Other Governmental Agencies
State aid - gas tax 2107
Program income (was 5957 in Linus)
CVC Fine
Prop 111 highway users tax - gas tax 2105
State aid - gas tax 2106
Donations general
AB2766 Revenues
Credit C-1 recoverable revenue (was 5946 in Linus)
Federal Aid Street Construction
State Aid Street Construction
Asset Seizure - Federal
Traffic Congestion Relief Fund Loan Repayment (SB1)
Asset Seizure Revenues
Asset Seizure - Federal Tre
Nester Red Lights
Asset Seizure - Drugs/Gangs
State aid - gas tax 2107.5
Charges for services
Charges for services
Interdepartmental Receipts
Storm Drain Fee
Environmental fee
Recycling Revenues
Animal Adoption Fee
Vaccination Fee
Microchip Identification Fee
Boarding Fee
Apprehension Fee
Owner Release Fee
General Plan Update Fee
Field Service Fee
Palm Avenue Improvement Fee
Deceased Animal Disposals
Contracted Shelter Fee
Animal Alteration Fee
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1032
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Sewer Connection Fee
Taxes
Property Taxes
Other Taxes
All Assessment Districts
Franchise Tax
CATV PEG Franchise Fee
Impact fees
Impact fees
Development Impact Fees
Transfers In
Transfers In
Miscellaneous
Miscellaneous
Fuel Sales
BIO CNG FUEL
Miscellaneous Receipts
Reimbursement Street Construction
Damage Claim Recovery
Water Fund Contributions
Transfer from Successor Agency
Refunds And Rebates
Street Light Recovery
Extraordinary Gain
Litigation Settlements
Medical Donations
Shelter Donations
Community Spay/Neuter Donations
Licenses & permits
Licenses & permits
Cultural Development Construction Fee
Animal Licenses
Miscellaneous Planning Permits
Miscellaneous Licenses & Permits
Use of Money and Property
Use of Money and Property
Interest On Idle Cash
Interest on Notes Receivable
Gain/Loss On Sale Of Property
Investment income
Investment income
CD Loan Repay Principal
Gain/Loss Market Value
Land and Building Rental/Lease
Fines and forfeitures
Packet Pg. 1033
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Animal License Penalty
General Fine
Total
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Packet Pg. 1034
Other Fund Expenses by Department
The schedule below gives an overview of Other Fund Expenses by Department. Other funds classify as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds" where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
Reset
Broken down by Departments Expenses
History
Funds
Visualization
2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 10.0M
20.0M
30.0M
40.0M
50.0M
60.0M
70.0M
80.0M
Dollars
Back
Community & Economic De…
Capital Improvement Proje…
Public Works
Human Resource
Information Technology
Police
Finance
Animal Services
More (8 grouped)
Sort Large to Small
FY 2023 & FY 2024 Other Fund Expenses
Adopted Budget - Expenditure Detail Type
Packet Pg. 1035
Other Fund Expenses by Expense Type
The schedule below gives a brief overview of Other Fund expenses by account type. Other funds classify as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds" where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures. ,, ,, ,, ,, ,, ,, ,,
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Contractual Services
Construction
Professional Contractual Services
Other Professional Services
Landscape Contracts
Outside Legal Services
Cost Of Issuance
Animal Alteration Services
Lease Payments-Contra
Maintenance and Operations
Insurance Premiums
Liability Claims
Workers Compensation Claims
Software Maintenance
Material And Supplies
Motor Fuel And Lubricants
Depreciation Expense
Electric Charges
Equipment Maintenance
Telephone Charges
Outside Vehicle Maintenance
Network Charges
Other Operating Expense
Computer Equip-Non Capital
Rentals
Dues And Subscriptions
Water Charges
Stipends
Cellular Service
Small Tools And Equipment
Legal
Raw Foods
Fuel Excise Tax
Transportation Grants
Gas Charges
Meals
Collapse All 2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1036
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Education And Training
Postage
Library Books
Advertising
Copy Machine Charges
Meetings And Conferences
Dump Waste Fees
Printing Charges
Indirect Grant Costs
Cable TV Charges
Mileage
Debt Service
Debt Service Principal
Debt Service Interest
Lease Payments
Note/Loan Fees/Bond Issue Costs
Transfers Out
Transfers Out
Internal Service Charges
Liability
Workers Compensation
IT Charges In House
Garage Charges
Fleet Charges Fuel
Capital Outlay
Motor Vehicles
Amortization
Miscellaneous Equipment
Communications Equipment
Computer Equipment
Alterations And Renovations
Assets Acquired By Lease Long Term Debt
Credit/billables
Suspense
Personnel
Salaries
Salaries Permanent Fulltime
Overtime
Salaries Temporary Parttime
Vacation Pay
Auto Phone Allowance
Special Salaries
Benefits
Calpers Unfunded Liability
Health Life Insurance
PERS Retirement Packet Pg. 1037
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PERS Retirees Health
Employer Deferred Comp
Reimbursed Nonhealth Benefit
Unemployment Insurance
Total
Powered by OpenGov
Packet Pg. 1038
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Summary of Personnel (FTE) Changes
The following table represents changes in staffing levels by department from FY 2022 to FY 2023 & FY 2024.
Packet Pg. 1039
Citywide Full-Time Equivalent (FTE) by Department
Departments Description FY2023 FY2024
Allocated FTE Count
Animal Services 25.00 25.00
City Clerk 6.00 6.00
City Council 9.00 9.00
City Manager 11.00 11.00
Community & Economic Development 60.00 60.00
Finance 33.00 33.00
General Government 7.00 7.00
Human Resource 13.00 13.00
Information Technology 15.00 15.00
Legal Services 1.00 1.00
Library 15.00 15.00
Mayor 2.00 2.00
Parks Recreation & Community 23.00 23.00
Police 410.00 410.00
Public Works 126.00 126.00
ALLOCATED FTE COUNT 756.00 756.00
Departmental FTE Breakdown
Animal Services
Position Name FY2023 FY2024
Allocated FTE Count
ANIMAL CONTROL OFFICER II 5.00 5.00
ANIMAL SERVICES SUPERVISOR 2.00 2.00
ANIMAL SHELTER ATTENDANT 8.00 8.00
DIRECTOR OF ANIMAL SERVICES (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
LEAD ANIMAL CONTROL OFFICER 1.00 1.00
REGISTERED VETERINARY TECHNICIAN 1.00 1.00
SENIOR ANIMAL SERVICES REP. 6.00 6.00
ALLOCATED FTE COUNT 25.00 25.00
Personnel Detail
Citywide Personnel Full-Time Equivalent (FTE) Count
Packet Pg. 1040
City Clerk
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U) 1.00 1.00
COMMON COUNCIL 7.00 7.00
COUNCIL ADMINISTRATIVE SUPERVISOR (U) 1.00 1.00
ALLOCATED FTE COUNT 9.00 9.00
City Manager
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE SUPERVISOR AND EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 1.00 1.00 ASSISTANT CITY MANAGER (U) 1.00 1.00
CITY MANAGER (U) 1.00 1.00
EXECUTIVE ASSISTANT (U) 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 2.00 2.00
MARKETING & PUBLIC RELATIONS SPECIALIST 1.00 1.00
PUBLIC INFORMATION OFFICER (U) 1.00 1.00
SENIOR MANAGEMENT ANALYST 2.00 2.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 11.00 11.00
Community & Economic Development
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 3.00 3.00
ASSISTANT PLANNER (FLEX) 1.00 1.00
ASSOCIATE PLANNER 3.00 3.00
BUILDING INSPECTION SUPERVISOR 1.00 1.00
BUILDING INSPECTOR I (FLEX) 2.00 2.00
BUILDING OFFICIAL (U) 1.00 1.00
CDBG/HOUSING PR0GRAM ASSISTANT 2.00 2.00
CODE ENFORCEMENT DIVISION MANAGER (U) 1.00 1.00
CODE ENFORCEMENT OFFICER I (FLEX) 8.00 8.00
CODE ENFORCEMENT OFFICER II 10.00 10.00
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 1.00 1.00 COMMUNITY DEVELOPMENT TECHNICIAN 4.00 4.00
CUSTOMER SERVICE REPRESENTATIVE 3.00 3.00
DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS (U) 1.00 1.00 DEPUTY DIRECTOR/CITY PLANNER (U) 1.00 1.00
DIRECTOR OF COMMUNITY AND ECONOMIC DEVELOPMENT (U) 1.00 1.00 ECONOMIC DEVELOPMENT PROJECT MANAGER 1.00 1.00
ECONOMIC DEVELOPMENT SPECIALIST 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HOMELESS SERVICES COORDINATOR 1.00 1.00
HOUSING COMPLIANCE SPECIALIST 1.00 1.00
LEAD BUILDING INSPECTOR 1.00 1.00
LEAD CODE ENFORCEMENT OFFICER 2.00 2.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
PLANNING AIDE 1.00 1.00
PLANNING DIVISION MANAGER (U) 1.00 1.00
PLANS EXAMINER I (FLEX) 1.00 1.00
PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U) 1.00 1.00 SENIOR CUSTOMER SERVICE REPRESENTATIVE 1.00 1.00
SENIOR MANAGEMENT ANALYST 2.00 2.00
SENIOR PLANNER 1.00 1.00
ALLOCATED FTE COUNT 60.00 60.00
Packet Pg. 1041
Finance
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTANT II 1.00 1.00
ACCOUNTANT II - PAYROLL 1.00 1.00
ACCOUNTANT III 1.00 1.00
ACCOUNTING DIVISION MANAGER (U) 1.00 1.00
ACCOUNTING TECHNICIAN II 1.00 1.00
ACCOUNTING TECHNICIAN III 3.00 3.00
BUDGET DIVISION MANAGER (U) 1.00 1.00
BUSINESS REGISTRATION INSPECTOR 6.00 6.00
BUSINESS REGISTRATION MANAGER 1.00 1.00
BUSINESS REGISTRATION REPRESENTATIVE I 2.00 2.00
BUYER 1.00 1.00
DEPUTY DIRECTOR OF FINANCE (U) 1.00 1.00
DIRECTOR OF FINANCE (U) 1.00 1.00
DISADVANTAGED BUSINESS ENTERPRISE (DBE) SPECIALIST 1.00 1.00 EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
GRANTS DIVISION MANAGER (U) 1.00 1.00
GRANTS MANAGER (U) 1.00 1.00
GRANTS WRITER 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
MANAGEMENT ANALYST II 1.00 1.00
PAYROLL SUPERVISOR 1.00 1.00
PROCUREMENT CONTRACT SPECIALIST 1.00 1.00
PURCHASING DIVISION MANAGER (U) 1.00 1.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
TREASURY MANAGER 1.00 1.00
ALLOCATED FTE COUNT 33.00 33.00
General Government
Position Name FY2023 FY2024
Allocated FTE Count
COMMUNITY INTERVENTION PROGRAM MANAGER (U) 1.00 1.00
NEIGHBORHOOD & CUSTOMER SVCS MGR (U) 1.00 1.00
SENIOR CUSTOMER SERVICE REP. (BIL) 4.00 4.00
STATION MANAGER 1.00 1.00
ALLOCATED FTE COUNT 7.00 7.00
Human Resources
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE CLAIMS SPECIALIST 1.00 1.00
DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIVERSITY, EQUITY & INCLUSION OFFICER (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HUMAN RESOURCES ANALYST 1.00 1.00
HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES/RISK ANALYST 3.00 3.00
ALLOCATED FTE COUNT 13.00 13.00
Packet Pg. 1042
Information Technology
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 1.00 1.00
DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00 DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00
ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 1.00 1.00 GIS ADMINISTRATOR 1.00 1.00
INFORMATION TECHNOLOGY ANALYST II 2.00 2.00
INFORMATION TECHNOLOGY MANAGER 2.00 2.00
SENIOR GIS ANALYST 1.00 1.00
SENIOR INFORMATION TECHNOLOGY ANALYST 3.00 3.00
SENIOR INFORMATION TECHNOLOGY TECHNICIAN 1.00 1.00
SENIOR NETWORK SYSTEMS ADMINISTRATOR 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
Legal Services
Position Name FY2023 FY2024
Allocated FTE Count
LEGAL ADMINISTRATIVE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 1.00 1.00
Library
Position Name FY2023 FY2024
Allocated FTE Count
TECHNOLOGY LIBRARIAN 1.00 1.00
LIBRARY CIRCULATION SUPERVISOR 1.00 1.00
LITERACY PROGRAM COORDINATOR 1.00 1.00
LIBRARIAN I (FLEX) 1.00 1.00
LIBRARIAN II 1.00 1.00
LIBRARY DIRECTOR (U) 1.00 1.00
LIBRARY PROGRAM COORDINATOR 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
LIBRARY TECHNICIAN I (FLEX) 1.00 1.00
LIBRARY NETWORK ADMINISTRATOR 1.00 1.00
LIBRARY TECHNICIAN II 4.00 4.00
LIBRARY NETWORK TECHNICIAN 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
Mayor's Oce
Position Name FY2023 FY2024
Allocated FTE Count
EXECUTIVE ASSISTANT TO MAYOR (U) 1.00 1.00
MAYOR 1.00 1.00
ALLOCATED FTE COUNT 2.00 2.00
Packet Pg. 1043
Parks, Recreation, and Community Services
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 2.00 2.00
AQUATICS SUPERVISOR 1.00 1.00
COMMUNITY RECREATION MANAGER 2.00 2.00
COMMUNITY RECREATION PROGRAM COORDINATOR 7.00 7.00
COMMUNITY RECREATION PROGRAM SUPERVISOR 2.00 2.00
COMMUNITY SERVICES CENTER SUPERVISOR 1.00 1.00
COMMUNITY SERVICES PROGRAM COORD. 2.00 2.00
DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FOOD SERVICE SUPERVISOR 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 2.00 2.00
VOLUNTEER COORDINATOR (GRANT FUNDED) 1.00 1.00
ALLOCATED FTE COUNT 23.00 23.00
Police
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTING TECHNICIAN I (FLEX) 2.00 2.00
ADMINISTRATIVE ASSISTANT 1.00 1.00
ASSISTANT CHIEF OF POLICE 1.00 1.00
CHIEF OF POLICE 1.00 1.00
COMMUNITY SERVICES OFFICER 28.00 28.00
CRIME ANALYST 3.00 3.00
CRIMINAL INVESTIGATION OFFICER 10.00 10.00
DETECTIVE/CORPORAL 44.00 44.00
EXECUTIVE ASSISTANT 2.00 2.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FORENSICS SPECIALIST I (FLEX) 3.00 3.00
FORENSICS SPECIALIST II 6.00 6.00
FORENSICS SUPERVISOR 1.00 1.00
LIEUTENANT 12.00 12.00
MANAGEMENT ANALYST II 1.00 1.00
MARKETING & PUBLIC RELATIONS SPECIALIST 1.00 1.00
PARKING ENFORCEMENT OFFICER 7.00 7.00
POLICE CAPTAIN (U) 3.00 3.00
POLICE DISPATCH SUPERVISOR 4.00 4.00
POLICE DISPATCHER I (FLEX) 7.00 7.00
POLICE DISPATCHER II 18.00 18.00
POLICE FLEET MAINTENANCE EXPEDITOR 1.00 1.00
POLICE OFFICER 183.00 183.00
POLICE P&T TECHNICIAN 2.00 2.00
POLICE RECORDS SUPERVISOR 2.00 2.00
POLICE RECORDS TECHNICIAN I (FLEX) 6.00 6.00
POLICE RECORDS TECHNICIAN II 10.00 10.00
PROPERTY & EVIDENCE SUPERVISOR 1.00 1.00
PROPERTY AND EVIDENCE TECHNICIAN I (FLEX) 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
SENIOR OFFICE ASSISTANT 3.00 3.00
SERGEANT 43.00 43.00
ALLOCATED FTE COUNT 410.00 410.00
Packet Pg. 1044
Public Works
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTING TECHNICIAN II 2.00 2.00
ADMINISTRATIVE ASSISTANT 2.00 2.00
ADMINISTRATIVE SERVICES SUPERVISOR 1.00 1.00
ARBORIST 1.00 1.00
ASSESSMENT DISTRICT/REAL PROP SPECIALIST 1.00 1.00
CEMETERY CARETAKER 1.00 1.00
CIVIL ENGINEERING DIVISION MANAGER (U) 1.00 1.00
CONSTRUCTION MANAGER 1.00 1.00
CUSTODIAL SUPERVISOR 1.00 1.00
CUSTODIAN 8.00 8.00
DATA ANALYST 1.00 1.00
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 1.00 1.00 DIRECTOR OF PUBLIC WORKS (U) 1.00 1.00
ELECTRICIAN I (FLEX) 1.00 1.00
ENGINEERING ASSISTANT I (FLEX) 2.00 2.00
ENGINEERING ASSISTANT II 4.00 4.00
ENGINEERING ASSISTANT III 1.00 1.00
ENGINEERING ASSOCIATE 1.00 1.00
ENGINEERING PROJECT MANAGER 1.00 1.00
ENGINEERING TECHNICIAN 2.00 2.00
ENVIRONMENTAL PROGRAMS COORDINATOR 1.00 1.00
EQUIPMENT MAINTENANCE SUPERVISOR 1.00 1.00
EQUIPMENT MECHANIC II 7.00 7.00
EQUIPMENT SERVICE WORKER 2.00 2.00
EXECUTIVE ASSISTANT 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 FACILITIES MAINTENANCE MECHANIC 4.00 4.00
FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00
FORESTRY SUPERVISOR 1.00 1.00
GROUNDWORKER ARBORIST 2.00 2.00
HVAC MECHANIC 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR I (FLEX) 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR II 3.00 3.00
LEAD CUSTODIAN 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00
LEAD MAINTENANCE WORKER 4.00 4.00
LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 1.00 1.00 MAINTENANCE SUPERVISOR 1.00 1.00
MAINTENANCE WORKER I (FLEX) 17.00 17.00
MAINTENANCE WORKER II 4.00 4.00
MAINTENANCE WORKER III 6.00 6.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
NPDES INSPECTOR I (FLEX) 1.00 1.00
NPDES INSPECTOR II 1.00 1.00
NPDES MANAGER 1.00 1.00
OPERATIONS & MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 1.00 1.00
PARKS MAINTENANCE WORKER II 2.00 2.00
PLUMBER 1.00 1.00
POOL MAINTENANCE COORDINATOR 1.00 1.00
PRINCIPAL CIVIL ENGINEER 1.00 1.00
PUBLIC WORKS INSPECTOR I (FLEX) 2.00 2.00
PUBLIC WORKS INSPECTOR II 2.00 2.00
PUBLIC WORKS SAFETY AND TRAINING OFFICER 1.00 1.00
REAL PROPERTY MANAGER 2.00 2.00
SENIOR ARBORIST 1.00 1.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
Packet Pg. 1045
Position Name FY2023 FY2024
SENIOR OFFICE ASSISTANT 1.00 1.00
SOLID WASTE FIELD INSPECTOR 1.00 1.00
TRAFFIC ENGINEER 1.00 1.00
TRAFFIC ENGINEERING ASSOCIATE 2.00 2.00
TRAFFIC SIGNAL AND LIGHTING SUPERVISOR 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN I (FLEX) 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN II 2.00 2.00
TRAFFIC SIGNAL TECHNICIAN III 1.00 1.00
ALLOCATED FTE COUNT 126.00 126.00
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Packet Pg. 1046
Department Overview Divisions
The Mayor and City Council voted to establish
Animal Services as its own department on
December 4, 2019.
The Animal Services department cares for all lost,
abandoned, injured, and seized animals in the city’s
shelter until they can be returned to their owners or
adopted by a member of the public. The department
is comprised of three units: Administration, Field
Services, and Shelter Services.
Administration
Field Services
Shelter Services
Animal Services
Packet Pg. 1047
What did Animal Services accomplish in Fiscal Year 2021/2022? The save rate for dogs from the beginning of the scal year through February 28, 2022 was 93%.
This is an increase of 1% over the previous scal year’s save rate of 92%. In addition to the increased save rate, the department also impounded 500 more dogs this year to date over the prior year. (Save rate represents the percentage of animals impounded with live outcomes).
1. The save rate for cats from the beginning of the scal year through February 28, 2022 was 69%.
This is a decrease of 5% from the previous year’s save rate of 74%. The reduction in save rate is due to the department no longer impounding healthy stray cats. The department has focused on helping those animals with urgent needs; the sick, injured and underage. This population has a lower survival rate when compared to the healthy population of cats.
2. 13% of all animals impounded were returned to their owner from the beginning of the scal year through February 28, 2022.
3. Celebrated the completion of several facility upgrades in December 2021 with a public Grand ReOpening Event.4.
The Department oered License Amnesty to pet owners from July 1 through August 31, 2021. The amnesty event resulted in an increase of 300 pet licenses and $14,000 in revenue over the previous year.
5. Awarded grant funding from the San Manuel Band of Mission Indians in the amount of $1.1 million dollars, for a mobile veterinary vehicle with a surgery suite and veterinary sta to care for the animals at the shelter and in the community.
6. 7. Dog licensing fees represented 49% of the Department’s revenue for the scal year to date.
The Department has received over $16,000 in donations scal year to date. These revenues help cover the cost of vet care and special programs for pets in the shelter; donations can be made online through the Animal Services page on the city’s website.
8. Expenses by Type
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Expenses Animal Services
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2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
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4.0M
Dollars
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Packet Pg. 1048
Expenses by Program
,, ,, ,, ,, ,,
, , , , ,,
, , ,
, , , ,
, ,
, ,
,, ,, ,, ,, ,,
Administration
Field Services
San Manuel Grant
Animal Shelter Services
COVID-19 Activity
Best Friends Grant
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
Animal Services - FTE Count
Position Name FY2023 FY2024
Allocated FTE Count
ANIMAL SERVICES SUPERVISOR 2.00 2.00
DIRECTOR OF ANIMAL SERVICES (U) 1.00 1.00
ANIMAL SHELTER ATTENDANT 8.00 8.00
ANIMAL CONTROL OFFICER II 5.00 5.00
LEAD ANIMAL CONTROL OFFICER 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
REGISTERED VETERINARY TECHNICIAN 1.00 1.00
SENIOR ANIMAL SERVICES REP. 6.00 6.00
ALLOCATED FTE COUNT 25.00 25.00
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Packet Pg. 1049
Division Overview
Administration supports the department through leadership and guidance for the team, ensuring staff has the tools, training and knowledge to perform their jobs and align with current animal welfare industry standards.
The unit conducts all Animal Welfare Commission meetings to gather community input and feedback on the programs and services offered by the department.
The unit applies for grant funding to support our mission and monitors all expenses and projects, ensuring fiscal responsibility and sustainability within the department. Administration maintains relationships with other city departments and agencies, building trust with our partners and colleagues in the region.
Expenses by Type
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2023-24
Budget
Fiscal Year
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3.0M
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ADMINISTRATION
ANIMAL SERVICES
Packet Pg. 1050
Expenses by Program
Animal Services - Administration (by Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $0 $0 $1,537,473 $2,241,409 $1,922,975 $2,710,209 $2,678,770 San Manuel Grant $0 $0 $32,290 $0 $215,014 $500,000 $0
COVID-19 Activity $0 $0 $28,581 $0 $13,509 $0 $0
Best Friends Grant $0 $0 $8,804 $0 $16,879 $0 $0
TOTAL $0 $0 $1,607,148 $2,241,409 $2,168,376 $3,210,209 $2,678,770 Powered by OpenGov
Packet Pg. 1051
Division Overview
Animal control officers work under the Field Services division. Officers respond to calls for service throughout the city of San Bernardino, impounding stray, injured and sick animals as well as enforcing the city ordinances.
Animal control officers are on call 24 hours a day, ready to assist with the city’s animal control needs. Calls for help with animals can come in from the public, law enforcement, the fire department, or other agencies. Officers impound stray animals, transporting the injured or sick animals to a contracted veterinarian for treatment. They document animal bites, impose rabies quarantine on animals, conduct animal cruelty investigations and respond to nuisance animal complaints.
Animal control officers enforce animal related ordinances, issuing dog licenses; kennel/cattery licenses; circus, aviary, pet store, and groomers licenses in the city. They work with residents to come into compliance with ordinances, issuing warnings or citations when necessary. Animal control officers prepare court documents and appear in court on behalf of the city for violations to the city ordinances, and we assist with emergency planning and response.
As the public face of the department, animal control officers participate in community service events, educate the residents on the proper care of animals, speak to students at schools and community groups in order to educate them on the importance of vaccinating, spay and neuter and licensing their pets.
Licensing Services
Dog licensing is required by the city of San Bernardino ordinance and state law. Animal Services oers residents the option of a one, two, or three-year license for each of their dogs with proof of a valid Rabies Vaccination Certicate and certicate of spay or neuter.
License renewal notices are sent out monthly to our city residents to remind them that their animal’s license needs to be renewed. License checkers contact dog owners by canvassing neighborhoods to determine if there are unlicensed and unvaccinated dogs within our city limits. They also educate the public about the licensing requirements, issue warnings to potential violators and conduct follow ups to ensure compliance with the licensing regulations.
Licenses can be purchased through the mail, in person at the shelter or online through the website.
FIELD SERVICES
ANIMAL SERVICES
Packet Pg. 1052
Expenses by Type
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2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
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800.0K
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Animal Services - Field Services (by Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Field Services $0 $0 $625,001 $731,454 $602,256 $979,219 $1,022,330 TOTAL $0 $0 $625,001 $731,454 $602,256 $979,219 $1,022,330 Powered by OpenGov
Packet Pg. 1053
Division Overview
Shelter Services ensures that all animals receive immediate care and health assessment upon impound at the city’s shelter. Every dog and cat is vaccinated, receives flea and tick treatment and is given a medical assessment. If staff determines additional medical attention or treatment is necessary, the animal is transported to our contracted city veterinarian for further diagnosis and treatment.
Photographs are taken and placed on petharbor.com to allow identification of privately owned animals by their owners and to highlight pets available for adoption. During an animal’s stay at the shelter, attendants feed, clean and offer enrichment to the animals on a daily basis.
Our customer service counters provide adoption services to the public and coordinate with pet rescues to help place animals with special needs. As part of the adoption and redemption process, every animal is microchipped as required by state law. Cats and dogs who arrive to the shelter unaltered are sent to the contracted city veterinarian or Humane Society for spay or neuter surgery before being released to their new or existing owner.
Additional shelter services include owner surrenders, micro-chipping for privately owned animals and assistance with reuniting lost and found animals with their owners. The department also provides disposal services for deceased animals and will coordinate cremation services for deceased animals.
SHELTER SERVICES
ANIMAL SERVICES
Packet Pg. 1054
Expenses by Type
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2021-22 Actual2022-23
Budget
2023-24
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Fiscal Year
0.0 5.0K
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15.0K
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Animal Shelter - Shelter Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Animal Shelter Services $0 $0 $0 $30,370 $11,532 $30,435 $30,435 TOTAL $0 $0 $0 $30,370 $11,532 $30,435 $30,435
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Packet Pg. 1055
Department Overview Divisions
As of March 4, 2020, the City Clerk is a position
appointed by the Mayor and City Council. The City
Clerk department carries out duties as mandated in
the City’s Charter, Municipal Code, and state
mandated responsibilities.
The City Clerk department is the custodian of public
records of the city, including ordinances, resolutions, minutes of the City Council meetings, election
related documents, Campaign Disclosure Filings,
Statements of Economic Interest, and many others.
As a support services for the city, the department
consists of three programs: Administration,
Elections, and Records Management, with distinct,
and sometimes overlapping responsibilities for
maximum efficiency.
The department operates under the direction of the
City Clerk, with support from the Assistant City
Clerk, both of which are professionally certified as
municipal clerks. Both have experience in local
election administration, records management, and
delivery of public records. The City Clerk serves as
the filing officer for all Statements of Economic
Interest (Form 700). Ministerial duties include
administering oaths of office, notarizing city
documents, and attesting and sealing official
documents.
Administration
Elections
Records Management
CITY CLERK
Packet Pg. 1056
What did the City Clerk's Oce accomplish in Fiscal Year 2021/2022?
1. Generated and published 30 Mayor and City Council regular and special meeting agendas.
2. Generated and published all Mayor and City Council Meeting minutes for the rst half of 2022.
3. Responded to over 1,000 Public Records Act Requests.
4. Processed over 500 subpoenas, claims, summons, and other legal documents.
Processed, routed, nalized, and led over 350 resolutions and 40 ordinances, including the completion of the necessary updates to the Municipal Code.
5. Established and facilitated a remote public comment option via Zoom for Mayor and City Council Meetings.
6. Drafted and released an RFP, interviewed proposers, and chose a consultant for the 2020 Census Electoral Redistricting process.
7. Successfully assisted in completing the Electoral Redistricting Process, including facilitating Redistricting Committee meetings, multiple in-person and virtual Community workshops, and Public Hearings. Worked with the San Bernardino County Registrar of Voters (ROV) and the Mayor and City Council to adopt nal ward maps in December 2021.
8. 9. Started Social Media accounts for the City Clerk’s oce (Facebook and Instagram).
Restarted the City’s Passport Acceptance Facility in August, issuing over 420 passports by the end of 2021.
10. 11. Began Voter Registration Outreach in August by distributing voter registration applications.
Drafted and released an RFP for Spanish Interpretation Services, to begin in 2022 for Mayor and City Council Meetings.
12. Coordinated an agreement and began implementation of a new agenda management system, with the ability to translate the agenda in over 100 languages.
13. Drafted and released an RFP for a new Public Records Request Management Software to increase customer service, accessibility, eciency and transparency in public records.
14. In February began the candidate ling nomination process throughout a 4-week period in which over 37 appointments were held with potential candidates for the oces of Mayor, Councilmember Ward 1, Councilmember Ward 2, and Councilmember Ward 4.
15. Initiated a city-wide records management needs assessment and Records Retention Schedule Upgrade.
16. Packet Pg. 1057
Expenses by Type
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Expenses City Clerk
History
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2019-20 Actual2020-21
Budget
2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 1.0M
250.0K
500.0K
750.0K
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1.5M
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City Clerk - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $596,957 $526,076 $421,011 $932,573 $717,200 $816,637 $844,275 Elections $135,882 $256,132 $273,784 $406,834 $125,663 $411,604 $474,270 Records Managment $61,036 $163,195 $116,883 $200,395 $179,639 $255,767 $265,548 Passport Acceptance $926 $0 $0 $650 $1,754 $2,800 $2,800 COVID-19 Activity $2,039 $0 $1,043 $0 $3,475 $0 $0
TOTAL $796,839 $945,403 $812,721 $1,540,453 $1,027,731 $1,486,807 $1,586,893 Position Summary
City Clerk - FTE
Position Name FY2023 FY2024
Allocated FTE Count
CITY CLERK (U) 1.00 1.00
DEPUTY CITY CLERK I (U) 2.00 2.00
DEPUTY CITY CLERK III (U) 1.00 1.00
RECORDS MANAGEMENT SPECIALIST (U) 1.00 1.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 6.00 6.00
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Packet Pg. 1058
Division Overview
Administration is responsible for preparing agendas and minutes of all meetings of the Mayor and City Council.
This program processes all resolutions and ordinances and claims filed against the city. The Administration program also receives appeals and is responsible for maintaining the city’s municipal code, distributing supplements to municipal code subscribers, and maintaining the list of appointees to all city boards and commissions.
Expenses by Type
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2019-20 Actual2020-21
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2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 200.0K
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600.0K
800.0K
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City Clerk - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $596,957 $526,076 $421,011 $932,573 $717,200 $816,637 $844,275 COVID-19 Activity $2,039 $0 $1,043 $0 $3,475 $0 $0
TOTAL $598,996 $526,076 $422,054 $932,573 $720,675 $816,637 $844,275 Powered by OpenGov
ADMINISTRATION
CITY CLERK
Packet Pg. 1059
Division Overview
Election Services duties are performed by staff in the Administration program. When necessary, Administration will enlist the support of personnel in the entire department to assist with city-conducted elections. For cost effectiveness, the city contracts with the San Bernardino County Registrar of Voters to conduct elections.
However, the Mayor and City Council may require the office to conduct its own elections.
The city’s regular elections occur every two years, on even years and staff prepares candidate notebooks, issue nomination papers and accepts them for filing, along with other documents required to be filed by candidates.
Staff proofreads all candidate statements and arranges for the federally-mandated translation from English to Spanish.
Election Services provides guidance to candidates in meeting their legal responsibilities before, during, and after an election. This includes filing of semi-annual campaign statements and following state law regarding ethics training. This program must also be prepared to handle any issues/processes concerning charter amendments, recalls, initiatives, referendums, and special elections.
ELECTION SERVICES
CITY CLERK
Packet Pg. 1060
Expenses by Type
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2019-20 Actual2020-21
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2023-24
Budget
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300.0K
400.0K
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City Clerk - Elections (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Elections $135,882 $256,132 $273,784 $406,834 $125,663 $411,604 $474,270 TOTAL $135,882 $256,132 $273,784 $406,834 $125,663 $411,604 $474,270 Powered by OpenGov
Packet Pg. 1061
Division Overview
As custodian of public records of the city, the department maintains records to ensure compliance with records retention schedules and the Public Records Act. As part of that function, the office processes records requests from internal and external customers seeking access to those records. The office manages the receipt and processing of petitions relating to initiatives, recalls, and referendums. City Clerk staff maintains copies of the city charter and municipal code and publishes updates to the municipal code as they occur. Additional services include subpoena processing, and routing contracts.
