Agenda packet — Mayor and City Council, May 15, 2024 (part 1 of 8)

Mayor and City Council of the City of San Bernardino Page 1

CITY OF SAN BERNARDINO
AGENDA
FORTHE

REGULAR MEETING OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO,

MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SUCCESSOR

AGENCY TO THE REDEVELOPMENT AGENCY, MAYOR AND CITY COUNCIL OF THE CITY OF SAN

BERNARDINO ACTING AS THE SUCCESSOR HOUSING AGENCY TO THE REDEVELOPMENT

AGENCY, AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE

SAN BERNARDINO CITY HOUSING AUTHORITY, AND MAYOR AND CITY COUNCIL OF THE CITY OF

SAN BERNARDINO ACTING AS THE SAN BERNARDINO JOINT POWERS FINANCING AUTHORITY WEDNESDAY, MAY 15, 2024
4:00 PM CLOSED SESSION 5:00 PM OPEN SESSION
FELDHEYM CENTRAL LIBRARY • 555 WEST 6TH STREET • SAN BERNARDINO, CA 92410 • WWW.SBCITY.ORG
COUNCIL MEMBER ALEXANDER WILL PARTICIPATE REMOTELY FROM THE FOLLOWING LOCATION:
770 AVERY STREET SAN BERNARDINO, CA 92404
Theodore Sanchez Helen Tran Damon L. Alexander
COUNCIL MEMBER, WARD 1 COUNCIL MEMBER, WARD 7
MAYOR
Sandra Ibarra Charles A. Montoya
COUNCIL MEMBER, WARD 2 CITY MANAGER
Juan Figueroa Sonia Carvalho
COUNCIL MEMBER, WARD 3 CITY ATTORNEY
Fred Shorett Genoveva Rocha
MAYOR PRO TEM, WARD 4 CITY CLERK
Ben Reynoso
COUNCIL MEMBER, WARD 5
Kimberly Calvin
COUNCIL MEMBER, WARD 6
Welcome to a meeting of the Mayor and City Council of the City of San Bernardino

PLEASE VIEW THE LAST PAGES OF THE AGENDA FOR PUBLIC

COMMENT OPTIONS, OR CLICK ON THE FOLLOWING
LINK: TINYURL.COM/MCCPUBLICCOMMENTS
PLEASE CONTACT THE CITY CLERK'S OFFICE (909) 3845002 TWO

WORKING DAYS PRIOR TO THE MEETING FOR ANY REQUESTS FOR

REASONABLE ACCOMMODATIONS
To view PowerPoint presentations, written comments, or any revised documents for this meeting date, use this link: tinyurl.com/agendabackup.

Select the corresponding year and meeting date folders to view documents.

Mayor and City Council of the City of San Bernardino Page 2

CALL TO ORDER
Attendee Name
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Council Member, Ward 3 Juan Figueroa
Mayor Pro Tem, Ward 4 Fred Shorett
Council Member, Ward 5 Ben Reynoso
Council Member, Ward 6 Kimberly Calvin
Council Member, Ward 7 Damon L Alexander
Mayor Helen Tran
Interim City Manager Charles A. Montoya
City Attorney Sonia Carvalho
City Clerk Genoveva Rocha
4:00 P.M.

CLOSED SESSION PUBLIC COMMENT

CLOSED SESSION
A) CONFERENCE WITH LEGAL COUNSEL EXISTING LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
i. Promise Gracia, et al. v. City of San Bernardino, et al., San Bernardino Superior Court Case No. Case No. CIVSB2301828
5:00 P.M.

INVOCATION AND PLEDGE OF ALLEGIANCE

CLOSED SESSION REPORT

APPOINTMENTS

1. Animal Control Commission Appointment of Laura Mitchell (Ward 5) p. 16

PRESENTATIONS

2. Proclamation for San Bernardino Festival Day in the City of San Bernardino – May 4, 2024 (All Wards) p. 24

3. May 2024 Citizen(s) of Month San Bernardino Symphony Orchestra; Donna Marie Minano, President, San Bernardino Symphony Orchestra; Maestro Anthony Parnther, Music Director, San Bernardino Symphony Orchestra; Arrowhead CountryClub; Michael Winn, General Manager/Owner, Arrowhead Country Club; and Fariel Winn, General Manager/Owner, Arrowhead Country Club p. 26 Mayor and City Council of the City of San Bernardino Page 3

PUBLIC HEARING

4. Presentation of the City Manager’s Proposed Fiscal Year 2024/25 and Fiscal Year 2025/26 Budget (All Wards) p. 34
Recommendation:

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

1. Conduct the Public Hearing on the proposed Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan;

2. Receive and file the proposed budget for Fiscal Years 2024/25 and 2025/26 Operating and Capital Improvement Plan presentation and provide direction to staff.

5. Adopt Fiscal Year 202425 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership and Emergency Solutions Grant Programs (All Wards) p. 352
Recommendation:

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

1. Approve and adopt the Fiscal Year 202425 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership, and Emergency Solutions Grant Programs; and

2. Adopt Resolution No. 2024094, authorizing the acceptance and allocation of the Fiscal Year 202425 Annual Action Plan; and

3. Authorize the Director of Finance and Management to adjust the Fiscal Year 20242025 Budget appropriation to align with the Fiscal Year 202425 Annual Action Plan allocation; and

4. Authorize the City Manager or designee to take any further actions and execute any further documents as necessary to effectuate the submittal of the Fiscal Year 20242025 Annual Action Plan and certification to the U.S. Department of Housing and Urban Development.

6. Imposing Liens on Certain Parcels of Real Property for Unpaid Business Registration Taxes and Penalties (All Wards) p. 644
Recommendation:

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

1. Conduct a public hearing to receive public comment on the matter; and

2. Adopt Resolution No. 2024095 of the Mayor and City Council of the City of San Bernardino, California, imposing liens on certain parcels of real property for unpaid business registration taxes and penalties; and

3. Authorize the Director of Finance and Management Services to remove any properties from the Business Registration Lien List (Exhibit A to the Resolution) which are resolved prior to the hearing.

CITY MANAGER UPDATE

PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA Mayor and City Council of the City of San Bernardino Page 4

CONSENT CALENDAR

7. Authorize and Appropriate Funding for Animal Services for the Preparation of the Regional Partnership Agreements (All Wards) p. 662
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024096:

1. Authorizing the Director of Finance and Management Services to amend the FY 2023/24 operating budget by $350,000 to cover the cost of salary and benefits of additional positions added as a result of the Regional Partnership Agreements for Animal Services; and

2. Increase the Animal Services department authorized fulltime position count from 40 to 71.

8. Mayor and City Council After Action Report from the May 1, 2024, Meeting (All Wards) p. 669
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, ratify the changes made to staff recommendations during the May 1st, 2024, Mayor and City Council Meeting as documented in the attached After Action Report (All Wards)

9. Accept Donation Funds from Stater Bros. Charities for KFROG Public Service Announcements (All Wards) p. 672
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024097:

1. Accepting a donation in the amount of $42,500 from Stater Bros. Charities; and

2. Authorizing the Director of Finance and Management Services to amend the FY 2023/24 budget in both revenues and expenses and appropriate $42,500 to be used towards animal shelter programs and services.

10. Authorize Amendment No. 1 to Purchase Agreement with Victor Medical (All Wards) p. 685
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024098, authorizing:

1. The Director of Finance and Management Services to amend the FY 2023/24 Animal Services budget in the amount of $150,000, appropriated for expenses, and;

2. The City Manager to execute Amendment No. 1 to the contract with Victor Medical, increasing the annual contract amount by $150,000 for an annual total of $300,000 for Veterinary Medical Supplies.

11. Approve Amendment #1 to the Community Action Partnership of San Bernardino County (CAPSBC) Professional Services Agreement for the Mobile Shower Program (All Wards) p. 715
Recommendation:

It is recommended that the Mayor and City Council of San Bernardino, California, approve Amendment No. 1 to the Vendor Services Agreement (VSA) with the Community Action Partnership of San Bernardino County (CAPSBC) for a one (1) year term extension to continue the Mobile Shower Program.

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

12. Development Code Amendment (Zoning Map Amendment) 2005 – Amazing 34 Project (Second Reading and Adoption of Ordinance No. MC1637) p. 749 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California accept the final reading and adopt Ordinance No. MC1637 of the Mayor and City Council of the City of San Bernardino, California, approving Development Code Amendment (Zoning Map Amendment) 2005 changing the Zoning District Classification from Office Industrial Park (OIP) to Industrial Light (IL) of two (2) parcels containing a total of approximately 3.84 acres, pursuant to a Mitigated Negative Declaration (Attachment 1).

13. San Bernardino Soccer Complex Lease Assignment Agreement with World Sports Solutions International, LLC (Ward 2) p. 758
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024099, authorizing the City Manager to execute the Assignment and Consent to Assignment Lease Agreement with World Sports Solutions International, LLC, for 2500 Pacific Street, San Bernardino, California; assigning the lease from San Bernardino Soccer, LLC, to World Sports Solutions International, LLC.

14. Approval of Commercial and Payroll Disbursements (All Wards) p. 799 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California approve the commercial and payroll disbursements for April 2024.

15. Fiscal Year 202425 Assessment Levies for Previously Formed Assessment Districts (All Wards) p. 901
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt the following Resolutions, declaring intention to levy and collect assessments for Fiscal Year 202425 within various assessment districts within the City of San Bernardino, approving Engineer’s Reports for each assessment district and providing notice of the time and place of the public hearing on July 17, 2024 on proposed assessments in each assessment district:

1. Resolution No. 2024100 for Assessment Districts Nos. 951 (Zone 1), 951 (Zone 2), 952 (Zones 1, 2 and 2A), 952 (Zone 3), 953, 956, 959 (Zone 1), 962, 963, 968, 974, 975, 976, 981, 982, 986, 989, 991, 993, 997, 1001, 1002, 1005, 1007, 1012 and 1016; and

2. Resolution No. 2024101 for Assessment District Nos. 1017, 1019, 1020,1023, and 1024; and

3. Resolution No. 2024102 for Assessment District No. 1022 and Zones 1, 2, and 3 thereof; and

4. Resolution No. 2024103 for Assessment District Nos. 1025, and 1027; and

5. Resolution No. 2024104 for Assessment District Nos. 1028, 1029, 1030, 1031, 1032, 1035 (Zone 1), 1035 (Zone 2), 1036, 1037, 1038, 1039, 1040, 1041, 1042, 1043 (Zone 1), 1043 (Zone 2), 1045, 1046, 1047, 1048, 1050, 1052, 1054, 1055, 1056, 1057, 1059, 1060, 1063, 1064 and 1068.

16. Request to Update the Existing Travel Authority and Expense Policy (All Wards) p. 1363
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024105 revising the Travel Authority and Expense Policy as recommended by the City Manager.

Mayor and City Council of the City of San Bernardino Page 6

17. Library WiFi and Network Upgrade (All Wards) p. 1429 Recommendation:

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

1. Authorize the City Manager to execute a vendor services agreement with Sehi Computer Products, Inc. to replace the Library’s WiFi network at all four library locations along with other network upgrades; and

2. Authorize the Director of Finance and Management Services to approve a purchase order in the amount not to exceed $177,938 to replace the Library’s WiFi system, network switches and other hardware including installation: and

3. Authorize the project contingencies in the total amount of $17,994 for construction of the Project; and

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

18. Accept the California Drought, Water, Parks, Climate, Coastal Protection, and Outdoors Access for All Act Per Capita Grant Award for Hernandez Community Center Gymnasium Project (Ward 1) p. 1508
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California adopt resolution 2024106:

1. Authorizing the City Manager or his designee to accept the award for California Drought, Water, Parks, Climate, Coastal Protection, and Outdoors Access for All Act Per Capita Grant Award for Hernandez Community Center Gymnasium Project, for the amount of $177,952;

2. Authorizing the City Manager or his designee to conduct all negotiations, signing, and submittals of necessary documents to receive Per Capita Grant awards; and

3. Authorizing the Director of Finance and Management Services to amend the FY 2023/24 Operating Budget in the amount of $177,952 in both revenue and expenditures to appropriate the Per Capita Grant Award.

19. 20222025 Retired and Senior Volunteer Program (RSVP) – Third year of a Three Year Grant Award (All Wards) p. 1522
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California adopt resolution No. 2024 – 107 to:

1. Authorize the City Manager to approve a continuation of submitted budget application for year three of a threeyear grant through the National and Community Services Retired and Senior Volunteer Program;

2. Authorize the City Manager to accept the grant award in the amount of $57,309;

3. Authorize the City Manager or their designee to conduct all negotiations, signing and submittals of necessary documents to receive grant awards; and

4. Authorize the Director of Finance and Management Services to appropriate the grant funds for the period of April 1, 2024 ($14,327.25 in FY 2324) through March 31, 2025 ($42,981.75 in FY 2425).

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

20. Amendment to Increase Purchase Order with Law Enforcement Medical Services (All Wards) p. 1553
Recommendation:

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

1. Authorize the City Manager to execute Amendment No.1 to the Professional Services Agreement with Law Enforcement Medical Services (LEMS), increasing the not to exceed amount by $30,000, for a total contract amount of $130,000; and

2. Authorize the Director of Finance and Management Services to increase the purchase order for Law Enforcement Medical Services to an amount not to exceed $130,000.

21. Annual Military Equipment Report and Approve Future Purchases (All Wards) p. 1576 Recommendation:

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

1. Receive and file the Department’s annual military equipment use report; and

2. Approve the Department’s request to acquire additional lifesaving equipment in accordance with Assembly Bill 481.

22. Amendment No. 2 to Agreement with Anser Advisory Management, LLC (All Wards) p. 1710
Recommendation:

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

1. Authorize the City Manager or designee to Approve Amendment No 2. to the Professional Services Agreement with Anser Advisory Management, LLC, for the project of Upgrade Various Signal Hardware at 224 Signalized Intersections on Various Arterials, for construction management and inspection services, as well as extending the agreement until December 30, 2024.

23. Approve Stop Signs at Various Locations Wards (1,2, 3,4,5) p. 1736 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, Adopt Resolution No. 2024108;

1. Authorizing the City Manager and or designee to amend Resolution No. 655 entitled, in part, “A Resolution... designating certain streets or portions thereof as through highways...” and authorizing the establishment of stop control at the following intersections:
a. Gardena St. & Vine St.
b. Santolinas St. & Pampas Ave.
c. Cherry St. & Pampas Ave.
d. Morgan Rd. & Teton St.
e. Argyle Ave. & 18th St.
f. Piedmont Dr. & Seine Ave.
g. Acacia Ave. & 35th St.
h. Dover St. & Louise St.

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

24. Award of Professional Services Agreement for Pavement Management Program and Asset Inventory (All Wards) p. 1778
Recommendation:

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

1. Approve the award of an Agreement with Nicols Consulting Engineers in the amount of $820,300 for Pavement Management Program and Asset Inventory (Project); and

2. Authorize the project contingencies and staff time in the total amount of $123,045 for completion of the Project; and

3. Authorize the City Manager or designee to execute all documents with Nicols Consulting Engineers; and

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

25. Award of Agreement for Construction of Clean California Grant 4th Street Beautification and Landscape Project SS 22008 (Ward 1) p. 1842 Recommendation:

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

1. Approve the award of an Agreement with SDC Engineering, Inc. in the amount of $340,617.30 for the Clean California Grant 4th Street Beautification and Landscape (Project); and

2. Authorize the project construction, construction contingencies, and construction management costs in the total amount of $40,000 for construction of the Project; and

3. Authorize the City Manager or designee to execute all documents with SDC Engineering, Inc.; and

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

26. Increase Annual Purchase Order for Fairview Ford (All Wards) p. 1993 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino California Adopt Resolution No. 2024109

1. Authorizing the Director of Finance & Management Services to approve an increase in the purchase order for Fairview Ford from $230,000 to a new not to exceed amount of $300,000; and

2. Authorizing the extension of the purchase order agreement with the option for another five years of single year annual renewal, through fiscal year 2028/2029.

27. Approve Final Tract Map No. 173294 (Ward 5) p. 2017 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, Adopt Resolution No. 2024110:

1. Approving Final Tract Map No. 173294 (Subdivision 0540) involving the subdivision of the parcel (APN 034811151) containing 24.68 acres into twenty (20) single family lots at the northwest corner of N. Little League Drive and W.

Ohio Avenue; and

2. Accepting the public dedications as set forth on said map; and

3. Authorizing execution of the standard form of agreement for the subdivision improvements.

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

DISCUSSION

28. Consideration of the Third Amendment to the City’s Exclusive Franchise Agreement for Integrated Solid Waste Collection, Processing and Disposal Services with Burrtec Waste Industries, Inc. (All Wards) p. 2095
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2024111 approving the Third Amendment to the City’s Exclusive Franchise Agreement for Integrated Solid Waste Collection, Processing and Disposal Services with Burrtec Waste Industries, Inc.

29. City Hall Renovation Project Step 1 (Ward 1) p. 2122 Recommendation:

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

1. Authorize the City Manager to move forward with Step 1 of the San Bernardino City Hall Renovation Project; and

2. Authorize the execution of the Joint Exercise Power Agreement between the City of San Bernardino, and the San Bernardino City Housing Authority; and

3. Adopt Resolution 2024090; of the City of San Bernardino authorizing the creation of the City of San Bernardino Financing Authority and certain other matters pertaining thereto; and

4. Adopt Resolution 2024091; declaring intent to issue tax exempt obligations to be used to reimburse the City for expenditures it may incur prior to the bond issuance.

DISCUSSION SAN BERNARDINO CITY HOUSING AUTHORITY ITEM

30. Authorizing the Execution of a Joint Exercise Powers Agreement with the City of San Bernardino and Adopting Resolution No. SBHA/20241 of the San Bernardino City Housing Authority Authorizing the City of San Bernardino Financing Authority p. 2151
Recommendation:

It is recommended that the San Bernardino City Housing Authority:

1. Authorize the execution of the Joint Exercise Power Agreement between the San Bernardino City Housing Authority and the City of San Bernardino; and

2. Adopt Resolution SBHA/20241 of the San Bernardino City Housing Authority authorizing the creation of the City of San Bernardino Financing Authority and certain other matters pertaining thereto.

ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS

31. Taxpayer Protection Act (All Wards) – Council Member Alexander p. 2188

MAYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES & MEETINGS

ADJOURNMENT
The next joint regular meeting of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency will be held on June 05, 2024 at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California 92401.

Closed Session will begin at 4:00 p.m., and Open Session will begin at 5:00 p.m.

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

CERTIFICATION OF POSTING AGENDA
I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the agenda for the Wednesday, May 15, 2024, Regular Meeting of the Mayor and City Council and the Mayor and City Council acting as the Successor Agency to the Redevelopment Agency was posted on the City's bulletin board located at 201 North "E" Street, San Bernardino, California, at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California, and on the City's website sbcity.org on Friday, May 10, 2024.

I declare under the penalty of perjury that the foregoing is true and correct.

Mayor and City Council of the City of San Bernardino Page 11 NOTICE:

Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter on the agenda, which is within the subject matter jurisdiction of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may address the body during the period reserved for public comments.

In accordance with Resolution No. 201889 adopted by the Mayor and City Council on March 21, 2018, the following are the rules set forth for Public Comments and Testimony:

Public Comments and Testimony:

Rule 1. Public comment shall be received on a first come, first served basis. If the presiding officer determines that the meeting or hearing may be lengthy or complicated, the presiding officer may, in his or her discretion, modify these rules, including the time limits stated below.

Rule 2. All members of the public who wish to speak shall fill out a speaker' s reservation card and turn in the speaker reservation card to the City Clerk prior to the time designated on the agenda. Comments will be received in the order the cards are turned in to the City Clerk. Failure of a person to promptly respond when their time to speak is called shall result in the person forfeiting their right to address the Mayor and City Council.

Rule 3. The presiding officer may request that a member of the public providing comment audibly state into the microphone, if one is present, his or her name and address before beginning
comment. If that person is representing a group or organization the presiding officer may request that the speaker identify that group or organization, including that group or organization' s Address.

Rule 4. Notwithstanding the provisions of Rule 2 and 3 above, a person shall not be required to provide their name or address as a condition of speaking.

Rule 5. Time Limits:

5.01 Each member of the public shall have a reasonable time, not to exceed three ( 3) minutes per meeting, to address items on the agenda and items not on the agenda but within the subject matter jurisdiction of the Mayor and City Council.

5.02 Notwithstanding the time limits set forth in subsection 5. 01 above, any member of the public desiring to provide public testimony at a public hearing shall have a reasonable time, not to exceed ( 3) minutes, to provide testimony during each public hearing.

Mayor and City Council of the City of San Bernardino Page 12 Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter not on the agenda but which is within the subject matter jurisdiction of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may address the body at the end of the meeting, during the period reserved for public comments. Said total period for public comments shall not exceed 60 minutes, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. A threeminute limitation shall apply to each member of the public, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. No member of the public shall be permitted to "share" his/her three minutes with any other member of the public.

Speakers who wish to present documents to the governing body may hand the documents to the City Clerk at the time the request to speak is made.

The Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may refer any item raised by the public to staff, or to any commission, board, bureau, or committee for appropriate action or have the item placed on the next agenda of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor discussion held by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency on any item which does not appear on the agenda unless the action is otherwise authorized in accordance with the provisions of subdivision (b) of Section 54954.2 of the Government Code.

Public comments will not be received on any item on the agenda when a public hearing has been conducted and closed.

Mayor and City Council of the City of San Bernardino Page 13 ALTERNATE MEETING VIEWING METHOD:

PUBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:
1) Written comments can be emailed to [email protected]. Written public comments received up to 2:30 p.m. on the day of the meeting (or otherwise indicated on the agenda) will be provided to the Mayor and City council and made part of the meeting record. Written public comments will not be read aloud by city staff. Written correspondence can be accessed by the public online at tinyurl.com/agendabackup .

Please note: messages submitted via email and this page are only monitored from the publication of the final agenda until the deadline to submit public comments. Please contact the City Clerk at 9093845002 or [email protected] for assistance outside of this timeframe. 2) Attend the meeting in person and fill out a speaker slip. Please note that the meeting Chair decides the cutoff time for public comment, and the time may vary per meeting. If you wish to submit your speaker slip in advance of the meeting, please submit your request to speak using the form on the following page: https://tinyurl.com/mccpubliccomments Public comments will not be received on any item on the agenda when a public hearing has been conducted and closed.

ALTERNATE MEETING VIEWING METHOD:

You may view the meeting from the following location (TV3) if there are any technical issues with the livestream or recording from the main agenda portal or if you require an option with Closed Captioning.
https://reflectsanbernardino.cablecast.tv/CablecastPublicSite/watch/1?channel=6 PUBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:
1) Written comments can be emailed to [email protected]. Written public comments received up to 2:30 p.m. on the day of the meeting (or otherwise indicated on the agenda) will be provided to the Mayor and City council and made part of the meeting record. Written public comments will not be read aloud by city staff. Written correspondence can be accessed by the public online at tinyurl.com/agendabackup .

Please note: messages submitted via email and this page are only monitored from the publication of the final agenda until the deadline to submit public comments. Please contact the City Clerk at 9093845002 or [email protected] for assistance outside of this timeframe. 2) Attend the meeting in person and fill out a speaker slip. Please note that the meeting Chair decides the cutoff time for public comment, and the time may vary per meeting. If you wish to submit your speaker slip in advance of the meeting, please submit your request to speak using the form on the following page: https://tinyurl.com/mccpubliccomments Regular Meeting Agenda May 15, 2024
Mayor and City Council of the City of San Bernardino Page {{document.pagenumber}} This Page Intentionally Left Blank

CLOSED SESSION
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Sonia Carvalho, City Attorney; Charles A. Montoya , City Manager
Department: City Attorney
Subject: Closed Session
Recommendation:

A) CONFERENCE WITH LEGAL COUNSEL - EXISTING
LITIGATION (Pursuant to Government Code Section 54956.9(a) and (d)(1):
i. Promise Gracia, et al. v. City of San Bernardino, et al., San Bernardino Superior Court Case No. Case No. CIVSB2301828
Packet Page. 15

APPOINTMENTS
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Ben Reynoso, Council Member, 5th Ward
Department: Council Office
Subject: Animal Control Commission Appointment of Laura Mitchell (Ward 5)
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the appointment of Laura Mitchell to the Animal Control Commission representing Ward 5 with the term ending December 2026. Laura Mitchell will replace Alexandro E. Faz. Council Staff has verified that appointee is a registered voter within the city.

Executive Summary
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the appointment of Laura Mitchell to the Animal Control Commission representing Ward 5 with the term ending December 2026.

Background
On February 21, 2018, Resolution No. 2018-45 establishing the Animal Control Commission was adopted.

Discussion
The Animal Control Commission was established by Resolution No. 2018-45 on February 21, 2018 and is charged with advising the Mayor, City Council and City Staff on matters pertaining to animal control in the city. The commission is also charged with serving in an advisory capacity on strategies, policies and programs designed to ensure quality care for animals housed at the City of San Bernardino’s Animal Shelter.

Members are appointed to this commission on the basis of demonstrated knowledge and experience in the ara of animal care, animal husbandry, wild animals, animal behavior or other areas which relate to the mission and purpose of the commission.

The commission is comprised of nine (9) members who serve at pleasure of the Mayor and City Council. Pursuant to Chapter 2.17 of the Municipal Code, each City Council Packet Page. 16
Member shall nominate one member who shall serve during and for the term of the nominating Council Member, and the Mayor.
2021-2025 Strategic Targets and Goals
The proposed commission appointment aligns with Key Target No. 2: Focused, Aligned Leadership and Unified Community by building a culture that attracts, retains, and motivates the highest quality talent.

Fiscal Impact
No fiscal impact to city.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the appointment of Laura Mitchell to the Animal Control Commission representing Ward 5 with the term ending December 2026. Council Staff has verified that appointee is a registered voter within the city.

Attachments

1. Attachment 1 - Animal Control Commission Application - Laura Mitchell - (Redacted)

2. Attachment 2 - Resolution No. 2018-45 Establishing Animal Control Commission
Ward:

Fifth Ward; All Wards
Synopsis of Previous Council Actions:

February 21, 2018 - Resolution No. 2018-45 establishing the Animal Control Commission was adopted.

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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Helen Tran, Mayor
Department: Mayor's Office
Subject: Proclamation for San Bernardino Festival Day in the City of San Bernardino – May 4, 2024 (All Wards)

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A PROCLAMATION OF

THE MAYOR AND CITY COUNCIL
PROCLAIMING MAY 4, 2024, AS

SAN BERNARDINO FESTIVAL DAY

IN THE CITY OF SAN BERNARDINO
WHEREAS, the citizens of the City of San Bernardino value the celebration of culture through art, music, food and history; and,
WHEREAS, the City of San Bernardino recognizes the many unique cultures and historical traditions; and,
WHEREAS, the staff and committee members that have engaged in a unification effort to create positive and supportive action to bring the City of San Bernardino together to build new memories and traditions; and,
WHEREAS, May 4, 2024, celebrates the second annual San Bernardino Festival: Where our Cultures Connect at Lytle Creek Park.

NOW, THEREFORE, BE IT RESOLVED THAT, the Mayor & City Council of the City of San Bernardino, do hereby proclaim May 4, 2024, as San Bernardino Festival Day. We encourage all residents to join in the festivities, embrace diversity, and celebrate the cultural richness that strengthens our community.

Presented on the 15TH day of May 2024
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PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Damon L. Alexander, Council Member, 7th Ward
Department: Council Office
Subject: May 2024 Citizen(s) of Month San Bernardino
Symphony Orchestra; Donna Marie Minano,
President, San Bernardino Symphony
Orchestra; Maestro Anthony Parnther, Music Director,
San Bernardino Symphony Orchestra; Arrowhead
Country Club; Michael Winn, General Manager/Owner,
Arrowhead Country Club; and Fariel Winn, General
Manager/Owner, Arrowhead Country Club
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City of San Bernardino

FROM THE

MAYOR AND CITY COUNCIL HONORING

SAN BERNARDINO SYMPHONY ORCHESTRA
MAY 2024

CITIZEN OF THE MONTH AWARD
Concerned
Investor
Time/Talent
Involved
Zealous
Enthusiastic
Neighborly
In recognition of dedicated service to the affairs of the community and for the civic pride demonstrated by numerous deeds for the benefit of the citizens of San Bernardino Presented this 15th day of May 2024
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City of San Bernardino

FROM THE

MAYOR AND CITY COUNCIL HONORING

DONNA MARIE MINANO

PRESIDENT

SAN BERNARDINO SYMPHONY ORCHESTRA
MAY 2024

FROM THE

MAYOR AND CITY COUNCIL HONORING

MAESTRO ANTHONY PARNTHER

MUSIC DIRECTOR

SAN BERNARDINO SYMPHONY ORCHESTRA
MAY 2024

FROM THE

MAYOR AND CITY COUNCIL HONORING
DR. ANNE VIRICEL

EXECUTIVE DIRECTOR

SAN BERNARDINO SYMPHONY ORCHESTRA
MAY 2024

FROM THE

MAYOR AND CITY COUNCIL HONORING

ARROWHEAD COUNTRY CLUB
MAY 2024

FROM THE

MAYOR AND CITY COUNCIL HONORING

MICHAEL WINN

GENERAL MANAGER/OWNER

ARROWHEAD COUNTRY CLUB
MAY 2024

FROM THE

MAYOR AND CITY COUNCIL HONORING

FARIEL WINN

GENERAL MANAGER/OWNER

ARROWHEAD COUNTRY CLUB
MAY 2024

PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Charles A. Montoya, City Manager
Suzie Soren, Deputy City Manager
Jeannie Fortune, Deputy Director of Finance & Management Services
Department: Finance & Management Services
Subject: Presentation of the City Manager’s Proposed Fiscal Year 2024/25 and Fiscal Year 2025/26 Budget (All Wards)
Recommendation:

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

1. Conduct the Public Hearing on the proposed Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan;

2. Receive and file the proposed budget for Fiscal Years 2024/25 and 2025/26 Operating and Capital Improvement Plan presentation and provide direction to staff.

Executive Summary
The City Manager’s Proposed Budget provides the Mayor and City Council with a budget for the Fiscal Years 2024/25 and 2025/26. This staff report and presentation will provide an overview of the City Manager’s proposed operating and capital budgets.

Background
Section 701 of the City Charter provides that the City Manager shall prepare and submit a proposed budget to the Mayor and City Council for the ensuing fiscal year. The Budget provides a financial plan for all City funds and activities for the upcoming fiscal year and includes a multi-year capital plan. This year, the City will propose a new biennial budget that encompasses Fiscal Years 2024/25 and 2025/26.

The City has adopted a biennial budget planning process. While this process includes adopting the budget annually, every two years the City goes through the process of budgeting for the full two years, forecasting revenue, expenditures, and capital Packet Page. 34
spending. During the interim years the City completes a more informal mid-biennial update, which includes a review of the forecast considering economic trends, and adjustments to the second-year budget as necessary or as recommended by the City Manager. Fiscal year 2023/24 was an interim year, and FY 2024/25 marks the beginning of a new two-year budget cycle.

Discussion
The Fiscal Years 2024/25 and 2025/26 Operating and Capital Improvement Budget recommendations were guided by the Mayor and City Council’s Strategic Targets and Goals for the City of San Bernardino. The four overarching categories of these Targets and Goals are:
• Improved Operational and Financial Stability
• Focused, Aligned Leadership and Unified Community
• Improved Quality of Life
• Economic Growth & Development
The purpose of the public hearing this evening is to review and discuss the proposed biennial budgets for Fiscal Years 2024/25 and 2025/26 (Attachment 1). The proposed budget contains a full review of the estimated available resources and the recommended allocations of these resources. The budget document (Attachment 1) provides an in-depth look at the programs and services provided by the city and allows the Mayor and City Council to make critical policy decisions.

The overview provided in this report includes a forecast of revenues, expenditures, and a review of fund balance for the General Fund, the capital improvement plan, including ongoing projects, and proposed additions. A brief overview of the proposed comprehensive budget totals across all funds is also described below.

To ensure transparency in the budgeting process, the City of San Bernardino has made the full proposed budget available online through our partners at OpenGov here:
https://stories.opengov.com/sanbernardinoca/published/RcJljI4Ai Proposed Fiscal Years 2025 & 2026 Budget Book.

Overview of FY 2024/25 and FY 2025/26 Proposed Budget – All Funds The FY 2024/25 Proposed Budget totals $331.7 million in revenues and $312.7 million in expenditures, and the FY 2025/26 Proposed Budget totals $350.4 million in revenues and $330.1 million in expenditures across all budgeted funds. These amounts reflect an increase of approximately 15.7% in revenues and 18.1% in expenditures from the FY 2023/24 Adopted Budget of $286.7 million in revenues and $262.9 million in expenditures.

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FY 2024/25 & FY 2025/26 TOTAL PROPOSED BUDGET
The City's Budget includes governmental, proprietary, and internal service funds, including grants and other restricted funds designated for specific services and purposes provided by the higher levels of government (i.e., Federal, State, and County governments and agencies). Many of the City’s special and restricted funds receive ongoing revenue streams, while some are one-time competitive grants and require careful monitoring and record-keeping.

In some instances, a fund may have available fund balances that have accumulated over time and are expended as the need arises and/or to complete specific projects within assigned timeframes. As such, the Budget contains many separate funds with specific accounting and reporting requirements per government regulations and, in some cases, statutes.

The City’s General Fund is not restricted and can be used to provide a broad array of public services. It is comprised of multiple revenue sources, including taxes, for example, property tax, sales and use tax, transaction and use tax (Measure S), transient occupancy tax (hotel tax), cannabis sales tax and others, user fees, fines, facility rentals, development-related fees, and other miscellaneous revenues.

Operating Budget – All Funds
The Proposed Budget increase of over $47.8 million, or 18.1%, for a total of $312.7 million in the Operating Budget portion of the FY 2024/25 and FY 2025/26 Budget across all funds is primarily attributed to addressing the City Council’s goal of Focused, Aligned Leadership, unified Community, and Improved Quality of Life. The most notable increases are Animal Services, with an increase of $5.7 million in expenditures, and the Liability Fund, with an increase of $11.7 million in expenditures.

Capital Budget – All Funds
The Capital Budget of $13.2 million and $17.5 million in FY 2024/25 and FY 2025/26, respectively, across all funds, reflects the City’s Capital Improvement Program (CIP) Budget. Additional details regarding the CIP Budget were presented at the April 17, Fund
Adopted
2023-24
FY2024-25Proposed FY2025-26Proposed
Revenues
General Fund Revenues $ 208,349,947 $ 236,603,800 $ 253,166,066 Other Fund Revenues $ 78,368,978 $ 95,076,919 $ 97,268,983 Total Proposed Revenues $ 286,718,925 $ 331,680,719 $ 350,435,049 Expenditures
General Fund Expenditures $ 198,758,027 $ 237,733,763 $ 252,961,302 Other Fund Expenditures $ 64,125,084 $ 74,988,484 $ 77,164,377 Total Proposed Expenditures $ 262,883,111 $ 312,722,247 $ 330,125,679 Packet Page. 36
2024, Preliminary Proposed session and will be explained in much greater detail in the CIP section of the FY 2024/24 and FY 2025/26 Adopted Budget Book.

Overview of FY 2024/25 and FY 2025/26 Proposed Budget – General Fund The Proposed FY 2024/25 and FY 2025/26 General Fund Operating Budgets total $237.7 million in FY 2024/25 and $253.0 million in FY 2025/26. This reflects an increase of 19.6% from the FY 2023/24 Adopted Budget of $198.8 million. Despite a budgeted use of fund balance of $1,129,963 in FY 2024/25, the budget reflects a small surplus of $204,764 in FY 2025/26, continuing the positive trajectory for the General Fund. The budgeted use of fund balance in FY 2024/25 supports the additional positions added through the FY 2023/24 Mid-Year follow-up item, as well as additional items proposed by City Council.

General Fund Revenue Highlights
The FY 2024/25 and FY 2025/26 Proposed Budget for General Fund Revenues totals $236.6 million and $253.2 million respectively. FY 2024/25 represents a 13.6% increase from the FY 2023/24 Adopted Budget. Measure S (transaction and use tax) and Sales and Use Tax continue to be the main revenue sources within the General Fund, representing 47% of the total revenues for both fiscal years. These revenue sources have stabilized from the levels seen during the pandemic; the forecast includes a 1-5% increase in FY 2024/25 and FY 2025/26 over the FY 2023/24 Adopted Budget.

Several revenue categories within the General Fund are expected to continue to increase, such as investment income, use of money and property, utility user tax, other taxes, and licenses and permits. These revenues are used to cover public safety, parks and community services, development services, and other activities and programs.

Below is a table with the forecast revenues for FY 2024/25 and FY 2025/26.

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Sales and Use Tax and Measure S (Transaction and Use Tax) Sales and Use Tax in the City of San Bernardino represents 25% of the total General Fund revenues and is estimated to be $58.6 million and $62.7 million in FY 2024/25 and FY 2025/26, respectively. Measure S in the City of San Bernardino represents 23% of the total General Fund revenues and is estimated to be $53.6 million and $57.3 million in FY 2024/25 and FY 2025/26, respectively. Fairly strong job numbers and the relatively low unemployment rate allowed consumer spending to remain solid in FY 2023/24, and the City continues to see strong performance in these categories while much of the State is in a period of decline.

Cannabis Tax
Cannabis Tax revenue came in under budgetary expectations for FY 2022/23.

Statewide, cannabis tax collections are down by 9.5% for the calendar year 2023, primarily attributed to illegal operators cutting into the sales of legal operations and consequently diminishing the amount of tax collected on legal sales. Analysts predict that statewide crackdowns on illegal operators should mitigate this somewhat in the next couple of years. Locally, legal operators, with the exception of one who is no longer in possession of a city license to operate, are up to date with their payments.

FY 2023/24 is anticipated to end the year with $2,800,000 in total cannabis tax collections. Cannabis Tax in FY 2024/25 and 2025/26 is budgeted at $3,460,800 and $3,703,056, respectively. While these are significant increases, they should not be unrealistic if the state is working to resolve the issue of illegal operations.

Investment Income and Use of Money and Property
The Investment Income and Use of Money and Property categories represent just under 2% of the total General Fund revenues but have significant increases from the Packet Page. 38
FY 2023/24 Adopted Budget. Investment income is estimated to be approximately $1.0 million in FY 2024/25 and FY 2025/26, compared to the $540,000 adopted in FY 2023/24. Use of Money and Property is estimated to be $2.6 million and $2.8 million in FY 2024/25 and FY 2025/26, respectively, compared to the $604,000 adopted in FY 2023/24. These increases are indicative of the higher interest rates in the current market. As the City invests strategically and higher interest rates continue, this category of revenue is likely to trend upward.

Utility User Tax
The Utility User Tax (UUT) category represents 12.2% of the total General Fund revenues and is estimated to be $28.9 million and $30.9 million in FY 2024/25 and FY 2025/26, respectively. This category is estimated to see a 38% increase from the FY 2023/24 Adopted Budget due to the increase in energy prices related to inflation and other factors impacting the cost of providing utilities. As the city continues to invest in economic development, increased commercial and industrial activity results in higher utility consumption, which drives additional UUT. This tax has been trending downward over time and is not anticipated to continue to increase over the long term.

Both residential and commercial consumers are investing in solar, working toward energy efficiency, and engaging in energy-conserving behaviors.

General Fund Expenditure Highlights
The Proposed General Fund Budget for FY 2024/25 and FY 2025/26 includes total expenditures of $237.7 million and $253.0 million, respectively. Of this amount, 63.2% of the total budgeted expenditures are personnel-related costs such as full-time salaries, part-time salaries, health insurance, CalPERS retirement, and CalPERS unfunded liability. These amount to $150.3 million and $161.4 million for FY 2024/25 and FY 2025/26, respectively, an increase of over 21.3% altogether from the FY 2023/24 Adopted Budget of $131.4 million. 33.6% of the total budgeted expenditures are related to ongoing maintenance, operation, contractual, legal, internal service charges, and capital costs. These account for $79.8 million and $82.8 million for FY 2024/25 and FY 2025/26, respectively, an increase of over 30% altogether from the FY 2023/24 Adopted Budget of $63.0 million. The remaining 3.2% of the total expenditures are related to from the General Fund to the Animal Services Fund. In FY Packet Page. 39
2024/25 and FY 2025/26, the estimated transfer from the General Fund into Animal Services is $7.7 million and $8.5 million annually. The FY 2024/25 and FY 2025/26 Proposed Budget for expenditures includes the following significant items:
• An increase of $1.0 million to the Legal Services department to better align with the anticipated expenses in the next few years while several high-profile cases move towards completion;
• An increase of $10.0 million in internal service charges to the General Fund to support the Liability Fund;
• A $1.3 million increase in utilities, driven by higher utility costs discussed above; • A $1.5 million increase in Community Development & Housing to support the implementation of the General Plan update;
• A $1.3 million increase in building maintenance within Public Works to support the Strategic Initiative of increased security services to secure public spaces; • A $4.4 million increase in the annual required CalPERS unfunded liability payment;
• A $1.0 million increase in the annual required CalPERS contribution; • Positions increased by $1.4 million during the FY 2023/24 Mid-Year follow-up item.

The following table summarizes the estimated expenditures for the General Fund FY 2023/24 year-end and the proposed expenditures for FY 2024/25 and 2025/26 by department. The individual department increases beyond existing service levels, and staffing follows.

Department
FY 2023/24
Year-End Projected
FY 2024/25
Proposed
FY 2025/26
Proposed
Mayor $ 305,812 $ 403,756 $ 425,651
City Council 1,092,321 1,243,619 1,300,847
City Clerk 1,748,820 1,942,869 1,994,357
Legal Services 5,304,826 5,181,587 5,536,580
General Government 11,734,400 10,420,266 13,194,135
City Manager's Office 3,440,261 5,243,556 5,805,481
Human Resource & Risk Management 2,975,837 2,784,522 3,042,376 Finance & Management Services 5,580,156 6,612,496 7,241,806 Economic Development - 1,785,363 2,002,329
Community Development & Housing 12,092,145 15,004,584 16,413,508 Police 116,734,761 132,847,479 138,329,846
Parks Recreation & Community Services 5,224,619 6,000,401 6,389,934 Public Works 31,164,575 35,591,030 37,647,120
Library Services 2,924,322 4,975,030 4,952,282
Special Assessment District 114,321 150,000 150,000
Capital Improvement Operating Contribution 2,000,000 - - Transfer out to Animal Services 4,269,976 7,547,205 8,535,050 Total General Fund Expenditures $ 206,707,152 $ 237,733,763 $ 252,961,302

CITY OF SAN BERNARDINO PROPOSED EXPENDITURES
FY 2024/25 & FY 2025/26
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Personnel Costs
During Fiscal Year 2023/24, 103 positions were added, excluding any positions added through grants. As part of the Strategic Initiatives proposed in Fiscal Year 2023/24, the City added 35 positions. To enable Animal Services to adequately serve the anticipated doubling of the Regional Partnerships for Animal Services, the City added 34 positions, 3 of which are included in the 35 added with the Strategic Initiatives.

Fiscal Year 2024/25 marks the last year of MOUs entered into beginning in 2021 with all bargaining units. The City is currently undergoing a comprehensive classification and compensation study; the potential impact of this study was considered during the development of the biennial budget. The staff that serves the City of San Bernardino is a vital resource to both the organization and the community, and it is an important step to ensure that our compensation and benefits packages are competitive in the marketplace. The collective impact of adding new positions increases salaries, benefits, and, ultimately, pension liability, all of which impact the General Fund operating budget.

Beginning FY 2024/25, the total authorized full-time equivalent positions will be 942, exclusive of City Council Members and the Mayor.

Mayor
The April 17, 2024, budget workshop indicated that the proposed amount for the City Council in FY 2024/25 and FY 2025/26 amounts were $316,585 and $328,257, respectively. The City Council has proposed the addition of one (1) full-time Administrative Assistant within the Mayor’s Office to allow for adequate support of the Mayor. Currently, there is only one (1) support staff member within the Mayor’s Office.

This change in the Mayor’s personnel makes the new proposed budget for FY 2024/25 and FY 2025/26 $403,756 and $425,651, respectively. The Mayor’s Office proposed full-time equivalent positions will be increased by one (1), bringing the authorized personnel count to two (2), exclusive of the Mayor.

