Agenda packet — Mayor and City Council, June 30, 2023 (part 2 of 2)

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RESOLUTION NO. 2023-096

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE

CITY OF SAN BERNARDINO, CALIFORNIA, AUTHORIZING

THE AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES
TO AMEND THE FISCAL YEAR 2023/24 GAS TAX

OPERATING BUDGET REVENUE AND EXPENDITURES BY
$464,340 FOR RIGHT-OF-WAY CLEAN-UP SERVICES AND
WEED ABATEMENT.

WHEREAS, the City of San Bernardino values keeping City rights-of-way, City properties, vacant lots, free of illegal dumping, and weeds; and WHEREAS, the City is supportive of all efforts to properly maintaining, and keeping City infrastructure safe and clean; and
WHEREAS, the City recognizes that keeping our right-of-way maintenance services and litter/illegal dumping collection services operating smoothly will promote safer communities and encourage economic investment.

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

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

SECTION 2. The Mayor and City Council adopt resolution No. 2023-096 authorizing the Agency Director of Administrative Services to amend the FY 2023/24 Gas Tax Operating Budget by the amount of $464,340; and
SECTION 3. The Mayor and City Council authorize the Agency Director of Administrative Services to issue a purchase order not to exceed the amount of $1,014,340; and SECTION 4. The Mayor and City Council authorize the City Manager to execute a Maintenance Services Agreement with the Center for Employment Opportunities, (CEO), for City-wide right-of-way maintenance services, litter/illegal dumping collection, and weed abatement; and
SECTION 5. The Mayor and City Council find this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

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Resolution No. 2023-096
Resolution 2023-096
June 30, 2023

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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 30th 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

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Resolution No. 2023-096
Resolution 2023-096
June 30, 2023

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CERTIFICATION

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss

CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of Resolution No. 2023-096, adopted at a special meeting held on the ___ day of ___ 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 ____ 2023.

Genoveva Rocha, CMC, City Clerk

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Rolland Kornblau, Director of Information Technology
Department: Information Technology
Subject: Quality of Life – City Website Updates

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Quality of Life
City Website Updates
Presented by:

Ashley Esquivel, Rolland Kornblau, Jeff Kraus

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Proposed Website
Changes
• Add a Homeless Solutions link
under the Development button
• Replace “Jobs” with “Homeless
Solutions” for a direct link.
• Move “Jobs” to the top row

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Conceptual Rendering

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Metrics Dashboard

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Questions?

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Lydie Gutfeld, Director of Parks, Recreation & Community Services
Department: Parks & Recreation & Community Services
Subject: Quality of Life - Discussion on Public Parks and Recreational Facilities (All Wards)

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Quality of Life
Discussion on Public Parks and Recreational Facilities
Presented by:

Lydie Gutfeld, Director of Parks, Recreation and Community Services

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Introduction
Purpose
• Ensures that City parks are:
• Accessible and available to residents and the public at large • Used for their intended recreational purposes
• Maintained in a clean, sanitary, and accessible condition Limitations with Current Municipal Code
• Does not include definitions for “smoking” and sensitive use or areas • Vehicle usage regulations are too limited
• Does not regulate improper usage of fountains and splash pads • Does not include language regarding indecent exposure • Regulation regarding restrooms is outdated

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Needed Enhancements – 12.80.020 Definitions
“Park”
• Current definition is not comprehensive
• Additional areas to include:
• Distance restrictions of entrances
• Rest Areas
• Trails
• Areas owned and maintained by the city
“Smoke” and “Smoking”
• Not currently included in Chapter 12.80
• City parks are experiencing an increase in small fires • Definition should include “Smokeless Tobacco”

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Needed Enhancements – 12.80.130 Regulations
Opening Description
• Should include a declaration of intent
• Safe, Clean, and Green
• Hours of operation
• Should include any public spaces within 500 ft of:
• Schools
• Parks
• Playgrounds
• Public Facilities
• Other Recreational Facilities or Structures

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Needed Enhancements – 12.80.130 Regulations
Motor Driven Model Airplane
• Current definition only includes “motor driven model
airplanes”
• Parks has received complaints about drones
• Include “drone or other motorized flying apparatus” in the definition
Motor Vehicles
• Parks has received complaints about RV parking and electric scooters
• Include language that includes:
• Appropriate usage of all vehicles
• Parking restrictions

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Needed Enhancements – 12.80.130 Regulations
Bathing or Wading
• Current problems:
• Mechanical failure due to improper usage
• Accumulation of large puddles
• Additional maintenance and repair costs
• Language should include:
• Restrictions on washing clothes
• Usage of drinking fountains
• Usage of decorative fountains
• Usage of splash pads

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Needed Enhancements – 12.80.130 Regulations
Boisterous and Indecent Conduct
• Current problems
• Complaints about indecent exposure
• Current language does not include nudity
• Language should include:
• Specificity about nudity
• Exemptions for young children
• Exemptions for breast feeding

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Needed Enhancements – 12.80.130 Regulations
Regulation of Restroom Usage
• Current language is convoluted
• Needs to be updated to be gender neutral
• Needs to be separated into two sections:
o Bathroom use
o Damaging restroom areas

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Additional Provisions
Sensitive Uses / Areas
• Allow expansion of existing rules via Resolution
o Increases the flexibility allowed in the
municipal code
o Allows Council to define Sensitive Uses or
Areas

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Recommendations
New Requests For Funding FY 2023/24 Future
None N/A N/A
Staff will recommend at a future meeting the follow actions:

1. Additional rules to consider restrictions around sensitive uses/areas.

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Questions?

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Chapter 12.80

PUBLIC PARKS AND RECREATIONAL FACILITIES
Sections:

12.80.010 Short title

12.80.020 Definitions

12.80.030 Use of parks and buildings exclusive

12.80.040 Permit - Required when group exceeds twenty-five persons

12.80.050 Park and recreation sponsored classes - Permit required

12.80.055 Consumption of Alcohol in a Public Park - Permit required

12.80.060 Application for permit

12.80.070 Issuance of permit

12.80.080 Denial of permit

12.80.090 Right of appeal of denial of permit or conditions imposed on issuance of permit

12.80.100 Fees and deposits

12.80.110 Liability

12.80.120 Displays and sales

12.80.130 Park regulations

12.80.140 Violation - Penalty

12.80.010 Short title
The ordinance codified in this Chapter shall be known as the "parks and recreation ordinance."
(Ord. 3326, 1-03-73)

12.80.020 Definitions
For the purpose of carrying out the intent of this Chapter, the following words, phrases, and terms shall be deemed to have the meaning ascribed to them in this section:

A. ''Amplified sound" means speech or music, projected or transmitted by electronic equipment, including amplifiers, loudspeakers, microphones, bull horns or similar devices which are intended to increase the volume, range, distance, or intensity of speech or music and are powered by electricity, battery, or combustible fuel.

B. "Building" includes any building, or portion thereof, under the supervision of the Parks and Recreation Department of the City.

C. "Director" refers to the Director of the Department of Parks and Recreation.

D. "Park" includes all grounds, roadways, avenues, park facilities, municipal parks and playground areas, or portions thereof, under the supervision of the Parks and Recreation Department .

E. "Permit" means a permit for exclusive use of any park or building, or portions thereof, as provided for in this Chapter.

F. "Person" means persons, groups, associations, partnerships, firms or corporations unless the context in which such word is used indicates the singular word person was intended.

G. "Inline skates" mean skates which are attached to a boot, shoe, or other footwear to be worn by the skater. (Ord. MC-1185, 10-05-04; Ord. 3326, 1-03-73)

12.80.030 Use of parks and buildings exclusive
The City's public parks and buildings, or portions thereof, may be made available for the exclusive use of persons subject to the issuance of a permit by the Director as provided for in this Chapter. (Ord. 3326, 1-03-73)

12.80.040 Permit - Required
A. For any private groups of persons using a public park that have fewer than twenty- five no permit is required.

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B. It is unlawful for any group of persons, firm or corporation, society or organization which anticipates an attendance of more than twenty-five to conduct any picnic, celebration, parade, service or exercise in any public park or building or use any park facility, without first obtaining a written permit from the Director as provided for in this Chapter.

C. It is unlawful for any group of persons, firm or corporation, society or organization which anticipates an attendance of more than one hundred to conduct any picnic, celebration, parade, service or exercise in any public park or building or use any park facility, without first obtaining a Special Event Permit pusuant to Municipal Code Section

19.70.036.
(Ord. MC-1414, 7-06-15; Ord. MC-460, 5-15-85; Ord. 3326, 1-03-73)

12.80.050 Park and recreation sponsored classes - Permit required It is unlawful for any person, firm, corporation, society or organization to hold classes, courses of instruction or any activity where a fee or any form of compensation is charged or anything of value is obtained in a park or building, except in accordance with a written permit issued by the Director for such classes, courses of instruction or activity sponsored by or approved by the Department of Parks and Recreation pursuant to the provisions of this Chapter. (Ord. MC-460, 5-15-85; Ord. 3525, 9-10-75; Ord. 3326, 1-03-73)

12.80.055; 12.80.060; 12.80.070; 12.80.080; 12.80.090; 12.80.100; 12.80.110; 12.80.120 (Repealed by Ord. MC-1414, 07-06-15)

12.80.130 Park regulations
Within the limits of any public park or playground in or upon any facility or building located therein and owned or controlled by the City, it is unlawful for any person to:

A. Cause the amplification of sound exceeding twenty-five watts total output from all channels of equipment used except pursuant to an exclusive use permit issued under this Chapter and subject to the following conditions:

1. The location of any bandstand and the position of each loudspeaker shall be as specified by the Director so as to allow the least amount of amplified sound to be audible in any adjacent residential neighborhoods.

2. Amplified sound shall not exceed ninety-five decibels (dba) at a point fifty feet in front of the center point of the distance between loudspeaker installations.

B. Play or practice golf or use golf clubs in any area not designated for such use; C. Operate any motor driven model airplane except in areas designated for such use; D. Operate or park any motor vehicle as defined in the California Vehicle Code within a park except upon areas designated for such use;
E. Operate, drive, or ride upon any bicycle, unicycle, tricycle, horse or any other animal in any park except in areas designated and posted specifically for such use;
F. Leave any garbage, trash, cans, bottles, papers or other refuse elsewhere than in the receptacle provided therefor; G. Use or attempt to use or interfere with the use of any table, space of facility which at the time is reserved for any other person or group which has received a permit from the Director for the use thereof; H. Discharge or shoot any firearm, air gun, slingshot, or bow and arrow except at places designated and posted specifically for such purposes;
I. Dig, remove, destroy, injure, mutilate or cut any tree, plant, shrub, bloom or flower, or any portion thereof except a duly authorized City employee in the performance of his duty; J. Remove any wood, turf, grass, soil, rock, sand or gravel from any park except a duly authorized City employee in the performance of his duty;
K. Cut, break, deface, or disturb any rock, building, cage, pen, monument, sign, fence, structure, apparatus, equipment or property except a duly authorized City employee in the performance of his duty; L. Light or maintain any fire unless such fire is lighted and maintained only in a stove or fire circle or place provided for such purpose;
M. Throw rocks and waste matter in unauthorized places; N. Bathe or wade in or otherwise pollute the waters of any pond, stream, lake or pool unless wading or bathing are allowed in designated streams or pools or portions thereof; O. Frighten, chase, set snare for, catch, injure or destroy any wild quadrupeds or birds; or destroy, remove or disturb any of the young or eggs of same, or to injure or maltreat any domestic or other animals; P. Camp, lodge or tarry overnight unless there are set aside certain places for this purpose; the provisions of Section

12.68.020 regulating loitering and tarrying in any public park is adopted by reference;

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Q. Indulge in riotous, boisterous or indecent conduct; and no noisy, disorderly or offensive person shall be allowed within the park; the provisions of
Chapter 9.32 prohibiting any person from drinking alcoholic beverages in a public place is adopted by reference;
R. Roller skate or bicycle upon tennis courts in any public park within the City; and S. Enter any toilet facility designated for the use of female persons within any public park or go into the vault of or be within such toilet facility, excepting therefrom females, boys under the age of six years, and park employees while acting within the scope of their duties of cleaning or repairing the toilets; or cut, deface, or make any writing or marking on, the walls of any toilet facility or structure within any public park.

T. 1. Skateboard or inline skate at a City-owned skateboard park without wearing a helmet, elbow pads, and knee pads;

2. use this facility for skateboarding or inline skating if under the age of fourteen (14) years without being supervised by an adult;

3. use any other equipment other than skateboards or inline skates at this facility;

4. skateboard or inline skate during rain or wet conditions at this facility; and/or,

5. if not an adult supervising someone under the age of fourteen (14) years, enter (by passing through the entrance/fence) or remain in the skateboard park while not actively skating at all times.

U. To Smoke or engage in the act of Smoking in any Public Park in violation of San Bernardino Municipal Code Section

8.73.050
(Ord. MC-1319, 11-16-09; Ord. MC-1180, 9-09-04; Ord. MC-1171, 4-06-04; Ord. MC-1170, 3-18-04; Ord. MC-460, 5-15-85; Ord. 3643, 5-25-77; Ord. 3326, 1-03-73)

12.80.140 Violation - Penalty
Any person, firm or corporation violating or causing the violation of any provision of this Chapter is guilty of a misdemeanor, which upon conviction thereof is punishable in accordance with the provisions of Section I.12.010 of this Code. (Ord. MC-460, 5-15-85; Ord. 3326, 1-03-73)

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager
Department: City Manager's Office
Subject: Quality of Life – Prohibiting Storage of Personal Property in Public Areas (All Wards)

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Quality of Life
Discussion on Prohibiting Storage of Personal Property in Public Areas Presented by:

Edelia Eveland, Assistant City Manager

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Key Elements
Overview
Intent of the Discussion
Main Provisions
Recommendation
Key Elements•
Regulation of Property in Public Areas•
Pre- and Post- Removal Notices•
Three Categories of Property Removal •

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Intent of the Discussion
Purpose
• Establish a legally defensible framework in the Municipal Code allowing for the impounding and discarding of
property that interferes with the public’s usage of City facilities, streets, and parks.
o Property includes goods, materials, tents, bedding, sheds, furniture, appliances, backpacks, and other personal items. • Codifies a clearly defined removal process with clear guidelines.

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Main Provisions
Key Elements
• Defines “trash” and “junk,” which can be immediately discarded. • Defines “excess” property as that which cannot fit in a 60-gallon container (lid closed). • Excess property and unattended property can be removed and impounded with notice. • Clarifies that no notice is required to move property that impedes City operations. • Allows for the immediate removal and impounding of property that:
o Creates a Health & Safety risk.
o Impedes ADA access, public right-of-way.
o Obstructs driveways, entrances, and fire equipment.
o Is left in a public area after a posted closure time. • Parks with posted closure times can be immediately cleaned. • Moving property from one public area to another is not considered removing. • Establishes a process for owners to reclaim their property.

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Main Provisions
Regulation of Private Property in Public Areas
• Establishes three (3) general categories:
• When property can be impounded with prior notice.
• When property can be impounded without prior notice.
• When property can be discarded without prior notice.
• Impounded personal property:
• Stored at a City facility for 90 days.
• Available for repossession by the owner.
• Discarded after 90 days if not claimed.
• Notices
• Must be posted in a conspicuous location.
• Pre-Removal notices posted no earlier than 72h prior. • All removals require a Post-Removal notice.

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Main Provisions
Three Categories of Property Removal
Impound with Prior Notice Impound without Prior Notice Discard without Prior Notice Unattended Property ADA Obstruction Health & Safety Threat Excess Property Right-of-Way Obstruction Criminal Evidence or Contraband (as permissible by law)
Obstructs City Operations
(can be moved temporarily without notice) Within 10’ of a Driveway Trash and Junk Obstructs a Permitted Activity
(can be moved temporarily without notice) Within 5’ of a Building Entrance Within 2’ of a Fire Hydrant/Plug
Stored Past Posted Closure Time

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Pre-Removal Notice Information Post-Removal Notice Information General description of property General description of property Description of location Date and time of removal
Date and time of posting Statement of violation
Statement of violation Impounding facility contact information Statement of impounding if not removed within 24h Statement of discarding after 90 days if not claimed Impounding facility contact information
Main Provisions
Notice Elements

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Recommendations
Staff will recommend at a future meeting the follow actions:

1. An Ordinance prohibiting the storage of Personal Property in Public Areas.

Request For Funding FY 2023/24 Future
None N/A N/A

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Questions?

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Chapter 12.98

CAMPING ON PUBLIC STREETS AND PARKS
Sections

12.98.010 Purpose

12.98.020 Definitions

12.98.030 Unlawful camping

12.98.040 Storage of personal property in public places

12.98.010 Purpose
The public streets and areas within the City of San Bernardino should be readily accessible and available to residents and the public at large. The use of these areas for camping purposes or storage of personal property interferes with the rights of others to use the areas for the purposes for which they were intended. The purpose of this Chapter is to maintain public streets and areas within the City of San Bernardino in a clean and accessible condition. (Ord. MC-945, 6-20-95)

12.98.020 Definitions
Unless the particular provisions or the context otherwise requires, the definitions contained in this section shall govern the construction, meaning and application of words and phrases used in this Chapter. (a) "Camp" means to pitch or occupy camp facilities; to live temporarily in a camp facility or outdoors; to use camp paraphernalia.
(b) "Camp facilities" include, but are not limited to, tents, huts, or temporary shelters. (c) "Camp paraphernalia" includes, but is not limited to tarpaulins, cots, beds, sleeping bags, hammocks or non-City designated cooking facilities and similar equipment.
(d) "Park" means the same as defined in Section

12.80.020 of this Code.
(e) "Store" means to put aside or accumulate for use when needed, to put aside for safekeeping, to place or leave in a location.
(f) "Street" is a way or place of whatever nature, publicly maintained and open to the use of the public for purposes of vehicular and/or pedestrian travel.
"Street" includes highways.
(Ord. MC-945, 6-20-95)

12.98.030 Unlawful camping
It shall be unlawful for any person to camp, occupy camp facilities or use camp paraphernalia in the following areas, except as otherwise provided:
(a) any street;
(b) any public parking lot or public area, improved or unimproved; (c) any park.
(Ord. MC-945, 6-20-95)

12.98.040 Storage of personal property in public places It shall be unlawful for any person to store personal property, including camp facilities and camp paraphernalia, in the following areas, except as otherwise provided:
(a) any street;
(b) any public parking lot or public area, improved or unimproved; (c) any park.
(Ord. MC-945, 6-20-95)

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely
Department: City Manager's Office
Subject: One Stop Shop Update (All Wards)

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One Stop Shop Update
Presented by:

William Lampi, Management Analyst, City Manager’s Office

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One Stop Shop Update
Background
Current Situation•
One Stop Shop•
Current Progress
Key Milestones•
Physical Space Design•
New Permit & Plan Check Software•
Recommendations
Community Outreach•
Additional Staffing Considerations•

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Background
Current Situation
• Decentralized Locations
o Multiple locations is inconvenient for customers.
o Creates communication hurdles & confusion.
o No collective ownership over permitting process.
• Outdated Technology
o No online applications for customers.
o No digital plan check software.
o Requires staff to duplicate work.
o Not compatible with Windows 10 or 11.

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Background
One Stop Shop
• What is a “One Stop Shop”?
o Centralizes all major permitting counters.
o Includes both physical and virtual access.
• Divisions and Departments
o Building & Safety
o Planning Division
o Public Works
o Business Registration
o Water Department (kiosk)
o Fire Department (kiosk)

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Background
One Stop Shop
• Enhancements
o Makes the permitting process more convenient.
o Provides better communication to customers.
o Improves plan check coordination & turnaround time.
o Reduces waiting times.
• Prior Council Action
o 6/30/2021 – Approved the One Stop Shop project.
o 5/4/2022 – Approved a Professional Services
Agreement with Client First to conduct a software
needs assessment and ERP consulting service.
o 6/1/2022 – Approved $400,000 for the One Stop Shop
in the Capital Improvement Program 2023-2027.

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Current Progress
Completed Milestones
• Task Force Kickoff Meeting February 21, 2023
• One Stop Shop Site Visits March 30, 2023
• Developer Townhall April 25, 2023
• Community Townhall April 26, 2023
• Physical Space Design Meeting with Architect May 31, 2023 In Progress & Upcoming
• Feedback Survey Analysis via Water Bill Insert June 2023 • Physical Space Design Review and Feedback July 2023
• Neighborhood Association Meetings July 2023
(Wildwood, NENA, Muscupiabe, Norpac)

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Community Outreach
Feedback Received
• Permit counter locations are scattered / confusing.
• Difficulty getting all the information required in one stop. • Customers get the run-around / difficult to resolve
problems.
• Can’t submit a permit application online.
• Process is too complicated.
• Physical space isn’t very inviting.
• Long wait times.

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Physical Space Design
Boardroom
Existing
Permit
Counter
Conceptual
One Stop Shop

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New Permit & Plan Check Software
Online Applications Modern Software

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Additional Staffing Considerations
Community & Developer Ombudsperson
• Advocate for community members and developers.
• Coordinates with various Departments / Divisions.
• Works to resolve problems or complaints.
• Makes interactions as trouble-free as possible.

Senior Customer Service Representative
• Initial point of contact and assistance for customers. • Schedules customers in the One Stop Shop queue.
• Assists in answering phones & email inquiries.

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Staff will recommend at a future meeting the follow actions:

1. Approve the creation and addition of one (1) Community & Developer Ombudsperson position and direct staff to return to the Council with a job description and salary schedule.

2. Approve the addition of one (1) Senior Customer Service Representative (Bilingual) for the One Stop Shop.

3. A recommendation for the construction of the One Stop Shop.

Request For Funding FY 2023/24 Future
(1) Ombudsperson $138,122 Ongoing
(1) Bilingual Senior Customer Service Representative $95,987 Ongoing One Stop Shop Construction $400,000 est. N/A
Recommendations

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Questions?