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RECORDS MANAGEMENT
CITY CLERK
Packet Pg. 1062
Expenses by Program
City Clerk - Records Management (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Records Managment $61,036 $163,195 $116,883 $200,395 $179,639 $255,767 $265,548 Passport Acceptance $926 $0 $0 $650 $1,754 $2,800 $2,800 TOTAL $61,961 $163,195 $116,883 $201,045 $181,393 $258,567 $268,348 Powered by OpenGov
Packet Pg. 1063
Department Overview
The City Council department provides support to elected City Council members. The resources to conduct City Council business such as memberships, conference and travel expenses, general supplies as well as the costs related to administrative support are budgeted here.
Under the council-manager form of government, established pursuant to the San Bernardino City Charter section 200, the Mayor and City Council, acting as the legislative body, are responsible for the legislative functions of the city including establishing policies and priorities based on information provided by sta, advisory boards and commissions, and the community.
City Council develops an overall vision and mission; approving the annual spending plan; providing for the exercise and performance of all duties and obligations imposed on the city by state and federal laws; and implementing policy through sta under the direction of the appointed city manager.
City Council members are elected by ward by the voters within that ward for terms of four years, with terms staggered between the wards pursuant to the San Bernardino Municipal Code.
City Council
Packet Pg. 1064
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, , , , , , ,
, , , , , , ,
,
, , , , , , ,
City Council
Council Support
COVID-19 Activity
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
City Council - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U) 1.00 1.00
COMMON COUNCIL 7.00 7.00
COUNCIL ADMINISTRATIVE SUPERVISOR (U) 1.00 1.00
ALLOCATED FTE COUNT 9.00 9.00
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Packet Pg. 1065
Department Overview Divisions
The City Manager is appointed by the Mayor and
City Council and functions as the municipality’s chief
executive officer to implement the vision, goals, and
objectives established by the Mayor and City
Council. The City Manager directs daily operations
of the organization, makes recommendations and
assists the Mayor and City Council in formulating
policies, prepares and administers the municipal
budget, provides professional leadership in the
administration of the city and is responsible for the
direction of all municipal programs and services as
well as the supervision of all city departments and
agencies, with the exception of those governed by
separate boards including the Library and Water
Department, and the offices of appointed officials.
Programs of the City Manager office include
Administration, and the Air Quality and Rideshare
program, along with oversight of the support staff in
the Mayor, and City Council offices.
Administration
Air Quality and Rideshare
CITY MANAGER'S OFFICE
Packet Pg. 1066
What did the City Manager's Oce accomplish in Fiscal Year 2021/2022?
Led the organization through the scal and administrative challenges associated with responding to the COVID-19 pandemic, including the reopening process. Identied spending priorities to ensure the eective allocation of federal and state COVID relief funds.
1. Completed labor negotiations, leading to three-year contracts with all non-management bargaining units.
2. Completed complex settlement negotiations with remaining Measure O cannabis dispensaries, bringing them into compliance with SBMC Section 510 and collecting outstanding cannabis tax receivables of nearly $2 million .
3. Executive Sta hired in key positions including the new Assistant City Manager, Chief of Police, Human Resources Director, Information Technology Director, Parks and Recreation Director, Public Works Director, and Diversity, Equity, and Inclusion Ocer.
4. Facilitated numerous City Council workshops, including a Strategic Planning Session, the General Plan/Downtown Specic Plan process, and Budget planning.
5. Accelerated the negotiation process for the redevelopment of the Carousel Mall site redevelopment project(s).
6. Oversaw the development and adoption of a new administrative policy manual as well as Travel Policy, Reimbursement Policy, Procurement Card Policy, and Fiscal Management Policy.
7. 8. Oversaw the development and adoption of an executive compensation and benets plan.
Negotiated the funding and preparation of a comprehensive Economic Study of the City by noted economist Dr. Christopher Thornberg, Director of the Economic Forecast Center at the UCR School of Business and Founder/President of Beacon Economics.
9. Negotiated the award of $2.22 million in grant funding from the San Manuel Band of Mission Indians to the City for construction of improvements at Seccombe Lake Park, purchase and operation of a Mobile Veterinary Clinic, and purchase of two SBPD patrol vehicles.
10. Negotiated the award of a $1.5 million grant from the San Manuel Band of Mission Indians to the Department of Animal Services to be used for programs, services, and preliminary design of a replacement animal shelter.
11. Directed negotiations that resulted in the relocation of the annual UCR Business School Economic Forecast event for the County of San Bernardino to downtown; event formerly took place in Ontario.
12. Working in conjunction with the ASPEN Institute Latinos and Society Program, convened a task force of key stakeholders to develop solutions to foster minority owned business creation and workforce expansion in San Bernardino.
13. Working in conjunction with the ASPEN Institute, received $150,000 from the Irvine Foundation to retain consultant Bruce Katz to develop an investment playbook for the city which will align transformational local investment needs and match them to local, federal, state, private, and philanthropic funding opportunities.
14. Convened a working group of stakeholders (police, homeless service providers, non-prots, faithbased groups) to improve interagency communication, data sharing, and to develop additional solutions for unsheltered individuals and families.
15. Expanded and strengthened our inter-governmental partnerships with the San Manuel Band of Mission Indians, County of San Bernardino, San Bernardino County Transportation Agency, Caltrans, California State University San Bernardino, San Bernardino Community College District, Inland Valley Airport Authority, San Bernardino Unied School District, the University of California, Riverside, and our federal and state legislative delegation.
16. 17. Inland Empire Media Group increased its number of You Tube subscribers by 14.35%.
Packet Pg. 1067
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City Manager - Expenditure by Division
2019 - 20
Actual
2020 - 21
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2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Administration $890,724 $1,216,396 $1,285,991 $1,684,901 $1,523,036 $2,265,100 $2,333,696 Customer & Neighborhood Services $521,483 $567,273 $542,502 $0 $0 $0 $0 Violence Intervention $714,678 $289,435 $556,416 $0 $0 $0 $0 CATV $311,421 $461,153 $284,794 $0 $0 $0 $0
Youth Reinvestment Grant $220,267 $0 $286,291 $0 $0 $0 $0 Air Quality & Rideshare $58,568 $67,191 $64,284 $65,850 $38,568 $78,857 $80,589 Communication & Comm Relations $333,870 $0 $0 $0 $0 $0 $0 Administrative Services $331,752 $0 $0 $0 $0 $0 $0
COVID-19 Activity $27,960 $0 $19,025 $0 $12,814 $0 $0
ADMINISTRATION (HOME
Improvement/ CDBG) $0 $0 $0 $0 $0 $0 $0
CDBG Administration $0 $0 $0 $0 $0 $0 $0
TOTAL $3,410,723 $2,601,448 $3,039,304 $1,750,751 $1,574,418 $2,343,958 $2,414,285 Packet Pg. 1068
Position Summary
City Manager - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE SUPERVISOR AND EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 1.00 1.00 ASSISTANT CITY MANAGER (U) 1.00 1.00
CITY MANAGER (U) 1.00 1.00
EXECUTIVE ASSISTANT (U) 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 2.00 2.00
MARKETING & PUBLIC RELATIONS SPECIALIST 1.00 1.00
PUBLIC INFORMATION OFFICER (U) 1.00 1.00
SENIOR MANAGEMENT ANALYST 2.00 2.00
SENIOR OFFICE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 11.00 11.00
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Packet Pg. 1069
Division Overview
Administration is responsible for providing clear direction, leadership, and the management of operations to ensure the cost effective and efficient delivery of municipal services. This division assists in improving accountability of city government and promotes improvement in the quality of services; furnishes objective, useful, relevant, accurate and timely audits, information, and recommendations regarding city operations; oversees intergovernmental affairs and activities; and promotes the city’s position on legislative issues based upon the city’s adopted legislative platform.
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ADMINISTRATION
CITY MANAGER
Packet Pg. 1070
Expenses by Program
City Manager - Administration (by program)
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Administration $890,724 $1,216,396 $1,285,991 $1,684,901 $1,523,036 $2,265,100 $2,333,696 Customer & Neighborhood Services $521,483 $567,273 $542,502 $0 $0 $0 $0 Violence Intervention $714,678 $289,435 $556,416 $0 $0 $0 $0 CATV $311,421 $461,153 $284,794 $0 $0 $0 $0
Youth Reinvestment Grant $220,267 $0 $286,291 $0 $0 $0 $0 Communication & Comm Relations $333,870 $0 $0 $0 $0 $0 $0 Administrative Services $331,752 $0 $0 $0 $0 $0 $0
COVID-19 Activity $27,960 $0 $19,025 $0 $12,814 $0 $0
ADMINISTRATION (HOME
Improvement/ CDBG) $0 $0 $0 $0 $0 $0 $0
CDBG Administration $0 $0 $0 $0 $0 $0 $0
TOTAL $3,352,155 $2,534,256 $2,975,020 $1,684,901 $1,535,850 $2,265,100 $2,333,696 Powered by OpenGov
Packet Pg. 1071
Division Overview
The Air Quality and Rideshare program accounts for the city’s implementation of programs in accordance with Assembly Bill (AB) 2766, the California Clean Air Act of 1988, and South Coast Air Quality Management District Rule 2202. The program focuses on reducing emissions by incentivizing rideshare efforts.
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AIR QUALITY AND RIDESHARE
CITY MANAGER
Packet Pg. 1072
Expenses by Program
City Manager - Air Quality & Rideshare
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Air Quality & Rideshare $58,568 $67,191 $64,284 $65,850 $38,568 $78,857 $80,589 TOTAL $58,568 $67,191 $64,284 $65,850 $38,568 $78,857 $80,589 Powered by OpenGov
Packet Pg. 1073
Department Overview Divisions
The Community & Economic Development
department functions as the liaison to the City
Manager, Mayor and City Council on land use,
development, housing, and environmental issues,
both locally and regionally. The department also
manages the economic development functions of
the city including business attraction, business
retention and marketing the city’s assets. The
department is comprised of six internally related
divisions including Administration, Planning,
Building and Safety, Housing, Economic
Development, and Code Enforcement.
Administration
Planning
Buidling and Safety
Housing Division
Economic Development
Code Enforcement
Successor Agency
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1074
Packet Pg. 1075
What did Community & Economic Development accomplish in Fiscal Year 2021/2022?
All four of Building and Safety’s Community Development Technician positions and one building inspector position that was staed by consultant personnel (Willdan) have been or are in the process of being lled with permanent-hire city employees, thereby saving approximately $690,000.00 annually.
1. Plan reviews of small to medium size projects that were previously performed by Willdan are now being performed in-house, saving approximately $20,000.00/month, or $240,000.00 annually. This change has not only saved money but has improved plan check turn-around times and increased customer satisfaction.
2. The number of building permits issued to date this scal year are up 148% compared to last scal year, FY 20/21 - revenues received are following the same trend and will be retained as such by the steps taken above.
3. Hired a new Code Enforcement Manager to lead the division in enhancing public safety and quality of life in the city’s neighborhoods through enforcement of laws and codes.
4. Hiring of 4 new Code Enforcement Ocers by April 4, 2022, to provide a more consistent approach to build trust, improve quality of life, timely responses, and visible reduction of blight for residents and businesses throughout the city.
5. Hired a new Economic Development Project Manager to work in tandem with the Economic Development Specialist to implement business retention, expansion, and attraction strategies in order to enhance the economic vitality of the community.
6. Executed the Exclusive Negotiation Agreement on September 1, 2021 to negotiate the terms of the Disposition and Development Agreement for the development of the Carousel Mall site.
7. 8. Creation of the City’s Marketing Brochure, Video, and Social Media Channels.
9. Updated “Business Development” webpage to provide business community with more resources.
Attended ICSC Symposium in participation with the San Bernardino County Economic Development Department to market the City to potential business and industries.
10. 11. Released and Closed the Arden Guthrie RFP for the development of 17-acre commercial site.
Four (4) more Commercial Cannabis Retail locations are open and operating which increases the Cannabis Tax collected by the City of San Bernardino.
12. Four homeowners within the City of San Bernardino received loans up to $40,000 to make necessary repairs and improvements to their homes.
13. 14. Two Inll Housing Units were completed and sold to qualied buyers.
Seventy-Eight (78) multifamily aordable housing units have been inspected thus far during the scal year and the Department is collaborating with eight property management companies to ensure compliance with aordable housing regulatory agreements.
15. Hired a new Planning Technician as the point of contact at the public counter in order to enhance our customer service to the community.
16. Hired a new Assistant Planner to enhance our customer service to the business and construction community by assisting with the processing of zoning verications applications for new business licenses (to date during this scal year 1,320 applications have been processed) and to review construction drawings for Accessory Dwelling Unit to ensure compliance with the City’s Ordinance (to date during this scal year over 500 permits have been processed/approved).
17. Packet Pg. 1076
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Community & Economic Development - Expenditure by Division 2019 - 20
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2020 - 21
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2020 - 21
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2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
EDA - ROPS $5,073,455 $16,790,462 $4,090,342 $13,482,343 $1,975,148 $10,978,660 $10,970,472 Building and Safety $1,061,029 $2,217,678 $2,553,396 $2,440,662 $2,107,266 $2,772,767 $2,834,907 Enforcement & Beautification $219,919 $1,559,961 $1,228,113 $2,288,294 $1,491,827 $3,638,171 $3,692,780 CDBG Administration $563,460 $3,345,169 $473,878 $2,456,337 $207,555 $2,790,444 $2,810,049 ERAP-2 State $0 $0 $0 $0 $8,951,566 $0 $0
Administration $989,849 $631,550 $650,934 $1,564,798 $870,237 $1,782,484 $1,823,742 General Plan Update $0 $0 $325,985 $2,051,260 $1,226,364 $2,051,260 $2,051,260
ADMINISTRATION (HOME
Improvement/ CDBG) $54,743 $2,624,104 $90,877 $1,539,512 $93,269 $1,355,181 $1,356,239 Planning $845,739 $907,360 $815,822 $1,102,221 $958,825 $1,169,942 $1,224,577 Emergency Rental Assistance Prog $0 $0 $3,120,459 $0 $3,175,591 $0 $0 Economic Development $108,712 $307,844 $168,874 $533,183 $309,477 $613,206 $623,574 Arrowhead Grove Mixed Incom
Hous $1,430,000 $0 $750,000 $0 $179,723 $0 $0
Mental Health Systems $0 $0 $0 $0 $1,450,188 $0 $0
Infilled Housing Developmnt $94,536 $700,000 $0 $225,000 $309,828 $0 $0 ESG Administration $16,507 $295,799 $44,204 $290,457 $21,806 $327,970 $290,457 ADMINISTRATION (NSP1) $33,052 $360,000 $72,923 $515,000 $16,021 $0 $0 Step Up on Second $83,000 $0 $210,727 $0 $617,104 $0 $0 ADMINISTRATION (NSP3) $0 $0 $0 $884,500 $0 $0 $0
Eviction Protection Program $0 $0 $32,794 $0 $640,364 $0 $0 Land Development $616,703 $0 $0 $0 $0 $4,273 $4,502
Cannabis Cultivation $6,904 $140,000 $15,700 $140,000 $13,300 $152,000 $152,000 ESG Salvation Army $0 $0 $331,565 $0 $199,890 $0 $0
Inland Fair Housing Mediatn Brd $66,000 $73,000 $66,538 $73,000 $43,743 $73,000 $73,000 Bond Expenses- $83,442 $0 $175,751 $0 $123,446 $0 $0
Property Maintenance $323,082 $0 $65 $0 $67 $0 $0
CDBG CW Owner Occ Hsng Rehab
qua $268,183 $0 $0 $0 $0 $0 $0
COVID-19 Activity $199,837 $0 $28,499 $0 $18,353 $0 $0
ESG Lutheran Social Services $55,366 $0 $104,278 $0 $74,806 $0 $0 CDBG Micro Enterprise Program $32,950 $35,000 $35,000 $35,000 $23,375 $35,000 $35,000 Packet Pg. 1077 2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Former EDA $0 $0 $0 $0 $222,872 $0 $0
Home-Single Family Rehab $0 $0 $450 $0 $215,839 $0 $0
ESG-Community Action Partnership $52,363 $0 $23,421 $0 $55,113 $0 $0 Homeless Assistance/Prevention $0 $0 $0 $0 $100,682 $0 $0 ESG Family Services Association $37,438 $0 $27,852 $0 $0 $0 $0 TOTAL $12,316,270 $29,987,926 $15,438,447 $29,621,566 $25,693,645 $27,744,357 $27,942,560 Position Summary
Community & Economic Development - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 3.00 3.00
ASSISTANT PLANNER (FLEX) 1.00 1.00
ASSOCIATE PLANNER 3.00 3.00
BUILDING INSPECTION SUPERVISOR 1.00 1.00
BUILDING INSPECTOR I (FLEX) 2.00 2.00
BUILDING OFFICIAL (U) 1.00 1.00
CDBG/HOUSING PR0GRAM ASSISTANT 2.00 2.00
CODE ENFORCEMENT DIVISION MANAGER (U) 1.00 1.00
CODE ENFORCEMENT OFFICER I (FLEX) 8.00 8.00
CODE ENFORCEMENT OFFICER II 10.00 10.00
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 1.00 1.00 COMMUNITY DEVELOPMENT TECHNICIAN 4.00 4.00
CUSTOMER SERVICE REPRESENTATIVE 3.00 3.00
DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS (U) 1.00 1.00 DEPUTY DIRECTOR/CITY PLANNER (U) 1.00 1.00
DIRECTOR OF COMMUNITY AND ECONOMIC DEVELOPMENT (U) 1.00 1.00 ECONOMIC DEVELOPMENT PROJECT MANAGER 1.00 1.00
ECONOMIC DEVELOPMENT SPECIALIST 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HOMELESS SERVICES COORDINATOR 1.00 1.00
HOUSING COMPLIANCE SPECIALIST 1.00 1.00
LEAD BUILDING INSPECTOR 1.00 1.00
LEAD CODE ENFORCEMENT OFFICER 2.00 2.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
PLANNING AIDE 1.00 1.00
PLANNING DIVISION MANAGER (U) 1.00 1.00
PLANS EXAMINER I (FLEX) 1.00 1.00
PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U) 1.00 1.00 SENIOR CUSTOMER SERVICE REPRESENTATIVE 1.00 1.00
SENIOR MANAGEMENT ANALYST 2.00 2.00
SENIOR PLANNER 1.00 1.00
ALLOCATED FTE COUNT 60.00 60.00
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Packet Pg. 1078
Division Overview
The Community and Economic Development department functions as the liaison to the City Manager, Mayor and City Council on land use, development, housing, and environmental issues, both locally and regionally. The department also manages the economic development functions of the city including business attraction, business retention and marketing the city’s assets. The department is comprised of six internally related divisions including Administration, Planning, Building and Safety, Housing, Economic Development, and Code Enforcement.
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COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1079
Expenses by Program
Community & Economic Development - Administration (by pro... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $832,839 $631,550 $588,344 $1,525,728 $853,041 $1,742,184 $1,785,198 TOTAL $832,839 $631,550 $588,344 $1,525,728 $853,041 $1,742,184 $1,785,198 Powered by OpenGov
Packet Pg. 1080
Division Overview
Building and Safety implements the regulations set forth in the various California Building Codes to ensure the safe construction and occupancy of buildings. The division’s operations include public counter assistance, construction plan review, permit issuance, and building inspections. Building and Safety is also the liaison between the county fire department, county health department, and the San Bernardino Unified School District.
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BUILDING AND SAFETY
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1081
Expenses by Program
Community & Economic Development - Building & Safety (by ... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Building and Safety $1,061,029 $2,217,678 $2,553,396 $2,440,662 $2,107,266 $2,772,767 $2,834,907 TOTAL $1,061,029 $2,217,678 $2,553,396 $2,440,662 $2,107,266 $2,772,767 $2,834,907 Powered by OpenGov
Packet Pg. 1082
Division Overview
Code Enforcement is responsible for improving the quality of life through the enforcement of various sections of the San Bernardino Municipal Code. The division works closely with the Police Department, Building and Safety, Planning, Housing, Public Works and the County Health Department. Code enforcement responds to a variety of calls including, but not limited to, abandoned and dangerous buildings, inoperable vehicles, substandard property maintenance, overgrown weeds and vegetation, illegal dumping, illegal street vending, etc.
This division provides one of the most critical functions for ensuring the overall public health, safety and general welfare as well as maintaining the city’s general appearance.
CODE ENFORCEMENT
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1083
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0.0 1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
7.0M
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Community & Economic Development - Code Enforcement (by p... 2019 - 20
Actual
2020 - 21
Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Enforcement &
Beautification $219,919 $1,559,961 $1,228,113 $2,288,294 $1,491,827 $3,638,171 $3,692,780 Property Maintenance $323,082 $0 $65 $0 $67 $0 $0
TOTAL $543,001 $1,559,961 $1,228,178 $2,288,294 $1,491,895 $3,638,171 $3,692,780 Powered by OpenGov
Packet Pg. 1084
Division Overview
Economic Development is responsible for providing professional services that focus on 1) marketing to enhance the city image and showcase the city’s assets and opportunities; 2) business retention and attraction efforts to encourage job creation and increase general fund revenue; 3) workforce development efforts to provide residents access to quality local jobs; and 4) building strategic partnerships with intergovernmental and community based agencies such as local educational institutions, medical service providers, businesses, state, local, county, and regional entities, and local joint power authorities to both leverage and attract funds and resources.
ECONOMIC DEVELOPMENT
COMMUNTIY & ECONOMIC DEVELOPMEMT
Packet Pg. 1085
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2019-20 Actual2020-21
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2020-21 Actual2021-22
Budget
2021-22 Actual2022-23
Budget
2023-24
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Fiscal Year
0.0 200.0K
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800.0K
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Economic Development
Step Up on Second
Land Development
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Community & Economic Development - Economic Development ... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Economic Development $108,712 $307,844 $168,874 $533,183 $309,477 $613,206 $623,574 Step Up on Second $83,000 $0 $210,727 $0 $617,104 $0 $0 Land Development $616,703 $0 $0 $0 $0 $4,273 $4,502
TOTAL $808,415 $307,844 $379,601 $533,183 $926,581 $617,478 $628,077 Powered by OpenGov
Packet Pg. 1086
Division Overview
The Housing Division is responsible for the management and implementation of the Community Planning and Development formula grants (Community Development Block Grant, HOME Investment Partnerships, Emergency Solutions Grants, and Neighborhood Stabilization Programs). Staff manages these funds, which are intended to primarily benefit low-income residents and improve the housing quality within the City.
Community Development Block Grant (CDBG) Program is the primary federal program providing local governments with grants to improve the physical, economic, and social conditions in their communities. The program provides affordable housing, suitable living environments, and expands economic opportunities for low and moderate-income residents.
HOME Program creates and preserves affordable housing. Eligible activities include housing rehabilitation, new construction, and acquisition and rehabilitation, for both single-family and multifamily projects. All activities must benefit lower-income renters or owners. Emergency Solutions Grants (ESG) Program assists individuals and families in quickly regaining stability in permanent housing. ESG funds are available for five program activities:
street outreach, emergency shelter, homelessness prevention, rapid re-housing assistance and data collection.
Neighborhood Stabilization Programs were established to provide funds to stabilize communities that suffered from foreclosures and abandonment. The goal is realized through the purchase and redevelopment of foreclosed and abandoned residential properties.
The division is tasked with creating affordable housing opportunities to improve the quality of life for the residents of San Bernardino, improving and preserving the housing stock and funding programs that will assist persons at risk of homelessness and those experiencing homelessness. Housing manages and moves forward a pipeline of housing projects that will meet the city’s five year consolidate plan goals and objectives.
HOUSING DIVISION
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1087
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2021-22 Actual2022-23
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Community & Economic Development - Housing (by program) 2019 - 20
Budget
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
2023 - 24
Budget
CDBG Administration $2,815,000 $563,460 $3,345,169 $473,878 $2,456,337 $2,858,483 $1,066,624
ADMINISTRATION (HOME
Improvement/ CDBG) $1,385,700 $54,743 $2,624,104 $90,877 $1,539,512 $1,350,728 $42,694 Emergency Rental Assistance Prog $0 $0 $0 $3,120,459 $0 $0 $0 ADMINISTRATION (NSP1) $1,500,000 $33,052 $360,000 $72,923 $515,000 $0 $0 Arrowhead Grove Mixed Incom
Hous $0 $1,430,000 $0 $750,000 $0 $0 $0
ESG Administration $270,000 $16,507 $295,799 $44,204 $290,457 $306,186 $0 Infilled Housing Developmnt $0 $94,536 $700,000 $0 $225,000 $0 $0 ADMINISTRATION (NSP3) $0 $0 $0 $0 $884,500 $0 $0
Inland Fair Housing Mediatn Brd $0 $66,000 $73,000 $66,538 $73,000 $73,000 $0 ESG Salvation Army $0 $0 $0 $331,565 $0 $0 $0
CDBG CW Owner Occ Hsng Rehab
qua $0 $268,183 $0 $0 $0 $0 $0
CDBG Micro Enterprise Program $0 $32,950 $35,000 $35,000 $35,000 $35,000 $0 ESG Lutheran Social Services $0 $55,366 $0 $104,278 $0 $0 $0 ESG-Community Action Partnership $0 $52,363 $0 $23,421 $0 $0 $0 ESG Family Services Association $0 $37,438 $0 $27,852 $0 $0 $0 Eviction Protection Program $0 $0 $0 $32,794 $0 $0 $0
Home-Single Family Rehab $0 $0 $0 $450 $0 $0 $0
TOTAL $5,970,700 $2,704,598 $7,433,071 $5,174,240 $6,018,806 $4,623,397 $1,109,318 Powered by OpenGov
Packet Pg. 1088
Division Overview
Planning is responsible for the implementation of the city’s development policies as set forth in the City of San Bernardino’s Comprehensive General Plan, and development code. The General Plan serves as the policy document, as required by state law, to guide future development and services based upon the community’s vision.
The division reviews and processes land use entitlement applications for consistency with the city’s policies and development standards to safeguard the public’s health, safety and general welfare ensuring a high quality of living for the community. Planning is tasked with ensuring compliance with the California Environmental Quality Act, and is also involved with inter-agency coordination working in collaboration with the Southern California Association of Government (SCAG), San Bernardino County Transportation Authority (SBCTA) and San Bernardino County.
Finally, Planning is responsible for staffing both the Development Environmental Review Committee and Planning Commission meetings, attending City Council meetings on development related projects, and oversees the cannabis monitoring program.
PLANNING
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1089
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2020-21 Actual2021-22
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2021-22 Actual2022-23
Budget
2023-24
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Fiscal Year
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2.0M
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Community & Economic Development - Planning (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget General Plan Update $0 $0 $325,985 $2,051,260 $1,226,364 $2,051,260 $2,051,260 Planning $845,739 $907,360 $815,822 $1,102,221 $958,825 $1,169,942 $1,224,577 Cannabis Cultivation $6,904 $140,000 $15,700 $140,000 $13,300 $152,000 $152,000 TOTAL $852,644 $1,047,360 $1,157,507 $3,293,481 $2,198,490 $3,373,202 $3,427,837 Powered by OpenGov
Packet Pg. 1090
Division Overview
On December 29, 2011, the California Supreme Court upheld Assembly Bill 1X 26 abolishing redevelopments in California as of February 1, 2012. The City of San Bernardino, acting as the Successor Agency for the former Redevelopment Agency (RDA), became responsible for winding down the affairs of the redevelopment agency including disposing of its assets and making payments due for debt incurred by the former RDA.
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SUCCESSOR AGENCY
COMMUNITY & ECONOMIC DEVELOPMENT
Packet Pg. 1091
Expenses by Program
Community & Economic Development - Successor Agency (by P... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget EDA - ROPS $5,073,455 $16,790,462 $4,090,342 $13,482,343 $1,975,148 $10,978,660 $10,970,472 Bond Expenses- $83,442 $0 $175,751 $0 $123,446 $0 $0
Administration $157,010 $0 $62,590 $39,070 $17,197 $40,300 $38,544 Former EDA $0 $0 $0 $0 $222,872 $0 $0
TOTAL $5,313,907 $16,790,462 $4,328,682 $13,521,413 $2,338,662 $11,018,960 $11,009,016 Powered by OpenGov
Packet Pg. 1092
Department Overview Divisions
The Finance department provides oversight and
management of the city’s various financial
operations. Those functions include: financial
planning, investing, budgeting, general accounting
and reporting, payroll, treasury, purchasing, debt
management and business registration. Through
these areas, the department provides accurate
financial information and analysis required to
support decision making by city management and
policy makers.
A significant responsibility of the department is to
design, implement and sustain strong internal
controls which both protect the city’s monetary and
physical assets, and help ensure that the city’s
business is conducted in an efficient manner that
preserves limited resources. In this way, the
operation of city government is improved, and the
City is better able to successfully compete for the
economic investments made by citizens, businesses
and visitors.
The Finance department provides services through
the following divisions: Administration, Accounting,
Budget, Business Registration, and Purchasing.
Administration
Accounting
Budget
Business Registration
Purchasing
Finance
Packet Pg. 1093
What did Finance accomplish in Fiscal Year 2021/2022?
Safety Employees – 229 Total Employees
Adopted by MCC 10/20/21 – Processed by Payroll 11/10/21 – Less than 21 days General Unit Employees – 217 Total Employees
Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days Middle Management Employees – 42 Total Employees
Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days Management and Condential Employees – 70 Total Employees Adopted by MCC 11/03/21 – Processed by Payroll 12/09/21 – Less than 36 days
1. Transitioned the City from an Annual Budget to a Biennial Budget.
Received GFOA’s Distinguished Budget Presentation award for budget beginning July 1, 2021 for the 2nd time since pre-bankruptcy.
2. 3. Implemented and launched a new budget software, OpenGov, to support transparency.
Began monthly meetings as of November 17, 2021 with sidewalk vendors to make information regarding sidewalk vending available to everyone, in both English and Spanish. 20 new licenses have been issued since the start of those meetings meaning that these informational meetings have brought more compliance within the City.
4. 5. Completed the rst annual city-wide cash handling training in April 2022.
Implemented and launched internal audits throughout the City over cash handling and revenue controls in compliance with the newly adopted Cash Handling and Revenue Control Policy.
6. Completed the City’s Annual Financial Report (ACFR) for the Year Ended June 30, 2021 and was awarded the Government Finance Ocers Association’s (GFOA) Certicate of Achievement for Excellence in Financial Reporting.
7. Completed the Popular Annual Financial Report (PAFR) for the Year Ended June 30, 2021 for the rst time, in both an English and Spanish version, and submitted the completed document to the Government Finance Ocers Association for the Award of Excellence in Popular Financial Reporting.
8. Completed all nancial reports as required by law, including the Recognized Obligation Payment Schedules (ROPS) as required for the Successor Agency, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report.
9. Assisted Human Resources in the implementation and application of the 2020 classication and compensation study, by bargaining unit, as well as the processing of COLAs established in the new individual collective bargaining units’ memorandums of understanding. All biweekly payrolls were processed on time during this period as well. Timeline of the application of new pay for each employee is as follows, this encompasses from the date of adoption by MCC to payroll processing date:
10. Packet Pg. 1094
Police Dispatch Employees – 23 Total Employees
Adopted by MCC 2/02/22 – Processed by Payroll 3/03/22 – Less than 29 days Expenses by Type
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Finance - Expenditure by Division
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Recorded before using program
#s $3,590,242 $1,465,099 $13,367,724 $0 $0 $0 $0
Accounting $1,222,441 $1,262,707 $1,062,509 $1,597,313 $1,071,256 $1,110,542 $1,141,620 Business Registration $806,916 $909,376 $810,959 $1,189,494 $927,854 $1,292,617 $1,353,512 Budget $329,965 $367,863 $350,747 $804,514 $578,103 $853,898 $871,391 Administration $612,941 $477,700 $430,153 $494,368 $505,926 $774,669 $807,226 Purchasing $125,346 $114,301 $131,423 $324,454 $299,679 $666,006 $697,397 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $324,098 $354,141 $369,613 Treasurer $230,659 $138,369 $138,121 $169,860 $128,853 $284,487 $293,464 Grants $0 $0 $0 $0 $0 $664,286 $683,854
COVID-19 Activity $29,548 $0 $21,907 $0 $6,609 $0 $0
TOTAL $7,292,052 $5,007,713 $16,563,155 $4,909,915 $3,842,379 $6,000,647 $6,218,078 Position Summary
Finance - FTE
Position Name FY2023 FY2024
Packet Pg. 1095
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTANT II 1.00 1.00
ACCOUNTANT II - PAYROLL 1.00 1.00
ACCOUNTANT III 1.00 1.00
ACCOUNTING DIVISION MANAGER (U) 1.00 1.00
ACCOUNTING TECHNICIAN II 1.00 1.00
ACCOUNTING TECHNICIAN III 3.00 3.00
BUDGET DIVISION MANAGER (U) 1.00 1.00
BUSINESS REGISTRATION INSPECTOR 6.00 6.00
BUSINESS REGISTRATION MANAGER 1.00 1.00
BUSINESS REGISTRATION REPRESENTATIVE I 2.00 2.00
BUYER 1.00 1.00
DEPUTY DIRECTOR OF FINANCE (U) 1.00 1.00
DIRECTOR OF FINANCE (U) 1.00 1.00
DISADVANTAGED BUSINESS ENTERPRISE (DBE) SPECIALIST 1.00 1.00 EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
GRANTS DIVISION MANAGER (U) 1.00 1.00
GRANTS MANAGER (U) 1.00 1.00
GRANTS WRITER 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
MANAGEMENT ANALYST II 1.00 1.00
PAYROLL SUPERVISOR 1.00 1.00
PROCUREMENT CONTRACT SPECIALIST 1.00 1.00
PURCHASING DIVISION MANAGER (U) 1.00 1.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
TREASURY MANAGER 1.00 1.00
ALLOCATED FTE COUNT 33.00 33.00
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Packet Pg. 1096
Division Overview
Accounting performs financial tasks for internal and external customers in compliance with federal, state and industry standards. These functions include payroll for more than 700 full-time employees and as many as 250 part-time employees. The accounts payable function generates more than 11,000 payments annually, and is always exploring alternative payment methods that increase the efficiency of this operation. Accounts receivable generates invoices for miscellaneous amounts owed to the city. Those collections, as well as funds originating in other departments, are receipted in the Accounting division ultimately for deposit by the Treasury staff which performs all the daily banking tasks required for the city. Other staff members perform account reconciliations and prepare financial reports and analyses to make sure the information processed is accurately accounted. The entire process culminates annually with preparation for the annual independent audit after the close of the fiscal year.