City Council
The April 17, 2024, budget workshop indicated that the proposed amount for the City Council in FY 2024/25 and FY 2025/26 amounts were $1,219,448 and $1,266,453, respectively. After feedback from the Mayor and City Council regarding their increased budgets for Meetings and Conferences, the City Manager has revised their travel budgets to increase by 10% from their previous budget of $6,000 as opposed to doubling their total travel budget, bringing each Ward’s travel budget to $6,600.

Furthermore, City Council has proposed the addition of two (2) full-time Administrative Assistant within the Council Office to allow for adequate support of the Council Members. Currently, there are only two (2) support staff members within the Council Office. This change in the City Council’s budget makes their new proposed budget for FY 2024/25 and FY 2025/26 $1,243,619 and $1,300,847, respectively. The Council Packet Page. 41
Office proposed full-time equivalent positions will be increased by two (2), bringing the Council Office authorized personnel count to four (4), exclusive of City Council members.

City Clerk
On April 17, 2024, during the FY 2024 Mid-Year follow-up item, the Mayor and City Council authorized the addition of one (1) Records Management Specialist within the Department. The FY 2024/25 impact for this position is $101,497, and $5,000 for IT and other miscellaneous costs, bringing the total impact to $106,497. The total FY 2025/26 cost is forecasted to be $113,618. The Department’s proposed full-time equivalent positions will be 9.

City Manager’s Office
The City Manager’s Office proposed FY 2024/25 and FY 2025/26 budget increase is due to the positions approved by City Council FY 2023/24. These positions consist of two (2) Deputy City Managers, one (1) Auditor I, one (1) Auditor II, and one (1) Legislative & Government Affairs Manager. This change in the City Manager personnel makes the new proposed budget for FY 2024/25 and FY 2025/26 $5,243,556 and $5,805,481, respectively.

Community Development & Housing
The Mayor and City Council also requested the inclusion of two (2) additional Community Development Technicians to complete permit checks during the April 17, 2024, budget workshop. The FY 2024/25 cost for a Community Development Technician, inclusive of both salaries and benefits, is $92,816, and $5,000 for IT and other miscellaneous costs, the cost for two positions for FY 2024/25 is $195,632. The forecasted cost for FY 2025/26 is $220,566. With the addition of the above and the transfer out of Real Property Services to Economic Development, the Department’s full-time equivalent positions will be increased to 76.

Economic Development
Economic Development is a new department, added with the Strategic Initiatives. A director has yet to be hired as of the writing of this report. The initial plan was to add a director, three (3) managers, and an administrative assistant, as well as transfer three (3) existing full-time positions: a manager, a project manager, and a specialist from Community Development & Housing, for a total of eight (8) positions. In February of 2024, a Deputy Director position was added, and Real Estate Services, with three (3) positions, was also transferred from Community Development.

Public Safety - Police
The Police Department's focus areas are quality of life for the community, public engagement, organizational effectiveness, employee development, recruitment, and retention.

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The Police Department added thirteen (13) critical positions during FY 2024, not including the three (3) Park Ranges and one (1) Park Ranger Supervisor, which were initially added to the Parks and Recreation Department and then later transferred to the Police Department. On April 17, 2024, during the FY 2023/24 Mid-Year follow-up item, the Mayor and City Council authorized an addition of eleven (14) positions within the department. These positions consisted of six (6) Community Service Officers, five (5) Police Record Technicians, and three (3) Police Dispatchers. The FY 2024/25 cost for the fourteen (14) positions, inclusive of both salaries and benefits, is $1,073,135, and $70,000 for IT and other miscellaneous costs, bringing the total cost for FY 2024/25 is $1,143,135. The total forecasted cost for FY 2025/26 is $1,283,679.

A recent study conducted to evaluate the number of staff needed to effectively respond to calls for service determined that the police dispatch center is significantly understaffed, given the number of calls for service. With the addition of the dispatchers through the FY 2023/24 Mid-Year follow-up item, the Police department is requesting the addition of one (1) Civilian Range Master, one (1) Police Records Manager, one (1) Police Dispatch Supervisor, and one (1) Police Dispatch Manager. The FY 2024/25 cost for the four (4) positions, inclusive of both salaries and benefits, is $649,658, and $42,797 for IT and other miscellaneous costs, bringing the total cost for FY 2024/25 to $692,455. The forecasted cost for FY 2025/26 is $757,485.

The Police Department is also requesting an ongoing operational increase of $700,000 to contract custodial transport services to transport individuals who have been arrested to the County facility in Rancho Cucamonga. Currently, patrol officers must transport individuals to the facility, which takes a significant amount of time that could be better used within the community. A custody transport service will transport multiple individuals at once, removing the need for patrol officers to take this time from their patrol duties.

The Police Department’s FY 2024/25 Proposed Budget is $132,847,479, a 10.6% increase over FY 2023/24 Amended Budget. This increase includes the addition of the $2 million city-wide security contract, which was previously included in the Public Works budget, and the $506,000 Park Ranger Program, which was previously included in the Parks and Recreation budget. These transfers account for 21% of the increase.

The Quality-of-Life Team, added with the Strategic Initiatives in October 2023, accounts for another 13%. With the addition of the above, the Department’s full-time equivalent positions will be increased to 478.

Parks, Recreation and Community Services
Focus areas for the Parks, Recreation and Community Services Department include improvements to the City’s parks and community centers, ensuring access to services for seniors, increasing the services offered at the parks and community centers, and adding to youth sports and aquatics.

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Parks and Recreation added six (6) positions in FY 2023/24, including the four (4) positions for the Park Ranger Program that were later transferred to the Police Department. These and the other two (2) positions, the Deputy Director, and a Community Recreation Program Supervisor, were added with the intent to improve the quality of service to the community and the ability of our Parks and Recreation staff to provide service within our parks.

Parks and Recreation has four (4) Program Coordinator positions that are currently grant-funded through December 31, 2024. The City is proposing that these four (4) positions be fully funded through the General to continue expanding and improving services to the community.

The Parks, Recreation and Community Services budget is proposed to increase just over 6.9% for FY 2024/25, from $5.6 million to $6.00 million, and increase another

6.5% in FY 2025/26, not inclusive of any potential grants or new programming. The Department’s proposed full-time equivalent positions will increase to 29.

Public Works, Operations and Maintenance
Focus areas for the Public Works Department include clean and safe streets, infrastructure resilience, community outreach and education, and environmental stewardship. Department management is also focused on recruitment and retention since operational challenges due to understaffing are an ongoing issue.

The Public Works FY 2024/25 Proposed Budget is $35,591,030, a 2.1% increase over the FY 2024 Amended Budget. It should be noted that the Public Works proposed budget decreased by the amount of the city-wide security contract, which was transferred to the Police Department. This contract is approximately $2 million annually, which represents a 5% decrease in the Public Works budget. If the security contract is not factored into the FY 2023/24 budget, the increase year-over-year is approximately 8%.

Public Works is requesting new software and equipment for NPDES at a one-time cost of $78,000 and ongoing costs of $75,000 annually. The division's employees will also need four (4) iPads to interface with the new software in the field at a cost of $6,500.

Public Works is requesting the following additional positions: one (1) Engineering Technician and one (1) NPDES Inspector II. The FY 2024/25 cost for the two (2) positions, inclusive of both salaries and benefits, is $212,669. Technology and other miscellaneous costs are included in the request for software and iPads discussed above. The forecasted cost for the positions for FY 2025/26 is $240,521.

Five (5) total positions were added for Public Works in FY 2023/24. These were one (1) Land Development Engineer, three (3) Engineering Project Managers, and one (1) Capital Projects Manager through the Strategic Initiatives.

With the addition of the positions detailed above, the Department’s proposed full-time Packet Page. 44
equivalent positions will be increased to143.

Library
The Library Services Department's focus areas include continuing to increase staffing in the branch libraries, increasing community resources, recruitment and retention, and staff training and development.

The Libraries are still well under the staffing level they enjoyed before the City declared bankruptcy in 2012. While the City has developed efficiencies as a lean organization, Library Services faces challenges directly resulting from understaffing.

During FY 2023/24, Library Services added two (2) full-time positions, one (1) Library Technician and one (1) Management Analyst. While the positions added over the last three years have allowed the libraries to expand hours and improve service, they are still behind and require additional support to provide the level of service that the community deserves.

The Library Services Department is requesting one (1) additional Library Technician to continue improving branch service levels. The cost for one (1) position in FY 2024/25, inclusive of both salaries and benefits, is $82,787. The forecasted cost for FY 2025/26 is $92,102.

The Library Services Budget is proposed to increase 58.8% from the FY 2023/24 Amended Budget of $3,133,028 to the Proposed FY 2025 Budget of $4,975,030 as the City invests more in library operations, services, and technology. The FY 2025/26 budget is proposed to remain consistent year-over-year.

Two (2) full-time equivalent positions, the Library Network Administrator, and the Library Network Technician, will be transferred from Library Services to the IT Department. The library technology requires significant upgrades to both hardware and software. Moving these positions to the IT Department will allow more effective and efficient management of the upgrade process and Library Services technology in the future.

With these transfers and the addition of the Library Technician, the Department’s fulltime equivalent positions will be increased to 21.

Human Resources & Risk Management and Finance & Management Services Human Resources and Finance are internal service departments that ensure publicfacing departments have the necessary resources and support. Internal service departments include Human Resources, Finance, and Information Technology Services. Human Resources and Finance are included in the General Fund Budget, and IT is a separate Internal Service Fund.

The focus areas for Human Resources and Risk Management include policy updates, the organization-wide classification and compensation study, and improvements to the Packet Page. 45
recruitment and onboarding process.

The HR Department is requesting the addition of one (1) Senior Office Assistant to assist with administrative tasks. HR is responsible for a significant amount of confidential information and files that are required by law to be maintained for a specific number of years, depending on the type of information. This Senior Office Assistant will be invaluable in helping the Department ensure that all confidential information is appropriately maintained according to law. The FY 2024/25 cost for the Senior Office Assistant, inclusive of both salaries and benefits, is $69,959, and $5,000 for IT and other miscellaneous costs, for a total in FY 2024/25 of $74,959. The forecasted cost for FY 2025/26 is $83,099.

HR added one (1) HR Technician, one (1) HR Analyst II, and one (1) Supervising HR Analyst in FY 2023/24. With the addition of the Senior Office Assistant, the Department’s full-time equivalent positions will be increased to 18.

Finance and Management Services focus areas include recruitment and retention, employee development, and continuing to update policies. Since 2021, the Department has updated the Investment Policy, the Travel Policy, the Reimbursement Policy, the Cash Handling Policy, the Procurement Card Policy, the Purchasing Policy, and others.

All policies require ongoing monitoring to ensure relevance, compliance, and alignment with the law.

Finance is requesting the addition of one (1) Accounting Technician III. This position will aid the Department with basic accounting duties, allowing higher-level accountants to focus more on journal entries and complex tasks. The FY 2024/25 cost for this position, inclusive of both salaries and benefits, is $89,677, and $5,000 for IT and other miscellaneous costs, bringing the total cost for FY 2025 to $94,677. The forecasted cost for FY 2025/26 is $108,879.

Other Funds
Animal Services Fund
Animal Services continues to focus on community education, improving access to spay and neuter services and working to find a full-time veterinarian to work with the shelter. The shelter has improved outcomes for animals in its care and has now entered regional partnerships with Fontana, Rialto, and Colton in addition to the existing partnerships with Loma Linda and Grand Terrace. Starting July 1, the new partnerships are anticipated to double the number of animals that the shelter serves.

The FY 2024/25 and FY 2025/26 Proposed Budget for Animal Services will increase by $5.7 million over the FY 2023/24 Adopted Budget. Major shelter improvements and increased staffing levels are necessary to accommodate the increased animal intake, which, as discussed above, is expected to double. The three new partnership cities will contribute to the increased operational costs according to the number of animals brought in from each city and will contribute to the costs of a new shelter in the future.

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The City has been preparing for this increase for the last several months, hiring additional staff and increasing capacity at the shelter. On December 6, 2023, the Mayor and City Council approved the hiring of 31 additional positions in Animal Services, and three positions were authorized as part of the Strategic Initiatives on October 18, 2023, for a total of 34.

The Animal Services Department FY 2024/25 Proposed Budget is $10,341,916, an increase of 42.1% over the FY 2023/24 Amended Budget of $7,278,049. This increase will allow the City to improve the services provided to the community as well as prepare for the increase in animals from the new regional partnerships. The FY 2025/26 budget is proposed to increase by 11.7% year-over-year to $11,551,824. The Department’s proposed full-time equivalent positions will be 71.

Liability Fund
The Liability Fund has experienced significantly increased claims in the last eighteen months. Staff recommended an increase during the FY 2023/24 Mid-Year Report of $7 million to complete the fiscal year. With stop-loss insurance that does not take effect until a claim reaches a $5 million threshold, lawsuits against the City can be extremely expensive. The FY 2024/25 and FY 2025/26 Proposed Budget for the Liability Fund will increase by $11.7 million over the FY 2023/24 Adopted Budget. These additional funds support the trend of increasing litigation and liability costs over the past eighteen months. Bringing this fund to the appropriate expenditure levels allows litigation and liability costs to be covered within the adopted budget. As older existing claims against the City are settled, staff anticipates that the need for this fund to have a budget of this magnitude will no longer be necessary. Risk Management staff will monitor the claims and liabilities closely for developing trends.

Information Technology Fund
The Information Technology Fund is an Internal Service Fund. Costs associated with this fund are charged to the departments within the General Fund and the Animal Services Fund.

IT is currently focused on upgrading the City’s IT infrastructure, with an emphasis on cybersecurity. Funds are allocated annually to replacing aging servers, switches, and other critical hardware to ensure the City is not at risk. Additionally, the Department conducts ongoing risk assessments and provides training to personnel city-wide to prevent cyberattacks rather than waiting to mitigate damage after the fact.

The FY 2024/25 IT Services Budget is $9,549,488. This is a decrease of just over $3 million from the FY 2024 Amended Budget; however, the funding for the ERP implementation budget is encumbered and will carry over into FY 2024/25.

IT is not requesting any new positions; however, the Inland Empire Media Group (IEMG), with one (1) full-time equivalent position and several part-time positions, is Packet Page. 47
being transferred from the General Government Department in the General Fund to the IT Fund, two (2) full-time equivalent Library IT positions, the Library Network Administrator and the Library Network Technician, currently in the Library Services Department, are moving to the IT Services Fund, and the ERP Manager position is also moving from Finance to IT. These transfers will increase the IT staffing from 15 full-time equivalent positions to 19.

Fleet Services
The FY 2024/25 budget is $6.1 million. The proposed FY 2024/25 budget is an increase over the FY 2023/24 adopted budget; the FY 2023/24 amended budget includes contracts that were not fulfilled before the end of FY 2023 which carried over.

Workers Compensation Fund
The Workers Compensation Fund has historically been consistent in its annual increases year-over-year. The increase from FY 2023/24 to FY 2024/25 is approximately 3%. The forecast increase from FY 2024/25 to FY 2025/26 is approximately 4%.

General Fund Balance Overview
The estimated year-end fund balance for the General Fund is $173.1 million in FY 2024/25 and $162.8 million in FY 2025/26. These numbers are estimates and are subject to change based on actual revenue and expenditures within the given fiscal years, as reported in the Annual Comprehensive Financial Report (ACFR).

Capital Improvement Plan and Projects
The Capital Improvement Plan (CIP) includes ongoing and proposed new projects.

There are currently 71 ongoing active projects, which limits the capacity to add new projects.

Ongoing projects include (but are not limited to) projects in the following categories and Wards:

ACFR 2022-23
Category

FUND BALANCE
06-30-2023

FUND BALANCE
06-30-2024

FUND BALANCE
06-30-2025

FUND BALANCE
06-30-2026
Nonspendable 41,421,536 40,000,000 40,000,000 40,000,000 Restricted 2,086,366 2,000,000 1,800,000 1,800,000
Committed
Animal Services 68,387 10,000,000
General Plan Update 142,877 2,400,000
Measure S - Capital Projects 81,762,949 73,512,719 64,561,199 54,637,148 15% Emergency Reserve 28,788,264 31,006,073 35,413,498 37,666,239 10% Economic Contingency Reserve 19,192,176 20,670,715 23,608,999 25,110,826 Unassigned - 5,724,718 9,364,343 7,091,633
TOTAL FUND BALANCE 173,462,555 185,314,225 174,748,039 166,305,846 Positions Added April 17 (Proposed Use of Fund Balance) - - (1,382,264) (1,560,865) Additional Administrative Positions (Proposed Use of Fund Balance) - - (261,513) (292,182) Additional Prior Year (FY 2024/25) Use of Fund Balance - - - (1,643,777) REVISED FUND BALANCE 173,462,555 185,314,225 173,104,262 162,809,022 Packet Page. 48
Buildings:
• The California Theatre Renovation (Ward 1)
• Encanto Community Center Renovation (Ward 1)
• Feldheym Library Improvements (Ward 1)
Parks & Recreation:
• Guadalupe Park/Sal Saavedra Field (Ward 1)
• Seccombe Lake Park (Ward 1)
• Roosevelt Bowl Rehabilitation (Ward 2)
• Speicher Park Ballfields & Parking Lot Improvements (Ward 2) • Speicher Park Eastside Skate Park (Ward 2)
• Nicholson Park Improvements (Ward 6)
Streets and Bridges:
• Mt Vernon Bridge Replacement (Ward 1)
• Cross Street Bridge Replacement (Ward 2)
• University Parkway and I-215 Diverging Diamond Interchange (Ward 5 & 6) • Route I-210 at Waterman Avenue Interchange Improvements (Ward 7) • Pepper Avenue Rehabilitation (Multiple Wards)
• Street Rehabilitation at Twenty-One Locations (Multiple Wards) • Street Rehabilitation at Three Locations (Multiple Wards) Storm Drains
• Mt. Vernon Storm Drain (Ward 6)
• Sierra Way Storm Drain (Ward 7)
Traffic
• Genevieve & Ralston Circuits Upgrade (Ward 7)
• Dilemma Zone Detection at 49 Intersections (Multiple Wards) • 224 Intersection Hardware Signal Upgrades (Multiple Wards) Within the ongoing projects, a few require additional funding due to unforeseen circumstances, including unexpected delays, environmental hazards, increasing costs of materials and labor, or changes in the project scope. Those projects are as follows:

California Theatre Renovation, Anne Shirrells Park Gazebo, and the Speicher Park Ballfields and Parking Lot Improvements.

Project Ward Status
FY 2024/25
Funding
California Theatre Renovation 1 Design 1,000,000
Anne Shirrells Park Gazebo 6 Construction 25,000
Speicher Park Imp. (Ballfields, Parking Lot) 2 Design 1,300,000 $ 2,325,000
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All three are proposed to be funded by the General Fund.

The following are newly proposed projects for FY 2024/25:

Nicholson Park Community Center is proposed to be funded by the General Fund. The other two projects are proposed to be funded from RMRA Gas Tax, and Local Regional Circulation funds as well as possibly supplemented by the General Fund. 2021-2025 Strategic Targets and Goals
The review of the proposed budget aligns with all key targets of the City Council’s Strategic Plan. The funding of projects and programs at every level of the organization ensure that the City can achieve the goals and priorities established by the Mayor and City Council.

Fiscal Impact
There is no direct fiscal impact from receiving the presentation of the Proposed Budget for Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan. The budget process ensures that allocating the City’s resources aligns with the Mayor and City Council’s vision and priorities for the community. Staff will return to the Mayor and City Council on June 5, 2024, to adopt the Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan.

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

1. Conduct the Public Hearing on the proposed Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan;

2. Receive and file the Proposed Budget for Fiscal Years 2024/25 and 2025/26 Operating and Capital Improvement Plan presentation and provide direction to staff.

Attachments
Attachment 1 – Proposed Budget Book
Attachment 2 – Proposed Capital Improvement Plan 2025-2029 Attachment – Public Hearing Notice
Ward:

All Wards
Project Ward FY 2024/25 FY 2025/26
Nicholson Park Community Ctr Ph. 2 6 1,000,000 -
28th Street Traffic Calming 7 170,500 130,000
Median on Rialto at Metrolink RR Xing 3 70,000 265,000
$ 1,240,500 $ 395,000
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Synopsis of Previous Council Actions:

April 17, 2024 Mayor and City Council received and filed the Fiscal Years 2024/25 and 2025/26 City Manager’s Proposed Operating
Budget and Capital Improvement Plan.

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The Capital Improvement Program outlines the Funding through grants actively supports many allocations of funds towards major projects. programs and projects throughout the City.

DisƟnguished Budget Award
Glossary and Acronyms
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City of San Bernardino Mayor & City Council
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Honorable Mayor, Members of the City Council, and Citizens of San Bernardino:

Presented for your approval is the City of San Bernardino’s Proposed Fiscal Years 2025 and 2026 Operating and Capital Improvement Budget. This budget represents a collaborative effort with all the City's Departments to build a budget that will allow the City to continue providing outstanding service and a high quality of life for our residents, businesses, and visitors.

Guiding Principles
The Fiscal Years 2025 & 2026 Operating and Capital Improvement Budget recommendations were guided by the Mayor and City Council’s Strategic Targets and Goals for the City of San Bernardino. The four overarching categories of these Targets and Goals are:

Improved Operational and Financial Stability
Focused, Aligned Leadership and Unified Community
Improved Quality of Life
Economic Growth & Development
The FY 2024/25 & FY 2025/26 Proposed Budget underwent a thorough review and in-depth analysis of each budget request. Funding requests contained herein ensure both short-term and long-term fiscal sustainability while committing resources to achieve the City Council’s goals. Recommended budget adjustments contained in the Proposed Budget were selected based on operational needs, the provision of essential core services to our community, and the implementation of the City Council’s stated Strategic Targets and Goals and implementation of the “Strategic Initiatives.” Overview of FY 2024/25 & FY 2025/26 Proposed Budget
The FY 2024/25 Proposed Budget totals $331.7 million in revenues and $312.7 million in expenditures, and the FY 2025/26 Proposed Budget totals $350.4 million in revenues and $330.1 million in expenditures across all budgeted funds. These amounts reflect an increase of approximately 15.7% in revenues and

18.1% in expenditures from the FY 2023/24 Adopted Budget of $286.7 million in revenues and $262.9 million in expenditures. The City's Budget includes governmental, proprietary, and internal service funds, including grants and other restricted funds designated for specific services and purposes provided by the higher levels of government (i.e., Federal, State, and County governments and agencies). Many of the City’s special and restricted funds receive ongoing revenue streams, while some are one-time competitive grants and require careful monitoring and record-keeping.

City Manager's Message
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In some instances, a fund may have available fund balances that have accumulated over time and are expended as the need arises and/or to complete specific projects within assigned timeframes. As such, the Budget contains many separate funds with specific accounting and reporting requirements per government regulations and, in some cases, statutes.

Operating Budget
The Proposed Budget increase of over $47.8 million, or 18.1%, for a total of $312.7 million in the Operating Budget portion of the FY 2024/25 and FY 2025/26 Budget across all funds is primarily attributed to addressing the City Council’s goal of Focused, Aligned Leadership, Unified Community, and Improved Quality of Life. The most notable increases are Animal Services, with an increase of $5.7 million in expenditures, and the Liability Fund, with an increase of $11.7 million in expenditures.

Animal Services Fund
The FY 2024/25 & FY 2025/26 Proposed Budget for Animal Services will increase by $5.7 million over the FY 2023/24 Adopted Budget. This is due to the City entering into Regional Partnerships with the cities of Fontana, Rialto, and Colton. The City already provided services for Grand Terrace and Loma Linda. These additional partnerships require major shelter improvements and increased staffing levels to accommodate the increased animal intake, which is anticipated to double. The three new partnership cities will be contributing toward the increased operational costs according to the number of animals that are brought in from each city and will be contributing to the costs of a new shelter in the future.

Liability Fund
The FY 2024/25 & FY 2025/26 Proposed Budget for the Liability Fund will increase by $11.7 million over the FY 2023/24 Adopted Budget. This supports the trend of increasing litigation and liability costs over the past two years. Bringing this fund to the appropriate expenditure levels allows litigation and liability costs to be covered within the adopted budget. Risk Management staff will monitor the claims and liabilities closely for developing trends.

Capital Budget
The Capital Budget of $13.2 million and $17.5 million in FY 2024/25 and FY 2025/26, respectively, across all funds, reflects the City’s Capital Improvement Program (CIP) Budget. Additional details regarding the CIP Budget were presented at the April 17, 2024, Preliminary Proposed session and will be explained in much greater detail in the CIP section of the FY 2024/25 & FY 2025/26 Adopted Budget. 5 Packet Page. 57
FY 2024/25 & FY 2025/26 Proposed General Fund Budget Overview The Proposed FY 2024/25 and FY 2025/26 General Fund Operating Budgets total $237.7 million in FY 2024/25 and $253.0 million in FY 2025/26. This reflects an increase of 19.6% from the FY 2023/24 Adopted Budget of $198.8 million. Despite a budgeted use of fund balance of $1,129,963 in FY 2025, the budget is expected to rebound with a surplus of $204,764 in FY 2026, continuing the positive trajectory for the General Fund. The budgeted use of fund balance in FY 2024/25 supports the additional positions added through the FY 2023/24 Mid-Year follow-up item, as well as additional items proposed by the City Manager.

General Fund Revenue Highlights
The FY 2024/25 & FY 2025/26 Proposed Budget for General Fund Revenues totals $236.6 million and $253.2 million respectively. This represents a 13.6% increase from the FY 2023/24 Adopted Budget.

Measure S (transaction and use tax) and Sales and Use Tax continue to be the main revenue sources within the General Fund, representing 47% of the total revenues for both fiscal years. These revenue sources have stabilized from the levels seen during the pandemic; the forecast is a 1-5% increase in FY 2024/25 & FY 2025/26 over the FY 2023/24 Adopted Budget.

Several revenue categories within the General Fund are expected to see significant increases given the current trends, such as investment income, use of money and property, utility user tax, other taxes, and licenses and permits. These revenues are used to cover public safety, parks, and community services, development services, and other activities and programs.

Sales and Use Tax and Measure S (Transaction & Use Tax) Sales and Use Tax in the City of San Bernardino represents 25% of the total General Fund revenues and is estimated to be $58.6 million and $62.7 million in FY 2024/25 & FY 2025/26, respectively. Measure S in the City of San Bernardino represents 23% of the total General Fund revenues and is estimated to be $53.6 million and $57.3 million in FY 2024/25 & FY 2025/26, respectively. Fairly strong job numbers and the relatively low unemployment rate allowed consumer spending to remain solid in FY 2023/24, and the City continues to see strong performance in these categories while much of the State is in a period of decline.
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Cannabis Tax
Cannabis Tax revenue came in under budgetary expectations for FY 2022/23. Statewide, cannabis tax collections are down by 9.5% for the calendar year 2023, primarily attributed to illegal operators cutting into the sales of legal operations and consequently diminishing the amount of tax collected on legal sales. Analysts predict that statewide crackdowns on illegal operators should mitigate this somewhat in the next couple of years. Locally, legal operators, with the exception of one who is no longer in possession of a City license to operate, are up to date with their payments. FY 2023/24 is anticipated to end the year with $2,800,000 in total cannabis tax collections. Cannabis Tax in FY 2024/25 & 2025/26 is budgeted at $3,460,800 and $3,703,056, respectively. While these are significant increases, they should not be unrealistic if the State is working to resolve the issue of illegal operations.

Investment Income & Use of Money and Property
The Investment Income & Use of Money and Property categories represent just under 2% of the total General Fund revenues but have significant increases from the FY 2023/24 Adopted Budget. Investment income is estimated to be approximately $1.0 million in FY 2024/25 & FY 2025/26, compared to the $540,000 adopted in FY 2023/24. Use of Money and Property is estimated to be $2.6 million and $2.8 million in FY 2024/25 & FY 2025/26, respectively, compared to the $604,000 adopted in FY 2023/24. These increases are indicative of the higher interest rates in the current market. As the City invests strategically and higher interest rates continue, this category of revenue is likely to trend upward.

Utility User Tax
The Utility User Tax (UUT) category represents 12.2% of the total General Fund revenues and is estimated to be $28.9 million and $30.9 million in FY 2024/25 & FY 2025/26, respectively. This category is estimated to see a 38% increase from the FY 2023/24 Adopted Budget due to the increase in energy prices related to inflation and other factors impacting the cost of providing utilities. As the City continues to invest in economic development, increased commercial and industrial activity results in higher utility consumption, which drives additional UUT. This tax has been trending downward over time and is not anticipated to continue to increase over the long term. Both residential and commercial consumers are investing in solar, working toward energy efficiency, and engaging in energy-conserving behaviors.

Licenses & Permits
The Licenses & Permits category consists of various fees for licensing for businesses, building permits, construction permits, etc., and represents 7% of the total General Fund revenue. This category is estimated to be $17.0 million and $18.2 million in FY 2024/25 & FY 2025/26, respectively, which is a 33% increase from the FY 2023/24 Adopted Budget. Though interest rates remain high, San Bernardino remains one of the most affordable cities in California for housing. Increases in new homes and population drive developer-related fees, as well as other ancillary revenues like taxes when new businesses follow new residential developments.
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General Fund Expenditure Highlights
The Proposed General Fund Budget for FY 2024/25 & FY 2025/26 includes total expenditures of $237.7 million and $253.0 million, respectively. Of this amount, 63.2% of the total budgeted expenditures are personnel-related costs such as full-time salaries, part-time salaries, health insurance, CalPERS retirement, and CalPERS unfunded liability. These amount to $150.3 million and $161.4 million for FY 2024/25 & FY 2025/26, respectively, an increase of over 21.3% altogether from the FY 2023/24 Adopted Budget of $131.4 million. 33.6% of the total budgeted expenditures are related to ongoing maintenance, operation, contractual, legal, internal service charges, and capital costs. These account for $79.8 million and $82.8 million for FY 2024/25 & FY 2025/26, respectively, an increase of over 30% altogether from the FY 2023/24 Adopted Budget of $63.0 million. The remaining 3.2% of the total expenditures are related to from the General Fund to the Animal Services Fund. In FY 2024/25 & FY 2025/26, the estimated transfer from the General Fund into Animal Services is $7.7 million and $8.5 million annually. The FY 2024/25 & FY 2025/26 Proposed Budget for expenditures includes the following significant items:

An increase of $1.0 million to the Legal Services department to better align with the anticipated expenses in the next few years while several high-profile cases move towards completion; An increase of $10.0 million in internal service charges to the General Fund to support the Liability Fund;
A $1.3 million increase in utilities, driven by higher utility costs discussed above; A $1.5 million increase in Community Development & Housing to support the implementation of the General Plan Update;
A $1.3 million increase in building maintenance within Public Works to support the Strategic Initiative of increased security services to secure public spaces; A $4.4 million increase in the annual required CalPERS unfunded liability payment.

Personnel Costs
During the last biennial budget, Fiscal Years 2023 & 2024, the City has added 180 positions to address service level enhancements and community needs and concerns. In Fiscal Year 2024 alone, 103 positions were added; this excludes any positions added through grants during the fiscal year. As part of the Strategic Initiatives proposed in Fiscal Year 2023/24, the City added 35 positions. As part of the Regional Partnerships for Animal Services, the City added 34 positions, 3 of which are included in the 35 added with the Strategic Initiatives.

Fiscal Year 2025 marks the last year of MOUs with all bargaining units city-wide. The City is currently undergoing a comprehensive classification and compensation study; the impact of this study was also factored into and assumed during the development of the biennial budget. The staff that serves the City of San Bernardino is a vital resource to both the organization and the community, and it is an important step to ensure that our compensation and benefits packages are competitive in the marketplace. The collective impact of adding new positions increases salaries, benefits, and ultimately, pension liability and impacts the General Fund operating budget.
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General Fund Balance Overview
Conclusion
The Proposed General Fund expenditure and revenue projections for FY 2024/25 & FY 2025/26 were vetted by staff, and take into consideration the economy and the short and long-term needs of the City.

When developing the Budget, staff were guided by the Mayor and City Council’s strong commitment to the City for healthy, sustainable neighborhoods, balanced economic activity and their desire to continue to improve the quality of life for residents. The high degree of professionalism and commitment to public service of City staff allows the City to continuously improve service to this community, its residents, and businesses.

The City of San Bernardino has demonstrated tremendous resilience through years of economic hardship and the impacts of the global pandemic. As the City emerges into an era of sustained economic growth, sound revenue, and smart financial planning, there is a bright future ahead. While there are still challenges, the City remains in a strong position. In the future San Bernardino will continue to be a great place to live, work, and grow.

I would like to thank the Finance Department, its Budget Team, the Executive Team, Department Directors, and departmental budget liaisons for their commitment to preparing the FY 2024/25 & FY 2025/26 Proposed Operating and Capital Improvement Budget. Thank you to the Mayor and City Council for your strong partnership and vision for the future of San Bernardino. With your leadership, the City of San Bernardino will continue to serve our residents and community partners for healthy, sustainable neighborhoods and balanced economic activity throughout the entire community.

Sincerely,
Charles Montoya
City Manager
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Distinguished Budget Presentation Award
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Bernardino, California, for its annual budget for the Fiscal Year beginning July 1, 2022. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year. Our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine eligibility for another award. 10 Packet Page. 62
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City Organization Chart
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Our Vision
A world-class city which capitalizes on its location,
the diversity of its people and its economy to
create a broad range of choices for its residents in
how they live, work, and play.

A thriving city possessing a sustainable system of
high-quality education,
community health, public safety, housing, retail,
recreation, arts and culture
and infrastructure.

A vibrant economy with a skilled workforce that
attracts employers who
seek the unique opportunities the city has to offer
and provide jobs that create citywide prosperity.

A model community that is governed openly and
ethically, where all sectors work collaboratively to
reach shared goals.

A thriving city that is recognized as the county’s
business and government
center and a home for those seeking a sense of
community and the best life
has to offer.

Welcome, to San Bernardino!
Endless Opportunities
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San Bernardino Snap Shot & Demographics
Nestled south of the San Bernardino Mountains and west of the lower desert, the City of San Bernardino is recognized for its scenic beauty and strategic location.

The City is home to an international airport, a passenger rail station, freight rail routes, and crossdocking trucking centers and is conveniently surrounded by interstate and state highways, making it an intermodal logistics hub. The Metrolink commuter rail service, available at the Santa Fe train station, provides long-distance transportation to commuters from the San Bernardino area to major employment centers, such as downtown Los Angeles and Orange County, within 90 minutes.

With a population of over 220,000, San Bernardino is the largest city in the county and serves as the county seat. It is a community rich in history and cultural diversity and is the 17th largest city in California and the 100th largest in the United States. San Bernardino's community has changed over the last several decades. Today, the City serves as the county seat and is the largest city in the County.

One of the City's primary functions is to create, maintain, and grow economic value in the community.

San Bernardino is, now more than ever, a city of opportunity. As the City rests in the heart of the Inland Empire, it offers affordable housing, a pathways-focused public education system, an innovative CalState university, a low cost of doing business, a large labor force, and a multifaceted transportation hub. 14 Packet Page. 66
Stay Connected!
The following newsletters are published online
monthly to highlight information, news, and
activities in the City of San Bernardino:

The Community Newsletter
The Economic Development Newsletter
Unlock Your Community's Stories: Subscribe to
IEMG on YouTube for Exclusive Local Content and
Event Coverage!
Follow us on social media here:
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City of San Bernardino Strategic Goals 2021-2025
Strategic Goals & Priorities
In the Fall of 2021, the Mayor and City Council alongside City staff met and identified key strategic goals and priorities to complete.

These fell into four key areas as identified below.

During the budgeting process, staff worked to align new funding and spending priorities with these strategic goals and priorities. 16 Packet Page. 68
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In order to understand the detailed information throughout the adopted budget document, this overview not only offers guidance in navigating the document, it also provides a critical narrative to understanding the City’s current financial position and challenges.

PURPOSE OF THE BUDGET
The budget provides a comprehensive financial agenda for all City activities during the two fiscal years.

The budget is meant to serve the following five major purposes:

To define Policy as outlined by the City Council.

To serve as an operating guide to aid in the control of financial resources while still complying with State requirements for General Law Cities and Generally Accepted Accounting Principles for Government.

To present the City’s financial plan for the designated fiscal years, showing appropriations and projected revenues by which the appropriations are funded.

To serve as a communications document for the residents of San Bernardino and to ensure financial accountability and transparency regarding city operations, and the stewardship of public funds.

To reflect community, Mayor and City Council vision and goals for the City of San Bernardino.

BUDGET AND FINANCIAL FORECASTING
This biennial budget cycle marks the third Biennial Budget for the City of San Bernardino in over ten years. The City also conducts financial planning over a ten-year period to ensure that decisions are made within a larger financial perspective. Budget decisions are made such that resources and requirements balance over the ten-year plan.

Budget Guide
Budget Overview
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THE BUDGET PROCESS
Mid-Year Budget Review
The City’s fiscal year begins on July 1st and ends on June 30th. In January, internal data analyses and projections are conducted, and input is received from all city departments to estimate what the expenditures and revenues will be by June 30th. The estimates are based on actual expenditures and revenues received through December (the first half of the fiscal year). Finance department staff analyzes the departmental estimates and makes adjustments to the amounts as needed. A report detailing expected expenditures, revenues, and a preliminary first estimate of the City’s budget needs for the upcoming year is then presented to the Mayor and City Council.

Preliminary Budget Preparation
Departments are given their budget instructions in December. The instructions include bottom-line departmental budget target amounts, personnel costs for currently authorized budgeted positions, current costs for internal service charges, and current-year revenue information. Internal service departments and divisions (Information Technology (IT), Fleet Services, and Risk Management) prepare their expenditure and revenue budgets. Finance develops the allocation of these programs to other City departments.

Finance is responsible for analyzing and determining if departments are to be held to the same bottomline budget amounts as allocated in the current budget year or if there should be a percentage increase for the maintenance and operations budgets. Allowable percentage increases are determined by the Director of Finance, Deputy Director of Finance, and the Budget Division Manager. Personnel costs are subject to increases or decreases contingent on negotiation agreements per bargaining unit; internal service charges are subject to increases or decreases contingent on costs allocated in the respective Internal Service Funds; retirement and health benefits are subject to increases or decreases contingent on selected provider rates; as well as any other specific changes approved by the Director of Finance and City Manager.

Preliminary Budget Presentation
Budget proposals are due back to Finance in January for review and analysis before the submittal and review phase with the City Manager. During this time Finance staff makes notes and adjustments to the departmental budget proposals as needed. Throughout the months of January – March, budget meetings are held with individual departments, Finance staff, and the City Manager. These meetings allow departments to present their budget and justify any requests for increased funding. Upon completion of the meetings with each individual department, the City Manager makes any final adjustments to the departmental proposals.
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A preliminary budget document is developed, which presents the cost of providing service to the community at current levels (no service reductions are included in the preliminary budget document) with any allowable increases that were determined in the Preliminary Budget Presentation phase. The preliminary budget document also presents the estimated funding resources available given the current economic outlook, legal restrictions, and the availability of State and Federal funding. The City Manager's Proposed Budget is presented to the Mayor and City Council in May.

Final Budget Adoption
Under the City Manager's direction, a series of special council meetings are held to review the preliminary budget document and, if necessary, discuss options for balancing the City’s budget. The entity defines a balanced budget as one in which expenditures do not exceed revenues. Revenues may include authorized use of fund balance. Departmental suggestions for revenue enhancements and expenditure reductions are presented to the Mayor and Council for consideration. Public input is invited through public hearing notices appearing in local newspapers on two sequential Sundays prior to final adoption. By June 30th, the Mayor and City Council will adopt a balanced budget through the passage of a resolution.

BUDGET BOOK ORGANIZATION
The interactive book contains six main parts:

Introduction & Background: This section contains the City’s operational model and organizational chart, brief history, and current profile. It also contains the strategic goals and vision for the City adopted by the Mayor and City Council.

Budget Overview: This section explains the budget’s intention, creation process, organization, and fund structure, as well as the financial policies and procedures governing the budgeting process.

Budget Narratives & Summaries: Narrative and graphical revenues, expenditures, and reserves information. Included here are projected available fund balances and revenues and expenditures by fund.

Department Budget Detail: The department’s functions are described, goals and objectives are set forth, accomplishments are listed, and line-item expenditures are detailed.

Capital Budget: The presentation of proposed capital improvement projects should include a discussion of the process of project identification, a summary of cost allocation, and revenue source and use by project, type, and/or program.

Grant Funding: A list of local, state, and federal grants awarded to the City, along with an explanation of the grant's purpose.
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GOVERNMENTAL FUNDS
These funds are used to account for the City’s general government activities. Governmental fund types use the flow of current financial resources measurement focus and the modified accrual basis of accounting and budgeting. Under the modified accrual basis of accounting revenues are recognized when susceptible to accrual (i.e., when they are “measurable and available”). “Measurable” means the amount of the transaction can be determined; “available” means collectible within the current period or soon enough thereafter to pay liabilities of the current period. The City considers all revenues available if they are collected within 60 days after year-end.

Expenditures are recorded when the related fund liability is incurred, except for unmatured interest on general long-term debt, which is recognized when due, and certain compensated absences and judgments and claims, which are recognized when the obligations are expected to be liquidated with expendable available financial resources. Property taxes, franchise taxes, licenses, interest, and special assessments are susceptible to accrual. Sales taxes collected and held by the State at year end on behalf of the City are also recognized as revenue. Other receipts and taxes become measurable and available when cash is received by the City and are recognized as revenue at that time. Entitlements and shared revenues are recorded at the time of receipt or earlier. Expenditure-driven grants are recognized as revenue when the qualifying expenditures have been incurred and all other grant requirements have been met.

Governmental Funds include the following fund types:

General Fund: The City's primary operating fund. It is used to account for all revenues and expenditures that are not required to be accounted for in another fund.

Federal and State Grants Fund: Used to report various grants awarded to the City by Federal, State, and local government not otherwise accounted for in the General Fund or Capital Projects funds.

American Rescue Plan Act Fund: Used to account for the various projects and expenditures associated with the American Rescue Plan Act, which was passed by the 117th United States Congress and signed into law on March 11, 2021.

Fund Structure and Description

THE CITY HAS THE FOLLOWING FUND TYPES AND ACCOUNT GROUPS 21 Packet Page. 73
Other Governmental Funds:

Special Revenue Funds: Account for revenue sources that are legally restricted to expenditure for specific purposes (not including capital projects).

Debt Service: Account for servicing of general long-term debt not being financed by proprietary funds.

Capital Projects Funds: Account for the acquisition and construction of major capital facilities other than those financed by proprietary funds and trust funds.

These funds are used to account for the City’s general government activities. Governmental fund types use the flow of current financial resources measurement focus and the modified accrual basis of accounting and budgeting. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they are “measurable and available”). “Measurable” means the amount of the transaction can be determined; “available” means collectible within the current period or soon enough thereafter to pay liabilities of the current period. The city considers all revenues available if they are collected within 60 days after year-end.

INTERNAL SERVICE FUNDS
Account for operations that provide services to other departments or agencies of the City or to other governments on a cost-reimbursement basis. These include the Workers’ Compensation Fund, Liability Fund, Information Technology Fund, and the Fleet Fund. These funds collect Internal Service Charges (ISCs) to pay for their services. ISCs are a major resource for these programs, although some of the funds receive additional revenue to offset these costs. Included in these costs are staffing to administer each program, as well as maintenance and operational costs.

Drivers: Data is typically based on service data from a time period: the last completed fiscal year, a single point in time (e.g., July 1), or budgetary information for the current fiscal year. For some instances, data may be based on a rolling three-year average in order to smooth out the impact of special projects or unusual circumstances.

Drivers Summary:

Size of operating budget
Full Time Equivalent (FTE)
Workers' compensation claims associated with a department Number of telephones
Number of computers
Size of payroll
Fuel usage based on average used from the last three completed fiscal years Number, classification, and maintenance costs (three-year average) of vehicles Square footage of facilities - based on square footage occupied by a program area The methodology used to calculate drivers typically remains consistent from year to year. After careful review, driver allocations that no longer accurately reflect the proportion of services delivered in the long term are recalculated. No significant methodology changes or updates are included for FY 2024/25 and FY 2025/26.

The drivers are updated each year to reflect the most current data available. This update may have an impact on the proportion collected from an individual program area for a specific support function.

Currently, Internal Service budgets are allocated to each department and then subdivided to programs based on salary ratios.

Allocation Summary:

Workers' Compensation: 50% size of payroll / 50% actual claims paid.

Liability: 50% size of payroll / 50% actual claims paid.

Information Technology: Number of computers.