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Priority
• 6 1 CDBG, Cult Development, Donation Fund
• 1 1 Public Use Facility
• 1 1 CDBG
• 1 1 Measure S
• 1 1 Measure S
• 1 1 Measure S
• 7 2 Library Facility
• 1 2 Library Facility
• 2 1 Cultural Development Fund
• 1 1 Public Use Facility
• 1 1 Public Use Facility
• 1 1 Law Enforcement Facility
• 1 1 Law Enforcement Facility
• 1 1 Public Use Facility
• 1 1 Grant
• 6 1 CDBG, ARP, Liability Insurance Fund
• 4 1 AB 1600 Parkland
• 7 1 AB 1600 Parkland
• 1 1 Measure S
• 2 1 Cultural Development Fund
• 1 1 ARP
• ALL 1 Measure S
• 4 2 Measure S
• 1 1 Measure S
• ALL 1 Measure S
• 2 1 Measure S
• 1 1 ARP
• 1 1 Donations Fund
• 3 1 ARP
• 1 2 ARP
• 2 2 Measure S
• 2 2 ARP
• ALL 2 Aquatics Facilities
• 1 2 AB 1600 Parkland
• 2 1 Measure S
• All 1 Cultural Development Fund
• All 1 Measure S
• 1 1 ARP (County)
• ALL 1 Storm Drain Construction Fund
• 6 1 Storm Drain Construction Fund
• 4 1 Storm Drain Construction Fund
• ALL 1 Storm Drain Construction Fund
• 7 1 Storm Drain Construction Fund
• 1,3 1 Regional Circulation
• 4 1 Regional Circulation
• 5,6 1 Measure I
• 1,6 1 Regional Circulation -$ -$ -$ State St Extension Planning 3,464,495$ 2,000,000$ -$ -$
University Parkway Improvements Design 1,252,783$ 749,272$ 501,057$ -$ -$ -$ -$ -$
40th St Widening Johnson to Electric Design 1,762,071$ -$ 2,000,000$ -$ -$ -$ -$ -$
Mt Vernon Bridge Replacement Construction 195,100$ 1,425,000$ 1,225,000$ 750,000$ Sierra Way Storm Drain* Planning -$ 2,500,000$ -$ -$
Citywide Storm drain Trash Capture Devices - TMDLS-Track 1 Design 234,895$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ -$ -$
Conejo Between 39th St and 40th St Planning 500,000$ 500,000$ -$ -$ -$ 500,000$ 500,000$ 500,000$
Mt Vernon Storm Drain Design 3,148,368$ 3,000,000$ -$ -$ Storm Drain Upgrade SD 19-002 Construction 868,995$ 500,000$ 500,000$ -$
Guadalupe Field Upgrades* Planning -$ 995,000$ -$ -$ -$ -$ -$ -$
Parks Master Plan (Measure S)* Planning -$ -$ 750,000$ -$ -$ -$ -$ -$
Parks Master Plan (Cultural Development Fund)* Planning -$ 350,000$ -$ -$ Renovation of Skate Park at Speicher Park* Planning -$ 650,000$ -$ -$
Bobby Vega Park Improvement* Planning -$ 250,000$ -$ -$ -$ -$ -$ -$
Pool Filtration Systems Improvements* Planning -$ -$ 400,000$ 400,000$ 400,000$ -$ -$ -$
Jerry Lewis Swim Center Improvements* Planning -$ -$ 500,000$ 750,000$ Perris Hill Senior Center Renovation* Planning -$ 400,000$ -$ -$
Norton Gym Pickleball Courts* Planning -$ -$ 1,200,000$ -$ -$ -$ -$ -$
Lytle Creek Parking Lot/Soccer Field Planning 600,000$ -$ -$ -$ -$ Seccombe Lake Park Improvements (Donations Fund) Planning 1,000,000$ -$ -$ -$ -$
Seccombe Lake Park Improvements (ARP) Planning 9,000,000$ -$ -$ -$ -$ -$ -$ -$
Ball Field Accessory Building Upgrade Design 2,000,000$ -$ -$ -$ -$ 1,000,000$ 1,000,000$ 1,000,000$
Hernandez Community Center Fencing Construction 250,000$ -$ -$ -$ Baseball/Softball Field Phase 1 Design 1,000,000$ -$ -$ 1,000,000$
Wildwood Park Improvements Design 600,000$ -$ -$ -$ -$ -$ -$ -$
Citywide Park Restroom Renovations Design 1,000,000$ -$ -$ 1,000,000$ 1,000,000$ -$ -$ -$
Roosevelt Bowl Renovation Design 600,000$ -$ -$ -$ Perris Hill YMCA Parking Lot Improvements Design 200,000$ -$ -$ -$
Pioneer Cemetery Improvements Construction 226,264$ -$ -$ -$ -$ -$ -$ -$
Speicher Park Field Lighting Design 213,647$ -$ -$ -$ -$ -$ -$ -$
Newmark Ball Field Lighting Systems Design 545,210$ -$ -$ -$ Nicholson Neighborhood Park Improvements Design 9,815,043$ -$ -$ -$ -$
California Theater Improvements Planning 2,500,000$ -$ -$ -$ -$ -$ -$ -$ -$
One Stop Permitting Center* Planning -$ 400,000$ -$ -$ Police Building Management System* Planning -$ 350,000$ -$ -$
Police Locker Room Renovation* Planning -$ 500,000$ -$ -$ -$ -$ -$ -$
AC Unit Replacements Regal Theater* Planning -$ 200,000$ -$ -$ -$ -$ -$ -$
City Hall Server Room Improvements* Planning -$ 200,000$ -$ -$ Perris Hill Senior Center Roof Replacement* Planning -$ 250,000$ -$ -$
Feldheym Improvements* Planning -$ 150,000$ 400,000$ -$ -$ -$ -$ -$
ADA Restrooms Rowe Library Design 338,233$ -$ -$ -$ -$ 3,500,000$ -$ -$
New Animal Shelter Design 338,233$ -$ -$ -$ Ruben Campos Demolition Deleted 625,000$ -$ -$ -$
5th St Senior Center Kitchen Phase 2 Design 250,000$ -$ -$ -$ -$ -$ -$ -$
Citywide Community Center Improvements Design 815,008$ -$ -$ -$ -$ -$ -$ -$
Paul Villasenor Library Parking Lot & Roof Construction 227,600$ -$ -$ -$ Encanto Community Center Improvements Design 2,969,026$ -$ -$ Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Funding Source FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 City of San Bernardino Capital Improvement Plan (CIP)
Investing in the Future of San Bernardino
Capital Improvement Plan
Streets
Storm
Drains
Parks
Buildings
Traffic
Control
Other
Ward Project Status

Packet Pg. 219

Priority
Estimated
Remaining
Funding to
Carryover
Planning Fiscal Years 2023-2027
Funding Source FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 City of San Bernardino Capital Improvement Plan (CIP)
Capital Improvement Plan
Streets
Storm
Drains
Parks
Buildings
Traffic
Control
Other
Ward Project Status
• 4 1 Regional Circulation
• 4 1 Regional Circulation
• 1,4 1 Measure I
• ALL 1 Measure S
• ALL 1 Measure S
• ALL 1 SB1
• ALL 1 SB1
• ALL 1 Measure I
• ALL 1 Measure S
• 3, 6 1 Measure I
• 1,2,3,6 &7 1 Measure I
• 1,4,7 1 CDBG
• 4,5,7 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 2 2 Measure S
• 7 2 Measure S
• 7 2 Measure S
• ALL 1 Measure I
• ALL 1 Grant
• 1,3,4 1 CDBG
• All 1 Measure S
• ALL 1 Local Circulation
• ALL 1 Local Circulation
• ALL 1 HSIP Grant
• ALL 1 HSIP Grant
• ALL 2 Measure S
• 2 1 Measure S
• 7 2 Measure S
• 4 2 Measure S
• ALL 1 Grant
• ALL 1 Measure I
• 3 1 Integrated Waste Management Fund
4,050,000$ 3,650,000$
-$ -$ -$
* NEW PROJECT 82,737,199$ 42,120,044$ 9,876,057$ 10,050,000$ Waterman Landfill Vapor Extraction System Improvements Planning 4,438,546$ -$ -$ -$ -$
Citywide Bus Stop Improvements Project (Measure I Grant Match) Planning 10,200$ -$ -$ -$ -$ -$ Citywide Bus Stop Improvements Project Planning 50,800$ -$ -$ -$ -$
Ralston Circuit Lighting Design 365,155$ -$ -$ -$ -$ -$ -$ -$
Genevieve Circuit Lighting Design 369,565$ -$ -$ -$ -$ -$ -$ -$
Street Light Improvements E St. Baseline-Highland Construction 749,278$ -$ -$ -$ Citywide Street Lighting Upgrades Construction 741,068$ -$ -$ -$
Advanced Dilemma Zone Detection Design 2,072,405$ 3,000,000$ -$ -$ -$ -$ -$ -$
Signal Hardware Upgrade Construction 1,059,959$ 1,588,000$ -$ -$ -$ -$ -$ -$
Traffic Signal B/U TC-B Construction 9,674$ 50,000$ -$ -$ Traffic Management Center SS17-003 Construction 14,420$ 40,000$ -$ -$
Street Sweeping Signage Program Planning -$ 2,000,000$ -$ -$ -$ -$ -$ -$
Pavement Rehabilitation Project: Planning -$ 1,600,000$ -$ -$ -$ -$ -$ -$
Alley Rehabilitation (Clean California Local Grant) * Planning -$ 722,772$ -$ -$ New Pavement Management Program* Planning -$ 1,000,000$ -$ -$
Arden Street (By Soccer Field) Construction 244,273$ -$ -$ -$ -$ -$ -$ -$
Cedar Street from Highland to 29th Construction 749,273$ -$ -$ -$ -$ -$ -$ -$
Trenton from Crestview to Valencia Construction 244,272$ -$ -$ -$ Hillside and Fairfax repaving Construction 499,966$ -$ -$ -$
Virginia St from E to F/G to H Construction 209,273$ -$ -$ -$ -$ -$ -$ -$
Congress Street from Mt Vernon to K St Construction 324,272$ -$ -$ -$ -$ -$ -$ -$
Raised Median Kendall Dr from E St to H St Design 912,606$ -$ -$ -$ Street Rehabilitation CDBG Construction 357,238$ -$ -$ -$
Street Rehabilitation County Partner Design 371,000$ 1,000,000$ -$ -$ -$ -$ -$ -$
Pepper Ave Rehabilitation Design 1,009,334$ 7,500,000$ -$ -$ -$ 1,000,000$ 1,000,000$ 1,000,000$
Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure S) Design -$ -$ 1,250,000$ -$ Citywide Pavement Rejuvenation Slurry/Crack Seal - (Measure I) Design 1,050,824$ 1,000,000$ 1,000,000$ -$
Citywide Street Rehab - (SB1)* Planning -$ 5,000,000$ -$ -$ -$ -$ -$ -$
Citywide Street Rehab - (SB1) Planning 4,107,292$ -$ -$ -$ -$ -$ -$ -$
Citywide Street Rehab - (Measure S)* Planning -$ 2,000,000$ -$ 1,000,000$ Citywide Street Rehab - (Measure S) Planning 12,526,504$ -$ -$ -$
CO OP City of Highland SS19-002 Construction 752,511$ 100,000$ -$ -$ -$ -$ -$ -$
2nd St Bridge Replacement Construction 1,038,582$ -$ -$ -$ -$ H St Kendall to 40th Widening Design 1,918,938$ -$ -$ -$

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations, and Maintenance
Department: Public Works
Subject: Infrastructure Master Plan

Packet Pg. 221

Infrastructure Master Plan
Presented by:

Daniel Hernandez, Public Works Dept. Director
Susan Pan, Acting City Engineer
Public Works Department
June 30, 2023

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Infrastructure Master Plan
• Infrastructure Master Plan
• Background
• Current Plans
• Plans in Progress
• Recommendations
• City Hall Building
• Background
• Previous Studies and Findings
• Timeline
• Recommendations
Presentation Overview

Packet Pg. 223

Infrastructure Master Plan Elements
• Components include parks, Street pavement,
bridges, buildings, and storm drains.

Purpose
• The Master Plan is used to assess existing
conditions, establish criteria for prioritization, and
develop new capital projects, cost estimates, and
delivery schedule.
• The Master Plan provides a roadmap to use public
funds for infrastructure planning and programming.
• Ties in the City’s Capital Improvement Program.

Infrastructure Master Plan - Background

Packet Pg. 224

Infrastructure Master Plan
Infrastructure
Master Plan
Bridge
Master Plan
Parks
Master Plan
Pavement
Master Plan
Storm Drain
Master Plan
Buildings
Master Plan
Capital
Improvement
Program

Packet Pg. 225

Infrastructure Master Plan
• Systematic Safety Analysis Report Program (SSARP)
• Traffic Study Developed in 2018.
• $10 million grant award for two projects in
construction.
• Traffic Signal Upgrade
• Pedestrian Signal Upgrade
• Local Roadway Safety Plan (LRSP)
• Required for future Highway Safety Improvement
Plan and grant funding
• Funds traffic safety improvements
• Adopted by City Council 3/2023

Packet Pg. 226

Infrastructure Master Plan
• Street Lighting Plan
• Adopted by City Council 8/2019.
• CIP project to replace incandescent with LED fixtures. • Current Progress
• Phase 1 is completed;
• Phase 2 in construction;
• Phases 3 and 4 in planning and will require an
additional $500,000;
• Applied for $250,000 of Energy Efficiency and
Conservation Block Grant.

Packet Pg. 227

Plans in Progress
Parks Master Plan:
• Community Outreach
• Inventory and Assess Existing Parks and
Facilities
• Conduct Public Outreach, Assess Needs,
Develop Priorities
• Prepare CIP and Budget Estimate

Packet Pg. 228

Plans in Progress

1. Pavement Management Plan:
• Existing pavement management
system last surveyed in 2018.
• Request for Proposal to be issued in
September 2023.

2. Curb and Sidewalk Management Plan
• Request for Proposal to be issued in
September 2023.

Packet Pg. 229

• Designed in 1963 by Architect
Cesar Pelli.
• Construction began in 1960s and
completed in 1972.
• City staff moved out of the building
in May 2017 due to seismic
structural and hazardous material
issues.

City Hall

Packet Pg. 230

Previous Studies and Findings
• Seismic Performance Assessment
by IDS Group in December 2015.
• Facility Condition Assessment by
Z&K Consultant/ Cannon
Consultant in June 2019.
• Estimated cost for deferred
maintenance deficiencies was $38
million.
• Estimated building retrofit cost was
$57 million.

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City Hall
Retrofit and Renovation
• Cost estimate up to $80 million
• Requires structural retrofit, hazardous material abatement, all new plumbing, mechanical, fire protection, electrical, communication, and security.

Project Schedule
• Planning: 12 months
• Design phase: 15 months
• Bidding and award: 3 months
• Construction Phase: approx. 18 months.
• Total Project duration 4 years.

Packet Pg. 232

Infrastructure Plans

1. ADA Compliant Transitional Plan ($2 million)
• Including Facilities, Public Right-of-Way,
Parks, and Programs.

2. Storm Drain Systems Master Plan ($1 million)
• Prepare regional drainage studies by
watersheds.
• Hydraulic modeling program of City’s storm
drain systems.

3. Bridge Management Plan ($500k)
• Caltrans bridge inspection program
• Prepare bridge Inventory and develop
program for repair, rehab, and replacement.

4. Facility/Building Management Plan ($1 million)

Packet Pg. 233

New Requests For Funding FY 2023/24 Future
City Hall Prelim Engineering & Space Study $300,000 est. N/A Bridge Management Plan $500,000 est. N/A
ADA Master Plan (Phase 1) $500,000 est. N/A
ADA Master Plan (Future Phases) N/A $1,500,000 est.

Storm Drain System Master Plan N/A $1,000,000 est.

Facility/Building Management Plan N/A $1,000,000 est.

Staff will recommend at a future meeting the follow actions:

1. A recommendation to appropriate funds for the following plans:
a. City Hall Preliminary Engineering and Space Study Plan b. Bridge Management Plan
c. ADA Master Plan (Phase 1)
d. ADA Master Plan (Future Phases)
e. Storm Drain System Master Plan
f. Facility/Building Management Plan
Infrastructure Master Plan Recommendations

Packet Pg. 234

Closing Slide

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PRESENTATION
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager
Department: City Manager's Office
Subject: Legislative Affairs (All Wards)

Packet Pg. 236

Legislative Affairs
City Manager
Presented by: Cory Hodges, Senior Management Analyst
Jeff Kraus Public Information Officer

Packet Pg. 237

Overview
Legislative Platform and Policies
Legislative Advocacy Firms
City Staff to Accomplish Goals
Recommendations
Legislative Calendar

Packet Pg. 238

Legislative Calendar
Staff proposes the following calendar to draft and implement an annual legislative strategy:

August - November November - December

1.Identify approved
projects in the CIP
or programmatic
needs that have
legislator appeal,
align with State or
Federal priorities,
or fill a regional
need.

2.Identify any
needed legislation
that will benefit the
City or key
stakeholders.

1.Mayor and Council meet
with City’s State and
Federal advocacy firms.

2.Council adopts the
legislative platform.

3.Meet with key legislators
to propose legislation

4.Work with Grants team
to identify and pursue
allocations in new
Federal Budget (if
adopted).

January - February

1. Prepare and submit budgetary
requests to State delegation,
Congress, and Senate.

March - June

1. Advocate for funding and for/against
key legislation at State level.

Other key annual tasks include:
meetings with the legislators and their
staff; advocacy trips to Sacramento and
Washington D.C.

Packet Pg. 239

Legislative Platform and Policies
Purpose
• Allows for an annual legislative platform to be adopted by the Mayor and City Council consisting of positions the City holds on key legislative or regulatory issues.
• Authorizes City staff to quickly respond to legislative or regulatory proposals that might impact City operations, policies, or its residents at the state and Federal levels if it aligns with a position/issue in the platform.

Packet Pg. 240

Current Legislative Platform
Housing and Economic
Development
• Affordable Housing
• Transit Oriented Development (TOD)
• Economic Development
Homelessness
• Transitional and Permanent Supportive
Housing
Quality of Life
• Library Services
• Public Safety and Emergency
Response
• Commercial Cannabis
Transportation and City
Infrastructure
• Highways
• Street and Roads
• Storm Water Infrastructure
• Public Facilities
• Parks and Open Spaces
• Broadband
• Green Infrastructure
Access to Higher Education
• Higher Education Resources
Sales and Use Tax
• Local Tax Revenue

Packet Pg. 241

Legislative Platform
Staff is recommending the Council make
additions to the City’s Legislative Platform on
the following issues:
• Animal Services and Welfare
• Tribal Sovereignty
• Fentanyl/Illegal Drugs
• Additional Issues Related to Homelessness
• Fair share funding similar to the “Big 13” cities.
• Other topics of importance to the Mayor and City
Council.

Packet Pg. 242

Legislative Advocacy
• Advocate for/against proposed legislation with Capitol staff. • Analyze proposed and passed legislation and its impact on the City. • Analyze the budget and signed legislation to identify funding opportunities.
• Use relationships to engage legislators outside of our local delegation. • Assist in crafting legislation that would benefit San Bernardino and identify legislators to sponsor the bill.
• Assist in determining priorities and funding thresholds for legislator directed funding (earmarks).
• Coordinate Capitol visits, including agency meetings.

An advocacy firm provides valuable services that could
benefit the City of San Bernardino.

Packet Pg. 243

Government Relations Staff
• Serve as the principal liaison with the City’s Advocacy Firms, State/Federal legislative staff, and other public agencies.
• Monitor agendas, proposals and issues before the County, regional legislative bodies, and quasi-governmental agencies.
• Provide updates and analysis to the Mayor, Council, and City Leadership. • Prepare and submit state and Federal funding requests. • Develop the annual legislative platform in consultation with the Mayor, Council, and staff.
• Prepare letters of support/opposition on legislation based upon the Council’s Legislative Platform.
• Coordinate Mayor and Council testimony opportunities before legislative committees.

Legislative & Government Affairs Manager

Packet Pg. 244

Staff will recommend at a future meeting the follow actions:

1. Direction for staff to identify and prepare for Council approval a list of potential projects for upcoming State/Federal Funding cycles.

2. Direction for staff to update the Legislative Platform to expand the homelessness platform, and include Animal Services, Funding Equities, Fentanyl and other Illegal Drugs, and Tribal Sovereignty.

3. Approve an allocation of $125,000 for a Federal Advocacy Firm.

4. Approve an allocation of $125,000 for a State Advocacy Firm.

5. Approve the creation and addition of one (1) Legislative & Government Affairs Manager position and direction to return to the Council with a job description and salary schedule.

Legislative Affairs Recommendations
New Requests For Funding FY 2023/24 Future
Federal Advocacy Firm $125,000 Ongoing
State Advocacy Firm $125,000 Ongoing
(1) Legislative & Government Affairs Manager $173,873 Ongoing

Packet Pg. 245

Questions?

Packet Pg. 246

Legislative Affairs
City Manager
Presented by: Cory Hodges, Senior Management Analyst
Jeff Kraus Public Information Officer

Packet Pg. 247

Overview
Legislative Platform and Policies
Legislative Advocacy Firms
City Staff to Accomplish Goals
Recommendations
Legislative Calendar

Packet Pg. 248

Legislative Calendar
Staff proposes the following calendar to draft and implement an annual legislative strategy:

August - November November - December

1.Identify approved
projects in the CIP
or programmatic
needs that have
legislator appeal,
align with State or
Federal priorities,
or fill a regional
need.

2.Identify any
needed legislation
that will benefit the
City or key
stakeholders.

1.Mayor and Council meet
with City’s State and
Federal advocacy firms.

2.Council adopts the
legislative platform.

3.Meet with key legislators
to propose legislation

4.Work with Grants team
to identify and pursue
allocations in new
Federal Budget (if
adopted).

January - February

1. Prepare and submit budgetary
requests to State delegation,
Congress, and Senate.

March - June

1. Advocate for funding and for/against
key legislation at State level.

Other key annual tasks include:
meetings with the legislators and their
staff; advocacy trips to Sacramento and
Washington D.C.

Packet Pg. 249

Packet Pg. 250

Packet Pg. 251

Packet Pg. 252

An advocacy firm provides valuable services that could
benefit the City of San Bernardino.

Packet Pg. 253

Legislative & Government Affairs Manager

Packet Pg. 254

It is recommended that the Mayor and City Council:

1. Direct staff to identify and prepare for Council approval a list of potential projects for upcoming State/Federal Funding cycles.

2. Direct staff to update the Legislative Platform to expand the homelessness platform, and include Animal Services, Funding Equities, Fentanyl and other Illegal Drugs, and Tribal Sovereignty.

3. Approve an allocation of $125,000 for a Federal Advocacy Firm.

4. Approve an allocation of $125,000 for a State Advocacy Firm.

5. Approve the creation and addition of one (1) Legislative & Government Affairs Manager position and direct staff to return to the Council with a job description and salary schedule.

Packet Pg. 255

Questions?

Packet Pg. 256

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 30, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager
Mary Lanier, Interim Agency Director of Community, Housing, and Economic Development
Department: Community, Housing, & Economic Development (CED) Subject: Economic Development Workshop

Packet Pg. 257

Economic Development
Workshop
June 30, 2023
Presented by: Charles E. McNeely, Interim City Manager; Amanda Hernandez, Economic Development Division Manager

Packet Pg. 258

What is Economic Development?
Why is Downtown Important?
Sample City Revitalizations and Programs
San Bernardino Investment Playbook
Development Opportunities
Proposed Programs
Economic Development Team
Public-Private Partnerships
Recommendations
Agenda

Packet Pg. 259

What is Economic Development?

Packet Pg. 260

Why is Downtown Important?

Packet Pg. 261

Incubator
• Small Businesses
• Non-Profits
Independence
• Non-Chain or Big Box
• Center for creative businesses
Employment
• Government Employee Center
• Opportunity for surrounding workforce
Property Value
(PV)
• Increases PV in downtown core
• Increases and protects PV of surrounding areas
Economic
Development
Perspective
Why is Downtown Important?