ACCOUNTING
FINANCE
Packet Pg. 1097
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Finance - Accounting (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Accounting $1,222,441 $1,262,707 $1,062,509 $1,597,313 $1,071,256 $1,110,542 $1,141,620 Treasurer $230,659 $138,369 $138,121 $169,860 $128,853 $284,487 $293,464 TOTAL $1,453,099 $1,401,076 $1,200,630 $1,767,172 $1,200,109 $1,395,029 $1,435,084 Powered by OpenGov
Packet Pg. 1098
Division Overview
Administration provides direction and oversight to the other Finance functions; coordinates the multi-year financial planning; communicates financial updates to city management, the Mayor, and City Council. In addition, the administration division is responsible for managing the city’s $120 million investment portfolio.
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ADMINISTRATION
FINANCE
Packet Pg. 1099
Expense by Program
, , , , , , ,
, , ,
, , , , , , ,
Administration
COVID-19 Activity
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Powered by OpenGov
Packet Pg. 1100
Division Overview
Budget staff coordinates the planning and development of the annual operating and capital budgets. They work in concert with other city department administrative staff to prepare the departmental budget requests to be submitted to the city manager for review and ultimately presented to the Mayor and City Council for consideration and approval. Once approved, staff assists city departments to manage their operations consistent with the adopted budget, ensuring budgetary compliance throughout the fiscal year.
Lastly, Budget is instrumental in maintaining the city’s long-term financial plan and prepares updates periodically as new information becomes available with the objective to ensure fiscal sustainability.
BUDGET
FINANCE
Packet Pg. 1101
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2019-20 Actual2020-21
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Budget
Fiscal Year
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800.0K
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Finance - Budget (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Budget $329,965 $367,863 $350,747 $804,514 $578,103 $853,898 $871,391 Payroll & Benefits $343,994 $272,298 $249,612 $329,913 $324,098 $354,141 $369,613 TOTAL $673,959 $640,161 $600,359 $1,134,427 $902,201 $1,208,040 $1,241,004 Powered by OpenGov
Packet Pg. 1102
Division Overview
Business Registration manages the collection of business registration and transient lodging taxes within the city.
Businesses and hotels are required to remit amounts due consistent with the municipal code. A significant portion of the time is spent performing work designed to “discover” new businesses that have not registered, or verify information provided by businesses that may not be complete and thus generates inaccurate tax payments.
Each of these revenues is an important part of the total General Fund resources which fund city services to enhance the quality of life for citizens, businesses, and visitors.
BUSINESS REGISTRATION
FINANCE
Packet Pg. 1103
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2023-24
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Fiscal Year
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750.0K
1.3M
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Finance - Business Registration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Registration $806,916 $909,376 $810,959 $1,189,494 $927,854 $1,292,617 $1,353,512 TOTAL $806,916 $909,376 $810,959 $1,189,494 $927,854 $1,292,617 $1,353,512 Powered by OpenGov
Packet Pg. 1104
Division Overview
The staff members of Purchasing strive to efficiently provide timely acquisition of the resources required by city departments in the execution of their functions. The provision of a centralized purchasing system helps assure the acquisition of these items occurs not only in an efficient manner but also that their procurement is consistent with the city’s municipal code which is designed to create a fair bidding environment for all interested parties. To enhance this function, the staff recently implemented an electronic bidding system which, when fully deployed, will give those interested in serving the city an easier and more efficient way to do business with the city.
Ultimately, by expanding the base of competing parties, the city ensures the best possible pricing for its projects and goods.
PURCHASING
FINANCE
Packet Pg. 1105
Expenses by Type
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2019-20 Actual2020-21
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2020-21 Actual2021-22
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2021-22 Actual2022-23
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2023-24
Budget
Fiscal Year
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300.0K
400.0K
500.0K
600.0K
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Finance - Purchasing (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Purchasing $125,346 $114,301 $131,423 $324,454 $299,679 $666,006 $697,397 TOTAL $125,346 $114,301 $131,423 $324,454 $299,679 $666,006 $697,397 Powered by OpenGov
Packet Pg. 1106
Department Overview Divisions
The General Government function represents the
budgetary mechanism to account for those costs
that are not directly applicable to any one
department. All items included in the General
Government budget are assigned to and managed
by a staff member with responsibility for that
particular expenditure. An example of this is the
city’s General Fund debt service obligations. While
the finance department oversees and has
responsibility for these payments, they are not
actually a department operating expenditure.
Programs of the general government include
Community Access Television (CATV), Customer
and Neighborhood Services, and Violence
Intervention.
Community Access Television (CATV)
Customer and Neighborhood Services
Violence Intervention
GENERAL GOVERNMENT
Packet Pg. 1107
Expenses by Type
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Expenses General Government
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2019-20 Actual2020-21
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2020-21 Actual2021-22
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2021-22 Actual2022-23
Budget
2023-24
Budget
Fiscal Year
0.0 10.0M
-2.5M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
Dollars
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General Government - by program
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Non-departmental $13,926,036 $8,465,009 $13,799,606 $8,188,588 $7,433,190 $13,258,852 $12,505,914 Recorded before using program
#s $2,628,519 $3,198,872 $2,472,652 $2,387,733 $828,667 $3,378,783 $3,379,805 Violence Intervention $0 $0 $0 $803,762 $645,026 $682,287 $688,953 Customer & Neighborhood
Services $0 $0 $0 $639,600 $618,676 $720,815 $743,156
CATV $0 $0 $0 $506,022 $370,789 $542,101 $553,906
Youth Reinvestment Grant $0 $0 $0 $330,000 $193,352 $268,913 $0 COVID-19 Activity $0 $0 $0 $0 $22,626 $0 $0
Budgeted Expenditure Savings $0 -$1,659,227 $0 -$1,659,227 $0 -$1,300,000 -$1,100,000 TOTAL $16,554,554 $10,004,654 $16,272,259 $11,196,477 $10,112,325 $17,551,751 $16,771,734 Position Summary
General Government - FTE
Position Name FY2023 FY2024
Allocated FTE Count
COMMUNITY INTERVENTION PROGRAM MANAGER (U) 1.00 1.00
NEIGHBORHOOD & CUSTOMER SVCS MGR (U) 1.00 1.00
SENIOR CUSTOMER SERVICE REP. (BIL) 4.00 4.00
STATION MANAGER 1.00 1.00
ALLOCATED FTE COUNT 7.00 7.00
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Packet Pg. 1108
Division Overview
Community Access Television (CATV), also known as the Inland Empire Media Group (IEMG), creates locally originated programming and provides coverage of community sponsored events and government meetings such as city council, and planning commission meetings. This includes the operation and programming of the city’s three cable channels seen on Spectrum, Frontier and AT&T, the city’s YouTube channel, and the emergency radio AM1610 station.
CATV serves as the liaison to the cable and telephone companies as required by the Digital Infrastructure and Video Competition Act (DIVCA) under Assembly Bill 2987. This program produces 5 hours each week of original programming to inform and entertain the citizens of San Bernardino.
COMMUNITY ACCESS TELEVISION (CATV)
GENERAL GOVERNMENT
Packet Pg. 1109
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General Government - Community Access Television (CATV) (... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget CATV $0 $0 $0 $506,022 $370,789 $542,101 $553,906
TOTAL $0 $0 $0 $506,022 $370,789 $542,101 $553,906
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Packet Pg. 1110
Division Overview
This program is responsible for providing the community with a clear understanding of city policies, issues, and activities as well as timely and accurate information on mayor and city council priorities, special events and services in an effort to enhance confidence in, and knowledge of, city government.
The program provides those who live, work, and visit the city of San Bernardino with convenient access to city services and information. Staff responsible for the program coordinate and implement community outreach and relations efforts by enhancing communication and partnerships with the local community. Staff made roughly 6,100 outreach contacts during the prior year through a number of meeting venues.
Customer and neighborhood services is responsible for the operation of the citywide customer service call center (SB Direct) and provides public counter customer service assistance at the city’s information center.
Service levels are enhanced through the utilization of a centralized location for service requests and tracking system. The staff handles more than 143,000 calls and contacts per year; and that number has grown every year since the inception of the call center.
In addition, the program provides enriched collaboration with the 23 neighborhood associations in the community and supports the development of programs and initiatives that improve the quality of life for city residents and businesses. The customer and neighborhood services program also supports the Neighborhood Resource Center, Matching Grant Program, and Leadership Programs approved by the mayor and city council.
CUSTOMER AND NEIGHBORHOOD SERVICES
GENERAL GOVERNMENT
Packet Pg. 1111
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General Government - Customer and Neighborhood Services (... 2019 - 20
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2020 - 21
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2020 - 21
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2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Customer & Neighborhood
Services $0 $0 $0 $639,600 $618,676 $720,815 $743,156
TOTAL $0 $0 $0 $639,600 $618,676 $720,815 $743,156
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Packet Pg. 1112
Division Overview
Established in 2017, the Violence Intervention Program (VIP), is an evidence-based community violence intervention strategy designed to reduce group related homicides and non-fatal injury shootings throughout San Bernardino. Strategies for violence intervention involve, but are not limited to, a focused deterrence on violent crime using real-time crime analysis to identify high risk individuals and community-oriented policing in combination with culturally relevant intervention strategies, such as street outreach and linkages to human services.
The City of San Bernardino received a Board of State and Community Corrections, three-year matching grant for $1,500,000 to contract local community-based organizations to continue to provide supportive services to people at the highest risk of being impacted by violence and allows for the delivery of outreach services through June 30, 2023. The division will reapply for the California Board of State and Community Corrections, Violence Intervention & Prevention Grant Program prior to end of current grant cycle.
The City Council also approved $1,000,000 of the American Rescue Plan Act (ARPA) funds to increase program capacity in effort to address the rise in community violence since the start of the COVID-19 pandemic. This includes investment in the City’s evidence-based community violence intervention program designed to prevent and mitigate violence, as a result of the pandemic. Additionally, ARPA funds will be used to facilitate access to resources that improve health outcomes, including services that connect residents with health care resources and public assistance programs, which will encourage improving the health and wellness of the local community.
VIOLENCE INTERVENTION
GENERAL GOVERNMENT
Packet Pg. 1113
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General Government - Violence Intervention (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Violence Intervention $0 $0 $0 $803,762 $645,026 $682,287 $688,953 TOTAL $0 $0 $0 $803,762 $645,026 $682,287 $688,953
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Packet Pg. 1114
Department Overview Divisions
Human Resources provides a variety of services to
all city departments to promote organizational
effectiveness through creative leadership that is
responsive to our community, employees, and the
public while providing exceptional customer service.
The department is organized in four programmatic
areas including Administration, Recruitment and
Selection, Liability/ Risk Management and Workers’
Compensation.
Administration
Recruitment and Selection
Liability & Risk Management
Workers' Compensation
HUMAN RESOURCES
Packet Pg. 1115
What did Human Resources accomplish in Fiscal Year 2021/2022?
1. Successful completion of negotiations with 5/6 Bargaining Units.
2. Timely updated the Cost-of-Living Adjustments (COLA) for the applicable Bargaining Units.
3. Implementation of the 2020 Class & Comp Study.
4. Received/Processed/Managed 136 new Worker’s Compensation claims.
5. Opened/Processed approximately 200+ City Recruitments (Open and Promotional).
6. Onboarded 3 new members of the executive leadership team (Directors).
The Employee Recognition Committee (ERC) reconvened after approximately 2-3 years. The ERC is planning events for the remainder of this scal year and calendar year.
7. 8. Improved the eciency of the onboarding process by implementing the use of DocuSign.
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Packet Pg. 1116
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Liability & Risk Management
Workers Compensation
Administration
Administrative Services
COVID-19 Activity
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
Human Resources - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE CLAIMS SPECIALIST 1.00 1.00
DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIRECTOR OF HUMAN RESOURCES (U) 1.00 1.00
DIVERSITY, EQUITY & INCLUSION OFFICER (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
HUMAN RESOURCES ANALYST 1.00 1.00
HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES TECHNICIAN 2.00 2.00
SENIOR HUMAN RESOURCES/RISK ANALYST 3.00 3.00
ALLOCATED FTE COUNT 13.00 13.00
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Packet Pg. 1117
Division Overview
The Administration program provides for comprehensive personnel management services to the entire organization through classification and compensation plans, benefits administration, workforce planning, leave management, employee retention, employee recognition, labor management, employee relations, and city-wide training to retain an outstanding well-qualified workforce committed to providing best-in-class public service.
Additional responsibilities include the development and management of the department’s budget, maintenance of the citywide personnel records, processing employee transactions, and maintaining and updating the salary schedule in compliance with CalPERS standards and regulations.
ADMINISTRATION
HUMAN RESOURCES
Packet Pg. 1118
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Human Resources - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,060,245 $1,138,693 $1,011,109 $1,500,092 $1,177,731 $2,508,177 $2,587,614 Administrative Services $21,855 $144,730 $114,634 $503,495 $674,329 $0 $0 COVID-19 Activity $42,515 $0 -$6,425 $0 $7,856 $0 $0
TOTAL $1,124,615 $1,283,424 $1,119,319 $2,003,587 $1,859,917 $2,508,177 $2,587,614 Powered by OpenGov
Packet Pg. 1119
Division Overview
The Liability and Risk Management program is responsible for the management of liability claims that arise in the course of conducting city business, managing subrogation claims pursued by the city against responsible third parties, review of insurance provisions in city contracts and agreements, and evaluates and administers the city’s self-insurance and commercial insurance programs. Excess general liability insurance policies are in effect to limit financial exposure exceeding the city’s $5 million self-insured retention. Staff monitors claim activity to identify areas of loss that can be reduced through proactive changes to policies or other city activities and operations. The program serves as a resource concerning claim liability exposure, insurance coverages and insurance provisions in city contracts and agreements.
LIABILITY AND RISK MANAGEMENT
HUMAN RESOURCES
Packet Pg. 1120
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Human Resources - Liability and Risk Management (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Liability & Risk Management $7,453,071 $3,406,111 $7,687,676 $4,626,246 $5,184,508 $6,164,986 $6,627,655 TOTAL $7,453,071 $3,406,111 $7,687,676 $4,626,246 $5,184,508 $6,164,986 $6,627,655 Powered by OpenGov
Packet Pg. 1121
Division Overview
The Recruitment and Selection program is responsible for the appointment and retention of a qualified, effective, and diverse workforce. These efforts include proactive recruitment efforts and the administration of a fair, consistent, and objective applicant screening, and testing. This section of the department is also responsible for the administration of the San Bernardino Temporary Staffing (SBTS) program established to provide immediate temporary staffing during the time period a vacancy occurs through the time a position is filled with a permanent appointment, peak workloads, leaves of absence from work, and special projects. SBTS functions similar to a temporary staffing agency in the private sector by creating a pool of ready to start qualified candidates to be placed into temporary positions and reduce the city’s average time to fill vacancies.
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RECRUITMENT AND SELECTION
HUMAN RESOURCES
Packet Pg. 1122
Division Overview
The Workers’ Compensation program provides specialized workers’ compensation services to employees citywide, including work related injury benefits consistent with state law and regulations while maintaining cost control measures and developing cost reduction strategies. Excess workers’ compensation insurance is in effect to protect against claims that exceed the city’s $1 million self-insured retention. In collaboration with Public Works safety staff through a city-wide safety function, employee safety training is provided, and management of the city’s Injury and Illness Prevention Program is supported with the objective of identifying and reviewing trends, limiting future exposure, and identifying required safety improvements. A variety of training opportunities designed to decrease work related injuries and ensure a safe work environment are also administered through the program, including wellness initiatives to improve employee health, wellbeing and productivity.
WORKERS' COMPENSATION
HUMAN RESOURCES
Packet Pg. 1123
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Human Resources - Workers' Compensation (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Workers Compensation $4,347,344 $5,866,814 $232,728 $5,448,689 $3,745,130 $5,466,341 $5,597,850 TOTAL $4,347,344 $5,866,814 $232,728 $5,448,689 $3,745,130 $5,466,341 $5,597,850 Powered by OpenGov
Packet Pg. 1124
Department Overview Divisions
The Information Technology (IT) department is
responsible for communication and information
technology services. IT maintains all computer,
business and enterprise applications including the
network, Geographic Information Systems (GIS),
and email. The department supports staff at more
than 40 locations throughout the city through its LAN
and WAN networks. IT strives to serve its customer
departments by helping them maximize the
efficiency embedded within their existing software
and equipment.
The department has six divisions consisting of:
Administration, Business Systems, Client Services,
GIS and Office Automation, Network Services, and
Public Safety Systems.
Administration
Business Systems
Client Services
GIS and Office Automation
Network Services
Public Safety Systems
INFORMATION TECHNOLOGY
Packet Pg. 1125
What did the Information Technology Department accomplish in Fiscal Year 2021/22?
1. Upgraded City network Internet speed from 1GB to 10 GB.
2. Began upgrading network wired and wireless hardware.
3. Filled 1 Open Position in GIS and 1 Open Position in Business Systems.
4. Finished the City-wide transition to Oce 365.
5. Revamped all External and Internal websites.
6. Successfully launched the NEW City website on 6/30/22.
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Information Technology - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Systems $943,586 $1,091,024 $1,197,158 $3,224,541 $1,056,062 $3,139,908 $3,259,274 Network Services $959,437 $1,370,440 $1,077,249 $1,144,024 $774,254 $1,241,161 $1,318,995 Public Safety Systems $1,156,171 $1,028,891 $1,110,950 $1,033,114 $896,118 $1,106,821 $1,133,770 Client Services $340,823 $491,222 $669,631 $642,250 $726,737 $862,686 $874,475 Administration $317,087 $351,206 $420,438 $355,113 $311,274 $381,930 $395,399 GIS & Office Automation $190,830 $238,622 $233,167 $421,330 $310,850 $527,827 $574,494 ERP Project $0 $0 $0 $0 $0 $153,090 $157,806
Print Shop $4,973 $22,100 $6,040 $16,200 $7,955 $19,071 $19,321 COVID-19 Activity $33,447 $0 $8,660 $0 $212 $0 $0
TOTAL $3,946,354 $4,593,505 $4,723,293 $6,836,573 $4,083,462 $7,432,494 $7,733,534 Packet Pg. 1126
Position Summary
Information Technology - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 1.00 1.00
DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00 DIRECTOR OF INFORMATION TECHNOLOGY (U) 1.00 1.00
ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 1.00 1.00 GIS ADMINISTRATOR 1.00 1.00
INFORMATION TECHNOLOGY ANALYST II 2.00 2.00
INFORMATION TECHNOLOGY MANAGER 2.00 2.00
SENIOR GIS ANALYST 1.00 1.00
SENIOR INFORMATION TECHNOLOGY ANALYST 3.00 3.00
SENIOR INFORMATION TECHNOLOGY TECHNICIAN 1.00 1.00
SENIOR NETWORK SYSTEMS ADMINISTRATOR 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
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Packet Pg. 1127
Division Overview
Administration manages departmental personnel, finances, agency partnerships, and various organization-wide activities. The purpose of the division is to plan, administer and coordinate resources to ensure cost effectiveness, and operational efficiency.
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ADMINISTRATION
INFORMATION TECHNOLOGY
Packet Pg. 1128
Expenses by Program
Information Technology - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $317,087 $351,206 $420,438 $355,113 $311,274 $381,930 $395,399 COVID-19 Activity $33,447 $0 $8,660 $0 $212 $0 $0
TOTAL $350,534 $351,206 $429,098 $355,113 $311,486 $381,930 $395,399 Powered by OpenGov
Packet Pg. 1129
Division Overview
The Business Systems program provides technology services for enterprise and departmental applications and the public and internal websites, with the goal of meeting their technology requirements.
The Business Systems program manages the main data center and supports organization-wide applications such as the New World Systems financial system, the Laserfiche document management system and the Customer Relationship Management (CRM) system. The program also helps each department get the most out of their specialized applications such as Permits, Business Registrations, Code Enforcement, and meeting systems.
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BUSINESS SYSTEMS
INFORMATION TECHNOLOGY
Packet Pg. 1130
Expenses by Program
Information Technology - Business System (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Business Systems $943,586 $1,091,024 $1,197,158 $3,224,541 $1,056,062 $3,139,908 $3,259,274 TOTAL $943,586 $1,091,024 $1,197,158 $3,224,541 $1,056,062 $3,139,908 $3,259,274 Powered by OpenGov
Packet Pg. 1131
Division Overview
Client Services maintains and repairs all PC’s and peripheral devices (laptops, tablets, and printing equipment).
The group provides technical support and assistance for all end users’ software programs. The municipality has 900+ workstation related pieces of equipment requiring maintenance and periodic replacement.
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CLIENT SERVICES
INFORMATION TECHNOLOGY
Packet Pg. 1132
Expenses by Program
Information Technology - Client Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Client Services $340,823 $491,222 $669,631 $642,250 $726,737 $862,686 $874,475 Print Shop $4,973 $22,100 $6,040 $16,200 $7,955 $19,071 $19,321 TOTAL $345,795 $513,322 $675,672 $658,450 $734,692 $881,757 $893,796 Powered by OpenGov
Packet Pg. 1133
Division Overview
The GIS and Office Automation group provides geographic information (GIS) and office automation (OA) technology services to employees and departments thereby enhancing their ability to address city goals and citizen requests. A geographic information system (GIS) is a framework for gathering, managing, and analyzing data to reveal patterns, relationships, and situations, thus helping users make smarter decisions.
The OA program provides technical and computer services including email, antivirus, anti-spam, and computer updates, and wireless and cellular access for field personnel. This group is also responsible for providing research on emails or documents for any public records requests.
GIS AND OFFICE AUTOMATION
INFORMATION TECHNOLOGY
Packet Pg. 1134
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Information Technology - GIS and Office Automation (by pr... 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget GIS & Office Automation $190,830 $238,622 $233,167 $421,330 $310,850 $527,827 $574,494 TOTAL $190,830 $238,622 $233,167 $421,330 $310,850 $527,827 $574,494 Powered by OpenGov
Packet Pg. 1135
Division Overview
Network Services develops and maintains the network infrastructure used by employees for phone service, software required in their daily duties, and other automated technologies. Staff manages the wide area network (WAN) connections through both an organizational fiber optic network and a third-party network service provider for a variety of communications-oriented purposes such as radios and data circuits. Some of these tasks are coordinated by staff with third party providers that assist with hardware/software maintenance, remote access servers and software, configuring and maintaining network security equipment to ensure a secure network environment.
NETWORK SERVICES
INFORMATION TECHNOLOGY
Packet Pg. 1136
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Information Technology - Network Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Network Services $959,437 $1,370,440 $1,077,249 $1,144,024 $774,254 $1,241,161 $1,318,995 TOTAL $959,437 $1,370,440 $1,077,249 $1,144,024 $774,254 $1,241,161 $1,318,995 Powered by OpenGov
Packet Pg. 1137
Division Overview
Public Safety Systems is dedicated to managing and maintaining the City of San Bernardino Police Department data center and the many police computer systems.
The systems include office related equipment, mobile data computers (MDC) in the police vehicles, radios, and body cameras. The division also supports all of the software applications such as dispatch, records, and evidence systems. The size and expertise requirements of the Police Department related technology needs has merited the dedicated, on-site team at the police department to meet those needs in a timely manner.
PUBLIC SAFETY SYSTEMS
INFORMATION TECHNOLOGY
Packet Pg. 1138
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Information Technology - Public Safety Systems (by program) 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Public Safety Systems $1,156,171 $1,028,891 $1,110,950 $1,033,114 $896,118 $1,106,821 $1,133,770 TOTAL $1,156,171 $1,028,891 $1,110,950 $1,033,114 $896,118 $1,106,821 $1,133,770 Powered by OpenGov
Packet Pg. 1139
Department Overview
The City Attorney's Oce provides legal counsel and representation for the municipality. Through its contract with Best Best & Krieger LLP, the legal advice provided by the City Attorney includes drafting and reviewing policies, agreements, agenda items, resolutions, and ordinances. It also includes advice on complex areas of municipal law, including for example: public contracting; environmental laws (e.g., the California Environmental Quality Act); the Brown Act and other transparency laws; telecommunications; economic development laws; and labor and employment law. The oce also manages and supervises litigation led by and led against the municipality, including litigation handled by outside counsel. The City Attorney is appointed by the Mayor and City Council. The City Attorney oce is staed by a single employee, managed through the City Manager’s Oce.
Legal Services
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What did Legal Services accomplish in Fiscal Year 2021/2022?
1. Continued signicant nancial savings including:
a reduction in total citywide legal expenditures and reduction in legal expenditures as a percentage of total governmental expenses;
ongoing savings in oce space, workers’ compensation, and overhead costs; future savings in pension liability.
2. Successful handling of litigation, including an end to cannabis litigation and successful results in a number of other cases.
3. Representing City at 52 ACP hearings with a 94% success rate and successfully defending City in writ actions based on those hearings.
4. Facilitation of numerous receiverships for blighted properties within the City.
5. Drafting of several major pieces of City legislation including:
Cannabis ordinance revisions and permit rules (resulting in additional revenue in 2021/22); A complete rewrite of the water and sewer rules and regulations in conjunction with the Water Department to align with City Charter;
An ordinance to eliminate the need for unnecessary resolutions, saving City sta time; An urgency ordinance to ensure compliance with SB 9;
A new campaign nance ordinance;
An ordinance addressing wireless facilities in the public right-of-way in anticipation of small cell applications; and
Redistricting Ordinance (and assisting the City Clerk with the process).
6. Complete overhaul and regular update of City’s template agreements including work with the City’s Procurement Division to update template procurement documents.
7. Assisting sta with major public works projects including the California Theatre improvements and the Mt. Vernon Avenue Viaduct replacement.
8. Assisting Mayor and Council and key sta with resolution of signicant organizational challenges including turnover in key positions, ethical matters, large and distracting political lawsuits, an end to the bankruptcy case and associated billings, and addressing increasing pressure on the City’s risk function as claims (and exposure) increase and City activity increases.
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Legal Services - Expenditure by Division
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Municipal Legal Service $3,507,738 $2,517,122 $3,632,639 $2,836,729 $3,428,485 $3,176,084 $3,310,443 COVID-19 Activity $706 $0 $0 $0 $758 $0 $0
TOTAL $3,508,445 $2,517,122 $3,632,639 $2,836,729 $3,429,243 $3,176,084 $3,310,443 Position Summary
Legal Services - FTE
Position Name FY2023 FY2024
Allocated FTE Count
LEGAL ADMINISTRATIVE ASSISTANT (U) 1.00 1.00
ALLOCATED FTE COUNT 1.00 1.00
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Department Overview
The Library Department encourages the growth and development of a strong community by providing life-long learning opportunities, safe and welcoming spaces for community engagement, and life skills and support for persons of all ages and abilities. The library provides services from a central facility, Feldheym Library and three branch libraries, Rowe Branch, Ingram Branch, and Villaseñor Branch, which are open twenty hours per week; and online services that are available 24/7. Weekly public service hours at all four locations were able to expand to ve days of service for 40 weekly hours during FY 21-22 thanks to the Mayor and City Council approving City Manager Rob Field’s recommendation for $600,000 of increased funding for the library that saw full-time positions paid from the general fund increase from 10 to 14. Public services have been impacted by the COVID-19 pandemic in the last two years as patron usage hasn’t returned to its pre-pandemic levels. The Library benets from generous Friends and Foundation groups, and is the recipient of various state grants and charitable contributions, and partners with local schools, non-prots and neighborhood associations to maximize its reach and impact in building a stronger and more prosperous San Bernardino community. In addition, the Department provides sta support to the Library Board of Trustees.
The mission of the San Bernardino Public Library is to provide free access to the world of ideas, information, and creative experiences for all citizens of San Bernardino. Your public library is where you will nd free access to everything you need for your education, employment, self-government, cultural enrichment, recreation, and endless opportunities for lifelong learning and economic improvement. The library also oers access to sixty-two free internet public PCs among the city’s four libraries, free Wi-Fi, and various electronic resources available anytime to library cardholders. One of the library’s best oerings for the public is free programming for all ages to promote culture and recreation and build community in the city.
The $600,000 of increased funding for the library in FY 21-22 marked a great step in a positive direction after the library’s nancial challenges for more than a decade. In 2008, all four libraries were each open six days a week for 54 weekly service hours as the library had an annual budget of almost $3 million and 31 full-time positions. In FY 20-21 before the $600,000 funding increase - Feldheym Central was open ve days a week for 37 weekly service hours while the three branch libraries were open four days a week for 20 weekly service hours with an annual budget of approximately $2 million and 10 full-time positions paid for by the general fund. Since the city’s population is roughly 218,000 and the library’s annual budget is approximately $2.7 million that means the library receives less than $12 of funding per resident, which is one of the lowest amounts in the state compared to the annual average of $57 per resident, which is conrmed by a report from the California State Library.
The Library Program is organized into four programs: Administration, Library Support Services, Central Library Services, and Branch Library Services. The Library’s Literacy Program is entirely grant-funded.
LIBRARY
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Divisions
Administration
Branch Library Services
Central Library Services
Support Services
What did Library accomplish in Fiscal Year 2021/2022?
1. Library hours expanded to 40 hours at all four locations in the fall of 2021.
Library furniture including 225 chairs for the public shared among libraries and tables received and DVD shelving for Feldheym Central expected to be received by the end of the FY.
2. Carpet replacement and building improvements at the Dorothy Inghram Branch at no cost to the City, since the Library rents space there.
3. 4. Almost $200,000 in available state and federal literacy program grants.
Maintained 1GB per second internet access at each of the four libraries with 90% of the cost paid from federal E-Rate program funds.
5. 6. Some 4,017 Overdrive eBooks downloaded by patrons.
7. Some 2,358 Overdrive eAudiobooks downloaded by patrons.
8. Continued Overdrive subscription sponsorship by SB City Library Foundation, Inc.
Continued distribution of 1,100 bags promoting Literacy Program distributed to school district students.
9. 10. Some 286 sessions of homework help for K – 8 students from Literacy Dept. sta via Zoom.
More than 2,000 learners received online tutoring from Brainfuse database sta. 11.
More than 28,000 visits to library website – www.sbpl.org . 12.
Continued sponsorship of Summer Reading Program by Friends of SBPL. 13.
Computer coding and cartooning classes and STEAM grab and go kits for young adults provided as part of Virtual Youth Programming grant.
14. Addition of one Early Literacy Station (ELS) for each of the three branch libraries oering learning software for children ages 2 – 8 to promote early literacy to join the three ELS tablet stations in Feldheym’s Children’s Area.
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Central Library Services $693,532 $786,691 $611,458 $979,408 $827,754 $1,001,742 $1,045,890 Administration $491,066 $542,295 $491,221 $694,747 $753,647 $473,141 $482,639 Support Services $415,738 $470,767 $413,902 $443,988 $480,164 $521,485 $529,577 Branch Library Services $188,350 $227,109 $172,316 $627,113 $458,755 $625,361 $638,499 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $97,278 $135,127 $144,232
CALIFORNIA LITERACY
PROGRAM $42,075 $67,000 $46,615 $66,439 $71,001 $70,547 $70,547 Family Literacy Program $0 $0 $31,163 $22,500 $27,484 $20,227 $20,227 MAKERSPACE 2018 $2,668 $0 $13,295 $0 $3,196 $0 $0
COVID-19 Activity $14,299 $0 $1,544 $0 $2,438 $0 $0
Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,169 $0 $0 TOTAL $1,948,538 $2,203,540 $1,886,719 $2,984,297 $2,724,886 $2,847,630 $2,931,612 Position Summary
Position Name FY2023 FY2024
Allocated FTE Count
TECHNOLOGY LIBRARIAN 1.00 1.00
LIBRARY CIRCULATION SUPERVISOR 1.00 1.00
LITERACY PROGRAM COORDINATOR 1.00 1.00
LIBRARIAN I (FLEX) 1.00 1.00
LIBRARIAN II 1.00 1.00
LIBRARY DIRECTOR (U) 1.00 1.00
LIBRARY PROGRAM COORDINATOR 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
LIBRARY TECHNICIAN I (FLEX) 1.00 1.00
LIBRARY NETWORK ADMINISTRATOR 1.00 1.00
LIBRARY TECHNICIAN II 4.00 4.00
LIBRARY NETWORK TECHNICIAN 1.00 1.00
ALLOCATED FTE COUNT 15.00 15.00
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Division Overview
The library delivers cohesive and cost-effective operation of the Library facilities, maintaining a safe and welcoming environment for customers and staff. High-quality customer service is provided through programs and services designed to meet community needs. Staff provides leadership and manages employees to support the overall effectiveness and efficiency of service delivery. The financial condition and results of Library programs are monitored and analyzed to ensure optimal use of resources. Staff explores options for grants in order to supplement services with non-City funding. The library partners with civic groups, the local business community, City departments, the Board of Library Trustees, the Friends and Foundation groups and others to effectively inform the community about the services and resources available to them.