Fleet: Prior full fiscal year actuals/projections of current fiscal year fuel usage and maintenance costs. 22 Packet Page. 74

PROPRIETARY FUNDS
These funds are accounted for using the flow of economic resources measurement focus and the accrual basis of accounting and budgeting. Under this method, revenues are recorded when earned, and expenses are recorded at the time liabilities are incurred. The City applies all applicable FASB pronouncements in accounting and reporting for its proprietary operations.

Proprietary funds include the following fund type:

Enterprise Funds: Used to account for those operations that are financed and operated in a manner similar to private business or where the Council has decided that the determination of revenues earned, costs incurred, and or net income is necessary for management accountability.

FIDUCIARY FUNDS
These funds account for assets held by the City in a trustee capacity or as an agent on behalf of others.

Trust funds account for assets held by the City under the terms of a formal trust agreement.

Agency Funds: Custodial in nature and do not present results of operations or have a measurement focus. Agency funds are accounted for using the modified accrual basis of accounting. An agency fund is used to account for assets that the City holds for others in an agency capacity. 23 Packet Page. 75

BUDGETARY CONTROL AND ACCOUNTING
The city utilizes the following general procedures in establishing its annual budgets:

The annual budgets adopted by the City Council provide for the City’s general operations. These budgets include proposed expenditures and estimated revenues for all governmental fund types. The adopted budget should be balanced, with expenditures not exceeding revenues, except when fund balance is used for urgent or one-time items.

Section 3.05.010 of the City of San Bernardino Municipal Code states: Following approval of the Final Budget by the Mayor and City Council, the following types of budget transfer may be made administratively (without action by the Mayor and City Council), shall be approved or disapproved according to established Finance policies and procedures and on forms approved by the Finance Department. Only those types of transfers listed in this section may be made administratively.

Actual expenditures may not exceed budgeted appropriations at the department level for the General Fund and at the fund level for all other budgeted funds. The budget figures used in the financial statements are final adjusted amounts.

The budget is formally integrated into the accounting system and employed as a managed control device for all funds during the year.

Budget transfers within a department’s operation (non-personnel salary or benefits) budget may be made with the approval of the Budget Division.

1. Budget transfers including allocations within the department’s personnel (salary or benefits) budget may be made with the approval of the Budget Division, Position Control, and the Director of Finance.

2. Budget transfers between departments within the same fund may be made with the approval of the Director of each Department, the Budget Division, and the Director of Finance.

3. 4. Budget transfers within a department must not increase the department’s budget.

Budget transfers between departments in the same fund will increase or decrease individual department budgets but shall not increase the fund budget.

5. Any cumulative amount of more than $5,000 transferred between departments in a 12-month period shall be reported to the Mayor and City Council during the regular Quarterly Report.

6. Financial Policies and Procedures
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Budgets for the budgeted governmental fund types are adopted on a basis consistent with generally accepted accounting principles.

At fiscal year-end, operating budget appropriations lapse; however, incomplete capital improvements, equipment, and contractual appropriations can be carried over to the following year.

GENERAL FUND RESERVE POLICY
As established by the Mayor and City Council on November 21, 2018, by Resolution No. 2018-308, it shall be the policy of the City of San Bernardino to maintain a General Fund Operating Reserve equal to 25% of General Fund budget appropriations. This reserve is to be further broken down as follows:

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

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

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

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

If the City Council's action for reasons other than those described above reduces the General Fund operating reserve balance below the 25% level required by this policy, staff must include an allocation to reserves in the following budget cycle sufficient to restore the reserve balance to the 25% minimum balance required by this policy.

PROCEDURES
At the conclusion of each fiscal year and at each fiscal year' s mid-year budget update, the General Fund reserve levels shall be reviewed by staff and detailed to the Mayor and City Council. The City Manager shall make recommendations for additions to or disbursements from the reserve funds consistent with this policy.
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REPORTING ENTITY
As required by Generally Accepted Accounting Principles (GAAP), the City’s financial statements present the activities of the City and its component units, entities for which the City is considered to be financially accountable. Blended component units, although legally separate entities, are, in substance, part of the City’s operations and so data from these units are combined with data of the primary government. Each discretely presented component unit, on the other hand, is reported in a separate column in the combined financial statements to emphasize it is legally separate from the government. Each blended and discretely presented component unit has a June 30 year-end.

Because these blended units are legally separate entities, budgets for these entities are adopted separately by their respective boards and not included in this document.

Discretely Presented Component Units: The City of San Bernardino Municipal Water Department (SBMWD) serves the majority of the residents of the City and is governed by a board whose members are appointed by the Mayor.

The Department operates three enterprise funds: water utility, sewer utility, and geothermal utility.

Each of the Department’s utilities is reported as separate enterprise funds. The West End Water Development, Treatment and Conservation Joint Powers Authority, the San Bernardino Public Safety Authority, the Colton/San Bernardino Regional Tertiary Treatment, and the Water Reclamation Authority are included in the department's activities and reported as blended component units. Complete financial statements and budgets of the individual component units can be obtained directly from their administrative offices.

The City of San Bernardino
Municipal Water Department
1350 South E Street
San Bernardino, CA 92408
Significant Accounting Policies
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MEASUREMENT FOCUS, BASIS OF ACCOUNTING, AND BASIS OF

PRESENTATION
The accounts of the City are organized and operated on the basis of funds and account groups. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with finance-related legal and contractual provisions. The minimum number of funds is maintained consistent with legal and managerial requirements. Account groups are a reporting device to account for certain assets and liabilities of the governmental funds not recorded directly in those funds.

FUND EQUITY
Reservations of fund balance represent amounts that are not appropriable or are legally segregated for a specific purpose. Reservations of retained earnings are limited to outside third-party restrictions.

Designations of fund balance represent management plans that are subject to change. The proprietary funds’ contributed capital represents equity through capital grants and capital contributions from developers, customers, or other funds.
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ARTICLE IV: CITY MANAGER
Section 401. Powers and Duties
The City Manager shall: (f) Prepare and submit the annual budget and capital improvement program to the Mayor and Council and implement the final budget approved by the Council to achieve the goals of the City.

ARTICLE VII: FINANCIAL MANAGEMENT
Section 700. Fiscal Year
The fiscal year of the City shall begin on the first day of July of each year and end on the last day of June of the following year. The Council may change the fiscal year by ordinance.

Section 701. Submission of Budget and Budget Message
At least sixty (60) days prior to the beginning of each fiscal year, the City Manager shall prepare and submit to the Mayor and Council the proposed budget and an accompanying message. The City Manager’s budget message shall explain the budget both in fiscal terms and in terms of the work programs, linking those programs to organizational goals and community priorities. It shall outline the proposed financial policies of the City for the ensuing fiscal year and the impact of those policies on future years. It shall describe the important features of the budget and indicate any major changes from the current year in financial policies, expenditures, and revenues, together with the reasons for such changes. It shall summarize the City’s debt position, including factors affecting the ability to raise resources through debt issues, and include other such material as the City Manager deems desirable.

Section 702. Budget and Capital Improvement Program
The budget shall provide a complete financial plan of all City funds and activities for the ensuing fiscal year and, except as required by law or this Charter, shall be in such form as the City Manager deems desirable or the Council or Mayor may request for effective management and understanding of the relationship between the budget and the City’s strategic goals. In addition, the City Manager shall prepare and submit a multi-year capital improvement plan San Bernardino Charter Page (CIP). The CIP shall be revised and extended each year with regard to capital improvements still pending or in the process of construction or acquisition. The City’s budget and CIP should strive to achieve the best practice standards set by the Government Finance Officers Association (GFOA) for distinguished budget presentation.

City Charter Budget Excerpts
City of San Bernardino City Charter
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Section 703. Council Action on the Budget and Capital Improvement Plan The Council shall publish a general summary of the budget and CIP and hold one (1) or more public hearings. After the public hearing(s), the Budget and CIP shall be adopted, as they may be amended, by the Council before the beginning of each fiscal year.
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Fund Balance: The difference between fund assets and fund liabilities.

General Fund Reserves and Unassigned Fund Balances identified above for both FY 2025 and FY 2026 are estimates.

Important Note: FY 2025 and FY 2026 Amounts are subject to change based on actual revenue and expenditures, as reported in the Annual Comprehensive Financial Report (ACFR).

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Fund Balance FY 2025 & FY 2026
Projected Balances
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General Fund
The Operating Budget for Fiscal Year 2025 includes revenues of $236.6 million, a 13.6% increase from the FY 2024 adopted revenue of $208.3 million. Expenditures of $237.7 million are an 18.8% increase from the FY 2024 adopted expenditures of $198.6 million. Fiscal Year 2025 includes a budgeted use of General Fund fund balance, which the Mayor and City Council have authorized to support the ongoing initiatives set forth in FY 2024. Despite the use of $870,550 of fund balance in FY 2025, the budget is expected to show a surplus of $494,846 in FY 2026, reflecting a positive trajectory for the General Fund. The Fiscal Year 2026 revenue of $253.2 million represents a 7.0% increase over the FY 2025 proposed revenue. The Fiscal Year 2026 expenditures of $253 million represent a 6.4% increase over the FY 2025 proposed expenditures. Following a period of steady revenue growth, it is important that the City remain fiscally prudent, given the uncertainty and unpredictability surrounding the current economic environment. This budget reflects the maintenance of current service levels and the continuation of the initiatives added during Fiscal Years 2023 & 2024.

General Fund Summary
FY 2025 & FY 2026 Proposed Operating Budget
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General Fund Revenues
General Fund revenues are projected using trend analysis and then are evaluated in light of current economic conditions and anticipated changes to the local, regional, and national economy that may impact revenue streams. The City’s trend analysis consists of a methodology in which the Finance Department considers multiple variables such as anticipated changes, individual department selfprojections, and a thorough analysis of actual revenue collected from prior years. This analysis looks at historical data up to four years prior. Any fiscal outliers are identified and analyzed and are either removed or anticipated for in the upcoming budgeted years. The City’s revenue trend analysis tends to be more conservative in the predictions.

Sales and Use Tax
Sales Tax (not including Measure S (TUT) is the largest revenue source for the City, at 25% of total General Fund revenues. The California Department of Tax and Fee Administration (CDTFA) is responsible for collecting and distributing sales and use tax in California. Including Measure S and the county-wide Measure I Tax, the City of San Bernardino’s sales tax rate is 8.75% on all retail sales within the City. Of the 8%, the City receives 2%: 1% is the City’s share of the basic sales tax, and 1% is generated from Measure S (Measure S is discussed further in its own section below. Sales and Use Tax revenues are projected with the assistance of a Sales Tax consultant retained by the City. The City of San Bernardino’s 1% share of the basic sales tax is projected to be $58.6 million for Fiscal Year 2025 and $62.7 million for Fiscal Year 2026.

Measure S (Transaction and Use Tax)
Approximately 23% of General Fund revenue is from the Measure S (TUT). TUT taxes are additional voterapproved transaction taxes imposed on goods or services at the location where they are delivered. This tax must be approved by voters and is added to the statewide base tax rate. Measure S, establishing an additional 1% tax on transactions based on taxpayer origin, was approved by the voters in 2020 and became effective as of April 1, 2021. Measure S revenue for both Fiscal Years 2025 and 2026 are estimated to be $53.6 million and $57.3 million, respectively; revenues are projected with the assistance of a Tax consultant retained by the City.

Utility User Tax
The Utility Users Tax is also a major revenue source for the City of San Bernardino, comprising a combined average of 12% for Fiscal Years 2025 and 2026 of General Fund revenue. It is imposed on users of utilities within the City, such as cable, gas, electric, and both landline and cell phones, at a rate of

7.75%. The estimated amount of Utility User Tax Revenue for Fiscal Year 2025 is $28.9 million, and $30.9 million for Fiscal Year 2026. This revenue source is currently increasing due to the high utility cost; however, the long-term trend is anticipated to decrease as consumers, both commercial and residents, engage in conservation efforts and invest in more efficient utility systems such as solar. Revenues in this category are projected using trend analysis and consumer behavior. 32 Packet Page. 84
Property Tax
The County of San Bernardino administers the property tax imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property) located within the State. The California property tax is ad valorem, which is based on the value of property rather than on a fixed amount or benefit to the property or persons. Proposition 13 limits the real property tax rate to 1% of a property’s assessed value plus rates imposed to fund indebtedness approved by voters. Property taxes, including Property Tax in lieu of Motor Vehicle License Fees (VLF), represent a major source of income for all counties and cities in California. Revenue generated from property tax collections is divided or shared among different governmental organizations, including the County of San Bernardino, San Bernardino Unified School District, San Bernardino Community College, and various other taxing districts. The City’s share of the property tax revenue has historically been 17% of the 1% levy. When the City opted to transfer Fire Protection Service to the County Fire Protection District, the City agreed to transfer all of the ad valorem-related property tax revenue and 26.5% of the VLF In-Lieu property tax revenue. That formula is subject to renegotiation at certain intervals based on fiscal results that either improve or detract from the net financial position of the County Fire District.

Based on projections in assessed valuations, the estimated VLF revenue for Fiscal Year 2025 is $25.8 million, and Fiscal Year 2026 is $27.6 million. Revenues are projected with the assistance of a Tax consultant retained by the City.

Licenses and Permits
The City generates significant revenues from issuing licenses and permits. Permits cover activities such as building permits, engineering, planning reviews, and other permits. The City also generates significant revenue from issuing Business Registration Licenses. The revenue for Licenses and Permits for Fiscal Year 2025 is estimated to be $17.0 million, and for Fiscal Year 2026, is estimated to be $18.2 million.

Revenues in this category are also projected using trend analysis and local economic activity.

Franchise Fees
Franchise fees, which comprise a little over 6% of General Fund revenue, are projected using trend analysis. This method, based on past performance and market trends, estimates that franchise fees will increase slightly in Fiscal Years 2025 and 2026 at $14.9 million and $16.0 million, respectively. 33 Packet Page. 85
General Fund Revenue by Type
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Sales & Use Tax $57,349,125 $55,651,769 $58,000,000 $38,555,895 $58,623,667 $62,727,324 Measure S Sales Tax $49,424,028 $52,124,592 $51,000,000 $33,665,363 $53,550,000 $57,298,500 Utility User Tax $26,272,812 $31,208,992 $21,000,000 $21,412,218 $28,893,750 $30,916,313 Taxes $19,962,925 $21,312,883 $23,000,000 $12,279,848 $25,806,000 $27,612,420 Licenses & permits $12,922,241 $15,740,360 $12,768,000 $14,076,576 $16,989,168 $18,178,409 Other Taxes $14,214,352 $11,172,051 $12,016,000 $10,021,153 $15,060,480 $16,114,714 Franchise Tax $11,733,315 $12,692,337 $12,791,000 $10,369,097 $14,939,265 $15,985,015 Charges for services $9,637,035 $9,107,888 $9,226,030 $6,140,747 $10,319,801 $11,042,187 Intergovernmental $4,036,408 $2,437,104 $3,307,000 $5,829,616 $2,949,651 $3,156,125 Miscellaneous $3,769,803 $3,086,988 $3,743,147 $734,646 $4,238,229 $4,534,903 Use of Money and Property $1,120,267 $3,158,026 $604,000 -$245,406 $2,640,627 $2,825,472 Fines and forfeitures $995,057 $1,082,037 $1,416,000 $519,619 $1,593,262 $1,704,791 Revenues $0 $5,190 $0 $1,230 $0 $0
Investment income -$4,563,608 $963,828 $540,000 $799,429 $999,900 $1,069,893 TOTAL $206,873,760 $219,744,046 $209,411,177 $154,160,031 $236,603,800 $253,166,066 General Fund Expenditures
The General Fund Operating budgets for Fiscal Years 2025 and 2026 demonstrate an 18.8% and 6.4% increase, respectively, from the adopted budget for Fiscal Year 2024. In both Fiscal Years 2025 and 2026, approximately 63% of total expenditures are related to personnel costs alone, and the remaining 37% is other non-personnel expenses such as programs, services, and capital expenditures.

General Fund Expenditures by Department
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Police $91,987,711 $103,840,116 $120,113,878 $98,878,490 $132,847,479 $138,329,846 Public Works $20,213,572 $21,764,427 $34,842,813 $22,003,087 $35,591,030 $37,647,120 General Government $18,412,399 $32,886,990 $16,398,045 $7,784,720 $17,967,471 $21,729,185 Community Development & Housing $5,810,139 $9,040,721 $13,848,904 $7,592,193 $15,004,584 $16,413,510 Capital Improvement Projects $3,949,963 $11,892,399 $34,459,804 $6,121,262 $0 $0 Finance & Management Services $3,967,234 $5,163,873 $5,671,902 $4,123,945 $6,612,496 $7,241,806 Parks Recreation & Community $4,415,060 $4,133,608 $5,623,608 $3,949,682 $6,000,401 $6,389,934 Legal Services $3,674,910 $4,559,283 $5,309,583 $2,954,646 $5,181,587 $5,536,580 City Manager $1,649,111 $2,103,300 $3,397,111 $2,480,113 $5,243,556 $5,805,479 Library $2,671,250 $2,610,050 $3,133,028 $2,109,476 $4,975,030 $4,952,282 Human Resource & Risk Management $1,932,821 $2,055,421 $3,140,953 $1,884,841 $2,784,522 $3,042,376 City Clerk $1,058,872 $1,300,833 $1,908,667 $1,106,109 $1,942,869 $1,994,357 City Council $832,799 $1,015,993 $1,092,321 $967,233 $1,243,619 $1,300,847 Economic Development $0 $0 $498,790 $119,325 $1,785,363 $2,002,329 Mayor $363,223 $306,227 $308,962 $231,438 $403,756 $425,651 Special Assessment District $138,000 $115,996 $35,679 $0 $150,000 $150,000 TOTAL $161,077,063 $202,789,236 $249,784,047 $162,306,559 $237,733,763 $252,961,302 34 Packet Page. 86
General Fund Expenditures by Type
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Expenses
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Personnel
$161,446,072 (63.8%)
Non-Personnel Expenses
$91,515,230 (36.2%)
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2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Personnel
Salaries $57,814,415 $66,238,585 $78,998,040 $58,980,239 $89,595,939 $97,190,070 Benefits $43,085,986 $48,893,697 $54,811,221 $47,106,363 $60,668,812 $64,256,002 PERSONNEL TOTAL $100,900,400 $115,132,282 $133,809,260 $106,086,602 $150,264,751 $161,446,072 Non-Personnel Expenses
Contractual Services $19,105,067 $32,575,874 $67,908,961 $20,871,130 $25,718,867 $26,453,345 Internal Service Charges $23,747,888 $36,392,247 $25,968,337 $25,919,137 $37,022,792 $38,733,057 Maintenance and Operations $8,725,876 $12,182,261 $14,969,512 $9,327,539 $14,611,098 $15,384,094 Transfers Out $2,692,897 $2,752,811 $4,305,655 $0 $7,697,205 $8,685,050 Debt Service $3,363,849 $3,018,116 $1,369,981 $0 $2,112,050 $2,092,684 Capital Outlay $490,961 $1,608,702 $2,857,341 $76,442 $1,712,000 $1,572,000 Credit/billables $0 -$1,090,379 -$1,405,000 $25,708 -$1,405,000 -$1,405,000 NON-PERSONNEL EXPENSES TOTAL $58,126,539 $87,439,631 $115,974,787 $56,219,957 $87,469,012 $91,515,230 Expenses $2,050,124 $217,322 $0 $0 $0 $0
TOTAL $161,077,063 $202,789,236 $249,784,047 $162,306,559 $237,733,763 $252,961,302 35 Packet Page. 87
General Fund Revenue by Type
The two visualizations below give a brief overview of General Fund revenue sources by revenue type. The General Fund consist of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
$236,603,800.00
Revenues in 2025
Sales & Use ...

Measure S Sa...

Other
Licenses & p...

Taxes
Utility User...
$253,166,066.00
Revenues in 2026
Sales & Use ...

Measure S Sa...

Other
Licenses & p...

Taxes
Utility User...

FY 2025 & FY 2026 General Fund Revenues
Proposed Budget - Revenue Detail Type
FY 2025 General Fund Revenue FY 2026 General Fund Revenue 36 Packet Page. 88
General Fund Revenue by Type
The schedule below gives a detailed overview of General Fund revenue sources by fund type. The General Fund consists of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Sales & Use Tax $57,349,125 $55,651,769 $58,000,000 $38,555,895 $58,623,667 $62,727,324 Measure S Sales Tax $49,424,028 $52,124,592 $51,000,000 $33,665,363 $53,550,000 $57,298,500 Utility User Tax $26,272,812 $31,208,992 $21,000,000 $21,412,218 $28,893,750 $30,916,313 Taxes
Property Taxes $19,962,925 $21,312,883 $23,000,000 $12,279,848 $25,806,000 $27,612,420 TAXES TOTAL $19,962,925 $21,312,883 $23,000,000 $12,279,848 $25,806,000 $27,612,420 Licenses & permits
Licenses & permits
Business Registration $8,274,311 $10,352,172 $8,000,000 $8,782,738 $10,546,800 $11,285,076 Building Permit $2,161,680 $2,278,033 $2,000,000 $1,928,178 $3,185,278 $3,408,248 On Site Permit $1,230,014 $1,774,254 $1,750,000 $1,907,358 $1,982,750 $2,121,542 Miscellaneous Licenses & Permits $378,439 $548,464 $400,000 $780,068 $508,200 $543,774 Public Works Construction Permit $465,992 $418,151 $380,000 $466,679 $452,540 $484,218 Mechanical Permit $310,004 $209,928 $150,000 $119,019 $197,450 $211,272 Annual Alarm Permit $41,774 $83,616 $50,000 $54,881 $55,550 $59,439 Miscellaneous Planning Permits $40,791 $29,703 $15,000 $20,815 $33,990 $36,369 Grading Permit $13,610 $16,715 $15,000 $12,770 $17,545 $18,773 Construction And Demolition Self Haul
Permit $2,838 $2,580 $5,000 $1,161 $5,665 $6,062
Street Cut Permit $550 $20,777 $0 $1,330 $0 $0
Mobile Home Park Permit $2,239 $5,967 $3,000 $1,580 $3,400 $3,636 LICENSES & PERMITS TOTAL $12,922,241 $15,740,360 $12,768,000 $14,076,576 $16,989,168 $18,178,409 LICENSES & PERMITS TOTAL $12,922,241 $15,740,360 $12,768,000 $14,076,576 $16,989,168 $18,178,409 Other Taxes $14,214,352 $11,172,051 $12,016,000 $10,021,153 $15,060,480 $16,114,714 Franchise Tax $11,733,315 $12,692,337 $12,791,000 $10,369,097 $14,939,265 $15,985,015 Charges for services
Charges for services
Miscellaneous Police Receipts $2,295,403 $2,030,104 $1,700,000 $64,711 $2,323,000 $2,485,610 Plan Check Fee-B & S $1,192,294 $1,359,303 $1,575,000 $896,140 $1,784,475 $1,909,388 Plan Check Fee - Engineering $716,509 $671,393 $1,200,000 $619,160 $906,400 $969,848 Police Tow Release $763,867 $924,067 $600,000 $977,340 $666,600 $713,262 Planning Development PR $614,364 $419,558 $600,000 $267,012 $679,800 $727,386 Blanket Inspection Fee $344,515 $424,048 $450,000 $0 $509,850 $545,540 Burrtec Host Fee $386,057 $393,281 $325,000 $189,681 $443,190 $474,213 On Site Plan Check Fees $382,797 $276,285 $400,000 $172,213 $441,870 $472,801 NPDES Storm Drain Utility Fee $295,608 $289,667 $225,000 $299,484 $283,250 $303,080 Program And Facility Use Fees $193,156 $272,865 $292,780 $344,328 $283,250 $303,078 Technology Fee Dev Svcs $163,819 $182,146 $175,000 $168,326 $196,350 $210,094 Board Up/Demolition $193,445 $76,563 $295,000 $51,816 $166,650 $178,316 Code SFIF $49,488 $242,426 $95,000 $326,489 $107,635 $115,169 Subdivision Filing Fee $137,197 $177,449 $140,000 $41,745 $192,610 $206,093 Traffic Offender OTS Fee $132,273 $148,613 $125,000 $172,900 $138,875 $148,596 False Alarm Fee $176,014 $125,023 $65,000 $163,681 $144,430 $154,540 Cannabis Permit Regulatory Fee $6,101 $183,584 $120,000 $235,674 $135,960 $145,477 Plan Review $108,831 $69,830 $165,000 $78,813 $186,945 $200,031 Fireworks Enforcement $139,380 $125,312 $85,000 $64,977 $138,875 $148,596 Signal maint/energy $187,603 $34,556 $100,000 $12,175 $113,300 $121,231 Crime Free Rental Housing $128,796 $135,309 $145,000 $64,601 $0 $0 Archival Fee - Dev SVCS $56,431 $100,080 $50,000 $62,576 $90,639 $96,984 Miscellaneous Clerk Fees $680 $500 $0 $418,272 $700 $749 37 Packet Page. 89
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Building Permit Review $364,821 $0 $0 $0 $0 $0
Class Registration Fee $33,100 $61,791 $50,000 $29,558 $79,310 $84,862 Miscellaneous Engineering Receipt $27,463 $21,078 $20,000 $205,756 $28,325 $30,308 Weed Abatement Destruction $62,357 $37,043 $50,000 $13,718 $56,650 $60,617 Passport Fees $31,246 $41,727 $46,000 $26,189 $51,106 $54,683 Adminstrative Citations SFRPIP $40,262 $1,260 $50,000 $0 $56,650 $60,615 Payoff Demand Fee $70,502 $44,634 $5,750 $36,486 $6,514 $6,970 NPDES Inspection Fee $24,248 $19,250 $25,000 $43,397 $28,325 $30,308 Cannabis Permit Application Fee $142,531 $10,555 $0 $6,762 $0 $0 CDBG Revenue $1,185 $105,155 $0 $0 $0 $0
Cemetery Burial Fee $33,175 $21,125 $10,000 $12,835 $11,110 $11,888 Election Filing Fee $21,814 $15,286 $3,000 $12,690 $22,220 $23,775 Park Energy Fee $23,058 $15,440 $8,500 $16,208 $13,596 $14,548 Construction And Demolition Application
Fee $16,990 $8,296 $7,500 $11,560 $8,497 $9,092
Noticing/Mailer Fee $11,578 $21,673 $0 $12,623 $0 $0
Fingerprint Fee $9,411 $6,316 $4,500 $6,014 $5,000 $5,349 Swimming Pool Fee $29,694 -$440 $0 $0 $0 $0
Pendency Release $3,602 $5,775 $4,000 $4,305 $4,444 $4,755 Investigation Fee $4,552 $879 $5,000 $3,834 $5,555 $5,944 Filming Permit Fee $5,000 $3,000 $0 $1,500 $3,400 $3,636 Sale Of Cemetery Vaults And Liners $3,122 $3,979 $2,000 $827 $2,222 $2,378 Property Auction $5,046 $0 $0 $1,950 $0 $0
Certificate of Compliance $4,973 $480 $0 $480 $0 $0
Sale of Photos $680 $52 $1,500 $0 $1,667 $1,783
Vehicle Repossesion Fee $2 $0 $5,000 $0 $0 $0
Sale of Vases $735 $760 $500 $190 $556 $594
Paramedic Emergency Medical Services $2,095 $164 $0 $0 $0 $0 Non Resident Fee $479 $443 $0 $526 $0 $0
Recycling Revenues $0 $0 $0 $1,200 $0 $0
Crime Prevention Revenue $368 $132 $0 $136 $0 $0
General Plan Update Fee $0 $73 $0 -$110 $0 $0
Sale of Cemetery Plots -$1,683 $0 $0 $0 $0 $0
CHARGES FOR SERVICES TOTAL $9,637,035 $9,107,888 $9,226,030 $6,140,747 $10,319,801 $11,042,187 CHARGES FOR SERVICES TOTAL $9,637,035 $9,107,888 $9,226,030 $6,140,747 $10,319,801 $11,042,187 Intergovernmental
Intergovernmental
Recoverable expense income (was 5945
in Linus) $1,356,006 $1,357,304 $2,975,000 $5,164,997 $1,210,001 $1,294,699 San Manuel Community Credit $0 $0 $0 $0 $1,116,500 $1,194,655 Other Fin Source: Lease Proceeds $2,040,438 $211,961 $0 $0 $0 $0 Motor Vehicle In Lieu $249,871 $229,036 $145,000 $276,002 $252,450 $270,122 State Mandated Cost Reimbursement $229,562 $200,237 $25,000 $301,145 $220,000 $235,400 SBIAA Reimbursement $68,967 $284,202 $65,000 $0 $110,000 $117,700 State Aid - Post $30,481 $33,724 $35,000 $27,472 $38,500 $41,195 Water reimbursement $4,249 $111,968 $2,000 $0 $2,200 $2,354 Donations general $0 $0 $60,000 $60,000 $0 $0
Other Governmental Agencies $56,834 $8,671 $0 $0 $0 $0
INTERGOVERNMENTAL TOTAL $4,036,408 $2,437,104 $3,307,000 $5,829,616 $2,949,651 $3,156,125 INTERGOVERNMENTAL TOTAL $4,036,408 $2,437,104 $3,307,000 $5,829,616 $2,949,651 $3,156,125 Miscellaneous
Miscellaneous
Water Fund Contributions $3,171,889 $2,279,625 $3,300,697 $0 $3,630,767 $3,884,920 Miscellaneous Receipts $344,192 $515,033 $180,000 $352,270 $333,298 $356,628 Miscellaneous Planning Receipts $140,494 $144,109 $125,000 $106,469 $158,620 $169,723 Litigation Settlements $50,365 $42,434 $60,000 $15,299 $66,660 $71,326 Miscellaneous Library Receipts $3,592 $12,946 $14,000 $191,357 $15,554 $16,643 Off Track Betting $38,556 $31,745 $30,000 $26,163 $33,330 $35,663 Sale Of Equipment $2,800 $59,565 $0 $0 $0 $0
Refunds And Rebates $16,195 $1,862 $0 $42,382 $0 $0
Sponsorships $0 $0 $33,450 $0 $0 $0
Returned Check Charge $925 $390 $0 $630 $0 $0
38 Packet Page. 90
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Administrative Service Charge $75 $0 $0 $75 $0 $0
Hometown Heroes Military Banner
Program $720 -$720 $0 $0 $0 $0
MISCELLANEOUS TOTAL $3,769,803 $3,086,988 $3,743,147 $734,646 $4,238,229 $4,534,903 MISCELLANEOUS TOTAL $3,769,803 $3,086,988 $3,743,147 $734,646 $4,238,229 $4,534,903 Use of Money and Property
Use of Money and Property
Interest On Idle Cash $814,267 $2,799,961 $400,000 -$285,540 $2,244,000 $2,401,080 Rental Income from Former EDA
Properties $301,548 $353,911 $200,000 $40,000 $392,183 $419,636 Vending Machine Commission $4,451 $4,153 $4,000 $135 $4,444 $4,756 USE OF MONEY AND PROPERTY TOTAL $1,120,267 $3,158,026 $604,000 -$245,406 $2,640,627 $2,825,472 USE OF MONEY AND PROPERTY TOTAL $1,120,267 $3,158,026 $604,000 -$245,406 $2,640,627 $2,825,472 Fines and forfeitures
Fines and forfeitures
Parking Citation $425,596 $364,709 $575,000 $188,143 $651,475 $697,078 Code Administration Civil Penalty $223,370 $374,281 $465,000 $111,040 $537,075 $574,670 Private Property Tow Fee $172,115 $106,690 $150,000 $110,615 $166,650 $178,316 General Administrative Civil Penalty $62,006 $101,975 $130,000 $345 $121,275 $129,764 Code Administration Citations $64,513 $90,150 $69,000 $76,505 $86,625 $92,689 General Fine $15,485 $8,395 $15,000 $8,790 $16,830 $18,008 Restitutions $15,252 $8,988 $6,000 $5,979 $6,666 $7,133 Library Fines $5,105 $4,222 $6,000 $6,069 $6,666 $7,133 Citations $3,000 $10,150 $0 $9,182 $0 $0
Fireworks Administrative Civil Penalty $8,075 $950 $0 $2,630 $0 $0 Fire Administrative Civil Penalty $140 $9,500 $0 $0 $0 $0 City Attorney Administrative Citations $400 $2,028 $0 $320 $0 $0 FINES AND FORFEITURES TOTAL $995,057 $1,082,037 $1,416,000 $519,619 $1,593,262 $1,704,791 FINES AND FORFEITURES TOTAL $995,057 $1,082,037 $1,416,000 $519,619 $1,593,262 $1,704,791 Revenues $0 $5,190 $0 $1,230 $0 $0
Investment income
Investment income
Land and Building Rental/Lease $971,572 $935,575 $540,000 $799,429 $999,900 $1,069,893 Gain/Loss Market Value -$5,535,179 $28,253 $0 $0 $0 $0
INVESTMENT INCOME TOTAL -$4,563,608 $963,828 $540,000 $799,429 $999,900 $1,069,893 INVESTMENT INCOME TOTAL -$4,563,608 $963,828 $540,000 $799,429 $999,900 $1,069,893 TOTAL $206,873,760 $219,744,046 $209,411,177 $154,160,031 $236,603,800 $253,166,066 39 Packet Page. 91
General Fund Expenditures by Department
The visualization below gives a brief overview of General Fund expenditures by Department. The General Fund consists of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
$237,733,763.00
Expenses in 2025
Police
Other
Finance & Ma...

Community De...

General Gove...

Public Works
$252,961,302.00
Expenses in 2026
Police
Other
Finance & Ma...

Community De...

General Gove...

Public Works
FY 2025 & FY 2026 General Fund
Expenditures
Proposed Budget - Expenditure Detail Type
FY 2025 General Fund Expenditure by Department FY 2026 General Fund Expenditure by Department 40 Packet Page. 92
General Fund Expenditures by Type
The schedule below gives a brief overview of General Fund expenditures by account type. The General Fund consists of the City of San Bernardino's General Fund and Measure S Fund. These two funds are considered "major funds" whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Personnel
Salaries
Salaries Permanent Fulltime $47,561,808 $53,803,349 $71,256,740 $47,883,784 $82,626,977 $88,759,532 Overtime $6,270,752 $7,186,897 $5,731,050 $5,924,153 $7,726,500 $7,791,000 Salaries Temporary Parttime $1,453,840 $1,724,323 $2,032,161 $1,771,584 $2,225,657 $2,241,933 Special Salaries $1,152,199 $1,640,784 $2,243,221 $1,733,718 $2,025,280 $2,006,080 Vacation Pay $1,223,449 $1,683,875 $0 $1,495,352 $0 $0
Auto Phone Allowance $152,366 $199,356 $234,868 $171,647 $291,525 $291,525 Salary Savings $0 $0 -$2,500,000 $0 -$5,300,000 -$3,900,000 SALARIES TOTAL $57,814,415 $66,238,585 $78,998,040 $58,980,239 $89,595,939 $97,190,070 Benefits
Calpers Unfunded Liability $29,138,044 $32,622,259 $31,308,444 $31,308,444 $35,603,027 $38,004,524 PERS Retirement $7,256,169 $7,906,347 $11,904,554 $8,188,081 $12,454,215 $13,490,758 Health Life Insurance $5,785,545 $7,238,933 $10,186,798 $6,628,371 $11,191,459 $11,226,463 Medicare $833,125 $953,714 $1,138,905 $904,326 $1,142,111 $1,256,257 Unemployment Insurance $38,649 $128,127 $202,520 $48,191 $200,000 $200,000 PERS Retirees Health $34,454 $44,317 $70,000 $28,951 $78,000 $78,000 BENEFITS TOTAL $43,085,986 $48,893,697 $54,811,221 $47,106,363 $60,668,812 $64,256,002 PERSONNEL TOTAL $100,900,400 $115,132,282 $133,809,260 $106,086,602 $150,264,751 $161,446,072 Non-Personnel Expenses
Contractual Services
Professional Contractual Services $9,560,551 $13,412,413 $24,334,113 $10,201,919 $15,022,855 $15,405,280 Construction $3,908,076 $11,811,698 $33,518,984 $5,850,426 $0 $0 Outside Legal Services $2,893,292 $3,651,924 $4,586,074 $2,233,697 $4,140,000 $4,440,000 Landscape Contracts $1,328,077 $2,130,420 $3,551,100 $1,609,797 $3,520,000 $3,525,000 Other Professional Services $497,972 $613,066 $918,690 $314,004 $2,041,012 $2,050,812 Outside Legal Services-Retainer $917,100 $956,352 $1,000,000 $661,288 $995,000 $1,032,253 CONTRACTUAL SERVICES TOTAL $19,105,067 $32,575,874 $67,908,961 $20,871,130 $25,718,867 $26,453,345 Internal Service Charges
Liability $9,959,355 $20,344,205 $8,251,782 $8,251,782 $18,801,332 $19,696,755 IT Charges In House $6,534,974 $7,128,864 $7,348,040 $7,348,040 $8,730,731 $9,017,727 Workers Compensation $4,948,401 $5,743,296 $5,248,827 $5,248,827 $4,970,060 $5,148,091 Fleet Charges Fuel $954,066 $1,667,938 $3,105,551 $3,056,351 $2,195,004 $2,290,442 Garage Charges $1,351,092 $1,507,943 $2,014,137 $2,014,137 $2,325,665 $2,580,042 INTERNAL SERVICE CHARGES TOTAL $23,747,888 $36,392,247 $25,968,337 $25,919,137 $37,022,792 $38,733,057 Maintenance and Operations
Electric Charges $3,028,067 $3,639,879 $3,603,600 $2,855,893 $4,000,000 $4,200,000 Water Charges $1,457,625 $2,457,534 $1,800,000 $1,321,428 $2,500,000 $3,000,000 Material And Supplies $1,243,549 $2,002,890 $2,306,018 $1,360,065 $1,784,700 $1,795,545 Software Maintenance $949,112 $902,480 $1,319,399 $870,612 $1,169,960 $1,201,153 Other Operating Expense $338,208 $637,846 $1,115,228 $572,223 $1,155,074 $1,174,700 Rentals $75,776 $128,824 $822,218 $643,161 $851,978 $865,228 Small Tools And Equipment $191,202 $199,738 $1,032,723 $90,355 $236,250 $238,150 Dues And Subscriptions $190,339 $185,359 $289,303 $230,982 $287,568 $296,368 Meetings And Conferences $58,832 $174,453 $361,162 $203,818 $329,662 $330,355 Education And Training $82,007 $160,141 $477,755 $106,937 $310,830 $311,430 Equipment Maintenance $198,534 $112,266 $261,231 $177,735 $243,191 $248,742 Advertising $184,672 $241,896 $298,759 $101,891 $160,150 $160,150 Gas Charges $97,881 $165,987 $101,000 $97,842 $250,000 $350,000 Training Post Reimburseable $119,989 $147,306 $152,000 $132,910 $150,000 $150,000 Computer Equip-Non Capital $77,236 $303,620 $76,467 $29,435 $190,500 $73,500 Library Books $87,086 $126,415 $111,539 $81,380 $147,941 $139,179 Postage $112,873 $85,736 $150,279 $112,455 $111,250 $111,550 Raw Foods $26,419 $112,323 $119,400 $80,594 $93,800 $93,800 41 Packet Page. 93
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Copy Machine Charges $84,337 $97,602 $86,375 $38,406 $97,100 $97,150 Printing Charges $37,824 $55,982 $127,249 $54,544 $80,540 $80,490 Tuition Reimbursement $16,152 $49,817 $75,000 $58,382 $75,000 $75,000 Property Taxes $0 $0 $0 $0 $125,000 $125,000
Employee Recognition $4,371 $54,585 $50,000 $10,751 $55,000 $56,000 Bank Charges $14,335 $27,750 $31,500 $38,758 $55,500 $55,500 Outside Vehicle Maintenance $12,780 $37,500 $68,443 $3,626 $19,100 $19,100 Telephone Charges $16,059 $14,877 $18,000 $11,493 $18,000 $18,000 Local Travel And Meetings $6,335 $7,618 $7,745 $3,969 $9,500 $14,500 Civic And Promotional $2,798 $13,721 $1,500 $1,519 $14,000 $14,000 Transportation Grants $3,971 $671 $8,800 $0 $12,658 $12,658 Litigation Expenses $376 $1,161 $20,000 $674 $8,000 $8,000 Meetings And Conferences - Ward 6 $5,005 $6,123 $9,000 $4,667 $6,600 $6,600 Refuse $6,753 $5,817 $6,600 $4,647 $6,600 $6,600
Meetings And Conferences - Ward 7 $4,098 $6,692 $7,234 $5,664 $6,600 $6,600 Meetings And Conferences - Ward 2 $1,328 $5,929 $7,766 $7,765 $6,600 $6,600 Meetings And Conferences - Ward 3 $75 $3,451 $6,250 $6,212 $6,600 $6,600 Meetings And Conferences - Ward 5 $2,000 $408 $6,000 $880 $6,600 $6,600 Meetings And Conferences - Ward 4 $0 $2,025 $6,000 $398 $6,600 $6,600 Meetings And Conferences - Ward 1 $302 $789 $6,000 $50 $6,600 $6,600 Mileage $421 $622 $4,833 $593 $5,285 $5,285
Motor Fuel And Lubricants $949 $1,430 $950 $2,228 $3,600 $3,600 Meals $1,710 $60 $3,600 $0 $3,600 $3,600
Insurance Premiums $0 $1,808 $1,961 $1,807 $1,961 $1,961 Management Allowance $781 $890 $2,400 $790 $1,600 $1,600 Military Banner Program $0 $0 $7,975 $0 $0 $0
Low Income Rebates $50 $0 $250 $0 $0 $0
Stipends $0 $240 $0 $0 $0 $0
Indirect Grant Costs-Contra -$16,340 $0 $0 $0 $0 $0