Packet Pg. 262

Economic
Health
•Symbol of the community’s economic health
Heart of the
Community
•The site for government, arts, churches, and historic
buildings
•Essential to create a sense of place
Tourism
•Can be a tourist attraction and is the location of a
community’s unique businesses and buildings
•Gathering place for travelers and visitors
Community
Development
Perspective
Why is Downtown Important?

Packet Pg. 263

Why is Downtown Important?

Packet Pg. 264

Why is Downtown Important?
Though Redland's
downtown is small, it has

6.5 times the property and
retail tax production
compared with the City's
largest shopping center
development.

Packet Pg. 265

Successful Downtown Revitalizations
Santa Ana

Packet Pg. 266

Pomona
Successful Downtown Revitalizations

Packet Pg. 267

Successful Downtown Revitalizations
Riverside

Packet Pg. 268

Sample Revitalization Programs
City of Glendale
Artsakh Creative Retail Pop
-Up Program

Packet Pg. 269

City of
Pomona
Business Improvement District
Sample Revitalization Programs

Packet Pg. 270

Business Improvement Districts
Sample Revitalization Programs

Packet Pg. 271

City of
Corona
Business Liaison Program
Sample Revitalization Programs

Packet Pg. 272

City of
San Jose
Sample Revitalization Programs

Packet Pg. 273

• Claremont Farmers and Artisans
Market
• Friday Nights Live in the Claremont
Village
• Taste of Claremont
• Village Venture Arts and Crafts Faire
• Art Exhibitions
• Claremont Art Walk
• Annual Gala
• Claremont Village Craft Beer Walk
• Midsummer Shakespeare Festival
• Poetry Festival
• Claremont Symphony Orchestra
• Claremont Public Art Program
• Holiday festivals
Over 1,100 guests attended the Taste of Claremont event in 2022.

Sample Revitalization Programs
Special Events

Packet Pg. 274

• Festival of Colors
• Reno Jazz Festival
• Strange Brew Festival
• Food Truck Fridays
• Reno River Festival
• Craft Beer Festival
• BBQ, Brews & Blues
Festival
• Sierra Arts Festival
CITY OF
Sample Revitalization Programs
Special Events
• Reno Chalk Art & Music Festival
• Artown Art Festival
• Wing Fest
• Hot August Nights
• Water Lantern Festivals
• Impalas Reno Super Show
• Reno Tahoe International Art
Show
• Art Belongs Here Grants
Program

Packet Pg. 275

• Mission Inn Hotel & Spa Festival of
Lights
• Annual Riverside Tamale Festival
• Riverside Greek Fest
• Riverside Lunar Festival
• Riverside Dickens Festival
• Riverside Art and Musical Festival
• Riverside Artswalk
• Riverside Downtown Farmers Market
• Public Art Riverside Micro Grant
Program
Festival of Lights economic impact
estimated at $129M in total direct and
indirect impact*
*Source: 2017-2018 Riverside Festival of Lights Economic Impact Final Report Sample Revitalization Programs
Special Events

Packet Pg. 276

• Pop-Up Shops
• Downtown Farmers
Market
• Various Music
Festivals
• Food & Wine
Festival
• Fusebox Art and
Food Festival
• Sunset Valley

ARTFEST
• ArtWorks Festival
• Spring Pecan Street
Festival
• Springfest
• Fall Pecan Street
Festival
• Austin Film Festival
• Austin Fashion Week
• Austin Powwow
• Art Bazaar
• Austin Pub Crawl
• Oktoberfest
• Art in Public Places
Program
The Fall and Spring Pecan Festivals each
attract over 300,000 attendees annually.

Sample Revitalization Programs
Special Events

Packet Pg. 277

• Farmers Market
• The Grand Prix of Long Beach
• Cambodia Town Parade and
Festival
• Juneteenth Celebration
• Pride Festival and Parade
• Marathon and Half Marathon Race
• Harvest Festival
• Scottish Festival
• Sea Festival
• African American Festival
• Bayou Music Festival
• BBQ Festival
• West Coast Barbeque Festival
• Comic and Horror Con Comic
Festival
CITY OF
Sample Revitalization Programs
Special Events

Packet Pg. 278

Fiesta® San Antonio attracts over 3.5M people
annually.

Sample Revitalization Programs
• Farmers Market
• Fiesta® San Antonio
• Folklife and Dance Festival
• Ford Mariachi Festival
• Fiesta Family Blues Festival
• Fiesta de Animales
• Viva Mexico Women’s Festival
• SoFlo Urban Art and Craft Market
• Luminaria Contemporary
Arts Festival
• Tejano Conjunto Festival
• Asian Festival
• Pride River Parade and
Celebration
• San Antonio Tango Festival
• Wild West Wildlife Festival
• UNITYFest
• Coffee Festival
• Mardi Gras Festival
• Fiesta Primavera
• St. Patrick’s Festival
• Wine Fest
• Public Art Program
Special Events

Packet Pg. 279

• City of Glendale
• Artsakh Creative Retail Pop-Up Program: business owners are able to apply for participation in a City-sponsored program to secure free rent in a brick-and-mortar retail space • City of Pomona
• Business Improvement District: business owners in downtown Pomona created a business improvement district to augment services and events in downtown • City of Corona
• Business Liaison Program: businesses are able to connect with Corona Police Department to address issues of illegal dumping, loitering, graffiti, and more • City of San Jose
• Downtown-Specific Manager: the manager will take special care to downtown related developments in order to increase the vitality of the heart of the city and city as a whole Sample Revitalization Programs

Packet Pg. 280

• City of Vista
• Façade Improvement Program: businesses in and near the downtown area can get up to $15k to assist with interior design upgrades
• City of Orange
• Smart Project Review: The City of Orange provides coordinated inter-departmental development review through its Staff Review Committee (SRC). • City of Long Beach
• Long Beach Accelerator: A public-private partnership with the Institute for Innovation and Entrepreneurship at CSULB and Sunstone Management. The program is for early-stage tech- startups to successfully secure funding.
• City of Fresno
• Revolving Loan Fund: business must be within Fresno City and does not have full project financing from conventional lender. The fund must be used for inventory, capital, or equipment Sample Revitalization Programs

Packet Pg. 281

Questions?

Packet Pg. 282

Economic Development Connections
SB Investment
Playbook
Development
Opportunities
Economic
Development
Programs
Economic
Development
Team
Public-Private
Partnerships

Packet Pg. 283

SB Investment Playbook Update

Packet Pg. 284

Investment Playbook Update
City Manager
Presented by: Cory Hodges, Senior Management Analyst

Packet Pg. 285

Investment Playbook Agenda
Introduction
Development Process & Capacity
Building
Roles & Responsibilities
Deliverables & Performance Indicators
Projects & Prioritization
Investment Playbook Implementation
Roadmap & Staff Recommendations

Packet Pg. 286

Investment Playbook
• Economic development strategy
• Coordinated action plan
• Funding strategy
• Marketing tool
• Community collaboration
An innovative way for cities to
approach transformative projects
outside the standard government
process.

Introduction

Packet Pg. 287

• Extraordinary Potential &
Strengths
• Underpopulated
• Underinvested
• Historic Buildings
• Multimodal Transit Access
• Inexpensive land
• Market Momentum
Introduction
Why Downtown San Bernardino?

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Investment Playbook
Development
Over the course of the Summer of 2022,
stakeholders were interviewed, and Investment
Playbook proposals were developed:
• 40+ Stakeholders Interviews
• Legislative Research (IRA, CHIPS, ARPA, etc.)
• Project Narratives Crafted
• Feasibility & Project Cost Estimates Completed
Playbook publicly released at the CSUSB White
House Economic Summit in November 2022
Development Process

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The Nerve Center Operators will be
responsible for carrying out a variety of
activities including but not limited to:

1.Strategic Research & Analysis

2.Stakeholder Engagement

3.Project Coordination

4.Securing Funding

5.Leading a Stakeholder Executive
Committee

6.Managing a Project Submission
Portal
Development Capacity Building (Nerve Center)
Direct Fiscal Impact
• $700,000 Measure S
• Funding was approved
December 7, 2022
Indirect Fiscal Impact
• Staff time
• Other City resources

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A Fiscal Agent could oversee certain funds
dedicated to City of San Bernardino Investment
Playbook projects including funds:

A.Allocated by the City directly
B.Funds committed by outside agencies or
partners
C.Funds received from granting agencies for
proposed projects
• Administrative, financial, and legal
responsibility for assigned Investment
Playbook funds.
• Fiscal Agent’s normally charge a small
administrative fee from funds.

Development Capacity Building (Fiscal Agent)

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Roles & Responsibilities
Mayor and City
Council
• Oversight
• Advisory
• Advocacy
City Staff
• Direction
• Technical
Assistance
Community
• Ideas
• Collaboration
• Feedback
Nerve Center
• Project
Coordination
• Stakeholder
Engagement
• Secure Funding
Fiscal Agent
• Financial
Administration
• Financial
Reporting
Stakeholders
• Collaboration
• Assistance
• Funding
Investment
Playbook
Mayor & City
Council
Nerve Center
Stakeholders
Community
Fiscal Agent
Staff

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Deliverables and Performance Indicators
Deliverables
• Investment Playbook “road show”
• Investment Playbook workshops
• Community feedback events
• Committee meetings
• State grant awards
• Federal grant awards
• Project Intake portal
• Completed projects
Key Performance Indicators
• Support from Elected Officials
• Support from Private Corporations
• Support from non-profits
• Number of Community feedback
events
• Number of grant applications
submitted
• Number of grant awards received
• Intake portal statistics
• Project movement through
development phases

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Investment Playbook Project are organized into six (6) distinct categories:

Community
El Sol Holistic
Campus
Community
Leadership
Empowerment
Workshop
Olympic Aquatic
Center
Institute for Child
Development and
Family Relations
Economic
Opportunity
Center
E Street Arts
Corridor
Inland Port Career
Resource Center
Purposeful
Pathways
Infrastructure
Zero-Emission
Buses
Complete Streets
Fiber Network
Installation
Enhanced
Infrastructure
Financing District
City Hall
Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness
initiative
Homeownership
initiative
Downtown Habitat
for Humanity
Project
Permanent
Residential Real
Estate Cooperative
Innovation
Sustainable Mobility
Hub
National Security
Innovation
Ecosystem
Enterprise District
Sustainable
Logistics Center of
Excellence
Downtown Satellite
Campuses
Annual Climate
Readiness Summit
Cybersecurity Tech
Workforce Hub
Entrepreneurship
Entrepreneurial
Resource Center
Food
Entrepreneurship
Hub
Supply SB
Local Small
Business
Retail Plaza
Center for Youth
Financial Literacy
and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions
Team
Technical
Assistance for
Community
Organizations
Current Investment Playbook Projects

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Investment Playbook Projects are categorized into three (3) stages of development:

Current Investment Playbook Projects
READY-TO-GOLAST MILEEXPLORATORY
These projects are largely
complete, with clear design,
costs, and plans for
implementation
These early-stage projects will
need more development before
they are ready to fund and
implement
These intermediate-stage projects
need to get specific on design and
cost

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Notable Stakeholder Submitted Projects
Enterprise District
• Reestablish E Street as a dynamic commercial
corridor and popular Inland Empire destination
• Cultivate a vibrant, amenity-filled downtown that
encourages innovation, entrepreneurship, and small
business growth
• Boost activity in downtown San Bernardino during
and after workday hours
University Presence Downtown
(“University Center”)
• Sustainable Logistics Center of
Excellence
• Institute for Child Development and Family
Relations
• Cybersecurity Tech Workforce Hub
Inland Port Career Resource Center (IPCRC)
• Establish well-supported and easily navigated pathways into quality jobs in the IE • Increase the number and proportion of IE residents with quality jobs (particularly within disadvantaged and disinvested communities in the region) • Ensure that area employers have access to the skilled workers they need to grow

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Project Implementation Road Map
Phase 1
Phase 3
Phase 4
Approve Nerve
Center Operator
Agreement
Appoint Advisory
Committee
Members
Council/Project
Stakeholder
Workshop
Project
Prioritization
Feedback
• Implement the Investment Playbook
• Receive and File Monthly Investment Playbook
Reports from Nerve Center Operators, Fiscal
Agent and Playbook Consultants (if approved)
• Quarterly Advisory Committee Meetings
• Monthly Steering Committee Meetings
If Necessary,
Onboard Additional
Playbook
Consultants
Re-Release Fiscal
Agent RFP
Nerve Center Operator
Begins Providing ServicesPhase 2

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Questions?

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Break

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Economic Development Connections
SB Investment
Playbook
Development
Opportunities
Economic
Development
Programs
Economic
Development
Team
Public-Private
Partnerships

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Opportunity Sites
City Development Opportunities

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Revitalization Efforts
Highland Ave and Medical Center Dr
City Development Opportunities

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Revitalization Efforts
Carnegie Dr
City Development Opportunities

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Revitalization Efforts
Arden-Guthrie Development
City Development Opportunities

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Downtown Specific
Plan Update
City Development Opportunities

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Revitalization Efforts
City-owned property
E St Retail Sites
Woolworth Building
Convention Center
Baseball Field
City Development Opportunities

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Theater Square Parcels
Conceptual Rendering
Revitalization Efforts
Theater Square
City Development Opportunities

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Revitalization Efforts
City-owned parking
City Development Opportunities

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Carousel Mall – Getting to “Shovel Ready”
New appraisal
Infrastructure
analysis
Tax increment
financing district
Phase 2
environmental
Dedicated project
manager
Grants
identification
Surplus Land Act
process
TBD
4-5 M 6M-1Y6M-1Y 6-8M6-8M
4-5M4-5M OngoingOngoing 6M6M
City Development Opportunities

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Economic Development Connections
SB Investment
Playbook
Development
Opportunities
Economic
Development
Programs
Economic
Development
Team
Public-Private
Partnerships

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Downtown Entrepreneurial Resource Center
Proposed Program

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• Facilitate Commercial Revitalization
• Stimulate Private Investment and
Customer Patronage
• General Shopping opportunities
• Pleasant walking environment by
improving visual aesthetics of
commercial building facades
• Enhance small businesses
Proposed Program

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Revolving Loan Program
Proposed Program

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Economic Development Action Plan
• Develop economic development goals
for the community with special focus on
each Ward
• Emphasis on community engagement
and feedback
• Incorporate existing plans (Specific
Plans, General Plan update, Investment
Playbook)
Proposed Program

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Marketing and Rebranding
Proposed Program

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Property and Business Improvement District
• Steering Committee comprised of property
owners developed proposed boundaries and
services for the district
ü Clean & Safe
ü Capital Improvements
ü Administration
• Potential for district to begin collecting
assessment in January 2025
Proposed Program

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Special Event Efforts
Proposed Program

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Operation Restore Hope
Proposed Program

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Economic Development Connections
SB Investment
Playbook
Development
Opportunities
Economic
Development
Programs
Economic
Development
Team
Public-Private
Partnerships

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Services Provided by
Economic Development Staff
Economic Development Division

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Economic Development Partners

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Economic Development Partner Event
Thursday, July 27, 2023 | DoubleTree by Hilton Hotel San Bernardino

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Economic Development Connections
SB Investment
Playbook
Development
Opportunities
Economic
Development
Programs
Economic
Development
Team
Public-Private
Partnerships

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Pedestrian Activation at Court Street
Immediate Public-Private Partnerships

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Downtown Visioning Working Group
(Property Owners)
Immediate Public-Private Partnerships

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Downtown Revitalization Efforts
Immediate Public-Private Partnerships

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Revitalization Efforts
3D Conceptual Rendering
Downtown San Bernardino
Immediate Public-Private Partnerships

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Recommendations
Staff will recommend at a future meeting the follow actions:

1. Approve a reallocation of $873,700 of ARPA funds from the Small Business Education and Training Resources allocation to the Entrepreneurial Development Services and Resource Center (“ERC”) for a total of $1,873,700 allocated to the ERC.

2. Authorize the Interim City Manager, or designee, to take necessary steps to implement and administer the agreement including executing an agreement or Memorandum of Understanding (“MOU”) with the Inland Empire Center for Entrepreneurship in an amount not to exceed $1,873,700 through December 31, 2026, and signing subsequent, necessary, and related documents to implement the MOU.

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Recommendations
Staff will recommend at a future meeting the follow actions:

3. Authorize the Interim City Manager, or designee, to execute a Professional Services Agreement ($700,000) the with Making Hope Happen Foundation (MHHF) for Investment Playbook Nerve Center Operator Services; and

4. Direction for Staff to determine feasibility of a Higher Education presence (University Center) in the Downtown San Bernardino area; and

5. Direction for Staff to Re-Release Investment Playbook Fiscal Agent Services RFP; and

6. Review Investment Playbook Projects and provide staff additional feedback on projects at a future Mayor and City Council meeting.

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Staff will recommend at a future meeting the follow actions:

7. Augment staffing in Economic Development by approving the creation and addition of the following positions and directing staff to return to the Council with job descriptions and salary schedules:
a. One (1) Economic Development Director
b. One (1) Economic Development Manager (Business Recruitment) c. One (1) Economic Development Manager (Business Retention) d. One (1) Economic Development Manager (Special Events Manager)

8. Approve the addition of one (1) Administrative Assistant position for Economic Development.

New Requests For Funding FY 2023/24 Future
(1) Economic Development Director $280,376 Ongoing
(3) Economic Development Managers ($186,218 each) $558,654 Ongoing (1) Administrative Assistant $80,549 Ongoing
73 Recommendations

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Recommendations
Staff will recommend at a future meeting the follow actions:

9. Authorize staff to evaluate the feasibility of:
a. Implementing a Downtown Economic Impact Study
b. Property and Business Improvement District Formation c. Pedestrian Activation at Court Street
d. Special Event Programming
e. Revolving Loan Program
f. Retaining a brokerage firm to market city-owned properties g. Establishing a Downtown University Campus
h. Implementing an Economic Development Action Plan
i. Rebranding
j. Expanding Chamber and Association Partnerships

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Questions

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7 MEMORANDUM OF UNDERSTANDING

BY AND BETWEEN

THE CITY OF SAN BERNARDINO
AND

UNIVERSITY ENTERPRISES CORPORATION AT CSUSB
FOR

ENTREPRENEURIAL DEVELOPMENT SERVICES
This Memorandum of Understanding (“MOU”) is made and entered into as of June 30, 2023, by and between the City of San Bernardino, a charter city and municipal corporation (“City”) and University Enterprises Corporation at CSUSB (“Subrecipient”) on behalf of Inland Empire Center for Entrepreneurship (“IECE”) at California State University San Bernardino. City and Subrecipient are sometimes referred to individually as “Party” and collectively as the “Parties”.

RECITALS
A. WHEREAS, the City has identified Economic Growth and Development as part of its 2020-2025 Key Strategic Targets and Goals with a focus on creating a “21st Century urban core”; and
B. WHEREAS, the City was one of six cities participating in the Aspen City Action Lab, an initiative of the Aspen Institute Latinos and Society Program (“Aspen Institute”); and
C. WHEREAS, through the Aspen City Action Lab, the City of San Bernardino, the Aspen Institute, California State University San Bernardino, New Localism Associates, James Irvine Foundation, and community stakeholders developed the San Bernardino Investment Playbook (“Playbook”) which highlights “actionable investments that advance climate readiness, boost equitable economic growth, and improve daily life for all residents”; and
D. WHEREAS, the Playbook identified the Entrepreneurial Resource Center Project (“the ERC Project”) as an actionable investment to “provide a centrally located and easily accessible downtown hub for small business training and technical assistance” to promote “job growth, wealth creation and economic resilience”; and E. WHEREAS, on March 10, 2021, the United States Congress passed, and on March 11, 2021, President Joseph Biden signed into law, the American Rescue Plan Act (“ARPA”); and
F. WHEREAS, ARPA established the Coronavirus State Fiscal Recovery Fund (“CSFRF”) and Coronavirus Local Fiscal Recovery Fund (“CLFRF”), together

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7 known as the Coronavirus State and Local Fiscal Recovery Funds (“SLFRF”) program, which provides a combined $350 billion in assistance to eligible state, local, territorial, and Tribal governments to help turn the tide on the pandemic, address its economic fallout, and lay the foundation for a strong and equitable recovery; and G. The City received federal funding in the form of the SLFRF under ARPA in response to the coronavirus (“COVID-19”) pandemic. These funds may be used to carry out a wide range of community development activities, including those that benefit local communities; and
H. The Interim Final Rule on SLFRF issued by the Department of the Treasury (“Treasury”) effective May 17, 2021, and the Final Rule issued by the Department of the Treasury effective April 1, 2022, (together the Interim Final Rule and the Final Rule are hereinafter referred to as the “Rule”) provide the rules and guidelines for how the ARPA funds may specifically be spent. Further, the Rule allows for the City to transfer SLFRF funds to a Subrecipient who provides services to those who have experienced a negative economic impact due to the COVID-19 public health emergency; and
I. ARPA states the City may grant subawards to subrecipients for the furtherance of an ARPA eligible use. City desires to make a grant of ARPA SLFRF funds to the Subrecipient, in accordance with the terms of this MOU and all applicable provisions of ARPA, to carry out the ERC Project; and
J. WHEREAS, the proposed work for the ERC Project is more particularly described in Exhibit “A”, attached hereto to this MOU and incorporated herein by this reference and
K. WHEREAS, the Parties wish to enter into this MOU to delineate roles, and responsibilities relative to the ERC Project.

NOW THEREFORE, for good and valuable consideration, the receipt of which is hereby acknowledged, it is mutually understood and agreed by the Parties as follows:

AGREEMENT

1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.

2. Term. This MOU shall commence on the Effective Date and continue through June 7, 2026, unless the MOU is previously terminated as provided for herein (“Term”).

Subrecipient certifies that the use of funds will be used only to cover expenditures allowed under ARPA and incurred during the Term. Any cost obligated by Subrecipient

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7 as of December 31, 2024, must be expended by December 31, 2026, to meet the eligible costs timeframe as defined by the United States Department of the Treasury.

3. Commencement of Performance. Subrecipient may not obligate or request disbursement of funds, incur any cost, or initiate the ERC Project that are the subject of this MOU until each of the following provisions has been fully satisfied:

3.1 Subrecipient must furnish proof of insurance as required under Section 6 of this MOU.

3.2 City has obtained proof that Subrecipient is registered on SAM.gov and that Subrecipient is not suspended or barred from federally funded programs.

3.3 Subrecipient has provided City with a completed Request for Taxpayer Identification Number and Certification, Form W-9 (Rev. 2020, as issued by the Internal Revenue Service).

3.4 Subrecipient has obtained a business license from the City.

3.5 This MOU is fully executed by the Parties.

3.6 Subrecipient has been issued a “Notice to Proceed” by City.

4. Commitments.

4.1 City Commitments. The City agrees to do the following:

4.1.1 Funding. City shall provide funding to Subrecipient in a total amount not-to-exceed One Million Eight Hundred Seventy-Three Thousand Seven Hundred Dollars and No Cents ($1,873,700.00). Subrecipient will receive 100% of grant funds from City within thirty (30) days of execution of this MOU and submittal of requests for reimbursement is not required unless additional funds are distributed to and/or are sought by Subrecipient. Except as expressly provided in Section 4.1.1 of this MOU, Subrecipient shall not be entitled to, nor receive from City any additional funding or other type of remuneration for services rendered under this MOU. City’s payment to Subrecipient under this MOU is contingent on the availability of program funds and continued federal and state authorization for the funded program activities.