ADMINISTRATION
LIBRARY
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Library - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $491,066 $542,295 $491,221 $694,747 $753,647 $473,141 $482,639 COVID-19 Activity $14,299 $0 $1,544 $0 $2,438 $0 $0
TOTAL $505,365 $542,295 $492,765 $694,747 $756,085 $473,141 $482,639 Packet Pg. 1147
Division Overview
Three branch libraries (Villaseñor, Inghram, and Rowe) saw their weekly public service hours double in the fall of 2021. In addition to enabling customers to access and borrow library materials by checking items in/out, the branches also offer the Summer Reading Program, weekly story times, crafts, and other special programs and events.
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BRANCH LIBRARY SERVICES
LIBRARY
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Expenses by Program
Library - Branch Library Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Branch Library Services $188,350 $227,109 $172,316 $627,113 $458,755 $625,361 $638,499 TOTAL $188,350 $227,109 $172,316 $627,113 $458,755 $625,361 $638,499 Packet Pg. 1149
Division Overview
Feldheym Library offers public points including: Circulation; Reference Desk; Children’s and Young Adult Section; the Cosand Computer Learning Center, which offers 24 computers with free public internet access; and the Jack Hill Lifelong Learning Center offering literacy services, computer courses, citizenship assistance, English as a Second Language (ESL), homework assistance, and other free programs and services. Customers are also able to access and borrow library materials by checking items out. Library personnel check the items in/out, renew items, shelve returned items to their proper location, and process reserved items and materials requested from other libraries for customers. Staff encourages timely return of materials by notifying borrowers of overdue items, sending replacement bills for items long overdue, and collecting fines/fees. Staff also keeps existing library customer accounts updated and issues library cards to new borrowers. The Literacy Center has received grants for a Makerspace area which items are created and built and 3D Printing and Virtual Reality stations from the state library.
The library enhances the use of library materials and information resources by providing one-on-one assistance locating and utilizing those resources as well as providing programming in support of community interests and educational pursuits. Staff attends community events and meetings to promote Library services for adults. The library provides quality adult collections by selecting and acquiring new and relevant materials in a wide variety of formats in response to community interest and demand. Staff evaluates the collection areas in terms of age, relevancy and condition. The library prepares materials for easy access and use by cataloging new materials accurately using national standards; updating the catalog to keep it current; physically processing new books, media items, periodicals and newspapers; and extending the life of materials through basic repair and rebinding.
Staff also orders and receives materials, processes invoices and monitors purchases.
CENTRAL LIBRARY SERVICES
LIBRARY
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Central Library Services $693,532 $786,691 $611,458 $979,408 $827,754 $1,001,742 $1,045,890 ADULT BASIC EDUCATION $100,812 $109,677 $96,921 $150,102 $97,278 $135,127 $144,232
CALIFORNIA LITERACY
PROGRAM $42,075 $67,000 $46,615 $66,439 $71,001 $70,547 $70,547 Family Literacy Program $0 $0 $31,163 $22,500 $27,484 $20,227 $20,227 MAKERSPACE 2018 $2,668 $0 $13,295 $0 $3,196 $0 $0
Virtual Youth Programming Grant $0 $0 $8,284 $0 $3,169 $0 $0 TOTAL $839,086 $963,369 $807,737 $1,218,449 $1,029,882 $1,227,643 $1,280,897 Packet Pg. 1151
Division Overview
During the last few years, the library has increased its online service delivery and maintained patron access to computers, which is managed and maintained through Support Services. At the library, computers, photocopiers and other equipment provide access to information and services. Through the library website, patrons have access to an online catalog and mobile app. The catalog allows customers to search for library materials, including e-Books and e-Audiobooks, manage their account, renew materials, place items on hold, and request materials from other City libraries. Library cardholders can use resources available through the library website to search for magazine and newspaper articles, as well as online tutors available to advise all types of learners in various subjects, including resume preparation. Cardholders can also search a directory with facts about companies that include listings of jobs and internships. Technology Services maintains all systems and equipment in working order to ensure continuity of services.
SUPPORT SERVICES
LIBRARY
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Library - Support Services (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Support Services $415,738 $470,767 $413,902 $443,988 $480,164 $521,485 $529,577 TOTAL $415,738 $470,767 $413,902 $443,988 $480,164 $521,485 $529,577 Packet Pg. 1153
Department Overview
The Mayor’s Oce serves as the lead in establishing and fostering relationships in support of the City of San Bernardino’s Mayor and City Council vision and key strategic goals. The department functions through one division: Administration, which provides support to the mayor in his role as the chief spokesperson for the municipality.
Administration
Administration is responsible for the implementation of the daily operations for the oce. The program covers the cost of the sta, supplies, and resources needed to oversee and implement strategic, eective and ecient policy and action aligned with the adopted vision, goals, and priorities.
The major components of this program include: Community Outreach and Engagement, Growing Economic Value, Improving Quality of Life, Forming and Maintaining Partnerships.
Community Outreach and Engagement
Using social media, email campaigns, videography, newsletters, and community meeting attendance the mayor and oce sta engage citizens, inform residents of municipal government business, and promote pride in the city.
Additionally, the oce coordinates and hosts the Annual State of the City. This event is an opportunity for citizens to meet and interact with elected ocials, city sta, and other residents; celebrate the city, and come together as a community.
Growing Economic Value
To enhance economic value, the oce highlights and encourages patronage of local businesses, and continually seeks to bring new job opportunities to the city by forming partnership with developers and inviting new businesses to make San Bernardino their home.
MAYOR'S OFFICE
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The oce also works to create, foster, and support partnerships and programs that cultivate a culture of learning and opportunity for San Bernardino residents.
College Internship Program
The oce has historically hosted college and university students for internships, laying the foundation for their entrance into the San Bernardino job market. The oce will continue to contribute to closing the skills gap by providing capable San Bernardino Valley College, California State University San Bernardino, and other local college students with opportunities in the oce.
Forming and Maintaining Partnership
By serving on a variety of boards, the mayor is able to advocate for the needs of the city and develop relationships that can benet the city of San Bernardino.
Regional Boards
The mayor’s participation in regional boards covers areas such as transportation, economic development, and construction associated with those activities. Many of these boards involve transit that connect San Bernardino residents to places of employment, retail, entertainment, and recreation within the city, the Inland Empire, and the Southern California region, which results in increased economic development opportunities and a more sustainable city. The mayor serves on the following:
OmniTrans
OmniTrans is the public transit agency serving the San Bernardino Valley, providing safe, reliable, aordable, friendly, and environmentally responsible transportation. The mayor’s participation on the board gives a voice to the constituents of San Bernardino. In San Bernardino, OmniTrans is a partner in the Downtown San Bernardino Passenger Rail Project and is responsible for the Transit Center, which establishes San Bernardino as a destination and an epicenter for economic development and growth, and the SBX, which provides rapid transit for students, residents, and visitors of San Bernardino.
San Bernardino County Transportation Authority
SBCTA is responsible for cooperative regional planning and furthering an ecient multi-modal transportation system countywide. The SBCTA administers Measure I, the half-cent transportation sales tax approved by county voters in 1989, and supports freeway construction projects, regional and local road improvements, train and bus transportation, railroad crossings, call boxes, ride-sharing, congestion management eorts, and longterm planning studies. In San Bernardino, SBCTA is a partner for the Downtown San Bernardino Passenger Rail Project and is responsible for improvements to the I-215 Tippecanoe Interchange, Palm Avenue, and to the Muscoy Bridge Retrot.
Inland Valley Development Agency
IVDA serves as the Local Reuse Authority to achieve successful implementation of the eective reuse of the former Norton Air Force Base. This includes support for a public airport and various lands and buildings. During its annual review, the agency found that the 14,000-acre area of the former base now employs 10,780 people and is responsible for an economic output of $1.9 billion, surpassing the totals lost when the base closed in 1994. The agency, in partnership with SBIAA also hosts the SBD Air Fest annually, attracting thousands of attendees.
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San Bernardino International Airport Authority
San Bernardino International Airport Authority (SBIAA) is a regional joint powers authority created by and through State Legislation to serve as the owner, developer, and operator of the aeronautical portions of the former Norton Air Force Base, now known as the San Bernardino International Airport. The Authority’s eorts are focused on strengthening our community and region by promoting aviation activities and business opportunities, improving the infrastructure, landscape, and aesthetics of the airport, and promoting the safe and ecient movement of people and goods throughout the Southern California region. In 2016, SBIAA approved a Memorandum of Agreement with the International Trade Administration on a variety of initiatives to increase international trade, business investment awareness, and promote programs that will benet local businesses.
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Expenses by Program
Mayor - Expenditure by Division
2019 - 20 Budget 2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget Administration $811,200 $717,198 $438,101 $456,581 $367,096 Fine Arts & Cultural Affairs $20,000 $1,693 $0 $17,098 $0 COVID-19 Activity $0 $2,996 $0 $0 $0
TOTAL $831,200 $721,887 $438,101 $473,679 $367,096
Position Summary
Mayor - FTE
Position Name FY2023 FY2024
Allocated FTE Count
EXECUTIVE ASSISTANT TO MAYOR (U) 1.00 1.00
MAYOR 1.00 1.00
ALLOCATED FTE COUNT 2.00 2.00
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Department Overview Departments
Parks, Recreation, & Community Services provides
a diversied system of open spaces, meeting
centers, programs and community services to
meet social and leisure needs and enhance the
quality of life for all city residents. The department
has three program divisions Administration,
Recreation, and Community Services.
Administration
Recreation
Community Services
PARKS, RECREATION, & COMMUNITY
SERVICES
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What did Parks, Community, & Recreation accomplish in Fiscal Year 2021/2022?
Seccombe Lake Park – Fencing and amenities
Pioneer Memorial Cemetery – Fencing
Roosevelt Bowl – Facility Upgrades
Lytle Creek- parking lot rehab into futsal courts
Nicholson Park and Community Center – Upgrades to Facilities and amenities Outdoor Court – Resurfacing and Re-purposing
Speicher Park - Lighting and soccer eld
Newmark Park - Lighting
The Trust for Public Land published updated gures showing a .8% increase from 2019, which is 46% of city residents living within a ten-minute walk of a city park.
1. 2. Phase 1 of the Fifth Street Senior Center Renovation was completed in October 2021.
Renovation of the Delmann Heights Community Center was completed. Continued eorts to expand resources through grant application and receiving of grants. Such as Kaiser's Operation Splash, National Fitness Campaign, Blair Park Fitness Circuit, and California for All Youth Jobs Corps.
3. Prioritized public safety though the replacement of additional foul ball netting at numerous ball elds.
4. Showed initiative for our citizens as a temporary dog park, Seccombe Lake "Salty Dog" Park, was created as Wildwood Dog Park construction is underway.
5. 6. Upgrades and renovations completed to Norton Gym.
7. Implementation of the following construction projects:
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Administration
Recreation & Community Programs
SENIOR NUTRITION CFDA 93.053
SENIOR COMPANION
Aquatics
Senior Services
Outdoor Facilities
Center for Individual Developmnt
RSVP CFDA 94.002
Cemetery Administration
Citywide Activities
Sports
COVID-19 Activity
Special Events
Housing Related Parks Program
Kaiser Operation Splash 2022/23
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Position Summary
Parks - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 2.00 2.00
AQUATICS SUPERVISOR 1.00 1.00
COMMUNITY RECREATION MANAGER 2.00 2.00
COMMUNITY RECREATION PROGRAM COORDINATOR 7.00 7.00
COMMUNITY RECREATION PROGRAM SUPERVISOR 2.00 2.00
COMMUNITY SERVICES CENTER SUPERVISOR 1.00 1.00
COMMUNITY SERVICES PROGRAM COORD. 2.00 2.00
DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FOOD SERVICE SUPERVISOR 1.00 1.00
MANAGEMENT ANALYST I (FLEX) 2.00 2.00
VOLUNTEER COORDINATOR (GRANT FUNDED) 1.00 1.00
ALLOCATED FTE COUNT 23.00 23.00
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Division Overview
Administration supports all divisions within the department. The administration division manages personnel, information technology in coordination with the city’s information technology department, front counter customer service delivery, park and facility reservations, Mayor and City Council action items, policy application, emergency response training and coordination, and the financial recording and reporting functions of the department to include purchasing, accounts payable, budget development, and revenue collection reporting.
The administration division is responsible for facilitating Parks and Community Service Commission Meetings as well as the Arts and Historical Preservation Commission Meetings. Administration also manages the cooperative use agreements, service provider agreements; vendor services agreements, MOU’s and special contract agreements with class instructors and volunteer groups, and the department’s overall disaster preparedness and response activities.
City-Wide Events service area plans and organizes the following events: Movies in the Park, Cinco de Mayo, Veteran’s Day Salute and Parade, Winter Wonderland, Operation Splash, Arts Fest. This year co-sponsorship support will be provided for the following events: Ho Ho Parade, Rendezvous Back to Route 66, National Night Out and the Black Chamber of Commerce and the Black History Expo. Over 35,000 attendees are expected at these events.
Management of the Pioneer Memorial Cemetery is accomplished via a joint effort between the Administration and Parks Maintenance, now a division of the Public Works department. This historic site consists of 17,000 burial sites. While the cemetery no longer has gravesites available for sale, department staff coordinates graveside services for those who pre-planned their burial needs. Staff regularly provides genealogy services and answers questions regarding grave locations.
ADMINISTRATION
PARKS, RECREATION, & COMMUNITY SERVICES
Packet Pg. 1161
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Parks - Administration (Program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,559,006 $1,795,266 $1,576,944 $1,900,292 $1,881,710 $1,474,041 $1,557,267 Cemetery Administration $104,792 $113,704 $129,121 $131,801 $125,151 $130,216 $134,863 COVID-19 Activity $116,096 $0 $22,940 $0 $4,115 $0 $0
TOTAL $1,779,894 $1,908,970 $1,729,005 $2,032,093 $2,010,976 $1,604,256 $1,692,130 Packet Pg. 1162
Division Overview
Community Services strives to engage seniors aged 50 years and better in essential life services and activities which enhance their dignity, support their independence, and encourage involvement in physical and social activity.
The city has two senior centers, Fifth Street and Perris Hill Senior Centers. Both centers offer monthly themed dances, recreation classes, billiards, chess, special holiday dances, public safety awareness, advocacy, physical fitness and senior nutrition services, with a more recent emphasis on virtual programming due to the pandemic, all in a supportive and nurturing environment.
Community Services also holds two regional-serving events, Ollie McDonald Senior Talent Showcase (soon to be referred to as “The Ollies”) where seniors can show off their singing, dancing and other talents in a fun environment and Inland Empire Senior Games which is a sanctioned series of sports competitions open to all senior-aged athletes. Seniors are able to compete in several swimming events, bowling, golf, basketball, pickle ball, billiards and a variety of other sports. Seniors who excel in their respective sport have an opportunity to compete in state and national Senior Competitions.
There are three senior grant programs that engage and aid seniors. The Retired Senior Volunteer Program (RSVP) provides volunteer opportunities for seniors throughout the Inland Empire. These volunteers serve in various roles for various agencies and non-profits.
The Senior Companion Program (SCP) matches senior-age volunteer companions with senior-age clients in need. Services provided include transportation services for shopping and appointments, light cleaning services, meal prepping services, and overall companionship.
The Senior Nutrition program provides nutritious lunch meals at six locations: Fifth Street Senior Center, Perris Hill Senior Center, Hernandez Community Center, Lytle Creek Community Center, New Hope Family Life Center, and the Highland Senior Center. Dinner meals are served only at the Fifth Street Senior Center. These facilities serve an average of 50,000 meals annually to the senior community.
COMMUNITY SERVICES
PARKS, RECREATION, & COMMUNITY SERVICES
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SENIOR NUTRITION CFDA 93.053
SENIOR COMPANION
Senior Services
RSVP CFDA 94.002
Total
2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1164
Division Overview
Recreation is comprised of five community recreation centers, five aquatic facilities, the Center for Individual Development (CID), Adult and Youth Sports Programs, Special Events and Outdoor Facilities.
Each of our community centers (Delmann Heights, Lytle Creek, Ruben Campos, Verdemont, and Rudy C.
Hernandez Center) offers a diverse range of leisure and recreation activities and services geared to the community they serve, such as open recreation, arts and crafts, family game days, sports, homework help, community resources, aerobics, comic book reading clubs, foosball, billiards, reading programs, music programs, grab-n-go activities for all ages, and themed events.
The CID provides specialized programming for developmentally disabled individuals of all ages. CID’s programming consists of therapeutic aquatics, a sensory room, life skills classes, water safety programming for infants and events such as Family Fun Day and Prom Night. They also plan and organize the following special fund-raising events: Murder Mystery Dinner and Grapes and Gourmet. CID staff also coordinates and provides supervision for the Community Gardens, which consists of 100 garden plots for year-round gardening.
Our aquatic facilities offer open recreational swim, junior lifeguard program, swim lessons (free and fee based), private pool rentals, and lifeguard training, from Memorial Day Weekend through Labor Day Weekend. The Jerry Lewis Family Swim Center is a regional serving swim facility with a 150’ waterslide, wading pool, and slide for small children, shade canopy with tables and various water spray features. Other pool locations include Hernandez Community Center, Nunez Park, Delmann Heights Community Center, and the Encanto Community Center Pools.
Recreation provides a wide-range of sports programming for youth and adults. Youth sports are divided into two age divisions; 3 to 6 year olds can learn basketball, T-Ball, Soccer and Flag Football while Youth ages 7 to 18 years enjoy basketball, Fitness Camps, Volleyball, Softball, Baseball, and Soccer. Sports services also coordinates the Tennis Buddies program and Summer Youth Tennis Program, a subsidized program for lowincome youth. Sports staff also coordinates the ball field allocation and use of 40 ball fields city-wide to 15+ resident youth sports groups such as Little Leagues, Junior All-American Football and Inland Empire Soccer Association, among others. The adult sports program provides indoor/outdoor soccer leagues, basketball leagues, and flag football leagues, tournament play, classes, and workshops. Expanding a more relaxed basketball and volleyball experience is in the near future plans for all three gymnasium locations: Hernandez Community Center, Norton Gymnasium, and Encanto Community Center (previously the Boys and Girls Club).
RECREATION
PARKS, RECREATION, & COMMUNITY SERVICES
Packet Pg. 1165
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Recreation & Community Programs
Aquatics
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Department Overview Divisions
The Police Department addresses crime and quality
of life issues to provide a safe environment for the
community. The Department recruits the best
qualified employees to provide public safety
services. For the City to grow economically, the
Department needs to be responsive to resident and
business owner concerns and provide excellent
service.
The Police Department is configured to offer efficient
service delivery while ensuring the greatest degree
of accountability for the resources allocated to public safety. The Department is comprised of an executive
team and three major divisions that administer and
oversee a variety of bureau and unit level functions.
The department is comprised of four divisions that
administer its various bureau and unit level
functions: Executive Office, Investigations, Patrol,
and Administrative Services.
Administrative Services
Executive Office
Investigations
Patrol
Police Department
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What did the Police Department accomplish in the 2021 Calendar Year?
*Given Achievements are representative of the 2021 Calendar Year only.
1. Reduced emergency response times by approximately 8%.
2. Responded to 100,898 calls for service and handled 27,570 additional ocer-initiated incidents.
3. Hired 42 people for sworn ocer positions and 36 people for professional sta positions.
Improved diversity of hiring, with 76% of sworn ocer and 83% of professional sta hires identifying as a race or ethnicity other than white.
4. 5. Made 2,979 felony and 6,407 misdemeanor arrests.
6. Arrested 528 suspected DUI drivers and handled 2,264 trac collisions.
7. Recovered 983 rearms of which 244 were classied untraceable, non-serialized weapons.
8. Dispatchers received and made 509,683 calls, averaging nearly 1,400 calls every day.
9. Cleaned 2,753 homeless encampments and 1,856 illegal dump sites.
10. Amassed 120,940 followers on Facebook, Twitter, and Instagram.
Published 21 episodes of the “Brieng Room” podcast with 8,737 downloads. 11.
Expanded Community Oriented Policing and Problem Solving (COPPS) eorts throughout the City, including opening a new District Command oce at the Inland Center Mall.
12. The Police Department was awarded over $4.5 million in state and federal grants for personnel and equipment purchases.
13. The Police Department continued contractual services with the San Manuel Band of Mission Indians allowing the Department to provide increased patrol stang in the areas around the San Manuel Casino.
14. The Police Department continued contractual services with Dignity Health allowing the Department to sta an ocer at two local hospitals to enhance security and safety at those locations as well as creating an ecient service model.
15. Packet Pg. 1168
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2023 - 24
Budget
Patrol Field Services $38,247,472 $47,002,493 $44,164,554 $51,145,437 $49,778,082 $58,130,504 $62,578,964 General Investigation $10,942,497 $10,483,587 $10,392,064 $11,630,074 $11,364,863 $12,215,587 $12,544,647 Special Enforcement Teams $4,599,986 $6,919,665 $6,441,128 $7,426,036 $7,011,725 $8,458,989 $8,817,377 Administration $7,307,640 $6,908,489 $5,067,381 $6,398,751 $5,710,041 $7,150,623 $7,280,163 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $3,316,102 $4,264,323 $4,449,044 Traffic $1,880,885 $2,416,331 $2,259,631 $2,968,870 $2,509,053 $3,915,465 $4,177,126 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,570,034 $2,089,335 $2,152,500 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,422,252 $1,554,921 $1,605,346 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,469,426 $1,789,385 $1,885,858 Forensics Property $1,101,481 $1,229,665 $1,200,050 $1,256,406 $1,372,733 $1,815,412 $1,911,365 SAN MANUEL CCF 2017-2020 $1,209,768 $1,113,102 $1,435,422 $910,466 $773,857 $1,253,741 $1,313,676 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $999,374 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,765,924 $1,015,000 $1,015,000 COPS Hiring 2020 $0 $0 $1,189,065 $1,625,000 $1,607,939 $1,658,701 $78,703 Commercial Enforcement $0 $0 $0 $0 $0 $1,555,834 $1,644,418 DIGNITY HEALTH $483,584 $497,908 $468,436 $346,436 $338,991 $378,125 $398,798 COPS Hiring 2021 $0 $0 $0 $0 $594,049 $1,020,740 $1,020,740 COPS Option County Funded $522,315 $0 $519,904 $300,000 $0 $300,000 $300,000 Enforcement & Beautification $1,611,077 $0 $0 $0 $0 $0 $0 Tobacco Grant $0 $0 $51,548 $383,938 $188,399 $365,059 $378,210 Field Services $657,298 $706,540 $0 $0 $0 $0 $0
PROP 30 (AB109) $702,788 $323,000 $313,000 $0 $0 $0 $0
JAG CESF 2020 $0 $0 $391,621 $179,950 $130,045 $55,000 $0 COVID-19 Activity $78,457 $0 $546,334 $0 $93,592 $0 $0
Traffic Safety $68,853 $0 $529,500 $0 $0 $0 $0
COPS HIRING 2016 GRANT $543,741 $0 $0 $0 $0 $0 $0
Floyd Incident May 2020 $516,462 $0 $383 $0 $0 $0 $0
Fireworks Enforcement $50,449 $49,500 $49,994 $45,653 $65,896 $71,015 $71,015 FY 2017 UASI Grant $334,109 $0 $0 $0 $0 $0 $0
FY 2018 UASI Grant $233,661 $0 $73,582 $0 $0 $0 $0
Public Safety Academy Cadet Prog $0 $41,600 $72,601 $44,000 $46,818 $0 $0 OTS PT21049 DUI CHECKPOINTS $0 $0 $89,624 $94,455 $12,105 Packet Pg. $0 $0 1169 2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
JAG 2019 $0 $0 $0 $186,471 $0 $0 $0
JAG 2018 $0 $0 $0 $182,366 $0 $0 $0
Project Safe Neighborhoods $0 $0 $5,102 $0 $165,061 $0 $0 JAG 2017 $0 $0 $0 $164,477 $0 $0 $0
OTS PT20151 DUI Sat Patrols $76,195 $0 $84,383 $0 $0 $0 $0 Violence Intervention $55,079 $60,344 $42,928 $0 $0 $0 $0 OTS PT21049 DUI Saturation $0 $0 $120,453 $0 $16,462 $0 $0 DUI Sat Patrol PT22066 $0 $0 $0 $0 $129,688 $0 $0
OTS PT21049 Ped/Bicycle Enforce $0 $0 $92,837 $20,000 $5,270 $0 $0 OTS PT20151 DUI Checkpoint $29,422 $0 $77,943 $0 $0 $0 $0 Railroad Trespass Enf 2019 $0 $0 $80,000 $15,250 $0 $0 $0 DUI/DL CK Point PT22066 $0 $0 $0 $0 $87,155 $0 $0
Citywide Activities $40,960 $42,400 $0 $0 $0 $0 $0
OTS PT20151 Ped/Bicycle Enforce $67,842 $0 $5,212 $0 $0 $0 $0 Animal Shelter Services $5,651 $61,885 $0 $0 $0 $0 $0
PT19106 PEDESTRAIN & BICYCLE
ENF $55,631 $0 $0 $0 $0 $0 $0
OTS PT21049 Traffic Enforcement $0 $0 $28,768 $10,000 $15,522 $0 $0 ABC 2020 $0 $0 $47,098 $0 $0 $0 $0
HSGP FY 2017 $41,398 $0 $0 $0 $0 $0 $0
PT19106 DUI/DL CHECKPOINTS $40,728 $0 $0 $0 $0 $0 $0
HSGP FY 2018 $0 $0 $0 $0 $37,401 $0 $0
PT19106 DUI SATURATION
PATROLS $34,612 $0 $0 $0 $0 $0 $0
OTS PT20151 Traffic Enforcement $31,992 $0 $0 $0 $0 $0 $0 EMPG FY 2019 $0 $0 $28,937 $0 $0 $0 $0
OTS Grant PT21049 $0 $0 $15,263 $5,000 $1,261 $0 $0
OTS PT20151 Motorcycle Safety $14,858 $0 $5,485 $0 $0 $0 $0 Gang & Multiple Enforcement Team $0 $763 $763 $0 $0 $8,678 $9,152 BSCC Local Law Enforement Grant $0 $0 $0 $0 $18,576 $0 $0 OTS PT21049 Collaborative DUI $0 $0 $4,186 $4,900 $9,477 $0 $0 Ped & Bicycle Enforce PT22066 $0 $0 $0 $0 $17,811 $0 $0 OTS PT21049 Collaborative Trafic $0 $0 $0 $4,900 $10,543 $0 $0 Traffic Enforce PT22066 $0 $0 $0 $0 $13,535 $0 $0
OTS PT20151 $12,867 $0 $0 $0 $0 $0 $0
OTS PT20151 Distracted Driving $10,688 $0 $1,097 $0 $0 $0 $0 OTS PT20151 Coll Traffic Enforce $11,366 $0 $0 $0 $0 $0 $0 OTS PT20151 Click it or Ticket $0 $0 $10,388 $0 $0 $0 $0 OTS PT20151 Coll DUI Enforce $0 $0 $9,725 $0 $0 $0 $0
EMPG FY 2020 $0 $0 $0 $0 $7,982 $0 $0
OTS PT21049 Know Your Limit $0 $0 $0 $4,800 $2,842 $0 $0 Coll Traffic Enforce PT22066 $0 $0 $0 $0 $7,564 $0 $0
Distracted driving PT22066 $0 $0 $0 $0 $7,032 $0 $0
Click it or Ticket PT22066 $0 $0 $0 $0 $6,850 $0 $0
PT19106 MOTORCYCLE SAFETY $5,072 $0 $0 $0 $0 $0 $0
Downtown & City Hall $3,128 $0 $0 $0 $0 $0 $0
Coll DUI Enforce PT22066 $0 $0 $0 $0 $2,264 $0 $0
PT19106 NIGH TIME CLICK IT OR TI $1,935 $0 $0 $0 $0 $0 $0 OTS Grant PT22066 $0 $0 $0 $0 $1,734 $0 $0
PT19106 DISTRACTED DRIVER $1,300 $0 $0 $0 $0 $0 $0
North Operations $1,014 $0 $0 $0 $0 $0 $0
Traffic Safety Education PT22066 $0 $0 $0 $0 $461 $0 $0 PT19106 TRAFFIC ENFORCEMENT $0 $0 -$37 $0 $0 $0 $0
JAG 14/15 $0 $0 -$317 $0 $0 $0 $0
OTS GRANT PT18127 $0 $0 -$2,086 $0 $0 $0 $0
JAG FY 15/16 $0 $0 -$33,969 $0 $0 $0 $0
Recorded before using program #s $4,734 $0 -$31,217 $0 -$16,340 $0 $0 TOTAL $83,381,141 $88,147,333 $85,401,695 $96,205,364 $92,689,453 $110,161,787 $114,746,453 Packet Pg. 1170
Position Summary
Police - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTING TECHNICIAN I (FLEX) 2.00 2.00
ADMINISTRATIVE ASSISTANT 1.00 1.00
ASSISTANT CHIEF OF POLICE 1.00 1.00
CHIEF OF POLICE 1.00 1.00
COMMUNITY SERVICES OFFICER 28.00 28.00
CRIME ANALYST 3.00 3.00
CRIMINAL INVESTIGATION OFFICER 10.00 10.00
DETECTIVE/CORPORAL 44.00 44.00
EXECUTIVE ASSISTANT 2.00 2.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FORENSICS SPECIALIST I (FLEX) 3.00 3.00
FORENSICS SPECIALIST II 6.00 6.00
FORENSICS SUPERVISOR 1.00 1.00
LIEUTENANT 12.00 12.00
MANAGEMENT ANALYST II 1.00 1.00
MARKETING & PUBLIC RELATIONS SPECIALIST 1.00 1.00
PARKING ENFORCEMENT OFFICER 7.00 7.00
POLICE CAPTAIN (U) 3.00 3.00
POLICE DISPATCH SUPERVISOR 4.00 4.00
POLICE DISPATCHER I (FLEX) 7.00 7.00
POLICE DISPATCHER II 18.00 18.00
POLICE FLEET MAINTENANCE EXPEDITOR 1.00 1.00
POLICE OFFICER 183.00 183.00
POLICE P&T TECHNICIAN 2.00 2.00
POLICE RECORDS SUPERVISOR 2.00 2.00
POLICE RECORDS TECHNICIAN I (FLEX) 6.00 6.00
POLICE RECORDS TECHNICIAN II 10.00 10.00
PROPERTY & EVIDENCE SUPERVISOR 1.00 1.00
PROPERTY AND EVIDENCE TECHNICIAN I (FLEX) 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
SENIOR OFFICE ASSISTANT 3.00 3.00
SERGEANT 43.00 43.00
ALLOCATED FTE COUNT 410.00 410.00
Packet Pg. 1171
Division Overview
The Administrative Services Division is comprised of Dispatch, Records, Finance, Community Aairs, Crime Analysis, Fleet Services, Emergency Management and Special Events. While diverse, this Division's functions each serve to support the Department’s primary mission of public safety.
The Dispatch Bureau serves as the primary answering point for all citizen requests for service. In a typical month, Dispatch receives over 42,000 emergency and non-emergency calls. Each call is screened and then routed to a patrol ocer or other destination as appropriate.
The Records Bureau serves as the repository for all reports generated by the Police Department. This Bureau also handles registrations related to specic types of convictions, mandated reporting to state and federal agencies, and all criminal and civil subpoenas served on Department personnel.
The Financial Unit provides for all nancial services at the Department including budget preparation and maintenance, grants, contractual services, purchasing, accounts payable, timekeeping, and facilities maintenance.
The Community Aairs Unit handles media relations and inquiries, social media interaction, and community engagement. Community Aairs is also responsible for recruiting and managing all volunteers, including members of the Community Emergency Response Team, Reserve Police Ocers, Citizen Volunteers, Explorers, and Chaplains.
The Crime Analysis Unit is responsible for intelligence gathering and coordinating with county, state, and federal partners for the receipt and dissemination of information. Crime analysts review crime trends and reports, conduct research to link crimes and suspects, and provide crime and intelligence data to all divisions of the Department.
Fleet Services is responsible for ensuring the Department’s eet of vehicles is well maintained. The Fleet Expeditor works with City auto mechanics and other auto industry vendors to service and maintain Department vehicles.
The Emergency Management Unit serves as the City's emergency management team to prepare employees and citizens for the impacts of man-made and natural disasters. The team is responsible for the four phases of emergency management: mitigation, preparedness, response, and recovery.
ADMINISTRATIVE SERVICES
POLICE DEPARTMENT
Packet Pg. 1172
The Special Events Unit is responsible for working with event promoters to ensure public safety at all parades, fairs, music festivals, and major sporting events held in the City.
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2019 - 20
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2020 - 21
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2021 - 22
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2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Administration $7,307,640 $6,908,489 $5,067,381 $6,398,751 $5,710,041 $7,150,623 $7,280,163 Dispatch $2,805,168 $3,094,335 $3,096,205 $3,796,980 $3,316,102 $4,264,323 $4,449,044 Personnel & Training $2,235,456 $2,319,351 $2,082,014 $1,974,798 $1,570,034 $2,089,335 $2,152,500 Intel/Emergency Management $3,764,943 $1,520,371 $1,505,468 $1,516,392 $1,422,252 $1,554,921 $1,605,346 Records $1,407,404 $1,381,852 $1,289,831 $1,609,432 $1,469,426 $1,789,385 $1,885,858 Public Safety Systems $1,010,048 $1,014,150 $989,447 $990,350 $999,374 $1,095,350 $1,114,350 PD Special Events Reimb OT $519,128 $960,000 $589,964 $963,775 $1,765,924 $1,015,000 $1,015,000 Public Safety Academy Cadet
Prog $0 $41,600 $72,601 $44,000 $46,818 $0 $0
Violence Intervention $55,079 $60,344 $42,928 $0 $0 $0 $0 TOTAL $19,104,866 $17,300,493 $14,735,839 $17,294,479 $16,299,970 $18,958,937 $19,502,262 Packet Pg. 1173
Division Overview
The Department’s executive managers and their supporting staff are responsible for the oversight and administration of all divisions of the Department.