MAINTENANCE AND OPERATIONS
TOTAL $8,725,876 $12,182,261 $14,969,512 $9,327,539 $14,611,098 $15,384,094 Transfers Out
Transfers Out $2,692,897 $2,752,811 $4,305,655 $0 $7,697,205 $8,685,050 TRANSFERS OUT TOTAL $2,692,897 $2,752,811 $4,305,655 $0 $7,697,205 $8,685,050 Debt Service
Debt Service Interest $1,418,100 $1,376,261 $1,334,981 $0 $1,423,050 $1,383,684 Debt Service Principal $1,086,871 $988,847 $35,000 $0 $689,000 $709,000 Lease Payments $858,878 $653,008 $0 $0 $0 $0
DEBT SERVICE TOTAL $3,363,849 $3,018,116 $1,369,981 $0 $2,112,050 $2,092,684 Capital Outlay
Motor Vehicles $246,150 $1,536,816 $2,403,108 $31,473 $1,547,000 $1,547,000 Computer Equipment $59,756 $0 $220,545 $9,995 $165,000 $25,000 Miscellaneous Equipment $59,895 $71,886 $233,688 $34,975 $0 $0 Alterations And Renovations $125,160 $0 $0 $0 $0 $0
CAPITAL OUTLAY TOTAL $490,961 $1,608,702 $2,857,341 $76,442 $1,712,000 $1,572,000 Credit/billables
Suspense $0 $0 $0 $25,708 $0 $0
Miscellaneous $0 $1,587 $0 $0 $0 $0
Credit Federal And State Program
Funding $0 -$1,091,966 -$1,405,000 $0 -$1,405,000 -$1,405,000 CREDIT/BILLABLES TOTAL $0 -$1,090,379 -$1,405,000 $25,708 -$1,405,000 -$1,405,000 NON-PERSONNEL EXPENSES TOTAL $58,126,539 $87,439,631 $115,974,787 $56,219,957 $87,469,012 $91,515,230 Expenses $2,050,124 $217,322 $0 $0 $0 $0
TOTAL $161,077,063 $202,789,236 $249,784,047 $162,306,559 $237,733,763 $252,961,302 42 Packet Page. 94
Other Funds Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Special Revenue
Federal Grant Programs $17,404,974 $19,850,485 $19,495,122 $3,690,132 $1,337,513 $924,923 Animal Services $2,896,539 $3,376,266 $4,621,705 $199,727 $10,346,664 $11,557,439 Gas Tax Fund $5,089,283 $5,640,310 $5,037,500 $4,549,154 $5,750,000 $5,750,000 Measure I $4,981,314 $6,028,627 $4,836,000 $3,406,587 $5,968,975 $6,143,263 RMRA-GAS TAX $4,312,278 $5,008,490 $3,828,500 $3,729,408 $5,000,000 $5,000,000 Community Developmnt Block Grant $3,040,716 $1,951,707 $8,566,141 $5,370,871 $2,746,082 $2,746,082 State And Other Grant Programs $0 $0 $9,984,679 $3,374,394 $722,888 $761,365 Home Improvement Part 14.239 $1,158,530 $801,782 $7,060,419 $332,193 $1,160,208 $1,160,208 Traffic Safety $1,066,533 $898,014 $760,000 $1,194,647 $753,000 $753,000 Emergency Solutions Grant CV2 $2,331,816 $478,988 $549,030 $8,472 $0 $0 CDBG-CV 1 $759,480 $12,316 $1,176,287 $7,630 $0 $0
Asset Forfeiture $471,794 $509,021 $0 $309,924 $249,000 $249,000 Emergency Solutions Grant 14.231 $194,408 $273,618 $576,844 $122,261 $258,646 $258,646 AB2766 Air Quality $337,237 $295,463 $203,500 $147,079 $291,500 $291,500 Cable Television Fund $251,036 $314,259 $285,500 $101,600 $285,000 $285,000 PLHA Program $104,099 $235,473 $1,155,694 $0 $0 $0
Neighborhood Stabil Prog (NSP1) $290,489 $379,635 $534,886 $49,508 $0 $0 CDBG-CV 3 $124,790 $335,360 $336,210 $39,422 $0 $0
Emergency Solutions Grant CV1 $628,875 $102,223 $65,707 $12,025 $0 $0 Opioid Settlement Restricted Rev $0 $1,195 $0 $166,247 $0 $0 Gang and Street Asset Forfeiture -$28,764 $38,489 $7,500 $3,258 $7,000 $7,000 Sewer Line Maintenance -$475 $248 $0 -$45 $0 $0
Low Mod Housing Fund -$1,747,693 $560,946 $500,000 -$12,464 $150,000 $150,000 SPECIAL REVENUE TOTAL $43,667,260 $47,092,916 $69,581,225 $26,802,030 $35,026,476 $36,037,426 Proprietary
Internal Service
Liability Insurance Fund $10,176,801 $20,843,429 $16,178,259 $9,019,128 $20,886,556 $21,916,210 Information Technology $6,775,962 $7,432,027 $7,849,370 $7,840,136 $9,549,488 $9,893,993 Workers Compensation $5,327,695 $6,143,471 $5,727,232 $5,680,330 $5,718,026 $5,936,451 Fleet Services Fund $3,424,111 $4,952,618 $6,712,714 $5,714,702 $6,127,886 $6,493,453 INTERNAL SERVICE TOTAL $25,704,570 $39,371,545 $36,467,574 $28,254,296 $42,281,956 $44,240,107 Enterprise
Integrated Waste Management $352,912 $582,156 $1,285,000 $362,625 $1,362,925 $1,437,050 ENTERPRISE TOTAL $352,912 $582,156 $1,285,000 $362,625 $1,362,925 $1,437,050 Other Funds Summary
FY 2025 and FY 2026 Proposed Operating Budget
43 Packet Page. 95
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed PROPRIETARY TOTAL $26,057,482 $39,953,702 $37,752,574 $28,616,920 $43,644,881 $45,677,157 Capital Project
Regional Circulation System $4,867,592 $2,233,851 $2,256,500 $2,194,768 $2,275,000 $2,325,050 Storm Drain Construction $2,863,954 $1,657,266 $2,015,000 $2,306,173 $1,800,000 $1,800,000 Local Regional Circulation $463,804 $964,555 $302,250 $3,330,441 $467,000 $477,300 Assessment District $1,461,424 $1,486,324 $1,440,672 $1,295,527 $0 $0 Quimby Act Parkland $2,528,554 $533,000 $604,500 $0 $600,000 $600,000 AB 1600 Parkland And Op $661,201 $688,878 $261,950 $1,915,916 $466,000 $476,300 Cultural Developmnt Construction $861,147 $617,321 $856,375 $402,830 $656,000 $670,500 Law Enforcement Facilties $334,715 $109,536 $161,200 $336,047 $200,000 $200,000 Public Use Facilities $375,725 $154,580 $151,125 $259,233 $188,800 $193,000 Library Facilities $219,917 $90,748 $85,638 $151,569 $100,000 $100,000 Aquatics Facilities $112,394 $46,371 $40,300 $77,487 $56,500 $57,800 Public Improvement Fund -$9,706 $4,991 $12,090 -$808 $0 $0 Sewer Line Construction -$1,565 $2,717 $0 $3,638 $0 $0
Prop 1B - Local Street -$1,378 $687 $504 -$124 $0 $0
Park Construction Fund -$3,129 $1,562 $0 -$282 $0 $0
Verdemont Capital Project -$7,917 $3,956 $0 -$713 $0 $0 CAPITAL PROJECT TOTAL $14,726,731 $8,596,343 $8,188,104 $12,271,703 $6,809,300 $6,899,950 Fiduciary
Private Purpose Trust
Successor Agency $9,844,995 $9,993,447 $11,020,297 $764,269 $9,566,262 $8,629,450 PRIVATE PURPOSE TRUST TOTAL $9,844,995 $9,993,447 $11,020,297 $764,269 $9,566,262 $8,629,450 Agency Funds
Community Facilities Districts $93,710 $698,272 $0 $109,940 $0 $0 AGENCY FUNDS TOTAL $93,710 $698,272 $0 $109,940 $0 $0
FIDUCIARY TOTAL $9,938,705 $10,691,719 $11,020,297 $874,209 $9,566,262 $8,629,450 American Rescue Plan Fund $150,565 $2,847,261 $5,295,000 $786,035 $0 $0 General Plan Update $1,594,268 $758,817 $0 $708,483 $30,000 $25,000 Bankruptcy Settlement $103,706 $9,837 $73,370 $0 $0 $0
TOTAL $96,238,717 $109,950,595 $131,910,571 $70,059,380 $95,076,919 $97,268,983 44 Packet Page. 96
Other Funds Expenditures by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Special Revenue
Federal Grant Programs $17,298,307 $19,847,255 $29,648,329 $7,552,753 $1,297,254 $884,070 Animal Services $2,896,539 $3,376,266 $5,019,449 $3,554,448 $10,341,916 $11,551,824 Measure I $864,052 $7,558,486 $19,363,080 $3,569,210 $0 $0 Gas Tax Fund $4,779,549 $4,571,542 $7,363,079 $3,302,356 $4,302,941 $4,548,438 Community Developmnt Block Grant $3,044,490 $1,948,233 $8,807,748 $5,243,752 $2,746,082 $2,746,082 RMRA-GAS TAX $9,004,413 $1,481,154 $10,885,076 $16,074 $0 $0 State And Other Grant Programs $0 $0 $9,984,681 $221,927 $722,888 $761,365 Home Improvement Part 14.239 $660,169 $328,524 $7,060,419 $148,575 $1,160,208 $1,160,208 HOME ARP $0 $0 $5,058,437 $0 $0 $0
Emergency Solutions Grant CV2 $2,331,816 $478,988 $458,132 $6,930 $0 $0 AB2766 Air Quality $474,894 $22,265 $624,900 $318,621 $291,500 $291,500 Asset Forfeiture $96,887 $107,811 $715,960 $435,342 $249,000 $249,000 Emergency Solutions Grant 14.231 $194,408 $273,618 $576,844 $195,706 $258,646 $258,646 CDBG-CV 3 $124,790 $335,360 $1,241,985 $36,834 $0 $0
PLHA Program $104,099 $235,473 $1,245,620 $12,760 $0 $0 CDBG-CV 1 $759,480 $12,316 $775,317 $5,226 $0 $0
Cable Television Fund $184,657 $211,242 $310,500 $131,496 $285,000 $285,000 Neighborhood Stabil Prog(NSP3) $0 $0 $884,500 $3,825 $0 $0 Emergency Solutions Grant CV1 $628,875 $102,223 $78,454 $10,198 $0 $0 Low Mod Housing Fund $76,709 $4,047 $445,000 $1,500 $122,432 $125,392 Neighborhood Stabil Prog (NSP1) $16,021 $734 $534,886 $3,300 $0 $0 Gang and Street Asset Forfeiture $69,014 $84,913 $125,000 $96,166 $0 $0 SPECIAL REVENUE TOTAL $43,609,170 $40,980,450 $111,207,396 $24,867,001 $21,777,867 $22,861,525 Proprietary
Internal Service
Liability Insurance Fund $10,182,975 $20,846,734 $16,351,417 $12,528,668 $20,886,563 $21,916,216 Information Technology $2,807,847 $6,041,332 $12,600,892 $5,421,798 $9,549,488 $9,894,999 Workers Compensation $4,454,979 $6,146,581 $5,566,631 $4,574,361 $5,706,139 $5,919,373 Fleet Services Fund $2,631,760 $4,735,495 $6,536,362 $4,178,086 $6,127,814 $6,493,376 INTERNAL SERVICE TOTAL $20,077,562 $37,770,143 $41,055,301 $26,702,914 $42,270,004 $44,223,964 Enterprise
Integrated Waste Management $676,614 $624,476 $5,943,823 $904,507 $1,362,910 $1,437,036 ENTERPRISE TOTAL $676,614 $624,476 $5,943,823 $904,507 $1,362,910 $1,437,036 PROPRIETARY TOTAL $20,754,176 $38,394,619 $46,999,124 $27,607,421 $43,632,914 $45,661,000 American Rescue Plan Fund $1,030 $1,934,283 $62,435,204 $7,206,580 $0 $0 Capital Project
Regional Circulation System $4,813,144 $6,621,051 $14,072,315 $3,408,586 $0 $0 Storm Drain Construction $870,094 $213,380 $15,292,334 $292,597 $0 $0 Assessment District $1,116,625 $976,059 $1,453,757 $1,003,087 $11,441 $12,399 Public Improvement Fund $684,966 $0 $2,343,322 $0 $0 $0 Cultural Developmnt Construction $357,784 $476,363 $1,154,234 $680,392 $0 $0 Local Regional Circulation $1,137,881 $376,246 $728,877 $59,704 $0 $0 AB 1600 Parkland And Op $45,813 $35,294 $1,248,894 $43,600 $0 $0 Public Use Facilities $7,744 $849,372 $457,075 $58,338 $0 $0 Library Facilities $9,915 $153,020 $847,011 $175,972 $0 $0 Law Enforcement Facilties $0 $32 $849,968 $0 $0 $0
Quimby Act Parkland $489,135 $0 $5,450 $0 $0 $0
Aquatics Facilities $0 $0 $400,000 $0 $0 $0
CAPITAL PROJECT TOTAL $9,533,098 $9,700,816 $38,853,238 $5,722,277 $11,441 $12,399 Fiduciary
Private Purpose Trust
Successor Agency $5,243,643 $2,145,348 $11,029,017 $860,205 $9,566,262 $8,629,453 PRIVATE PURPOSE TRUST TOTAL $5,243,643 $2,145,348 $11,029,017 $860,205 $9,566,262 $8,629,453 Agency Funds
45 Packet Page. 97
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Community Facilities Districts $13,260 $289,278 $0 $10,046 $0 $0 AGENCY FUNDS TOTAL $13,260 $289,278 $0 $10,046 $0 $0
FIDUCIARY TOTAL $5,256,903 $2,434,625 $11,029,017 $870,251 $9,566,262 $8,629,453 Account Group
General Fixed Asset Group
General Fixed Assets Group $3,977,421 $4,183,649 $0 $0 $0 $0 GENERAL FIXED ASSET GROUP TOTAL $3,977,421 $4,183,649 $0 $0 $0 $0 ACCOUNT GROUP TOTAL $3,977,421 $4,183,649 $0 $0 $0 $0
General Plan Update $1,548,041 $670,988 $454,986 $242,284 $0 $0 Donations Fund $136,463 $29,177 $2,058,062 $0 $0 $0
Bankruptcy Settlement $103,706 $9,837 $73,370 $3,076 $0 $0 TOTAL $84,920,009 $98,338,443 $273,110,397 $66,518,888 $74,988,484 $77,164,377 Other Funds Expenditures by Type
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Expenses
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Non-Personnel Expenses
$57,264,315 (74.2%)
Personnel
$19,900,062 (25.8%)
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2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Non-Personnel Expenses
Contractual Services $45,992,457 $39,699,766 $195,058,621 $22,797,874 $10,461,962 $10,293,388 Maintenance and Operations $24,945,215 $40,012,899 $33,555,728 $23,248,996 $32,758,484 $34,126,965 Debt Service $2,747,658 $2,619,147 $10,102,578 $800,960 $8,897,354 $7,960,545 Internal Service Charges $1,114,690 $1,234,848 $2,047,335 $1,877,937 $3,198,317 $3,410,015 Capital Outlay $515,354 $1,788,766 $3,926,261 $2,319,970 $1,508,405 $1,473,402 Credit/billables $0 $0 $0 $3,856 $0 $0
NON-PERSONNEL EXPENSES TOTAL $75,315,374 $85,355,426 $244,690,522 $51,049,593 $56,824,522 $57,264,315 Personnel
Salaries $7,022,959 $10,303,445 $21,778,433 $11,719,259 $11,644,045 $13,070,394 Benefits $2,445,025 $2,209,588 $6,441,442 $3,750,036 $6,519,917 $6,829,668 PERSONNEL TOTAL $9,467,984 $12,513,033 $28,219,875 $15,469,295 $18,163,962 $19,900,062 Expenses $136,651 $469,984 $200,000 $0 $0 $0
TOTAL $84,920,009 $98,338,443 $273,110,397 $66,518,888 $74,988,484 $77,164,377 46 Packet Page. 98
Other Funds Revenue by Fund
The two visualizations below give a brief overview of Other Fund revenue sources by fund type. Other funds are classified as funds other than the City of San Bernardino's General Fund and Measure S Fund.

None of the funds being represented are considered "major funds," where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures. $95,076,919.00
Revenues in 2025
Proprietary
General Plan...

Capital Proj...

Fiduciary
Special Reve...
$97,268,983.00
Revenues in 2026
Proprietary
General Plan...

Capital Proj...

Fiduciary
Special Reve...

FY 2025 & FY 2026 Other Fund Revenues
Proposed Budget - Revenue Detail Type
Other Funds Revenue by Fund FY 2025 Other Funds Revenue by Fund FY 2026 47 Packet Page. 99
Other Funds Revenue by Type
The schedule below gives detailed Other Fund Revenues by Type down to individual account descriptions. Other funds are classified as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds," where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Intergovernmental
Intergovernmental
Recoverable expense income (was 5945 in
Linus) $21,838,063 $23,817,765 $49,481,150 $7,312,783 $3,479,255 $3,105,142 Former EDA - bond retirement revenue $9,963,894 $9,670,903 $11,020,297 $776,475 $9,566,262 $8,629,450 1/2 cent sales tax - Measure I $5,205,968 $5,921,861 $4,808,000 $3,428,620 $5,968,975 $6,143,263 SB1 Chapter 5 RMRA $4,394,046 $4,986,736 $3,803,500 $3,736,922 $5,000,000 $5,000,000 CDBG Allocation $3,002,459 $1,782,189 $4,569,853 $5,366,621 $2,746,082 $2,746,082 HUTA Proposition 42 replacement - gas
tax 2103 $1,713,203 $1,821,102 $1,608,248 $1,541,560 $1,800,000 $1,800,000 State aid - gas tax 2107 $1,449,208 $1,659,354 $1,502,553 $1,453,459 $1,800,000 $1,800,000 Prop 111 highway users tax - gas tax 2105 $1,203,248 $1,313,580 $1,181,427 $970,368 $1,300,000 $1,300,000 CVC Fine $1,110,864 $877,366 $750,000 $1,191,581 $750,000 $750,000 Cont from other government $0 $0 $0 $166,453 $2,429,822 $2,627,393 State aid - gas tax 2106 $762,126 $842,674 $716,333 $588,733 $850,000 $850,000 Program income (was 5957 in Linus) $969,013 $757,739 $855,933 $75,772 $157,000 $157,000 Other Governmental Agencies $1,567,889 $670,988 $20,000 $687,510 $0 $0 AB2766 Revenues $350,765 $218,197 $200,000 $147,938 $291,500 $291,500 Asset Seizure - Federal $314,591 $350,045 $0 $262,207 $249,000 $249,000 Credit C-1 recoverable revenue (was 5946
in Linus) $285,847 $303,541 $396,085 $205,127 $0 $0
Federal Aid Street Construction $639,992 $202 $0 $0 $0 $0 Asset Seizure Revenues $117,042 $147,258 $0 $47,717 $0 $0 Other Fin Source: Lease Proceeds $95,400 $99,279 $0 $0 $0 $0 State Aid Street Construction $102,460 $0 $0 $0 $0 $0
Asset Seizure - Federal Tre $40,162 $11,718 $0 $0 $0 $0 Asset Seizure - Drugs/Gangs $19,758 $22,004 $0 $8,421 $0 $0 Nester Red Lights $12,521 $8,982 $0 $10,016 $3,000 $3,000 Donations general $11,811 $6,953 $0 $7,691 $500 $500
State aid - gas tax 2107.5 $0 $0 $23,939 $0 $0 $0
INTERGOVERNMENTAL TOTAL $55,170,330 $55,290,435 $80,937,317 $27,985,973 $36,391,396 $35,452,330 INTERGOVERNMENTAL TOTAL $55,170,330 $55,290,435 $80,937,317 $27,985,973 $36,391,396 $35,452,330 Charges for services
Charges for services
Interdepartmental Receipts $24,864,263 $37,630,605 $34,797,074 $27,797,284 $40,732,567 $42,689,886 Storm Drain Fee $3,088,360 $1,568,345 $1,985,000 $2,328,740 $1,800,000 $1,800,000 Environmental fee $500,000 $500,000 $500,000 $375,000 $500,000 $500,000 Recycling Revenues $51 $29 $750,000 $38 $750,000 $750,000 Contracted Shelter Fee $1,650 $507,067 $0 $10,519 $15,000 $15,000 Microchip Identification Fee $38,835 $55,953 $31,000 $63,895 $50,000 $50,000 General Plan Update Fee $46,227 $87,829 $0 $83,483 $30,000 $25,000 Vaccination Fee $30,317 $40,325 $36,000 $38,480 $36,000 $36,000 Boarding Fee $19,801 $14,400 $31,000 $12,362 $15,000 $15,000 Apprehension Fee $23,130 $18,750 $11,000 $13,562 $14,000 $14,000 Owner Release Fee $3,750 $1,295 $13,400 $2,485 $5,000 $5,000 Deceased Animal Disposals $3,635 $5,310 $0 $4,590 $3,000 $3,000 Field Service Fee $4,020 $2,580 $6,000 $960 $1,000 $1,000 Sewer Connection Fee $1,300 $1,300 $0 $3,900 $0 $0
Animal Alteration Fee $2,249 $0 $0 $1,500 $0 $0
Animal Adoption Fee $1,710 -$46,397 $53,000 -$33,063 $10,000 $10,000 48 Packet Page. 100
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed CHARGES FOR SERVICES TOTAL $28,629,297 $40,387,391 $38,213,474 $30,703,734 $43,961,567 $45,913,886 CHARGES FOR SERVICES TOTAL $28,629,297 $40,387,391 $38,213,474 $30,703,734 $43,961,567 $45,913,886 Impact fees
Impact fees
Development Impact Fees $9,361,021 $4,368,737 $3,823,463 $8,312,013 $4,353,300 $4,429,450 IMPACT FEES TOTAL $9,361,021 $4,368,737 $3,823,463 $8,312,013 $4,353,300 $4,429,450 IMPACT FEES TOTAL $9,361,021 $4,368,737 $3,823,463 $8,312,013 $4,353,300 $4,429,450 Transfers In
Transfers In
Transfers in $2,692,897 $2,752,811 $4,384,296 $0 $7,547,205 $8,535,050 TRANSFERS IN TOTAL $2,692,897 $2,752,811 $4,384,296 $0 $7,547,205 $8,535,050 TRANSFERS IN TOTAL $2,692,897 $2,752,811 $4,384,296 $0 $7,547,205 $8,535,050 Miscellaneous
Miscellaneous
Fuel Sales $504,406 $1,072,531 $900,000 $25,821 $900,000 $900,000 BIO CNG FUEL $500,000 $500,000 $500,000 $375,000 $500,000 $500,000 Damage Claim Recovery $89,576 $69,788 $140,000 $30,269 $137,500 $137,500 Replacement Contribution $0 $0 $0 $0 $112,925 $187,050
Water Fund Contributions $0 $7,465 $110,000 $0 $11,889 $12,721 Refunds And Rebates $67,587 $2,990 $0 $1,415 $0 $0
Miscellaneous Receipts $43,592 $5,067 $3,000 $3,202 $5,000 $5,000 Reimbursement Street Construction $79,041 -$73,309 $0 $39,531 $0 $0 Shelter Donations $5,112 $5,636 $3,000 $2,803 $3,000 $3,000 Medical Donations $2,442 $1,132 $5,000 $2,320 $1,000 $1,000 Community Spay/Neuter Donations $1,739 $820 $2,000 $355 $1,000 $1,000 Street Light Recovery $118 $0 $0 $0 $0 $0
MISCELLANEOUS TOTAL $1,293,612 $1,592,118 $1,663,000 $480,717 $1,672,314 $1,747,271 MISCELLANEOUS TOTAL $1,293,612 $1,592,118 $1,663,000 $480,717 $1,672,314 $1,747,271 Other Taxes
Other Taxes
All Assessment Districts $1,323,424 $1,370,328 $1,326,351 $1,295,527 $0 $0 OTHER TAXES TOTAL $1,323,424 $1,370,328 $1,326,351 $1,295,527 $0 $0 OTHER TAXES TOTAL $1,323,424 $1,370,328 $1,326,351 $1,295,527 $0 $0 Licenses & permits
Licenses & permits
Cultural Development Construction Fee $977,850 $564,204 $841,375 $413,630 $656,000 $670,500 Animal Licenses $144,986 $121,914 $210,000 $56,440 $200,000 $215,000 Miscellaneous Licenses & Permits $1,289 $2,354 $2,500 $4,078 $2,172 $2,324 Miscellaneous Planning Permits $600 $0 $0 $0 $0 $0
LICENSES & PERMITS TOTAL $1,124,725 $688,472 $1,053,875 $474,147 $858,172 $887,824 LICENSES & PERMITS TOTAL $1,124,725 $688,472 $1,053,875 $474,147 $858,172 $887,824 Use of Money and Property
Use of Money and Property
Interest On Idle Cash $610,316 $3,624,887 $220,094 $555,499 $7,000 $7,000 Interest on Notes Receivable $795,564 $150,362 $0 $30,973 $0 $0 Gain/Loss On Sale Of Property -$2,610,625 $0 $0 $0 $0 $0 USE OF MONEY AND PROPERTY TOTAL -$1,204,745 $3,775,249 $220,094 $586,472 $7,000 $7,000 USE OF MONEY AND PROPERTY TOTAL -$1,204,745 $3,775,249 $220,094 $586,472 $7,000 $7,000 Franchise Tax
Franchise Tax
CATV PEG Franchise Fee $276,298 $299,573 $270,000 $103,308 $278,000 $278,000 FRANCHISE TAX TOTAL $276,298 $299,573 $270,000 $103,308 $278,000 $278,000 FRANCHISE TAX TOTAL $276,298 $299,573 $270,000 $103,308 $278,000 $278,000 Revenues
Revenues
Property Tax CFD $0 $528,161 $0 $0 $0 $0
REVENUES TOTAL $0 $528,161 $0 $0 $0 $0
REVENUES TOTAL $0 $528,161 $0 $0 $0 $0
Taxes
Property Taxes
Property Tax Other $93,710 $170,111 $0 $109,940 $0 $0
49 Packet Page. 101
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed PROPERTY TAXES TOTAL $93,710 $170,111 $0 $109,940 $0 $0 TAXES TOTAL $93,710 $170,111 $0 $109,940 $0 $0
Fines and forfeitures
Fines and forfeitures
Animal License Penalty $8,450 $9,999 $13,500 $6,274 $5,000 $15,000 General Fine $1,430 $1,795 $5,200 $1,273 $2,965 $3,172
FINES AND FORFEITURES TOTAL $9,880 $11,794 $18,700 $7,547 $7,965 $18,172 FINES AND FORFEITURES TOTAL $9,880 $11,794 $18,700 $7,547 $7,965 $18,172 Investment income
Investment income
CD Loan Repay Principal $38,257 $85,462 $0 $0 $0 $0
Gain/Loss Market Value -$2,569,989 -$1,370,048 $0 $0 $0 $0 INVESTMENT INCOME TOTAL -$2,531,732 -$1,284,586 $0 $0 $0 $0 INVESTMENT INCOME TOTAL -$2,531,732 -$1,284,586 $0 $0 $0 $0 TOTAL $96,238,717 $109,950,595 $131,910,571 $70,059,380 $95,076,919 $97,268,983 50 Packet Page. 102
Other Funds Expenditures by Department
The schedule below gives an overview of Other Fund Expenses by Department. Other funds are classified as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds," where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures. $74,988,484.00
Expenses in 2025
Human Resour...

Community De...

Other
Information ...

Animal Servi...

Public Works
$77,164,377.00
Expenses in 2026
Human Resour...

Community De...

Other
Information ...

Animal Servi...

Public Works
Other Funds Expenditures by Type
The schedule below gives a brief overview of Other Fund expenses by account type. Other funds are classified as funds other than the City of San Bernardino's General Fund and Measure S Fund. None of the funds being represented are considered "major funds," where major funds are those whose revenues or expenditures constitute more than 10% of total appropriated revenues or expenditures.

FY 2025 & FY 2026 Other Fund Expenditures
Proposed Budget - Expenditure Detail Type
Other Fund Expenditure by Department FY 2025 Other Fund Expenditure by Department FY 2026 51 Packet Page. 103
2021 - 22 Actual 2021 - 22 Actual 2022 - 23 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Amended Budget 2024 Actual 2024 Actual 2025 Proposed 2025 Proposed 2026 Proposed 2026 Proposed Non-Personnel Expenses
Contractual Services
Construction $20,652,487 $22,849,368 $128,106,557 $15,329,178 $0 $0 Professional Contractual Services $23,686,652 $15,204,746 $64,111,589 $6,132,934 $9,736,962 $9,475,888 Landscape Contracts $813,413 $876,568 $1,407,749 $814,546 $435,000 $500,000 Other Professional Services $434,128 $562,684 $1,178,008 $404,833 $215,000 $215,000 Outside Legal Services $136,972 $99,732 $122,456 $12,497 $75,000 $102,500 Animal Alteration Services $45,933 $106,668 $132,262 $103,885 $0 $0 Cost Of Issuance $222,872 $0 $0 $0 $0 $0
CONTRACTUAL SERVICES TOTAL $45,992,457 $39,699,766 $195,058,621 $22,797,874 $10,461,962 $10,293,388 Maintenance and Operations
Liability Claims $7,588,335 $17,170,661 $11,400,000 $8,731,498 $15,000,000 $15,000,000 Insurance Premiums $2,914,949 $3,615,858 $4,313,327 $3,704,652 $5,052,350 $6,082,500 Workers Compensation Claims $3,554,609 $4,817,371 $3,650,000 $3,139,428 $3,900,000 $3,900,000 Motor Fuel And Lubricants $1,350,126 $1,792,437 $2,000,000 $1,130,615 $2,300,000 $2,400,000 Material And Supplies $1,329,834 $1,642,614 $2,684,838 $1,392,272 $1,454,228 $1,410,364 Software Maintenance $1,184,391 $1,044,597 $2,223,678 $1,478,838 $1,680,529 $1,629,019 Depreciation Expense $4,371,432 $4,614,140 $0 $0 $0 $0
Computer Equip-Non Capital $242,066 $439,754 $1,998,295 $233,277 $322,460 $354,960 Other Operating Expense $170,522 $2,429,122 $188,438 $376,195 $167,180 $174,700 Rentals $57,486 $88,631 $1,325,872 $851,527 $260,520 $394,220 Network Charges $293,611 $380,758 $530,879 $278,332 $558,500 $568,500 Equipment Maintenance $143,106 $198,698 $327,939 $204,109 $483,199 $506,349 Outside Vehicle Maintenance $262,472 $287,442 $408,000 $242,321 $330,000 $330,000 Dues And Subscriptions $206,431 $250,462 $336,078 $322,723 $314,330 $391,555 Water Charges $325,811 $111,202 $266,907 $387,717 $43,000 $44,000 Telephone Charges $184,004 $239,216 $198,000 $112,455 $200,000 $210,000 Electric Charges $112,828 $180,947 $206,998 $101,818 $188,750 $193,750 Cellular Service $136,224 $152,516 $144,000 $124,821 $180,000 $207,000 Small Tools And Equipment $125,861 $147,814 $160,102 $71,982 $103,000 $106,300 Education And Training $17,150 $44,713 $262,981 $57,313 $58,600 $60,700 Stipends $64,668 $63,727 $249,233 $66,241 $0 $0
Fuel Excise Tax $75,471 $58,967 $100,000 $28,563 $75,000 $75,000 Raw Foods $122,163 $66,232 $84,825 $84,825 $0 $0
Gas Charges $33,607 $35,035 $36,138 $19,888 $35,188 $35,688 Indirect Grant Costs-Contra $0 $0 $165,000 $0 $0 $0
Transportation Grants $18,773 $21,723 $74,511 $32,830 $0 $0 Meetings And Conferences $2,658 $15,377 $57,199 $22,148 $19,900 $19,560 Meals $11,700 $15,605 $65,572 $15,065 $0 $0
Dump Waste Fees $13,948 $8,118 $17,000 $8,112 $13,500 $13,500 Copy Machine Charges $12,546 $12,127 $17,200 $8,770 $3,500 $3,500 Advertising $4,738 $13,454 $30,557 $5,117 $0 $0
Printing Charges $8,652 $9,434 $16,157 $5,826 $6,050 $6,550 Bad Debts/Uncollectible Accounts $0 $35,664 $0 $0 $0 $0 Postage $3,349 $2,758 $5,950 $1,522 $4,200 $4,250
Cable TV Charges $1,403 $2,356 $8,400 $3,296 $3,000 $3,500 Bank Charges $0 $2,423 $0 $4,124 $0 $0
Management Allowance $0 $393 $0 $497 $1,200 $1,200
Mileage $289 $468 $1,652 $280 $300 $300
Local Travel And Meetings $0 $85 $0 $0 $0 $0

MAINTENANCE AND OPERATIONS
TOTAL $24,945,215 $40,012,899 $33,555,728 $23,248,996 $32,758,484 $34,126,965 Debt Service
Debt Service Principal $574,000 $624,000 $8,749,000 $654,000 $8,064,999 $7,540,000 Debt Service Interest $2,130,178 $1,906,964 $1,317,508 $128,760 $796,285 $384,475 Note/Loan Fees/Bond Issue Costs $11,850 $27,230 $36,070 $18,200 $36,070 $36,070 Lease Payments $31,629 $60,953 $0 $0 $0 $0
DEBT SERVICE TOTAL $2,747,658 $2,619,147 $10,102,578 $800,960 $8,897,354 $7,960,545 Internal Service Charges
Liability $348,502 $378,470 $791,476 $791,476 $1,950,529 $2,080,053 Workers Compensation $348,860 $351,629 $512,303 $342,905 $734,181 $792,876 52 Packet Page. 104
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed IT Charges In House $303,000 $304,973 $501,330 $501,330 $306,369 $314,098 Fleet Charges Fuel $43,579 $82,062 $146,639 $146,639 $105,001 $109,568 Garage Charges $70,749 $117,714 $95,587 $95,587 $102,237 $113,420 INTERNAL SERVICE CHARGES TOTAL $1,114,690 $1,234,848 $2,047,335 $1,877,937 $3,198,317 $3,410,015 Capital Outlay
Motor Vehicles $508,674 $420,897 $1,859,236 $1,086,598 $412,436 $409,936 Miscellaneous Equipment $29,040 $769,260 $1,186,973 $707,180 $573,469 $573,466 Computer Equipment $0 $96,450 $773,052 $469,020 $317,500 $285,000 Communications Equipment $55,000 $112,601 $50,000 $9,956 $205,000 $205,000 Alterations And Renovations $56,241 $218,893 $57,000 $47,215 $0 $0 Amortization -$133,600 $170,666 $0 $0 $0 $0
CAPITAL OUTLAY TOTAL $515,354 $1,788,766 $3,926,261 $2,319,970 $1,508,405 $1,473,402 Credit/billables
Suspense $0 $0 $0 $3,856 $0 $0
CREDIT/BILLABLES TOTAL $0 $0 $0 $3,856 $0 $0
NON-PERSONNEL EXPENSES TOTAL $75,315,374 $85,355,426 $244,690,522 $51,049,593 $56,824,522 $57,264,315 Personnel
Salaries
Salaries Permanent Fulltime $5,756,721 $8,933,534 $17,698,776 $9,903,632 $11,145,430 $12,573,723 Salaries Temporary Parttime $389,284 $382,717 $2,272,845 $955,456 $272,146 $273,906 Overtime $757,891 $890,375 $1,762,113 $809,923 $156,000 $161,000 Vacation Pay $94,583 $69,279 $0 $47,663 $0 $0
Auto Phone Allowance $19,742 $21,899 $30,258 $19,395 $56,025 $56,025 Special Salaries $4,740 $5,641 $14,440 -$16,811 $14,444 $5,740 SALARIES TOTAL $7,022,959 $10,303,445 $21,778,433 $11,719,259 $11,644,045 $13,070,394 Benefits
Calpers Unfunded Liability $1,953,993 $2,138,272 $2,160,010 $2,071,487 $2,891,648 $3,068,944 Health Life Insurance $862,059 $1,193,598 $2,598,017 $926,872 $2,264,623 $2,217,511 PERS Retirement -$495,358 -$1,278,939 $1,376,681 $633,929 $1,210,319 $1,369,109 Medicare $106,554 $139,392 $297,513 $103,757 $153,327 $174,104 PERS Retirees Health $17,678 $17,265 $0 $13,991 $0 $0
Unemployment Insurance $0 $0 $5,022 $0 $0 $0
Reimbursed Nonhealth Benefit $0 $0 $4,200 $0 $0 $0
Employer Deferred Comp $99 $0 $0 $0 $0 $0
BENEFITS TOTAL $2,445,025 $2,209,588 $6,441,442 $3,750,036 $6,519,917 $6,829,668 PERSONNEL TOTAL $9,467,984 $12,513,033 $28,219,875 $15,469,295 $18,163,962 $19,900,062 Expenses $136,651 $469,984 $200,000 $0 $0 $0
TOTAL $84,920,009 $98,338,443 $273,110,397 $66,518,888 $74,988,484 $77,164,377 53 Packet Page. 105
Summary of Personnel (FTE) Changes
The following table represents historical changes in staffing levels by department. 54 Packet Page. 106
City-Wide FTE Summary by Position
The table below shows the FTE summary authorized by the Mayor and City Council for FY 2024 Amended, FY 2025 Proposed, and FY 2026 Proposed.