4.1.2 Advise Subrecipient of any changes in its personnel, operation, or policies which may impact the ERC Project;

4.1.3 Provide feedback to Subrecipient on performance of the ERC Project;

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7 4.1.4 Meet with Subrecipient as necessary to conduct strategy, discuss and promote the ERC Project; and

4.2 Subrecipient Commitments. Subrecipient agrees to do the following:

4.2.1 Carry out the ERC Project in accordance with Exhibit “A” of this MOU. This shall include, but not be limited to, the marketing and promotion of the ERC Project to appropriate businesses and entrepreneurs;

4.2.2 Appoint a Program Manager as the liaison between the City and the Subrecipient, who will serve as the point of contact for the ERC Project;

4.2.3 Meet with City officials when needed to conduct strategy, discuss, and promote the ERC Project;

4.2.4 Use ARPA funds strictly in accordance with the ARPA Contract Requirements attached hereto as Exhibit “B,” which are incorporated herein by this reference. To the extent that any provision contained in Exhibit “B” conflicts with any provision of this MOU, Exhibit “B” governs. Any funds expended by Subrecipient in any manner that does not adhere to the ARPA program terms and conditions and this MOU shall be returned or repaid to the City. This includes, but is not limited to, funds paid to Subrecipient: i) in excess of the amount to which Subrecipient is finally determined to be authorized to retain; and ii) that are determined to have been misused. Notwithstanding the foregoing, the Project as described in Exhibit “A”, has been determined to be a proper use of ARPA funds .

4.2.5 Provide long-term small business support for eligible businesses that ensures sustainable success;

4.2.6 Ensure that all eligible current and aspiring small business owners have consistent access to the resources they need to start and grow their businesses;

4.2.7 Address disparities in small business ownership and entrepreneurship through a deliberate focus on underrepresented groups in the city, and as appropriate, surrounding communities;

4.2.8 Increase coordination and collaboration among entrepreneurial support organizations working within the region in order to establish a clear and easy-to- access continuum of support for entrepreneurs and small business owners;

4.2.9 Report to the City the following key program metrics on a quarterly basis:

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7 (1) Clients counseled
(2) Clients trained
(3) Jobs supported
(4) Investment capital received
(5) Government contracts and certifications received
(6) Aggregate demographic data of clients served, including gender, ethnicity, veteran status (as reported by clients) (7) Aggregate business demographic data – industry type (as reported by clients)
(8) Client success stories
(9) Additional data, as agreed upon by the IECE and the City of San Bernardino

4.2.10 Record Inspection. Subrecipient agrees that it shall maintain and make available for inspection all books, records, papers, accounting records, or other documents pertaining to the performance of the ERC Project, including but not limited to, the costs associated with the ERC Project. Subrecipient shall make all such items available at their respective offices at reasonable times during the MOU term and for five years after the termination or expiration of this MOU. Subrecipient agrees that all duly authorized representatives shall have access to the documents during normal business hours.

4.3. Mutual Responsibilities.

4.3.1 Collaborate and develop strategies for the mutual promotion of the ERC Project;

4.3.2 Cooperate and work in good faith in order to accomplish the stated goals of the ERC Project;

4.3.3 After the execution of this MOU, participate in a kick-off meeting to coordinate the initial implementation of the ERC Project; and

4.3.4 Laws and Regulations. Each Party shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of this MOU or any work related to the ERC Project, including all Cal/OSHA requirements, and shall give all notices required by law. Each Party shall be liable for all violations of such laws and regulations in connection with this MOU or any work related to the ERC Project. If either Party performs any of its obligations hereunder knowing that its actions are contrary to such laws, rules and regulations and without giving written notice to the other, the violating Party shall be solely responsible for all costs arising therefrom. The violating Party shall defend, indemnify and hold the other, its officials, directors, officers, employees and agents free and harmless, pursuant to the

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7 indemnification provisions of this MOU, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

5. Indemnification. To the fullest extent permitted by law, Subrecipient shall defend, indemnify and hold the City, its elected and appointed officials, officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner directly arising out of any alleged acts, errors or omissions, or willful misconduct of Subrecipient, its officials, officers, employees, subcontractors, consultants or agents in connection with this MOU, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the negligence or willful misconduct of the City, its elected and appointed officials, officers, employees, subcontractors, consultants or agents. Notwithstanding the foregoing, Subrecipient’s indemnification obligations shall still apply if Claims arise out of the negligence or fault of both Subrecipient and City. In instances of comparative fault, the apportionment of damages shall be shared between the Subrecipient and the City based upon the comparative degree of each other’s fault. Subrecipient’s contractual obligations shall not exceed the percentage of the damages attributable to Subrecipient’s fault. Subrecipient's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, the City Council, members of the City Council, its employees, or authorized volunteers.

Subrecipient’s indemnification obligation shall survive for a period of four (4) years after the expiration or earlier termination of this MOU.

To the fullest extent permitted by law, City shall defend, indemnify and hold the Subrecipient, its officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner directly arising out of any alleged acts, errors or omissions, or willful misconduct of City, its elected and appointed officials, officers, employees, subcontractors, consultants or agents in connection with: (1) potential misrepresentations made by the City under this MOU and (2) Claims arising out of the City’s interpretation of the rules and regulations related to ARPA funding under this MOU, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the negligence or willful misconduct of the Subrecipients officials, officers, employees, subcontractors, consultants or agents. Notwithstanding the foregoing, City’s indemnification obligations shall still apply if Claims arise out of the negligence or fault of both City and Subrecipient. In instances of comparative fault, the apportionment of damages shall be shared between the City and the Subrecipient

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7 based upon the comparative degree of each other’s fault. City’s contractual obligations shall not exceed the percentage of the damages attributable to City’s fault. City’s obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Subrecipient, its employees, or authorized volunteers. City’s indemnification obligation shall survive for a period of four (4) years after the expiration or earlier termination of this MOU.

6. Insurance. Subrecipient shall not commence work under this MOU until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Subrecipient shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section.

6.1 Additional Insured
The City of San Bernardino shall be named as additional insureds on Subrecipient’s and its subcontractors’ policies of commercial general liability and automobile liability insurance using the endorsements and forms specified herein or exact equivalents.

6.2 Commercial General Liability

6.2.1 The Subrecipient shall take out and maintain, during the performance of all work under this MOU, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City.

6.2.2 Coverage for Commercial General Liability insurance shall be at least as broad as the following:

Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent.

6.2.3 Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusion deleted
(7) Contractual Liability with respect to this Contract

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7 (8) Broad Form Property Damage
(9) Independent Consultants Coverage

6.2.4 The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the MOU.

6.2.5 The policy shall give City, its elected and appointed officials, officers, employees, agents, and City-designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.

6.2.6 The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured.

6.3 Automobile Liability

6.3.1 At all times during the performance of the work under this MOU, the Subrecipient shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.

6.3.2 Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).

6.3.3 The policy shall give City, its elected and appointed officials, officers, employees, agents and City designated volunteers additional insured status.

6.3.4 Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.

6.4 Workers’ Compensation/Employer’s Liability

6.4.1 Subrecipient certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this MOU.

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7 6.4.2 To the extent Subrecipient has employees at any time during the term of this MOU, at all times during the performance of the work under this MOU, the Subrecipient shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this MOU, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Subrecipient shall require all subcontractors to obtain and maintain, for the period required by this MOU, workers’ compensation coverage of the same type and limits as specified in this section.

6.5. Minimum Policy Limits Required.

6.5.1 The following insurance limits are required for the MOU:

Combined Single Limit
Commercial General Liability $2,000,000 per occurrence/$4,000,000 aggregate for bodily injury, personal injury, and
property damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence

6.5.2 Defense costs shall be payable in addition to the limits.

6.5.3 Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this MOU.

6.6 Evidence Required
Prior to execution of the MOU, the Subrecipient shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional

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7 insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance.

6.7 Policy Provisions Required

6.7.1 Subrecipient shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this MOU, except that the Subrecipient shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of the premium. If any of the required coverage is cancelled or expires during the term of this MOU, the Subrecipient shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration.

6.7.2 The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Subrecipient’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss.

6.7.3 The retroactive date (if any) of each policy is to be no later than the effective date of this MOU. Subrecipient shall maintain such coverage continuously for a period of at least three years after the completion of the work under this MOU.

Subrecipient shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this MOU; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this MOU.

6.7.4 All required insurance coverages shall contain or be endorsed to provide waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Subrecipient or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Subrecipient hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subcontractors.

6.7.5 The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Subrecipient from liability in excess of such coverage, nor shall it limit the Subrecipient’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the MOU or law.

6.8 Qualifying Insurers

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7 6.8.1 All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:

Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.

6.9. Additional Insurance Provisions

6.9.1 The foregoing requirements as to the types and limits of insurance coverage to be maintained by Subrecipient, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Subrecipient pursuant to this MOU, including, but not limited to, the provisions concerning indemnification.

6.9.2 If at any time during the life of the MOU, any policy of insurance required under this MOU does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Subrecipient or City will withhold amounts sufficient to pay premium from Subrecipient payments. In the alternative, City may cancel this MOU.

6.9.3 The City may require the Subrecipient to provide complete copies of all insurance policies in effect for the duration of the ERC Project.

6.9.4 Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this MOU.

6.10 Subcontractor Insurance Requirements. Subrecipient shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Subrecipient, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

7. Force Majeure. In addition to specific provisions of this MOU, performance by either Party hereunder shall not be deemed to be in default, or considered to be a

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7 default, where delays or defaults are due to the force majeure events of war, insurrection, strikes, lockouts, riots, floods, earthquakes, fires, casualties, acts of God, acts of the public enemy, epidemics, quarantine restrictions, freight embargoes or lack of transportation, weather-caused delays, inability to secure necessary labor, materials or tools, delays of any contractors, subcontractor or supplier, which are not attributable to the fault of the Party claiming an extension of time to prepare or acts or failure to act of any public or governmental agency or entity. Delays encountered by either Party in obtaining governmental actions, reviews, approvals and permits shall not be deemed to be an enforced delay or a force majeure event pursuant to this Section. An extension of time for any such force majeure event shall be for the period of the enforced delay and shall commence to run from the date of occurrence of the delay; provided, however, that the Party that claims the existence of the delay has first provided the other Party with written notice of the occurrence of the delay within seven (7) calendar days after the commencement of such occurrence or delay. A Party’s failure to timely submit such notice of the occurrence of the delay pursuant to this Section shall be precluded from asserting the occurrence of an enforced delay or force majeure event.

8. Termination.

8.1 Termination for Convenience. Either City or Subrecipient may terminate this MOU at any time without cause by giving the other written notice of the date of termination at least 30 calendar days before. If this MOU is terminated as provided herein, Subrecipient will return unexpended and unobligated balance of ARPA funds provided to Subrecipient under to this MOU to City within thirty (30) calendar days.

8.2 Termination for Cause. If for any reason, Subrecipient fails to fulfill in a timely and proper manner its obligation under this MOU, or if Subrecipient violates any of the covenants of this MOU, City has the unilateral right to terminate this MOU by giving Subrecipient written notice at least five calendar days before termination. The notice must refer to this clause, specify the nature of the alleged default, and specify the effective date of the termination. If this MOU is terminated as provided herein, Subrecipient will return unexpended and unobligated balance of ARPA funds provided to Subrecipient under to this MOU to City within thirty (30) calendar days.

9. Miscellaneous Provisions.

9.1. Captions. Any captions to, or headings of, the sections or subsections of this MOU are solely for the convenience of the parties, are not a part of this MOU, and shall not be used for the interpretation or determination of the validity of this MOU or any provision hereof.

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7 9.2. No Obligations to Third Parties. Except as otherwise expressly provided herein, the execution and delivery of this MOU shall not be deemed to confer any rights upon, or obligate the parties, to any person or entity other than the parties hereto.

9.3. Notice. Any notice or instrument required to be given or delivered by this MOU may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following addresses and shall be effective upon receipt thereof:

CITY:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: Nathan Freeman, Agency Director of
Community, Housing, and Economic
Development
With Copy To:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney
SUBRECIPIENT:

Inland Empire Center for Entrepreneurship
at California State University, San
Bernardino
Jack H. Brown Hall, 5500 University Pkwy,
San Bernardino, CA 92407
Attn: Dr. Michael Stull
With Copy to:

University Enterprise Corporation
California State University, San
Bernardino
5500 University Parkway
San Bernardino, CA 92407
Attn: Diane Trujillo

9.4. Laws and Venue. This MOU shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this MOU, the action shall be brought in a state or federal court situated in the County of San Bernardino, State of California.

9.5. Entire MOU. This MOU, including exhibits, represents the entire understanding of City and Subrecipient as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises, or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated MOU.

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7 9.6. Resolution of Disputes.

9.6.1 Disputes regarding the interpretation or application of any provision of this Agreement must, to the extent reasonably feasible, be resolved through good- faith negotiations between the Parties.

9.6.2 In the event that litigation is brought by any Party in connection with this MOU, the prevailing Party shall be entitled to recover from the opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof.

9.7. Severability. If any provision of this MOU is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance, and the remaining provisions of this MOU shall remain in full force and effect.

9.8. Successors and Assigns. This MOU shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this MOU. However, Subrecipient shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

9.9. Non-Waiver. The delay or failure of either Party at any time to require performance or compliance by the other Party of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance. No waiver of any provision of this MOU shall be effective unless in writing and signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. The waiver of any right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

9.10. Amendments. Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this MOU.

9.11. Counterparts. This MOU may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one single MOU.

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7 9.12. Independent Contractor. Subrecipient is an independent contractor. As such, Subrecipient has no power or authority to incur any debt, obligation, or liability on behalf of City. Further, neither Subrecipient nor anyone working on its behalf is not entitled to any benefit typically associated with an employee such as medical, sick- leave, or vacation benefits.

9.13. Authority. The persons executing this MOU on behalf of the Parties hereto warrant that they are duly authorized to execute this MOU on behalf of said Parties and that by doing so, the Parties hereto are formally bound to the provisions of this MOU.

9.14. Electronic Signature. Each Party acknowledges and agrees that this MOU may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an original signature

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7 SIGNATURE PAGE FOR MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF SAN BERNARDINO

AND UNIVERSITY ENTERPRISES CORPORATION AT CSUSB
IN WITNESS WHEREOF, the Parties have executed this MOU as of the date first written above.

CITY OF SAN BERNARDINO
APPROVED BY:

Charles E McNeely
Interim City Manager
ATTESTED BY:

Genoveva Rocha, CMC
City Clerk
APPROVED AS TO FORM:

Best Best & Krieger LLP
City Attorney

SUBRECIPIENT
University Enterprises Corporation at
CSUSB
Signature
Name
Title

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7 EXHIBIT “A”

ENTREPRENEURIAL DEVELOPMENT SERVICES
The following programs and activities from the Inland Empire Center for Entrepreneurship (IECE) at California State University San Bernardino will provide resources and support for entrepreneurs and small business owners located in the City of San Bernardino. The goal is to aid aspiring and existing small business owners through business counseling and specialized business assistance programs to help them recover from the ongoing and residual effects of the pandemic and build sustainable resilience to navigate and survive future economic challenges.

The proposed activities and services will be delivered by our premier programs – the Inland Empire Small Business Development Center (SBDC) and Women’s Business Center (WBC) – and in addition to providing new services and programs, will leverage our existing infrastructure, staff, faculty and funding support. Thus, the City is investing in a well-established program and leveraging a wide range of State and Federal funds currently invested in the IECE.

Total Project Cost: $3,843,138.77 (average annual cost - $1.28 million) Funding Needed: $1,873,699.97
Funding Proposed: $2,000,000.00
Funding period: 3 years

1. Entrepreneurial Resource Center (ERC)
Project Overview
Historically there has been a lack of coordination among the roughly two dozen organizations working to support entrepreneurship in the Inland Empire. While some of the smaller entities leverage the programs and resources of larger, better-established organizations, most work in relative isolation and lack the capacity to meet the changing needs of entrepreneurs as they move from initial idea to business launch. These coordination deficits result in duplicative efforts and disjointed programming that can be difficult to access and navigate.

The Entrepreneurial Resource Center (ERC) will provide a centrally located and easily accessible hub for small business training and technical assistance. The ERC will bring together a wide range of entrepreneurial support organizations to provide a complete set of training, technical assistance, and access to resources for small business owners and

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7 entrepreneurs in the general service area of the location. It will improve access to resources for all aspiring and existing entrepreneurs, increase the rate of business creation, and foster greater success and long-term sustainability for local small businesses.

The ERC will be anchored by the IECE—one of the largest university-based Centers for Entrepreneurship in the world and the most experienced and comprehensive entrepreneurial technical assistance provider in the Inland Empire —and the globally recognized School of Entrepreneurship (SoE), which remains the first and only school of its kind in the state. The extensive array of entrepreneurial support programs offered by the IECE and SoE encompasses every stage of company formation and growth. Together the IECE and SoE will work with partner entrepreneurial support organizations to set clear objectives, develop programming, and deliver services with tangible results.

Historically entrepreneurial support organizations in the region have worked largely in isolation, though a small number have focused on leveraging the programming and resources of larger, more established organizations. The ERC will convene these actors in order to create a well-defined and well- coordinated continuum of services capable of supporting businesses across their entire lifecycle. It will also work with the potential Supply SB supplier (part of the San Bernardino Investment Playbook) diversity initiative to connect local Latino and Black vendors to contract-readiness programming and procurement-focused sales opportunities.

Key Objectives of the ERC
•Ensure that all current and aspiring small business owners have consistent access to the resources they need to start and grow their businesses.
•Provide long-term small business support that ensures sustainable success.
•Address disparities in small business ownership and entrepreneurship through a deliberate focus underrepresented groups in the city, and as appropriate, surrounding communities (e.g., Rialto, Highland, Colton, Redlands).
•Increase coordination and collaboration among entrepreneurial support organizations working within the region in order to establish a clear and easy-to-access continuum of support for entrepreneurs and small business owners.

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7 Location, Size, and Scope
The target location for the ERC is the Chase Building in downtown San Bernardino at Studio D.

Facility size: approximately 5,000 square feet, to include: Private office space:
9 offices for IECE and partner organizations
Number of people working in the facility (including administrative staff): 10-15 Cohort-focused programs: 50 per cohort, offered quarterly in English and Spanish
Foot traffic (drop-in public events, use of meeting space, etc.): 2,500 served each year, 10 percent of which will be drop-in traffic.

Program Components
The ERC, at its core, will provide both short and long-term business counseling and training services from programs such as the Inland Empire Small Business Development Center (IESBDC), Inland Empire Women’s Business Center (IEWBC) that will assist business owners at every stage of development, from startup to growth. In addition, we plan to provide a range of specialized programs and services (based on need and demand) such as:
•Marketplace Program – Assists entrepreneurs as they move from initial idea to microbusiness launch with tracks for farmers market / craft fair sales (IE Made), e-commerce (California Shop Small-Amazon), wholesale (procurement network), and exports.
•SBDC Eats Program – Six-week program that prepares participants to start and run a food-based business (includes follow-on counseling). •Catapult Business Growth Network – 50-hour intensive for small business owners focused on key concepts and tools proven to drive and manage business growth (includes peer mentoring network). •Financial Fitness Boot Camp – Four-day workshop for small business owners focused on financial literacy and financial management basics. •Main Street Digital Program – Assists brick-and-mortar businesses interested in having an online presence.
•SBDC Center for Contracting – Helps small businesses with contract readiness and securing contracts.
•UpStarters Discovery Program – Introduces middle and high school students to entrepreneurship fundamentals.
•Startup programs and workshops delivered in Spanish – like ones delivered by Association de Emprendedor@s.
•Other entrepreneurial support programs and services based on need/demand.

IECE estimates that more than 2,500 small businesses will be served annually through the ERC, with small business owners receiving access to free business counseling, training and mentoring programs.

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7 Cost
To create the ERC and ensure a minimum operating period of 3 years will require an investment of approximately $3.84 million (approximately $1.28 million per year). This will leverage the IECE and SoE current annual investment of over $600,000 in small business technical assistance resources (staff and programs) in addition to the City contribution as provided for in this MOU, and allow for establishment of the location, performing necessary facility improvements, and ongoing space costs, deploying additional staff resources necessary, and support for partner organizations. A sustainability plan is in place that will allow the ERC to operate indefinitely. In addition to seeking ongoing funding through various grants, the intent is to have the planned farmers market; co-working space, incubator and commercial food kitchen/food lab (if applicable) generate sufficient revenue at maturity to cover the annual operating costs.

Reporting
The IECE will report to the City the following key program metrics on a quarterly basis:
•Clients counseled
•Clients trained
•Jobs supported
•Investment capital received
•Government contracts and certifications received
•Aggregate demographic data of clients served, including gender, ethnicity, veteran status (as reported by clients)
•Aggregate business demographic data – industry type (as reported by clients)
•Client success stories
•Additional data, as agreed upon by the IECE and the City of San Bernardino

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7 Packet Pg. 353

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7 EXHIBIT B

ARPA CONTRACT REQUIREMENTS

1. COMPLIANCE WITH FEDERAL LAWS AND REGULATIONS

1.1 Subrecipient agrees that it undertakes hereby the same obligations to City that City has undertaken to Treasury by way of City's acceptance of ARPA funds. The obligations thus undertaken by Subrecipient include, but are not limited to, the obligation to comply with Sections 602 and 603 of the Social Security Act as added by Section 9901 of the American Rescue Plan Act of 2021, the United States Department of the Treasury Coronavirus State Fiscal Recovery Fund Award Terms and Conditions, the Rule, and the following federal laws and regulations:
(A) Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, 2 C.F.R. Part 200, other than such provisions as Treasury may determine are inapplicable to ARPA and subject to such exceptions as may be otherwise provided by Treasury. This includes ensuring that any procurements using ARPA funds are consistent with the procurement standards in the Uniform Guidance at 2 CFR 200.317 through CFR 200.327, as applicable;
(B) Universal Identifier and System for Award Management (SAM), 2 C.F.R. Part 25, including Appendix A to 2 C.F.R. Part 25; (C) Reporting Subaward and Executive Compensation Information, 2 C.F.R. Part 170, including Appendix A to 2 C.F.R. Part 170; (D) United States Office of Management and Budget (“OMB”) Guidelines to Agencies on Governmentwide Debarment and Suspension
(Nonprocurement), 2 C.F.R. Part 180, including the requirement to include a term or condition in all lower tier covered transactions (contracts and subcontracts described in 2 C.F.R. Part 180, subpart B) that the award is subject to 2 C.F.R. Part 180 and Treasury’s implementing regulation at 31 C.F.R. Part 19;
(E) Governmentwide Requirements for Drug-Free Workplace, 31 C.F.R.