The Professional Standards Bureau is responsible for receiving and investigating all citizen complaints involving Police Department personnel. This Bureau also interfaces with the City Attorney's Office on all civil claims and litigation related to police actions. The Bureau is also responsible for tracking high liability policing actions and reporting specified data to the California Department of Justice.
The Personnel and Training Unit manages all recruitment, processing, and hiring of Department personnel. This Unit also manages new employee training and continuing education for existing personnel. In a typical month, the Personnel and Training Unit team processes several hundred job applicants.
EXECUTIVE OFFICE
POLICE DEPARTMENT
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Division Overview
The Investigations Division is responsible for the oversight of general and specialized investigations conducted by the Police Department. The Detective Bureau handles investigative follow-up and case management functions required to successfully prosecute crimes. The Special Investigations Bureau is responsible for gathering intelligence and implementing specialized investigative techniques designed to curb violent assaults, gang, narcotic, and vice-related crimes. The Forensics Unit documents, collects, and processes evidence at crime scenes, including fingerprints and DNA evidence. The Property and Evidence Unit accepts physical evidence and found property for safekeeping, and then catalogs, stores, and provides for the final disposition of the property.
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INVESTIGATIONS
POLICE DEPARTMENT
Packet Pg. 1175
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2023 - 24
Budget
General Investigation $10,942,497 $10,483,587 $10,392,064 $11,630,074 $11,364,863 $12,215,587 $12,544,647 Special Enforcement Teams $4,599,986 $6,919,665 $6,441,128 $7,426,036 $7,011,725 $8,458,989 $8,817,377 Forensics Property $1,101,481 $1,229,665 $1,200,050 $1,256,406 $1,372,733 $1,815,412 $1,911,365 Gang & Multiple Enforcement
Team $0 $763 $763 $0 $0 $8,678 $9,152
TOTAL $16,643,965 $18,633,680 $18,034,004 $20,312,516 $19,749,321 $22,498,666 $23,282,541 Packet Pg. 1176
Division Overview
The Patrol Operations Division is the Department's largest division and serves to provide emergency and nonemergency first responses.
The Division is divided into five geographical policing districts, each of which is managed by a District Commander and staffed with patrol officers and a community policing team. Uniformed officers assigned to the Division are available 24 hours per day, seven days per week to patrol the City, respond to calls for service, and handle the emergency and public safety needs of the community. Patrol officers, canine handlers, and community service officers are responsible for conducting preliminary criminal investigations, enforcing laws and ordinances, and providing various community policing services.
The Traffic Unit handles major accident investigations, DUI enforcement, and parking control issues. The Unit also administers a variety of programs designed to educate the community on traffic safety matters.
The newly-formed Commercial Traffic Unit addresses the impacts of commercial vehicle operations throughout the City, including collisions, vehicle inspections, and highway and parking violations.
PATROL
POLICE DEPARTMENT
Packet Pg. 1177
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Police - Patrol (by program)
2019 - 20
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2021 - 22
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2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Patrol Field Services $38,247,472 $47,002,493 $44,164,554 $51,145,437 $45,716,920 $58,010,136 $62,458,601 Traffic $1,880,885 $2,416,331 $2,259,631 $2,968,870 $2,211,850 $3,908,567 $4,170,086 SAN MANUEL CCF 2017-2020 $1,209,768 $1,113,102 $1,435,422 $910,466 $673,090 $1,250,404 $1,310,186 COPS Hiring 2020 $0 $0 $1,189,065 $1,625,000 $1,165,838 $1,658,701 $78,703 DIGNITY HEALTH $483,584 $497,908 $468,436 $346,436 $289,845 $376,952 $397,573 COPS Option County Funded $522,315 $0 $519,904 $300,000 $0 $300,000 $300,000 Field Services $657,298 $706,540 $0 $0 $0 $0 $0
Tobacco Grant $0 $0 $51,548 $383,938 $162,779 $365,059 $378,210 JAG CESF 2020 $0 $0 $391,621 $179,950 $85,029 $55,000 $0 Traffic Safety $68,853 $0 $529,500 $0 $0 $0 $0
COPS HIRING 2016 GRANT $543,741 $0 $0 $0 $0 $0 $0
Fireworks Enforcement $50,449 $49,500 $49,994 $45,653 $65,896 $71,015 $71,015 OTS PT21049 DUI
CHECKPOINTS $0 $0 $89,624 $94,455 $12,105 $0 $0
JAG 2019 $0 $0 $0 $186,471 $0 $0 $0
JAG 2018 $0 $0 $0 $182,366 $0 $0 $0
OTS PT21049 DUI Saturation $0 $0 $120,453 $0 $16,462 $0 $0 OTS PT21049 Ped/Bicycle
Enforce $0 $0 $92,837 $20,000 $5,270 $0 $0
Railroad Trespass Enf 2019 $0 $0 $80,000 $15,250 $0 $0 $0 OTS PT21049 Traffic
Enforcement $0 $0 $28,768 $10,000 $15,522 $0 $0
OTS Grant PT21049 $0 $0 $15,263 $5,000 $1,261 $0 $0 Packet Pg. 1178 2019 - 20
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2020 - 21
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2020 - 21
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2021 - 22
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2021 - 22
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2022 - 23
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2023 - 24
Budget
OTS PT21049 Collaborative DUI $0 $0 $4,186 $4,900 $9,477 $0 $0 OTS PT21049 Collaborative
Trafic $0 $0 $0 $4,900 $10,543 $0 $0
OTS PT21049 Know Your Limit $0 $0 $0 $4,800 $2,842 $0 $0 North Operations $1,014 $0 $0 $0 $0 $0 $0
TOTAL $43,665,378 $51,785,875 $51,490,807 $58,433,892 $50,444,732 $65,995,835 $69,164,375 Packet Pg. 1179
Department Overview Divisions
Public Works is comprised of five divisions:
Administration, Operations and Maintenance,
Engineering, Facilities and Fleet Management, and
Environmental Programs. Public Works delivers cost
effective, safe, reliable and sustainable projects,
programs and quality services with a focus on our
community.
Administration
Operations and Maintenance
Engineering
Facilities and Fleet Management
Environmental Programs
PUBLIC WORKS
Packet Pg. 1180
What did Public Works accomplish in Fiscal Year 2021/2022?
1. Throughout our Public Works Department, numerous divisions were able to make great strides in greateneing our community. The Engineering Division was able to complete Capital Improvement Projects in an eort to imrpove streets, parks, trac capital, and preserving buildings within the City of San Bernardino. Some highlights include the following:
Completed Phase 3 of the Playground Equipment Replacement Project. This project included the removal and replacement of equipment, installation of new concrete pads and benches, and improvements to ADA access ways at Meadowbrook, Anne Shirrel, Blair, Lionel E. Hudson, and Tom Gould Parks.
Completed Citywide Concrete Repairs to ADA Access Ramps and Sidewalks. Replacement of damaged PCC driveway approaches, sidewalk, curb, curb & gutter, cross gutters, and ADA access curb ramps at various locations throughout the City rights-of-way at the 5th Street Senior Center, Perris Hill Senior Center, Rudy Hernandez Community Center, and Delmann Heights Community Center.
Completed Kendall Drive Slope Rehabilitation Project. The project consisted of installing approximately 1,100 linear feet of retaining wall varying between four and eight feet in height. The wall will be serving as a barrier to prevent any further rocks and debris from falling into the public right-of-way.
Implementation of Advanced Dilemma Zone Detection 49 Signalized Intersections. Mount Vernon Avenue from Highland Avenue to Johnson Street, Baseline Street from Del Rosa Avenue to California Street, and Highland Avenue from Medical Center Drive to Victoria Avenue. The project was funded through the Highway Safety Improvement Program (HSIP) Cycle 9. The project will be advertised for construction during the week of March 28, 2022.
2. Our Real Property and Land Development programs worked dillegentally to improve City infrustructure and land resources to strengthen develoment eortsthrough the following approaches:
Processed 921 permits and collected approximately $10,165,000 in fees including development impact fees, grading on-site improvement, public street/o-site improvement, on-site landscaping, stormwater, parcel/tract maps, lot merger, lot line adjustment, and miscellaneous fees.
Improved Land Development Division workow process to increase eciency and provide excellent customer service; provided electronic/digital plan check review and resubmittal process for permit applicants.
Updated and improved website posting of Land Development Division to allow online/electronic permit application submittals.
3. National Pollutant Discharge Elimination System (NPDES):
Tow Service RFP and Agreements: Worked with the City Manager Oce, Police Department and BB&K Law Oces to develop a comprehensive RFP for City Tow Services. The NPDES Team also assisted the Police Department with inspections of the tow services facility grounds.
Completed the Exceedance Response Action Level 1 Evaluation and Report for the City Corporate Yard.
Installed approximately sixty-one Certied Full Capture devices throughout the City for compliance with Total Maximum Daily Loads (TMDL) Trash Mandates.
Interact with our Division Overview Pages to see more achievments! Packet Pg. 1181
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2023 - 24
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Parks Maintenance $3,771,670 $4,102,130 $4,069,109 $4,574,240 $4,463,970 $5,799,678 $5,946,716 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $3,384,889 $4,385,938 $4,700,554 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,969,873 $2,772,054 $2,830,181 Administration $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,870,962 $2,385,661 $2,460,149 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $2,049,771 $2,363,424 $2,464,775 Capital Projects $1,552,401 $1,534,598 $1,652,133 $1,970,185 $1,923,036 $2,779,862 $2,898,443 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,915,464 $2,158,444 $2,211,259 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $2,245,022 $591,849 $593,728 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,522,528 $1,652,237 $1,703,575 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,333,859 $1,563,690 $1,619,009 Land Development $0 $657,563 $579,855 $762,195 $1,278,522 $2,850,526 $2,917,767 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $847,711 $1,544,585 $1,580,493 Traffic Engineering $755,164 $599,270 $687,664 $834,717 $790,175 $922,018 $963,977 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $640,934 $749,871 $761,785 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $256,051 $1,172,486 $1,179,769 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $935,027 $704,314 $728,555 Stormwater Management $513,123 $535,646 $435,428 $575,784 $299,419 $601,379 $613,971 Storm Drain $184,959 $249,623 $314,712 $534,064 $426,587 $660,096 $682,784 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $291,079 $626,263 $648,003 Property Maintenance $103,227 $530,520 $281,815 $556,120 $370,967 $359,100 $359,100 Real Property $363,150 $313,215 $252,910 $349,643 $327,387 $443,763 $458,642 Aquatics $189,340 $228,607 $207,134 $232,047 $205,985 $252,535 $256,872 City-Owned Median Maintenance $151,035 $206,000 $196,696 $206,000 $205,000 $206,000 $206,000 COVID-19 Activity $335,394 $0 $151,619 $0 $21,460 $0 $0 CARPS /CCPP $53,746 $54,549 $54,589 $53,751 $53,807 $53,600 $53,600 Packet Pg. 1182
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
OPP Grant $60,907 $58,841 $58,199 $23,492 $22,500 $29,429 $29,429 Bryce Hanes Park Landscape
Maint $0 $0 $29,184 $66,188 $46,515 $58,661 $58,661
TCU TIRE GRANT $5,246 $10,000 $172 $0 $1,582 $10,000 $15,000 Floyd Incident May 2020 $2,622 $0 $0 $0 $0 $0 $0
Route 66 $0 $0 $0 $0 $2,462 $0 $0
TOTAL $25,972,392 $27,913,530 $27,319,845 $32,149,786 $29,702,545 $37,697,463 $38,942,796 Position Summary
Public Works - FTE
Position Name FY2023 FY2024
Allocated FTE Count
ACCOUNTING TECHNICIAN II 2.00 2.00
ADMINISTRATIVE ASSISTANT 2.00 2.00
ADMINISTRATIVE SERVICES SUPERVISOR 1.00 1.00
ARBORIST 1.00 1.00
ASSESSMENT DISTRICT/REAL PROP SPECIALIST 1.00 1.00
CEMETERY CARETAKER 1.00 1.00
CIVIL ENGINEERING DIVISION MANAGER (U) 1.00 1.00
CONSTRUCTION MANAGER 1.00 1.00
CUSTODIAL SUPERVISOR 1.00 1.00
CUSTODIAN 8.00 8.00
DATA ANALYST 1.00 1.00
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 1.00 1.00 DIRECTOR OF PUBLIC WORKS (U) 1.00 1.00
ELECTRICIAN I (FLEX) 1.00 1.00
ENGINEERING ASSISTANT I (FLEX) 2.00 2.00
ENGINEERING ASSISTANT II 4.00 4.00
ENGINEERING ASSISTANT III 1.00 1.00
ENGINEERING ASSOCIATE 1.00 1.00
ENGINEERING PROJECT MANAGER 1.00 1.00
ENGINEERING TECHNICIAN 2.00 2.00
ENVIRONMENTAL PROGRAMS COORDINATOR 1.00 1.00
EQUIPMENT MAINTENANCE SUPERVISOR 1.00 1.00
EQUIPMENT MECHANIC II 7.00 7.00
EQUIPMENT SERVICE WORKER 2.00 2.00
EXECUTIVE ASSISTANT 1.00 1.00
EXECUTIVE ASSISTANT TO DIRECTOR (U) 1.00 1.00
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 FACILITIES MAINTENANCE MECHANIC 4.00 4.00
FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00
FORESTRY SUPERVISOR 1.00 1.00
GROUNDWORKER ARBORIST 2.00 2.00
HVAC MECHANIC 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR I (FLEX) 1.00 1.00
LANDSCAPE & IRRIGATION INSPECTOR II 3.00 3.00
LEAD CUSTODIAN 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00
LEAD MAINTENANCE WORKER 4.00 4.00
LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 1.00 1.00 MAINTENANCE SUPERVISOR 1.00 1.00
MAINTENANCE WORKER I (FLEX) 17.00 17.00
MAINTENANCE WORKER II 4.00 4.00
MAINTENANCE WORKER III 6.00 6.00
MANAGEMENT ANALYST I (FLEX) 1.00 1.00
NPDES INSPECTOR I (FLEX) 1.00 1.00
NPDES INSPECTOR II 1.00 1.00 Packet Pg. 1183
Position Name FY2023 FY2024
NPDES MANAGER 1.00 1.00
OPERATIONS & MAINTENANCE DIVISION MANAGER (U) 1.00 1.00 PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 1.00 1.00
PARKS MAINTENANCE WORKER II 2.00 2.00
PLUMBER 1.00 1.00
POOL MAINTENANCE COORDINATOR 1.00 1.00
PRINCIPAL CIVIL ENGINEER 1.00 1.00
PUBLIC WORKS INSPECTOR I (FLEX) 2.00 2.00
PUBLIC WORKS INSPECTOR II 2.00 2.00
PUBLIC WORKS SAFETY AND TRAINING OFFICER 1.00 1.00
REAL PROPERTY MANAGER 2.00 2.00
SENIOR ARBORIST 1.00 1.00
SENIOR MANAGEMENT ANALYST 1.00 1.00
SENIOR OFFICE ASSISTANT 1.00 1.00
SOLID WASTE FIELD INSPECTOR 1.00 1.00
TRAFFIC ENGINEER 1.00 1.00
TRAFFIC ENGINEERING ASSOCIATE 2.00 2.00
TRAFFIC SIGNAL AND LIGHTING SUPERVISOR 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN I (FLEX) 1.00 1.00
TRAFFIC SIGNAL TECHNICIAN II 2.00 2.00
TRAFFIC SIGNAL TECHNICIAN III 1.00 1.00
ALLOCATED FTE COUNT 126.00 126.00
Packet Pg. 1184
Division Overview
The Environmental Program Division is responsible for management of the $28 million Franchise Agreement with Burrtec Waste Industries. Together, Burrtec and the City work cooperatively to meet State mandated solid waste management and recycling requirements. Additionally, this Division submits applications for State funded recycling grants to assist the City in providing education and outreach to City residents and commercial businesses. The division is responsible for meeting the regulatory requirements from the Santa Ana Regional Water Quality Control Board (SRWQCB), South Coast Air Quality Management District (SCAQMD), County Local Enforcement Agency (LEA) and CalRecycle for the operation and maintenance of the landfill gas collection and control system and ground water monitoring and sampling at the City’s Inactive Waterman Landfill.
What did the Environmental Programs Division accomplish in Fiscal Year 2021/2022?
Police Department parking lot (710 N D Street)
Fleet Parking Lot (234 S Mountain View Avenue)
City Hall’s parking lot (349 N E Street).
Currently, we are waiting to receive design layouts from SCE, for the review and approval of all three locations.
Recycling Education and Outreach at Elementary Schools. In a partnership with the Echo Hero Show established recycling education and outreach eorts with San Bernardino Elementary Schools to demonstrate the importance of recycling and preserving our planet. The program reached a total of 13 elementary schools and approximately 5,680 students virtually due to COVID-19 restrictions.
1. Charge Ready Program to electrify the City. Three Southern California Edison (SCE) Charge Ready applications are works in progress for:
2. ENVIRONMENTAL PROGRAMS
PUBLIC WORKS
Packet Pg. 1185
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2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $1,377,388 $1,147,757 $577,590 $1,203,776 $999,138 $1,227,116 $1,255,989 COVID-19 Activity $16,351 $0 $0 $0 $365 $0 $0
TOTAL $1,393,739 $1,147,757 $577,590 $1,203,776 $999,503 $1,227,116 $1,255,989 Packet Pg. 1186
Division Overview
Administration is responsible for the overall management of the department including staffing, budgeting, financial operations, and forecasting. The division also sets all departmental policies and procedures.
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ADMINISTRATION
PUBLIC WORKS
Packet Pg. 1187
Expenses by Program
Public Works - Administration (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Administration $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,870,962 $2,385,661 $2,460,149 TOTAL $2,154,183 $2,049,679 $2,141,001 $2,270,333 $1,870,962 $2,385,661 $2,460,149 Packet Pg. 1188
Division Overview
Engineering is comprised of three main subdivisions Traffic Engineering, Capital Development, and Land Development.
Under the oversight of the city engineer, the Engineering Division serves the needs of the citizens of San Bernardino by providing professional engineering services to the community and City government through planning, designing, and implementation of infrastructure projects needed to protect the health, safety, and general welfare of the citizens, visitors, and the business community. The division also maintains all records related to city property, easements and land rights and assists in the administration of Landscape Maintenance Assessment Districts (LMD) and Community Facilities Districts (CFD) throughout the City.
The Traffic Engineering section’s objective is to provide for the safe, rapid, comfortable efficient, convenient, and environmentally compatible movement of people, goods, and services. Through data collection of road construction, land development, traffic signals, and build traffic studies from them, this allows the section to come up with new and inventive ways to optimize the construction of roads and other forms of ground transportation.
The Capital Development section’s objectives include programming, planning and administration of the annual Capital Improvement Program (CIP). The CIP identifies the approved priority projects throughout the City each fiscal year. Capital Development spearheads all design, project management, construction and inspection of public works contracts within the City. In addition, issuing encroachment and traffic control permits for any work within the Right-of-Way to verify conformance with the permit conditions and compliance with the latest City codes.
The Land Development section is responsible for reviewing on-site plans for proposed residential, commercial and industrial development projects and provides engineering input as well as conditions of approval for proposed projects. Furthermore, plan check all development plans including those that impact other department functions such as the National Pollutant Discharge Elimination System (NPDES) program activities and its Municipal Separate Storm Sewer System (MS4).
ENGINEERING
PUBLIC WORKS
Packet Pg. 1189
What did the Engineering Division accomplish in Fiscal Year 2021/22?
1. Completed Phase 3 of the Playground Equipment Replacement Project. This project included the removal and replacement of equipment, installation of new concrete pads and benches, and improvements to ADA access ways at Meadowbrook, Anne Shirrel, Blair, Lionel E. Hudson, and Tom Gould Parks.
2. Nicholson Neighborhood Park Improvements. Public Works is responsible for maintaining Nicholson Park located at 2737 West 2nd Street. Nicholson Park is an existing 9.52-acre park facility that is currently converting a portion of the existing park site to a Miracle League Ball eld. The Public Works department is the process of refurbishing other common areas of the park.
3. Completed Preliminary Design Report (PDR) for the Proposed New City of San Bernardino Animal Shelter. Located at the corner of Orange Show Road and Washington Avenue. The preliminary site and building design will include charrette site and interior building adjacencies, concept oor plans, site plans, and building elevations. Final recommendations are expected to be completed mid-year FY 2022/23.
4. Completed 5th Street Senior Center Outdoor Dining Cover. The project included the installation of an outside shelter cover, restoration of onsite dining for lunch program participants and ensured compliance with current State and County health regulations due to Coronavirus pandemic. 5 Completed Citywide Concrete Repairs to ADA Access Ramps and Sidewalks. Replacement of damaged PCC driveway approaches, sidewalk, curb, curb & gutter, cross gutters, and ADA access curb ramps at various locations throughout the City rights-of-way at the 5th Street Senior Center, Perris Hill Senior Center, Rudy Hernandez Community Center, and Delmann Heights Community Center.
6. Completed Pavement Rehabilitation of several streets. This project included pavement rehabilitation and providing missing sidewalk and ADA ramps for the following segments:
3rd Street between Sierra Way and 'D' Street (Ward 1)
6th Street between Sierra Way and Waterman Avenue (Ward 2) Rancho Ave between Rialto Avenue and Foothill Boulevard (Ward 3) Highland Ave between Palm Avenue and Frontage Road (Ward 4) NorthPark Blvd between Devil Canyon Road & Little Mountain (Ward 5) Industrial Parkway between Palm Avenue and Lexington Way (Ward 6) Arrowhead Avenue between Highland Avenue and 30th Street (Ward 7)
7. Completed Citywide Pavement Rehabilitation (Slurry/Crack Seal). The proposed scope of work at these locations included slurry / crack sealing street surfaces and the rehabilitation of surfaces around Auto Center.
8. Completed a Community Center Improvements Project. The scope of work at Delmann Heights Community Center and 5th Street Senior Center was the removal and replacement of existing ooring and repainting of each facility’s interior and exterior.
9. Completed Kendall Drive Slope Rehabilitation Project. The project consisted of installing approximately 1,100 linear feet of retaining wall varying between four and eight feet in height. The wall will be serving as a barrier to prevent any further rocks and debris from falling into the public right-ofway.
10. Completed Nunez Park Soccer Field Rehabilitation. The proposed scope of work included removal and replacement of the soccer eld turf system at Nunez Park.
11. Completed Parking Lot Improvements Project. The proposed scope of work included replacement of deteriorated asphalt concrete pavement, asphalt concrete overlay, installation of pipe swing gates, and ADA ramps, at Perris Hill and Lytle Creek Community Centers.
Packet Pg. 1190
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,, ,, ,, ,, ,, ,, ,,
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2019-20 Actual 2020-21 Budget 2020-21 Actual 2021-22 Budget 2021-22 Actual 2022-23 Budget 2023-24 Budget Packet Pg. 1191
Division Overview
Facilities and Fleet supports all city departments by performing planned, preventative and emergency maintenance services for 184 city facilities (2,487,776 square feet of real property). The division also provides maintenance services on city facilities leased to outside agencies. Maintenance performed not only includes mechanical and structural work, but also custodial services in 39 of the city facilities and responds to requests for office space reconfigurations and personnel relocation assistance.
Fleet manages an inventory of over 800 city-owned fleet units. It also purchases, repairs and performs preventative maintenance support to all departments that require vehicles. These fleet units include Public Safety vehicles, light/heavy trucks, trailered equipment, turf equipment and off road equipment. Facilities is responsible for all required State reporting regarding city-owned vehicles.
Both Fleet and Facilities are supported by an Administration staff, who manage all aspects of procurement, accounts payable processing, utilities usage administration, facility CIP contract supervision, and city-wide security services. The divisions also partner in maintaining the city’s compressed natural gas (CNG) fueling station that was recently upgraded to expand public and private use.
FACILITIES AND FLEET
PUBLIC WORKS
Packet Pg. 1192
What did the Fleet Division
accomplish in Fiscal Year
2021/2022?
Our Fleet Division improved City infrastructure in
an eort to increase our scope of services through
purchasing the following items:
• 1-Storm Drain Vactor Truck
• 1-Asphalt Patch Truck
• 1-Catepillar Loader
• 1-Catepillar Skid Steer
• 1-Vermeer Stump Cutter
• 1-6yd Rear Loader
• 1-Caterpillar Backhoe
• 1-Horse Trailer
• 1-Greens Groomer
• 4-Message Board trailers
• 1-Radar Trailer
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Expenses by Program
Public Works - Facilities and Fleet (by program)
2019 - 20 Actual 2020 - 21 Budget 2020 - 21 Actual 2021 - 22 Budget 2021 - 22 Actual 2022 - 23 Budget 2023 - 24 Budget Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $3,384,889 $4,385,938 $4,700,554 Administration $400,071 $367,132 $392,721 $368,632 $367,849 $463,946 $479,992 COVID-19 Activity $32,045 $0 $14,921 $0 $945 $0 $0
TOTAL $3,687,947 $3,551,814 $3,570,277 $3,762,015 $3,753,683 $4,849,884 $5,180,546 Packet Pg. 1194
Division Overview
The Operations and Maintenance division consists of maintenance program sections that include Pavement Maintenance, Storm Drain Maintenance, Park Maintenance, Cemetery Management, Traffic Signals and Signs, Tree Maintenance, Street Light Maintenance and Graffiti Removal. Operation and Maintenance is responsible for the ongoing maintenance of the city’s infrastructure which includes the asphalt pavement, sidewalks, curb and gutter within the city’s 62 square mile boundaries, 7,000 streetlights, 120 miles of storm water drainage, approximately 1,800 catch basins, and over 500 acres of parkland and greenbelt areas. Operations also manages the contractual agreements of tree trimming, Integrated Waste, right of way maintenance, landscape maintenance, and pavement markings.
OPERATIONS AND MAINTENANCE
PUBLIC WORKS
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What did the Operations and
Maintenance Division accomplish
in Fiscal Year 2021/2022?
1. Throughout the Fiscal Year 2021/22, the
Operations and Maintenance Division was able to
improve City infrastructure preservation through
the following maintenance metrics:
Concrete - 23,551 square feet
Illegal Dumps - 4,882 assessed
Alleys - 59
Potholes - 23,525
Playgrounds inspected -28
Valves replaced - 64
Backows repaired - 14
Backows replaced - 8
Trac Cabinets Inspected and Maintained -
1,628
Grati Removal - 5,686 requests completed
Trac Knockdowns Responded (Includes poles,
cabinets and heads):
67 Streetlight Knockdowns Responded - 45
Number of Trees Trimmed - 7,045
Number of Dead trees removed (in-house and
contractor combined):
530
Channels Inspected and Cleaned - 125
Storm drains Inspected and Cleared - 1,025
2. In addition, removed hazards and provided
maintenance upgrades to three parks: Seccombe
Park, Meadowbrook Fields Park, and Nunez Park.
3. Operations and Maintenance was also to make
the following improvements:
• Responded to 7 major wind events and two
rainstorm events.
• Upgraded 4 median islands.
• Provided landscaping services at more than
31 locations
• Provided burial support services for more
than 11 burials at Pioneer
park
• Installed more than 35 new trashcans at
parks and downtown corridor.
• Installed 8 new benches at Seccombe Lake.
• Established a new large and small dog park at
Seccombe Lake.
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Expenses by Type
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Expenses Public Works
History
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Visualization
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Budget
2021-22 Actual2022-23
Budget
2023-24
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Expenses by Program
Public Works - Operations and Maintenance (by program)
2019 - 20
Actual
2020 - 21
Budget
2020 - 21
Actual
2021 - 22
Budget
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Parks Maintenance $3,771,670 $4,102,130 $4,069,109 $4,574,240 $4,463,970 $5,799,678 $5,946,716 Vehicle Maintenance $3,255,832 $3,184,683 $3,162,635 $3,393,383 $3,384,889 $4,385,938 $4,700,554 Building Maintenance $1,687,066 $2,143,827 $2,003,746 $2,434,134 $1,969,873 $2,772,054 $2,830,181 Street Maintenance $2,007,624 $2,012,753 $2,048,698 $2,207,332 $2,049,771 $2,363,424 $2,464,775 Traffic Signal Maintenance $1,306,251 $1,554,971 $1,673,064 $2,145,759 $1,915,464 $2,158,444 $2,211,259 Street Light Maintenance $2,163,208 $2,149,302 $2,112,283 $2,251,120 $2,245,022 $591,849 $593,728 Tree Maint (Urban Forestry) $1,429,963 $1,432,930 $1,298,304 $1,479,151 $1,522,528 $1,652,237 $1,703,575 Custodial Maintenance $1,340,346 $1,419,321 $1,337,559 $1,472,447 $1,333,859 $1,563,690 $1,619,009 Right of Way Cleaning $722,281 $755,760 $730,147 $753,520 $847,711 $1,544,585 $1,580,493 Traffic Signs & Markings $816,868 $720,462 $762,198 $738,240 $640,934 $749,871 $761,785 Cemetery Administration $215,451 $527,078 $193,970 $1,204,116 $256,051 $1,172,486 $1,179,769 Concrete Maintence $537,133 $568,492 $556,722 $665,372 $935,027 $704,314 $728,555 Storm Drain $184,959 $249,623 $314,712 $534,064 $426,587 $660,096 $682,784 Graffiti Removal $294,201 $313,712 $328,298 $396,453 $291,079 $626,263 $648,003 Property Maintenance $103,227 $530,520 $281,815 $556,120 $370,967 $359,100 $359,100 City-Owned Median Maintenance $151,035 $206,000 $196,696 $206,000 $205,000 $206,000 $206,000 Bryce Hanes Park Landscape
Maint $0 $0 $29,184 $66,188 $46,515 $58,661 $58,661
TOTAL $19,987,115 $21,871,563 $21,099,141 $25,077,639 $22,905,248 $27,368,690 $28,274,947 Packet Pg. 1197
The City’s biennial budget preparation process includes the preparation of the 5-year Capital Improvement Program (CIP).
Introduction
Each year the City of San Bernardino adopts a Five-Year Capital Improvement Program (CIP) aligning with the 2020-2025 Key Strategic Targets and Goals established by the Mayor and City Council. Additionally, the CIP provides a comprehensive plan to develop and maintain the City’s capital facilities and infrastructure. Due to the cost and importance of capital projects, signicant planning and consideration is given when designating the allocation of resources to these projects. Projects included in the CIP are evaluated and selected based on an assessment of community needs, Mayor and City Council priorities and available funding.
About the Capital Improvement Program (CIP) Budget
The adopted FY 2023 - FY 2024 Capital Improvement Program (CIP) supports the City’s continued investment in essential citywide infrastructure and improvements to quality-of-life projects. The CIP designates overall $42.1 million for FY 2023 including $9.9 million during FY 2024. Of this funding, $14.2 million is designated the implementation of newly developed projects, including $37.8 million to ongoing projects.
The FY 2023 – FY 2027 Capital Improvement Program is consistent with ve main project types: Buildings, Streets, Parks, Storm Drains, and Trac Control.
FY 2023 - FY 2027 CIP Areas of Focus and Investment
• Critical Streets, Sidewalks and Storm Drainage Infrastructure • Trac Controls and Street Lighting
• Parks and Recreation Facilities
• City Buildings
City of San Bernardino
Capital Improvement Plan
FY 2023-2027 Five Year Plan
Investing in the Future of San Bernardino
Explore the City of San Bernardino's Five-Year Plan to better community infrastructure and capital facilities.
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Capital Improvement Program's Revenue Sources
Capital Improvement Plan FY 2023 & FY 2024 Revenue Sources - Investing in the Future of San Bernardino
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Special Revenue
Gas Tax Fund
Measure I
RMRA-GAS TAX
Capital Project
Storm Drain Construction
Cultural Developmnt Construction
Quimby Act Parkland
Library Facilities
Law Enforcement Facilties
Regional Circulation System
Public Improvement Fund
Prop 1B - Local Street
Total
Collapse All 2022-23 Budget 2023-24 Budget
Recommended Projects and Use of Funds
The City of San Bernardino’s continued commitment to improve the community’s prole and address the backlog of infrastructure and capital needs is evident via the adopted CIP for FY 2022/23 & FY 2023/24. The CIP builds on the ongoing multi-year strategic approach to address previously deferred maintenance of streets, facilities, and other infrastructure city-wide while remaining nancially prudent during this time of slight nancial resurgence. Over the biennial budget period, the CIP invests over $32 million in street projects, $7.3 million in storm drainage updates and improvements, $5.5 million in park and recreation center improvements and renovations, $4.7 million to address citywide trac control upgrades, and $2.5 million designated for building improvements.
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Sta has prioritized the projects based on a ranking system that is outlined below:
Pavement Executive Summary
The Pavement Management Executive Summary works to provide a synopsis of how the City of San Bernardino and its Public Works Department assess its projects and where funds should be allocated.
The City uses a Pavement Management System (PMS), which provides the City with conditions and preservation requirements for the roadways, and a forecast of budget needs. The City currently uses iWorks PMS.
*Click the hyperlinked text for detailed infomation regarding the Pavement Management Executive Summary
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Capital Improvement Plan Categories
* Images and text are hyperlinked to each category to provide greater detail and insight.
Buildings Streets Parks
Building projects focus on city
infrastructure improvements to
existing facilities within our
community, as well as
construction and acquisition of
new city infrastructure and
capital assets.
Streets projects focus on
roadway improvement to
numerous types of streets
(arterial, collector, residential,
streets with shared ownership,
etc.) and sidewalks through
reconstruction, re-pavement,
slurry/ crack sealing, or overlay.