FTE Count by Position Name
Position Name 2024 2025 2026
Allocated FTE Count
ACCOUNTANT II 1 1 1
ACCOUNTANT II - PAYROLL 1 1 1
ACCOUNTANT III 1 1 1
ACCOUNTING DIVISION MANAGER 1 1 1
ACCOUNTING TECHNICIAN I 4 4 4
ACCOUNTING TECHNICIAN II 4 4 4
ACCOUNTING TECHNICIAN III 3 4 4
ADMINISTRATIVE ASSISTANT 10 13 13
ADMINISTRATIVE ASSISTANT TO CITY COUNCIL 1 1 1
ADMINISTRATIVE SERVICES SUPERVISOR 2 2 2
ANIMAL CONTROL OFFICER I 4 4 4
ANIMAL CONTROL OFFICER II 2 2 2
ANIMAL SERVICES MANAGER 2 2 2
ANIMAL SERVICES REPRESENTATIVE 2 2 2
ANIMAL SERVICES REPRESENTATIVE (GENERAL FUND) 0 2 2
ANIMAL SERVICES REPRESENTATIVE (GRANT FUNDED) 2 0 0
ANIMAL SERVICES SUPERVISOR 5 5 5
ANIMAL SHELTER ATTENDANT 16 16 16
ANIMAL SHELTER ATTENDANT (GENERAL FUND) 0 4 4
ANIMAL SHELTER ATTENDANT (GRANT FUNDED) 4 0 0
ARBORIST 1 1 1
ASSESSMENT DISTRICT/REAL PROPERTY SPECIALIST 1 1 1
ASSISTANT BUILDING OFFICIAL 1 1 1
ASSISTANT CHIEF OF POLICE 1 1 1
ASSISTANT CITY MANAGER 1 1 1
ASSISTANT LITERACY PROGRAM COORDINATOR 1 1 1
ASSISTANT PLANNER 2 2 2
ASSISTANT TO THE CITY MANAGER 1 1 1
ASSOCIATE PLANNER 4 4 4
AUDITOR l 1 1 1
AUDITOR ll 1 1 1
BUDGET DIVISION MANAGER 1 1 1
BUILDING INSPECTOR I 3 3 3
BUILDING OFFICIAL 1 1 1
BUSINESS REGISTRATION INSPECTOR 6 6 6
BUSINESS REGISTRATION MANAGER 1 1 1
BUSINESS REGISTRATION REPRESENTATIVE I 2 2 2
BUYER 1 1 1
CAPITAL IMPROVEMENT PROJECT MANAGER 1 1 1
CEMETERY CARETAKER 1 1 1
CHIEF DEPUTY CITY CLERK 1 1 1
CHIEF OF POLICE 1 1 1
CITY CLERK 1 1 1
CITY COUNCIL 7 7 7
CITY MANAGER 1 1 1
CITY PLANNER 1 1 1
CIVIL ENGINEERING DIVISION MANAGER 1 1 1
CODE ENFORCEMENT DIVISION MANAGER 1 1 1
CODE ENFORCEMENT OFFICER I 8 8 8
CODE ENFORCEMENT OFFICER II 10 10 10
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 1 1 1 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)/HOUSING PROGRAM ASSISTANT 1 1 1 55 Packet Page. 107
Position Name 2024 2025 2026
COMMUNITY DEVELOPMENT TECHNICIAN 4 6 6
COMMUNITY INTERVENTION PROGRAM MANAGER 1 1 1
COMMUNITY RECREATION MANAGER 3 3 3
COMMUNITY RECREATION PROGRAM SUPERVISOR 5 5 5
COMMUNITY SERVICES OFFICER 38 38 38
COMMUNITY SERVICES OFFICER (GENERAL FUND) 0 2 2
COMMUNITY SERVICES OFFICER (GRANT FUNDED) 6 4 0
COMMUNITY SERVICES PROGRAM COORDINATOR 16 16 16
COMMUNITY SERVICES PROGRAM COORDINATOR (GENERAL FUND) 2 4 4 COMMUNITY SERVICES PROGRAM COORDINATOR (GRANT FUNDED) 2 0 0 CONSTRUCTION MANAGER 1 1 1
COUNCIL ADMINISTRATIVE SUPERVISOR 1 1 1
CRIME ANALYST 4 4 4
CRIMINAL INVESTIGATION OFFICER 10 10 10
CUSTODIAL SUPERVISOR 1 1 1
CUSTODIAN 8 8 8
CUSTOMER SERVICE REPRESENTATIVE 4 4 4
DEPUTY CITY CLERK I 2 2 2
DEPUTY CITY MANAGER 2 2 2
DEPUTY DIRECTOR OF ANIMAL SERVICES 1 1 1
DEPUTY DIRECTOR OF ECONOMIC DEVELOPMENT 1 1 1
DEPUTY DIRECTOR OF FINANCE & MANAGEMENT SERVICES 1 2 2
DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS 1 1 1
DEPUTY DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1 1 1 DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY 1 1 1
DEPUTY DIRECTOR OF OPERATIONS 1 1 1
DEPUTY DIRECTOR OF PARKS, RECREATION & COMMUNITY SERVICES 1 1 1 DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER 1 1 1
DETECTIVE/CORPORAL 45 45 45
DIRECTOR OF ANIMAL SERVICES 1 1 1
DIRECTOR OF COMMUNITY DEVELOPMENT AND HOUSING 1 1 1
DIRECTOR OF ECONOMIC DEVELOPMENT 1 1 1
DIRECTOR OF FINANCE & MANAGEMENT SERVICES 1 0 0
DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1 1 1
DIRECTOR OF INFORMATION TECHNOLOGY 1 1 1
DIRECTOR OF PARKS, RECREATION & COMMUNITY SERVICES 1 1 1 DIRECTOR OF PUBLIC WORKS, OPERATIONS AND MAINTENANCE 1 1 1 DISADVANTAGED BUSINESS ENTERPRISE SPECIALIST 1 1 1
DIVERSITY, EQUITY & INCLUSION OFFICER 1 1 1
ECONOMIC DEVELOPMENT DIVISION MANAGER 1 1 1
ECONOMIC DEVELOPMENT MANAGER 3 3 3
ECONOMIC DEVELOPMENT PROJECT MANAGER 1 1 1
ECONOMIC DEVELOPMENT SPECIALIST 1 1 1
ELECTRICIAN I 1 1 1
ENGINEERING ASSISTANT II 6 6 6
ENGINEERING ASSISTANT III 1 1 1
ENGINEERING ASSOCIATE 1 1 1
ENGINEERING PROJECT MANAGER 4 4 4
ENGINEERING TECHNICIAN 2 3 3
ENTERPRISE RESOURCE PLAN (ERP) PROJECT MANAGER 1 1 1
ENVIRONMENTAL PROGRAMS COORDINATOR 1 1 1
EQUIPMENT MAINTENANCE SUPERVISOR 1 1 1
EQUIPMENT MECHANIC I 1 1 1
EQUIPMENT MECHANIC II 6 6 6
EQUIPMENT SERVICE WORKER 2 2 2
EXECUTIVE ASSISTANT 4 4 4
EXECUTIVE ASSISTANT TO DIRECTOR 9 9 9
EXECUTIVE ASSISTANT TO MAYOR 1 1 1
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER 1 1 1
FACILITIES MAINTENANCE MECHANIC 4 4 4
FACILITIES MAINTENANCE SUPERVISOR 1 1 1
56 Packet Page. 108
Position Name 2024 2025 2026
FOOD SERVICE SUPERVISOR 1 1 1
FORENSICS SPECIALIST I 1 1 1
FORENSICS SPECIALIST II 8 8 8
FORENSICS SUPERVISOR 1 1 1
FORESTRY SUPERVISOR 1 1 1
GIS ADMINISTRATOR 1 1 1
GRANT DIVISION MANAGER 1 1 1
GRANTS ASSISTANT 1 1 1
GRANTS ASSISTANT (GENERAL FUND) 0 2 2
GRANTS ASSISTANT (GRANT FUNDED) 2 0 0
GRANTS WRITER 1 1 1
GROUNDWORKER ARBORIST 2 2 2
HOMELESS SERVICES ASSISTANT 1 1 1
HOMELESS SERVICES COORDINATOR 1 1 1
HOMELESS SOLUTIONS MANAGER 1 1 1
HOUSING COMPLIANCE SPECIALIST 1 1 1
HOUSING DIVISION MANAGER 1 1 1
HUMAN RESOURCES ANALYST I 3 3 3
HUMAN RESOURCES ANALYST I (GENERAL FUND) 0 1 1
HUMAN RESOURCES ANALYST I (GRANT FUNDED) 1 0 0
HUMAN RESOURCES ANALYST II 4 4 4
HVAC MECHANIC 1 1 1
INFORMATION TECHNOLOGY ANALYST II 2 2 2
INFORMATION TECHNOLOGY MANAGER 2 2 2
LAND DEVELOPMENT ENGINEER 1 1 1
LANDSCAPE & IRRIGATION INSPECTOR II 4 4 4
LEAD ANIMAL CONTROL OFFICER 1 1 1
LEAD BUILDING INSPECTOR 1 1 1
LEAD CODE ENFORCEMENT OFFICER 2 2 2
LEAD CUSTODIAN 1 1 1
LEAD EQUIPMENT MECHANIC 1 1 1
LEAD MAINTENANCE WORKER 6 6 6
LEAD PARKS CONSTRUCTION & MAINTENANCE WORKER 1 1 1
LEGAL ADMINISTRATIVE ASSISTANT 1 1 1
LEGISLATIVE & GOVERNMENTAL AFFAIRS MANAGER 1 1 1
LIBRARIAN I 1 1 1
LIBRARIAN II 1 1 1
LIBRARY ASSISTANT 1 1 1
LIBRARY CIRCULATION SUPERVISOR 1 1 1
LIBRARY DIRECTOR 1 1 1
LIBRARY NETWORK ADMINISTRATOR 1 1 1
LIBRARY NETWORK TECHNICIAN 1 1 1
LIBRARY PROGRAM COORDINATOR 1 1 1
LIBRARY TECHNICIAN I 3 4 4
LIBRARY TECHNICIAN II 6 6 6
LIEUTENANT 12 12 12
LITERACY PROGRAM COORDINATOR 1 1 1
MAINTENANCE SUPERVISOR 3 3 3
MAINTENANCE WORKER I 26 26 26
MAINTENANCE WORKER II 3 3 3
MAINTENANCE WORKER III 6 6 6
MANAGEMENT ANALYST I 7 7 7
MANAGEMENT ANALYST II 5 5 5
MARKETING & MEDIA SPECIALIST 1 1 1
MARKETING & PUBLIC RELATIONS SPECIALIST 1 1 1
MAYOR 1 1 1
NEIGHBORHOOD & CUSTOMER SERVICES MANAGER 1 1 1
NETWORK SYSTEMS ADMINISTRATOR 1 1 1
NPDES INSPECTOR I 2 2 2
NPDES INSPECTOR II 0 1 1
NPDES MANAGER 1 1 1
57 Packet Page. 109
Position Name 2024 2025 2026
OMBUDSPERSON 1 1 1
OPERATIONS & MAINTENANCE DIVISION MANAGER 1 1 1
PARK RANGER 3 3 3
PARKING ENFORCEMENT OFFICER 7 7 7
PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 1 1 1
PARKS MAINTENANCE WORKER II 2 2 2
PAYROLL SUPERVISOR 1 1 1
PAYROLL TECHNICIAN 1 1 1
PERMIT SERVICES SUPERVISOR 1 1 1
PLANNING AIDE 2 2 2
PLANS EXAMINER I 1 1 1
PLANS EXAMINER II 1 1 1
PLUMBER 1 1 1
POLICE CAPTAIN 3 3 3
POLICE DISPATCH MANAGER 0 1 1
POLICE DISPATCH SUPERVISOR 4 5 5
POLICE DISPATCHER I 13 13 13
POLICE DISPATCHER II 16 16 16
POLICE FLEET MAINTENANCE EXPEDITOR 1 1 1
POLICE OFFICER 201 201 201
POLICE PERSONNEL AND TRAINING TECHNICIAN 2 2 2
POLICE RECORDS MANAGER 0 1 1
POLICE RECORDS SUPERVISOR 3 3 3
POLICE RECORDS TECHNICIAN I 16 16 16
POLICE RECORDS TECHNICIAN II 11 11 11
POLICE RECORDS TECHNICIAN II (GENERAL FUND) 0 1 1
POLICE RECORDS TECHNICIAN II (GRANT FUNDED) 3 2 0
POOL MAINTENANCE COORDINATOR 1 1 1
PRINCIPAL ACCOUNTANT 1 1 1
PRINCIPAL CIVIL ENGINEER 1 1 1
PRINCIPAL PLANNER 1 1 1
PROCUREMENT CONTRACT SPECIALIST 1 1 1
PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS 1 1 1 PROPERTY & EVIDENCE SUPERVISOR 1 1 1
PROPERTY & EVIDENCE TECHNICIAN I 1 1 1
PROPERTY & EVIDENCE TECHNICIAN II 1 1 1
PUBLIC INFORMATION OFFICER 1 1 1
PUBLIC WORKS INSPECTOR I 1 1 1
PUBLIC WORKS INSPECTOR II 3 3 3
PUBLIC WORKS SAFETY & TRAINING OFFICER 1 1 1
PURCHASING DIVISION MANAGER 1 1 1
RANGE MASTER 0 1 1
REAL PROPERTY MANAGER 2 2 2
RECORDS MANAGEMENT SPECIALIST 3 3 3
REGISTERED VET TECHNICIAN 4 4 4
SENIOR ANIMAL SERVICES REPRESENTATIVE 13 13 13
SENIOR ARBORIST 1 1 1
SENIOR CUSTOMER SERVICE REPRESENTATIVE 6 6 6
SENIOR GIS ANALYST 1 1 1
SENIOR HUMAN RESOURCES TECHNICIAN 1 1 1
SENIOR IT ANALYST 3 3 3
SENIOR IT TECHNICIAN 1 1 1
SENIOR MANAGEMENT ANALYST 8 8 8
SENIOR NETWORK SYSTEMS ADMINISTRATOR 1 1 1
SENIOR OFFICE ASSISTANT 6 7 7
SENIOR PLANNER 3 3 3
SERGEANT 44 44 44
SHELTER VETERINARIAN 2 2 2
SOLID WASTE FIELD INSPECTOR 1 1 1
STATION MANAGER 1 1 1
SUPERVISING HUMAN RESOURCES ANALYST 4 4 4
58 Packet Page. 110
Position Name 2024 2025 2026
SUPERVISOR PARK RANGER 1 1 1
TECHNOLOGY LIBRARIAN 1 1 1
TRAFFIC ENGINEER 1 1 1
TRAFFIC ENGINEERING ASSOCIATE 2 2 2
TRAFFIC SIGNAL & LIGHTING SUPERVISOR 1 1 1
TRAFFIC SIGNAL TECHNICIAN I 1 1 1
TRAFFIC SIGNAL TECHNICIAN II 2 2 2
TRAFFIC SIGNAL TECHNICIAN III 1 1 1
TREASURY MANAGER 1 1 1
VETERINARY ASSISTANT 4 4 4
ALLOCATED FTE COUNT 936 950 944
59 Packet Page. 111
Citywide Full-Time Equivalent (FTE) by Department
Personnel Detail
Citywide Personnel Full-Time Equivalent (FTE) Count
60 Packet Page. 112
Animal Services
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ANIMAL CONTROL OFFICER I 4 4 4
ANIMAL CONTROL OFFICER II 2 2 2
ANIMAL SERVICES MANAGER 2 2 2
ANIMAL SERVICES REPRESENTATIVE 2 2 2
ANIMAL SERVICES REPRESENTATIVE (GENERAL FUND) 0 2 2
ANIMAL SERVICES REPRESENTATIVE (GRANT FUNDED) 2 0 0
ANIMAL SERVICES SUPERVISOR 5 5 5
ANIMAL SHELTER ATTENDANT 16 16 16
ANIMAL SHELTER ATTENDANT (GENERAL FUND) 0 4 4
ANIMAL SHELTER ATTENDANT (GRANT FUNDED) 4 0 0
COMMUNITY SERVICES PROGRAM COORDINATOR 7 7 7
DEPUTY DIRECTOR OF ANIMAL SERVICES 1 1 1
DIRECTOR OF ANIMAL SERVICES 1 1 1
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
LEAD ANIMAL CONTROL OFFICER 1 1 1
REGISTERED VET TECHNICIAN 4 4 4
SENIOR ANIMAL SERVICES REPRESENTATIVE 13 13 13
SHELTER VETERINARIAN 2 2 2
VETERINARY ASSISTANT 4 4 4
ALLOCATED FTE COUNT 71 71 71
City Clerk
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
CHIEF DEPUTY CITY CLERK 1 1 1
CITY CLERK 1 1 1
CUSTOMER SERVICE REPRESENTATIVE 1 1 1
DEPUTY CITY CLERK I 2 2 2
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
RECORDS MANAGEMENT SPECIALIST 3 3 3
ALLOCATED FTE COUNT 9 9 9
61 Packet Page. 113
City Manager
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 0 1 1
ASSISTANT CITY MANAGER 1 1 1
ASSISTANT TO THE CITY MANAGER 1 1 1
AUDITOR l 1 1 1
AUDITOR ll 1 1 1
CITY MANAGER 1 1 1
DEPUTY CITY MANAGER 2 2 2
EXECUTIVE ASSISTANT 1 1 1
GRANT DIVISION MANAGER 1 1 1
GRANTS ASSISTANT (GENERAL FUND) 0 2 2
GRANTS ASSISTANT (GRANT FUNDED) 2 0 0
GRANTS WRITER 1 1 1
LEGISLATIVE & GOVERNMENTAL AFFAIRS MANAGER 1 1 1
MANAGEMENT ANALYST II 3 3 3
MARKETING & MEDIA SPECIALIST 1 1 1
PUBLIC INFORMATION OFFICER 1 1 1
SENIOR MANAGEMENT ANALYST 3 3 3
SENIOR OFFICE ASSISTANT 1 1 1
ALLOCATED FTE COUNT 22 23 23
Community Development & Housing
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ACCOUNTING TECHNICIAN II 1 1 1
ADMINISTRATIVE ASSISTANT 3 3 3
ASSISTANT BUILDING OFFICIAL 1 1 1
ASSISTANT PLANNER 2 2 2
ASSOCIATE PLANNER 4 4 4
BUILDING INSPECTOR I 3 3 3
BUILDING OFFICIAL 1 1 1
CITY PLANNER 1 1 1
CODE ENFORCEMENT DIVISION MANAGER 1 1 1
CODE ENFORCEMENT OFFICER I 8 8 8
CODE ENFORCEMENT OFFICER II 10 10 10
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 1 1 1 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)/HOUSING PROGRAM ASSISTANT 1 1 1 COMMUNITY DEVELOPMENT TECHNICIAN 4 6 6
CUSTOMER SERVICE REPRESENTATIVE 3 3 3
DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS 1 1 1
DIRECTOR OF COMMUNITY DEVELOPMENT AND HOUSING 1 1 1
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
GRANTS ASSISTANT 1 1 1
HOMELESS SERVICES ASSISTANT 1 1 1
HOMELESS SERVICES COORDINATOR 1 1 1
HOMELESS SOLUTIONS MANAGER 1 1 1
HOUSING COMPLIANCE SPECIALIST 1 1 1
HOUSING DIVISION MANAGER 1 1 1
LEAD BUILDING INSPECTOR 1 1 1
LEAD CODE ENFORCEMENT OFFICER 2 2 2
MANAGEMENT ANALYST I 1 1 1
MANAGEMENT ANALYST II 1 1 1
62 Packet Page. 114
Position Name FY2024 FY2025 FY2026
OMBUDSPERSON 1 1 1
PERMIT SERVICES SUPERVISOR 1 1 1
PLANNING AIDE 2 2 2
PLANS EXAMINER I 1 1 1
PLANS EXAMINER II 1 1 1
PRINCIPAL ACCOUNTANT 1 1 1
PRINCIPAL PLANNER 1 1 1
PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS 1 1 1 SENIOR CUSTOMER SERVICE REPRESENTATIVE 2 2 2
SENIOR MANAGEMENT ANALYST 2 2 2
SENIOR PLANNER 3 3 3
ALLOCATED FTE COUNT 74 76 76
Economic Development
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 1 1 1
ASSESSMENT DISTRICT/REAL PROPERTY SPECIALIST 1 1 1
DEPUTY DIRECTOR OF ECONOMIC DEVELOPMENT 1 1 1
DIRECTOR OF ECONOMIC DEVELOPMENT 1 1 1
ECONOMIC DEVELOPMENT DIVISION MANAGER 1 1 1
ECONOMIC DEVELOPMENT MANAGER 3 3 3
ECONOMIC DEVELOPMENT PROJECT MANAGER 1 1 1
ECONOMIC DEVELOPMENT SPECIALIST 1 1 1
REAL PROPERTY MANAGER 2 2 2
ALLOCATED FTE COUNT 12 12 12
Finance & Management Services
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ACCOUNTANT II 1 1 1
ACCOUNTANT II - PAYROLL 1 1 1
ACCOUNTANT III 1 1 1
ACCOUNTING DIVISION MANAGER 1 1 1
ACCOUNTING TECHNICIAN II 1 1 1
ACCOUNTING TECHNICIAN III 3 4 4
BUDGET DIVISION MANAGER 1 1 1
BUSINESS REGISTRATION INSPECTOR 6 6 6
BUSINESS REGISTRATION MANAGER 1 1 1
BUSINESS REGISTRATION REPRESENTATIVE I 2 2 2
BUYER 1 1 1
DEPUTY DIRECTOR OF FINANCE & MANAGEMENT SERVICES 1 2 2
DIRECTOR OF FINANCE & MANAGEMENT SERVICES 1 0 0
DISADVANTAGED BUSINESS ENTERPRISE SPECIALIST 1 1 1
ENTERPRISE RESOURCE PLAN (ERP) PROJECT MANAGER 1 0 0
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
MANAGEMENT ANALYST II 1 1 1
PAYROLL SUPERVISOR 1 1 1
PAYROLL TECHNICIAN 1 1 1
PROCUREMENT CONTRACT SPECIALIST 1 1 1
PURCHASING DIVISION MANAGER 1 1 1
SENIOR MANAGEMENT ANALYST 1 1 1
TREASURY MANAGER 1 1 1
ALLOCATED FTE COUNT 31 31 31
63 Packet Page. 115
General Government
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
COMMUNITY INTERVENTION PROGRAM MANAGER 1 1 1
NEIGHBORHOOD & CUSTOMER SERVICES MANAGER 1 1 1
SENIOR CUSTOMER SERVICE REPRESENTATIVE 4 4 4
ALLOCATED FTE COUNT 6 6 6
Human Resources & Risk Management
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
DEPUTY DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1 1 1 DIRECTOR OF HUMAN RESOURCES & RISK MANAGEMENT 1 1 1
DIVERSITY, EQUITY & INCLUSION OFFICER 1 1 1
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
HUMAN RESOURCES ANALYST I 3 3 3
HUMAN RESOURCES ANALYST I (GENERAL FUND) 0 1 1
HUMAN RESOURCES ANALYST I (GRANT FUNDED) 1 0 0
HUMAN RESOURCES ANALYST II 4 4 4
SENIOR HUMAN RESOURCES TECHNICIAN 1 1 1
SENIOR OFFICE ASSISTANT 0 1 1
SUPERVISING HUMAN RESOURCES ANALYST 4 4 4
ALLOCATED FTE COUNT 17 18 18
Information Technology
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 1 1 1
DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY 1 1 1
DIRECTOR OF INFORMATION TECHNOLOGY 1 1 1
ENTERPRISE RESOURCE PLAN (ERP) PROJECT MANAGER 0 1 1
GIS ADMINISTRATOR 1 1 1
INFORMATION TECHNOLOGY ANALYST II 2 2 2
INFORMATION TECHNOLOGY MANAGER 2 2 2
LIBRARY NETWORK ADMINISTRATOR 1 1 1
LIBRARY NETWORK TECHNICIAN 1 1 1
NETWORK SYSTEMS ADMINISTRATOR 1 1 1
SENIOR GIS ANALYST 1 1 1
SENIOR IT ANALYST 3 3 3
SENIOR IT TECHNICIAN 1 1 1
SENIOR NETWORK SYSTEMS ADMINISTRATOR 1 1 1
STATION MANAGER 1 1 1
ALLOCATED FTE COUNT 18 19 19
64 Packet Page. 116
Legal Services
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
LEGAL ADMINISTRATIVE ASSISTANT 1 1 1
ALLOCATED FTE COUNT 1 1 1
Library
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ASSISTANT LITERACY PROGRAM COORDINATOR 1 1 1
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
LIBRARIAN I 1 1 1
LIBRARIAN II 1 1 1
LIBRARY ASSISTANT 1 1 1
LIBRARY CIRCULATION SUPERVISOR 1 1 1
LIBRARY DIRECTOR 1 1 1
LIBRARY PROGRAM COORDINATOR 1 1 1
LIBRARY TECHNICIAN I 3 4 4
LIBRARY TECHNICIAN II 6 6 6
LITERACY PROGRAM COORDINATOR 1 1 1
MANAGEMENT ANALYST I 1 1 1
TECHNOLOGY LIBRARIAN 1 1 1
ALLOCATED FTE COUNT 20 21 21
Mayor & City Council Office
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 0 2 2
ADMINISTRATIVE ASSISTANT TO CITY COUNCIL 1 1 1
CITY COUNCIL 7 7 7
COUNCIL ADMINISTRATIVE SUPERVISOR 1 1 1
EXECUTIVE ASSISTANT TO MAYOR 1 1 1
MAYOR 1 1 1
ALLOCATED FTE COUNT 11 13 13
65 Packet Page. 117
Parks, Recreation & Community Services
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ADMINISTRATIVE ASSISTANT 2 2 2
COMMUNITY RECREATION MANAGER 3 3 3
COMMUNITY RECREATION PROGRAM SUPERVISOR 5 5 5
COMMUNITY SERVICES PROGRAM COORDINATOR 9 9 9
COMMUNITY SERVICES PROGRAM COORDINATOR (GENERAL FUND) 2 4 4 COMMUNITY SERVICES PROGRAM COORDINATOR (GRANT FUNDED) 2 0 0 DEPUTY DIRECTOR OF PARKS, RECREATION & COMMUNITY SERVICES 1 1 1 DIRECTOR OF PARKS, RECREATION & COMMUNITY SERVICES 1 1 1 EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
FOOD SERVICE SUPERVISOR 1 1 1
MANAGEMENT ANALYST I 2 2 2
ALLOCATED FTE COUNT 29 29 29
Police
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ACCOUNTING TECHNICIAN I 4 4 4
ADMINISTRATIVE ASSISTANT 1 1 1
ASSISTANT CHIEF OF POLICE 1 1 1
CHIEF OF POLICE 1 1 1
COMMUNITY SERVICES OFFICER 38 38 38
COMMUNITY SERVICES OFFICER (GENERAL FUND) 0 2 2
COMMUNITY SERVICES OFFICER (GRANT FUNDED) 6 4 0
CRIME ANALYST 4 4 4
CRIMINAL INVESTIGATION OFFICER 10 10 10
DETECTIVE/CORPORAL 45 45 45
EXECUTIVE ASSISTANT 2 2 2
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
FORENSICS SPECIALIST I 1 1 1
FORENSICS SPECIALIST II 8 8 8
FORENSICS SUPERVISOR 1 1 1
LIEUTENANT 12 12 12
MANAGEMENT ANALYST I 2 2 2
MARKETING & PUBLIC RELATIONS SPECIALIST 1 1 1
PARK RANGER 3 3 3
PARKING ENFORCEMENT OFFICER 7 7 7
POLICE CAPTAIN 3 3 3
POLICE DISPATCH MANAGER 0 1 1
POLICE DISPATCH SUPERVISOR 4 5 5
POLICE DISPATCHER I 13 13 13
POLICE DISPATCHER II 16 16 16
POLICE FLEET MAINTENANCE EXPEDITOR 1 1 1
POLICE OFFICER 201 201 201
POLICE PERSONNEL AND TRAINING TECHNICIAN 2 2 2
POLICE RECORDS MANAGER 0 1 1
POLICE RECORDS SUPERVISOR 3 3 3
POLICE RECORDS TECHNICIAN I 16 16 16
POLICE RECORDS TECHNICIAN II 11 11 11
POLICE RECORDS TECHNICIAN II (GENERAL FUND) 0 1 1
POLICE RECORDS TECHNICIAN II (GRANT FUNDED) 3 2 0
PROPERTY & EVIDENCE SUPERVISOR 1 1 1
66 Packet Page. 118
Position Name FY2024 FY2025 FY2026
PROPERTY & EVIDENCE TECHNICIAN I 1 1 1
PROPERTY & EVIDENCE TECHNICIAN II 1 1 1
RANGE MASTER 0 1 1
SENIOR MANAGEMENT ANALYST 1 1 1
SENIOR OFFICE ASSISTANT 4 4 4
SERGEANT 44 44 44
SUPERVISOR PARK RANGER 1 1 1
ALLOCATED FTE COUNT 474 478 472
Public Works
Position Name FY2024 FY2025 FY2026
Allocated FTE Count
ACCOUNTING TECHNICIAN II 2 2 2
ADMINISTRATIVE ASSISTANT 2 2 2
ADMINISTRATIVE SERVICES SUPERVISOR 2 2 2
ARBORIST 1 1 1
CAPITAL IMPROVEMENT PROJECT MANAGER 1 1 1
CEMETERY CARETAKER 1 1 1
CIVIL ENGINEERING DIVISION MANAGER 1 1 1
CONSTRUCTION MANAGER 1 1 1
CUSTODIAL SUPERVISOR 1 1 1
CUSTODIAN 8 8 8
DEPUTY DIRECTOR OF OPERATIONS 1 1 1
DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER 1 1 1
DIRECTOR OF PUBLIC WORKS, OPERATIONS AND MAINTENANCE 1 1 1 ELECTRICIAN I 1 1 1
ENGINEERING ASSISTANT II 6 6 6
ENGINEERING ASSISTANT III 1 1 1
ENGINEERING ASSOCIATE 1 1 1
ENGINEERING PROJECT MANAGER 4 4 4
ENGINEERING TECHNICIAN 2 3 3
ENVIRONMENTAL PROGRAMS COORDINATOR 1 1 1
EQUIPMENT MAINTENANCE SUPERVISOR 1 1 1
EQUIPMENT MECHANIC I 1 1 1
EQUIPMENT MECHANIC II 6 6 6
EQUIPMENT SERVICE WORKER 2 2 2
EXECUTIVE ASSISTANT 1 1 1
EXECUTIVE ASSISTANT TO DIRECTOR 1 1 1
FACILITIES & FLEET MAINTENANCE DIVISION MANAGER 1 1 1
FACILITIES MAINTENANCE MECHANIC 4 4 4
FACILITIES MAINTENANCE SUPERVISOR 1 1 1
FORESTRY SUPERVISOR 1 1 1
GROUNDWORKER ARBORIST 2 2 2
HVAC MECHANIC 1 1 1
LAND DEVELOPMENT ENGINEER 1 1 1
LANDSCAPE & IRRIGATION INSPECTOR II 4 4 4
LEAD CUSTODIAN 1 1 1
LEAD EQUIPMENT MECHANIC 1 1 1
LEAD MAINTENANCE WORKER 6 6 6
LEAD PARKS CONSTRUCTION & MAINTENANCE WORKER 1 1 1
MAINTENANCE SUPERVISOR 3 3 3
MAINTENANCE WORKER I 26 26 26
MAINTENANCE WORKER II 3 3 3
MAINTENANCE WORKER III 6 6 6
MANAGEMENT ANALYST I 1 1 1
NPDES INSPECTOR I 2 2 2
NPDES INSPECTOR II 0 1 1
67 Packet Page. 119
Position Name FY2024 FY2025 FY2026
NPDES MANAGER 1 1 1
OPERATIONS & MAINTENANCE DIVISION MANAGER 1 1 1
PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 1 1 1
PARKS MAINTENANCE WORKER II 2 2 2
PLUMBER 1 1 1
POOL MAINTENANCE COORDINATOR 1 1 1
PRINCIPAL CIVIL ENGINEER 1 1 1
PUBLIC WORKS INSPECTOR I 1 1 1
PUBLIC WORKS INSPECTOR II 3 3 3
PUBLIC WORKS SAFETY & TRAINING OFFICER 1 1 1
SENIOR ARBORIST 1 1 1
SENIOR MANAGEMENT ANALYST 1 1 1
SENIOR OFFICE ASSISTANT 1 1 1
SOLID WASTE FIELD INSPECTOR 1 1 1
TRAFFIC ENGINEER 1 1 1
TRAFFIC ENGINEERING ASSOCIATE 2 2 2
TRAFFIC SIGNAL & LIGHTING SUPERVISOR 1 1 1
TRAFFIC SIGNAL TECHNICIAN I 1 1 1
TRAFFIC SIGNAL TECHNICIAN II 2 2 2
TRAFFIC SIGNAL TECHNICIAN III 1 1 1
ALLOCATED FTE COUNT 141 143 143
68 Packet Page. 120
Mayor Overview
The Mayor's Office strives to provide visionary leadership, proactive governance, and effective communication to promote the well-being of the citizens of San Bernardino. We are committed to fostering economic development, community engagement, and collaboration at every level to make our city a better place to live, work, and thrive. Led by the Mayor, this Department plays a pivotal role in steering the city's vision and priorities to enhance the quality of life for our residents and drive sustainable growth.

The Mayor’s Office serves as the lead in establishing and fostering relationships in support of the City of San Bernardino’s Mayor and City Council vision and key strategic goals. The Department functions through one Division: Administration, which provides support to the Mayor in her role as the chief spokesperson for the City. Administration is responsible for the implementation of the daily operations for the office. The program covers the cost of the staff, supplies, and resources needed to oversee and implement strategic, effective and efficient policy and action aligned with the adopted vision, goals, and priorities. The major components of this program include: Community Outreach and Engagement, Growing Economic Value, Improving Quality of Life, Forming and Maintaining Partnerships.

City Council Overview
The City Council Department provides support to elected City Council members. The resources to conduct City Council business such as memberships, conference and travel expenses, general supplies as well as the costs related to administrative support are budgeted here.

Under the council-manager form of government, established pursuant to the San Bernardino City Charter section 200, the Mayor and City Council, acting as the legislative body, are responsible for the legislative functions of the city including establishing policies and priorities based on information provided by staff, advisory boards and commissions, and the community.

City Council develops an overall vision and mission; approving the annual spending plan; providing for the exercise and performance of all duties and obligations imposed on the city by state and federal laws; and implementing policy through staff under the direction of the appointed city manager.

City Council members are elected by ward by the voters within that ward for terms of four years, with terms staggered between the wards pursuant to the San Bernardino Municipal Code.

MAYOR & CITY COUNCIL
69 Packet Page. 121
Organizational Chart - Mayor & City Council
70 Packet Page. 122
Mayor's Office
Community Outreach and Engagement
Using social media, email campaigns, videography, newsletters, and community meeting attendance the Mayor and office staff engage citizens, inform residents of municipal government business, and promote pride in the City.

Additionally, the office coordinates and hosts the Annual State of the City. This event is an opportunity for citizens to meet and interact with elected officials, city staff, and other residents; celebrate the City, and come together as a community.

Growing Economic Value
To enhance economic value, the office highlights and encourages patronage of local businesses, and continually seeks to bring new job opportunities to the city by forming partnership with developers and inviting new businesses to make San Bernardino their home. The office also works to create, foster, and support partnerships and programs that cultivate a culture of learning and opportunity for San Bernardino residents.

Forming and Maintaining Partnership
By serving on a variety of boards, the Mayor is able to advocate for the needs of the City and develop relationships that can benefit the City of San Bernardino.

Regional Boards
The Mayor’s participation in regional boards covers areas such as transportation, economic development, and construction associated with those activities. Many of these boards involve transit that connect San Bernardino residents to places of employment, retail, entertainment, and recreation within the City, the Inland Empire, and the Southern California region, which results in increased economic development opportunities and a more sustainable City. The Mayor serves on the following:

OmniTrans
OmniTrans is the public transit agency serving the San Bernardino Valley, providing safe, reliable, affordable, friendly, and environmentally responsible transportation. The Mayor’s participation on the board gives a voice to the constituents of San Bernardino. In San Bernardino, OmniTrans is a partner in the Downtown San Bernardino Passenger Rail Project and is responsible for the Transit Center, which establishes San Bernardino as a destination and an epicenter for economic development and growth, and the SBX, which provides rapid transit for students, residents, and visitors of San Bernardino.

San Bernardino County Transportation Authority
SBCTA is responsible for cooperative regional planning and furthering an efficient multi-modal transportation system countywide. The SBCTA administers Measure I, the half-cent transportation sales tax approved by county voters in 1989, and supports freeway construction projects, regional and local road improvements, train and bus transportation, railroad crossings, call boxes, ride-sharing, congestion management efforts, and longterm planning studies. In San Bernardino, SBCTA is a partner for the Downtown San Bernardino Passenger Rail Project and is responsible for improvements to the I-215 Tippecanoe Interchange, Palm Avenue, and to the Muscoy Bridge Retrofit.

Inland Valley Development Agency
IVDA serves as the Local Reuse Authority to achieve successful implementation of the effective reuse of the former Norton Air Force Base. This includes support for a public airport and various lands and buildings. During its annual review, the agency found that the 14,000-acre area of the former base now employs 10,780 people and is responsible for an economic output of $1.9 billion, surpassing the totals lost when the base closed in 1994. The agency, in partnership with SBIAA also hosts the SBD Air Fest annually, attracting thousands of attendees.
71 Packet Page. 123
San Bernardino International Airport Authority
San Bernardino International Airport Authority (SBIAA) is a regional joint powers authority created by and through State Legislation to serve as the owner, developer, and operator of the aeronautical portions of the former Norton Air Force Base, now known as the San Bernardino International Airport. The Authority’s efforts are focused on strengthening our community and region by promoting aviation activities and business opportunities, improving the infrastructure, landscape, and aesthetics of the airport, and promoting the safe and efficient movement of people and goods throughout the Southern California region. In 2016, SBIAA approved a Memorandum of Agreement with the International Trade Administration on a variety of initiatives to increase international trade, business investment awareness, and promote programs that will benefit local businesses.

Goals for the Mayor's office
Economic Development: Promote economic growth, job creation, and attract new businesses to stimulate the local economy.

Public Safety: Support public safety through community policing, investing in law enforcement, and developing effective crime prevention strategies.

Community Engagement: Foster a sense of community by actively involving residents in decisionmaking processes and addressing their concerns.

Infrastructure Improvement: Invest in infrastructure projects, such as road maintenance, public transportation, and utilities, to ensure the City's functionality and attractiveness.

Affordable Housing: Work to increase the availability of affordable housing options for residents.

Education and Youth Development: Support initiatives that improve educational opportunities and provide positive activities for the City's youth.

Environmental Sustainability: Support the implementation of eco-friendly policies, such as waste reduction, clean energy initiatives, and green spaces development.

Homelessness and Housing Crisis: Address homelessness by offering shelter, supportive services, and advocating for affordable housing solutions.

Civic Engagement: Encourage civic participation, voter turnout, and engagement in local politics and public affairs.

Economic Equity: Promote policies and programs that reduce income inequality and ensure that all residents have equal access to opportunities and services.

Crisis Response and Preparedness: Establish effective crisis response plans and strategies to ensure the safety and resilience of the community during emergencies.

Transparency and Accountability: Promote transparent governance practices and accountability in decision-making processes.

Tourism and Cultural Promotion: Boost tourism and cultural events to enhance the City's identity and economic development.

Technology and Innovation: Support the invest in technology and innovation to improve City services, digital infrastructure, and data-driven decision-making.

Public Health and Well-being: Focus on public health initiatives, healthcare access, and wellness programs to improve residents' quality of life.

Collaboration with Stakeholders: Forge partnerships with local organizations, businesses, and neighboring cities to address shared challenges and opportunities.

Financial Responsibility: Ensure fiscal responsibility by maintaining balanced budgets and seeking cost-effective solutions.

Diversity and Inclusion: Promote diversity and inclusivity by embracing and celebrating the City's multicultural population.

Quality of Life: Enhance the overall quality of life for residents by improving parks, recreational facilities, and cultural amenities.

Long-Term Planning: Develop and implement long-term strategic plans for the City's sustainable growth and development.
72 Packet Page. 124
Mayor - Expenses by Type
y
Expenses  Mayor
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 100.0K
200.0K
300.0K
400.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small 
    
Mayor - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $363,223 $306,227 $308,962 $231,438 $403,756 $425,651 GENERAL TOTAL $363,223 $306,227 $308,962 $231,438 $403,756 $425,651 GOVERNMENTAL TOTAL $363,223 $306,227 $308,962 $231,438 $403,756 $425,651 TOTAL $363,223 $306,227 $308,962 $231,438 $403,756 $425,651 73 Packet Page. 125
City Council - Expenses by Type
y
Expenses  City Council
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 1.0M
250.0K
500.0K
750.0K

1.3M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small 
    
City Council - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General $832,799 $1,015,993 $1,092,321 $967,233 $1,243,619 $1,300,847 GOVERNMENTAL TOTAL $832,799 $1,015,993 $1,092,321 $967,233 $1,243,619 $1,300,847 TOTAL $832,799 $1,015,993 $1,092,321 $967,233 $1,243,619 $1,300,847 74 Packet Page. 126
Department Overview Divisions
The Mayor and City Council voted to
establish Animal Services as its own department
on December 4, 2019.

The Animal Services department cares for all lost,
abandoned, injured, and seized animals in the
city’s shelter until they can be returned to their
owners or adopted by a member of the public. The
department comprises three units: Administration,
Field Services, and Shelter Services.

Administration
Field Services
Regional Partnership
Shelter Services

ANIMAL SERVICES
75 Packet Page. 127
Organizational Chart - Animal Services
76 Packet Page. 128
Performance Measures for Strategic Goals & Priorities
77 Packet Page. 129
What did Animal Services accomplish in Fiscal Year 2022/2023 & 2023/24?
The Department received $180,000 in grant funding from California for All Animals through UC Davis in Fiscal year 2022-2023. The grant funding was utilized to create positions for full-time Volunteer and Foster Coordinators in the Department. The new staff members have been able to build out their programs and engage the community. As of December 31 , 2023, the Department had 40 active regular volunteers and over 100 animals in foster care.

The save rate for dogs and cats is down from previous fiscal years. The combined save rate for dogs and cats for Fiscal Year 2022/2023 was 80% and 74% for the first six months of Fiscal Year 2023/2024.

The reduced save rate is due in part to an increase in impounds and increased average length of stay from previous years. Large dogs have a harder time finding placement because of outside factors, including breed restrictions in the insurance industry, housing restrictions on breed and size of dogs permitted, as well as the additional economic pressures on pet owners due to inflation and lack of access to veterinary care.

The Department was awarded $125,000 in grant funding from California for All Animals through UC Davis in December 2023. The grant funding will be utilized to issue vouchers to the community that can be redeemed at participating veterinary clinics throughout the region for treatment, including spay and neuter services, wellness visits, and other crucial veterinary services up to $500.00. We are hoping this program helps the community in receiving much needed veterinary care for their pets, allowing them to keep their pets, and reducing the number of owner surrenders or unwanted pets at the shelter.

In December 2023, the Department received approval from the Mayor and City Council to establish a nonprofit organization specifically tasked with fundraising to support Programs and Services that would benefit people and animals in the community.
st
Animal Services - Revenue by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Transfers In
Transfers In
Transfers in $2,451,192 $2,558,622 $4,196,605 $0 $7,547,205 $8,535,050 TRANSFERS IN TOTAL $2,451,192 $2,558,622 $4,196,605 $0 $7,547,205 $8,535,050 TRANSFERS IN TOTAL $2,451,192 $2,558,622 $4,196,605 $0 $7,547,205 $8,535,050 Intergovernmental
Intergovernmental
Cont from other government $0 $0 $0 $0 $2,429,822 $2,627,393 Recoverable expense income (was 5945 in
Linus) $242,892 $730,736 $125,000 $125,000 $0 $0
Other Fin Source: Lease Proceeds $95,400 $62,692 $0 $0 $0 $0 Donations general $11,811 $6,953 $0 $7,622 $500 $500
INTERGOVERNMENTAL TOTAL $350,102 $800,380 $125,000 $132,622 $2,430,322 $2,627,893 INTERGOVERNMENTAL TOTAL $350,102 $800,380 $125,000 $132,622 $2,430,322 $2,627,893 Charges for services
78 Packet Page. 130
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Charges for services
Contracted Shelter Fee $1,650 $507,067 $0 $10,519 $15,000 $15,000 Microchip Identification Fee $38,835 $55,953 $31,000 $62,615 $50,000 $50,000 Vaccination Fee $30,317 $40,325 $36,000 $37,520 $36,000 $36,000 Boarding Fee $19,801 $14,400 $31,000 $12,031 $15,000 $15,000 Apprehension Fee $23,130 $18,750 $11,000 $13,422 $14,000 $14,000 Owner Release Fee $3,750 $1,295 $13,400 $2,485 $5,000 $5,000 Deceased Animal Disposals $3,635 $5,310 $0 $4,380 $3,000 $3,000 Field Service Fee $4,020 $2,580 $6,000 $960 $1,000 $1,000 Animal Alteration Fee $2,249 $0 $0 $1,500 $0 $0
Animal Adoption Fee $1,710 -$46,397 $53,000 -$31,148 $10,000 $10,000 CHARGES FOR SERVICES TOTAL $129,097 $599,283 $181,400 $114,284 $149,000 $149,000 CHARGES FOR SERVICES TOTAL $129,097 $599,283 $181,400 $114,284 $149,000 $149,000 Licenses & permits
Licenses & permits
Animal Licenses $144,986 $121,914 $210,000 $55,534 $200,000 $215,000 Miscellaneous Licenses & Permits $1,289 $2,354 $2,500 $4,078 $2,172 $2,324 LICENSES & PERMITS TOTAL $146,275 $124,268 $212,500 $59,612 $202,172 $217,324 LICENSES & PERMITS TOTAL $146,275 $124,268 $212,500 $59,612 $202,172 $217,324 Miscellaneous
Miscellaneous
Miscellaneous Receipts $43,592 $5,067 $2,500 $3,102 $5,000 $5,000 Shelter Donations $5,112 $5,636 $3,000 $2,493 $3,000 $3,000 Medical Donations $2,442 $1,132 $5,000 $2,250 $1,000 $1,000 Community Spay/Neuter Donations $1,739 $820 $2,000 $355 $1,000 $1,000 MISCELLANEOUS TOTAL $52,885 $12,655 $12,500 $8,201 $10,000 $10,000 MISCELLANEOUS TOTAL $52,885 $12,655 $12,500 $8,201 $10,000 $10,000 Fines and forfeitures
Fines and forfeitures
Animal License Penalty $8,450 $9,999 $13,500 $6,174 $5,000 $15,000 General Fine $1,430 $1,795 $5,200 $1,273 $2,965 $3,172
FINES AND FORFEITURES TOTAL $9,880 $11,794 $18,700 $7,447 $7,965 $18,172 FINES AND FORFEITURES TOTAL $9,880 $11,794 $18,700 $7,447 $7,965 $18,172 TOTAL $3,139,431 $4,107,001 $4,746,705 $322,166 $10,346,664 $11,557,439 Animal Services - Expenditures by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Personnel
Salaries $1,066,505 $1,420,295 $2,542,169 $1,455,234 $4,687,604 $5,414,878 Benefits $807,483 $959,530 $1,506,180 $1,018,688 $3,025,251 $3,224,196 PERSONNEL TOTAL $1,873,989 $2,379,825 $4,048,348 $2,473,922 $7,712,855 $8,639,074 Non-Personnel Expenses
Internal Service Charges $398,555 $484,685 $843,373 $827,648 $1,391,394 $1,502,784 Capital Outlay $85,280 $540,900 $817,756 $754,449 $680,805 $680,802 Contractual Services $264,011 $505,862 $1,013,508 $526,214 $349,171 $349,171 Maintenance and Operations $218,456 $264,158 $555,064 $275,057 $374,993 $379,993 Debt Service $31,629 $53,223 $0 $0 $0 $0
Credit/billables $0 $0 $0 $483 $0 $0
NON-PERSONNEL EXPENSES TOTAL $997,932 $1,848,828 $3,229,700 $2,383,852 $2,796,363 $2,912,750 Expenses
Expenses $136,651 $66,009 $0 $0 $0 $0
EXPENSES TOTAL $136,651 $66,009 $0 $0 $0 $0
TOTAL $3,008,571 $4,294,662 $7,278,049 $4,857,774 $10,509,218 $11,551,824 79 Packet Page. 131
Animal Services - Expenditures by Type
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80 Packet Page. 132
Division Overview
The Division supports the Department through leadership and guidance for the team, ensuring staff has the tools, training and knowledge to perform their jobs and align with current animal welfare industry standards.

The Division conducts all Animal Welfare Commission meetings to gather community input and feedback on the programs and services offered by the Department.

The Division applies for grant funding to support the Department's mission and monitors all expenses and projects, ensuring fiscal responsibility and sustainability. Staff maintains relationships with other City departments and agencies, builds trust with our partners and colleagues in the region.

ADMINISTRATION

ANIMAL SERVICES
81 Packet Page. 133
Administration - Expenses by Type
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Animal Services $2,125,879 $2,606,980 $3,797,845 $2,724,344 $4,672,088 $5,370,001 Federal Grant Programs $242,892 $683,996 $1,227,030 $976,981 $0 $0 SPECIAL REVENUE TOTAL $2,368,771 $3,290,976 $5,024,876 $3,701,325 $4,672,088 $5,370,001 GOVERNMENTAL TOTAL $2,368,771 $3,290,976 $5,024,876 $3,701,325 $4,672,088 $5,370,001 TOTAL $2,368,771 $3,290,976 $5,024,876 $3,701,325 $4,672,088 $5,370,001 82 Packet Page. 134
Division Overview
The Field Services Division includes the Animal Control Officers. Officers respond to calls for service throughout the City of San Bernardino, impounding stray, injured and sick animals as well as enforcing the City ordinances.

Officers are on call 24 hours a day, ready to assist with the City’s animal control needs. Calls for help with animals can come in from the public, law enforcement, or other agencies. Officers impound stray animals, transporting injured or sick animals to a contracted veterinarian for treatment. They document animal bites, impose rabies quarantine on animals, conduct animal cruelty investigations and respond to nuisance animal complaints.

Enforcement of animal related ordinances, issuing dog licenses; kennel/cattery licenses; circus, aviary, pet store, and groomers licenses in the City are all also the responsibility of the City's Animal Control Officers. They work with residents to bring them into compliance with ordinances, issuing warnings or citations when necessary. Officers prepare court documents and appear in court on behalf of the City for violations to the City Ordinances, and assist with emergency planning and response.

As the public face of the department, Animal Control Officers participate in community service events, educate residents on the proper care of animals, speak at schools, and community events to educate on the importance of vaccinations, spay and neuter, and licensing pets.

Licensing Services
Dog licensing is required by the city of San Bernardino ordinance and state law. Animal Services offers residents the option of a one, two, or three-year license for each of their dogs with proof of a valid Rabies Vaccination Certificate and certificate of spay or neuter.

License renewal notices are sent out monthly to City residents to remind them that their pet’s license needs to be renewed.

Licenses can be purchased through the mail, in person at the shelter, or online through the website.

FIELD SERVICES

ANIMAL SERVICES
83 Packet Page. 135
Field Services - Expenses by Type
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Field Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Animal Services $626,984 $752,384 $1,191,169 $803,332 $959,219 $1,068,504 SPECIAL REVENUE TOTAL $626,984 $752,384 $1,191,169 $803,332 $959,219 $1,068,504 GOVERNMENTAL TOTAL $626,984 $752,384 $1,191,169 $803,332 $959,219 $1,068,504 TOTAL $626,984 $752,384 $1,191,169 $803,332 $959,219 $1,068,504 84 Packet Page. 136
Division Overview
In the Spring of 2024, the Department entered into regional partnerships for shelter services with cities of Colton, Fontana, and Rialto. The City will begin providing services to these cities July 1, 2024. The City has existing partnership agreements with Grand Terrace and Loma Linda; however, with the addition of the three large cities, the number of animals cared for by the shelteris expected to double. In order to accommodate the influx of animals, the Mayor and City Council approved significant site improvements as well as additional staffing for the department. This partnership will stabilize animal services in our region and provide additional partners to build a new shelter in the future. The Department also received approval to establish a California Nonprofit Benefit Corporation to actively raise funds for programming and services at the shelter as well as launch a capital campaign to fund the building of the replacement shelter, reducing the strain on the City’s general fund.

REGIONAL PARTNERSHIP

ANIMAL SERVICES
85 Packet Page. 137
Regional Partnership - Expenses by Type
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Expenses  Animal Services  Program 
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Regional Partnership - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Animal Services $0 $0 $0 $0 $4,565,609 $4,968,319
SPECIAL REVENUE TOTAL $0 $0 $0 $0 $4,565,609 $4,968,319 GOVERNMENTAL TOTAL $0 $0 $0 $0 $4,565,609 $4,968,319
TOTAL $0 $0 $0 $0 $4,565,609 $4,968,319
86 Packet Page. 138
Division Overview
Shelter Services ensures that all animals receive immediate care and health assessment upon impound at the City’s shelter. Every dog and cat is vaccinated, receives flea and tick treatment and is given a medical assessment. If staff determines additional medical attention or treatment is necessary, the animal is transported to the contracted City veterinarian for further diagnosis and treatment.

Photographs are taken and placed on petharbor.com to allow identification of privately owned animals by their owners and to highlight pets available for adoption. During an animal’s stay at the shelter, attendants feed, clean and offer enrichment to the animals on a daily basis.

The customer service counters provide adoption services to the public and coordinate with pet rescues to help place animals with special needs. As part of the adoption and redemption process, every animal is micro-chipped as required by state law. Cats and dogs who arrive to the shelter unaltered are sent to the contracted City veterinarian for spay or neuter surgery before being released to their new or existing owner.