Part 20;
(F) New Restrictions on Lobbying, 31 C.F.R. Part 21;
(G) Uniform Relocation Assistance and Real Property Acquisitions Act of 1970 (42 U.S.C. §§4601-4655) and implementing regulations;

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7 (H) Title VI of the Civil Rights Act of 1964 (42 U.S.C. §§ 2000d et seq.) and Treasury’s implementing regulations at 31 C.F.R. Part 22, which prohibit discrimination on the basis of race, color, or national origin under programs or activities receiving federal financial assistance; (I) The Fair Housing Act, Title VIII of the Civil Rights Act of 1968 (42 U.S.C. §§ 3601 et seq.), 4 which prohibits discrimination in housing on the basis of race, color, religion, national origin, sex, familial status, or disability;
(J) Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. § 794), which prohibit discrimination on the basis of disability under any program or activity receiving federal financial assistance; (K) The Age Discrimination Act of 1975, as amended (42 U.S.C. §§ 6101 et seq.), and Treasury’s implementing regulations at 31 C.F.R. Part 23, which prohibit discrimination on the basis of age in programs or activities receiving federal financial assistance; and
(L) Title II of the Americans with Disabilities Act of 1990, as amended (42 U.S.C. §§ 12101 et seq.), which prohibits discrimination on the basis of disability under programs, activities, and services provided or made available by state and local governments or
instrumentalities or agencies thereto.

1.2 Subrecipient further agrees to comply with all environmental, procurement, construction, and other guidelines provided by City.

1.3 Subrecipient will obtain all necessary permits and licenses that are necessary for its performance under this MOU.

1.4 Failure to meet established performance goals and standards or non-compliance with applicable rules and regulations constitutes non-compliance with the terms of this MOU. City is entitled to avail itself of one or more of the following remedies to address noncompliance:
(A) Temporarily withhold cash payments pending correction of deficiencies by Subrecipient;
(B) Disallow all or part of the cost of the activity or action not in compliance
(C) Wholly or partly suspend or terminate the current award for Subrecipient's program;
(D) Withhold further awards for the program; or
(E) Take other remedies that may be legally available.

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7 2. SUBCONTRACTS
Subrecipient will incorporate the same or substantially equivalent requirements as are contained in this MOU (with exception for Commercial General Liability coverage which may be satisfied with $1,000,000 per occurrence/$2,000,000 aggregate for bodily injury, personal injury, and property damage) in many subcontracts that utilize any ARPA funds or that support any ARPA funded project covered by this MOU. Notwithstanding the requirements of this Agreement, some subcontractors may be small, disadvantaged businesses and unable to meet the insurance requirements as defined above. In the event a potential subcontractor cannot meet the insurance requirements contained in this MOU, Subrecipient shall seek City’s consent to allow deviation from the standard insurance requirements. All subcontractors will meet the minimum statutory requirements necessary to conduct business in the state of California. When a project utilizes ARPA funds and funds from other sources, all funds are subject to ARPA regulations. Subrecipient, by entering into a subcontract for performance of any portion of its ARPA funded program, is not relieved of its responsibilities to City as set forth in this MOU.

3. NON-DISCRIMINATION/GRIEVANCE PROCEDURES

3.1 No person with responsibilities in the operation of any project under this MOU may discriminate because of race, creed, color, national origin, age, sex, political affiliation, handicap, beliefs, or marital or familial status.

3.2 Subrecipient will ensure that every effort is made to provide equal opportunity to every potential minority and women's business vendor, contractor, and subcontractor.

4. STANDARD OF CONDUCT/CONFLICT OF INTEREST AND LOBBYING

4.1 No member, officer or employee of Subrecipient or its designee or agents, no member of the governing body of the locality in which the program is situated, and no other public official of such locality or localities who exercises any function or responsibility with respect to the program during that person’s tenure, may have any direct interest, in any contract or subcontract, or the process thereof which conflicts with the work to be performed in connection with the programs activities assigned under this MOU.

4.2 By entering into this MOU, Subrecipient certifies that:
(A) No federal appropriated funds have been paid or will be paid, by or on behalf of Subrecipient, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any federal contract, the making of any federal grant, the making of any federal

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7 loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any federal contract, grant loan, or cooperative agreement. (B) If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a member of Congress in connection with this federal contract, grant, loan, or cooperative agreement, Subrecipient must complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions, and other federal disclosure forms as requested.
(C) Subrecipient will require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients certify and disclose accordingly.

4.3 This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification is subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

5. FISCAL CONTROL

5.1 Subrecipient is responsible for the internal control and monitoring of fiscal and programmatic/operational goals and procedures. Subrecipient will establish such fiscal controls and fund accounting procedures as required by federal regulations, or as may be deemed necessary by the City to assure the proper disbursal of, and accounting for, funds paid to Subrecipient under this MOU. Subrecipient must maintain separate accounts within established bookkeeping systems for ARPA funds.

5.2 Subrecipients subject to Title 2 CFR Part 200 must deposit funds in an account requiring two signatures for disbursement and submit to City specimen signatures for all authorized signatories prior to receipt of funds.

5.3 City will pay Subrecipient progress payments at the time and in the manner set forth in the MOU. Payment by City is not to be construed as final in the event that Treasury disallows reimbursement for the Project or any portion thereof. Subrecipient will submit reasonable back-up documentation as specified by City with request for payment.

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7 5.4 Subrecipient is liable for all amounts that are determined to be due by Treasury including, but not limited to, disallowed costs that are the result of Subrecipient's or its contractor's conduct under this MOU.

5.5 City will notify Subrecipient in writing regarding any controversy or proceeding between City and Treasury arising from this MOU. Subrecipient will be permitted to respond regarding the controversy or proceeding.

5.6 All financial transactions must be supported by complete and verifiable source documents. Records must provide a clear audit trail.

6. REVERSION OF ASSETS

6.1 Funds. Upon expiration of this MOU, Subrecipient will transfer to City any remaining ARPA funds in Subrecipient's control at the time of expiration of this MOU.

6.2 Equipment. If Subrecipient has used ARPA funds to purchase tangible, nonexpendable, personal property having a useful life of more than one (1) year and an acquisition cost of $5,000 or more per unit, Subrecipient may use such equipment for the purpose for which it was acquired as long as needed for the program or project described in this MOU. When no longer needed for the original program or project, the equipment must be returned to the City.

6.3 Real Property. If Subrecipient has used ARPA funds to purchase real property, and Subrecipient sells or otherwise disposes of such real property, Subrecipient shall return the ARPA-share of the purchase to City. The ARPA-share shall be computed by applying the percentage of ARPA funds that went toward the cost of the original purchase (and costs of any improvements) multiplied by the fair market value of the property at the time of sale by the Subrecipient.

7. REQUESTS FOR TECHNICAL ASSISTANCE
Subrecipient will refer to the City any regulatory or procedural questions regarding operation of its ARPA-funded Services. All formal requests for technical assistance must be submitted in writing. Requests should specify the problem area, particular assistance being requested and proposed solution if applicable. Informal questions regarding day-to-day program operation may be directed to the designated City representative.

8. RECORDS AND REPORTS

8.1 Subrecipient understands and agrees that City may, at any time, request additional information that may be required for the purpose of making

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7 necessary reports to Treasury, or for otherwise evaluating Subrecipient's progress and performance under this MOU. In the event of such requests, Subrecipient will comply by providing the appropriate data within 10 working days from the date of any such request.

8.2 Subrecipient further understands and agrees that the records and additional information described in this section must be retained on a continuing basis for a period of five (5) years after this MOU has expired.

9. CONTRACT RESPONSIBILITY FOR MONITORING AND RECORDS

9.1 City, designated representatives of City, and other appropriate officials must have access to all personnel records, management information, and fiscal data of Subrecipient and any agency or contractor with whom Subrecipient executes a subcontract necessary to carry out any ARPA-funded Services for monitoring purposes. Subrecipient will respond in a timely manner to all identified corrective actions Subrecipient will submit to City all required reports and monitoring corrective action plans on a timely basis, as delineated by City. Records must be maintained as follows:

9.2 Subrecipient agrees to retain all pertinent records under ARPA, including financial records, until advised by City that further retention is unnecessary.

Records must be open and available for inspection by auditors and other staff assigned by City during the normal business hours of Subrecipient.

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21 U.S. DEPARTMENT OF THE TREASURY

Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule U.S. Department of the Treasury

Assistance to Small Businesses

Small businesses have faced widespread challenges due to the pandemic, including periods of shutdown, declines in revenue, or increased costs. The final rule provides many tools for recipients to respond to the impacts of the pandemic on small businesses, or disproportionate impacts on businesses where pre-existing disparities like lack of access to capital compounded the pandemic’s effects.

Small businesses eligible for assistance are those that experienced negative economic impacts or disproportionate impacts of the pandemic and meet the definition of “small business,” specifically:

1. Have no more than 500 employees, or if applicable, the size standard in number of employees established by the Administrator of the Small Business Administration for the industry in which the business concern or organization operates, and

2. Are a small business concern as defined in section 3 of the Small Business Act8 (which includes, among other requirements, that the business is independently owned and operated and is not dominant in its field of operation).

Impacted Small Businesses

Recipients can identify small businesses impacted by the pandemic, and measures to respond, in many ways; for example, recipients could consider:
✓ Decreased revenue or gross receipts
✓ Financial insecurity
✓ Increased costs
✓ Capacity to weather financial hardship
✓ Challenges covering payroll, rent or
mortgage, and other operating costs
Assistance to small businesses that experienced negative economic impacts includes the following enumerated uses:
✓ Loans or grants to mitigate financial
hardship, such as by supporting payroll
and benefits, costs to retain employees,
and mortgage, rent, utility, and other
operating costs
✓ Technical assistance, counseling, or other
services to support business planning

Disproportionately Impacted Small Businesses

Treasury presumes that the following small businesses are disproportionately impacted by the pandemic:

8 15 U.S.C. 632.

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22 U.S. DEPARTMENT OF THE TREASURY

Coronavirus State & Local Fiscal Recovery Funds: Overview of the Final Rule U.S. Department of the Treasury

✓ Small businesses operating in Qualified
Census Tracts
✓ Small businesses operated by Tribal
governments or on Tribal lands
✓ Small businesses operating in the U.S.
territories
Assistance to disproportionately impacted small businesses includes the following enumerated uses, which have been expanded under the final rule:
✓ Rehabilitation of commercial properties,
storefront improvements & façade
improvements
✓ Technical assistance, business incubators &
grants for start-up or expansion costs for
small businesses
✓ Support for microbusinesses, including
financial, childcare, and transportation costs

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San Bernardino
Investment Playbook
Transformative investments to
catalyze sustainable and equitable
economic growth
N E W L O C A L I S M A S S O C I A T E SLIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Made possible with the support of The James Irvine Foundation San Bernardino
Community
Stakeholders

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Contents
Summary
Context
Playbook Vision
Playbook Projects
Next Steps

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N E W L O C A L I S M A S S O C I A T E S | 3LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Executive summary
36 investments
selected with
community input
More than
$1 billion
total cost of
projects that
are ready-to-go
Focus on
Downtown
a small geography
with outsized
impact

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N E W L O C A L I S M A S S O C I A T E S | 4LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 This Playbook will catalyze investment in the building blocks of an equitable, sustainable, and prosperous San Bernardino Infrastructure
Create a sustainable
and connected platform
for equitable growth
Housing
Increase housing
density near multimodal
transit
Innovation
Invest in key drivers of
the Inland Empire
economy
Entrepreneurship
Support startup activity
and small business
success
Community
Expand opportunities
and improve outcomes
for all residents
Capacity
Ensure that
stakeholders have the
capacity to design and
implement projects

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N E W L O C A L I S M A S S O C I A T E S | 5LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Proposed ready-to-go projects total roughly $1 billion
Given that only 20 of the 36 projects have been costed out thus far (in bold below), we expect that the total cost of implementing the entire Playbook will exceed $1 billion.

Community
Cybersecurity Tech
Workforce Hub
El Sol Holistic
Campus
Community
Leadership
Empowerment
Workshop
Olympic Aquatic
Center
Institute for Child
Development and
Family Relations –
Downtown
Economic Opportunity
Center
E Street Arts Corridor
Inland Port Career
Resource Center
Purposeful Pathways
Infrastructure
Zero-Emission Buses
Complete Streets
Fiber Network
Installation
Enhanced
Infrastructure
Financing District
City Hall Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness
initiative
Homeownership
initiative
Downtown Habitat for
Humanity Project
Permanent Residential
Real Estate Cooperative
Innovation
Sustainable Mobility
Hub
National Security
Innovation Ecosystem
Enterprise District
Sustainable Logistics
Center of Excellence
Downtown Satellite
Campuses
Annual Climate
Readiness Summit
Entrepreneurship
Entrepreneurial
Resource Center
Food
Entrepreneurship Hub
Supply SB
Local Small Business
Retail Plaza
Center for Youth
Financial Literacy and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions Team
Technical Assistance for
Community
Organizations

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Contents
Summary
Context
Playbook Vision
Playbook Projects
Next Steps

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N E W L O C A L I S M A S S O C I A T E S | 7LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Local leaders need to organize to make the most of this unprecedented funding Federal investments
American Rescue Plan Act ($1.9T)
enacted March 2021
Infrastructure Investment & Jobs Act
($1.2T, of which $549B is new spend)
enacted November 2021
CHIPS and Science Act ($280B)
enacted August 2022
Inflation Reduction Act ($490B)
enacted August 2022
CA state investments
General Fund Surplus ($47.7B)
Community Economic Resilience Fund ($600M)
SB 156 funds for broadband ($6B)
Other funds TBD
A historic sequence of federal and state investments

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N E W L O C A L I S M A S S O C I A T E S | 8LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Cities must align disjointed federal and state funding
sources with specific local projects
This alignment process will require careful planning, thoughtful engagement, and increased capacity within local government as well as nonprofit and civic organizations EDA
competitive
grant
State non-
competitive
grant
Local
investors
DoD
grant
Federal and
state tax
incentives Private
sector
debt
HUD
block
grant
Low-interest
loan from local
philanthropy
DOT
competitive
grant

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N E W L O C A L I S M A S S O C I A T E S | 9LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 An Investment Playbook helps match local projects
to federal and state funds
Community

1. DEFINE PRIORITIES
Infrastructure
Housing

2. IDENTIFY PROJECTS
Project 1
Project 2

3. SECURE FUNDING
Civic & Philanthropic
Private Sector
State Government
Federal Government
Innovation
Entrepreneurship
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Capacity
Project 11
Project 12

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N E W L O C A L I S M A S S O C I A T E S | 10LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Playbooks evolve over time as new funds come
available and new projects emerge
Identify local projects
and available funds
Design and
cost out projects
Secure
funds
Launch projects
and adapt as needed
Track progress
over time
Investment
Playbook
Lifecycle

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N E W L O C A L I S M A S S O C I A T E S | 11LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 A growing number of cities are using Investment
Playbooks to organize themselves for action
San Bernardino
Phoenix
El Paso
San Antonio
Rochester
Buffalo
PhiladelphiaPittsburgh
Dayton
Greensboro
Erie
Flint

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The Buffalo East Side Avenues Initiative is one of the most ambitious community wealth building efforts in the country. After a successful initial phase of investments in small business, placemaking, and workforce development along four historically disinvested commercial corridors, the project team assembled an Investment Playbook to map out its next phase of work. This Playbook has helped the Buffalo East Side Avenues Initiative secure $200M in federal, state, private, and philanthropic support.

N E W L O C A L I S M A S S O C I A T E S | 12LIVING DOCUMENT – UPDATED SEPTEMBER 4, 2022 Investment Playbook: Buffalo, NY

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N E W L O C A L I S M A S S O C I A T E S | 13LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 This Playbook focuses on Downtown San Bernardino
A small geography with outsized impact
Located in the Inland Empire some 60 miles east of Los Angeles, it is part of the Riverside-San Bernardino-Ontario MSA, which is the largest MSA by size and 13th largest by population.

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N E W L O C A L I S M A S S O C I A T E S | 14LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 The nation’s first 21st-century city
With inexpensive city-owned land, historic buildings, and close proximity to multimodal transit and innovation-intensive institutions of higher education, downtown San Bernardino has an opportunity to reclaim its position as one of the crown jewels of the Inland Empire.

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

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

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

Why Downtown San Bernardino?

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N E W L O C A L I S M A S S O C I A T E S | 15LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Local knowledge and expertise form the backbone of
the San Bernardino Investment Playbook
Dozens of in-depth individual and group interviews with community stakeholders surfaced invaluable information about the concerns and aspirations of San Bernardino residents and provided context and inspiration for the Playbook as a whole.

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

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

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N E W L O C A L I S M A S S O C I A T E S | 16LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 1 Build on San
Bernardino’s
strengths
Leverage
market
momentum
2 Unlock
federal, state,
and local
resources 3
Drive
equitable
growth
4 Each project was selected based on its ability to

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N E W L O C A L I S M A S S O C I A T E S | 17LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Projects that made the cut took one of three forms
Ready-to-go: Project design largely complete,
with components costed out
Last-mile: Additional support needed to get
specific on design and cost
Exploratory: Early-stage and largely undeveloped

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N E W L O C A L I S M A S S O C I A T E S | 18LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 A blank slate
Downtown San Bernardino is a space of possibility, with inexpensive land, historic buildings, solid access to multimodal transportation, and close proximity to world-class research capacity at CSUSB, UCR, and CARB Change is possible
Many San Bernardino residents have deep faith that their city can finally turn the corner and achieve its promise
Leapfrog effect
Investment in a sustainable, accessible, well-connected downtown will give San Bernardino a chance to realize its full potential as an inland port In addition to surfacing projects, conversations with
stakeholders revealed tremendous untapped potential
Source: New Localism Associates interviews

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N E W L O C A L I S M A S S O C I A T E S | 19LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Coordinated investments can benefit everyone
Inland Empire
San Bernardino
County
City of
San Bernardino
Downtown
San Bernardino
Place-based projects invest in a target
geography, creating benefits that ripple
out to the city, county, and region
Cross-cutting projects provide far-
reaching benefits such as climate
readiness, workforce development,
broadband, and entrepreneurial support
Capacity-building investments ensure
that local stakeholders are ready to
design and implement projects

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N E W L O C A L I S M A S S O C I A T E S | 20LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Conventional approaches
will not lead to better outcomes
One-and-done planning
Top-down decision making
Little coordination across siloes
Investments don’t benefit everyone
Longstanding disparities remain
unresolved
Equitable growth requires
a different approach
Iterative and continuously evolving
Anchored in community needs and
distinctive local strengths
Investments coordinated for
maximum impact
Designed to address disparities and
improve quality of life for all residents
Successful Playbooks require a new way of working

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N E W L O C A L I S M A S S O C I A T E S | 21LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Identify local projects
and available funds
Design and
cost out projects
Secure
funds
Launch projects
and adapt as needed
Track progress
over time
Investment
Playbook
Lifecycle
This Playbook marks the first stage of an iterative approach to ongoing transformational investment in equitable growth

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N E W L O C A L I S M A S S O C I A T E S | 22LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Continued Playbook iteration will be needed
Federal funding
as impetus This Investment Playbook was developed in response to the American Rescue Plan and the Infrastructure Investment and Jobs Act.

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

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Contents

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps

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N E W L O C A L I S M A S S O C I A T E S | 24LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 This Investment Playbook brings together big moves
that will benefit all residents
Community
Cybersecurity Tech
Workforce Hub
El Sol Holistic Campus
Community Leadership
Empowerment
Workshop
Olympic Aquatic Center
Institute for Child
Development and
Family Relations –
Downtown
Economic Opportunity
Center
E Street Arts Corridor
Inland Port Career
Resource Center
Purposeful Pathways
Infrastructure
Zero-Emission Buses
Complete Streets
Fiber Network
Installation
Enhanced Infrastructure
Financing District
City Hall Renovation
Climate-Ready SB
Housing
Carousel Mall
Heart of Mobility
Homelessness initiative
Homeownership
initiative
Downtown Habitat for
Humanity Project
Permanent Residential
Real Estate Cooperative
Innovation
Sustainable Mobility Hub
National Security
Innovation Ecosystem
Enterprise District
Sustainable Logistics
Center of Excellence
Downtown Satellite
Campuses
Annual Climate
Readiness Summit
Entrepreneurship
Entrepreneurial
Resource Center
Food Entrepreneurship
Hub
Supply SB
Local Small Business
Retail Plaza
Center for Youth
Financial Literacy and
Entrepreneurship
Capacity
Nerve Center
City Staffing Surge
Climate Solutions Team
Technical Assistance for
Community
Organizations

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N E W L O C A L I S M A S S O C I A T E S | 25LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Proposed ready-to-go projects total roughly $1 billion
Given that only 20 of the 36 projects have been costed out thus far (in bold below), we expect that the total cost of implementing the entire Playbook will exceed $1 billion.

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Contents

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps

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N E W L O C A L I S M A S S O C I A T E S | 27LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Capacity
Implementing the Investment Playbook will require thoughtful collaboration and coordination across the public, private, civic, philanthropic, and nonprofit sectors. These investments will ensure that local stakeholders have the capacity to design and implement projects and drive Playbook evolution.

Ready-to-go:
• Nerve Center ($3M)
Last-mile:
• Staffing Surge
Exploratory:
• Climate Action Team
• Technical Assistance for Community Organizations

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N E W L O C A L I S M A S S O C I A T E S | 28LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Capacity: Nerve Center
Cost
$3M Staffing, overhead
Total: $3M
Ready-To-Go
The Nerve Center will oversee Playbook implementation and help ensure that all activities are well coordinated and aligned with identified priorities. This entity will not replace the efforts of those organizations that are implementing the work. Rather, the Nerve Center will coordinate among all stakeholders to ensure consistent communication, drive collaboration, and reduce duplicative efforts.

Objectives
• Ensure a bias for action and coordination across investments • Keep Playbook on schedule and on budget
• Support Playbook evolution as new projects and priorities emerge

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N E W L O C A L I S M A S S O C I A T E S | 29LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Capacity: Staffing Surge Last-Mile
The number and complexity of projects proposed in the Investment Playbook exceed the current capacity of city staff. A temporary staffing surge (whether within or alongside City Hall) will help ensure that projects are implemented on time, on budget, and with fidelity. This surge will include specialists in infrastructure, housing, sustainability, and transportation as well as analysts with skills in GIS, policy, and fiscal support. The surge period could be extended depending on how staffing needs evolve.

Objectives
• Increase capacity for project development and implementation • Ensure access to subject matter expertise
• Identify opportunities for accelerated Playbook implementation

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N E W L O C A L I S M A S S O C I A T E S | 30LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Capacity: Technical Assistance for Community Organizations Exploratory A technical assistance program for community organizations will help local nonprofits play an active role in Playbook project design and implementation. Eligible nonprofits will receive ten hours of one-on-one consulting tailored to their most pressing concerns (e.g., accounting, internal controls, grant writing and management, data collection and analysis, strategic planning, long-term budget development, governance structures, staffing, technological solutions). Group trainings and peer learning opportunities will complement one-on-one support and create opportunities for local organizations to build connections, share lessons learned, and engage in collaborative problem solving.