Parks projects work to bring new
and existing city parks'
infrastructure, equipment,
landscaping back to quality
standards as well as other
recreational facilities.
Storm Drains Trac Control
Storm Drain projects improve and replace water
and sewer infrastructure through maintenance,
improvements, and other eorts to clean debris.
Trac Control projects focus on providing the
community with sucient trac management and
maintenance by improving and maintaining new
and existing trac control systems throughout
our city.
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Pavement Management Executive Summary
The City of San Bernardino manages a streets inventory of approximately 620 centerline miles. “Centerline miles” refers to the length of a street as measured from its starting point to its end point, ignoring the number of lanes of an individual street. To manage this significant inventory, the City uses a Pavement Management System (PMS), which provides the City with conditions and preservation requirements for the roadways, and a forecast of budget needs. The City currently uses iWorks PMS. This software enables staff to make cost-effective decisions that maximize the City’s investment of available maintenance and rehabilitation funds. The software uses a rating scale for the streets inventory of 0-20 below:
0-5 Failing (or “Very Poor”)
6-10 Poor
11-14 Fair
15-20 Good
The rating refers to the Remaining Service Life (RSL) of the street. A rating of 20 is a brand-new street, and a rating of 0 is a badly deteriorated street with no remaining service life.
The software generates a prioritization plan that identifies specific areas in need of maintenance and rehabilitation and suggests the allocation of available funds according to measures of efficiency and the most effective use of the funds, which is then reviewed considering workloads, contractor time, on-site inspections of streets and other considerations including equity in the community. At the end of December 2021, iWorks performed updated condition surveys on the City’s streets. All field survey data was entered into the PMS database, and maintenance and rehabilitation strategies and unit costs were updated to allow multiple budgetary scenarios to be considered for the pavement network.
The recommendations generated by the PMS are for planning purposes only and are not intended to replace sound judgment. While the PMS is an invaluable tool, it cannot replace the judgment of an engineer and key decision-makers in the budgeting process who can take the information provided by the system and evaluate cost-effective solutions that include workload management, something that the software does not consider. For Pavement Management Executive Summary
City of San Bernardino
Capital Improvement Plan
FY 2023-2027 Five Year Plan
Investing in the Future of San Bernardino
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example, the PMS system may identify that a short segment of road (a block or less) has an RSL of 2 (failing) and should be reconstructed. It is not cost-effective for the City to reconstruct such a short segment, so the City Engineer evaluates the surrounding length of street and develops an overall recommendation that include a longer segment of road that may have an overall higher rating, but includes that critical short segment identified by the PMS. It is also important to have on-site engineering reviews of potential projects, which may reveal that additional pavement sections need attention sooner than other roads in a local area. This can save the City money in the long-term if a street can be saved from more costly maintenance treatments when a preservation treatment like slurry seal is applied.
Not only should project recommendations be made after careful considerations of efficiency, but also of equity in the community. Equity is priority that cannot be built into a software program that is intended to identify the most urgent and cost-effective methods for repair and rehabilitation. However, equity must be part of a conversation identifying which streets are most important to address immediately Pavement Condition
Over the last several years, the City has been using
the PMS to target the streets with the lowest
rating to make improvements with the limited
funds available. The overall condition of the San
Bernardino’s road network is “Poor.” 69.9% of the
city’s road network, or 418 centerline miles, is
rated poor or failing. While this is a marked
improvement over the 80% that were considered
poor or failing (very poor) in FY 2019/20, there is
still a long way to go before the streets of San
Bernardino are in the condition they should be.
The City’s street network can be further broken
down into types of streets: arterial roads are
major multi-lane roads with higher speed limits to
keep trac moving; collector roads/streets are
major and minor roads that connect smaller roads
to arterials. Residential streets are the primary
access to residential areas and usually have the
lowest posted speed limits. There are also “other”
streets, streets that are less than 36 feet wide,
private streets (those owned by the residents of
the street) and streets with shared ownership
between the City and County or other agencies.
There are also “paper” streets, streets that are laid
out in the City’s General Plan that have not been
developed. Within San Bernardino, arterial and
collector streets have a weighted average RSL of 9,
residential streets 8, and other streets have the
lowest rating of 7. It should be noted that the City
has limited control over the condition of streets in
the “other” category as many of these are privately
owned or owned by other agencies, so they are
represented separately in the graph above.
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Maintenance and Rehabilitation Strategies
Maintenance and rehabilitation strategies vary by the condition of the street. The treatment applied is dierent if a street is failing as opposed to in fair condition. Below are the three most common treatments:
1. FAILING Condition RSL of 0-5
Roadway Reconstruction will address failing asphalt concrete pavement and underlying failing base material by reconstructing the entire roadway structural section. Unit cost of $10.00 per square foot. The City currently has about 140 miles of street in that category (23% of City total lane miles).
2. POOR Condition RSL of 6-10
Two-inch Asphalt Overlays to replace the near failing asphalt surface. The 2” overlays will eliminate existing cracking, improve drivability and provide a new roadway wearing surface. Unit Cost of $3.00 per square foot. The City currently has about 278 miles of street in the “poor” category. (45% of City total lane miles).
3. FAIR Condition RSL of 11-14
Slurry Seal seals cracks and gaps that would otherwise allow water to inltrate and weaken the street.
This is a very cost-eective way to extend the life of the pavement. Unit cost of $.50 per square foot. The City currently has about 119 miles of street in the “fair” category (19% of City total lane miles).
Preventative maintenance on streets with better than average RSL ratings (RSL of 11 and above) must be considered in combination with the more extensive rehabilitation of failing streets to realize the maximum net benet and reduce the long-term costs. The iWorks software will apply one of the maintenance treatments listed above based on the combination of the RSL and the types of pavement distress observed. Pavement distress is categorized as: 1) weather related, such as weathering and block cracking, or 2) structurally related, such as alligator cracking and rutting. Streets with relatively similar RSLs may receive dierent treatment recommendations depending on whether the distress is caused by weather or trac loading. Future roadway maintenance plans for the City should be based on the general maintenance strategies developed from this pavement system analysis in combination with the other major contributing factors. Some long-term maintenance currently anticipated may shift with the implementation of truck routes, which may minimize the number of streets with additional structural distress from heavy trac loads. It is important to note that large trucks are not solely responsible for structural distress on roads, but add to the trac load, potentially speeding up the failure of the road surface.
All of these considerations as well as equity in the community and addressing long-neglected areas of the city must be part of the decision-making process for determining which streets to resurface each scal year. As the City ramps up infrastructure investment and moves forward to address the rehabilitation of our streets, sta will recommend allocating funds in a manner that is consistent with Mayor and Council goals and vision for a thriving city possessing a sustainable system of high-quality education, community health, public safety, housing, recreation, arts and culture and infrastructure.
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Revenues
Measure I - Half-Cent Sales Tax
The City’s share of the county-wide half-cent sales tax measure approved by the voter to provide funding for street maintenance and construction projects. These funds may be used for any street maintenance and construction projects within the City.
SB1 – Road Repair & Accountability Act Gas Tax
Senate Bill 1 created the Road Maintenance and Rehabilitation Program (RMRP) to address deferred maintenance in the State Highway System and the local street and road system and the Road Maintenance and Rehabilitation Account (RMRA) for the deposit of funds for the program. SB1 funds are therefore deposited into the RMRA account and can be spent on street maintenance throughout the City within the guidelines set forth by the State, for example, utility relocations may not be funded through the program, but complete streets projects, trac signals and drainage improvements are eligible.
Regional Circulation Fee Funds
Regional Circulation Fees Funds must be spent on projects that when constructed will improve circulation on a regional basis, (i.e. drivers from other nearby cities will also benet from the improvements.) Examples include freeway interchange and access ramps, major thoroughfares that travel through several other municipalities and major railroad grade separations.
Local Circulation Fee Funds
Local Circulation Fees are imposed on new residential, commercial, and industrial development to fund the cost of streets, signals, and bridges. These funds may be spent on circulation systems projects that when constructed, will improve trac circulation generally within the boundaries of the city of San Bernardino. An example would be a trac signal at the intersection of two arterial streets.
Highway Safety Improvement Program (HSIP) Grant Fund
The Highway Safety Improvement Program (HSIP), codied as Section 148 of Title 23, United States Code (23 U.S.C. §148) is one of the core federal-aid programs in the federal surface transportation act, Fixing America's Surface Transportation Act (FAST), which was signed into law on December 4, 2015. The Capital Improvement Plan FY 2023 & FY
2024 Revenue Sources
Investing in the Future of San Bernardino
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purpose of the HSIP program is to achieve a signicant reduction in trac fatalities and serious injuries on all public roads, including non-State-owned public roads and roads on tribal land.These are grant funds that are awarded by eligible project.
Storm Drain Construction Fund
New developments are required to pay a fee based on area. These funds are deposited in the Storm Drain Construction Fund. Money in the fund is restricted in its use to the construction and maintenance of the storm drainage system in the City.
Public Use Facility Fund
This fund contains money that can be used only for the construction and maintenance of community centers that are used for classes, meetings, and general public use.
Cultural Development Fund
A Cultural Development Construction Tax is imposed on new the privilege of construction or reconstruction as dened in Municipal Code Section 15.57.020 Subsections C and D, in the amount of one-half of one percent of the construction cost. The funds from this tax may be allocated to cultural development activities or such other uses as the Mayor and Council may direct.
Quimby Development Impact Fee (DIF) Fund
The Quimby Act of 1965 established a fee that developers may pay in lieu of setting aside parkland when they develop an area within a city. Quimby fees are restricted and may only be used to fund construction of new parks facilities or purchase new parkland.
AB 1600 Parkland Development Impact Fee (DIF)
Fund Fees collected in this fund may be used to fund new parks facilities or maintenance at existing facilities.
Community Development Block Grant (CDBG) Funds
The primary objective of this program is to develop viable urban communities by providing good housing, a suitable living environment and expanding economic opportunities, principally for people of low to moderate incomes. This may be achieved by improving poor living conditions, conservation, and expansion of existing housing stock, improved public services, including streets and sidewalks surrounding existing housing, and improved land use. All public facilities, except for “building for the general conduct of government” (i.e. City Hall) are eligible for CDBG funding.
The amount of CDBG funding available for CIP varied depending on other CDBG uses of the funds.
Measure S
Measure S is a Transaction and Use Tax of one percent, passed by the voters of San Bernardino in November of 2020. The proceeds of Measure S are not legally restricted, though the Mayor and City Council adopted a Measure S Expenditure Policy which stated that any proposed expenditure of Measure S funds should consider: the preservation of existing service levels, General Fund Reserve Policy, and Mayor and City Council Key Strategic Targets and Goals of: Financial Stability, Focused, Aligned Leadership and Unied Community, Improved Quality of Life, and Economic Growth and Development.
American Rescue Plan (ARP) Funds
In response to the ongoing COVID-19 crisis, the Federal American Rescue Plan (ARP) provides direct payments to state, local and tribal governments as part of $350 billion in emergency funding. The City of San Bernardino will receive a total of $86.9M in ARP funds in two equal payments, one anticipated in May of 2021, and one 12 months later in 2022. Thus far, there are few restrictions on ARP funds, other than pension plan payments being specically disallowed. Packet Pg. 1206 San Manuel Band of Mission Indians Grant Funds
In December of 2020, the San Manuel Band of Missions invited the City to apply for a grant to assist in the repair of the current Animal Shelter facility. On March 19, 2021, San Manuel informed the City that the grant application had been approved. The City was awarded $1,500,000 to be disbursed over three scal years (2020/21, 2021/22 and 2022/23) at the amount of $500,000 annually. The grant award from the San Manuel Band will help the City take its initial steps toward constructing a replacement shelter and will improve the current facility in order to better serve the community Packet Pg. 1207
Capital Expenitures Dened
The City of San Bernardino recognizes capital outlay expenditures as xed assets, usually authorized in the capital budget, that include land, building, infrastructure, and equipment. A capital expenditure is tangible, durable, non-consumable, and has a useful life of more than one year and value of more than $5,000 per unit.
Capital Expenditure by
Department
Capital Expenditure by Fund
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Animal Services
Community & Economic Development
General Government
Information Technology
Parks Recreation & Community
Police
Public Works
Total
2022-23 Budget 2023-24 Budget
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Governmental
General
General
Special Revenue
Federal Grant Programs
Asset Forfeiture
Cable Television Fund
Proprietary
Internal Service
Information Technology
Total
Collapse All 2022-23 Budget 2023-24 Budget
CAPITAL
FY 2023 & FY 2024
A brief summary capturing capital outlay expenses throughout Fiscal Year 2023 & Fiscal Year 2024.
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FY 2023 Signicant Nonrecurring Capital Expenditures
The Fiscal Year 2023 Capital Expenditure Budget includes a nonrecurring budget of $165,000 in Park’s Recreations & Community Services’ Citywide Activities budget. These funds are appropriated for the purchase of a box trailer for equipment and supplies ($15,000), mobile stage trailer ($100,000), and a utility vehicle ($50,000). The 7ftx16ft Box Trailer is designated to transport equipment and supplies needed/used to support any style of special event. Trailer would be wrapped with vinyl covering depicting and highlighting the city/department. The mobile stage trailer and utility vehicle are needed to transport materials throughout the city. The appropriated budget works to satisfy the goal of maintaining a focused, aligned leadership, and unied community, a Mayor and City Council Goals & Objectives’ initiative. The Fiscal Year 2023 Capital Expenditure Budget also includes an appropriated budget for $150,000 in Animal Services’ San Manuel Grant budget. Within this appropriation is $100,000 designated for motor vehicles and $50,000 for miscellaneous equipment. These nonrecurring capital expenses are recognized as one-time capital expenses. While these capital expenses are recognized as one-time expenses, the city anticipates vehicles to require annual vehicles maintenance. Planning for these increases in operational expenses are complemented by a 2.18% increase in Outside Vehicle Maintenance and 75% increase in Motor Fuel & Lubricant to accommodate for increase operational needs and oil prices.
FY 2024 Signicant Nonrecurring
Capital Expenditures
The Fiscal Year 2024 Capital Expenditure budget
does not include any capital expenditures that
dier recurring those recurring expenses in Fiscal
Year 2023. A signicant recurring capital
expenditure is appropriated funds for motor
vehicles within departments like Police and Public
Works. In honor of asset management planning,
we expect motor vehicles to be a recurring
expense as city-owned vehicles age and devalue
requiring continuing appropriation of funds. The
funding to maintain these vehicles is included in
Vehicle Maintenance expense planning.
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Communications Equipment
Computer Equipment
Miscellaneous Equipment
Motor Vehicles
Total
2022-23 Budget 2023-24 Budget
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Buildings
Building projects focus on city
infrastructure improvements to existing
facilities within our community, as well as
construction and acquisition of new city
infrastructure and capital assets.
Buildings
City of San Bernardino Capital Improvement Plan - New Projects
BUILDINGS
City of San Bernardino Capital Improvement Plan
FY 2023-2027 Five Year Plan
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Buildings
City of San Bernardino Capital Improvement Plan - Existing Projects Which Buildings projects will be receiving new funding in our FY 2023-27 CIP?
Reset
Broken down by
Program* Governmental Capital Improvement Projects Construction History
Visualization
2022-23
Budget
2023-24
Budget
2024-25
Budget
2025-26
Budget
2026-27
Budge
Fiscal Year
0.0 1.0M
2.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
Dollars
Back
Feldhym Improvements
Police Locker Room Renova…
One Stop Permitting Center
Police Building Managemen…
Perris Hill Senior Center Ro…
City Hall Server Room Impr…
AC Unit Replacements Reg…
Sort Large to Small
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Feldhym Improvements $150,000 $400,000 $0 $0 $0
Police Locker Room Renovation $500,000 $0 $0 $0 $0
One Stop Permitting Center $400,000 $0 $0 $0 $0
Police Building Management System $350,000 $0 $0 $0 $0
Perris Hill Senior Center Roof Replacement $250,000 $0 $0 $0 $0 AC Unit Replacements Regal Theater $200,000 $0 $0 $0 $0 City Hall Server Room Improvements $200,000 $0 $0 $0 $0 TOTAL $2,050,000 $400,000 $0 $0 $0
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CIP Project Detail Pages
Feldheym Improvements
Perris Hill Senior Center Roof Replacement
City Hall Server Room Improvements
AC Unit Replacements Regal Theater
Police Locker Room Renovation
Police Building Management System
One Stop Permitting Center
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Project Description & Overview
This project consists of the painting the inside and
outside of the Feldhym Library.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Norman F. Feldheym Public Li…
555 W 6th St, San Bernardino, CA
92410 Directions
4.5 80 reviews
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Project Status Project Location Consistency
Planning 555 W 6th St, San
Bernardino, CA 92410
3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
Feldyhm Improvements
Project Number: GB 23-001
Ward(s): 1
Project Category: New
Project Type: Buildings
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Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $550,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Feldhym Improvements
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Feldhym Improvements $150,000 $400,000 $0 $0 $0
TOTAL $150,000 $400,000 $0 $0 $0
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Project Description & Overview
This project consists of the roof replacement and
refurbishing of the Perris Hill Senior Center roof.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Perris Hill Senior Center
780 E 21st St, San Bernardino, CA
92404 Directions
4.6 26 reviews
View larger map
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Project Status Project Location Consistency
Planning 780 E 21st St, San
Bernardino, CA 92404
2A. Develop and implement
a community engagement
plan.
Perris Hill Senior Center Roof Replacement
Project Number: GB 23-002
Ward(s): 2
Project Category: New
Project Type: Buildings
Packet Pg. 1215
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2022 $250,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
Perris Hill Senior Center Roof Replacement
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Perris Hill Senior Center Roof Replacement $250,000 $0 $0 $0 $0 TOTAL $250,000 $0 $0 $0 $0
Packet Pg. 1216
Project Description & Overview
This project is intended to replace the cooling
system within City Hall to improve working
conditions.
Project Status Update
This is a new project and scheduled to start in FY
2023.
San Bernardino City Hall
290 N D St, San Bernardino, CA
92401 Directions
4.1 22 reviews
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Project Status Project Location Consistency
Planning 290 N D St, San Bernardino,
CA 92401
1E. Create an asset
management plan.
City Hall Server Room Improvements
Project Number: GB 23-003
Ward(s): 1
Project Category: New
Project Type: Buildings
Packet Pg. 1217
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2022 $200,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
City Hall Server Room Improvements
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget City Hall Server Room Improvements $200,000 $0 $0 $0 $0 TOTAL $200,000 $0 $0 $0 $0
Packet Pg. 1218
Project Description & Overview
The funding provided is for HVAC unit replacement
at San Bernardino's Regal Theater.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Regal San Bernardino
450 N E St, San Bernardino, CA
92401 Directions
4.5 4,062 reviews
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Project Status Project Location Consistency
Planning 450 N E St, San Bernardino,
CA 92401
2A. Develop and implement
a community engagement
plan.
AC Unit Replacements Regal Theater
Project Number: GB 23-004
Ward(s): 1
Project Category: New
Project Type: Buildings
Packet Pg. 1219
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $200,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
AC Unit Replacements Regal Theater
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget AC Unit Replacements Regal Theater $200,000 $0 $0 $0 $0 TOTAL $200,000 $0 $0 $0 $0
Packet Pg. 1220
Project Description & Overview
This project consists of funding for a new R&R
Locker Room at the City's Police Department.
Project Status Update
This is a new project and scheduled to start in FY
2023.
710 N D St
710 N D St, San Bernardino, CA
92410 Directions
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Project Status Project Location Consistency
Planning 710 N D St, San Bernardino,
CA 92410
2C. Build a culture that
attracts, retains, and
motivates the highest
quality talent.
Police Locker Room Renovation
Project Number: GB 23-005
Ward(s): 1
Project Category: New
Project Type: Buildings
Packet Pg. 1221
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $500,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Police Locker Room Renovation
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Police Locker Room Renovation $500,000 $0 $0 $0 $0
TOTAL $500,000 $0 $0 $0 $0
Packet Pg. 1222
Project Description & Overview
This project is needed for the replacement of the
management system of the City of San
Bernardino's Police Building.
Project Status Update
This is a new project and scheduled to start in FY
2023.
710 N D St
710 N D St, San Bernardino, CA
92410 Directions
View larger map
Map data ©2022 Google Report a map error
Project Status Project Location Consistency
Planning 710 N D St, San Bernardino,
CA 92410
1E. Create an asset
management plan.
Police Building Management System
Project Number: GB 23-006
Ward(s): 1
Project Category: New
Project Type: Buildings
Packet Pg. 1223
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2022 $350,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Police Building Management System
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Police Building Management System $350,000 $0 $0 $0 $0
TOTAL $350,000 $0 $0 $0 $0
Packet Pg. 1224
Project Description & Overview
This project is intended to convert the City Council
Chamber into a permit counter and center in a
one-stop shop system.
Project Status Update
This is a new project and scheduled to start in FY
2023.
City of San Bernardino Buildin…
201 N E St Unit B, San Bernardino, CA 92401 Directions
2.7 9 reviews
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Map data ©2022 Google Report a map error
Project Status Project Location Consistency
Planning 201 N E St Unit B, San
Bernardino, CA 92401
3B. Develop a customer
service intiative.
One Stop Permitting Center
Project Number: GB 23-007
Ward(s): 1
Project Category: New
Project Type: Building
Packet Pg. 1225
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2022 $400,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance N/A
Project Funding and Expenditure Detail
One Stop Permitting Center
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget One Stop Permitting Center $400,000 $0 $0 $0 $0
TOTAL $400,000 $0 $0 $0 $0
Packet Pg. 1226
Parks
Parks projects work to bring new and existing city
parks' infrastructure, equipment, landscaping back
to quality standards as well as other recreational
facilities.
Parks
City of San Bernardino Capital Improvement Plan - New Projects PARKS
City of San Bernardino Capital Improvement Plan
FY 2023-2027 Five Year Plan
Packet Pg. 1227
Parks
City of San Bernardino Capital Improvement Plan - Existing Projects Which Parks projects will be receiving new funding in our FY 2023-27 CIP?
Reset
Broken down by
Program* Governmental Capital Improvement Projects Construction History
Visualization
2022-23
Budget
2023-24
Budget
2024-25
Budget
2025-26
Budget
2026-27
Budge
Fiscal Year
0.0 500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
Dollars
Back
Park Restrooms Replace/R…
Baseball/Softball field #1
Jerry Lewis Swim Center I…
Pool Filtration Systems Imp…
Norton Gym Pickleball Cour…
Parks Master Plan
Guadalupe Field Upgrades
Renovation of Skate Park at…
Perris Hill Senior Center Re…
Bobby Vega Park Improvem…
Sort Large to Small
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Baseball/Softball field #1 $0 $0 $1,000,000 $1,000,000 $1,000,000 Park Restrooms Replace/Renovate $0 $0 $1,000,000 $1,000,000 $1,000,000 Jerry Lewis Swim Center Improvements $0 $500,000 $750,000 $0 $0 Pool Filtration Systems Improvements $0 $400,000 $400,000 $400,000 $0 Norton Gym Pickleball Courts $0 $1,200,000 $0 $0 $0
Parks Master Plan $350,000 $750,000 $0 $0 $0
Guadalupe Field Upgrades $995,000 $0 $0 $0 $0
Renovation of Skate Park at Speicher Park $650,000 $0 $0 $0 $0 Perris Hill Senior Center Renovation $400,000 $0 $0 $0 $0 Bobby Vega Park Improvement $250,000 $0 $0 $0 $0
TOTAL $2,645,000 $2,850,000 $3,150,000 $2,400,000 $2,000,000 Packet Pg. 1228
CIP Project Detail Pages
Norton Gym Pickleball Courts
Perris Hill Senior Center Renovation
Jerry Lewis Swim Center Improvements
Pool Filtration Systems
Bobby Vega Park Improvements
Renovation of Skate Park at Speicher Park
Parks Master Plan (Cultural Development Fund)
Parks Master Plan (Measure S)
Guadalupe Field Upgrades
Citywide Park Restroom Renovations
Baseball/ Softball Field Phase 1
Packet Pg. 1229
Project Description & Overview
Installation of new pickle ball courts at the Norton
Recreation Center.
Project Status Update
This is a new project and scheduled to start in FY
2024.
Norton Recreation Center
1554 Art Townsend Dr, San Bernardino, CA 92408 Directions
3.9 29 reviews
View larger map
Map data ©2022 Google Report a map error
Project Status Project Location Consistency
Planning 1554 Art Townsend Dr, San
Bernardino, CA 92408
2A. Develop and implement
a community engagement
plan.
Norton Gym Pickleball Courts
Project Number: PR 24-001
Ward(s): 1
Project Category: New
Project Type: Parks
Packet Pg. 1230
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2024 $1,200,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance N/A
Project Funding and Expenditure Detail
Norton Gym Pickleball Courts
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Norton Gym Pickleball Courts $0 $1,200,000 $0 $0 $0
TOTAL $0 $1,200,000 $0 $0 $0
Packet Pg. 1231
Project Description & Overview
The funding for this project is designated for
painting and carpet renovations at the Perris Hill
Senior Center.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Perris Hill Senior Center
780 E 21st St, San Bernardino, CA
92404 Directions
4.6 26 reviews
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Project Status Project Location Consistency
New 780 E 21st St, San
Bernardino, CA 92404
3B. Develop a customer
service initiative.
Perris Hill Senior Center Renovation
Project Number: PR 23-001
Ward(s): 2
Project Category: New
Project Type: Parks
Packet Pg. 1232
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $400,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Perris Hill Senior Center Renovation
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Perris Hill Senior Center Renovation $400,000 $0 $0 $0 $0 TOTAL $400,000 $0 $0 $0 $0
Packet Pg. 1233
Project Description & Overview
This project is aimed to improve the Jerry Lewis
Swim Center through painting and carpet
replacement.
Project Status Update
This is a new project and scheduled to start in FY
2024.
Jerry Lewis Family Swim Cent…
831 E Highland Ave, San Bernardino, CA 92404 Directions
4.2 248 reviews
View larger map
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Project Status Project Location Consistency
Planning 831 E Highland Ave, San
Bernardino, CA 92404
3B. Develop a customer
service initiative.
Jerry Lewis Swim Center Improvements
Project Number: PR 24-002
Ward(s): 2
Project Category: New
Project Type: Parks
Packet Pg. 1234
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2022 $1,250,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Jerry Lewis Swim Center Improvements
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Jerry Lewis Swim Center Improvements $0 $500,000 $750,000 $0 $0 TOTAL $0 $500,000 $750,000 $0 $0
Packet Pg. 1235
Project Description & Overview
This funded project is directed to replace or
refurbish citywide pool ltration systems.
Project Status Update
This is a new project and scheduled to start in FY
2024
Project Status Project Location Consistency
Planning Citywide 1E. Create an asset
management plan.
Pool Filtration Systems Improvements
Project Number: PR 24-003
Ward(s): All
Project Category: New
Project Type: Parks
Packet Pg. 1236
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2026 $1,200,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
Pool Filtration Systems Improvements
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Pool Filtration Systems Improvements $0 $400,000 $400,000 $400,000 $0 TOTAL $0 $400,000 $400,000 $400,000 $0
Packet Pg. 1237
Project Description & Overview
The funding for this project is designated for
parking lot improvements at Bobby Vega Park.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Bobby Vega Park
800-862 N Garner Ave, San Bernardino, CA 92411 Directions
3.9 70 reviews
View larger map
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Project Status Project Location Consistency
Planning 800-862 N Garner Ave, San
Bernardino, CA 92411
1E. Create an asset
management plan.
Bobby Vega Park Improvement
Project Number: PR 23-002
Ward(s): 2
Project Category: New
Project Type: Parks
Packet Pg. 1238
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $250,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Bobby Vega Park Improvement
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Bobby Vega Park Improvement $250,000 $0 $0 $0 $0
TOTAL $250,000 $0 $0 $0 $0
Packet Pg. 1239
Project Description & Overview
New skate park elements and park renovations at
Speicher Park.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Speicher Memorial Park
1535 Arden Ave, San Bernardino, CA
92404 Directions
4.0 303 reviews
View larger map
Map data ©2022 Report a map error
Project Status Project Location Consistency
Planning 1535 Arden Ave, San
Bernardino, CA 92404
2A. Develop and implement
a community engagement
plan.
Renovation of Skate Park at Speicher Park
Project Number: PR 23-003
Ward(s): 2
Project Category: New
Project Type: Parks
Packet Pg. 1240
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $650,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance N/A
Project Funding and Expenditure Detail
Renovation of Skate Park at Speicher Park
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Renovation of Skate Park at Speicher Park $650,000 $0 $0 $0 $0 TOTAL $650,000 $0 $0 $0 $0
Packet Pg. 1241
Project Description & Overview
This project is required for the development of the
New Park Masterplan.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Project Status Project Location Consistency
Planning Citywide 2A. Develop and implement
a community engagement
plan.
Parks Master Plan (Cultural Development
Fund)
Project Number: PR 23-004
Ward(s): All
Project Category: New
Project Type: Parks
Packet Pg. 1242
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $350,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Parks Master Plan (Cultural Development Fund)
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Parks Master Plan $350,000 $0 $0 $0 $0
TOTAL $350,000 $0 $0 $0 $0
Packet Pg. 1243
Project Description & Overview
This project is required for the development of the
New Park Masterplan.
Project Status Update
This is a new project and scheduled to start in FY
2024.
Project Status Project Location Consistency
Planning Citywide 2A. Develop and implement
a community engagement
plan.
Parks Master Plan (Measure S Fund)
Project Number: PR 23-004
Ward(s): All
Project Category: New
Project Type: Parks
Packet Pg. 1244
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $750,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Parks Master Plan (Measure S)
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Parks Master Plan $0 $750,000 $0 $0 $0
TOTAL $0 $750,000 $0 $0 $0
Packet Pg. 1245
Project Description & Overview
New building and lighting at Guadalupe Field along
with other eld renovations.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Guadalupe Field
780 Roberds Ave N, San Bernardino, CA 92411 Directions
4.3 41 reviews
View larger map
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Project Status Project Location Consistency
Planning 780 Roberds Ave N, San
Bernardino, CA 92411
2A. Develop and implement
a community engagement
plan.
Guadalupe Field Upgrades
Project Number: PR 23-005
Ward(s): 1
Project Category: New
Project Type: Parks
Packet Pg. 1246
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $995,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance N/A
Project Funding and Expenditure Detail
Guadalupe Field Upgrades
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Guadalupe Field Upgrades $995,000 $0 $0 $0 $0
TOTAL $995,000 $0 $0 $0 $0
Packet Pg. 1247
Project Description & Overview
This consists of citywide renovations of park
bathrooms. The continuation of prior funding is
comprised of funds designated for bathrooms at
Perris Hill Park, Speicher Park, and Blair Park.
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design Citywide 3C. Constantly evaluate
public safety service
delivery methods to
enhance the quality of
service.
Citywide Park Restroom Renovations
Project Number: PR22-010
Ward(s): All
Project Category: Existing
Project Type: Parks
Packet Pg. 1248
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2027 $3,000,000 $1,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance $1,000,000
Project Funding and Expenditure Detail
Citywide Park Restroom Renovations
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Park Restrooms Replace/Renovate $0 $0 $1,000,000 $1,000,000 $1,000,000 TOTAL $0 $0 $1,000,000 $1,000,000 $1,000,000
Packet Pg. 1249
Project Description & Overview
Refurbishment of a standard size softball eld.
This project will improve safety for participants
and restore the deteriorated condition of the eld
to new to support heavy use by the community.
Two elds at Encanto Park and 3 elds at
Wildwood Park.
Project Status Update
This project is currently in its design phase.
Encanto Park
San Bernardino, CA 92411 Directions
View larger map
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Project Status Project Location Consistency
Design 536 E 40th St, San
Bernardino, CA 92404
1180 W 9th St, San
Bernardino, CA 92411
3C. Constantly evaluate
public safety service
delivery models tp enhance
the quality of service
Baseball/Softball Field Phase 1
Project Number: PR22-0111
Ward(s): 1
Project Category: Existing
Project Type: Parks
Packet Pg. 1250
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2027 $3,000,000 $1,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $1,000,000
Project Funding and Expenditure Detail
,, ,, ,,
,, ,, ,,
Baseball/Softball field #1
Total
2022-23 Budget 2023-24 Budget 2024-25 Budget 2025-26 Budget 2026-27 Budget Packet Pg. 1251
Storm Drain
Storm Drain projects improve and replace
water and sewer infrastructure through
maintenance, improvements, and other
eorts to clean debris.
Storm Drain
City of San Bernardino Capital Improvement Plan - New Projects Storm Drain
City of San Bernardino Capital Improvement Plan - Existing Projects
STORM DRAIN
City of San Bernardino Capital Improvement Plan
FY 2023-2027 Five Year Plan
Packet Pg. 1252
Which Buildings projects will be receiving new funding in our FY 2023-27 CIP?
Reset
Broken down by
Program* Governmental Capital Improvement Projects Construction History
Visualization
2022-
23 Budget
2023-24
Budget
2024-25
Budget
2025-26
Budget
2026-
27 Budget
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
Dollars
Back
Mt Vernon Storm Drain
STORM DRAIN UPGRADE …
Sierra Way Storm Drain
TMDLS-Track 1
CONEJO & 39TH STM DRN…
Sort Large to Small
CIP Project Type - Storm Drain
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mt Vernon Storm Drain $3,000,000 $0 $0 $0 $0
Sierra Way Storm Drain $2,500,000 $0 $0 $0 $0
STORM DRAIN UPGRADE SD 19-002 $500,000 $500,000 $500,000 $500,000 $500,000 TMDLS-Track 1 $150,000 $150,000 $150,000 $150,000 $150,000 CONEJO & 39TH STM DRN SD19-001 $500,000 $0 $0 $0 $0
TOTAL $6,650,000 $650,000 $650,000 $650,000 $650,000
CIP Project Detail Pages
Sierra Way Storm Drain
Storm Drain Upgrade SD 19-002
Mount Vernon Storm Drain
Conejo from 39th St. to 40th St.