The Foster and Volunteer Program Coordinators work with the community for assistance with pets at the shelter. The Foster Coordinator recruits community members to care for at-risk pets in their homes, including underage, sick, or injured animals. Foster caretakers help these animals recover outside of the shelter and work to find placement for at-risk animals. The Volunteer Coordinator recruits community members to volunteer at the shelter, assisting staff with cleaning, feeding and enrichment for animals at the facility. Volunteers and fosters also attend events in the community and at the shelter, increasing outreach to City residents and their pets.

Additional shelter services include owner surrenders, micro-chipping for privately owned animals and assistance with reuniting lost and found animals with their owners. The Department also provides disposal services for deceased animals and will coordinate cremation services for deceased animals.

SHELTER SERVICES

ANIMAL SERVICES
87 Packet Page. 139
Shelter Services - Expenses by Type
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Shelter Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Animal Services $12,817 $16,901 $30,435 $3,719 $145,000 $145,000 SPECIAL REVENUE TOTAL $12,817 $16,901 $30,435 $3,719 $145,000 $145,000 GOVERNMENTAL TOTAL $12,817 $16,901 $30,435 $3,719 $145,000 $145,000 TOTAL $12,817 $16,901 $30,435 $3,719 $145,000 $145,000
88 Packet Page. 140
Department Overview Divisions
As of March 4, 2020, the City Clerk is a position
appointed by the Mayor and City Council. The City
Clerk manages four divisions with various tasks.

The City Clerk is the local official who administers
democratic processes such as elections, access to
city records, and all legislative actions ensuring
transparency to the public. The City Clerk acts as a
compliance officer for Federal, State, and local
statutes including the Maddy Act, the Political
Reform Act, the Brown Act, and the California
Public Records Act.

Administration
Elections
Passport Acceptance Facility (PAF)
Records Management

CITY CLERK
89 Packet Page. 141
Organizational Chart - City Clerk
90 Packet Page. 142
Performance Measures for Strategic Goals & Priorities
91 Packet Page. 143
What did the City Clerk's Office accomplish in Fiscal Year 2022/2023 & 2023/2024?
Implemented a new Agenda Management system that is cloud based, which provides greater access to staff, and allows for translation of the agenda into multiple languages. Citywide training to each department was provided by the City Clerk team.

Completed 68 social media posts for the City Clerk’s office (Facebook and Instagram) relating to MCC meetings, elections, public comments, voter registration, meeting cancellations and public hearings.

Implemented an online appointment system for Passports Services to allow 24-hour access for customers to book, cancel, and reschedule appointments.

Established a process and procedure for signature routing of all agreements and contracts through DocuSign and provided citywide training to staff.

Implemented web hosting for the Municipal Code to allow better access and user-friendly search features.

Implemented a new Public Records Request Management Software to increase customer service, accessibility, efficiency, and transparency in public records.

Completed the candidate filing nomination process in which over 30 appointments were held with potential candidates for the offices of Ward 3, Councilmember Ward 5, Councilmember Ward 6, and Councilmember Ward 7.

Initiated a city-wide records management needs assessment that is currently underway.

Established a new Records Retention Schedule that has been approved by the Mayor and City Council.

Staff completed Advanced Public Records training with BB&K.

Staff attended the City Clerk’s Association annual conference.

The City Clerk attended Master Municipal Clerk Training to work toward her Master Municipal Clerk designation.

Deputy City Clerks attended Technical Training for Clerk’s course to work toward obtaining their Certified Municipal Clerk designation.

All staff have been re-certified as Passport Agents to serve the community.

Staff also completed Elections training through the City Clerk’s Association.

The City Clerk provided an Elections Training presentation at the League of Cities New Law conference.

The City Clerk coordinated a statewide Elections training through the City Clerk’s Association. 92 Packet Page. 144
City Clerk - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $58,328 $60,902 $59,000 $88,388 $75,843 $81,150 GENERAL TOTAL $58,328 $60,902 $59,000 $88,388 $75,843 $81,150 GOVERNMENTAL TOTAL $58,328 $60,902 $59,000 $88,388 $75,843 $81,150 TOTAL $58,328 $60,902 $59,000 $88,388 $75,843 $81,150
City Clerk - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General $1,058,872 $1,300,833 $1,908,667 $1,092,104 $1,942,869 $1,994,357 GOVERNMENTAL TOTAL $1,058,872 $1,300,833 $1,908,667 $1,092,104 $1,942,869 $1,994,357 TOTAL $1,058,872 $1,300,833 $1,908,667 $1,092,104 $1,942,869 $1,994,357 City Clerk - Expenses by Type
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93 Packet Page. 145
Division Overview
The Administration Division is responsible for preparing Agendas and Minutes of all meetings of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. This Division is responsible for processing all Resolutions and Ordinances and claims filed against the City. The Administration Division also receives appeals, is responsible for maintaining the City’s Municipal Code, and maintaining the list of appointees to all City Boards and Commissions. The City Clerk is responsible for notifying and tracking the completion of AB1234 ethics training. The City Clerk is also the custodian of all public documents for the City of San Bernardino.

Under State-mandated duties, the City Clerk serves as the filing officer for all Statements of Economic Interest (Form 700).

ADMINISTRATION

CITY CLERK
94 Packet Page. 146
Administration - Expenses by Type
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $736,232 $807,379 $1,122,332 $812,798 $1,231,416 $1,354,084 GENERAL TOTAL $736,232 $807,379 $1,122,332 $812,798 $1,231,416 $1,354,084 GOVERNMENTAL TOTAL $736,232 $807,379 $1,122,332 $812,798 $1,231,416 $1,354,084 TOTAL $736,232 $807,379 $1,122,332 $812,798 $1,231,416 $1,354,084 95 Packet Page. 147
Division Overview
The City’s regular elections occur every two years, on even years along with the State Primary and General Election. Election duties are performed by staff in the Administration Division. When necessary, Administration staff will enlist the support of personnel in the entire Department to assist with cityconducted elections.

The City contracts with the San Bernardino County Registrar of Voters to conduct elections. Although the City consolidates with the ROV, the City Clerk is the elections official for the City and is responsible for preparing candidate notebooks, issuing nomination papers, and accepting them for filing, along with other documents required to be filed by candidates.

Election Services provides guidance to candidates in meeting their legal responsibilities before, during, and after an election. This includes filing of semi-annual campaign statements and following state law regarding ethics training. This program must also be prepared to handle any issues/processes concerning charter amendments, recalls, initiatives, referendums, and special elections.

ELECTION SERVICES

CITY CLERK
96 Packet Page. 148
Elections - Expenses by Type
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Elections - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $126,837 $251,361 $428,459 $63,551 $449,147 $352,674 GENERAL TOTAL $126,837 $251,361 $428,459 $63,551 $449,147 $352,674 GOVERNMENTAL TOTAL $126,837 $251,361 $428,459 $63,551 $449,147 $352,674 TOTAL $126,837 $251,361 $428,459 $63,551 $449,147 $352,674 97 Packet Page. 149
Division Overview
The Passport Acceptance Program provides an important service to the community, offering a convenient option to the public for U.S. citizens traveling outside of the country needing to obtain a passport. One employee is primarily responsible for the program; however, all personnel within the Department are certified as passport acceptance agents and are able to provide this valuable service.

PASSPORT ACCEPTANCE FACILITY

CITY CLERK
98 Packet Page. 150
Passport Acceptance Facility - Expenses by Type
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Passport Acceptance Facility - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,792 $1,040 $3,610 $2,781 $4,000 $4,000
GENERAL TOTAL $1,792 $1,040 $3,610 $2,781 $4,000 $4,000 GOVERNMENTAL TOTAL $1,792 $1,040 $3,610 $2,781 $4,000 $4,000 TOTAL $1,792 $1,040 $3,610 $2,781 $4,000 $4,000
99 Packet Page. 151
Division Overview
The City Clerk is the official record keeper of the City and is responsible for records retention, records destruction, summonses, subpoenas, and California Public Records Act requests (CPRA). The City Clerk's Office handles over thirteen hundred CPRA’s annually and is responsible for maintaining a database of the City’s official documents and insuring public access to those documents. The City Clerk is responsible for establishing the City's Records Retention Policy and coordinating the retention and destruction of records.

RECORDS MANAGEMENT

CITY CLERK
100
Packet Page. 152
Records Management - Expenses by Type
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Records Management - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $190,536 $232,785 $354,266 $212,973 $258,306 $283,599 GENERAL TOTAL $190,536 $232,785 $354,266 $212,973 $258,306 $283,599 GOVERNMENTAL TOTAL $190,536 $232,785 $354,266 $212,973 $258,306 $283,599 TOTAL $190,536 $232,785 $354,266 $212,973 $258,306 $283,599 101
Packet Page. 153
Department Overview Divisions
The City Manager is appointed by the Mayor and
City Council and functions as the municipality’s
Chief Executive Officer to implement the strategic
vision, goals, and objectives established by the
Mayor and City Council.

Administration
Air Quality and Rideshare
Grants
The City Manager directs daily operations of the organization, makes recommendations and assists the Mayor and City Council in formulating policies, prepares and administers the municipal budget, provides professional leadership in the administration of the City, is responsible for the direction of all municipal programs and services as well as the supervision of all city departments and agencies, with the exception of those governed by separate boards including the Library and Water Department, and the offices of appointed officials.

The City Manager’s Office includes several divisions such as Administration, Grants, Neighborhood Services, Public Information, the Air Quality and Rideshare program, and the Violence Intervention Program. Additionally, the City Manager performs oversight of the support staff in the Offices of the Mayor, City Attorney, and City Council.

CITY MANAGER'S OFFICE
102
Packet Page. 154
Organizational Chart - City Manager
103
Packet Page. 155
Performance Measures for Strategic Goals & Priorities
104
Packet Page. 156
What did the City Manager's Office accomplish in Fiscal Year 2022/2023 & 2023/2024?
Led the Mayor and City through a multi-step strategic initiatives planning process that resulted in significant financial investments in key City priorities such as Improved Quality of Life, Public Safety, and Economic Development.

Key executive staff positions were hired, including two Deputy City Managers, the Chief of Police, the Public Works Director, and the Community Development and Housing Director.

Facilitated Mayor and City Council study sessions on topics such as the Carousel Mall Redevelopment Project, City Hall Renovation, the General Plan, Downtown Specific Plan, and Operating and Capital Improvement Budget.

Accelerated the redevelopment of the Carousel Mall by demolishing significant portions of the existing site and re-engaging with the California Housing California Department of Housing and Community Development (HCD) on the Surplus Land Act (SLA) process.

Oversaw the development and adoption of new administrative policies including but not limited to a:

Travel Policy, Reimbursement Policy, Procurement Card Policy, Records Retention Policy, Clean Fleet Policy, Media Relations Policy, and Fiscal Management Policy.

Oversaw the development and adoption of an executive compensation and benefits plan.

Initiated the process of assessing and restoring service levels and increasing staffing in key areas throughout the City.

Developed an investment playbook for the city to serve as a roadmap for transformational local investment to match with local, federal, state, private, and philanthropic funding opportunities.

Made significant progress on the City’s Homelessness Strategic Plan by convening a working group of stakeholders (police, homeless service providers, non-profits, and faith-based groups) to accelerate the development of a City of San Bernardino Homeless Outreach Prevention (HOPE) Campus.

Expanded and strengthened the City’s inter-governmental partnerships with the San Manuel Band of Mission Indians, County of San Bernardino, San Bernardino County Transportation Agency, Omnitrans, San Bernardino Airport Authority, California State University San Bernardino, San Bernardino Community College District, San Bernardino Valley College, San Bernardino Unified School District, and the University of California, Riverside.

The Grants Division facilitated and submitted eight (8) grant applications in FY 2023 and six (6) grant applications in FY 2024 in coordination with related City departments. 105
Packet Page. 157
In a joint effort with the City Manager’s Office staff, the division secured $5,945,000 through state and local legislation, earmarked for allocation to the City of San Bernardino.

Developed a Grant Administration Manual to strengthen internal grants management best practices and to establish grants management training for department staff.

Restructured the Grants Division to provide more efficient technical assistance to departments and their grant managers.

Aided the Finance Department through Year-End and Single Audit to meet single audit requirements set by the federal code of regulations.

Incorporated Purchase Order oversight to align expenditures and procurements with the intent and requirements of grant-awarded funds.

Strengthened financial management by segregating grant funding by funding type between local, state, and federal awards.

Developed relationships with regional partners that allow the City to access additional resources such as the San Bernardino County Transit Authority, San Bernardino Council of Governments, and Inland Regional Energy Network.

Facilitated and managed Request for Proposal processes to procure a broadband consultant and local CBOs to carry out youth workforce development efforts.

Attended the National Grant Management Association’s General Body of Knowledge training so the division’s staff on the latest federal requirements for the management and compliance of federal awards.

Developed contract language with legal counsel for American Rescue Plan Act (ARPA) funds with subrecipients and contractors to uphold applicable requirements.

Administered numerous reports on programmatic and fiscal operations on multiple grant awards.

Completed contract negotiations and compliance to recapture $2.5M in grant funding to revitalize the California Theatre with the California Arts Council.

Brought numerous grants back into compliance including Clean California Round I, PLHA, RSVP, etc.

Identified deficiencies to develop policies, procedures, and best practices throughout the city to strengthen its compliance with grantor requirements.

Began monthly check-ins with Public Works and their stakeholders to ensure grant-funded infrastructure projects are on-pace to be completed within their grant terms.

Developed an internal Grant tracking mechanism used to produce an internal database to provide a high-level understanding of the $120M worth of grant funding managed by the City of San Bernardino.
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City Manager - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Cable Television Fund $251,036 $314,259 $285,500 $101,600 $285,000 $285,000 AB2766 Air Quality $337,237 $227,106 $203,500 $147,079 $291,500 $291,500 Federal Grant Programs $189,369 $0 $0 $0 $0 $0
Community Developmnt Block Grant $0 $84,056 $0 $0 $0 $0 SPECIAL REVENUE TOTAL $777,642 $625,422 $489,000 $248,679 $576,500 $576,500 General
General $6,150 $4,775 $0 $3,350 $702 $751
GENERAL TOTAL $6,150 $4,775 $0 $3,350 $702 $751
GOVERNMENTAL TOTAL $783,792 $630,196 $489,000 $252,029 $577,202 $577,251 Description pending $0 $0 $0 $21,000 $0 $0
TOTAL $783,792 $630,196 $489,000 $273,029 $577,202 $577,251 City Manager - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,649,111 $2,103,300 $3,397,111 $2,480,113 $5,243,556 $5,805,479 GENERAL TOTAL $1,649,111 $2,103,300 $3,397,111 $2,480,113 $5,243,556 $5,805,479 Special Revenue
Federal Grant Programs $0 $0 $133,015 $38,395 $73,959 $0 AB2766 Air Quality $3,621 $9,431 $12,400 $3,205 $12,400 $12,400 SPECIAL REVENUE TOTAL $3,621 $9,431 $145,415 $41,600 $86,359 $12,400 GOVERNMENTAL TOTAL $1,652,732 $2,112,731 $3,542,526 $2,521,713 $5,329,915 $5,817,879 TOTAL $1,652,732 $2,112,731 $3,542,526 $2,521,713 $5,329,915 $5,817,879 City Manager - Expenses by Type
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Division Overview
Administration is responsible for providing clear direction, leadership, and the management of operations to ensure the cost effective and efficient delivery of municipal services. This division assists in improving accountability of City government and promotes improvement in the quality of services; furnishes objective, useful, relevant, accurate and timely audits, information, and recommendations regarding City operations; oversees intergovernmental affairs and activities; and promotes the City’s position on legislative issues based upon the City’s adopted legislative platform.

ADMINISTRATION

CITY MANAGER
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Administration - Expenses by Type
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,614,064 $2,067,829 $2,693,302 $1,925,493 $4,245,885 $4,612,963 GENERAL TOTAL $1,614,064 $2,067,829 $2,693,302 $1,925,493 $4,245,885 $4,612,963 GOVERNMENTAL TOTAL $1,614,064 $2,067,829 $2,693,302 $1,925,493 $4,245,885 $4,612,963 TOTAL $1,614,064 $2,067,829 $2,693,302 $1,925,493 $4,245,885 $4,612,963 109
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Division Overview
The Air Quality and Rideshare program accounts for the city’s implementation of programs in accordance with Assembly Bill (AB) 2766, the California Clean Air Act of 1988, and South Coast Air Quality Management District Rule 2202. The program focuses on reducing emissions by incentivizing rideshare efforts.

AIR QUALITY AND RIDESHARE

CITY MANAGER
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Air Quality & Rideshare - Expenses by Type
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Air Quality & Rideshare - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $35,047 $35,471 $66,059 $43,070 $69,021 $75,187 GENERAL TOTAL $35,047 $35,471 $66,059 $43,070 $69,021 $75,187 Special Revenue
AB2766 Air Quality $3,621 $9,431 $12,400 $3,205 $12,400 $12,400 SPECIAL REVENUE TOTAL $3,621 $9,431 $12,400 $3,205 $12,400 $12,400 GOVERNMENTAL TOTAL $38,668 $44,902 $78,459 $46,275 $81,421 $87,587 TOTAL $38,668 $44,902 $78,459 $46,275 $81,421 $87,587
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Division Overview
The Grants Division implements the City’s grant program of approximately $120M in awarded funds.

Division staff facilitate the grant seeking, project and application development, and submission process with related departments and align priority projects to funding opportunities. As grants are awarded, staff coordinates and performs grants administration, project oversight, and compliance functions throughout the grants’ cycle. The staff is also involved in identifying key issues that guide the legislative platform and requests for federal and state earmarks. The Grants Division assists in the budgeting process and the Single Audit for compliance with federal requirements on the City’s federal grant awards.

GRANTS

CITY MANAGER
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Grants - Expenses by Type
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Grants - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $0 $0 $637,750 $511,550 $928,650 $1,117,329
GENERAL TOTAL $0 $0 $637,750 $511,550 $928,650 $1,117,329 GOVERNMENTAL TOTAL $0 $0 $637,750 $511,550 $928,650 $1,117,329 TOTAL $0 $0 $637,750 $511,550 $928,650 $1,117,329
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Department Overview Divisions
The Community Development & Housing
department functions as the liaison to the City
Manager, Mayor and City Council on land use,
development, housing, and environmental issues,
both locally and regionally. The Department is
comprised of six internally related divisions
including Administration, Planning, Building and
Safety, Housing, and Code Enforcement.

Administration
Building and Safety
Code Enforcement
Housing Division
Planning
Successor Agency

COMMUNITY DEVELOPMENT & HOUSING
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Organizational Chart - Community Development & Housing
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Performance Measures for Strategic Goals & Priorities
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What did Community Development & Housing accomplish in Fiscal Year 2022/2023 & 2023/2024?
Housing & Homelessness Division Strategies
The Housing Division has been actively forging strategic alliances with San Bernardino County, State, and Federal housing agencies to secure crucial housing grants. the Division is meticulously monitoring grant milestones and deadlines, working with other CED staff to expand staff's knowledge base and ensure successful grant awards.

September 2023 Housing Update: Navigation Center
In a significant step forward, the City secured the School of Hope property at 796 E. 6th Street for the Navigation Center. This "housing first" focused Center aims to provide a low-barrier, service-enriched temporary shelter, transitioning homeless individuals and families into permanent housing. The City is dedicated to connecting people with vital services for a brighter future.

October 2023 Housing Updates: American Sports University (ASU) Emergency Occupant Assistance Addressing urgent needs, the Housing Division initiated a second emergency assistance program for the remaining occupants of the ASU building. Coordination across multiple departments ensured the success of the ASU Relocation Assistance Program, aiding 16 families with a total asisstance issued of $32,000.

This monumental event required the coordinated efforts of SBPD, Code Enforcement, Real Property, Finance, Facilities and Maintenance.

October 2023 Housing Updates
The Division is thrilled to announce the development phase initiation of the Navigation Center.

Secured an impressive $3M award for the navigation center.

Successfully submitted the City’s Consolidated Annual Performance and Evaluation Report (CAPERS) on 10/4/23.

Collaborated with the San Bernardino Housing Authority on a $5M Pro Housing Grant Application to HUD on Oct 18th, with the City acting as lead entity and fiscal agent.

October 2023 Housing Updates: Motel Voucher Program
Responding to housing needs during the construction of the Navigation Center, the Division released an RFP for a new Motel Voucher Program. The overwhelming interest, with 10 proposals submitted (the RFP closed on 10/16/23), demonstrate the community's commitment to this initiative. The Housing Division met with County officials regarding the City’s plans to develop the Navigation Center and was awarded $3M (the draft Agreement was presented to Council on 11/18/2023). 117
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Building & Safety Division September thru November 2023 Updates The Building and Safety Division has seen a substantial number of permits issued, totaling impressive valuation amounts. These accomplishments highlight the continued growth and development in our community.

September:

Total Building permits Issued: 381
Permit Valuation Total: $51,320,806.70
Total Fees Collected: $492,773.46
October:

Total Building Permits Issued: 481
Permit Valuation Total: $40,762,695.54
Total Fees Collected: $438,476.25
November:

Total Building Permits Issued: 128
Permit Valuation Total: $4,369,827.67
Total Fees Collected: $70,073.29
Planning Updates September 2023 – November 2023
The Planning Division has been instrumental in facilitating various development projects, reflecting a commitment to thoughtful urban planning and sustainable growth.

September 2023:

ADP 23-017 Request colocation on existing roof-mounted wireless facility Ward: 3 AP 23-03 Time extension Development Permit for Truck parking facility Ward: 3 CUP 23-13 Request to allow three-story self-storage facility Ward: 6 CUP 23-14 Request to develop Dutch Bros. Coffee SW corner 2nd Street Ward: 1 CUP 23-15 Request to develop Starbucks 1208 W. Highland Ward: 2 DP-D 23-18 Request to develop eleven (11) unit apartment 466 Sepulveda Ward: 1 ADP 23-022 Request to develop 1.2MW battery energy storage facility Ward: 3 AP 23-023 Request to develop .96 MW battery energy storage facility Ward: 3 October 2023:

PA 23-10 Request to develop eight (8) detached single-family units Ward: 3 DP-D 23-19 Request to convert existing office building into four (4) residential units Ward: 1 CUP 23-17 Request to develop Quick Quack drive-thru express car wash Ward: 3 November 2023:

ADP 23-030 Request to redevelop existing industrial property with new dock, loading doors, reconfigure parking, new landscape Ward: 6
CUP 23-19 Request to establish new wireless facility Ward: 7 CUP 23-20 Request to convert existing commercial retail building into electric vehicle collision center Ward: 3
Code Enforcement September – November 2023 Updates
The Code Enforcement Division is proactive in addressing violations including residential, hazardous conditions, commercial, building, and other categories. Through their efforts, the City strives to maintain a safe and thriving community for residents and businesses. 118
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Code Enforcement Violations Issued:

Residential Code Violations:

Total Violations: 244
Hazardous Condition Violations:

Total Violations: 10
Commercial Enforcement Violations:

Total Violations: 30
Building Code Violations:

Total violations: 3
Crime Free Program:

Total violations: 1
Rental Inspection:

Total violations: 471
Vendor Enforcement Code Violations:

Total violations: 18
Notice of Pendency (NOP):

Total violations: 2
Community Policing Code Violations:

Total violations: 1
Marijuana dispensary Code Violations:

Total violations: 2
Sub-Standard Housing:

Total violations: 5
The achievements of the divisions showcase staff's unwavering dedication to Community Development & Housing. It is the collective efforts of staff, Mayor and City Council, and the community that pave the way for a brighter future for San Bernardino.
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Community Development & Housing - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Community Developmnt Block Grant $3,040,716 $1,867,651 $8,566,141 $5,370,871 $2,746,082 $2,746,082 Federal Grant Programs $12,225,171 $5,298,484 $2,858,020 -$22,414 $1,123 $1,271 Home Improvement Part 14.239 $1,158,530 $801,782 $7,060,419 $332,193 $1,160,208 $1,160,208 Emergency Solutions Grant CV2 $2,331,816 $478,988 $549,030 $8,472 $0 $0 Low Mod Housing Fund $862,933 $560,946 $500,000 -$12,464 $150,000 $150,000 CDBG-CV 1 $759,480 $12,316 $1,176,287 $7,630 $0 $0
Emergency Solutions Grant 14.231 $194,408 $273,618 $576,844 $122,261 $258,646 $258,646 PLHA Program $104,099 $235,473 $1,155,694 $0 $0 $0
Neighborhood Stabil Prog (NSP1) $290,489 $379,635 $534,886 $49,508 $0 $0 CDBG-CV 3 $124,790 $335,360 $336,210 $39,422 $0 $0
Emergency Solutions Grant CV1 $628,875 $102,223 $65,707 $12,025 $0 $0 State And Other Grant Programs $0 $0 $100,000 $0 $0 $0
SPECIAL REVENUE TOTAL $21,721,307 $10,346,476 $23,479,239 $5,907,505 $4,316,059 $4,316,207 General
General $10,094,218 $8,133,992 $8,310,750 $7,430,511 $10,999,197 $11,769,138 General Plan Update $1,594,268 $758,817 $0 $708,483 $30,000 $25,000 American Rescue Plan Fund $0 $1,455,641 $0 $0 $0 $0
GENERAL TOTAL $11,688,486 $10,348,451 $8,310,750 $8,138,993 $11,029,197 $11,794,138 GOVERNMENTAL TOTAL $33,409,793 $20,694,927 $31,789,989 $14,046,498 $15,345,256 $16,110,345 Fiduciary
Private Purpose Trust
Successor Agency $9,844,995 $9,993,447 $11,020,297 $764,269 $9,566,262 $8,629,450 PRIVATE PURPOSE TRUST TOTAL $9,844,995 $9,993,447 $11,020,297 $764,269 $9,566,262 $8,629,450 FIDUCIARY TOTAL $9,844,995 $9,993,447 $11,020,297 $764,269 $9,566,262 $8,629,450 TOTAL $43,254,789 $30,688,374 $42,810,286 $14,810,767 $24,911,518 $24,739,795 120
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Community Development & Housing - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $5,810,139 $9,040,721 $13,848,904 $7,592,193 $15,004,584 $16,413,510 American Rescue Plan Fund $0 $1,455,641 $14,141,175 $1,415,538 $0 $0 General Plan Update $1,548,041 $670,988 $454,986 $242,284 $0 $0 GENERAL TOTAL $7,358,180 $11,167,350 $28,445,065 $9,250,015 $15,004,584 $16,413,510 Special Revenue
Federal Grant Programs $12,225,171 $5,298,484 $1,794,565 $51,323 $1,123 $1,271 Home Improvement Part 14.239 $660,169 $328,524 $7,060,419 $148,575 $1,160,208 $1,160,208 Community Developmnt Block Grant $491,014 $562,670 $1,047,178 $429,694 $2,746,082 $2,746,082 Emergency Solutions Grant CV2 $2,331,816 $478,988 $458,132 $6,930 $0 $0 Emergency Solutions Grant 14.231 $194,408 $273,618 $576,844 $195,706 $258,646 $258,646 PLHA Program $104,099 $235,473 $1,245,620 $12,760 $0 $0 CDBG-CV 1 $640,364 $12,316 $775,317 $5,226 $0 $0
Neighborhood Stabil Prog(NSP3) $0 $0 $884,500 $3,825 $0 $0 Emergency Solutions Grant CV1 $628,875 $102,223 $78,454 $10,198 $0 $0 Low Mod Housing Fund $76,709 $4,047 $445,000 $1,500 $122,432 $125,392 HOME ARP $0 $0 $758,765 $0 $0 $0
Neighborhood Stabil Prog (NSP1) $16,021 $734 $534,886 $3,300 $0 $0 CDBG-CV 3 $0 $4,217 $336,210 $5,109 $0 $0
State And Other Grant Programs $0 $0 $100,000 $0 $0 $0
SPECIAL REVENUE TOTAL $17,368,646 $7,301,294 $16,095,891 $874,147 $4,288,491 $4,291,599 GOVERNMENTAL TOTAL $24,726,826 $18,468,645 $44,540,955 $10,124,162 $19,293,075 $20,705,109 Fiduciary
Private Purpose Trust
Successor Agency $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 PRIVATE PURPOSE TRUST TOTAL $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 FIDUCIARY TOTAL $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 TOTAL $29,942,955 $20,613,992 $55,549,971 $10,734,367 $28,859,337 $29,334,562 Community Development & Housing - Expenses by Type
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Division Overview
The Community Development & Housing Department functions as the liaison to the City Manager, Mayor and City Council on land use, development, housing, and environmental issues, both locally and regionally. The department is comprised of five internally related divisions including Administration, Planning, Building and Safety, Housing, and Code Enforcement.

The Administrative Division provides leadership, management, and administrative support to the Department. Functions include oversight of the administrative functions and policies of the Department, preparing and monitoring the budget, contract and grant administration, payroll and various other personnel related functions. Administrative staff provide also provides a key component in providing overall customer service.

ADMINISTRATION

COMMUNITY DEVELOPMENT & HOUSING
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Administration - Expenses by Type
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $765,540 $1,075,609 $1,172,297 $787,715 $1,552,976 $1,744,658 GENERAL TOTAL $765,540 $1,075,609 $1,172,297 $787,715 $1,552,976 $1,744,658 Special Revenue $107,988 $26,040 $1,642,918 $28,964 $122,432 $125,392 GOVERNMENTAL TOTAL $873,528 $1,101,649 $2,815,215 $816,679 $1,675,408 $1,870,050 TOTAL $873,528 $1,101,649 $2,815,215 $816,679 $1,675,408 $1,870,050 123
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Division Overview
The Building and Safety Division implements the regulations set forth in the various California Building Codes to ensure the safe construction and occupancy of buildings. The Division’s operations include public counter assistance, construction plan review, permit issuance, and building inspections. Building and Safety is also the liaison between the County Fire Department, County Health Department, and the San Bernardino Unified School District.

During fiscal year 2022/23, Building & Safety issued 6,007 permits with a total valuation of $309,252,283 and $4,443,453 fees collected.

Fiscal Year 2023/24 to December, Building & Safety has issued 2,531 permits with a total valuation of $185,679,137 and $2,232,961 fees collected. In comparison, the permit count appears to be slightly declining which is presumed to be a result of the declining property market due to higher interest rates, as well as the increase in material cost, specifically for residential improvements which made up a large portion of permit in FY 2022-23. Nevertheless, Building & Safety remains consistent in total fees collected with a slight increase in valuation so far for FY 2023/24.

BUILDING AND SAFETY

COMMUNITY DEVELOPMENT & HOUSING
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Building & Safety - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $2,144,731 $2,498,143 $3,348,601 $1,948,437 $3,328,201 $3,583,262 GENERAL TOTAL $2,144,731 $2,498,143 $3,348,601 $1,948,437 $3,328,201 $3,583,262 GOVERNMENTAL TOTAL $2,144,731 $2,498,143 $3,348,601 $1,948,437 $3,328,201 $3,583,262 TOTAL $2,144,731 $2,498,143 $3,348,601 $1,948,437 $3,328,201 $3,583,262 125
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Division Overview
The Code Enforcement Division is responsible for improving the quality of life through the enforcement of various sections of the San Bernardino Municipal Code. The Division works closely with the Police Department, Building and Safety, Planning, Housing, Public Works, Business Registration, and the County Health Department. Code Enforcement responds to a variety of calls including, but not limited to, abandoned and dangerous buildings, inoperable vehicles, substandard property maintenance, overgrown weeds and vegetation, illegal dumping, illegal street vending, etc.

The Division provides a critical function for ensuring overall public health, safety and general welfare helping to maintain the City’s appearance.

The Division continues to grow, scaling up from 10 to 17 code enforcement officers. Recently, staff accomplished the following milestones:

Revised and facilitated the 8 hr. multi-family rental program workshop for landlords, property managers and property owners – 103 attendees during the 3 quarterly workshop sessions; A Field Training program was initiated for all new hire officers, two officers attended a standardized 40-hour Field Training Officer course (two additional officers will attend this coming year); All staff attended a full day of Crisis Intervention Training focusing on best practices when interacting with persons presenting as possibly having a mental illness, officers also received coaching techniques in support of their own mental health;
All officers attended officer safety – defensive tactics (verbal de-escalation and personal body weapons);
Staff responded to 4972 CRMs resulting in 2104 open code enforcement cases currently and staff closed 6066 cases (3,000+/- single family rental site visits, 1,000+/- multi-family site visits); 43 illegal marijuana dispensaries, “seshs” and/or grows were investigated and closed in collaboration with SBPD and other State agencies, bringing the number of open and ongoing investigations to 14;

CODE ENFORCEMENT

COMMUNITY DEVELOPMENT & HOUSING
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Staff drafted and executed 6 inspection/abatement warrants, 10 properties submitted, accepted for receivership and 3 were closed – property brought into compliance by court appointed receiver and property sold;
Staff responded to 63 “after hours” calls for service (evenings/weekends, SBPD or County Fire).

Lastly, all things related to American Sports University. Staff is attempting to engage the property owner through the civil court process, and the on-going challenges associated with keeping the building vacant and secure.

Code Enforcement - Expenses by Type
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Code Enforcement - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,534,769 $2,756,090 $3,900,167 $2,527,180 $3,680,300 $4,088,337 GENERAL TOTAL $1,534,769 $2,756,090 $3,900,167 $2,527,180 $3,680,300 $4,088,337 GOVERNMENTAL TOTAL $1,534,769 $2,756,090 $3,900,167 $2,527,180 $3,680,300 $4,088,337 TOTAL $1,534,769 $2,756,090 $3,900,167 $2,527,180 $3,680,300 $4,088,337 127
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Division Overview
The Housing and Homeless Division is tasked with creating affordable housing opportunities to improve the quality of life for the residents of San Bernardino, improving and preserving the housing stock, and funding programs that will assist persons at risk of homelessness and those experiencing homelessness.

Housing manages and moves forward a pipeline of housing projects that will meet the City's five yearconsolidated plan goals and objectives.

The Housing staff are responsible for managing and implementing the Community Planning and Development formula grants including Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grants (ESG), Neighborhood Stabilization Programs (NSP)).

Staff manages these funds, which are intended to primarily benefit low-income residents and improve the housing quality within the City.

The CDBG Program is the primary Federal program providing local governments with grants to improve the physical, economic, and social conditions in their communities. The program provides affordable housing, and suitable living environments, and expands economic opportunities for low and moderateincome residents. The CDBG program allows the City to:

Provide Fair Housing Assistance
Provide utility and rental assistance
Provide single-family home buyer education
Provide funding for Small Business Education
Improve the community infrastructure, such as
Improve Public Facilities like community centers and parks The HOME Program creates and preserves affordable housing. Eligible activities include housing rehabilitation, new construction, and acquisition and rehabilitation, for both single-family and multifamily projects. All activities must benefit lower-income renters or owners. The HOME funds allow the City to fund:

The Owner-Occupied Rehabilitation Program
Develop new single-family residential units for low-income families Develop or rehabilitate multi-family affordable units

HOUSING DIVISION

COMMUNITY DEVELOPMENT & HOUSING
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The ESG Program assists individuals and families in quickly regaining stability in permanent housing. ESG funds are available for five program activities:

Street outreach
Emergency shelter
Homelessness prevention
Rapid re-housing assistance
Homeless Management Information System data collection
The NSP was established to provide emergency assistance to stabilize communities with high rates of abandoned and foreclosed homes and to assist households whose annual incomes are up to 120 percent of the area median income.

The Homeless staff are responsible for managing and implementing Homeless Strategic initiatives. The City City deployed a dedicated homeless outreach team that works in collaboration with the City’s C.O.A.S.T. team, which is a crisis intervention team. The goal is to intercept calls for service before they go to the City’s Police Department and/or support the Police Department with mental health calls. The newly created Outreach Team also works alongside Public Works and Code Enforcement.

The Homeless staff, in collaboration with the Public Works Department, is working to create developing a low-barrier, non-congregate Navigation Center referred to as the San Bernardino H.O.P.E. (Homeless Outreach, Education & Prevention) Campus, which will offer interim housing and comprehensive on-site services to connect vulnerable and unsheltered homeless persons throughout the year to a wide range of programs, services, and housing.
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Housing - Expenses by Type
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Housing - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Community Developmnt Block Grant $491,014 $562,670 $711,199 $429,694 $2,746,082 $2,746,082 Home Improvement Part 14.239 $660,169 $328,524 $1,528,773 $148,575 $1,036,021 $1,036,021 Federal Grant Programs $3,176,518 $341,812 $0 $0 $0 $0
Emergency Solutions Grant 14.231 $133,453 $179,890 $448,665 $195,706 $258,646 $258,646 CDBG-CV 1 $640,364 $5,777 $381,065 $0 $0 $0
Neighborhood Stabil Prog(NSP3) $0 $0 $884,500 $3,825 $0 $0 Emergency Solutions Grant CV2 $166,538 $388,090 $0 $0 $0 $0 Emergency Solutions Grant CV1 $384,578 $74,069 $12,747 $0 $0 $0 Neighborhood Stabil Prog (NSP1) $16,021 $734 $234,886 $3,300 $0 $0 SPECIAL REVENUE TOTAL $5,668,655 $1,881,566 $4,201,835 $781,100 $4,040,749 $4,040,749 General
General $0 $141,906 $849,451 $295,192 $1,743,918 $1,948,477 GENERAL TOTAL $0 $141,906 $849,451 $295,192 $1,743,918 $1,948,477 GOVERNMENTAL TOTAL $5,668,655 $2,023,472 $5,051,286 $1,076,292 $5,784,667 $5,989,226 TOTAL $5,668,655 $2,023,472 $5,051,286 $1,076,292 $5,784,667 $5,989,226 130
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Division Overview
The Planning Division is responsible for the implementation of the City’s development policies as set forth in the City of San Bernardino’s Comprehensive General Plan, and Development Code. The General Plan serves as the policy document, as required by State law, to guide future development and services based upon the community’s vision.

The Division reviews and processes land use entitlement applications for consistency with the City’s policies and development standards to safeguard the public’s health, safety and general welfare ensuring a high quality of living for the community. Planning is tasked with ensuring compliance with the California Environmental Quality Act (CEQA) and is also involved with inter-agency coordination with the Southern California Association of Government (SCAG), San Bernardino County Transportation Authority (SBCTA) and San Bernardino County.

Finally, Planning is responsible for staffing both the Development Environmental Review Committee and Planning Commission meetings, attending City Council meetings on development related projects, and oversees the cannabis monitoring program.

The Planning Department has been instrumental in facilitating various development projects, reflecting our commitment to thoughtful urban planning and sustainable growth.

September 2023:

PLANNING

COMMUNITY DEVELOPMENT & HOUSING
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November 2023:

ADP 23-030 Request to redevelop existing industrial property with new dock, loading doors, reconfigure parking, new landscape Ward: 6
CUP 23-19 Request to establish new wireless facility Ward: 7 CUP 23-20 Request to convert existing commercial retail building into electric vehicle collision center Ward: 3
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Planning - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,013,954 $1,196,868 $1,992,084 $1,068,443 $3,884,103 $4,152,724 General Plan Update $1,548,041 $670,988 $454,986 $242,284 $0 $0 GENERAL TOTAL $2,561,995 $1,867,856 $2,447,070 $1,310,727 $3,884,103 $4,152,724 Special Revenue
Federal Grant Programs $97,086 $224,725 $561,370 $44,222 $0 $0 SPECIAL REVENUE TOTAL $97,086 $224,725 $561,370 $44,222 $0 $0 GOVERNMENTAL TOTAL $2,659,081 $2,092,581 $3,008,439 $1,354,949 $3,884,103 $4,152,724 TOTAL $2,659,081 $2,092,581 $3,008,439 $1,354,949 $3,884,103 $4,152,724 132
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Division Overview
On December 29, 2011, the California Supreme Court upheld Assembly Bill 1X 26 abolishing Redevelopment Agencies in California as of February 1, 2012. The City of San Bernardino, acting as the Successor Agency for the former Redevelopment Agency (RDA), became responsible for winding down the affairs of the redevelopment agency including disposing of its assets and making payments due for debt incurred by the former RDA.

SUCCESSOR AGENCY

COMMUNITY DEVELOPMENT & HOUSING
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Sucessor Agency - Expenses by Type
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Sucessor Agency - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Fiduciary
Private Purpose Trust
Successor Agency $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 PRIVATE PURPOSE TRUST TOTAL $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 FIDUCIARY TOTAL $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 TOTAL $5,216,129 $2,145,348 $11,009,016 $610,205 $9,566,262 $8,629,453 134
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Department Overview
The Economic Development Department is responsible for providing professional services that focus on the following:

Marketing to enhance the City's image and showcase the City’s assets and opportunities Business retention and attraction efforts to encourage job creation and increase General Fund revenue
Workforce development efforts to provide residents access to quality local jobs Building strategic partnerships with governmental and community based agencies such as local educational institutions, medical service providers, businesses, State, local, county, and regional entities, and local joint power authorities to both leverage and attract funds and resources.

ECONOMIC DEVELOPMENT
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Organizational Chart - Economic Development
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What did Economic Development accomplish in Fiscal Year 2022/2023 & 2023/2024?
Cannabis
6 new commercial cannabis locations have opened and are operational.

Annual cannabis related fees collected total about $200K.

Newsletter
Economic Development e-newsletter is sent each month to over 6,700 registered businesses with an email on file with the City.

Open rate of 48% (Between Desktop and Mobile).

Grants
105 Grants for small businesses and nonprofits were awarded for a total of $2.5M.

Program provided training to all recipients.

Real Estate
Over 100 new Real Estate Partnership contacts/relationships in 2023.

Starting new Real Estate e-newsletter.

Quarterly Real Estate updates to Mayor & City Council.

Real Estate Project Updates
Arden Guthrie, a 17-Acre City Owned property is set for commercial development. City staff continues to work towards the execution of a DDA and the sale of the property to Rich Development.

Scottish Rite, a 5-Acre Private Development is set for commercial development. Demolition of the property has been completed and it is being prepared for development.

Social Media
Instagram Total Followers – 1461 – 41% reside in San Bernardino.

Since October 10, 2023, there has been an increase of 10%.

Real Property Division Updates - October and November 2023 The Real Property Division worked September through November 2023 to enhance several Cityowned properties, including the Regal Cinema (security); In & Out Burger (parking lot expansion); 66ers baseball stadium (fund allocation); San Bernardino Soccer, LLC lease reassignment; E Street retail sites; and the former Woolworth Building. The two latter buildings have been actively shown to potential buyers for revitalization.

Real Property also has completed and is actively working on numerous street vacations, Community Facilities Districts (CFDs), master agreements (appraisal & title services), sewer annexations @ 1199 W 41st Street, 1148 W 41st Street, and 4630 N F Street, Surplus Land Declarations, lease negotiations and reassignment, cell tower master lease agreements (MLAs), parking lot agreements, and temporary construction easements (TCEs).
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Department of Economic Development Strategic Updates
October 2023 Economic Development Department Updates: Downtown Visionary Workshop The Economic Development Department conducted a Downtown Visionary Workshop in October 2023.

Multiple business owners attended the workshop.

The Economic Development Department kicked-off the Downtown Visionary Workshop with invitations enthusiastically received by local business owners.

Economic Development convened to discuss and define their roles in the revitalization of downtown San Bernardino.

Business owners in attendance expressed optimism for the new DTSB plans and provided considerable input for improvement.

The Economic Development Department has continued their coordination and implementation of the Downtown Visionary Workshop group through October 2023, under the leadership of Charles McNeely, City Manager. Multiple local business owners met with Economic Development to understand their roles in the revitalization of downtown San Bernardino. The business owners in attendance expressed enthusiasm for the new DTSB plan. Visionary workshop meetings continued in November 2023 with new City Manager, Charles Montoya, at the helm.

October 2023 Economic Development Farmer’s Market & Beyond Economic Development Downtown helped bring to DTSB a certified Farmer’s Market on 349 Court Street between D and E Streets. The Farmer’s Market started successfully on October 17, 2023, and continue to be successful. Future plans include food fairs, art, and cultural events.