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

Objectives
• Increase nonprofits’ capacity for service delivery, strategic planning, fundraising, and other core functions
• Enhance capabilities of community-based organizations • Support development and implementation of Playbook projects

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N E W L O C A L I S M A S S O C I A T E S | 31LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Capacity: Climate Solutions Team Exploratory
A 3-to-4-person Climate Solutions Team (CST) will provide leadership, coordination, and support for the Climate Ready SB initiative (see Infrastructure section for detail). Working with local stakeholders and subject matter experts, the CST will identify, design, and deliver a holistic suite of investments that advance the City’s climate goals.

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

Objectives
• Position San Bernardino in the vanguard of climate action • Improve health outcomes and quality of life for area residents • Significantly reduce the City’s reliance on carbon-based energy

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N E W L O C A L I S M A S S O C I A T E S | 32LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure
Ready-to-go:
• Zero-Emission Buses ($400.5M)
• Complete Streets ($28.9M)
• Fiber Network Installation ($166M)
• City Hall Renovation ($93M)
• Enhanced Infrastructure Financing District (n/a)
Exploratory:
• Climate-Ready SB
Climate action has become an existential imperative. These investments will ensure that San Bernardino is climate-ready by creating a platform for resilient and connected growth

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N E W L O C A L I S M A S S O C I A T E S | 33LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: Zero-Emission Buses Ready-To-Go
Cost
$200M Vehicles
$45M Charging/fueling infrastructure
$155M Operations and maintenance
$500K Apprenticeship program
Total: $400.5M
Omnitrans will transition to an all-zero-emission bus fleet for its 40-foot buses by 2040. This multi-stage effort will require extensive investment across several domains, including fleet acquisition, maintenance facility upgrades, design and construction of fueling stations, operation and maintenance of fueling/charging stations, and hydrogen fuel (liquid or gas). A new last-mile shuttle service will encourage ridership by improving connections to downtown employment hubs. Omnitrans will also work to prepare workers to operate and maintain zero-emission vehicles, with training for incumbent workers and a new paid apprenticeship program in collaboration with San Bernardino Valley College.

Objectives
• Position San Bernardino in the vanguard of climate action • Significantly reduce the City’s reliance on carbon-based energy • Improve health outcomes and quality of life for area residents

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N E W L O C A L I S M A S S O C I A T E S | 34LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: Complete Streets Ready-To-Go
Investment in street improvements, street signage and striping, street trees, and transit signal prioritization for the sbX Green Line will help make downtown San Bernardino a more inviting urban environment for those traveling on foot, by bicycle, and via public transit. These measures will enhance beautification and implement design standards informed by community needs and local culture.

Objectives
• Create a safe, accessible, walkable downtown that supports a variety of multimodal transportation options
• Mitigate heat downtown by expanding the urban tree canopy • Enhance the visual appeal of downtown streets
Cost
$18.2M Street improvements, signage, striping, etc.
$3.2M Street tree planting
$7.5M sbX transit signal prioritization
Total cost: $28.9 M

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N E W L O C A L I S M A S S O C I A T E S | 35LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: Fiber Network Installation Ready-To-Go
Cost
$150M Installation
$16M Digital Inclusion Initiative
Total: $166M
Installation of a citywide fiber network will ensure that San Bernardino residents, businesses, and organizations have the connectivity they need. A companion Digital Inclusion Initiative led by an organization with community standing will conduct outreach and provide equipment and training to residents from historically disadvantaged and disinvested communities so that all can benefit from this investment.

Objectives
• Expand access to high-speed Internet citywide
• Establish San Bernardino as an attractive location for innovation-intensive companies and research institutions
• Address racial and ethnic disparities in high-speed Internet access and usage

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N E W L O C A L I S M A S S O C I A T E S | 36LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: City Hall Renovation Ready-To-Go
San Bernardino’s seven-story, 105,000 square-foot City Hall opened in 1974 as part of a centralized public- sector campus in the heart of downtown. In order to bring this facility back to full use, the now-unoccupied building will undergo a wholesale renovation that will include seismic retrofitting and removal and replacement of all core systems and components (e.g., HVAC, electrical, plumbing, ADA accessibility, fire protection, telecom, windows).

Objectives
• Modernize City Hall so that the building better serves City staff, residents, and visitors • Create a revitalized center of civic activity that inspires community pride Cost
$25 M Architectural work
$20 M Seismic retrofit
$15 M HVAC
$10 M Fire protection
$10 M Site improvements
$8 M Plumbing
$5 M Electrical
Total: $93 M

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N E W L O C A L I S M A S S O C I A T E S | 37LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: Enhanced Infrastructure Financing District Ready-To-Go The City of San Bernardino will establish a citywide Enhanced Infrastructure Financing District (EIFD) in order to raise funds for needed public improvements. EIFD funding can be used for public improvements that provide community benefit and have an expected useful life of 15 years or more. Improvements under consideration include street improvements (e.g., re-paving, replacement of curbs, gutters, and sidewalks), park improvements (e.g., landscaping and irrigation system improvements, playground equipment), and improvements for public libraries, community centers, public safety facilities, and other city-owned facilities.

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

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N E W L O C A L I S M A S S O C I A T E S | 38LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Infrastructure: Climate-Ready SB Exploratory
Over the next five years, the City will embark on an extensive suite of investments that will together position San Bernardino as a leader on climate action. Investments in EV infrastructure, heat mitigation, transit decarbonization, community solar, and other climate-relevant areas will create a downtown that is powered by clean, renewable energy. The Climate Solutions Team (CST) will oversee these investments with an eye toward leveraging existing efforts and encouraging cross-sector collaboration to accelerate decarbonization. The CST will also work with stakeholders to ensure a just transition to carbon zero that sparks equitable economic growth and improves quality of life for all area residents.

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

Objectives
• Position San Bernardino as a leader on climate action and decarbonization • Create a cleaner and healthier environment for San Bernardino residents and businesses

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N E W L O C A L I S M A S S O C I A T E S | 39LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Housing
Ready-to-go:
• Carousel Mall Redevelopment ($37M)
• Heart Of Mobility TOD Project ($22M – 30M)
• Homelessness Initiative ($52.5M – 72.5M)
• Homeownership Initiative ($15M)
• Downtown Habitat for Humanity Project ($750K)
Exploratory:
• Permanent Residential Real Estate Cooperative
Though hollowed out today, the downtown core has a number of attributes that make it an attractive geography for transit-oriented redevelopment. By increasing housing density downtown and improving access to affordable housing, these investments will spark market interest and provide attractive options for area residents seeking an affordable, walkable, urban way of life.

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N E W L O C A L I S M A S S O C I A T E S | 40LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoHousing: Carousel Mall Redevelopment
Cost
$5M Planning
$12M Site preparation / demo
$5M Labor
$5M Streetscaping and urban greening
$10M Workforce development
Total: $37M
Redevelopment of this long-vacant 43-acre property will send a clear signal that downtown San Bernardino is poised for a comeback. The project will bring new life downtown by creating space for academic and research institutions, industry, small businesses, workforce development, and other key contributors to the local innovation ecosystem. In addition, it will re-establish the historic street grid, expand workforce housing, and implement urban forestry and placemaking measures to enhance sustainability and walkability downtown.

Objectives
• Jumpstart sustainable development and expand accessible workforce housing downtown • Boost employment among San Bernardino residents through quality job creation and clear, well supported career pathways
• Advance equitable economic development in the city via local hire and local procurement provisions

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N E W L O C A L I S M A S S O C I A T E S | 41LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoHousing: Heart of Mobility
Cost
$10M Active Transportation Plan
$6M-10M Seccombe Lake workforce housing
$6M-10M Transit Center/San Manuel Stadium workforce housing Total: $22M – 30M
This transit-oriented development project will complement the Carousel Mall redevelopment and catalyze investment and increased housing density near the transit center, which sits at the south end of downtown. This initiative will work to impr ove resident health and reduce pollution and greenhouse gas emissions by diversifying transportation options in underserved communities and encouraging construction of walkable workforce and student housing in and around the downtown (including the Seccombe Lake inclusionary housing project, which will be led by a public-private partnership). The project will incorporate a wide range of climate-friendly measures, including energy-efficiency improvements for low-income residents, parking lot solar canopies, residential and commercial renewable energy, urban greening collaborations with local community college and elementary schools.

Objectives
• Create a vibrant, walkable, transit-oriented downtown • Enhance quality of life for all who frequent the core • Improve climate readiness in and around downtown
• Mitigate the ongoing housing crisis

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N E W L O C A L I S M A S S O C I A T E S | 42LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoHousing: Homelessness Initiative
Cost
200-bed interim housing
$26M-30M Construction
$15M-20M Operations (5 years)
60-100-unit student housing
$10M-20M Construction
$1.5M-2.5M Operations (5 years)
Total: $52.5M - 72.5M over 5 years
In order to meet rising demand among unhoused San Bernardino residents, the City is partnering with local stakeholders and nonprofits to expand interim / transitional housing options. Two projects—a 200-bed interim housing facility for men and men with children and a 60-100-unit transitional / permanent student housing complex—will provide additional shelter capacity and improve access to supportive services (e.g., substance abuse counseling, behavioral health, medical care, workforce training, assistance with entitlement benefits) in order to help homeless individuals successfully exit homelessness.

Objectives
• Expand availability of supportive housing for individuals experiencing homelessness • Improve student success by ensuring that homeless San Bernardino Valley College students have access to stable housing and wraparound support services

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N E W L O C A L I S M A S S O C I A T E S | 43LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoHousing: Homeownership Initiative
Cost
$5M Down payment assistance loans
$4M Revolving loan fund
$4M Housing trust fund
$2M Homeownership counseling and credit repair
Total cost: $15M
Increased homeownership can transform the lives of many San Bernardino residents by promoting stability and helping households build wealth over time. The City’s Homeownership Initiative will invest in programs to help prospective homebuyers overcome barriers to homeownership. These efforts will connect potential homeowners to financial assistance (e.g., grants and loans to help with down payments and/or closing costs) and buyer readiness programming (e.g., credit repair, education, counseling). It will also secure funds (including gap financing) to develop additional workforce housing that can be sold to low- to moderate-income residents.

Objectives
• Expand access to affordable workforce housing
• Reduce housing cost burden on San Bernardino households • Increase the number of San Bernardino residents who own their homes

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N E W L O C A L I S M A S S O C I A T E S | 44LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoHousing: Downtown Habitat for Humanity Project Habitat for Humanity San Bernardino will construct three four-bedroom houses in the northwest corner of downtown San Bernardino as part of its well-established Homeownership program. These three houses will enable three local low-income households to become first-time home-buyers.

Objectives
• Expand availability of affordable workforce housing
• Reduce cost burden on San Bernardino households
• Increase homeownership among San Bernardino residents Cost
$750K Total development costs
Total: $750K

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N E W L O C A L I S M A S S O C I A T E S | 45LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryHousing: Permanent Residential Real Estate Cooperative The Uplift SB Housing Working Group will work with relevant stakeholders to establish the City’s first Permanent Residential Real Estate Cooperative (PRREC). Unlike a traditional housing cooperative made up of those living in a particular building, the PRREC will sell individual shares to community members interested in local control of and investment in San Bernardino’s neighborhoods.

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

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

Objectives
• Preserve and expand the inventory of affordable housing in the City of San Bernardino • Increase lower-income residents’ access to wealth-building mechanisms • Encourage local investment in and control of residential real estate

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N E W L O C A L I S M A S S O C I A T E S | 46LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Innovation
Ready-to-go:
• Sustainable Mobility Hub ($36.5M)
• National Security Innovation Ecosystem ($161M)
Last-mile:
• Enterprise District
• Downtown Satellite Campuses
Exploratory:
• Sustainable Logistics Center of Excellence
• Annual Climate Readiness Summit
Today’s economy is powered by innovation. From the latest in clean tech to that new small business down the block, innovators develop ideas, create jobs, and help regional economies grow. These investments will strengthen key drivers of the area economy in order to produce more competitive sectors, a stronger entrepreneurial culture, and a greater number of quality jobs.

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N E W L O C A L I S M A S S O C I A T E S | 47LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoInnovation: Sustainable Mobility Hub
Cost
$25M Facilities
$2.5M Staff (5 years)
$2.5M Operations (5 years)
$0.5M Programming (5 years)
$5M Research funding
$1M Leadership development program
Total : $36.5M over five years
Located in the heart of downtown, this hub will serve as a central location for interdisciplinary collaboration and innovation in the sustainable movement of people and goods, with ample space for meetings, workshops, and public events. CSUSB and UCR researchers, visiting scholars, private-sector leaders, public-sector actors, and local communities will come together to understand the current state of regional mobility and supply chain systems and develop a new vision for sustainable mobility that is grounded in a community-based perspective. It will house a leadership training program for business, government, and community-based organization stakeholders interested in sustainable practices. It will also encourage technology commercialization and company formation with help from the nearby Entrepreneurial Resource Center and will connect early- stage firms with opportunities to test and implement solutions that benefit area residents.

Objectives
• Establish the Inland Empire as a leader in sustainable mobility solutions • Conduct community-informed research in order to advance clean tech, sustainable growth, and job quality in logistics • Improve quality of life and health outcomes for area residents by implementing sustainable logistics and transportation

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N E W L O C A L I S M A S S O C I A T E S | 48LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoInnovation: National Security Innovation Ecosystem Cost
$1M Phase 1 (24 months)
$160M Phase 2 (10 years)
Total: $161M
The NSF Regional Innovation Engines Project will build a coalition of academic institutions, nonprofits, companies, government entities, and others intent on creating a model regional innovation ecosystem. Led by the Inland Empire Center for Entrepreneurship (IECE) and School of Entrepreneurship (SoE) at CSUSB, this effort will galvanize user-inspired research, technology translation, and workforce development throughout the Inland Empire. Commercialization of national security innovations will be a central focus of this project. The ecosystem will identify new ways to connect innovations with a risk-taking entrepreneurial culture in order to drive user- inspired research and development and increase the translation of innovation to practice, which will in turn strengthen the regional economy.

Objectives
• Develop an effective ecosystem to support innovation-based economic development • Commercialize novel technologies and support entrepreneurship • Build a platform for regional innovation
• Ensure underrepresented inventors and founders have equal access to defense-related innovation, intellectual property, commercialization support, and funding

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N E W L O C A L I S M A S S O C I A T E S | 49LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Last-MileInnovation: Enterprise District
An Enterprise District along E Street will re-establish downtown San Bernardino as a landmark destination in the Inland Empire. Building on the heroic revitalization efforts underway at the historic Enterprise Building (320 North E St), the District will bring new life to this once-vibrant commercial corridor. Thoughtful rehabilitation of the iconic Enterprise, Harris, Heritage, and Woolworth Buildings will provide ample transit-accessible space for a number of Playbook projects. When combined with space for private-sector firms, this concentration of economy-shaping assets will boost innovation activity and encourage entrepreneurship, small business growth, and job creation in and around the downtown core. With close proximity to the San Bernardino Transit Center and sbX bus line as well as the E Street Arts Corridor, Carousel Mall redevelopment, and Heart of Mobility project, the Enterprise District will provide an ideal environment for workforce housing and local-serving businesses of all kinds, including restaurants, bars, coffeeshops, and boutiques.

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

Objectives
• Cultivate a vibrant, amenity-filled downtown that encourages innovation, entrepreneurship, and small business growth
• Reestablish E Street as a dynamic commercial corridor and popular Inland Empire destination • Boost activity in downtown San Bernardino during and after workday hours

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N E W L O C A L I S M A S S O C I A T E S | 50LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Innovation: Downtown Satellite Campuses Last Mile
The high level of transit accessibility in Downtown San Bernardino makes it an ideal location for satellite branches of regional academic institutions. Whether independently or as part of a larger shared facility, California State University San Bernardino; California Baptist University; San Bernardino Community College District; and the University of California, Riverside will establish a physical presence in the downtown core in order to expand access to higher education and pathways into quality jobs.

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

Objectives
• Expand access to training, services, and resources provided by area academic institutions • Establish a physical presence for regional academic institutions in downtown San Bernardino

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N E W L O C A L I S M A S S O C I A T E S | 51LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Innovation: Sustainable Logistics Center of Excellence Exploratory A California Sustainable Logistics Center of Excellence in downtown San Bernardino will accelerate multidisciplinary, cross-sector innovation in order to address pressing challenges facing the logistics sector, including decarbonization and climate adaptation, skilled workforce development, and economic competitiveness and resilience. This 20,000 ft2 facility will bring together key stakeholders from industry, academia, and government in order to establish the Inland Empire as a global exemplar of next-generation sustainable logistics. Special emphasis will be placed on building capacity to deliver educational programs and experiential learning opportunities to students from high school to PhD.

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

Objectives
• Establish the Inland Empire as a global leader in sustainable logistics and supply chain innovation • Expedite decarbonization at scale in the logistics sector • Increase collaboration among industry employers, higher education, and other relevant stakeholders • Strengthen career pathways into quality jobs within the sustainable logistics sector

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N E W L O C A L I S M A S S O C I A T E S | 52LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Innovation: Annual Climate Readiness Summit Exploratory The City of San Bernardino and Inland Economic Growth and Opportunity (IEGO) in conjunction with the California Air Resource Board (CARB), California State University San Bernardino (CSUSB), and University of California Riverside (UCR), will host an Annual Climate Readiness Summit for those working to end reliance on carbon-based fuels throughout the world. Each year, industry leaders in logistics, transportation, manufacturing, and materials science; subject matter experts; K-16 education and workforce development; state and local government; Tribal representatives; community-based organizations; private-sector investors; and philanthropies will convene to set goals and priorities, share solutions and lessons learned, and identify next steps. This destination event will attract global thought leaders and key actors in the fight for carbon zero.

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

Objectives
• Position San Bernardino in the vanguard of climate action • Provide a venue for sharing novel climate solutions and lessons learned • Build community and encourage collaboration among those involved in the rapid decarbonization effort

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N E W L O C A L I S M A S S O C I A T E S | 53LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Entrepreneurship
Ready-to-go:
• Entrepreneurial Resource Center ($5M – 7.5M)
• Food Entrepreneurship Hub ($3.9M)
• Supply SB ($19M)
• Center for Youth Financial Literacy and Entrepreneurship Exploratory:
• Local Small Business Retail Plaza
Entrepreneurship and small business activity are important drivers of job growth, wealth creation, and economic resilience—provided that company founders and would-be entrepreneurs have ready access to support services, mentorship, and capital. The investments in this section will make the most of San Bernardino’s existing entrepreneurial assets in order to support startup activity and small business success

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N E W L O C A L I S M A S S O C I A T E S | 54LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoEntrepreneurship: Entrepreneurial Resource Center Cost
$5M-7.5M Facilities, staff, programming, and services Total: $5 M – 7.5M
The Entrepreneurial Resource Center (ERC) will provide a centrally located, transit-accessible downtown hub for small business resources and support. It will bring together a wide range of entrepreneurial support organizations to provide a full spectrum of training, technical assistance, and access to resources for small business owners and entrepreneurs in the area. The ERC will work with both aspiring and existing entrepreneurs to increase the rate of business creation and foster greater success and long-term sustainability for local small businesses. Anchored by the Inland Empire Center for Entrepreneurship and CSUSB’s School of Entrepreneurship, the ERC will provide support for every stage of company formation. It will also work with the Supply SB supplier diversity initiative to connect local small businesses to contract-readiness programming and sales opportunities.

Objectives
• Establish a continuum of support for local entrepreneurs and small business owners • Provide long-term support in order to ensure small business success • Address disparities in small business ownership and entrepreneurship • Increase coordination and collaboration among entrepreneurial support organizations in the region

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N E W L O C A L I S M A S S O C I A T E S | 55LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoEntrepreneurship: Food Entrepreneurship Hub
Cost
$ 1.5M Commissary kitchen
$ 750K SBDC Eats
$ 625K Market program
$ 500K Technical assistance
$ 500K Food hall
Total : $3.875M over five years
The Downtown Food Entrepreneurship Hub will provide much-needed assistance and resources for area residents interested in opening a food-based business. The Hub will connect entrepreneurs with comprehensive programming and support aligned to the particular needs of food-based companies. Local community organizations will provide technical assistance and programs in English and Spanish for food entrepreneurs in the region. The Hub will either be integrated into the Entrepreneurial Resource Center or will remain a standalone project nearby. It will feature a commercial kitchen that can be rented by the hour or by the day on a sliding-scale basis to ensure access for economically disadvantaged entrepreneurs. This affordable production space will help food entrepreneurs expand their businesses. A temporary food hall nearby (e.g., container park, designated food tru ck parking lot) will provide low-cost retail space for new food businesses as the Hub is built.

Objectives
• Support the success of local food-based businesses
• Boost entrepreneurship by leveraging and encouraging collaboration among existing program offerings • Expand retail and dining options in downtown San Bernardino

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N E W L O C A L I S M A S S O C I A T E S | 56LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Entrepreneurship: Supply SB Ready-to-go
Supply SB will organize and leverage anchor institutions’ purchasing power to grow locally owned small businesses and advance supplier diversity in San Bernardino. The Inland Empire Center for Entrepreneurship (IECE) and its Procurement Center program (which is run through the Inland Empire Small Business Development Center) will head up this initiative. IECE will develop and implement a comprehensive array of programs aimed at aligning member anchors’ procurement processes and engaging minority- and women-owned small businesses in the local contracting process. A staff of 3-4 FTEs will work with local anchors to assess purchasing demand, improve procurement policies and practices, and inventory local vendors—all with an eye toward matching member anchors with area firms that can meet their procurement needs. Supply SB will also work to expand the capacity of local small businesses, with particular emphasis on minority- and/or women-owned vendors. As a key component of the proposed downtown Entrepreneurial Resource Center (ERC), it will connect local business owners to the programming, resources, and expertise they need to compete successfully for anchor contracts.

Objectives
• Leverage anchor purchasing power in support of local small businesses (with a focus on Latino-, Black-, and/or woman- owned firms)
• Increase diversity of vendors winning anchor procurement contracts • Promote wealth-building by accelerating sustainable growth among local Brown- and Black-owned small businesses Cost
$19M Facilities, staff, programming, and services (seven years) Total: $19M over seven years

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N E W L O C A L I S M A S S O C I A T E S | 57LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryEntrepreneurship: Center for Youth Financial Literacy and Entrepreneurship The Center for Youth Financial Literacy and Entrepreneurship (CYFLE) will provide a transit-accessible hub that connects young people to relevant programs and resources offered by Uplift SB and other stakeholders. Situated in the downtown Enterprise District, the CYFLE office will match San Bernardino youth to educational programming, coaching, and mentorship so that they can acquire financial management know-how and engage in entrepreneurial activity. Co-location with the Entrepreneurial Resource Center and the Food Entrepreneurship Hub will create opportunities to leverage resources, space, and programming across all three initiatives.