Citywide Storm Drain Trash Capture Devices -
TMDLs - Track 1
Packet Pg. 1253
Project Description & Overview
New storm drain through Sierra Way between
30th and 40th.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Project Status Project Location Consistency
Planning Sierra Way & 30th - 40th 4C. Roll out strategy to create a 21st century urban
core.
Sierra Way Storm Drain
Project Number: SD 23-001
Ward(s): 7
Project Category: New
Project Type: Storm Drains
Packet Pg. 1254
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $2,500,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance N/A
Project Funding and Expenditure Detail
Sierra Way Storm Drain
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Sierra Way Storm Drain $2,500,000 $0 $0 $0 $0
TOTAL $2,500,000 $0 $0 $0 $0
Packet Pg. 1255
Project Description & Overview
Annual program to repair/replace existing storm
drains. This is a critical program to address major
areas of deferred manintence and mitigate
ooding during storm events.
Project Status Update
This project is currently in its construction phase.
Project Status Project Location Consistency
Construction Citywide 3C. Contantly evaluate
public safety service
delivery models to enhance
the quality of life.
Storm Drain Annual Upgrades
Project Number: SD 19-002
Ward(s): All
Project Category: Existing
Project Type: Storm Drain
Packet Pg. 1256
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
Continuous $4,017,233 $1,630,343
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $868,995
Project Funding and Expenditure Detail
STORM DRAIN UPGRADE SD 19-002
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget STORM DRAIN UPGRADE SD 19-002 $500,000 $500,000 $500,000 $500,000 $500,000 TOTAL $500,000 $500,000 $500,000 $500,000 $500,000
Packet Pg. 1257
Project Description & Overview
Flood Control District Plan Implementation along
Mt. Vernon Ave. from 16th St. to Highland Ave.
Installation of County of San Bernardino Flood
Control District Comprehensive Storm Drain Plan
Project No. 7-D13 along Mt. Vernon Avenue from
16th Street to Highland Avenue.
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design Mount Vernon Ave & 16th
St - Highland Ave
4C. Roll out a strategy to
create a 21st century urban
core.
Mount Vernon Storm Drain
Project Number: SD20-003
Ward(s): 6
Project Category: Existing
Project Type: Storm Drains
Packet Pg. 1258
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $3,300,000 $3,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance $3,148,368
Project Funding and Expenditure Detail
Mt Vernon Storm Drain
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mt Vernon Storm Drain $3,000,000 $0 $0 $0 $0
TOTAL $3,000,000 $0 $0 $0 $0
Packet Pg. 1259
Project Description & Overview
This Cooperative Project with the County will
replace existing failing corrugated metal drains
with a reinforced concrete pipes.
Project Status Update
This project is currently in its planning phase.
E 40th St & Conejo Dr
San Bernardino, CA 92404 Directions
View larger map
Map data ©2022 Google Report a map error
Project Status Project Location Consistency
Planning Conejo St. & 39th - 40th 3C. Constantly evaluate public safety service
delivery models to enhance
the quality of service
Conejo Between 39th Street and 40th Street
Project Number: SD 19-001
Ward(s): 4
Project Category: Existing
Project Type: Storm Drains
Packet Pg. 1260
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $500,000 $500,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $500,000
Project Funding and Expenditure Detail
CONEJO & 39TH STM DRN SD19-001
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget CONEJO & 39TH STM DRN SD19-001 $500,000 $0 $0 $0 $0
TOTAL $500,000 $0 $0 $0 $0
Packet Pg. 1261
Project Description & Overview
Years 3 and 4 of the mandatory installation of
trash capture devices to prevent trash from
entering the storm drainage system. To comply
with State Water Code Section 13383 for trash
provisions install full captured devices Citywide.
Total Mix Daily Loads (TMDLS) will prohibit trash
going into the system. This project is an annual
project over ve (5) years.
Project Status Update
This project is currently in its construction phase.
Project Status Project Location Consistency
Construction Citywide 3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
Citywide Storm Drain Trash Capture Devices
- TMDLs- Track 1
Project Number: SD21-001
Ward(s): All
Project Category: Existing
Project Type: Storm Drains
Packet Pg. 1262
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
Continuous $900,000 $300,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Increase Annual Maintenance $234,895
Project Funding and Expenditure Detail
Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget TMDLS-Track 1 $150,000 $150,000 $150,000 $150,000 $150,000 TOTAL $150,000 $150,000 $150,000 $150,000 $150,000
Packet Pg. 1263
Streets
Streets projects focus on roadway improvement to
numerous types of streets (arterial, collector,
residential, streets with shared ownership, etc.)
and sidewalks through reconstruction, repavement, slurry/ crack sealing, or overlay.
Streets
City of San Bernardino Capital Improvement Plan - New Projects
STREETS
City of San Bernardino Capital Improvement Plan
FY 2023-2027 Five Year Plan
Packet Pg. 1264
Streets
City of San Bernardino Capital Improvement Plan - Existing Projects Which Streets projects will be receiving new funding in our FY 2023- 27 CIP?
Reset
Broken down by
Program* Governmental Capital Improvement Projects Construction History
Visualization
2022-
23 Budget
2023-24
Budget
2024-25
Budget
2025-26
Budget
2026-
27 Budget
Fiscal Year
0.0 5.0M
10.0M
15.0M
20.0M
25.0M
Dollars
Back
City Wide Pavement Rehab
Pepper Ave Rehab
PAVEMENT REJUVENATIO…
MT VERNON BRIDGE REP…
40TH ST WIDEJOHNSON T…
STATE ST EXTENSION -PA …
Street Sweeping Signage Pr…
Street Rehabilitation
More (5 grouped)
Sort Large to Small
Packet Pg. 1265
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget City Wide Pavement Rehab $7,000,000 $0 $1,000,000 $0 $0 Pepper Ave Rehab $7,500,000 $0 $0 $0 $0
PAVEMENT REJUVENATION VARIOUS $1,000,000 $2,250,000 $1,000,000 $1,000,000 $1,000,000 MT VERNON BRIDGE REPLACEMENT $1,425,000 $1,225,000 $750,000 $0 $0 Street Sweeping Signage Program $2,000,000 $0 $0 $0 $0
STATE ST EXTENSION -PA & ED ONLY $2,000,000 $0 $0 $0 $0 40TH ST WIDEJOHNSON TO ELECTRIC $0 $2,000,000 $0 $0 $0
Street Rehabilitation $1,600,000 $0 $0 $0 $0
UNIV PKWY/I-215 FWY IMPROVEMENTS $749,272 $501,057 $0 $0 $0 New Pavement Management Program $1,000,000 $0 $0 $0 $0
Street Rehab Co-op W/County $1,000,000 $0 $0 $0 $0
Alley Rehabilitation $722,772 $0 $0 $0 $0
CO OP CITY OF HIGHLAND SS19-002 $100,000 $0 $0 $0 $0
TOTAL $26,097,044 $5,976,057 $2,750,000 $1,000,000 $1,000,000 CIP Project Detail Pages
New Pavement Management Program
Alley Rehabilitation (Clean California Local
Grant)
Street Sweeping Signage Program
Mt. Vernon Bridge Replacement
40th St Widening Johnson to Electric
University Parkway Improvements
State Street Extension
Co-op w/ the City of Highland
Citywide Street Rehab - (Measure S)
Citywide Street Rehab - (SB1)
Citywide Pavement Rejuvenation Slurry/Crack
Seal (Measure I)
Citywide Pavement Rejuvenation Slurry/Crack
Seal (Measure S)
Pepper Ave Rehabilitation
Pavement Rehabilitation Project
Packet Pg. 1266
Project Description & Overview
The City is planning to invest in a new Pavement
Management System (PMS) Development.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Project Status Project Location Consistency
Planning Citywide 3A. Reduce the burden of
homelessness through
engagement, collaboration,
and alignment with other
entities.
New Pavement Management Program
Project Number: SS 23-001
Ward(s): All
Project Category: New
Project Type: Streets
Packet Pg. 1267
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $1,000,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
New Pavement Management Program
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget New Pavement Management Program $1,000,000 $0 $0 $0 $0
TOTAL $1,000,000 $0 $0 $0 $0
Packet Pg. 1268
Project Description & Overview
This projects consists of the funding for the
rehabiliation of a few select alleys within the City.
Project Status Update
This is a new project and scheduled to start in FY
2023
Project Status Project Location Consistency
Planning Citywide 3B. Reduce the burden of
homelessness through
engagement, collaboration,
and alignment with other
entities.
Alley Rehabilitation (Clean California Local
Grant)
Project Number: SS23-002
Ward(s): All
Project Category: New
Project Type: Streets
Packet Pg. 1269
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $722,772 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Alley Rehabilitation
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Alley Rehabilitation $722,772 $0 $0 $0 $0
TOTAL $722,772 $0 $0 $0 $0
Packet Pg. 1270
Project Description & Overview
Installation of new street sweeping signage.
Project Status Update
This is a new project and scheduled to start in FY
2023.
Project Status Project Location Consistency
Planning Citywide 3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
Street Sweeping Signage
Project Number: SS23-003
Ward(s): All
Project Category: New
Project Type: Streets
Packet Pg. 1271
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
July 2023 $2,000,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact N/A
Project Funding and Expenditure Detail
Street Sweeping Signage Program
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Street Sweeping Signage Program $2,000,000 $0 $0 $0 $0
TOTAL $2,000,000 $0 $0 $0 $0
Packet Pg. 1272
Project Description & Overview
Project is in construction and is being
implemented in partnership with SBCTA and BNSF.
Various agreements and nancial commitments to
this project have previosuly been approved by the
Mayor and City Council. This is a top priority for
the City.
Project Status Update
This project is currently in its construction phase.
313-381 N Mt Vernon Ave
313-381 N Mt Vernon Ave, San Bernardino, CA 92410 Directions View larger map
Map data ©2022 Report a map error
Project Status Project Location Consistency
Construction Mt. Vernon Ave. between
2nd Street and 5th Street
3C. Constantly evaluate
public safety service models
to enhance the quality of
service.
Mount Vernon Bridge Replacement
Project Number: SS04-012
Ward(s): 1,3
Project Category: Existing
Project Type: Streets
Packet Pg. 1273
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2024 $3,663,294 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
MT VERNON BRIDGE REPLACEMENT
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget MT VERNON BRIDGE REPLACEMENT $1,425,000 $1,225,000 $750,000 $0 $0 TOTAL $1,425,000 $1,225,000 $750,000 $0 $0
Packet Pg. 1274
Project Description & Overview
This project involves widening and improving of
40th Street between Johnson St. and Electric Ave.
Project Status Update
This project is currently in its design phase.
Electric Ave N & W 40th St
San Bernardino, CA 92405 Directions
View larger map
Map data ©2022 Google Report a map error
Project Status Project Location Consistency
Design Electric Ave N & S Johnson
St - W 40th StSan
Bernardino, CA 92405
3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
40th St. Widening from Johnson St. to
Electric Ave.
Project Number: SS04-014
Ward(s):
Project Category: Existing
Project Type: Streets
Packet Pg. 1275
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2024 $4,245,755 $1,425,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact $1,762,071
Project Funding and Expenditure Detail
40th St - JOHNSON TO ELECTRIC
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget 40TH ST WIDEJOHNSON TO ELECTRIC $0 $2,000,000 $0 $0 $0
TOTAL $0 $2,000,000 $0 $0 $0
Packet Pg. 1276
Project Description & Overview
This project consists of improving trac ow
through the interchange at University Parkway and
I-215 by installing a Divergent Diamond
Interchange (DDI).
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design University Parkway & I-215 3C. Constantly evaluate public safety service
delivery models to enhance
the quality of service.
University Parkway Improvements
Project Number: SS04-019
Ward(s): 5, 6
Project Category: Existing
Project Type: Streets
Packet Pg. 1277
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2025 $2,002,055 $30,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact $1,252,783.25
Project Funding and Expenditure Detail
UNIV PKWY/I-215 FWY IMPROVEMENTS
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget UNIV PKWY/I-215 FWY IMPROVEMENTS $749,272 $501,057 $0 $0 $0 TOTAL $749,272 $501,057 $0 $0 $0
Packet Pg. 1278
Project Description & Overview
This is Phase 1 of 4 phases. This phase consists of
extending State Street as a 4 lane highway from
16th Street to Baseline Street. The existing trac
signal at Baseline Street and State Street will be
modied to add a 4TH leg. The remaining phases
will extend State Street as follows; Phase 2 –
Baseline Street to 9th Street; Phase 3 – Foothill
Boulevard to Ranch Avenue; Phase 4 – 9TH Street
to Foothill Boulevard.
Project Status Update
This project is currently in its Right-of-Way Phase.
Project Status Project Location Consistency
Planning State St. & 16th St - Baseline
Rd
4C. Roll out a strategy to
create a 21st century urban
core.
State Street Extension
Project Number: SS04-009
Ward(s): 1, 6
Project Category: Existing
Project Type: Streets
Packet Pg. 1279
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $5,464,495 $2,500,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Estimated Annual Maintenance of $2,000 $3,464,495
Project Funding and Expenditure Detail
STATE ST EXTENSION
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget STATE ST EXTENSION -PA & ED ONLY $2,000,000 $0 $0 $0 $0 TOTAL $2,000,000 $0 $0 $0 $0
Packet Pg. 1280
Project Description & Overview
This project includes construction of sidewalk, curb
ramps, bike lanes, installation of street lights and
pavement rehabilitation at 6 locations where the
two cities have shared jurisdiction. Highland will be
the lead agency for the project. The following
segments are those that are not yet completed:
Pacic Street between Victoria Avenue and
Palm Avenue.
Pacic Street between Palm Avenue and
Church Avenue.
Pacic Street bikeway improvements from
Guthrie Street and Church Avenue.
Street Light improvements on 3rd Street near
Palm Avenue.
Project Status Update
This project is currently in its construction phase.
Project Status Project Location Consistency
Construction E Pacic St 4C. Roll out a strategy to
create a 21st century urban
core.
Co-op with the City of Highland
Project Number: SS19-002
Ward(s): 1, 4, 6
Project Category: Existing
Project Type: Streets
Packet Pg. 1281
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $2,016,155 $533,851
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $752,511
Project Funding and Expenditure Detail
CO OP CITY OF HIGHLAND SS19-002
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget CO OP CITY OF HIGHLAND SS19-002 $100,000 $0 $0 $0 $0
TOTAL $100,000 $0 $0 $0 $0
Packet Pg. 1282
Project Description & Overview
The Citywide Street Rehabilitation program
consists of two major funding sources, Measure I
& Measure S, that provide new funding along with
funds to be carried over. These funds are
supplement packages of street projects in FY
2022's Citywide Street Rehabilitation Program.
Project Status Update
This project is currently in its planning phase.
Project Status Project Location Consistency
Planning Citywide 3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
Citywide Street Rehab (Measure S)
Project Number: SS22-005, SS-22-007, SS22-008, SS22-009 Ward(s): All
Project Category: Existing
Project Type:Streets
Packet Pg. 1283
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2025 $40,815,000 $8,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $12,526,504
Project Funding and Expenditure Detail
Citywide Street Rehab - (Measure S)
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget City Wide Pavement Rehab $2,000,000 $0 $1,000,000 $0 $0 TOTAL $2,000,000 $0 $1,000,000 $0 $0
Packet Pg. 1284
Project Description & Overview
Citywide Pavement Rehabilitation (SB1):
13th Street - Montgomery Street
17th Street - Western Avenue to Medical Center
Drive
14th Street - Garner to Mt. Vernon
16th Street - Harris to J Street
18th Street - Sterling Avenue to Guthrie Street
20th Street - Highland Avenue to Bridge
31 Street - Crescent Avenue to H Street
31 street - F Street to G Street
33rd Street - G Street to H Street
Mill Avenue - Mt. Vernon and Bordwell
Project Status Update
This project is receiving a new wave of SB1 funding
along with the listed projects that is a part of the
Citywide Street Rehabilitation Program. This
project is currently in its planning and design
phase.
Citywide Street Rehab (SB1)
Project Number: SS22-006
Ward(s): All
Project Category: Existing
Project Type: Streets
Packet Pg. 1285
Project Status Project Location Consistency
Planning / Design Multiple 3C. Constantly evaluate
public safety service
deilvery models to enhance
the quality of service.
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $5,000,000 $2,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $4,107,292
Project Funding and Expenditure Detail
Citywide Street Rehab - (SB1)
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget City Wide Pavement Rehab $5,000,000 $0 $0 $0 $0
TOTAL $5,000,000 $0 $0 $0 $0
Packet Pg. 1286
Project Description & Overview
Citywide initiative to improve overall condition of
streets.
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design Citywide 3C. Constantly evaluate public
safety service delivery models to
enhance the quality of service.
Citywide Pavement Rejuvenation
Slurry/Crack Seal (Measure I)
Project Number: SS-E
Ward(s): All
Project Category: Existing
Project Type: Streets
Packet Pg. 1287
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
Continuous $6,051,744 $1,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $1,050,824
Project Funding and Expenditure Detail
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measu... 2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget PAVEMENT REJUVENATION VARIOUS $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 TOTAL $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Packet Pg. 1288
Project Description & Overview
Citywide initiative to improve overall conditions of
streets.
Project Status Update
This is a new project and scheduled to start in FY
2024.
Project Status Project Location Consistency
Planning Citywide 3C. Constantly evaluate public
safety service delivery models to
enhance the quality of service.
Citywide Pavement Rejuvenation
Slurry/Crack Seal (Measure S)
Project Number: SS-E
Ward(s): All
Project Category: Existing
Project Type: Streets
Packet Pg. 1289
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2024 $1,250,000 N/A
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance N/A
Project Funding and Expenditure Detail
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measu... 2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget PAVEMENT REJUVENATION VARIOUS $0 $1,250,000 $0 $0 $0
TOTAL $0 $1,250,000 $0 $0 $0
Packet Pg. 1290
Project Description & Overview
Pavement condition of Pepper Avenue from
Baseline Road to Mill Street will be evaluated and a
street pavement project will be implemented. This
project is a joint project with the City of Rialto. The City of San Bernardino is the lead agency.
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design Pepper Ave & Baselind Rd -
Mill St
3C. Constantly evaluate
public safety service
delivery methods to
enhance the quality of
service.
Pepper Ave Rehabilitation
Project Number: SS20-10
Ward(s): 3, 6
Project Category: New
Project Type: Existing
Packet Pg. 1291
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2025 $5,217,342 $1,010,985
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $1,009,334
Project Funding and Expenditure Detail
Pepper Ave Rehab
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Pepper Ave Rehab $7,500,000 $0 $0 $0 $0
TOTAL $7,500,000 $0 $0 $0 $0
Packet Pg. 1292
Project Description & Overview
Rehabilitation of streets throughout the City:
King St. from K St. to Mt. Vernon Ave.
Highland Ave. from 210/215 to Lincoln Ave.
K St. from Mill St. to Hillcrest Ave.
Pumalo St. from Arden Ave. to Sterling Ave.
Churchill St. from Belmont Ave. to Olive Ave.
Baseline St. from Medical Center to Mt. Vernon
Ave.
10th Street from F Street to G Street*
49th Street from Sepulveda Avenue to end*
Rialto Avenue from Mt. Vernon to Muscott*
*new projects not shown in the right hand image.
Project Status Update
This project is currently in its planning phase
Citywide Pavement Rehabilitation
Project Number: SS21-001
Ward(s): All
Project Category: Existing
Project Type: Streets
Packet Pg. 1293
Project Status Project Location Consistency
Planning Multiple 3C. Constantly evaluate
public safety service
delivery models to enhance
the quality of service.
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $1,600,000 $4,000,000
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $881,057
Project Funding and Expenditure Detail
Pavement Rehabilitation Project
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Street Rehabilitation $1,600,000 $0 $0 $0 $0
TOTAL $1,600,000 $0 $0 $0 $0
Packet Pg. 1294
Trac Control
Trac Control projects focus on providing the
community with sucient trac management and
maintenance by improving and maintaining new
and existing trac control systems throughout
our city.
Trac Control
City of San Bernardino Capital Improvement Plan - Existing Projects
TRAFFIC CONTROL
City of San Bernardino Capital Improvement Plan
FY 2023-2027 Five Year Plan
Packet Pg. 1295
Which Trac Control projects will be receiving new funding in our FY 2023-27 CIP?
Reset
Broken down by
Program* Governmental Capital Improvement Projects Construction History
Visualization
Mt Vernon Storm Drain
$3,000,000 (45.1%)
STORM DRAIN UPGRADE SD 19-002
$500,000 (7.5%)
Sierra Way Storm Drain
$2,500,000 (37.6%)
TMDLS-Track 1
$150,000 (2.3%)
CONEJO & 39TH STM DRN SD19-001
$500,000 (7.5%)
Back
2022-23 Budget
Mt Vernon Storm Drain
STORM DRAIN UPGRADE …
Sierra Way Storm Drain
TMDLS-Track 1
CONEJO & 39TH STM DRN…
Sort Large to Small
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Mt Vernon Storm Drain $3,000,000 $0 $0 $0 $0
Sierra Way Storm Drain $2,500,000 $0 $0 $0 $0
STORM DRAIN UPGRADE SD 19-002 $500,000 $500,000 $500,000 $500,000 $500,000 TMDLS-Track 1 $150,000 $150,000 $150,000 $150,000 $150,000 CONEJO & 39TH STM DRN SD19-001 $500,000 $0 $0 $0 $0
TOTAL $6,650,000 $650,000 $650,000 $650,000 $650,000
CIP Project Detail Pages
Trac Management Center SS17-003
Trac Signal B/U TC-B
Signal Hardware Upgrade
Advanced Dilemma Zone Detection
Packet Pg. 1296
Project Description & Overview
The City operates and maintains 287 city-owned
trac signals in addition to 14 other signals
shared with other adjacent agencies. This project
is the next phase to maintain the existing
computer and wall monitor display system
including QuicNet quarterly maintenance, and
technical support by the software provider. This
may require the purchase of new communication
equipment annually to keep up the TMC to current
standards in the City.
Project Status Update
This project is currently in its construction phase.
Project Status Project Location Consistency
Construction Citywide 3C. Constantly evaluate
public safety service models
to enhance the quality of
service.
Trac Management Center (TMC)
Project Number: TC17-003
Ward(s): All
Project Category: Existing
Project Type: Trac Control
Packet Pg. 1297
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $92,281 $75,731
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $14,420
Project Funding and Expenditure Detail
Traffic Mgmnt Center SS 17-003
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Traffic Mgmnt Center SS 17-003 $40,000 $0 $0 $0 $0
TOTAL $40,000 $0 $0 $0 $0
Packet Pg. 1298
Project Description & Overview
Install or replace battery backup system at each of
the 283 trac signals city-wide. This will ensure
battery power is available in case of power failure.
Battery Backup Systems are designed to provide
hours of uninterrupted power through weather
outages and other disturbances, providing safety
for drivers and law enforcement ocials under
hazardous conditions.
Project Status Update
This project is currently in the construction phase.
Project Status Project Location Consistency
Construction Citywide 3C. Constantly evaluate
public safety service
delivery methods to
enhance the quality of
service.
Trac Signal Battery Backup Systems
(Annual)
Project Number: TC-B
Ward(s): All
Project Category: Existing
Project Type: Trac Controls
Packet Pg. 1299
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
Continuous $119,461 $69,725
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact $9,674
Project Funding and Expenditure Detail
Traffic Signal B/U TC-B
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Traffic Signal B/U TC-B $50,000 $0 $0 $0 $0
TOTAL $50,000 $0 $0 $0 $0
Packet Pg. 1300
Project Description & Overview
Upgrade various signal hardware components,
including trac signal heads, push buttons, and
pedestrian signal heads on two hundred twentyfour (224) signalized intersections on various arterial in the City of San Bernardino.
Project Status Update
This project is currently in its construction phase.
Project Status Project Location Consistency
Construction Citywide 1E. Create an asset
management plan.
Signal Hardware Upgrade
Project Number: TC 20-007
Ward(s): All
Project Category: Existing
Project Type: Trac Control
Packet Pg. 1301
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $4,843,772 $3,291,983
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
No Impact $1,059,959
Project Funding and Expenditure Detail
Upgrade various signal hardware
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Upgrade various signal hardware $1,588,000 $0 $0 $0 $0
TOTAL $1,588,000 $0 $0 $0 $0
Packet Pg. 1302
Project Description & Overview
Implement advance dilemma zone detection at 49
signalized intersections within three roadway
corridors: Mt. Vernon Ave. - from Highland Ave. to
Johnston St., Baseline St. - from Del Rosa Ave. to
California St., and Highland Ave. - from Medical
Center Dr. to Victoria Ave.
Project Status Update
This project is currently in its design phase.
Project Status Project Location Consistency
Design Multiple 3C. Constantly evaluate
public safety service
delivery methods to
enhance the quality of
service.
Advanced Dilemma Zone Detection
Project Number: TC20-008
Ward(s): All
Project Category: Existing
Project Type: Trac Controls
Packet Pg. 1303
Estimated
Completion Date
Estimated Total Cost Prior Year Funding
June 2023 $5,095,674 $3,776,388
On-going Operating &
Maintenance Impact
Estimated Remaining Funding
to Carry Over
Reduce Annual Maintenance $2,072,405
Project Funding and Expenditure Detail
Implement Advanced Dilemma Zone
2022 - 23 Budget 2023 - 24 Budget 2024 - 25 Budget 2025 - 26 Budget 2026 - 27 Budget Implement Advanced Dilemma Zone $3,000,000 $0 $0 $0 $0
TOTAL $3,000,000 $0 $0 $0 $0
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Grant Funding
The City of San Bernardino actively pursues outside grant funding to supplement the currently available resources. By leveraging general fund dollars, the City can expand services and programs that serve our community. Grant funding is primarily managed at the program level by the department that receives the funds. The newly formed grants division within the Finance Department supports the administrative and nancial components of the grants management to ensure compliance with all local, state and federal requirements.
General Government
California Violence Intervention & Prevention Grant Program (CalVIP) FY 2023 Amount Anticipated: $450,000
FY 2024 Amount Anticipated: $450,000
Source: Board of State & Community Corrections (BSCC)/ (California State Grant) Expiration: Renewable
The CalVIP State grant is a cost reimbursement grant program. The grant funds the City’s Violence Intervention Program service providers. The Violence Intervention Program (VIP) is designed to break the cycle of violence by reducing retaliatory gang related homicides and non-fatal injury shootings throughout the City of San Bernardino. Strategies for violence intervention include a focused deterrence and community-oriented policing in combination with trauma informed culturally relevant intervention strategies, such as street outreach, case management, and linkages to appropriate human services.
Grant goals are to reduce group related shootings by 5% each year; and reduce victimization and violent recidivism among program participants by 15% by the end of the grant cycle.
The City was awarded a California Board of State and Community Corrections, multiyear 100% matching grant for $1.5 million that provides supportive services to and allows for the delivery of intervention services through June 30, 2023. The State will conduct a scal and program audit July 1, 2023 – December 31, 2023.
Grant and matching funds support program administration, contractor sta salaries, benets, program participant related costs, and proactive engagement activities Youth Reinvestment Grant Program (YRG)
FY 2023 Amount Anticipated: $268,913
Source: Board of State & Community Corrections (BSCC)/ (California State Grant) Expiration: 6/30/2023
Grants Narrative
...and more to come!
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The San Bernardino Youth Reinvestment & Development Program (YRG) is designed to divert at risk youth ages 14 – 21 years of age from the juvenile justice system through evidence-based, trauma informed case management, culturally relevant programming such as academic support, job training opportunities, and linkages to existing human services. The grant cycle started July 1, 2019 and ends February 28, 2023. Juvenile diversion services are provided in collaboration with community-based service providers: Southern California Mountains Foundation, Urban Conservation Corps and Operation New Hope. Grant goals are to establish a multisector implementation team made up of service providers, law enforcement partners, and academic institutions; and, provide juvenile diversion services to a minimum of 210 youth by the end of grant cycle.
Grant and matching funds support program administration, contractor sta salaries, benets, program participant related costs, and proactive engagement activities. David Miranda, Community Intervention Program Manager is listed as the day-to-day grant contact.
Community & Economic Development
Community Development Block Grant (CDBG)
FY 2023 Amount Anticipated: $3,112,512
FY 2024 Amount Anticipated: $3,259,910
Source: Housing and Urban Development (HUD)
Expiration: Continuous
Annually, the City applies to HUD for CDBG funds via its submittal of an Annual Action Plan. The object of CDBG is to develop viable urban communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally for persons of low and moderate income. The City utilizes CDBG funds for improvements related to the Americans with Disabilities Act (ADA), street and sidewalk improvements; replacement of park playground equipment; a Micro- enterprise Program which provides training for small business entrepreneurs; and Fair Housing.
Community Development Block Grant CV1
FY 2023 Amount Anticipated: $3,094,145.18
Source: Department of Housing and Community Development Expiration: Through Exhaustion
The Department of Housing and Community Development’s (HCD) Community Development Block Program (CDBG) partners with rural cities and counties to improve the lives of their low- and moderateincome residents through the creation and expansion of community and economic development opportunities in support of livable communities. This is a subsidiary of the CDBG program to provide relief to eligible entities due to hardship caused by COVID-19.
Community Development Block Grant CV3
FY 2023 Amount Anticipated: $3,284,969.43
Source: Department of Housing and Community Development Expiration: Through Exhaustion
CDBG-CV is a one time assistance through the CARES-Act to prevent, prepare for, and respond to COVID19 though support of eligible economic development, housing, public facilities, public improvements and public service activities.
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Emergency Solution Grant (ESG)
FY 2023 Amount Anticipated: $315,580
FY 2024 Amount Anticipated: $315,580
Source: Housing and Urban Development (HUD)
Expiration: Continuous
The Emergency Solutions Grants (ESG) provides funds for the engagement of individuals and families who are homeless; improvement of homeless shelters and operation of shelters; rapid re-housing of homeless persons and funds to keep persons who are housed from becoming homeless through rental assistance. The program assists individuals and families quickly regain stability in permanent housing after experiencing a housing crisis or homelessness.\
Emergency Solutions Grants CV1 (ESG-CV1)
FY 2023 Amount Anticipated: $1,394,324
Source: Housing and Urban Development (HUD)
Expiration: Through Exhaustion
The CARES Act appropriated $4 billion through the Emergency Solutions Grants (ESG) Program “to prevent, prepare for, and respond to coronavirus, among individuals and families who are homeless or receiving homeless assistance and to support additional homeless assistance and homelessness prevention activities to mitigate the impacts created by coronavirus under the Emergency Solutions Grants program.
Emergency Solutions Grants CV1 (ESG-CV2)
FY 2023 Amount Anticipated: $4,966,467
Source: Housing and Urban Development (HUD)
Expiration: Through Exhaustion
The CARES Act appropriated $4 billion through the Emergency Solutions Grants (ESG) Program “to prevent, prepare for, and respond to coronavirus, among individuals and families who are homeless or receiving homeless assistance and to support additional homeless assistance and homelessness prevention activities to mitigate the impacts created by coronavirus under the Emergency Solutions Grants program.
Emergency Rental Assistance Program (ERAP 1)
FY 2023 Amount Anticipated: Unknown
Source: Housing and Urban Development (HUD)
Expiration: Through Exhaustion
Housing and Urban Development (HUD) recognized need for assistance as COVID-19 exacerbated an aordable housing crisis that predated the pandemic and that has deep disparities that threaten the strength of an economic recovery that must work for everyone. To meet this need, the Emergency Rental Assistance program makes funding available to assist households that are unable to pay rent or utilities.
ERA1 provides up to $25 billion under the Consolidated Appropriations Act, 2021, which was enacted on December 27, 2020.
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Emergency Rental Assistance Program (ERAP 2)
FY 2023 Amount Anticipated: $2,481,913.57
Source: Housing and Urban Development (Federal) & California Department Housing and Community Development (State)
Expiration: Through Exhaustion
Housing and Urban Development (HUD) recognized need for assistance as COVID-19 exacerbated an aordable housing crisis that predated the pandemic and that has deep disparities that threaten the strength of an economic recovery that must work for everyone. To meet this need, the Emergency Rental Assistance program makes funding available to assist households that are unable to pay rent or utilities.
ERAP 2 provides up to $21.55 billion under the American Rescue Plan Act of 2021, which was enacted on March 11, 2021. The funds are provided directly to states, U.S. territories, local governments, and Indian tribes. Grantees use the
funds to provide assistance to eligible households through existing or newly created rental assistance programs.
Home Investment Partnership (HOME)
FY 2023 Amount Anticipated: $1,395,707
FY 2024 Amount Anticipated: $1,395,707
Source: Housing and Urban Development (HUD)
Expiration: Continuous
The HOME Program provides funds for activities such as housing rehabilitation, homeownership, and the construction multi-family rental housing to benet persons of very low and low income. Typically, HOME funds are made available in the form of low interest loans. The City funds an owner-occupied rehabilitation loan program with HOME funds, as well as a rst-time ownership inll housing program Neighborhood Stabilization Program 1 (NSP1)
FY 2023 Amount Anticipated: $569,689
Source: Housing and Urban Development (HUD)
Expiration: Through Exhaustion
The Neighborhood Stabilization Program (NSP) provides grants to every state, certain local communities, and other organizations to purchase foreclosed or abandoned homes and to rehabilitate, resell, or redevelop these homes in order to stabilize neighborhoods and stem the decline of house values of neighboring homes. The program is authorized under Title III of the Housing and Economic Recovery Act of 2008.