November 2023 Economic Development PBID Negotiations
In November 2023, Economic Development continued their negotiations to partner with downtown businesses and property owners to create a downtown property and business improvement district (PBID). “To build upon the opportunities in downtown San Bernardino, the City has assembled a set of proposals that will take advantage of San Bernardino’s strengths,” said Economic Development Manager Amanda Hernandez. “Some are best practices; some are specific to San Bernardino. Collectively, they will make a tremendous impact.”
November 2023 Economic Development opened Studio D in DTSB Last but certainly not least, Economic Development successfully opened Studio D The Entrepreneurial Resource Center (ERC), which is a partnership between the City of San Bernardino and California State University, San Bernardino (CSUSB). Studio D celebrated its grand opening on Thursday, November 2nd, with a ribbon-cutting event attended by leaders from the City and CSUSB, as well as over 100 local and regional business and community leaders. San Bernardino Mayor Helen Tran, along with City Council Members Ben Reynoso and Kimberly Calvin joined CSUSB President Tomas Morales, Inland Empire Center for Entrepreneurship Director Mike Stull, and Silva Harapetian, owner of Studio D to cut the ceremonial ribbon.
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Economic Development - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $0 $0 $498,790 $119,325 $1,785,363 $2,002,329
GENERAL TOTAL $0 $0 $498,790 $119,325 $1,785,363 $2,002,329 Special Revenue
Federal Grant Programs $0 $0 $0 $4,168 $0 $0
SPECIAL REVENUE TOTAL $0 $0 $0 $4,168 $0 $0
GOVERNMENTAL TOTAL $0 $0 $498,790 $123,492 $1,785,363 $2,002,329 TOTAL $0 $0 $498,790 $123,492 $1,785,363 $2,002,329
Economic Development - Expenses by Type
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Department Overview Divisions
The Finance Department is pivotal in overseeing
and managing the City's financial operations. The
Department has various functions, including
financial planning, investing, budgeting, general
accounting and reporting, payroll management,
treasury operations, purchasing, debt
management, and business registration. Through
these functions, the Department provides accurate
financial information and analysis required to
support decision-making by City management and
policymakers.

Administration
Accounting
Budget
Business Registration
Payroll
Purchasing
Treasury
The goal of the Department is to establish and maintain robust internal controls. These controls safeguard the City's monetary and physical assets while promoting efficient business practices that conserve resources. By enhancing the operation of City government, Finance strengthens the City's ability to attract economic investments from citizens, businesses, and visitors alike.

The Finance Department operates through several specialized divisions: Administration, Accounting, Budget, Business Registration, Payroll, Purchasing, and Treasury. These divisions work together with all other departments city-wide to deliver essential services critical to the City's financial health and prosperity.

FINANCE & MANAGEMENT SERVICES
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Organizational Chart - Finance & Management Services
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Performance Measures for Strategic Goals & Priorities
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What did Finance accomplish in Fiscal Year 2022/2023 & 2023/2024? Received the Government Finance Officers Association (GFOA) Triple Crown Award for receiving all three of the GFOA Awards:

Completed all financial reports as required by law, including the Recognized Obligation Payment Schedules (ROPS) as required for the Successor Agency, the State Controller’s City Financial Transactions report, Annual Street Report, and the Local Government Compensation report.

Payroll efficiently processed a 17% increase in the volume of employee paychecks over the last two fiscal years, while upholding a remarkable accuracy rate of 99.7%.

Facilitated the issuance of multiple Community Facilities District (CFD) bonds, supporting vital community development projects and infrastructure enhancements.

Systematically implemented cross-training protocols throughout the Department to ensure smooth operation and seamless continuity in customer service.

Successfully filled the Deputy Finance Director position for increased department oversight, enhanced internal controls, and better financial accountability.

Passed Measure S to enhance services for the community resulting in the collection of $49 million and $52 million in additional revenue during FY22 and FY23 respectively.

Implemented GASB 87, a new lease accounting standard.

Successfully achieved positive Fiscal Year 21-22 with a $45,706,463 surplus in the General Fund.

Successfully adopted a balanced FY22-23 budget without the use of reserves of American Rescue Plan Act (ARPA funds).

Continued to monitor and report ARPA funds to Department of Treasury for reporting compliance.

1. Received GFOA’s Distinguished Budget Presentation Award for budget beginning in July 1, 2022.

Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the City's Annual Comprehensive Financial Report (ACFR) for the year ended on June 30, 2022.

2. Received the GFOA Popular Annual Financial Reporting Award (PAFR) for the year ended on June 30, 2022.

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Finance & Management Services - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $130,259,515 $144,178,689 $134,359,897 $96,877,332 $154,586,878 $165,407,961 Measure S $49,424,028 $52,124,592 $51,000,000 $33,665,363 $53,550,000 $57,298,500 American Rescue Plan Fund $149,535 $912,978 $0 $764,334 $0 $0 GENERAL TOTAL $179,833,078 $197,216,259 $185,359,897 $131,307,029 $208,136,878 $222,706,461 Special Revenue
Federal Grant Programs -$4,562 $403,162 $3,976,196 $486,588 $479,855 $0 AB2766 Air Quality $0 $68,357 $0 $0 $0 $0
Low Mod Housing Fund -$2,610,625 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL -$2,615,187 $471,519 $3,976,196 $486,588 $479,855 $0 GOVERNMENTAL TOTAL $177,217,891 $197,687,778 $189,336,093 $131,793,616 $208,616,733 $222,706,461 TOTAL $177,217,891 $197,687,778 $189,336,093 $131,793,616 $208,616,733 $222,706,461 Finance & Management Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General $3,967,234 $5,163,873 $5,671,902 $4,113,585 $6,612,496 $7,241,806 Special Revenue
Federal Grant Programs $0 $12,592 $4,401 $21,348 $0 $0
SPECIAL REVENUE TOTAL $0 $12,592 $4,401 $21,348 $0 $0
GOVERNMENTAL TOTAL $3,967,234 $5,176,466 $5,676,302 $4,134,933 $6,612,496 $7,241,806 Account Group
General Fixed Asset Group $3,977,421 $4,183,649 $0 $0 $0 $0 ACCOUNT GROUP TOTAL $3,977,421 $4,183,649 $0 $0 $0 $0
TOTAL $7,944,655 $9,360,114 $5,676,302 $4,134,933 $6,612,496 $7,241,806 Finance & Management Services - Expenses by Type
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Division Overview
The Administrative Division within the Finance Department is the central point for coordinating and managing the Department's administrative and financial functions, including the management of the City’s $120 million investment portfolio. Led by the Director of Finance and Management Services, this Division plays an important role in ensuring the smooth operation of the Department and effective communication and collaboration among its various Divisions. The Division serves as a liaison between upper management and the various Finance Divisions to facilitate the flow of information, set Departmental goals and objectives, and ensure alignment with the City's strategic priorities. The Administrative Division oversees personnel matters within the Department as well as the training and development of staff to ensure that the Department staff has the necessary talent and skills to fulfill its core functions.

ADMINISTRATION

FINANCE & MANAGEMENT SERVICES
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Finance & Management Services - Expenses by Type
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Finance & Management Services - Expense by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $529,758 $783,299 $897,693 $699,291 $1,088,487 $1,190,848 GENERAL TOTAL $529,758 $783,299 $897,693 $699,291 $1,088,487 $1,190,848 GOVERNMENTAL TOTAL $529,758 $783,299 $897,693 $699,291 $1,088,487 $1,190,848 TOTAL $529,758 $783,299 $897,693 $699,291 $1,088,487 $1,190,848 146
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Division Overview
The Accounting Division within the Finance & Management Services Department serves a vital role in managing the financial transactions and records of the City. This Division is responsible for recording, classifying, and summarizing financial data, ensuring accuracy and compliance with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards Board (GASB) accounting and financial standards. Accounting oversees accounts payable and general ledger maintenance to provide timely and accurate financial information for decision-making. Additionally, the Division reconciles bank statements, conducts internal audits, and prepares financial statements and reports. The Accounting Division collaborates with other departments and external auditors to uphold transparency and accountability in financial management and supports the City's fiscal health and integrity.

ACCOUNTING

FINANCE & MANAGEMENT SERVICES
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Accounting - Expenses by Type
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Accounting - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,115,392 $830,264 $850,024 $538,485 $1,173,437 $1,282,393 GENERAL TOTAL $1,115,392 $830,264 $850,024 $538,485 $1,173,437 $1,282,393 GOVERNMENTAL TOTAL $1,115,392 $830,264 $850,024 $538,485 $1,173,437 $1,282,393 TOTAL $1,115,392 $830,264 $850,024 $538,485 $1,173,437 $1,282,393 148
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Division Overview
The role of the Budget Division is multifaceted but primarily revolves around the effective management of financial resources to support the City's goals, priorities, and operations. The Division develops, administers, and monitors compliance with the City’s biennial operating budget.

The Budget staff is responsible for developing and implementing the biennial budget and long-term financial plans for the City, as well as translating the Mayor and City Council’s policy priorities and objectives into financial plans and resource allocations. This involves forecasting revenues, assessing expenditure needs, and allocating available resources efficiently and effectively to support essential services to the community.

The Budget Division oversees the City's financial health by consistently monitoring revenues and expenditures and proactively identifying potential financial risks or challenges by implementing strong internal controls as well as accurate and timely financial reporting. The Budget Division also encourages collaboration across all departments city-wide to ensure that there is budgetary coherence and synergy across the different areas of the City’s operations. Through regular communication, coordination, and strategic alignment, the Budget Division helps to bridge silos and promote a unified approach to financial management and resource allocation within the City. The Division’s collaborative effort enhances transparency, accountability, and strategic decision-making, ultimately contributing to the overall success and well-being of the community.

BUDGET

FINANCE & MANAGEMENT SERVICES
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Budget - Expenses by Type
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Budget - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $596,619 $641,583 $886,809 $625,504 $1,061,224 $1,147,802 GENERAL TOTAL $596,619 $641,583 $886,809 $625,504 $1,061,224 $1,147,802 GOVERNMENTAL TOTAL $596,619 $641,583 $886,809 $625,504 $1,061,224 $1,147,802 TOTAL $596,619 $641,583 $886,809 $625,504 $1,061,224 $1,147,802 150
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Division Overview
Business Registration plays a crucial role in facilitating the registration and licensing of businesses operating within the City’s limits. This Division manages the collection of business registration and transient lodging taxes and serves as a central point of contact for businesses seeking to establish or renew their business licenses to ensure compliance with local regulations and ordinances. A significant portion of the Division’s time is spent performing work designed to “discover” new businesses that have not registered or verify information provided by businesses that may not be complete and thus generate inaccurate tax payments. Efficient management of the business registration process by the Division supports the economic vitality and growth of the city while ensuring that businesses operate in a manner consistent with local laws and regulations. The revenues collected by this Division are an important part of total General Fund resources, which fund City services and enhance the quality of life for residents, businesses, and visitors.

BUSINESS REGISTRATION

FINANCE & MANAGEMENT SERVICES
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Business Registration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $951,222 $1,120,591 $1,383,131 $1,027,755 $1,529,299 $1,685,206 GENERAL TOTAL $951,222 $1,120,591 $1,383,131 $1,027,755 $1,529,299 $1,685,206 GOVERNMENTAL TOTAL $951,222 $1,120,591 $1,383,131 $1,027,755 $1,529,299 $1,685,206 TOTAL $951,222 $1,120,591 $1,383,131 $1,027,755 $1,529,299 $1,685,206 152
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Division Overview
The Payroll Division within the Finance Department is responsible for administering the City's payroll system and ensuring accurate and timely payment of wages to City employees. This Division oversees payroll processing, including calculating and distributing salaries, wages, and benefits to employees and withholding and remitting payroll taxes. The Payroll Division also manages employee records including timekeeping and attendance, and ensures compliance with relevant labor laws and regulations in coordination with the Human Resources Department. By maintaining accurate payroll records and ensuring timely payment of wages, this Division supports the City's workforce and contributes to overall employee satisfaction and retention.

PAYROLL

FINANCE & MANAGEMENT SERVICES
153
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Payroll - Expenses by Type
y
Expenses  Finance & Management Services  Payroll & Benefits Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Payroll - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $332,995 $291,049 $445,328 $390,475 $535,787 $579,315 GENERAL TOTAL $332,995 $291,049 $445,328 $390,475 $535,787 $579,315 GOVERNMENTAL TOTAL $332,995 $291,049 $445,328 $390,475 $535,787 $579,315 TOTAL $332,995 $291,049 $445,328 $390,475 $535,787 $579,315 154
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Division Overview
The Purchasing Division is responsible for facilitating the acquisition of goods and services necessary for the City's operations while ensuring transparency, fairness, and compliance with legal and regulatory requirements. Through competitive bidding, negotiation, and strategic sourcing, the Division aims to achieve cost savings while ensuring compliance with relevant laws, regulations, and internal policies governing procurement practices. Purchasing staff mitigates risks associated with procurement, such as fraud and supply chain disruptions, by implementing strong controls to safeguard the integrity of the process. By supporting the operational needs of the various city departments, from office supplies to construction contracts, the Purchasing Division plays a critical role in the effective and efficient delivery of services. The transparent and accountable procurement practices for the Division foster public trust and confidence in the City's management of taxpayer dollars, providing stakeholders with access to information about procurement decisions and processes.

The Disadvantaged Business Enterprise (DBE) program within the Purchasing Division is dedicated to supplier diversity and inclusion in the City's procurement and contracting processes. This program ensures that businesses owned by minorities, women, veterans, and other disadvantaged groups have equitable access to contracting opportunities within the City. The program provides outreach and education to potential suppliers, and promotes the inclusion of diverse suppliers in the City's procurement practices. By fostering a diverse and inclusive business environment, the Purchasing Division supports economic empowerment and growth within the community while promoting fairness and equity in the City's contracting practices.

PURCHASING

FINANCE & MANAGEMENT SERVICES
155
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Purchasing - Expenses by Type
y
Expenses  Finance & Management Services  Program 
Visualization
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Budget
2024 Actual 2025 Proposed 2026 Proposed
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Purchasing - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $307,980 $601,358 $758,874 $527,003 $835,856 $924,924 GENERAL TOTAL $307,980 $601,358 $758,874 $527,003 $835,856 $924,924 GOVERNMENTAL TOTAL $307,980 $601,358 $758,874 $527,003 $835,856 $924,924 TOTAL $307,980 $601,358 $758,874 $527,003 $835,856 $924,924 156
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Division Overview
The Treasury Division manages the City's cash flow, investments, and debt. This Division oversees the collection and disbursement of funds, ensuring that the City's financial transactions comply with established policies and regulations. Treasury is responsible for managing the City's investment portfolio in coordination with the Administration Division and managing the City's debt, including monitoring debt related to the Community Facilities Districts (CFDs) located throughout the City.

The Treasury Division must ensure that the City is in compliance with debt covenants, has adequate debt coverage as required, and files all required Federal and State regulatory and compliance reporting in a timely and accurate manner.

Managing several hundred million dollars in investments, the Treasury Division ladders investments to ensure that the City has adequate cash flows to meet day-to-day operative needs while maximizing yield.

Always managing the portfolio with the public funds philosophy of safety, liquidity, yield, the Division seeks first to ensure that taxpayer funds are safe, second that the City has adequate liquidity to meet its needs, and lastly to maximize yield.

TREASURY

FINANCE & MANAGEMENT SERVICES
157
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Treasury - Expenses by Type
y
Expenses  Finance & Management Services  Treasurer
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Treasury - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $133,268 $278,238 $450,042 $316,995 $388,406 $431,318 GENERAL TOTAL $133,268 $278,238 $450,042 $316,995 $388,406 $431,318 GOVERNMENTAL TOTAL $133,268 $278,238 $450,042 $316,995 $388,406 $431,318 TOTAL $133,268 $278,238 $450,042 $316,995 $388,406 $431,318 158
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Department Overview Divisions
The General Government function represents the
budgetary mechanism to account for those costs
that are not directly applicable to any one
department. All items included in the General
Government budget are assigned to and managed
by a staff member with responsibility for that
particular expenditure. An example of this is the
City’s General Fund debt service obligations. While
the Finance Department oversees and has
responsibility for these payments, they are not
actually a Department operating expenditure.

Programs of the General Government include
Customer & Neighborhood Services and Violence
Intervention Program (VIP).

Customer and Neighborhood Services
Violence Intervention Program (VIP)

GENERAL GOVERNMENT
159
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Organizational Chart - General Government
160
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General Government - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $18,412,399 $32,886,990 $15,398,045 $7,640,495 $17,967,471 $21,729,185 American Rescue Plan Fund $0 $372,958 $7,795,742 $5,183,918 $0 $0 Measure S $0 $0 $1,000,000 $0 $0 $0
Bankruptcy Settlement $103,706 $9,837 $73,370 $3,076 $0 $0 GENERAL TOTAL $18,516,104 $33,269,785 $24,267,156 $12,827,490 $17,967,471 $21,729,185 Special Revenue
Federal Grant Programs $675,222 $1,482,411 $4,022,331 $93,406 $0 $0 Community Developmnt Block Grant $772,323 $788,802 $782,759 $782,760 $0 $0 Cable Television Fund $184,657 $211,242 $310,500 $125,314 $0 $0 SPECIAL REVENUE TOTAL $1,632,201 $2,482,456 $5,115,590 $1,001,479 $0 $0 Capital Project
Cultural Developmnt Construction $0 $51,283 $48,717 $36,082 $0 $0 CAPITAL PROJECT TOTAL $0 $51,283 $48,717 $36,082 $0 $0
GOVERNMENTAL TOTAL $20,148,306 $35,803,524 $29,431,463 $13,865,050 $17,967,471 $21,729,185 Fiduciary $0 $0 $0 $250,000 $0 $0
TOTAL $20,148,306 $35,803,524 $29,431,463 $14,115,050 $17,967,471 $21,729,185 General Government - Expenses by Type
y
Expenses  General Government
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
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Division Overview
The Customer and Neighborhood Services Division provides those who live, work, and visit the City of San Bernardino with convenient access to City services and information. Staff coordinates and implements community outreach efforts by enhancing communication and partnerships with the local community and neighborhood associations. Staff made roughly 6,100 outreach contacts during the prior year through various meeting venues.

Customer and Neighborhood Services provides the community with the City’s central Neighborhood Information Center providing public counter customer service and is responsible for the operation of the city-wide Customer Service Call Center (SB Direct) along with the Customer Relationship Management System. Service levels are enhanced through the utilization of a centralized location for service requests and tracking system. The staff handles more than 160,000 calls and contacts per year; and that number has grown every year since the inception of the Call Center.

In addition, the Division provides enriched programs in collaboration with the neighborhood associations in the community and supports the development of programs and initiatives that improve the quality of life for City residents and businesses. The Customer and Neighborhood Services Division also supports the Neighborhood Resource Center, Matching Grant Program, and Leadership Programs approved by the Mayor and City Council.

CUSTOMER AND NEIGHBORHOOD SERVICES

GENERAL GOVERNMENT
162
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Customer and Neighborhood Services - Expenses by Type
y
Expenses  General Government  Customer & Neighborhood Ser… Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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1.3M
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Customer and Neighborhood Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $636,857 $1,454,277 $755,472 $631,580 $810,052 $891,354 GENERAL TOTAL $636,857 $1,454,277 $755,472 $631,580 $810,052 $891,354 GOVERNMENTAL TOTAL $636,857 $1,454,277 $755,472 $631,580 $810,052 $891,354 TOTAL $636,857 $1,454,277 $755,472 $631,580 $810,052 $891,354 163
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Division Overview
Established in 2017, the Violence Intervention Program (VIP), is an evidence-based community violence intervention strategy designed to reduce group related homicides and non-fatal injury shootings throughout San Bernardino. Strategies for violence intervention involve, but are not limited to, a focused deterrence on violent crime using real-time crime analysis to identify high risk individuals and community-oriented policing in combination with culturally relevant intervention strategies, such as street outreach and link to human services.

The City of San Bernardino received a Board of State and Community Corrections three-year matching grant for $3,800,000 to contract with local community-based organizations. Local community-based organizations will continue to provide supportive services to people at the highest risk of being impacted by violence, and this grant allows outreach services to be continued through June 30, 2025.

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

VIOLENCE INTERVENTION PROGRAM

GENERAL GOVERNMENT
164
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Violence Intervention Program - Expenses by Type
y
Expenses  General Government  Violence Intervention
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Sort Large to Small 
    
Violence Intervention Program - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $228,509 $193,735 $209,471 $82,367 $358,816 $287,716 American Rescue Plan Fund $0 $372,958 $627,042 $71,258 $0 $0 GENERAL TOTAL $228,509 $566,693 $836,513 $153,625 $358,816 $287,716 Special Revenue
Federal Grant Programs $464,651 $401,120 $112,179 $7,969 $0 $0 SPECIAL REVENUE TOTAL $464,651 $401,120 $112,179 $7,969 $0 $0 GOVERNMENTAL TOTAL $693,160 $967,813 $948,691 $161,593 $358,816 $287,716 TOTAL $693,160 $967,813 $948,691 $161,593 $358,816 $287,716 165
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Department Overview Divisions
Human Resources provides a variety of services to
all City departments to promote organizational
effectiveness through creative leadership that is
responsive to our community, employees, and the
public while providing exceptional customer
service. The Department is organized in four
programmatic areas including Administration,
Recruitment and Selection, Liability & Risk
Management and Workers’ Compensation.

Administration
Employee Relations
Recruitment and Selection
Liability & Risk Management
Workers' Compensation

HUMAN RESOURCES & RISK MANAGEMENT
166
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Organizational Chart - Human Resources & Risk Management 167
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Performance Measures for Strategic Goals & Priorities
What did Human Resources accomplish in Fiscal Year 2022/2023 & 2023/2024?
Held First Workers Compensation Training for City Leaders in 3 years. 1.

Added Loma Linda as an Occupational Medical Service Provider creating a more responsive and robust Workplace Injury experience for City Employees.

2. 3. Closed 90 Workers Compensation Cases.

4. Processed and closed 226 Claims against the City.

5. Streamlined ADA workplace accommodation process to be compliant with CalPERS guidelines.

6. 2022 – In processed 77 new employees.

7. 2023 – In processed 100 new employees.

8. Switched to a new vision services provider (VSP).

9. Selected new Life and Disability provider to Lincoln Financial, lowering the City’s monthly premium.

Implemented Paid Family Leave for benefited employees, providing up to eight weeks of partial wage replacement for eligible employees.

10. 11. Streamlined the recruitment process and documentation in NEOGOV to improve efficiency.

12. Implemented NEOGOV Attract to source candidates for hard to fill positions.

13. Implemented online testing for Dispatchers, and LET’s to expand the candidate pools.

Implemented online recruitment requests through NEOGOV requisitions for PD in preparation for a city-wide roll out.

14. 168
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Human Resources - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Liability Insurance Fund $10,176,801 $20,843,429 $16,178,259 $9,019,128 $20,886,556 $21,916,210 Workers Compensation $5,327,695 $6,143,471 $5,727,232 $5,680,330 $5,718,026 $5,936,451 INTERNAL SERVICE TOTAL $15,504,496 $26,986,901 $21,905,490 $14,699,458 $26,604,582 $27,852,661 PROPRIETARY TOTAL $15,504,496 $26,986,901 $21,905,490 $14,699,458 $26,604,582 $27,852,661 Governmental
General
General $203,022 $119,598 $3,800 $182,122 $7,137 $7,637 GENERAL TOTAL $203,022 $119,598 $3,800 $182,122 $7,137 $7,637 GOVERNMENTAL TOTAL $203,022 $119,598 $3,800 $182,122 $7,137 $7,637 TOTAL $15,707,519 $27,106,498 $21,909,290 $14,881,579 $26,611,719 $27,860,298 Human Resources - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Liability Insurance Fund $10,121,290 $20,787,907 $16,315,214 $12,506,115 $20,886,563 $21,916,216 Workers Compensation $4,454,979 $6,146,581 $5,566,631 $4,298,658 $5,706,139 $5,919,373 INTERNAL SERVICE TOTAL $14,576,269 $26,934,488 $21,881,844 $16,804,773 $26,592,702 $27,835,589 PROPRIETARY TOTAL $14,576,269 $26,934,488 $21,881,844 $16,804,773 $26,592,702 $27,835,589 Governmental
General
General $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 GENERAL TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 Special Revenue $0 $0 $90,623 $66,306 $49,366 $0
GOVERNMENTAL TOTAL $1,932,821 $2,055,421 $3,231,576 $1,950,600 $2,833,888 $3,042,376 TOTAL $16,509,090 $28,989,909 $25,113,421 $18,755,373 $29,426,590 $30,877,965 169
Packet Page. 221
Human Resources - Expenses by Type
y
Expenses  Human Resource & Risk Manag…
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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170
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Division Overview
The Administration Division provides comprehensive personnel management services to the entire organization through classification and compensation plans, benefits administration, workforce planning, leave management, employee retention, employee recognition, labor management, employee relations, and city-wide training to retain an outstanding well-qualified workforce committed to providing best-inclass public service. Additional responsibilities include the development and management of the Department’s budget, maintenance of the city-wide personnel records, processing employee transactions, and maintaining and updating the salary schedule in compliance with CalPERS standards and regulations.

ADMINISTRATION

HUMAN RESOURCES & RISK MANAGEMENT
171
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Administration - Expenses by Type
y
Expenses  Human Resource & Risk Manag…  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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3.0M
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 GENERAL TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 GOVERNMENTAL TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 172
Packet Page. 224
Division Overview
The Employee Relations program encompasses a multifaceted array of responsibilities aimed at fostering harmonious and efficient workplace dynamics. One crucial aspect involves promptly addressing any complaints and grievances that may arise within the organization. Our team provides guidance and support to supervisors and managers, assisting them in navigating through progressive discipline processes and employee performance improvement initiatives with fairness and professionalism. We are committed to mitigating and resolving labor contract disputes in a manner that upholds the principles of equity and mutual respect. Through meticulous workplace investigations, we strive to uncover root causes and facilitate resolutions to complaints and grievances, ensuring that all parties involved are heard and treated fairly. Additionally, our role extends to coordinating and facilitating comprehensive City-wide training and development initiatives. By offering opportunities for continuous learning and skill enhancement, we aim to empower employees at all levels to reach their full potential while aligning with the organizational objectives.

EMPLOYEE RELATIONS

HUMAN RESOURCES & RISK MANAGEMENT
173
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Employee Relations - Expenses by Type
y
Expenses  Human Resource & Risk Manag…  Employee Relations Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 50.0K
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300.0K
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Sort Large to Small 
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Employee Relations - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary $0 $0 $133,494 $0 $373,074 $413,484
TOTAL $0 $0 $133,494 $0 $373,074 $413,484
174
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Division Overview
The Liability and Risk Management Division is responsible for the management of liability claims that arise in the course of conducting City business, managing subrogation claims pursued by the City against responsible third parties, review of insurance provisions in City contracts and agreements, and evaluates and administers the City’s self-insurance and commercial insurance propgrams. Excess general liability insurance policies are in effect to limit financial exposure exceeding the City’s $5 million self-insured retention. Staff monitors claim activity to identify areas of loss that can be reduced through proactive changes to policies or other City activities and operations. The Division serves as a resource concerning claim liability exposure, insurance coverages and insurance provisions in City contracts and agreements.

LIABILITY AND RISK MANAGEMENT

HUMAN RESOURCES & RISK MANAGEMENT
175
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Liability & Risk Management - Expenses by Type
y
Expenses  Human Resource & Risk Manag…  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 5.0M

10.0M

15.0M

20.0M
-5.0M
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Personnel
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Liability & Risk Management - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Liability Insurance Fund $10,121,290 $20,787,907 $16,315,214 $12,505,347 $20,886,563 $21,916,216 INTERNAL SERVICE TOTAL $10,121,290 $20,787,907 $16,315,214 $12,505,347 $20,886,563 $21,916,216 PROPRIETARY TOTAL $10,121,290 $20,787,907 $16,315,214 $12,505,347 $20,886,563 $21,916,216 TOTAL $10,121,290 $20,787,907 $16,315,214 $12,505,347 $20,886,563 $21,916,216 176
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Division Overview
The Recruitment and Selection Division is responsible for the appointment and retention of a qualified, effective, and diverse workforce. These efforts include proactive recruitment efforts and the administration of fair, consistent, and objective applicant screening, and testing methods. This Division of the department is also responsible for the administration of the San Bernardino Temporary Staffing (SBTS) program established to provide immediate temporary staffing during the time period a vacancy occurs through the time a position is filled with a permanent appointment, peak workloads, leaves of absence from work, and special projects. SBTS functions similar to a temporary staffing agency in the private sector by creating a pool of ready to start qualified candidates to be placed into temporary positions and reduce the city’s average time to fill vacancies.

RECRUITMENT & SELECTION

HUMAN RESOURCES & RISK MANAGEMENT
177
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Recruitment & Selection - Expenses by Type
y
Expenses  Human Resource & Risk Manag…  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 500.0K

1.0M

1.5M

2.0M

2.5M

3.0M
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Recruitment & Selection - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 GENERAL TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 GOVERNMENTAL TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 TOTAL $1,932,821 $2,055,421 $3,140,953 $1,884,294 $2,784,522 $3,042,376 178
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Division Overview
The Workers’ Compensation Division provides specialized workers’ compensation services to employees city-wide, including work related injury benefits consistent with State law and regulations while maintaining cost control measures and developing cost reduction strategies. Excess workers’ compensation insurance is in effect to protect against claims that exceed the City’s $1 million self-insured retention. In collaboration with Public Works safety staff through a city-wide safety function, employee safety training is provided, and management of the City’s Injury and Illness Prevention Program is supported with the objective of identifying and reviewing trends, limiting future exposure, and identifying required safety improvements. A variety of training opportunities designed to decrease work related injuries and ensure a safe work environment are also administered through the program, including wellness initiatives to improve employee health, well-being and productivity.

WORKERS' COMPENSATION

HUMAN RESOURCES & RISK MANAGEMENT
179
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Workers' Compensation - Expenses by Type
y
Expenses  Human Resource & Risk Manag…  Workers Compensation Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Personnel
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Workers' Compensation - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Workers Compensation $4,454,979 $6,146,581 $5,566,631 $4,298,658 $5,706,139 $5,919,373 Liability Insurance Fund $0 $0 $0 $768 $0 $0
INTERNAL SERVICE TOTAL $4,454,979 $6,146,581 $5,566,631 $4,299,426 $5,706,139 $5,919,373 PROPRIETARY TOTAL $4,454,979 $6,146,581 $5,566,631 $4,299,426 $5,706,139 $5,919,373 TOTAL $4,454,979 $6,146,581 $5,566,631 $4,299,426 $5,706,139 $5,919,373 180
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Department Overview Divisions
The Information Technology (IT) department is
responsible for communication and information
technology services. IT maintains all computer,
business and enterprise applications including the
network, Geographic Information Systems (GIS),
and email. The Department supports staff at more
than 40 locations throughout the city through its
LAN and WAN networks. IT strives to serve its
customer departments by helping them maximize
the efficiency embedded within their existing
software and equipment.

The Department has six divisions consisting of:

Administration, Business Systems, Client Services,
GIS and Office Automation, Network Services,
Public Safety Systems, and Community Access
Television (CATV).

Administration
Business Systems
Client Services
Community Access Television (CATV)
GIS and Office Automation
Network Services
Public Safety Systems

INFORMATION TECHNOLOGY
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Organizational Chart - Information Technology
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Performance Measures for Strategic Goals & Priorities
What did the Information Technology Department accomplish in Fiscal Year 2022/23 & 2023/24?
Upgraded all City computers to Windows 10 or higher.

Added MDBR (Malicious Domain Blocking and Reporting) to the network.

Filled 1 Open Position in Network Services.

Centralized Dropbox Software.

Revamped website Phonebook.

Procured Constant Contact for constituent email communication.

Upgraded Library Phone system.

Upgraded Library Firewall.

Procured Educational Tenant for Library Microsoft software.

Centralized Adobe Software.

Information Technology - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $6,775,962 $7,432,027 $7,849,370 $7,840,136 $9,549,488 $9,893,993 INTERNAL SERVICE TOTAL $6,775,962 $7,432,027 $7,849,370 $7,840,136 $9,549,488 $9,893,993 PROPRIETARY TOTAL $6,775,962 $7,432,027 $7,849,370 $7,840,136 $9,549,488 $9,893,993 Governmental
Special Revenue
Federal Grant Programs $0 $0 $425,256 $0 $0 $0
SPECIAL REVENUE TOTAL $0 $0 $425,256 $0 $0 $0
GOVERNMENTAL TOTAL $0 $0 $425,256 $0 $0 $0
TOTAL $6,775,962 $7,432,027 $8,274,626 $7,840,136 $9,549,488 $9,893,993 183
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Information Technology - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $2,807,847 $6,041,332 $12,600,892 $5,168,071 $9,549,488 $9,894,999 INTERNAL SERVICE TOTAL $2,807,847 $6,041,332 $12,600,892 $5,168,071 $9,549,488 $9,894,999 PROPRIETARY TOTAL $2,807,847 $6,041,332 $12,600,892 $5,168,071 $9,549,488 $9,894,999 Governmental
Special Revenue
Federal Grant Programs $0 $0 $425,256 $259,703 $0 $0
Cable Television Fund $0 $0 $0 $0 $285,000 $285,000
SPECIAL REVENUE TOTAL $0 $0 $425,256 $259,703 $285,000 $285,000 GOVERNMENTAL TOTAL $0 $0 $425,256 $259,703 $285,000 $285,000 TOTAL $2,807,847 $6,041,332 $13,026,148 $5,427,774 $9,834,488 $10,179,999 Information Technology - Expenses by Type
y
Expenses  Information Technology
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
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12.5M
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Division Overview
Administration manages Departmental personnel, finances, agency partnerships, and various organization-wide activities. The purpose of the Division is to plan, administer and coordinate resources to ensure cost effectiveness, and operational efficiency.

ADMINISTRATION

INFORMATION TECHNOLOGY
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Administration - Expenses by Type
y
Expenses  Information Technology  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
-400.0K
-200.0K

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400.0K
600.0K
800.0K
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $190,707 $168,342 $379,308 $315,593 $821,186 $916,325 INTERNAL SERVICE TOTAL $190,707 $168,342 $379,308 $315,593 $821,186 $916,325 PROPRIETARY TOTAL $190,707 $168,342 $379,308 $315,593 $821,186 $916,325 TOTAL $190,707 $168,342 $379,308 $315,593 $821,186 $916,325 186
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Division Overview
The Business Systems Division provides technology services for enterprise and departmental applications and the public and internal websites, with the goal of meeting their technology requirements.

The Business Systems Division manages the main data center and supports organization-wide applications such as the New World Systems financial system, the Laserfiche document management system and the Customer Relationship Management (CRM) system. The Division also helps each department get the most out of their specialized applications such as Permits, Business Registration, Code Enforcement, and meeting systems.

BUSINESS SYSTEMS

INFORMATION TECHNOLOGY
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Business Systems - Expenses by Type
y
Expenses  Information Technology  Business Systems
Visualization
2021-22 Actual2022-23 Actual2024 Amended
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500.0K
750.0K

1.3M

1.5M
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Personnel
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Business Systems - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $763,075 $1,209,477 $1,685,516 $1,292,550 $1,146,920 $1,219,256 INTERNAL SERVICE TOTAL $763,075 $1,209,477 $1,685,516 $1,292,550 $1,146,920 $1,219,256 PROPRIETARY TOTAL $763,075 $1,209,477 $1,685,516 $1,292,550 $1,146,920 $1,219,256 TOTAL $763,075 $1,209,477 $1,685,516 $1,292,550 $1,146,920 $1,219,256 188
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Division Overview
Client Services maintains and repairs all PCs and peripheral devices (laptops, tablets, and printing equipment). The Division provides technical support and assistance for all end users’ software programs.

The City has 900+ workstation related pieces of equipment requiring maintenance and periodic replacement.

CLIENT SERVICES

INFORMATION TECHNOLOGY
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Client Services - Expenses by Type
y
Expenses  Information Technology  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 1.0M
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750.0K

1.3M
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Expenses
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Client Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $545,441 $1,047,955 $1,084,445 $873,714 $1,125,634 $1,264,800 INTERNAL SERVICE TOTAL $545,441 $1,047,955 $1,084,445 $873,714 $1,125,634 $1,264,800 PROPRIETARY TOTAL $545,441 $1,047,955 $1,084,445 $873,714 $1,125,634 $1,264,800 TOTAL $545,441 $1,047,955 $1,084,445 $873,714 $1,125,634 $1,264,800 190
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Division Overview
Community Access Television (CATV), also known as the Inland Empire Media Group (IEMG), creates locally originated programming and provides coverage of community sponsored events and government meetings such as City Council and Planning Commission meetings. This includes the operation and programming of the City’s three cable channels seen on Spectrum, Frontier and AT&T, the City’s YouTube channel, and the emergency radio AM1610 station. These three cable channels, i.e., Government, Public and Educational are also available to watch live 24/7 on the internet from the City website.

CATV serves as the liaison to the cable and telephone companies as required by the Digital Infrastructure and Video Competition Act (DIVCA) under Assembly Bill 2987. This Division produces 5 hours each week of original programming to inform and entertain the residents of San Bernardino. Furthermore, all City meetings are available live or video on demand on the City website and each meeting video is indexed for easy navigation to specific agenda items.

In FY22-23 staff produced 139 Public Service Announcements/Video Segments for other City departments and provided meeting coverage of over 50 City meetings using a total of over 1029 staff time hours.

The Youtube channel continues to retain and grow subscribers with a lifetime subscriber count reaching 9100 subscribers by the end of FY22-23. FY21-22 had a positive subscriber growth of 631 with 193K content views, while FY22-23 had also a positive subscriber growth of 404 with 136K content views.

Community Access Television (CATV) Fiscal Year Goals for FY25 & FY26 Continue to use Public, Educational, and Governmental (PEG) fees to fund technical upgrades to equipment and facilities i.e., Channel Operations, Field and Studio Production Equipment, Council and other City meeting locations
Work with Purchasing Division in the timely processing of contracts and purchase orders for independent contractors. This is important because it directly links with CATV’s annual performance

COMMUNITY ACCESS TELEVISION (CATV)

INFORMATION TECHNOLOGY
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measure of increasing Youtube channel subscribers.

Community Access Television - Expenses by Type
y
Expenses  Departments   CATV
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 100.0K
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300.0K
400.0K
500.0K
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Community Access Television - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Cable Television Fund $184,657 $211,242 $310,500 $125,314 $285,000 $285,000 SPECIAL REVENUE TOTAL $184,657 $211,242 $310,500 $125,314 $285,000 $285,000 General
General $193,288 $208,251 $269,072 $194,210 $0 $0
GENERAL TOTAL $193,288 $208,251 $269,072 $194,210 $0 $0 GOVERNMENTAL TOTAL $377,945 $419,493 $579,572 $319,524 $285,000 $285,000 Proprietary $0 $0 $0 $13,836 $268,618 $292,565
TOTAL $377,945 $419,493 $579,572 $333,360 $553,618 $577,565 192
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Division Overview
The GIS and Office Automation Division provides Geographic Information Systems (GIS) and Office Automation (OA) technology services to employees and departments thereby enhancing their ability to address city goals and resident requests. A geographic information system (GIS) is a framework for gathering, managing, and analyzing data to reveal patterns, relationships, and situations, thus helping users make more informed decisions.

The OA program provides technical and computer services including email, antivirus, anti-spam, and computer updates, and wireless and cellular access for field personnel. This group is also responsible for providing research on emails or documents for any public records requests.

GIS AND OFFICE AUTOMATION

INFORMATION TECHNOLOGY
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Geographic Information Systems and Office Automation - Expenses by Type
y
Expenses  Information Technology  GIS & Office Automation Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 200.0K
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800.0K
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Geographic Information Systems and Office Automation - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $131,088 $564,076 $578,504 $549,205 $840,517 $826,470 INTERNAL SERVICE TOTAL $131,088 $564,076 $578,504 $549,205 $840,517 $826,470 PROPRIETARY TOTAL $131,088 $564,076 $578,504 $549,205 $840,517 $826,470 TOTAL $131,088 $564,076 $578,504 $549,205 $840,517 $826,470 194
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Division Overview
Network Services develops and maintains the network infrastructure used by employees for phone service, software required in their daily duties, and other automated technologies. Staff manages the wide area network (WAN) connections through both an organizational fiber optic network and a thirdparty network service provider for a variety of communications-oriented purposes such as radios and data circuits. Some of these tasks are coordinated by staff with third party providers that assist with hardware/software maintenance, remote access servers and software, and configuring and maintaining network security equipment to ensure a secure network environment.

NETWORK SERVICES

INFORMATION TECHNOLOGY
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Network Services - Expenses by Type
y
Expenses  Information Technology  Network Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 500.0K

1.0M

1.5M

2.0M

2.5M

3.0M
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Network Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $676,010 $1,647,961 $3,203,482 $951,931 $2,097,575 $2,070,577 INTERNAL SERVICE TOTAL $676,010 $1,647,961 $3,203,482 $951,931 $2,097,575 $2,070,577 PROPRIETARY TOTAL $676,010 $1,647,961 $3,203,482 $951,931 $2,097,575 $2,070,577 TOTAL $676,010 $1,647,961 $3,203,482 $951,931 $2,097,575 $2,070,577 196
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Division Overview
The Public Safety Systems Division is dedicated to managing and maintaining the City of San Bernardino Police Department data center and the many police computer systems.

The systems include office related equipment, mobile data computers (MDC) in the police vehicles, radios, and body cameras. The division also supports all of the software applications such as dispatch, records, and evidence systems. The size and expertise requirements of the Police Department related technology needs merits the dedicated, on-site team at the Police Department to meet those needs in a timely manner and ensure a high level of service and security.

PUBLIC SAFETY SYSTEMS

INFORMATION TECHNOLOGY
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Public Safety Systems - Expenses by Type
y
Expenses  Information Technology  Public Safety Systems Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 1.0M
250.0K
500.0K
750.0K

1.3M
Dollars
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Non-Personnel Expenses
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Public Safety Systems - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Internal Service
Information Technology $501,527 $1,097,056 $1,490,614 $900,466 $1,249,038 $1,305,006 INTERNAL SERVICE TOTAL $501,527 $1,097,056 $1,490,614 $900,466 $1,249,038 $1,305,006 PROPRIETARY TOTAL $501,527 $1,097,056 $1,490,614 $900,466 $1,249,038 $1,305,006 TOTAL $501,527 $1,097,056 $1,490,614 $900,466 $1,249,038 $1,305,006 198
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Department Overview
Charter Section 504 provides “[t]he City Attorney shall serve as the chief legal advisor to the Council, the City Manager and all City departments, offices and agencies; shall represent the City in all legal proceedings; and shall perform other duties prescribed by state law, this Charter or by ordinance.” In performing these duties, the City Attorney’s Office, through the contract with Best Best & Krieger LLP, provides legal advice to the Mayor, City Council, City Manager, and all City departments on a daily basis.

The legal advice provided by the City Attorney’s Office includes drafting and reviewing policies, agreements, agenda items, resolutions, and ordinances. It also includes advice on complex areas of municipal law, including for example: public contracting; environmental laws (e.g., the California Environmental Quality Act); the Brown Act and other transparency laws; telecommunications; economic development laws; and labor and employment law. The City Attorney’s Office also manages and supervises litigation filed by and filed against the City, including litigation handled by the City’s expert outside counsel.

Legal Services
City Attorney
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Organizational Chart - Legal Services
Performance Measures for Strategic Goals & Priorities
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What did Legal Services accomplish in Fiscal Year 2022/23 & 2023/2024?
Continued significant financial savings including:

Reduction in total city-wide legal expenditures and reduction in legal expenditures as a percentage of total governmental expenses;
Ongoing savings in office space, workers’ compensation, and overhead costs; Future savings in pension liability.

Successful handling of litigation, including settling a lawsuit with Inland Counties Legal Services, the Public Interest Law Project, and the California Department of Housing and Community Development regarding the City’s Housing Element, and successful results in a number of other cases.

Representing City at 33 ACP hearings with a 94% success rate and successfully defending City in writ actions based on those hearings.

Obtained a preliminary injunction for 340 W. 4th Street (ASU Dorm) on March 2, 2023. In August 2023, we assisted with facilitating the board up and vacating of the property.

Facilitation of numerous receiverships for blighted properties within the City.

Drafting of several major pieces of City legislation including:

Amending the City’s crime-free housing ordinance to comply with state and federal law, and to comply with the City’s settlement agreement regarding the City’s Housing Element; An ordinance granting citation authority to security guard personnel for violations of the San Bernardino Municipal Code;
An Ordinance amending the City’s purchasing system and a Resolution adopting a new City purchasing policy;
Regular update of City’s template agreements.

Assisting staff with major public works projects including advising on the building of a permanent homeless navigation center.

Attending weekly homeless task force meetings. Assisting Mayor and Council in declaring a homelessness state of emergency.