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

Objectives
• Increase the financial literacy of young people in San Bernardino • Encourage entrepreneurial activity among San Bernardino youth Cost
$ 1.25M Programming ($250K per year)
$ 750K Operations, staffing, physical space ($150K per year) $ 250K Marketing and outreach ($50K per year)
Total : $2.25M over five years

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N E W L O C A L I S M A S S O C I A T E S | 58LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryEntrepreneurship: Local Small Business Retail Plaza In order to expand local entrepreneurs’ access to affordable retail space, Uplift SB will work with a coalition of local partners to acquire a transit-accessible multi-unit retail plaza within walking distance of downtown. After acquiring the property, this coalition will make needed building and grounds improvements and work with the Entrepreneurial Resource Center and other community actors to rent vacant units to local small business owners in need of affordable commercial leases. Uplift SB and coalition partners will be able to connect tenants to small business resources in the city and guarantee that these commercial spaces remain permanently affordable, with a sliding rent scale to accommodate a broader range of entrepreneurs.

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

Objectives
• Support local entrepreneurs working to grow their businesses • Increase the inventory of affordable commercial space for local small businesses • Use colocation to encourage peer learning and collaboration among local small business owners

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N E W L O C A L I S M A S S O C I A T E S | 59LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Community
Ready-to-go:
• Cybersecurity Workforce Tech Hub ($6.75M)
• El Sol Holistic Center ($1.5M)
• Community Leadership Empowerment Workshop ($0.5M)
• Olympic Aquatic Center ($43M)
Last-mile:
• Institute for Child Development and Family Relations – Downtown ($20.5M) • Economic Opportunity Center
Exploratory:
• E Street Arts Corridor
• Inland Port Career Resource Center
• Purposeful Pathways Initiative
Investments in economic development have all too often accelerated gentrification, alienating long-time residents and increasing displacement in job and housing markets. These investments will expand opportunities, improve outcomes for all residents, and keep the wealth and prosperity generated by Playbook investments in the community.

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N E W L O C A L I S M A S S O C I A T E S | 60LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoCommunity: Cybersecurity Workforce Tech Hub
This new workforce and apprenticeship hub in downtown San Bernardino will address rising demand for skilled cybersecurity professionals by providing a well-coordinated combination of career exploration, classroom instruction, mentorship, and experiential learning opportunities. As part of the Inland Empire Cybersecurity Initiative (IECI), this proven model for cyber workforce development will build on the nationally recognized cybersecurity program at CSUSB, with active collaboration from area community colleges and K- 12 schools as well as private- and public-sector employers. Given that CSUSB and its community college partners are Hispanic-Serving Institutions with large numbers of students of color (including many who are economically disadvantaged and/or first-generation), Hub programming will boost student economic mobility and help rectify racial and ethnic disparities in the region.

Objectives
• Establish a transit-accessible downtown hub for workforce development in cybersecurity • Develop clear, well-supported pathways into quality cybersecurity careers • Strengthen collaboration among area K-12, community colleges, universities, and public- and private-sector employers • Boost economic mobility for economically disadvantaged students, students of color, and first-generation students Cost
$2M Staff (five years)
$1.5M Facilities
$1M Sensitive Compartmented Information Facility (SCIF) $1M Hub management (five years)
$750K Hardware, software, equipment
$250K Marketing and outreach
$250K Programming and expert stipends
Total: $6.75M over five years

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N E W L O C A L I S M A S S O C I A T E S | 61LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoCommunity: El Sol Holistic Campus
Cost
$2M Gap funding
Total: $2M
An expansion of this established community transformation hub on a 1.9-acre parcel northeast of Seccombe Lake will provide additional space for culturally specific health education, basic health screenings, wellness classes, peer-to-peer counseling, and educational services for vulnerable San Bernardino residents. Designed in collaboration with community members, the El Sol Holistic Campus will provide space for service provision alongside gardens for food and healing, a playground, a children’s amphitheater, a basketball court, a turf play area, and a two-story Learning and Community Center. This new facility will include space for recreational activities and cultural pursuits, children’s playroom, library, art gallery, cafeteria, and a commercial kitchen for onsite food preparation. Flexible multipurpose space will be available for events, meetings, workshops, and other community uses, with sliding-scale rental fees to ensure accessibility.

Objectives
• Strengthen an established community organization that has a proven track record working with San Bernardino’s most vulnerable communities
• Increase access to health care, education, recreation, and social services in the downtown core

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N E W L O C A L I S M A S S O C I A T E S | 62LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoCommunity: Community Leadership Empowerment Workshop Cost
$500K Workshop costs (over five years)
$100K Coordination across existing programs
Total: $600K over five years
The nine-session Community Leadership Empowerment Workshop (CLEW) program builds leadership skills, community empowerment, and urban planning know-how among cohorts of area residents. Designed to support inclusive community and economic development, this program will act as a safeguard against gentrification, displacement, and community disinvestment. Each 15-20-person cohort costs less than $50K to run. CLEW graduates have gone on to work in their communities at all levels, ranging from neighborhood projects to local elected office. Adoption of the CLEW model—possibly as part of Uplift SB programming—will provide a clear signal that San Bernardino is embracing an equitable, community-informed approach to economic development.

Objectives
• Build leadership skills, empowerment, and urban planning know-how among community residents • Guard against displacement and disinvestment
• Ensure economic development is responsive and authentic to the local community

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N E W L O C A L I S M A S S O C I A T E S | 63LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoCommunity: Olympic Aquatic Center
Cost
$20M Infrastructure / construction
$8.6M Pools
$4.4M Additional project costs
$10M Annual operating costs (five years)
Total: $43M
An Olympic aquatic center in Ward 5 will boost quality of life, improve access to exercise options, and establish San Bernardino as a destination location for aquatics competitions. This 65,000 square foot state-of-the-art facility will be composed of three swimming pools with space for spectators; a building for platform diving; non-aquatic exercise areas; meeting rooms; event space; party rental gazebos; and a playground. Core activities will include swimming activities for all ages, competitions and other large aquatic events, aerobics and other exercise training in an aquatic environment, and weekend facility rentals. Free water safety workshops and sliding-scale swimming lessons will ensure that area residents have the skills and knowledge needed to prevent drowning accidents.

Objectives
• Promote healthy living in San Bernardino by expanding the range of exercise opportunities • Provide needed water safety education and swimming lessons for area residents • Boost tourism by attracting major aquatics competitions to San Bernardino

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N E W L O C A L I S M A S S O C I A T E S | 64LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Ready-To-GoCommunity: Institute for Child Development and Family Relations – Downtown Cost
$12M Facilities construction
$7.5M Operations (five years)
$1M Startup costs
Total: $20.5M
The Institute for Child Development and Family Relations – Downtown (ICDFR – Downtown) will serve as a community hub committed to the well- being of parents, children, and families in the San Bernardino community through a combination of education, direct services,and research. This centrally located, transit-accessible facility will support delivery and expansion of the ICDFR Science of Parenting parent education program, offer child assessments and cognitive training through its Family Assessment Center in order to identify children with learning needs and enhance their success in school, and offer in-person courses and certificate programs for professionals who serve children and families in SanBernardino. The ICDFR – Downtown will also house the Child and Families Research Center, which will conduct and support community-university partnership- based research on child development, parenting, work-family balance, child mental health, and family well-being.

To further extend its capacity, the ICDFR – Downtown will leverage existing relationships with community agencies and funding partners such as First 5 of San Bernardino County, San Bernardino County Superintendent of Schools, Children’s Network, Child Care Resource Center, San Bernardino County Sheriff’s Department, Community Action Partnership of San Bernardino County, and the Making Hope Happen Foundation.

Working in collaboration with community partners, it will also serve as a Family Resource Hub for parents and families, offering after school programming with developmentally appropriate activities, education events, and access to child and family resources in the community.

Objectives
• Improve the long-term health and well-being of San Bernardino residents • Support healthy development of San Bernardino children and youth • Develop the workforce that will serve children and families in the future

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N E W L O C A L I S M A S S O C I A T E S | 65LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Community: Economic Opportunity Center Last-Mile
An Economic Opportunity Center constructed on land owned by the City of San Bernardino will provide needed physical infrastructure, programming, and staff support for local street vendors and day laborers. Classroom and conference space for tailored programming will support the success of area street vendors and day laborers. The Center will include a commercial kitchen that can be rented by the hour or by the day on a sliding-scale basis. This affordable production space will help food-based street vendors interested in expanding their businesses. The Center will also serve as a safe, well-regulated hiring hub for area day laborers seeking work.

Objectives
• Improve quality of life and reduce economic exploitation among local day laborers and street vendors • Expand access to city services for local street vendors and day laborers • Provide a central hub for area contractors seeking day laborers • Increase business activity near the proposed site

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N E W L O C A L I S M A S S O C I A T E S | 66LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryCommunity: E Street Arts Corridor
The E Street Arts Corridor will strengthen the San Bernardino creative economy by providing a designated geography for arts and cultural activities.

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

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

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

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

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N E W L O C A L I S M A S S O C I A T E S | 67LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryCommunity: Inland Port Career Resource Center An Inland Port Career Resource Center (IPCRC) in San Bernardino will expand capacity for skilled workforce development by providing transit-accessible training for potential and incumbent workers in the region. Headed up by key stakeholders from Just SB and other relevant entities, the IPCRC will connect area residents with clear, well-supported pathways into high-demand careers that require some level of acquired skill (including those related to climate adaptation). Career pathways will emphasize work-based learning, using earn-and-learn apprenticeship and internship models whenever possible in order to give trainees real-world experience and reduce the likelihood that they will need an additional job in order to make ends meet.

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

Objectives
• Establish well-supported and easily navigated pathways into quality jobs in the IE • Increase the number and proportion of IE residents with quality jobs (particularly within disadvantaged and disinvested communities in the region)
• Ensure that area employers have access to the skilled workers they need to grow

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N E W L O C A L I S M A S S O C I A T E S | 68LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 ExploratoryCommunity: Purposeful Pathways
The Purposeful Pathways initiative will strengthen career pathways relevant to the San Bernardino economy and community by improving outreach to students and families and expanding student access to programming and wraparound support. Special care will be taken to work with local communities in a supportive and culturally responsive manner. Outreach and engagement strategies will be tailored to the distinct needs, concerns, and priorities of each target audience. Mutually beneficial partnerships with community organizations that have earned the trust of target audiences will help connect with communities that historically have been harder to reach. In order to ensure maximum benefit to San Bernardino’s disadvantaged and disinvested communities, the initiative will also boost access to needed wraparound supports that will give students peace of mind and support their success as they pursue their passions and prepare for their careers.

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

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

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Contents

N E W L O C A L I S M A SS O C I A T E S
Summary
Context
Playbook Vision
Playbook Projects
Next Steps

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N E W L O C A L I S M A S S O C I A T E S | 70LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 San Bernardino has the opportunity to become
a model 21st-century city
Infrastructure
Create a sustainable
and connected platform
for equitable growth
Housing
Increase housing
density near multimodal
transit
Innovation
Invest in key drivers of
the Inland Empire
economy
Entrepreneurship
Support startup activity
and small business
success
Community
Expand opportunities
and improve outcomes
for all residents
Capacity
Ensure that
stakeholders have the
capacity to design and
implement projects

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N E W L O C A L I S M A S S O C I A T E S | 71LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 These next steps will help San Bernardino harness
the full potential of this Playbook

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

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

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

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

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

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

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N E W L O C A L I S M A S S O C I A T E S | 72LIVING DOCUMENT – UPDATED NOVEMBER 30, 2022 Three entities will help monitor and implement
the San Bernardino Investment Playbook
Nerve Center
Steering Committee
• Oversees Playbook execution
• Provides guidance for local
organizations implementing
projects
• Supports fundraising for
Playbook projects
Nerve Center
Support Staff
• Provides day-to-day support on
project implementation
• Helps organizations improve
project design, expand capacity,
and secure funding
Delivery Teams
• Get Last-Mile and Exploratory
Playbook projects ready to go
• Work with stakeholders
to secure funds and implement
projects

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PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO

AND MAKING HOPE HAPPEN FOUNDATION
This Agreement is made and entered into as of June 30, 2023, by and between the City of San Bernardino, a charter city and municipal corporation organized and operating under the laws of the State of California with its principal place of business at Vanir Tower, 290 North D Street, San Bernardino, CA 92401 (“City”), and Making Hope Happen Foundation, a Corporation, with its principal place of business at 599 N. E St, San Bernardino, CA. 92401 (hereinafter referred to as “Consultant”). City and Consultant are hereinafter sometimes referred to individually as “Party” and collectively as the “Parties.”

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:

1. INVESTMENT PLAYBOOK NERVE CENTER
(hereinafter referred to as “the Project”).

B. Consultant is duly licensed and has the necessary qualifications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

AGREEMENT

1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.

2. Services. Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A.”

3. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel identified in their proposal. Consultant warrants that Consultant is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant further represents that no City employee will provide any services under this Agreement.

4. Compensation.
a. Subject to paragraph 4(b) below, the City shall pay for such services in accordance with the Scope of Services set forth in Exhibit “A.”, Schedule of Charges set forth in Exhibit “B.”, and Project Cost Summary set forth in Exhibit C. b. In no event shall the total amount paid for services rendered by Consultant under this Agreement exceed the sum of $700,000.00. This amount is to cover all related costs,

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and the City will not pay any additional fees for printing expenses. Consultant may submit invoices to City for approval. Said invoice shall be based on the total of all Consultant’s services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice within forty - five (45) days from the date City receives said invoice. The inv oice shall describe in detail the services performed and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices.

5. Additional Work. If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before perf ormance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement. a. Adjustments. No retroactive price adjustments will be considered.

Additionally, no price increases will be permitted during the first year of this Agreement, unless agreed to by City and Consultant in writing. Annual increases shall not exceed the percentage change in the Consumer Price Index - All urban consumers, All Items - (Series ID# CUURS49CSA0) Riverside-San Bernardino – Ontario, CA areas for the twelve (12) month period January through January immediately preceding the adjustments and be subject to City’s so le discretion and approved (if needed) for budget funding by the City Council.

6. Term. This Agreement shall be from June 30, 2023 to June 30, 2024, unless the Agreement is previously terminated as provided for herein (“Term”). Upon approval by the Mayor and City Council, the City may execute an amendment to the original agreement extending the term for an additional year, with a maximum of three (3) calendar years total under this agreement.

Consultant shall meet any other established schedules and deadlines set forth in the Schedule of Charges set forth in Exhibit “A.”

7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall b e made available to City for inspection and/or audit at mutually convenient times for a period of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

8. Time of Performance. Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of written notice from the City to proceed.

Consultant shall complete the services required hereunder within Term.

9. Delays in Performance.

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a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non - performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects the Consultant’s performance and is one or more of the following: (1) Acts of God or other natural disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety. b. Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of bei ng prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Delays shall not entitle Consultant to any additional compensation regardless of the Party responsible for the delay. c. Notwithstanding the foregoing, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.

10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements. b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies. c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

11. Standard of Care . Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by memb ers of the profession currently practicing under similar conditions. Consultant’s performance shall conform in all material respects to the requirements of the Scope of Work and meet the Key Performance Indicators, attached hereto as Exhibit “B” and incorporated herein by this reference.

12. Conflicts of Interest . During the term of this Agreement, Consultant shall at all times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept payment from or employment with any person or entity which will constitute a conflict of interest with the City.

13. City Business Certificate. Consultant shall, prior to e xecution of this Agreement, obtain and maintain during the term of this Agreement a valid business registration certificate from the City pursuant to Title 5 of the City’s Municipal Code and any and all other licenses, permits, qualifications, insurance, and approvals of whatever nature that are legally required of Consultant to practice his/her profession, skill, or business.

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14. Assignment and Subconsultant . Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination.

Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.

15. Independent Consultant. Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided. Any personnel performing the work governed by this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers’ compensation insurance.

16. Insurance. Consultant shall not commence work for the City until it has pr ovided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies of commercial general liability and automobile liability i nsurance using the endorsements and forms specified herein or exact equivalents.
b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City. (ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:

Insurance Services Office Commercial General Liability coverage (Occurrence Form CG 00 01) or exact equivalent.
(iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability

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(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusion deleted
(7) Contractual Liability with respect to this Contract (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operat ions liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its elected and appointed officials, officers, employees, agents, and City-designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.
(vi) The general liability program may utilize either deductibles or provide coverage excess of a self -insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured. c. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodi ly injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Offic e Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials, officers, employees, agents and City designated volunteers additional insured status. (iv) Subject t o written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention.
d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self -insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreeme nt, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the

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“Workers’ Compensation and Insurance Act,” Division IV of the Lab or Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ comp ensation coverage of the same type and limits as specified in this section.
e. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein.

This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. f. Privacy/Network Security (Cyber)
At all times during the performance of the work under this Agreement, the Consultant shall maintain privacy/network security insurance for: (1) privacy breaches, (2) system breaches, (3) denial or loss of service, and the (4) intr oduction, implantation or spread of malicious software code, in a form and with insurance companies acceptable to the City. g. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $2,000,000 per occur rence/$4,000,000 aggregate for bodily injury, p ersonal injury,
and property damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)

Cyber Liability $1,000,000 per occurrence and aggregate

(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.

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h. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25 -S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the locati on and operations to which the insurance applies, and the expiration date of such insurance. i. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non -payment of the premium. If any of the required coverage is cancelled or expires during the term of this Agre ement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Po licy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss. (iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Con sultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth here in shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s

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indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law. j. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be f rom a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
k. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including, but not limited to, the provisions concerning indemnification. (ii) If at any time duri ng the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium pa id by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement. l. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the Cit y that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

17. Indemnification.

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a. To the fullest extent permitted by law, Consultant shall defend (with counsel reasonably approved by the City), indemnify and hold the City, its elected and appointed officials, officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s s ervices, the Project, or this Agreement, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the City. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, the City Council, members of the City Council, its employees, or authorized volunteers. Consultant’s indemnification obligation shall survive the expiration or earlier termination of this Agreement.
b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined und er Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent which the Claims arise out of, pertain to, or rela te to the negligence, recklessness, or willful misconduct of the Consultant in the p erformance of the s ervices or this Agreement, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such clai m, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

18. California Labor Code Requirements. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as wel l as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects. If the Servi ces are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subcontractors to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1).

19. Verification of Employment Eligibility . By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control A ct of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.

20. Laws and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San

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Bernardino, State of California.

21. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days’ written notice to Consultant. In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If sai d termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Consultant shall not be entitled to paymen t for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.

22. Attorneys’ Fees. In the event that litigation is brought by any Party in connection with this Agreement, the prevailing Party shall be entitled to recover from the opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the term s, conditions, or provisions hereof. The costs, salary, and expenses of the City Attorney’s Office in enforcing this Agreement on behalf of the City shall be considered as “attorneys’ fees” for the purposes of this Agreement.

23. Responsibility for Errors. Consultant shall be responsible for its work and results under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation as may be required by the City’s representative, regarding any services rendered under this Agreement at no additional cost to City. In the event that an error or omission attributable to Consultant’s professional services occurs, Consultant shall, at no cost to City, provide all other services necessary to rectify and correct the matter to the sole satisfaction of the City and to participate in any meeting required with regard to the correction.

24. Prohibited Employment. Consultant shall not employ any current employee of City to perform the work under this Agreement while this Agreement is in effect.

25. Costs. Each Party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.

26. Documents. Except as otherwise pro vided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.

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27. Organization. Consultant shall assign Karen Suarez as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

28. Limitation of Agreement. This Agreement is limited to and includes only the work included in the Project described above.

29. Notice. Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following address es and shall be effective upon receipt thereof:

CITY:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: Cory Hodges

With Copy To:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney

CONSULTANT:

Making Hope Happen
Foundation
599 N. E St, San Bernardino,
CA. 92401
Attn: Nikki Dettman, Executive
Director

30. Third Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

31. Equal Opportunity Employment . Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

32. Entire Agreement. This Agreement, including Exhibit “A,” represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises, or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated Agreement.

33. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the

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offending provision in any other circumstance, and the remaining provisions of this Agreement shall remain in full force and effect.

34. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

35. Non-Waiver. The delay or failure of either Party at any time to require performance or compliance by the other Party of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance. No waiver of any provisi on of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. The waiver of any right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

36. Time of Essence . Time is of the essence for each and every provision of this Agreement.

37. Headings. Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain, or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.

38. Amendments. Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this Agreement.

39. City’s Right to Employ Other Consultants . City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

40. Prohibited Interests . Consultant maintains and warrants that it has neither employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

41. Counterparts. This Agreement may be execu ted in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one single Agreement.

42. Authority. The persons executing this Agreement on behalf of the Parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that by doing so, the Parties hereto are formally bound to the provisions of this Agreement.

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43. Electronic Signature. Each Party acknowledges and agrees that this Agreement may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an original signature.

44. Disciplinary Actions in Phases for Non-Performance. Failure for Consultant to perform its obligations under this Agreement or comply with the Performance Indicators may result in disciplinary action as follows:
(i) Informal Warning (Written or Verbal). Consultant is given a warning in regards to non-performance. If a verbal warning is issued, it will be confirmed with an electronic correspondence to the Consultant.
(ii) Formal Written Warning . A formal written warning is issued to Consultant pursuant to Section 29 of this Agreement. Consultant must respond within 5 to 10 days of receipt of the formal warning. Upon response from the Consultant, Consultant shall be provided a reasonable time to make corrections to their performance. This time period (iii) Formal Penalty Issued . A p enalty of 15% of the Consultant’s current invoice amount or annual contract amount is deducted for non-performance after previous warnings have been issued.
(iv) Termination of Contract. If the performance has not been corrected after all warnings and previous penalties have been exhausted, City may terminate the contract pursuant to Section 21 of this Agreement.

[SIGNATURES ON FOLLOWING PAGE]

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SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO

AND MAKING HOPE HAPPEN FOUNDATION

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF SAN BERNARDINO
APPROVED BY:

Charles E. McNeely
City Manager

ATTESTED BY:

Genoveva Rocha, CMC
City Clerk

APPROVED AS TO FORM:

Best Best & Krieger LLP
City Attorney

MAKING HOPE HAPPEN FOUNDATION

Signature
Niki Dettman
Name

Executive Director
Title

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EXHIBIT A

SCOPE OF SERVICES
At the direction of the City, the Nerve Center will assist in the proper execution of the City of San Bernardino Investment Playbook. To successfully carry out its objective, the Nerve Center will:

1. Establish a Steering Committee, composed of leaders from the public, civic, nonprofit, and private sectors, that will collaborate with, and provide strategic guidance to Investment Playbook implementation.

2. Ensure the Nerve Center is staffed by individuals who will support the Nerve Center, and the Director(s) in executing the projects in the Playbook.

3. Establish Delivery Teams, or small groups led by respected and experienced leaders from across sectors, that will work in close coordination with the support staff on project design, finance, delivery, organizational structure, and capacity building.

4. Identify and appoint a Nerve Center Director, or Co-Directors with the capability to spearhead the initiative.

The Nerve Center will be responsible for carrying out a variety of activities that involve, but may not be limited to, the following:

TASK 1: STRATEGIC RESEARCH AND ANALYSIS

• Conduct background research on projects identified in the Investment Playbook; and • Evaluate existing research and propose cohesive strategy for moving the Investment Playbook forward.