Neighborhood Stabilization Program 3 (NSP3)
FY 2023 Amount Anticipated: $569,689
Source: Housing and Urban Development (HUD)
Expiration: Through Exhaustion
The Housing and Urban Development (HUD) allocated and additional $1 billion for another round of NSP funding which was designated for continuing the stablizaation of communities and local government to aquire and redevelop, foreclosed, vacant, and abandoned properties.
Permanent Local Housing Allocation (PLHA) Packet Pg. 1308 FY 2023 Amount Anticipated: $1,155,694
Source: Housing and Urban Development (HUD) and
Expiration: Renewable
PLHA provides funding to local governments in California for housing-related projects and programs that assist in addressing the unmet housing needs of their local communities.
Library
California Library Literacy Services
FY 2023 Amount Anticipated: $87,752
FY 2024 Amount Anticipated: $70,547
Source: California State Library
Expiration: Renewable
This annual grant is in support of Adult and Family Literacy services, oered to our community. The services include Adult Basic Education, GED preparation, Citizenship Preparation, and Family Literacy.
Any Cash Match is covered by the US Department of Education allocation. The funds for Adult and Family Literacy are lumped together and are allocated:
Adult Literacy: $67,502
Family Literacy: $20,250
Adult Education and Family Literacy Act
FY 2023 Amount Anticipated: $142,828
FY 2024 Amount Anticipated: $142,828
Amount Anticipated: $142,828
Source: U.S. Department of Education
Expiration: Renewable
Formal grant title is Workforce Innovation and Opportunity Act, Title II: Adult Education and Family Literacy Act, Public Law 113-128, Section 225, Section 231, and Section 243. These funds, known as WIOA, allow the Literacy Department to provide services for Adult Basic Education, GED preparation, Citizenship Preparation, English as a Second Language, and Digital Literacy. In-kind funding match is in the form of forgiven rent for the Lifelong Learning Center space in the Main Library facility. Our partnership with the San Bernardino County Workforce Development Board and the Workforce Innovation and Opportunity Act One-Stop Partners is an extension of these funds and the main grant function to help provide skills to our community members for workforce development.
Retired Senior Volunteer Program (RSVP)
FY 2023 Amount Anticipated: $59,848
FY 2024 Amount Anticipated: $54,809
Source: Corporation for National & Community Service (CNCS) Expiration: 4/1/2022 to 3/31/2025
An estimated 269 RSVP Volunteers will serve in a support role in these various areas: Disaster preparedness, response, mitigation and/or recovery, transportation, companionship, nutrition, senior services and tutoring programs. These volunteers will collectively provide over 29,000 hours these areas.
Funding from CNCS will pay for personnel, training, and volunteer costs.
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Senior Companion Program (SCP)
FY 2023 Amount Anticipated: $342,812
FY 2024 Amount Anticipated: $342,812
Source: Corporation for National & Community Service (CNCS) Expiration: 7/1/22 to 6/30/2025
Seniors helping seniors is the purpose of the Senior Companion Program. Registered volunteers provide companionship, meal preparation, grocery shopping, transportation to and from medical appointments and pharmacies for those adults with physical, emotional, or mental health limitations, most of whom are elderly. These valuable approximately forty-ve volunteers provide approximately 160 clients with 49,000 hours of personal service.
Senior Nutrition Program
FY 2023 Amount Anticipated: $348,749
FY 2023 Amount Anticipated: $377,791
Source: Corporation for National & Community Service (CNCS) Expiration: 7/1/22 to 6/30/2025
The Senior Nutrition Program provides meals for seniors aged 60 years and older at six sites: 5th Street Senior Center, Perris Hill Senior Center, Hernandez Community Center, Lytle Creek Community, Highland Senior Center, and New Hope Family Life Center. The program will serve an average of 250 clients per day and a yearly estimated total of 47,000 to 52,000 meals.
Police
COPS Option Enhancing Law Enforcement Activity Subaccount Amount Anticipated: Unknown
Source: COPS Option Enhancing Law Enforcement Activity Subaccount Expiration: Continuous
Funds from the Citizens Option for Public Safety grant from the State of California to be used exclusively for funding frontline municipal police services. Funding is directly applied as a transfer to the General Fund. There is no guarantee on the amount of funding from this grant allocation, historically the average is $500,000 per year.
COPS Hiring Program 2021
FY 2023 Amount Anticipated: $1,020,740
FY 2024 Amount Anticipated: $1,020,740
Source: US Dept. of Justice - Community Oriented Policing Expiration: 9/30/2026
The COPS Hiring grant osets the cost of 8 police ocer positions hired after Oct. 1, 2021. The grant reimburses up to $125,000 of an ocers salary and benets per year. There is no local match requirement in this grant. Ocer positions must be maintained for two year following the three year grant funding period. Total Federal funding is $3,312,953 for the grant period of 10/1/2021 – 9/30/2024.
EMPG 2020 (Emergency Management Performance Grant)
FY 2023 Amount Anticipated: $31,330 Packet Pg. 1310
Source: County of San Bernardino
Expiration: 6/30/2023
The COPS Hiring grant osets the cost of 8 police ocer positions hired after Oct. 1, 2021. The grant reimburses up to $125,000 of an ocers salary and benets per year. There is no local match requirement in this grant. Ocer positions must be maintained for two year following the three year grant funding period. Total Federal funding is $3,312,953 for the grant period of 10/1/2021 – 9/30/2024.
HSGP FY2020 (Homeland Security Grant Program)
FY 2023 Amount Anticipated: $41,111
Source: San Bernardino County Fire
Expiration: 5/31/2023
The Homeland Security Grant Program is administered by the San Bernardino County Emergency Operations division. Grant funds are used to provide funding for preventing, protecting against, mitigating, responding to and recovering from acts of terrorism or other threats. This year’s funding will be used to improve security at police headquarters. Total grant award is $41,111 for the grant period 10/1/21 – 5/31/23. This grant was fully appropriated into the FY21/22 budget, unspent funds will be carried over to FY2022/2023.
OTS PT22066 – Oce of Trac Safety
FY 2023 Amount Anticipated: $116,700
Source: National Highway Trac Safety Administration
Expiration: 9/30/2022
OTS grant funds are used to conduct trac programs aimed at reducing the number of victims killed and injured in trac collisions. The total grant award is $445,000 for the grant period of 10/1/21 – 9/30/2022.
The remainder of funding will be carried over to FY2022/2023.
Justice Assistance Grant (JAG) 2017
FY 2023 Amount Anticipated: $164,477
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2022
The JAG 2017 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2017 JAG grant will be used for the purpose of purchasing equipment needed by the police department. Total grant funding is $164,477 for the grant period of 10/1/2017 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Justice Assistance Grant (JAG) 2018
FY 2023 Amount Anticipated: $182,366
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2022
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The JAG 2018 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2018 JAG grant will be used for the purposes of overtime and purchasing equipment needed by the police department. Total grant funding is $182,366 for the grant period of 10/1/2018 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Justice Assistance Grant (JAG) CESF 2020
FY 2023 Amount Anticipated: $175,177
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2023
The San Bernardino Police Department submitted projects for both the 2020 and 2021 JAG grants and those projects involved the purchase of additional patrol vehicles. Due to the delay in the release of 2020 and 2021 JAG funds for spending, the Police Department funded the purchase of vehicles through other sources, freeing the grant allocation for 2020 and 2021 to be used for the purchase of equipment and services that will better serve the current needs of the department.
Justice Assistance Grant (JAG) CESF 2021
FY 2023 Amount Anticipated: $203,908
Source: Edward Byrne Memorial Justice Assistance Grant through San Bernardino County Expiration: 9/30/2023
The San Bernardino Police Department submitted projects for both the 2020 and 2021 JAG grants and those projects involved the purchase of additional patrol vehicles. Due to the delay in the release of 2020 and 2021 JAG funds for spending, the Police Department funded the purchase of vehicles through other sources, freeing the grant allocation for 2020 and 2021 to be used for the purchase of equipment and services that will better serve the current needs of the department.
Tobacco Grant Award
FY 2023 Amount Anticipated: $303,175
FY 2024 Amount Anticipated: $315,000
Source: State of California, Dept. of Justice
Expiration: 6/30/2024
The JAG 2018 grant is a non-competitive grant awarded by the Bureau of Justice and Administration and administered by San Bernardino County to local government agencies to be used for law enforcement programs. JAG grant funding has been delayed since 2017 due to lawsuits related to County compliance with Federal immigration policies. Grant programs have been delayed pending funding. It is anticipated that the grants will be fully funded by FY2021-22. The 2018 JAG grant will be used for the purposes of overtime and purchasing equipment needed by the police department. Total grant funding is $182,366 for the grant period of 10/1/2018 – 9/30/2022. This grant was adopted in the FY2020-21 budget, any remaining funds will be carried over to FY2022/23.
Used Oil Payment Program OPP12 (OPP)
FY 2023 Amount Anticipated: $28,629
FY 2024 Amount Anticipated: $28,629 Packet Pg. 1312
Source: CalRecycle
Expiration: Renewable
Local certied collection centers within the City boundaries collect all used oil from residents. It is the City’s responsibility to monitor that collection, provide public education and outreach to the residents, and submit annual reports to CalRecycle. The award amount of $28,629 for FY 22/23 has been approved and will be received in late April or early May 2022. The grant period is from July 1, 2021 – June 30, 2023 and will need to be appropriated accordingly into FY 22/23 budget.
City/County Payment Program (CCPP)
FY 2023 Amount Anticipated: $53,600
FY 2024 Amount Anticipated: $53,600
Source: CalRecycle
Expiration: Renewable
Beverage container recycling is essentially all public education and outreach. It is the biggest component of municipal waste recycling. Education and outreach must address all the components of recycling.
Implementing and monitoring this program can shift the behavior for the targeted residents, necessitating a strong education eort. Education includes Earth Day events, collaboration with IE 66ers, Burrtec Waste Industries, EcoHero Show LLC and a web/mobile application with online services including calendars, widgets, newsletters, reminders, messaging, tools, social media and events. CCPP 2019/20 funding of $53,751 was received from CalRecycle in July 2021 for the grant period of April 2022 – March 2023. This grant money will need to be carried over to FY 22/23 budget.
Waste Tire Cleanup Grant
FY 2023 Amount Anticipated: $15,000
FY 2024 Amount Anticipated: $15,000
Source: CalRecycle
Expiration: Renewable
Waste tire cleanup grant program provides grant monies for personnel duties, collection, transportation, and proper disposal of waste tires that are found throughout the City of San Bernardino. The City pays for all the costs related to waste tire cleanup up front and is then reimbursed when a payment request is submitted. The City utilizes the monthly residential city cleanup day to collect unwanted waste tires from residents free of charge. Evolving public education and outreach methods are essential to help inform residents of the dierent avenues to dispose waste tires, rather than dump them illegally throughout the City of San Bernardino. Eorts to spend the money during the grant term will be in partnership with Burrtec Waste Industries. Typically, this grant has a term of 2 years from the determined grant start date.
Animal Services
San Manuel Vet Grant
Total Amount Anticipated: $1.1 M
Source: San Manuel Band of Mission Indians
Expiration: Renewable
Funds were granted to cover the purchase of a mobile veterinary vehicle as well as funds for stang.
Department is working to purchase the vehicle and onboard sta.
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San Manuel Grant
Total Amount Anticipated: $1.5 M
Source: San Manuel Band of Mission Indians
Expiration: Renewable
Funds are being disbursed through FY 2022-2023 at $500,000.00 annually to cover the cost of facility upgrades at the current shelter, veterinary care for impounded pets, veterinary care, including vaccines, spay neuter and microchips for the community as well as design services for the new/replacement shelter.
Best Friends Grant
Total Amount Anticipated: $45,000
Source: Best Friends Animal Society
Expiration: Renewable
Department received $45,000 in grant funding to help establish a kitten foster program with bottle baby kits and funding for supplies as well as vet care for this population. Best Friends regularly oers grant funding for shelters to oset the cost of programming.
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The 10-year nancial plans projections are based on key assumptions that incorporate the revenues and expenditures of the current adopted Operating and Capital Budgets. This long-range operating nancial plan is benecial to the City due to it being a highly collaborative process that considers the future needs of the City and aids in navigating through dierent challenges, should they arise. This plan also works to better align the City in achieving the overall strategic goals set forth by the Mayor and City Council.
Forecast assumptions in general are conservative, with lower revenues and higher expenditures forecast than are likely to ensure the City remains nancially sustainable.
In FY 2026-27, FY 2027-28, FY 2029-30, and FY 2030-31 there appears to be no planned Capital Spending from the General Fund. However, during these years, use of the CIP Infrastructure Reserve is planned. All projections, assumptions, and beginning fund balances are subject to change based on actual revenues and expenditures received.
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Long-Range Financial Plan
Operating and Capital
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Fiscal Year 2023 Projected Debt Service Schedule
DEBT SERVICE THROUGH MATURITY
Fiscal Year 2023 & Fiscal Year 2024
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Fiscal Year 2024 Projected Debt Service Schedule
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Legal Debt Margin and Bond Ratings
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GANN Limit
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Budget Adoption Resolution
RESOLUTION NO. 2022-102
APPROVAL OF THE FISCAL YEAR 2023 & FISCAL YEAR 2024 OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM 2023-2027 Packet Pg. 1321
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Account: A subdivision within a fund for the purpose of classifying transactions.
Account Number: A numeric identication of the account. Typically a unique number or series of numbers. The City of San Bernardino’s number structure is comprised of ve elds of characters. They are as follows: Fund Number – Department Number – Object Code – Project Number – Program Number and looks like (000-000-0000-0000-0000).
Adopted Budget: A budget which typically has been reviewed and “Adopted” (approved) by the Mayor and City Council prior to the start of a scal year. The legal authority to expend money for specied purposes in the scal year time period.
Appropriate: Set apart for, or assign to, a particular purpose or use.
Appropriation: An authorization by the Mayor and City Council to make expenditures and to incur obligations for specic amounts and purposes within a specic time frame.
Appropriations Limit: As dened by Section 8 of Article XIIIB of the California Constitution, enacted by the passage of Proposition 4 at the November 6, 1979, general election, the growth in the level of certain appropriations from tax proceeds are generally limited to the level of the prior year’s appropriation limit as adjusted for changes in cost of living and population. Other adjustments may be made for such reasons as the transfer of services from one government entity to another.
Assessed Valuation: A percent of appraisal value assigned to real estate property for use as a basis for levying property taxes.
Asset Forfeiture: The removal of money and property from persons involved in illegal criminal activity.
Appendix & Glossary of Terms
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Assessment: Charges made to parties for actual services or benets received.
Assessment Districts: An area where fees are assessed by the City to cover the construction, maintenance or service costs that have occurred in that specic area.
Audit: Scrutiny of the City’s accounts by an independent auditing rm to determine whether the City’s nancial statements are fairly presented in conformity with generally accepted accounting principles.
Balanced Budget: A spending plan in which expenditures do not exceed revenues.
Biennial Budget: Refers to a budget that encompasses two scal years. See Fiscal Year denition below.
Beginning Balance: Unencumbered and unreserved resources available in a fund from the prior scal year after payment of prior scal year expenditures.
Bond: A written promise from a local government to repay a sum of money on a specic date at a specied interest rate. Bonds are most frequently used to nance capital improvement projects.
Budget: A scal plan of nancial operation listing an estimate of proposed applications or expenditures and the proposed means of nancing them. The budget must be approved by the Mayor and City Council prior to the beginning of the scal year.
Budget Amendment: Any changes made to the Adopted Budget Document. (Administrative Amendment – Changes to the budget that do not require the approval of the Mayor and City Council and may be approved administratively by the Director of Finance. Legislative Amendment – Changes to the budget that require the approval of the Mayor and City Council and may not be approved administratively.
Budget Message/Transmittal Message: A message from the City Manager to the Mayor and City Council which summarizes the budget and highlights the most important aspects of the budget.
Budget Year: The Fiscal year for which the budget is being considered; scal year.
Budgeted Positions: Those ongoing positions approved in the nal budget of the preceding year. Packet Pg. 1326 Budgeted Reserve: The anticipated portion of a fund’s balance designated by the Mayor and City Council as reserved for contingencies and not to be appropriated unless directed and authorized by the Mayor and City Council.
Capital Expenditure: The acquisition of xed assets, usually authorized in the capital budget, that include land, buildings, infrastructure, and equipment.
Capital Outlay: Expenditures which result in the acquisition of, or addition to, xed assets. A capital item is tangible, durable, non-consumable, and has a useful life of more than one year and a value of more than $500 per unit.
Capital Projects: A major long-term construction of, or improvements to, public physical facilities.
Carryover: Process of carrying a budgeted and encumbered item from the current scal year to the next scal year. The new scal year account will reect the increased amount of the carryover.
CATV: Cable TV Division of the City of San Bernardino. This division provides regulatory oversight of the City’s cable companies for franchise compliance, consumer protection, and franchise renewal negotiations. It operates and programs two access channels, one public and one educational for the community.
CDBG: Community Development Block Grant - Contributions received from the Federal Government to be used or expended for a specic purpose or activity.
Certicates of Participation (COP): Obligations of a public entity based on a lease or installment sale agreement.
Charter: A formal legal document of the City which species its purpose and describes the organization of the City’s government.
Charter 186: Establishes for the City of San Bernardino a basic standard for xing salaries, classications, and working conditions of the employees of the Police and Fire Departments of the City of Packet Pg. 1327
San Bernardino, and the Mayor and the City Council in exercising the powers and control over these departments
Consumer Price Index (CPI): Measure of change in consumer as determined by a monthly survey of the U.S. Bureau of Labor Statistics.
Debt Service: Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certicates of participation (COP’s).
Decit: Insucient revenues to fully support current expenditures and obligations.
Department: A major unit of organization in the City comprised of subunits named divisions and responsible for the provision of a specic package of services.
Depreciation: Loss in value of an asset, whether due to physical changes, obsolescence, or factors outside of the asset.
Designated Fund Balance: A portion of unreserved fund balance designed by city policy for a specic future use.
Division: A major sub-unit of a department with responsibility for a clearly dened portion of the service package provided by a department.
EDA: Economic Development Agency
EMS: Emergency Medical Service
Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.
Expenditures: The outow of funds paid or to be paid for an asset, goods or services obtained. The actual spending of governmental funds.
Fiscal Year (FY): A twelve-month period of time to which an annual budget applies and at the end of which a governmental unit determines its nancial position and the results of its operations. In the City of San Bernardino, it is July 1 through June 30.
Fixed Asset: Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.
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Fleet: A Division of the City of San Bernardino which operates under the supervision of the Director of Public Services. This Division is responsible for acquisition, service and maintenance of the City’s vehicles and equipment.
Franchise Fee: A charge for the privilege of using public rights-of-way and property within the City for public or private purposes.
Fringe Benet: Compensation that an employer contributes to its employees such as social security, retirement, life/health insurance, or training supplements.
Fringe benets can be either mandatory or voluntary.
Fund: An independent scal and accounting entity with a self-balancing set of accounts, used to record all nancial transactions related to the specic purpose for which the fund was created.
Fund Balance: The dierence between fund assets and fund liabilities.
General Fund: The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations and services such as street maintenance, parks, re and police protection.
General Government: A fund within the City budget which consists of two areas: 1) Fine Arts and Civic Activities – Which is the support of various programs that aid the City in improving its community, developing and enhancing the cultural and aesthetic values of the City, and developing the Civic Aairs of the City. 2)
Non-Departmental – City-wide program costs which are not directly applicable to any one City Department.
Goal: A general statement of broad direction, purpose or intent, which describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year.
Grant: Contributions or gifts of cash or other assets from another governmental entity or foundation to be used or expended for a specic purpose, activity or facility.
Infrastructure: The physical assets of the City (streets, water, sewer, public buildings, parks).
Internal Audit: The review of nancial transactions in both the Finance Department and in operating departments for compliance with local policy and generally accepted accounting principles.
Internal Service Funds: A fund established to account for the goods and services provided by one City Department to another City Department and is nanced on a cost-reimbursement basis.
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Lease Purchase: With the approval of the Mayor and City Council, a large purchase of capital equipment made by the City of San Bernardino which is paid through a nancial corporation in payments. The payments can be made annually, semi-annually, quarterly or monthly.
Liquidation: To convert assets into cash.
Mid-Year Budget Review: A review of actual expenditure and reserves vs budgeted amounts half way through the scal year. Reserve and expenditure estimates may be revised based on actuals and new information not available at time the budget was adopted.
MIS: Management Information Systems Division of the City of San Bernardino. This Division provides technology creation, maintenance, and general automation support to all City Departments.
Memorandum of Understanding (MOU): The result of labor negotiations between the City of San Bernardino and its various bargaining units.
Non-Departmental: Appropriations of the General Fund not directly associated with a specic department. Expenditure items and certain types of anticipated general savings are included.
Ordinance: A formal legislative enactment by the City Council. It has the full force and eect of law within the City boundaries.
Organizational Chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities.
Outsource: The contracting of public services to an outside vendor.
Overtime: Time worked in excess of an agreed upon time for normal working hours by an employee.
Hourly or non-exempt employees must be compensated at the rate of one and one-half their normal hourly rate for overtime work beyond 40 hours in a work week.
Performance Measurement: A management tool for systematically collecting clearly dened data regarding the eectiveness and eciency of service delivery PERS: Public Employees Retirement System – The retirement system, administered by the State of California, to which all permanent City employees belong.
Preliminary Budget Document: An unapproved draft document listing an estimate of proposed applications or expenditures and the proposed means of
nancing them for a certain scal year.
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Program: A “program” is dened as an organized group of activities directed toward attaining one or more related objectives, and the resources to execute them.
Program Budget: A budget organized by a grouping of related activities, projects and services which are similar in purpose. The expenditure focus of a program budget is related to the nature of work and services performed.
Proposition 218: The law which governs whether or not a City can approve/impose a tax without an electoral vote.
Purchase Order: An order issued by the Purchasing Department which authorizes the delivery of specic goods or services and incurring a debt for them.
Reserve: The portion of a fund’s balance legally restricted for a specic purpose and, therefore not available for general appropriation.
Resolution: A special order of the Mayor and City Council which has a lower legal standing than an ordinance.
Revenues: Funds received from various sources and treated as income to the City which are used to nance expenditures. These funds are received from sources such as local taxes, state shared revenues, fees charged, interest on investments and nes and forfeits.
Salary Savings: Salary savings reect personnel cost savings resulting from vacancies and as a result of employee turnover.
Shortfall: The forecast amount, which will become a decit to the City once all revenues and expenditures have been calculated.
Special Revenue Funds: A governmental fund type used to account for specic revenues that are legally restricted to expenditures for particular purposes.
Taxes: Charges made against the public by a government to obtain the money it needs to nance its activities.
Transient Occupancy Tax (TOT): A tax imposed on travelers who stay in temporary lodging facilities within the City.
Undesignated Fund Balance: The unrealized balance of an account once all revenues and expenditures have been calculated.
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Utility Users Tax: Per the City of San Bernardino Municipal Code Chapter 3.44, a tax is imposed on users of utilities within the City, such as cable, gas, electric, and telephone, at a rate of 7.75%. This tax is a major revenue source for the City of San Bernardino.
Vacancy Factor: The calculated savings of vacant positions and expenditure savings within City Departments.
Vendors: Persons or companies providing services to the City of San Bernardino for payment.
ACRONYMNS
Air Quality Management District (Also known as South Coast Air Quality Management District - SCAQMD) AQMD
Assembly Bill AB
Assessment District AD
Assessor's Parcel Number APN
Business Registration Certicate (Also known as Business License) BRC Computer Aid Dispatch (Also known as Computer Aided Design) CAD California Environmental Quality Act CEQA
Certicates of Participation COP
Citizens Option for Public Safety COPS
Community Development Block Grant CDBG
Community Development Commission CDC
Comprehensive Annual Financial Report CAFR
Conditional Use Permit CUP
Consumer Price Index CPI
Drug Abuse Resistance Education DARE
Development Review/Environmental Review Commission DRC/ER Economic Development Agency (Also Known as Former Redevelopment Agency - RDA) EDA Emergency Medical Service EMS
Environmental Impact Report EIR
Fair Political Practices Commission FPPC
Fiscal Year FY
General Plan Amendment GPA
Geographical Information Systems GIS
Government Code GC
Inland Valley Development Agency IVDA
Joint Powers Authority (generic) JPA
Legislative Review Committee LRC
Local Agency Formation Commission LAFCO
Management Information Systems MIS
Mayor and City Council M&CC
Memorandum of Understanding MOU
Municipal Code (Also known as San Bernardino Municipal Code - SBMC) MC Norton Air Force Base (former) NAFB
Online Computer Library Center OCLC
Problem Oriented Policing POP
Public Employees Retirement Systems PERS
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Public Information Ocer PIO
Records Management Systems RMS
San Bernardino Association of Governments SANBAG
San Bernardino International Airport Authority SBIAA
San Bernardino Joint Powers Financing Authority SBJPFA
San Bernardino Unied School District SBUSD
Senate Bill SB
Southern California Association of Governments SCAG
Southern California Edison SCE
Transient Occupancy Tax (Also known as Transient Lodging Tax - TLT) TOT Underground Utility District UUD
Utility Users Tax UUT
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“Attachment 1”
City of San Bernardino
General Fund Reserve Policy
Adopted November 21, 2018
I. PURPOSE
To 1) provide a framework for the allocation of available General Fund resources to various categories of budget reserves and 2) provide guidelines under which these reserves may be utilized for operating or capital purposes with approval by the Mayor and City Council.
II. BACKGROUND
Maintenance of sufficient budget reserves is a central component of sound financial management practices. Reserves are designed to set aside funding today for future liabilities, capital projects and capital purchases; assist in maintaining stable service levels in times of declining revenues and/or unanticipated operating expenditures; and facilitate the continuation of services in the event of natural disasters or fiscal emergencies.
The City of San Bernardino annually adopts an operating budget that allocates resources to City departments for the provision of services to the public. To determine the amount of funds available for appropriation, City management develops a revenue projection and notes the available reserve balance from the prior fiscal year. Proposed expenditures are then matched against these available resources. If proposed expenditures exceed projected revenue, utilization of available reserves may be used to meet the proposed level of spending thus decreasing the available reserve. When projected revenue exceeds proposed expenditures, the surplus increases the opening balance of available reserves if the budget is not amended to use these surplus funds. The City also has known capital needs that include facilities, equipment, vehicle, and infrastructure replacement. This policy’s goal is to ensure that sufficient resources exist to address these anticipated needs, as well as unanticipated needs that may arise on an infrequent basis.
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III. POLICY
1. General Fund Operating Reserve: It shall be the policy of the City of San Bernardino to maintain a General Fund operating reserve equal to 25% of General Fund budget appropriations. This reserve is to be further broken down as follows:
A. An Emergency Reserve of 15% - This reserve account is established for the purpose of addressing any extremely unusual and infrequent occurrences, such as a major natural disaster or a major unforeseen legal settlement or judgment. Utilization of the Emergency Reserve may only occur after the declaration of an emergency by a majority of the City Council. Following the resolution of the emergency, staff must present a plan to the Mayor and City Council to return the Emergency Reserve to the 15% minimum level as quickly as is practicable given the unique circumstances and requirements of each emergency.
B. An Economic Contingency Reserve of 10% - This reserve account is established for the purpose of providing a mechanism to allow for a measured and thoughtful reduction in expenditures during times of economic downturn. Utilization of the Economic Contingency Reserve requires approval by a majority of the City Council. When it is determined that the economic downturn has ended and the City’s financial condition is improving, staff is required to present a plan to the Mayor and City Council to return the economic contingency reserve to the 10% minimum level over a period of no more than five years.
If the General Fund operating reserve exceeds 30% of General Fund budget appropriations, staff is required to present a plan to the Mayor and City Council to utilize excess funds consistent with its adopted Goals and Objectives to a point that the balance is again consistent with the policy.
Uses could include accelerating funding into the special reserves noted below in this policy; capital projects, vehicle, or equipment purchases not originally planned for the current fiscal year; early repayment of outstanding debt obligations; or other expenditures of a one-time nature.
If an action of the City Council for a reason other than those described above reduces the General Fund operating reserve balance below the 25% level required by this policy, staff must include an allocation to reserves in the Packet Pg. 1335
following budget cycle sufficient to restore the reserve balance to the 25% minimum balance required by this policy.
2. General Fund Special Reserves: It shall be the policy of the City of San Bernardino to establish General Fund special reserves to provide funding for future anticipated liabilities and capital needs. These reserves shall be segregated into the following four accounts:
A. Risk Management Reserve – This reserve account is established to fund anticipated liabilities associated with general liability and workers’ compensation claims against the City. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to both the outstanding balance of claims as well as to the anticipated timing of claim payments.
B. City Facilities Reserve – This reserve account is established to fund the cost of replacing city buildings and park facilities. Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the facilities needs analysis maintained by the Public Works department.
C. Vehicles and Equipment Reserve – This reserve account is established to fund the cost of replacing General Fund-funded city vehicles and major equipment (including technology equipment). Its balance will be initially determined, and thereafter adjusted, based on the balance of available reserve funds after meeting the General Fund Operating Reserve requirement and then giving consideration to the vehicle and equipment assessment needs analyses maintained by the Fleet division and the Information Technology department.
D. Infrastructure Reserve – This reserve account is established to provide additional funding for the cost of replacing city infrastructure such as roads, sidewalks, and storm drains. These funds are to supplement dedicated non-General Fund revenue streams and competitive grants that also fund these types of projects. These funds may also provide for the match requirement on a grant when other resources are not available. No specific balance target is spelled out by this policy, but the reserve is Packet Pg. 1336
established for the receipt of funds for this purposes when directed by the Mayor and City Council.
The goal for General Fund special reserves is to fund at a level sufficient to address anticipated requirements over a projected period of 30 years, subject to availability of funds and prioritization of funding between the four categories of special reserves by the Mayor and City Council. As a part of each annual budget presented to the Mayor and City Council, staff will update the balances for the four categories of special reserves and any anticipated utilization or additions to the General Fund special reserves.
IV. PROCEDURES
At the conclusion of each fiscal year and at each fiscal year’s mid-year budget update, the General Fund reserve levels shall be reviewed by staff and detailed to the Mayor and City Council. The City Manager shall make recommendations for additions to or disbursements from the reserve funds consistent with this policy.
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This space for filing stamp only
OR#:
O R A N G E C O U N T Y R E P O R T E R
~ SINCE 1921 ~
600 W. Santa Ana Blvd., Suite 205, Santa Ana, California 92701-4542 Telephone (714) 543-2027 / Fax (714) 542-6841
PROOF OF PUBLICATION
(2015.5 C.C.P.)
State of California )
County of Orange ) ss
Notice Type:
Ad Description:
I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the ORANGE COUNTY REPORTER, a newspaper published in the English language in the City of Santa Ana, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of Orange, State of California, under date of June 2, 1922, Case No. 13,421. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
Executed on: 10/10/2004
At Riverside, California
I certify (or declare) under penalty of perjury that the foregoing is true and correct.
Signature
SAN BERNARDINO COUNTY SUN
473 E CARNEGIE DR #200, SAN BERNARDINO, CA 92408
(909) 889-9666 (909) 884-2536
SB 3701200
Diane Grant
CITY OF SAN BERNARDINO/CITY CLERK - LEAD
290 NORTH D ST.
SAN BERNARDINO, CA - 92401
HRG - NOTICE OF HEARING
Reviewing the Proposed Fiscal Year 2023-24 Operating Budget and Capital Improvement Plan
I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the SAN BERNARDINO COUNTY SUN, a newspaper published in the English language in the city of SAN BERNARDINO, county of SAN BERNARDINO, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of SAN BERNARDINO, State of California, under date 06/27/1952, Case No. 73081. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
05/17/2023
05/17/2023
SAN BERNARDINO
!A000006312933! Email
NOTICE OF PUBLIC HEARING
CITY COUNCIL OF THE CITY OF
SAN BERNARDINO
NOTICE IS HEREBY GIVEN that
the City of San Bernardino Mayor
and City Council will hold a public
meeting on June 7, 2023 at 7:00 PM in
the City Council Chambers in the
Norman F. Feldheym Central
Library at 555 West 6th Street, San
Bernardino, California. Visit the
City's agenda portal at
www.sbcity.org to access for more
meeting information.
The purpose of the hearing is to
receive input and consider the
following:
Reviewing the Proposed Fiscal Year
2023-24 Operating Budget and
Capital Improvement Plan
Notice is further given that
members of the public who wish to
comment on the public hearing you
may participate in the following
ways: 1) comments and contact
information can be emailed to
[email protected] by
4:00 P.M. the day of the scheduled
meeting; 2) attending the meeting in
person and providing your public
comment in person or 3) providing
remote public comment via Zoom,
not to exceed three minutes. Please
view the agenda for additional
information.
The City endeavors to be in total
compliance with the Americans with
Disabilities Act. If you require
assistance or auxiliary aids in order
to participate in the meeting or
require an interpreter, please
contact the City Clerk's Office as far
in advance of the meeting as
possible.
A general summary of the budget
will be accessible for public review
on the city's website
http://sbcity.org/cityhall/city_manag
ers_office/budget_books/default.asp.
Additional information concerning
the above matter may be obtained
from, and written comments should
be addressed to, City Clerk, City of
San Bernardino, 290 North "D" Street,
San Bernardino, California 92401.
Genoveva Rocha, CMC, City Clerk
5/17/23
SBS-3701200#
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Resolution No. 2023-081
Resolution 2023-081
June 21, 2023