TASK 2: STAKEHOLDER ENGAGEMENT

• Conduct multiple one-on-one visits with key stakeholders; and • Work with local stakeholders to ensure progress on all investments; and • Make connections and identify synergies with organizations and investments to streamline work; and
• Build and maintain relationships with federal, state, and local funders; and • Collaborate on advocacy for key projects.

TASK 3: PROJECT COORDINATION

• Work with stakeholders to evaluate potential projects; and • Ensure investments stay aligned with the broader goals of the community; and • Step in to support specific investments when needed; and • Focus stakeholder attention and maintain a sense of urgency; and • Maintain a master list of projects and align it with allocations of federal and state funds; and
• Track progress and hold organizations accountable; and • Help organizations improve project proposals and identify funding opportunities.

TASK 4: SECURING PROJECT FUNDING

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• Secure local philanthropic funding to implement the Playbook and ensure the success of projects; and
• Improve state, federal, and national grant applications by identifying grant opportunities, vetting drafts, and providing research and writing support; and • Secure additional follow-on funding by helping to facilitate a ‘road show’ of the Playbook to private foundations and state and federal policymakers.

As noted above, the Nerve Center will be expected to designate an individual or individuals to fulfill the role of the Program Director (Director) or Co-Directors, who will be responsible for operating and overseeing the Nerve Center, and supporting the Steering Committee and Delivery Teams. The Director(s) will work in a leadership role to identify, create, manage, and promote an inclusive, evolving local project pipeline; encourage aligned, complementary efforts; and aid in the areas of identifying potential funding resources, reviewing, and improving project grant applications, supporting organizational capacity gaps and identifying subject-matter experts to assist, when needed. The Director(s) will support the development of a common framework to inform the strategic Delivery Teams and communicate progress to the Steering Committee, Advisory Board, City, and other Stakeholders. This position will work collaboratively with the Steering Committee Chair.

Essential Functions of Director(s):

• Provide facilitation of and communication between and among the Steering Committee, Delivery Teams, and other Stakeholders;
• Develop and update Project Pipeline tracking to include inventory, status, partners, and funding sources as informed by Steering Committee priorities and Delivery Team projects;
• Catalogue funding opportunities/facilitate proposal development; • Develop and manage networks of relationships across projects; • Build and maintain relationships with local, state, and federal funders; • Convene and facilitate work sessions with Delivery Teams to ensure continual progress and successful project outcomes;
• Identify project/organizational capacity gaps and provide support in those areas, coordinating with local and external subject-matter experts when appropriate; • Work with the Steering Committee to establish contractual terms and conditions and serves as primary liaison to other contractors (lobbying firm, etc.); • Prepare and maintain risk log to record risks and issues related to the Playbook implementation, particularly related to community-facing issues. Monitors resolution of each issue;
• Work with the Steering Committee to help ensure investments stay aligned with the broader goals of the community as informed by community engagement as well as existing and future strategic planning efforts;
• Create metrics to promote accountability and help inform prioritization efforts and identify investment opportunities;
• Communicate the mission, goals, and progress of the Playbook’s implementation; and • Oversee day-to-day activities and perform other duties as needed or assigned.

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EXHIBIT B

SCHEDULE OF CHARGES

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EXHIBIT C

PROJECT COST SUMMARY

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EXHIBIT D

KEY PERFORMANCE INDICATORS OR PERFORMANCE REQUIREMENTS

1. Performance Expectations
• A Performance Measurement Plan (“Performance Plan”) will be developed by the City Manager’s Office and the Community and Economic Development Department and will be reviewed on a monthly basis.

• Consultant will track and document all performance measures identified in the Performance Plan. Measures will include, but a not limited to the measures listed below:

• Consultant will develop and distribute, electronically, a monthly summary report showing the current status and 12-month trend of each performance measure

• Consultant will attend quarterly meetings scheduled by the City Office of the City Manager and present and discuss performance measures, if requested.

• Consultant will track all cost savings for all orders requested by Waste Resources and will report their total Cost Savings on a quarterly basis

2. Performance Measures

1. Safety:
a. Definition: the condition of being protected from or unlikely to cause danger, risk, or injury
b. Safety Measures is related to PW projects when a contractor is conducting work on a county facility and/or delivery materials and services to a county facility

2. Quality:
a. Definition: the standard of something as measured against other things of a similar kind; the degree of excellence of something.
b. Quality Measure is related to final result of a product or service. Ex. was the monitor installed correctly, crooked, upside down? Were monthly/annual inspections done correctly/on time, were they incomplete.

3. Cost Savings:
a. Definition: a reduction in expenses, especially in business b. Cost Savings Measure is related savings that a vendor makes and passes on to the City.

4. On-Time Delivery:
a. Definition: On Time Delivery or OTD refers to a key performance indicator measuring the rate of finished product and deliveries made in time. This rate is expressed in a total number of units delivered within a set period defined by the customer and the supplier.
b. On-Time Delivery measure is related to service contracts, were the samples delivered on time to the lab. This can also refer to pick-up services such as with environmental contracts that deal with hazardous sample

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DISCUSSION
City of San Bernardino
Request for Council Action
Date: June 30, 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: Bottom Line: Fiscal Impact Presentation and
Discussion (All Wards)
Recommendation:

No action will be taken at the June 30, 2023, Mayor and City Council Workshop.

Staff will bring back recommendations for the Mayor and City Council to further discuss and consider at a future meeting.

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The Bottom Line: Fiscal Impact
City-Wide Initiatives and Staffing
Realignment to Reach Goals
Presented by:

Suzie H. Soren, Director of Human Resources
Barbara G. Whitehorn, Agency Director of Administrative Services 1 Packet Pg. 466

• Strategic Reserve Overview
• Staffing Comparison Over Time
• 2007/08 to Current
• Strategic Staffing and Alignment
• Community, Housing and Economic Development
• Housing & Homelessness
• Economic Development
• Planning
Presentation Overview
2 Packet Pg. 467

• Strategic Staffing and Alignment (cont.)
• Parks & Recreation
• Animal Services
• Public Works / Project Management
• City Manager’s Office
• Department Realignments and Title Changes
• Bottom Line
• Cost of Strategic Initiatives
• Cost of Strategic Staffing Realignments
Presentation Overview
3 Packet Pg. 468

4 Strategic Reserve
Items
Included
in
Strategic
Reserve:

Department/Division Item
Amount
Included
Housing Housing Compliance Specialist $ 117,021
Housing Housing Project Assistant 79,834
Economic Development Economic Development Director 280,376 Economic Development Administrative Assistant 80,549
Economic Development Economic Development Managers (3) 558,654 Planning Administrative Assistant 80,549
Planning Associate Planner 126,823
Planning Planner Technician 81,025
Planning Reclassify Planning Aide to Planner Tech. 11,265 One Stop Shop Bi-Lingual Senior Customer Service Rep. 95,987 One Stop Shop Ombudsperson 138,122

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5 Strategic Reserve
Items
Included
in
Strategic
Reserve:

Department/Division Item
Amount
Included
Parks, Rec. & Comm. Srvcs. Deputy Director $ 204,001 Animal Services Deputy Director 204,001
Animal Services Registered Veterinary Technician 81,259 Animal Services Veterinary Assistant 66,554
Public Works – Capital Projects Project Managers (3) 514,839 Public Works – Land Development Land Development Engineer 171,613 City Manager’s Office Legislative & Gov’t Affairs Mgr. 173,873 City Manager’s Office Assistant City Manager 297,175
City Manager’s Office Advocacy Contracts – State & Federal 250,000 Planning Savings from reclassifications (81,591)
TOTAL $ 3,531,929

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6 Additional Priorities
Items “In the Hopper,” unfunded, and anticipated in FY
2023/24 or 2024/25
Item Amount Timing
Park Ranger Program 505,900 FY 2024/25
Additional Security Costs – Estimate 1,256,000 FY 2023/24 One Stop Shop – Additional Cost of Buildout 400,000 Mid-Year ADA Master Plan, Phase 1 500,000 Mid-Year
Bridge Master Plan 500,000 Mid-Year
Preliminary Engineering and Space Study – City Hall 300,000 FY 2023/24 TOTAL $ 3,461,900

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Staffing Comparison Over Time
7 Packet Pg. 472

Departments and Divisions
Staffing Levels pre-bankruptcy (FY 2007/08) and current Department / Division
Pre-Bankruptcy
(FTE)
Current Staffing
(FTE) Current as %
CED Planning Division 14 10 71%
CED Economic Development Division 6 3 50%
CED Code Enforcement Division 32 21 66%
Parks & Recreation Department (all positions) 32 23 72% Police Department (all positions) 516 421 82%
PW Project Management/Capital Projects Division 14 3 21% Human Resources Department 16 14 88%
Animal Services Department 25 27 108%Current staff
inadequate to
current needs
Percentages
don’t tell the
whole story!
8 Packet Pg. 473

Departments and Divisions
Staffing Levels pre-bankruptcy (FY 2007/08) and current Department / Division
Pre-Bankruptcy
(FTE)
Current Staffing
(FTE) Current as %
Information Technology Department 25 15 68%
Finance Department (includes Bus. Reg. & Purch.) 31 33 107% Finance – Purchasing Division 2 4 200%
Finance – Business Registration Division* 10 10 100%
Library (all positions) 27 16 59%
City Manager’s Office (excluding Grants, VIP) 7 11 157% City Clerk (includes Passport Srvcs. & Records) 7 8 115% Legal Services 24 1 (+BBK) 4%
9 *Business Registration has moved between Finance and the City Clerk’s Office several times since 2007/2008

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Proposed Structure Change
• Break into Two Department:
• Economic Development Department
• Community Development Department
Community, Housing and Economic Development
10 Packet Pg. 475

• Strategic Staffing and Alignment
• Housing & Homelessness Division
11 Packet Pg. 476

Housing & Homelessness Division
Current
Structure

8.25 positions
¼ of Director time dedicated
to Housing and Homelessness
Division
Agency Director of
Community, Housing
& Economic
Development
Deputy Director of
Housing &
Homelessness
Housing Manager
CDBG Specialist
Grants Assistant
Senior Management
Analyst Management Analyst Administrative
Assistant
Housing Compliance
Specialist
12 Packet Pg. 477

Current:

8.25 FY 2024:

10.25 FY 2025:

TBD
FY 2026:

TBD
FY 2027:

TBD
Housing & Homelessness Division
Staffing in 2007/08
Unknown
13 Packet Pg. 478

FY 2023/24
• Housing Compliance Specialist
• Project Assistant
Proposed New Positions
14 Cost in FY 2023/24: $196,855 Included in Strategic Reserve

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Housing & Homelessness Division
Potential Structure
FY 2023/24

NEW NEW
15 Packet Pg. 480

• Strategic Staffing and Alignment
• Economic Development
16 Packet Pg. 481

Agency Director of
Housing, Community,
and Economic
Development
Economic
Development Division
Manager
Economic
Development Project
Manager
Economic
Development
Specialist
Economic Development Division/Department
Current Structure

3.25 positions
¼ of Director time
dedicated to Economic
Development Division
17 Packet Pg. 482

Current:

3.25 FY 2024:
8 FY 2025:
9 FY 2026:
10 FY 2027:
11 Economic Development Division/Department
Staffing in 2007/08
6 positions
18 Packet Pg. 483

FY 2023/24
• Director of Economic Development
• Business Recruitment Manager
• Business Retention Manager
• Special Events Manager
• Administrative Assistant
FY 2024/25
• Economic Development Specialist
Proposed New Positions by Year
FY 2025/26
• Economic Development Specialist
FY 2026/27
• Deputy Director of Economic
Development
19 Cost in FY 2023/24: $919,579 Included in Strategic Reserve

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Economic Development Department
Potential Structure
FY 2023/24
NEW

NEWNEWNEW
NEW
20 Packet Pg. 485

Benefits of Proposed Structure
• Industry Diversification
• Business Retention and Expansion
• Improved Response Times
• Liaisons to Recruit and Retain Businesses
Cities with Separate Economic Development
Departments:
- Corona - Santa Clarita
- Ontario - Fremont
Economic Development Department
21 Packet Pg. 486

• Strategic Staffing and Alignment
• Planning
22 Packet Pg. 487

Agency Director of
Housing, Community,
and Economic
Development
Deputy Director/ City
Planner
Planning Division
Manager
Senior Planner
(3)
Associate Planner
(2)
Assistant Planner
(2) Planning Aide
Planning Division
Current Structure

10.25 positions
¼ of Director time
dedicated to Planning
Division
23 Packet Pg. 488

Current:

10.25 FY 2024:
13 FY 2025:

TBD
FY 2026:

TBD
FY 2027:

TBD
Planning Division
Staffing in 2007/08
14 positions
24 Packet Pg. 489

• Reclassify Deputy Director/City Planner to City Planner/Planning Manager (lower)
• Reclassify Planning Division Manager to Principal Planner (lower) • Reclassify Planning Aide to Planner Technician (higher) • Reclassify (2) Assistant Planners to Planner Technicians (equivalent) • Reclassify Senior Planner to Associate Planner (lower) • Add Associate Planner
• Add Planner Technician
• Add Administrative Assistant
Proposed Positions and Changes
25 Cost in FY 2023/24: $218,071 Included in Strategic Reserve

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Planning Division
Potential Structure
FY 2023/24
NEW
26 Reclass.

Reclass.

Reclass. Reclass. Reclass.

NEW
NEW

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• Strategic Staffing
• SB Police Department
Quality of Life
27 Packet Pg. 492

28 Quality of Life Team
• Quality of Life focus
• Downtown area
• Police Coordinating with Homeless
Outreach Team, Public Works, Parks &
Recreation
• Requires ongoing funding to avoid
pulling resources from other areas of
the City
• NO ADDITIONAL OPERATING
FUNDING necessary for FY 2023/24
Enforcement Type Results/Quantity
Felony Arrests 7
Misdemeanor Arrests 161
Infractions 154
Parking Citations 94
Tows/Impounds 24
FI Cards 23
Narcotics (MJ) 62.2 lbs.

Cash Seized $3,354
Shopping Carts Recovered 34
Results from one-month of operations:

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• 1 Sergeant
• 1 Detective/Corporal
• 6 Patrol Officers
• Positions will be posted and hired in FY 2023/24 to be in place for FY 2024/25.

NO ADDITIONAL OPERATING FUNDING necessary for FY
2023/24
Proposed New Positions
29 Cost in FY 2023/24: $170,000 for vehicles; will be covered within existing vehicle replacement budget.

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30 Potential Structure
FY 2024/25
NEW
NEW
NEW

NEW NEW
NEW
NEWNEW
Quality of Life PD Team

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• Strategic Staffing
• Parks & Recreation
31 Packet Pg. 496

Parks & Recreation Department
Director of
Parks &
Recreation
Community
Services
Manager
Senior
Services
Senior
Nutrition
Program
Adult Sports SCP/RSVP
Aquatics
Management
Analyst
Management
Analyst
Recreation
Manager
Delmann
Heights
Center
Hernandez
Center
Ruben
Campos
Center
Center for
Individual Dev.

Verdemont
Center
Lytle Creek
Center
Special
Events
Accounting
Tech.

Executive
Assistant
Reports to
Accounting
Manager -
Finance
Current Structure
(Does not include all
positions)
32 Packet Pg. 497

Parks & Recreation: Ranger Program
Park Ranger Program Staffing
Ideal, eventual goal:
• 18 Rangers
• 1 Supervisor and
• 1 Administrative Assistant
• 5 Vehicles, training, space, uniforms, technology and supplies Ramp-up over 5 years and
include park fencing to
minimize security needs
33 Packet Pg. 498

Current:
0 / 23
FY 2024:
0 / 24
FY 2025:
4 / 27
FY 2026:
7 / 30
FY 2027:
10 / 33
Parks & Recreation: Ranger Program / All Staff
Parks & Recreation total Staffing in 2007/08
32 positions
Current: 23
34 Packet Pg. 499

FY 2023/24
• Deputy Director of Parks & Rec.

FY 2024/25
• Lead Park Ranger
• (3) Park Rangers
Proposed New Positions by Year
FY 2025/26
• Reclass Lead Park Ranger to
Park Ranger Supervisor
• (2) Park Rangers
• Administrative Assistant
FY 2026/27
• (3) Park Rangers
The number of
parks, centers and
the expanding
programs and
events makes more
high-level support
for the Director a
necessity.
35 Launch Park Ranger
Program in FY 2024/25
dependent on revenue at
Mid-Year, FY 2023/24
Cost in FY 2023/24: $204,001 Included in Strategic Reserve

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Parks, Recreation & Community Services
Proposed
Structure
FY 2023/24
NEW
36 Packet Pg. 501

• Strategic Staffing
• Animal Services
37 Packet Pg. 502

Animal Services Department
Current Structure
38 Animal Service
Director
Shelter Manager
Shelter Services
Supervisor
Shelter Attendants
(8) +
(4) grant funded
Customer Services
Supervisor
Senior Animal
Service
Representatives (6)
Volunteer
Coordinator
(grant funded)
Foster Coordinator
(grant funded)
Field Services
Supervisor
Lead Animal
Control Officer
Animal Control
Officer
(6)
Staff Veterinarian
Registered Vet
Technician
Executive Assistant

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Current:
27 FY 2024:
28 FY 2025:

TBD
FY 2026:

TBD
FY 2027:

TBD
Animal Services
Positions in 2007/08
25 positions
39 Packet Pg. 504

FY 2023/24
• Deputy Director
• Registered Veterinary Technician
• Veterinary Assistant
Proposed New Positions
The Animal Services Department is significantly understaffed and continues to see increases in the number of animals at the shelter.

There may be potential for regional partnerships; staff will bring more information forward as it becomes available.
40 Cost in FY 2023/24: $351,814 Included in Strategic Reserve

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41 Animal Services Department
Proposed
Structure
FY 2023/24

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• Strategic Staffing
• Public Works / Project Management
42 Packet Pg. 507

Public Works Department
Agency
Director of
Public Works
Deputy
Director / City
Engineer
Principal Civil
Engineer
Project
Manager
Project
Manager
Engineers Project
Manager
Construction
Manager
Engineers
Construction
Inspectors
Civil
Engineering
Div. Mgr.

Engineers
NPDES
Facilities &
Fleet
Manager
Deputy
Director of
Operations
Senior
Management
Analyst
Management
Analyst
Executive
Assistant
Current Structure
(Does not include all
positions)
43 Packet Pg. 508

44 Public Works: Project Management
Projects
per
Project
Manager
Nearly 7x
the
average

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Public Works: Project Management
Project Management Staffing
Industry standard:
• 7-10 Projects per Project Manager
Eventual goal:
• 7-10 Projects per PM
• If the City averages 100 active projects, minimum of 10 Project Managers; however, the City may consider a balance of staff PMs and contract PMs to avoid overstaffing.

Ramp-up over 5 years
using contract staff
augmentation in the
interim
45 Packet Pg. 510

Current:
3 FY 2024:
6 FY 2025:
8 FY 2026:

TBD
FY 2027:

TBD
Public Works Project Management
Positions Identified as “Capital Projects” in 2007/08
(may not all have been Project Managers)
14 positions
46 Packet Pg. 511

FY 2023/24
• (3) Project Managers
• Staff Augmentation - contract
FY 2024/25
• (2) Project Managers
• Staff Augmentation - contract
Proposed New Positions by Year
FY 2025/26
• TBD
• Staff Augmentation -
contract, as needed
FY 2026/27
• TBD
• Staff Augmentation -
contract, as needed
47 Cost in FY 2023/24: $514,839 Included in Strategic Reserve

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Proposed Structure
FY 2023/24
NEW
NEW
48 NEW

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• Strategic Staffing
• City Manager’s Office
49 Packet Pg. 514

City Manager’s Office / City Structure
Current Structure
50 Packet Pg. 515

City Manager’s Office
• Challenges
• Span of Control for the City Manager is too Great
• 7 Departments
• 4 Divisions
• 4 Analysts
• Larger, complex cities need more support at the top
• Growing cities – economic development and expansion
• Cities with multiple initiatives underway
• Reliance on grants and outreach
• Legislative initiatives need dedicated staff
51 Packet Pg. 516

Assistant / Deputy City Manager Comparison
City Population
Deputy/Assistant City
Managers
Pomona 148,000 1
Corona 157,000 2
Ontario 178,000 2
Moreno Valley 208,000 2
Fontana 210,000 2
Modesto 218,000 2
Fremont 224,000 2
Irvine 310,000 3
Riverside 320,000 3
Long Beach 467,000 5
52 Packet Pg. 517

Positions, 2023/24
• Assistant City Manager
• Legislative & Governmental Affairs Manager
• Realign departments and balance workload between two Assistant City Managers
Enable the City to track legislative changes, manage lobbyist contracts and actively work to secure funding in Sacramento and Washington, D.C.

Proposed Changes – City Structure
53 Packet Pg. 518

Retitle Departments:
“Community, Housing and Economic Development Department” • Economic Development Department
• Community Development & Housing Department
Changing Community Development to Community Development & Housing is more reflective of the purpose of the divisions within the department.

Proposed Changes – City Structure
54 Packet Pg. 519

Retitle Departments:
“Human Resources Department”
• Human Resources and Risk Management Department
To reflect the departments functions beyond HR, including Risk Management.
“Finance Department”
• Finance and Management Services Department
To reflect the departments functions beyond finance, including Purchasing and Business Registration.

Proposed Changes – City Structure
55 Packet Pg. 520

Agency Directors
Re-title Agency Directors:

Agency Director of Community, Housing and Economic Development • Director of Economic Development
• Director of Community Development & Housing
Agency Director of Public Works, Operations and Maintenance • Director of Public Works, Operations and Maintenance
Agency Director of Administrative Services
• Director of Finance and Management Services
• No longer directing Administrative Services (HR and IT) Proposed Changes – City Structure
56 Packet Pg. 521

City Manager’s Office / City Structure
Proposed Structure FY 2023/24
57 New Dept.

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The Bottom Line: Cost Analysis
58 Presented by:

Barbara Whitehorn, Agency Director of Administrative Services

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• Cost of City Initiative Implementation
• Cost of Staffing Realignments
Presentation Overview
59 Packet Pg. 524

60 Strategic Reserve
Items
Included
in
Strategic
Reserve:

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61 Strategic Reserve
Items
Included
in
Strategic
Reserve:

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62 Additional Priorities
Items “In the Hopper,” unfunded, and anticipated in FY
2023/24 or 2024/25
Item Amount Timing
Park Ranger Program 505,900 FY 2024/25
Additional Security Costs – Estimate 1,256,000 FY 2023/24 One Stop Shop – Additional Cost of Buildout 400,000 Mid-Year ADA Master Plan, Phase 1 500,000 Mid-Year
Bridge Master Plan 500,000 Mid-Year
Preliminary Engineering and Space Study – City Hall 300,000 FY 2023/24 TOTAL $ 3,461,900

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Discussion
63 Packet Pg. 528

Mayor and City CouncilJune 30, 2023

Mayor and City Council
June 30, 2023