Assisting Mayor and Council and key staff with resolution of significant organizational challenges including turnover in key positions, ethical matters, large and distracting political lawsuits, and addressing increasing pressure on the City’s risk function as claims (and exposure) increase and City activity increases.
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Legal Services - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $121,458 $161,388 $191,500 $25,074 $197,281 $211,090 GENERAL TOTAL $121,458 $161,388 $191,500 $25,074 $197,281 $211,090 GOVERNMENTAL TOTAL $121,458 $161,388 $191,500 $25,074 $197,281 $211,090 TOTAL $121,458 $161,388 $191,500 $25,074 $197,281 $211,090 Legal Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General $3,674,910 $4,559,283 $5,309,583 $2,953,977 $5,181,587 $5,536,580 GOVERNMENTAL TOTAL $3,674,910 $4,559,283 $5,309,583 $2,953,977 $5,181,587 $5,536,580 TOTAL $3,674,910 $4,559,283 $5,309,583 $2,953,977 $5,181,587 $5,536,580 Legal Services - Expenses by Type
y
Expenses  Legal Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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2.0M

3.0M

4.0M

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Powered by OpenGov
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Department Overview Divisions
The Library Department encourages the growth
and development of a strong community by
providing life-long learning opportunities, safe and
welcoming spaces for community engagement,
and life skills and support for persons of all ages
and abilities.

Administration
Branch Library Services
Central Library Services
Literacy
Support Services
The library provides services from a central facility, Feldheym Library, and three branch libraries, Rowe Branch, Ingram Branch, and Villaseñor Branch, with all libraries open 40 hours weekly. The library benefits from generous Friends and Foundation groups, is the recipient of various Federal and State grants and charitable contributions, and partners with local schools, non-profits and neighborhood associations to maximize its reach and impact in building a stronger and more prosperous San Bernardino community. In addition, the Department provides staff support to the Library Board of Trustees. The library is organized into four programs: Administration, Library Support Services, Central Library Services, and Branch Library Services. The Library’s Literacy Program is almost entirely grantfunded.

The mission of the San Bernardino Public Library is to provide free access to the world of ideas, information, and creative experiences for all residents of San Bernardino. Your public library is where you will find free access to everything you need for your education, employment, self-government, cultural enrichment, recreation, and endless opportunities for lifelong learning and economic improvement. The library also offers access to almost 50 free internet public PCs among the City’s four libraries, free Wi-Fi, and various electronic resources available anytime to Library cardholders. One of the library’s best offerings for the public is free programming for all ages to promote culture and recreation and build community in the City.

The library received funding for four full-time positions providing public service in 2021-22 and three more in FY 2022-23 to provide the increased public service hours for the community. This allows the library to finally begin rebuilding public services after the financial challenges that it faced from 2008 – 2019. In 2008, all four libraries were each open six days a week for 54 weekly service hours as the library had an annual budget of almost $3 million and 31 full-time positions. In FY 20-21 before the $600,000 funding increase - Feldheym Central was open five days a week for 37 weekly service hours while the three branch libraries were open four days a week for 20 weekly service hours with an annual budget of approximately $2 million and 10 full-time positions paid for by the general fund. Since the City’s population is roughly 220,000 and the library’s annual budget is approximately $2,850,000 million that means the library receives less than $13 of funding per resident, which is one of the lowest amounts in the state compared to the annual average of $57 per resident, which is confirmed by a report from the California State Library. In 2024/25, the budget is increasing to $5,220,290 bringing the spending per

LIBRARY
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resident to almost $24. A vast improvement, but still not where it should be. Library's ultimate goal is to match the average per capita operating income for CA State Libraries which is $58 per resident. 204
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Organizational Chart - Library
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Performance Measures for Strategic Goals & Priorities
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What did Library accomplish in Fiscal Year 2022/2023 & 2023/2024? FY22/23
Circulation of materials increased by approximately 5,000 for more than 56,000.

Approximately 92,000 people visited libraries.

Over 10,000 Overdrive eBooks and eAudiobooks circulated – increase of more than 15% from previous FY.

Completed renovation of Rowe Branch public restrooms to be ADA compliant.

Parking lot lights upgraded to LED at Villaseñor.

City IT has replaced the Library's phone system.

In-N-Out Burger spring reading program had an increase from 2,309 participants to 2,743 participants.

Revitalized social media - Now active on Facebook, Instagram, Twitter, and TikTok. On all four of those, the Library has seen engagement and growth, and an impact on programs resulting in the need for RSVPs in some cases.

Trick-or-Treat at the Library was a success with 132 kids/teens participating and was received very well by the community.

Library brought Santa and Mrs. Claus back and their events were well attended across the board, highlighted by 55 patrons at Rowe.

Add three full-time public service positions for improved customer service.

FY24/25
Received $6.4 million infrastructure grant for Feldheym Central Library from California State Library.

Renovation completed of Villaseñor Branch public restrooms to become ADA compliant and renovation of Community Room with capacity of 75.

More than 1,000 Overdrive eBooks and audiobooks circulated in a month in September 2023.

Created two part-time positions in the grant-funded Literacy Program full-time to increase classes and programs for public.

Estimated 72 patrons for a story time program at Rowe Branch in July.

Estimated 50 patrons for "Slime Night" program at Inghram Branch. 207
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Library - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Federal Grant Programs $207,774 $225,743 $240,624 $117,252 $280,703 $310,828 State And Other Grant Programs $0 $0 $8,900 $19,709 $0 $0 SPECIAL REVENUE TOTAL $207,774 $225,743 $249,524 $136,961 $280,703 $310,828 General
General $126,936 $237,801 $20,000 $188,527 $22,220 $23,776 GENERAL TOTAL $126,936 $237,801 $20,000 $188,527 $22,220 $23,776 GOVERNMENTAL TOTAL $334,710 $463,544 $269,524 $325,488 $302,923 $334,604 TOTAL $334,710 $463,544 $269,524 $325,488 $302,923 $334,604 Library - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $2,671,250 $2,610,050 $3,133,028 $2,095,016 $4,975,030 $4,952,282 GENERAL TOTAL $2,671,250 $2,610,050 $3,133,028 $2,095,016 $4,975,030 $4,952,282 Special Revenue
Federal Grant Programs $207,774 $245,509 $453,126 $191,940 $245,260 $269,975 State And Other Grant Programs $0 $0 $8,900 $0 $0 $0
SPECIAL REVENUE TOTAL $207,774 $245,509 $462,026 $191,940 $245,260 $269,975 GOVERNMENTAL TOTAL $2,879,024 $2,855,558 $3,595,055 $2,286,955 $5,220,290 $5,222,257 TOTAL $2,879,024 $2,855,558 $3,595,055 $2,286,955 $5,220,290 $5,222,257 208
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Library - Expenses by Type
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Division Overview
The Library delivers cohesive and cost-effective operation of the library facilities, maintaining a safe and welcoming environment for customers and staff. High-quality customer service is provided through programs and services designed to meet community needs. Administrative staff provides leadership and manages employees to support the overall effectiveness and efficiency of service delivery. The financial condition and results of library programs are monitored and analyzed to ensure optimal use of resources. Staff explores options for grants in order to supplement services with non-City funding. The Library partners with civic groups, the local business community, City departments, the Library Board of Trustees, the Friends and Foundation groups and others to effectively inform the community about the services and resources available.

ADMINISTRATION

LIBRARY
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $765,130 $452,777 $697,120 $360,248 $1,050,873 $1,038,382 GENERAL TOTAL $765,130 $452,777 $697,120 $360,248 $1,050,873 $1,038,382 GOVERNMENTAL TOTAL $765,130 $452,777 $697,120 $360,248 $1,050,873 $1,038,382 TOTAL $765,130 $452,777 $697,120 $360,248 $1,050,873 $1,038,382 211
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Division Overview
Three branch libraries (Villaseñor, Inghram, and Rowe) each provide library services 40 hours a week. In addition to enabling customers to access and borrow library materials by checking items in and out, public PCs and Wi-Fi are also available. The branches also offer the Summer Reading Program, weekly story times, crafts, and other special programs and events that are especially popular with youth – who need safe and positive places for educational and recreational opportunities.

BRANCH LIBRARY SERVICES

LIBRARY
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Branch Library Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $533,082 $795,128 $764,256 $483,730 $1,038,930 $1,111,886 GENERAL TOTAL $533,082 $795,128 $764,256 $483,730 $1,038,930 $1,111,886 GOVERNMENTAL TOTAL $533,082 $795,128 $764,256 $483,730 $1,038,930 $1,111,886 TOTAL $533,082 $795,128 $764,256 $483,730 $1,038,930 $1,111,886 213
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Division Overview
Feldheym Library offers public points including: Circulation; Reference Desk; Children’s and Young Adult Section; the Cosand Computer Learning Center, which offers 24 computers with free public internet access; and the Jack Hill Lifelong Learning Center offering literacy services, computer courses, citizenship assistance, English as a Second Language (ESL), homework assistance, and other free programs and services. Customers are also able to access and borrow library materials by checking items out. Library personnel check the items in/out, renew items, shelve returned items to their proper location, and process reserved items and materials requested from other libraries for customers. Staff encourages timely return of materials by notifying borrowers of overdue items, sending replacement bills for items long overdue, and collecting fines/fees. Staff also keeps existing library customer accounts updated and issues library cards to new borrowers. The Literacy Center has received grants for a Makerspace area which items are created and built and 3D Printing and Virtual Reality stations from the state library.

The Library enhances the use of library materials and information resources by providing one-on-one assistance locating and utilizing those resources as well as providing programming in support of community interests and educational pursuits. Staff attends community events and meetings to promote library services for adults. The Library provides quality adult collections by selecting and acquiring new and relevant materials in a wide variety of formats in response to community interest and demand. Staff evaluates the collection areas in terms of age, relevancy and condition. The Library prepares materials for easy access and use by cataloging new materials accurately using national standards; updating the catalog to keep it current; physically processing new books, media items, periodicals and newspapers; and extending the life of materials through basic repair and rebinding. Staff also orders and receives materials, processes invoices and monitors purchases.

CENTRAL LIBRARY SERVICES

LIBRARY
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Central Library Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental $854,989 $906,851 $1,120,924 $846,289 $2,012,021 $2,161,846 TOTAL $854,989 $906,851 $1,120,924 $846,289 $2,012,021 $2,161,846 215
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Division Overview
Staff at Feldheym Library's Jack L. Hill Lifelong Learning Center provides Literacy tutoring for adults, children, and families. The mission of the Jack L. Hill Lifelong Learning Center (LLC) is to empower families, children and adults, through education and confidence. Through teamwork, the Center's vision is to provide learners access to lifelong learning skills. The result is a strong and successful community.

The Learning Center provides tutoring services for Adult Basic Education, English as a Second Language, financial literacy, Citizenship preparation, workforce development, digital literacy, Makerspace access, and mathematics. Children in grades preschool through twelfth are welcome to participate in daily live homework help in any subject.

The Learning Center is the recipient of both Federal and State grant funding, which allows for one-on-one and small group tutoring. Professional development is funded through these grant programs ensuring that Literacy staff are current with appropriate techniques and resources. Consumable materials are an important part of the grant funding, as participants are not charged for any services or instructional books necessary for their ongoing learning process. Partnerships with the local US Citizenship and Immigration Services office, the San Bernardino City Unified School District, the San Bernardino County Workforce Development Board, and the Library’s Children’s Department provides the community with a wide selection of relevant services.

The Creation Station Makerspace is the result of a grant received three years ago, expanding the vocational and technology training for the community. Available equipment and trainings include 3-D printing, laser cutter access, Cricut cutting machine, sewing machine and Serger instruction, and software training for presentation and resume building.

LITERACY PROGRAM

LIBRARY
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2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Federal Grant Programs $73,809 $60,205 $75,652 $34,701 $0 $0 SPECIAL REVENUE TOTAL $73,809 $60,205 $75,652 $34,701 $0 $0 General
General $0 $0 $0 $0 $0 $2,500
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GOVERNMENTAL TOTAL $73,809 $60,205 $75,652 $34,701 $0 $2,500 TOTAL $73,809 $60,205 $75,652 $34,701 $0 $2,500
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Division Overview
During the last few years, the Library has increased its online service delivery and maintained patron access to computers, which is managed and maintained through Support Services. At the library, computers, photocopiers and other equipment provide access to information and services. Through the library website, patrons have access to an online catalog and mobile app. The catalog allows customers to search for library materials, including e-Books and e-Audiobooks, manage their account, renew materials, place items on hold, and request materials from other City Libraries. Library cardholders can use resources available through the library website to search for magazine and newspaper articles, as well as online tutors available to advise all types of learners in various subjects, including resume preparation. Cardholders can also search a directory with facts about companies that include listings of jobs and internships.

SUPPORT SERVICES

LIBRARY
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Support Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $488,581 $456,143 $535,181 $395,470 $831,210 $593,913 GENERAL TOTAL $488,581 $456,143 $535,181 $395,470 $831,210 $593,913 GOVERNMENTAL TOTAL $488,581 $456,143 $535,181 $395,470 $831,210 $593,913 TOTAL $488,581 $456,143 $535,181 $395,470 $831,210 $593,913 219
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Department Overview Divisions
Parks, Recreation, & Community Services is the
heartbeat of the City's vibrant lifestyle, weaving
together a tapestry of open spaces, dynamic
meeting centers, engaging programs, and
essential community services. The Department's
mission is to cater to the diverse social and leisure
needs of every resident, ultimately elevating the
overall quality of life in our community.

Administration
Community Services
Recreation
Divided into three integral program divisions—Administration, Recreation, and Community Services—the Department is a well-orchestrated symphony of initiatives aimed at fostering connection, promoting wellbeing, and nurturing a sense of belonging. The Administrative division serves as the backbone, ensuring seamless coordination and efficient execution of our various endeavors.

Under the Recreation umbrella, the Department invites residents to immerse themselves in a world of excitement and enrichment. From sports leagues that ignite friendly competition to creative workshops that spark inspiration, the Division is dedicated to curating experiences that cater to every interest and age group.

Community Services, the heart and soul of the Department, extends a helping hand to those in need.

Through a myriad of essential services, staff strives to create a safety net that reinforces the bonds of the community, ensuring that no resident is left without services to enhance quality of life.

PARKS, RECREATION, & COMMUNITY

SERVICES
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Organizational Chart - Parks, Recreation, & Community Services 221
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Performance Measures for Strategic Goals & Priorities
What did Parks, Recreation, & Community Services accomplish in Fiscal Year 2022/23 & 2023/24?
FY 2022/23 ACCOMPLISHMENTS – RECREATION
In Fiscal Years 22-24, the Recreation Division, with a focus on Community Centers, achieved remarkable success in enhancing community engagement, offering diverse programs, and fostering partnerships.

Delmann Heights Community Center:

At Delmann Heights, the Ballet Folklorico program made a triumphant return, driven by its popularity.

The Tiny Bites cooking program witnessed increased participation, averaging five attendees per session.

New programs like Sensory Fun, Imagination Story Time, and a Teen Club were introduced. The ongoing partnership with CAPS Mobile Food Pantry has been instrumental in supporting 1,020 people in the community since May 2023.

Lytle Creek Community Center:

Lytle Creek Community Center thrived with a structured Karate class for youth, attracting an average of 20 participants per class and 40-50 participants each session. ADA upgrades, including automated doors, enhanced accessibility and increased foot traffic, exposing amenities like billiards and ping-pong. The introduction of Summer and Winter Day Camps proved successful, providing parents with school-aged children a valuable childcare option during school breaks.

Rudy C. Hernandez Community Center:

The Rudy C. Hernandez Community Center showcased a vibrant Summer Day Camp with approximately 130 kids from June to August 2023. Arts and Crafts were revamped, incorporating teens and introducing innovative projects. The addition of Cooking & Science programs, along with a transitioned game room, saw increased daily participation. Hernandez became the hub for the Back 2 Nature GRANT Program, hosting various overnight camps and excursions, fostering community connections.

Verdemont Community Center:

Verdemont Community Center launched a NEW KIDS CLUB after-school program, catering to 12 youth.

An ESports Program in partnership with Revival Arcade attracted 5-10 participants per month. The 222
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introduction of Culinary Teens, Health & Fitness programs, and Parent & Me programs added diversity to the center's offerings, each attracting a significant number of participants.

City-Wide Events:

City-Wide events were a highlight, with Arbor/Earth Day Park Revitalization, Starlight Cinema expanded to Splash Cinema and Cult Cinema Collective, Sizzlin’ Summer Nights Concert series, Dia de Los Muertos, Veterans Day Salute, and Miracle on Court St. Each event brought the community together, offering unique experiences, entertainment, and celebrations.

Partnerships:

A significant partnership with Rainbow Pride Youth Alliance & Family Assistance Program led to the successful hosting of the first San Bernardino PRIDE Night. With over sixty vendors, resources in health, education, financials, novelty, and food, the event attracted over two thousand community attendees, providing a safe space and a variety of engaging activities.

In fiscal years 2022/23 and the first half of 2023/24, the Recreation Division showcased an unwavering commitment to community engagement, facility improvements, and the promotion of diverse sports programs.

Youth Sports:

During 2022/2023, the Division established partnerships with local organizations, resulting in successful showcases for both Basketball and Football. These events, featuring live entertainment, games, and clinics, provided valuable experiences for the community. In the subsequent year, the Youth Sports program continued its momentum with a Football showcase facilitated through collaborations with local non-profits. Additionally, the Youth Basketball program attracted over 150 participants, demonstrating the Department's dedication to offering diverse sporting opportunities for the youth.

Adult Sports:

The Adult Sports program thrived with offerings such as 11v11 Soccer, 7v7 Soccer, Baseball, Women’s and Men’s Basketball, Co-Ed Softball, and Men’s Flag Football. The Norton Gymnasium underwent operational upgrades, ensuring safer conditions and generating revenue through facility rentals. A notable achievement in the following fiscal year was the introduction of new programs like Sunday Night Football, contributing to a total of 61 teams and an estimated 6,600 spectators. Despite challenges such as vandalism at Norton Gym, the Athletics Division adapted swiftly by relocating summer-end leagues to Hernandez Gym. The commitment to inclusivity was evident with the introduction of a new Women’s Basketball League, witnessing a growth from 6 to 9 teams.

Outdoor Facilities:

Collaborations with the Public Safety Academy resulted in substantial renovations to the Norton Gym, including ceiling tile removal, new scoreboard installations, and the addition of portable bleachers. The semi-annual meetings for the Resident Youth Sports Group provided structured allocation of ballfields, involving 13 different groups and nearly 1,600 residents. Park Maintenance diligently ensured the upkeep of ballfields and facilities, contributing to robust revenue generation through gymnasium and ballfield rentals, totaling $48,529.

In the first half of FY2023/24, the momentum continued with partnerships facilitating a Football showcase and the Youth Basketball program attracting over 150 participants. The Norton Gymnasium witnessed further upgrades with new portable bleachers, and despite challenges like vandalism, the introduction of new programs and various sports leagues attracted 61 teams and an estimated 6,600 spectators. Notably, revenue generation reached an astounding $121,300, primarily attributed to the CSUSB Baseball lease of Fiscalini Field.

The Recreation Division's dedication to enhancing facilities, fostering community engagement, and providing diverse sports opportunities firmly positions it as a key player in promoting an active and vibrant community.
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FY 2022/23 ACCOMPLISHMENTS – COMMUNITY SERVICES
In fiscal years 2022/23, the Community Services Division, particularly in Senior Services, made remarkable strides in enhancing the well-being and engagement of senior-aged individuals.

Senior Centers:

Both the 5th Street and Perris Hill Senior Centers flourished as hubs for diverse senior activities, clubs, classes, and events. The total visitations in FY 2022/23 showcased an upward trend, reaching a total of 80,014, with notable quarterly increases. Capital improvement projects, including repaving and restriping of the Perris Hill Senior Center parking lot and roof renovations, reflected a commitment to creating comfortable and modern spaces.

The 5th Street Senior Center saw a comprehensive refurbishment, including a newly installed shade patio structure, kitchen remodeling, and various enhancements. Senior Services established 30 new relationships with organizations, fostering collaboration in health, wellness, medical benefits, and community resources. The annual Senior Health and Resource Fair, attended by over 500 seniors, brought together 42 vendor booths, providing valuable health information and garnering $5,250 in sponsorships.

The 2022 Inland Empire Senior Games, hosting 201 senior-age athletes, not only showcased friendly competition but also earned recognition with the California Parks and Recreation Society’s Celebrating Excellence Award for an outstanding community program.

Older Californians Nutrition Program:

The Senior Nutrition Program, under a 3-Year Grant with the San Bernardino County Department of Aging and Adult Services, served 60,741 meals, marking an 18% increase from the previous year.

Significant improvements included the relocation of meal preparation to the Perris Hill Senior Center kitchen and the acquisition of $304,846 in new grant funding for various enhancements. Staff committed considerable effort to recruitment and retention, addressing part-time position dynamics and labor market volatility.

Senior Companion Program (SCP):

The SCP continued its impactful services, with 19 volunteers providing 17,655 hours to senior-aged individuals. A Grant Award of $332,662 was secured, and a robust Volunteer and Client Recruitment Action Plan was implemented.

Retired and Senior Volunteer Program (RSVP):

The RSVP, with 279 volunteers serving at 24 workstations, provided 21,794 hours of community service, valuing $535,736. The program's success was underscored by the creation of three new MOUs and the resumption of Senior Advisory Council meetings. The annual Volunteer Recognition event celebrated the dedication of volunteers, and participation in Washington D.C. and provided valuable insights into volunteer recruitment strategies. A comprehensive FY2020 and FY2021 Monitoring Report addressed CNCS representatives' inquiries, ensuring continued excellence in program delivery.

The accomplishments in these fiscal years reflect a commitment to community well-being, inclusivity, and robust senior engagement.
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FY 2023/24 ACCOMPLISHMENTS - COMMUNITY SERVICES (Jul 2023 – Dec 2023) Senior Services
In the first half of FY 2023/24, the 5th Street and Perris Hill Senior Centers continued to thrive as focal points for senior activities, experiencing a 28% increase in total visitations compared to the previous fiscal year. Newly introduced activities like Movie Days, Bunco play, Game Day, Ukelele, and Dollar Dances gained popularity. The centers were designated Cooling Centers during high-temperature periods, providing crucial relief to seniors.

A ceremony at 5th Street Senior Center commemorated the 9/11 Day of Remembrance and Service, emphasizing community solidarity. The event included a day of service options for those who participated, and the celebration of a new Patriotic Mural painted by local artist, Christian Morales.

Renovations at the Fifth Street Senior Center kitchen, initially on hold, restarted with a planned reopening ceremony in mid-February 2024. The 2023 Inland Empire Senior Games attracted 186 senior-age athletes participating in various sports, with the oldest participant being 91 years old. The Senior Games was recognized by the California Park and Recreation Society as a Champion Senior Program. The Senior Health and Resource Fair featured 46 information booths, drawing an impressive turnout of 682 participants.

Older Californians Nutrition Program:

The Senior Nutrition Program served 36,398 meals on 128 days at six sites, with average daily meals reaching 284. The HCBS-NI Grant completion was extended to September 2024, enabling significant enhancements and purchases.

Senior Companion Program (SCP):

Year Three of a 3-Year grant, totaling $332,662, was approved. Delores Suarez was hired as the Volunteer Coordinator, aiding recruitment and retention efforts. SCP volunteers provided 11,144 hours of service, addressing the needs of senior-aged individuals with disabilities.

Retired and Senior Volunteer Program (RSVP):

The RSVP acquired 336 volunteers serving at 27 workstations, providing 14,104 hours of service valued at $346,676. Noteworthy achievements included increased visibility through department brochures, a new MOU with Morongo Basin CHP, and ongoing efforts in volunteer recruitment.

These accomplishments in the first half of FY2023/24 underscore the Department's unwavering commitment to fostering vibrant senior communities and enhancing the quality of life for older individuals.
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FY 2022/23 ACCOMPLISHMENTS – ADMINISTRATION
In the fiscal years 2022/23, the Parks, Recreation, and Community Services Administrative Division achieved significant milestones. The Department collaborated with the Treasury Division in a comprehensive internal audit of cash management controls, leading to a set of recommendations that enhanced the overall Cash Management Policy. These improvements ensured strict compliance with local, county, State, and Federal regulations and legislative mandates.

Seccombe Lake Park took center stage as the host site for the San Bernardino Festival, drawing nearly 8,000 attendees. This cultural extravaganza provided a platform for diverse communities to connect, celebrating heritage through activities in seven themed villages. This event was the catapult for ongoing culture and arts programs for the City including the Arts Festival, SB Food Fest, The Downtown Art Walk and Dia de Los Muertos. The Department also played a vital role in facilitating the annual meeting of the San Bernardino County Community Health Collaborative, addressing the ongoing challenge of youth obesity with a holistic approach.

The Parks, Recreation, and Community Services Department extended its support to community-wide events, including Halloween celebrations, the Veterans Day commemoration and two brand new City events with the Memorial Day Event and the Miracle on Court Street holiday festivities. With ongoing support from the community, the Department implemented the “Sizzling Summer Nights” concerts series at the infamous Roosevelt Bowl. Along with summer movies in the park, the Department managed to introduce positive recreational experiences to over 5000 attendees.

A series of community meetings for the renovation of the Eastside Skate Park showcased the Department's commitment to community input and collaboration. The initiation of the City's Park Master Plan marked a significant milestone, involving collaborative efforts, community engagement, and extensive surveys to shape the future of City parks. The opening of the outdoor fitness court at Blair Park received enthusiastic community response, fostering local engagement in health and fitness initiatives.

The Department also focused on professional development, ensuring all supervisors and managers underwent new Purchasing Policy Training. A comprehensive 2-day tour of all parks laid the groundwork for the upcoming comprehensive Parks Master Plan.

To enhance recruitment efforts, staff actively participated in employee recruitment fairs, aiming to fill vacant part-time positions. The inaugural recruitment event “Go To Work Week” proved effective with onsite interviews and over 40 offers in 4 days. These initiatives demonstrated the Department's dedication to improving services, community engagement, and overall well-being. 226
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FY 2023/24 ACCOMPLISHMENTS – ADMINISTRATION
In the subsequent fiscal year, the Parks, Recreation, and Community Services Administrative Division continued its commitment to community well-being and safety. Addressing security concerns, the Department collaborated with various City divisions and contractors to address break-ins and property damage at numerous facilities. An all-hands-on deck park maintenance effort was implemented with hopes to beautify parks and create safe open spaces for the community to gather in the late spring.

Seccombe, Blair, Perris Hill, Wildwood and Bobby Vega Parks all received much needed maintenance.

Many of the park’s irrigations systems were severely damaged or stolen. In collaboration with the park operations and facility management teams, the Department was able to identify a priority needs plan for parks, community centers and amenities to ensure a safe, clean and fun summer season. Collaborative efforts with local organizations, such as the Mountains Foundation Urban Conservation Corps, led to the successful cleanup of Seccombe Lake Park, ensuring a pristine environment for the community.

Initiatives like opening and closing the overflow parking lot at Lytle Creek Park demonstrated the Department's dedication to supporting local schools and enhancing safety. Participation in events like the Resource Fair for the unhoused showcased the Department's commitment to community support.

Inclusivity remained a priority, with program staff participating in Inclusion and Diversity training.

Planning for future events, such as the multicultural Festival at Lytle Creek Park, demonstrated the Department's forward-thinking approach. In addition, extensive programming was offered at the Center for Individual Disabilities through a state grant award. Excursions to Disneyland, the Nutcracker, and various parks were successful in developing independent skill sets for our participants. Equity and access were the focus of the spring and summer as the Back 2 Nature program (grant awarded $650,000) not only engaged children, teens and families in camping equipment and activities, but also included park clean ups, beach day trips and excursions to Sea World San Diego.

After a substantial hiatus, the Military Banner Program made a triumphant return, courtesy of the Department's effective implementation of new opportunities. We sought to create a meaningful space for the military family community, providing a platform to recognize and celebrate the sacrifices of those currently in service and honor those who have given their lives for freedom.

A significant stride in this revival was the strategic acquisition of a commercial printer, enabling us to produce banners in-house. These banners, adorned with the faces of our heroes, proudly graced the downtown area from Memorial Day through Veterans Day, turning the streets into a living memorial.

The response was nothing short of extraordinary, with a remarkable 200% increase in community participation. Heartwarming testimonials flooded in, underscoring the program's impact on fostering a sense of gratitude, unity, and remembrance.

Encouraged by this overwhelming support, the Department is poised to set its sights even higher. As we reflect on the success of the program, our aspirations extend beyond the downtown area. Over the next two years, the Department aims to expand banner installations to additional locations, ensuring that the spirit of honoring our military heroes reverberates throughout the community. This initiative is not just about banners; it's a powerful testament to the City's unwavering commitment to recognizing and cherishing the sacrifices made for the sake of our freedom.

The Department's Capital Improvement Plan (CIP) for FY 23-24 was nothing short of spectacular, reaching a crescendo as designs approached the impressive 100% design mark for flagship projects such as the East Side Skate Park, Nicholson Park, Seccombe Lake Park, and the Encanto Community Center. As a testament to our commitment to progress, the City completed the construction of the 5th St. Senior Center Kitchen and held a grand opening extravaganza in February 2024.

The momentum continued with the initiation of additional noteworthy projects, including the Lytle Creek Park Futsal Courts, Speicher Park baseball fields, and soccer field lights, as well as Newmark Field lights 227
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and Norton Gymnasium upgrades. Each venture found its stride with dedicated project managers at the helm, guiding them through the intricate design phases.

Celebrating community partnerships, the groundbreaking ceremonies for the Blair Park baseball/softball field renovation, generously sponsored by the LA Dodger Foundation and San Manuel Band of Mission Indians, shone as beacons of success in securing invaluable community investments. These events not only mark physical transformations but symbolize the enduring commitment to providing top-notch facilities for our residents. With each groundbreaking event, the Department continues to weave the narrative of progress, community, and a bright future for all.

After being awarded the National League of Cities Cultural Award, the Department re-focused their energy on ensuring new and innovative programs and services to the City. The debut of the San Bernardino Farmer's Market added a vibrant touch to downtown, with the PRCSD Staff playing a pivotal role in promoting City services. The Dia de Los Muertos Cultural Experience provided a vibrant tapestry of art, performances, food and community gathering. The holiday season was made complete with the 2nd annual Miracle on Court Street which included a larger ice rink, a massive 35-foot decorated tree and a lighted walk-through holiday experience witnessed by over 20,000 people in 13 days.

None of these efforts would have been possible without the grants received by the Department. In the first two-year budget for the City of San Bernardino, the Department received $9,346,234.26 in awards:

Title Amount Program
Senior Nutrition $568,241.00 Community Services Seniors Back to Nature $605,321.26 Recreation Youth and Families Kaiser $29,750.00 Aquatics Youth and Families
Creative Core $100,000.00 Cultural Special Events
Donation for Verdemont $40,000.00 Recreation Programs at Verdemont Donation from Hillwood $20,000.00 Symphony Event and Youth Sports Prop 68 per Capita $177,952.00 Entry gates and Arch at Nicholson Red Cross Centennial
Program $4,970.00 Aquatics Swim lessons and Certificates for WSI/Lg Workforce Grant $1,400,000.00 Recreation 4 FT positions / 35 PT positions San Manuel Band of Mission
Indians $3,050,000.00 Seccombe Lake, Speicher, Lytle Creek, Fitness Supervisor Joe Baca Jr. Office
ARPA $1,950,000.00 Speicher Park, Guadualupe Fields
Congressman Pete Aguilar $1,400,000.00 Roosevelt Bowl
In summary, the Parks, Recreation, and Community Services Administrative Division continues to excel in fostering community connections, supporting local initiatives, and enhancing overall well-being throughout FY2023/24.
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Parks, Recreation, & Community Services - Revenues by Fund 2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
Special Revenue
Federal Grant Programs $537,233 $778,048 $1,480,652 $218,583 $218,488 $254,171 State And Other Grant Programs $0 $0 $256,000 $25,000 $0 $0 SPECIAL REVENUE TOTAL $537,233 $778,048 $1,736,652 $243,583 $218,488 $254,171 General
General $321,675 $494,224 $457,230 $449,846 $500,978 $536,048 GENERAL TOTAL $321,675 $494,224 $457,230 $449,846 $500,978 $536,048 GOVERNMENTAL TOTAL $858,908 $1,272,271 $2,193,882 $693,429 $719,466 $790,219 TOTAL $858,908 $1,272,271 $2,193,882 $693,429 $719,466 $790,219 Parks, Recreation, & Community Services - Expenses by Fund 2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $4,415,060 $4,132,108 $5,615,108 $3,897,331 $6,000,401 $6,389,934 Measure S $0 $1,500 $8,500 $0 $0 $0
GENERAL TOTAL $4,415,060 $4,133,608 $5,623,608 $3,897,331 $6,000,401 $6,389,934 Special Revenue
Federal Grant Programs $487,091 $880,150 $2,589,214 $852,787 $301,388 $254,171 State And Other Grant Programs $0 $0 $256,002 $63,034 $0 $0 CDBG-CV 1 $115,806 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $602,896 $880,150 $2,845,216 $915,821 $301,388 $254,171 Capital Project
Cultural Developmnt Construction -$12,604 $168,072 $268,126 $192,033 $0 $0 CAPITAL PROJECT TOTAL -$12,604 $168,072 $268,126 $192,033 $0 $0 GOVERNMENTAL TOTAL $5,005,353 $5,181,830 $8,736,949 $5,005,185 $6,301,789 $6,644,105 TOTAL $5,005,353 $5,181,830 $8,736,949 $5,005,185 $6,301,789 $6,644,105 229
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Parks, Recreation, & Community Services - Expenses by Type y
Expenses  Parks Recreation & Community
Visualization
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Budget
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Division Overview
At the heart of the Parks, Recreation, and Community Services Department, the Administrative Division serves as a dynamic force, elevating the community's well-being through enhanced programs.

Meticulously threading through the Department's fabric, it not only provides crucial support for staffing needs but also excels in grant writing, policy development, and staff report preparation.

Distinguished as the catalyst for positive change, the Administrative Division spearheads community engagement efforts, steering the ship in the development and implementation of the first Parks and Recreation Master Plan since 2008. With a focus on improving quality of life, the Division champions initiatives that resonate with the community, fostering a sense of belonging and joy.

Beyond traditional roles, the Division plays a pivotal part in recruiting and retaining talented staff, ensuring the Department is equipped with the best minds to drive its mission forward. In the realm of grants, the Division's expertise shines, securing valuable resources to amplify the impact of community programs.

As architects of innovation, the Administrative Division doesn't merely manage policies but pioneers their evolution. It crafts a vision for the future, where policies are not static documents but living instruments that adapt to the evolving needs of the community. This visionary approach extends to the meticulous preparation of staff reports, providing a comprehensive overview of the Department's achievements and future endeavors.

In the grand tapestry of community development, the Administrative Division is not just an orchestrator but a passionate advocate for a vibrant and connected community. Its unwavering commitment resonates in every engagement, ensuring that the community's voice is not only heard but woven into the very fabric of the Department's initiatives.

ADMINISTRATION

PARKS, RECREATION, & COMMUNITY SERVICES
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Administration - Expenses by Type
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Expenses  Parks Recreation & Community  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $2,088,795 $1,566,343 $1,944,940 $1,376,844 $2,251,136 $2,353,226 GENERAL TOTAL $2,088,795 $1,566,343 $1,944,940 $1,376,844 $2,251,136 $2,353,226 Capital Project $0 $0 $25,000 $0 $0 $0
Special Revenue
CDBG-CV 1 $13,775 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $13,775 $0 $0 $0 $0 $0
GOVERNMENTAL TOTAL $2,102,570 $1,566,343 $1,969,940 $1,376,844 $2,251,136 $2,353,226 TOTAL $2,102,570 $1,566,343 $1,969,940 $1,376,844 $2,251,136 $2,353,226 232
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Division Overview
Community Services is dedicated to enriching the lives of individuals aged 50 years and above by offering essential life services and engaging activities. The Division's mission is to elevate their dignity, foster independence, and promote participation in both physical and social pursuits.

The City proudly operates two Senior Centers: Fifth Street and Perris Hill. These hubs provide a diverse range of offerings, including monthly themed dances, recreational classes, billiards, chess, special holiday events, public safety awareness programs, advocacy initiatives, physical fitness opportunities, and senior nutrition services. In response to the challenges posed by the pandemic, the Centers prioritized the development of virtual programming, ensuring that seniors can continue to connect and thrive in a supportive and nurturing environment.

Community Services extends its reach through two signature regional events. The Ollie McDonald Senior Talent Showcase, affectionately known as "The Ollies," provides a platform for seniors to showcase their singing, dancing, and other talents in a joyous setting. The Inland Empire Senior Games, a sanctioned series of sports competitions, invites senior athletes to compete in various events such as swimming, bowling, golf, basketball, pickleball, billiards, and more. Exceptional performers at the local level have the opportunity to advance to State and National Senior Competitions.

The Department is proud to operate three impactful senior grant programs. The Retired Senior Volunteer Program (RSVP) connects seniors with volunteer opportunities across the Inland Empire, allowing them to contribute their skills to various agencies and non-profit organizations. The Senior Companion Program (SCP) pairs senior-age volunteer companions with clients in need, providing services like transportation, light cleaning, meal preparation, and invaluable companionship.

The Senior Nutrition program, also known as the Older Californians Nutrition Program, ensures access to nutritious meals at six locations: Fifth Street Senior Center, Perris Hill Senior Center, Hernandez Community Center, Lytle Creek Community Center, New Hope Family Life Center, and the Highland Senior Center. With an annual distribution of approximately 60,000 meals, the Program nourishes the senior community and fostering a sense of well-being.

COMMUNITY SERVICES

PARKS, RECREATION, & COMMUNITY SERVICES
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Community Service - Expenses by Type
y
Expenses  Parks Recreation & Community  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Community Service - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $501,148 $616,470 $781,521 $560,857 $902,421 $977,726 GENERAL TOTAL $501,148 $616,470 $781,521 $560,857 $902,421 $977,726 Special Revenue
Federal Grant Programs $481,912 $517,558 $988,232 $493,866 $218,488 $254,171 CDBG-CV 1 $102,031 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $583,943 $517,558 $988,232 $493,866 $218,488 $254,171 GOVERNMENTAL TOTAL $1,085,091 $1,134,028 $1,769,753 $1,054,723 $1,120,909 $1,231,897 TOTAL $1,085,091 $1,134,028 $1,769,753 $1,054,723 $1,120,909 $1,231,897 234
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Division Overview
Recreation is comprised of five Community Recreation Centers, five Aquatic Facilities, the Center for Individual Development (CID), Adult and Youth Sports Programs, Special Events and Outdoor Facilities.

Recreational Facilities include Delmann Heights, Lytle Creek, Verdemont, Ruben Campos, Norton and Rudy C. Hernandez Centers. In these community hubs, a symphony of leisure and recreation activities harmonize with the unique needs and interests of each neighborhood. The shared spirit across the centers echoes through common activities like open recreation, arts and crafts, family game days, and the educational flair of cooking and science programs. The athletic beat pulses through the community, fostering physical fitness and friendly competition, while homework assistance and access to community resources ensure that these centers are not just recreational havens but educational anchors for all.

Nurturing a sense of community and inclusivity, each Center boasts a gaming corner for entertainment, dance groups and music programs for artistic expression, and themed events to keep the recreational calendar fresh and engaging. This diverse palette of activities serves as a tapestry of inclusivity, promoting holistic development and cultural enrichment within our community.

At the Center for Individual Development (CID), specialized programming and community initiatives extend a warm welcome to individuals with developmental disabilities. Therapeutic aquatics, sensory rooms, life skills classes, water safety programs, and captivating events like Family Fun Day , the Disneyland Trip and Prom Night create a supportive and inclusive environment. The Community Gardens, overseen by CID staff, flourish with 100 garden plots, offering year-round gardening opportunities.

The Jerry Lewis Family Swim Center stands as a regional gem with its 150' waterslide, wading pool, and various water features, ensuring a splashing good time for all. Residents and visitors can dive into aquatic programs where the cool embrace of open recreational swim, water aerobics, lap swim, junior lifeguard programs, swim lessons, private pool rentals, and lifeguard training are continuous year-round with the addition of heaters.

On the field, the Youth Sports division nurtures budding talents with a variety of programs. From basketball and T-ball for the younger ones to a comprehensive range of sports for ages 7 to 18, the Youth Sports division is a dynamic arena of growth and camaraderie. The Adult Sports program complements this energy, offering indoor/outdoor soccer leagues, basketball leagues, volleyball leagues,

RECREATION

PARKS, RECREATION, & COMMUNITY SERVICES
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slow-pitch softball, and flag football leagues. With classes, workshops, and tournament play, the athletics Division embodies inclusivity and community orientation, contributing positively to the well-being of residents of all ages.

As the seasons change, so does the Department's commitment to evolving with the community's needs.

The key to our continued success and relevance lies in the Department's ability to expand and adapt, ensuring that our Recreation Division remains a dynamic force that resonates with the heartbeat of our ever-growing community.
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Recreation - Expenses by Type
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Expenses  Parks Recreation & Community  Program 
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Recreation - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $1,825,116 $1,949,296 $2,888,646 $1,956,893 $2,846,844 $3,058,982 GENERAL TOTAL $1,825,116 $1,949,296 $2,888,646 $1,956,893 $2,846,844 $3,058,982 Capital Project
Cultural Developmnt Construction -$12,604 $168,072 $243,126 $192,033 $0 $0 CAPITAL PROJECT TOTAL -$12,604 $168,072 $243,126 $192,033 $0 $0 GOVERNMENTAL TOTAL $1,812,513 $2,117,367 $3,131,772 $2,148,925 $2,846,844 $3,058,982 TOTAL $1,812,513 $2,117,367 $3,131,772 $2,148,925 $2,846,844 $3,058,982 237
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Department Overview Divisions
The Police Department addresses crime and
quality of life issues to provide a safe environment
for the community. The Department recruits the
best qualified employees to provide public safety
services. For the City to grow economically, the
Department needs to be responsive to resident
and business owner concerns and provide
excellent service.

Administrative Services
Executive Office
Investigations
Patrol
Quality of Life
Overseen by the Executive Office, the Police Department is configured to offer efficient service delivery while ensuring the highest degree of accountability for the resources allocated to public safety. The department is comprised of three divisions that administer its various bureau and unit level functions:

Investigations, Patrol, and Administrative Services.

The Police Department utilizes resources to focus on the following key goals:

Recruitment and Retention
Quality of Life
Organizational Effectiveness
Public Engagement
Employee Development
These five goals are the cornerstones used to increase Department efficiency and enhance the services offered to the community.

POLICE DEPARTMENT
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Organizational Chart - Police
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Performance Measures for Strategic Goals & Priorities
*Data represents calendar years
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Police - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $8,514,033 $8,265,106 $8,419,500 $9,036,246 $9,926,372 $10,621,216 GENERAL TOTAL $8,514,033 $8,265,106 $8,419,500 $9,036,246 $9,926,372 $10,621,216 Special Revenue
Federal Grant Programs $3,224,963 $6,455,900 $6,282,025 $2,598,339 $357,344 $358,653 Traffic Safety $1,066,533 $898,014 $760,000 $1,194,647 $753,000 $753,000 State And Other Grant Programs $0 $0 $3,000,000 $0 $722,888 $761,365 Asset Forfeiture $471,794 $509,021 $0 $309,924 $249,000 $249,000 Gang and Street Asset Forfeiture -$28,764 $38,489 $7,500 $3,258 $7,000 $7,000 SPECIAL REVENUE TOTAL $4,734,527 $7,901,425 $10,049,525 $4,106,168 $2,089,232 $2,129,018 GOVERNMENTAL TOTAL $13,248,560 $16,166,531 $18,469,025 $13,142,414 $12,015,604 $12,750,234 TOTAL $13,248,560 $16,166,531 $18,469,025 $13,142,414 $12,015,604 $12,750,234 Police - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $91,987,711 $103,840,116 $120,113,878 $98,878,490 $132,847,479 $138,329,846 GENERAL TOTAL $91,987,711 $103,840,116 $120,113,878 $98,878,490 $132,847,479 $138,329,846 Special Revenue
Federal Grant Programs $3,192,506 $6,495,372 $7,081,929 $1,970,684 $458,856 $358,653 State And Other Grant Programs $0 $0 $3,000,000 $109,931 $722,888 $761,365 Asset Forfeiture $96,887 $107,811 $715,960 $435,342 $249,000 $249,000 Gang and Street Asset Forfeiture $69,014 $84,913 $125,000 $96,166 $0 $0 SPECIAL REVENUE TOTAL $3,358,407 $6,688,096 $10,922,889 $2,612,122 $1,430,744 $1,369,018 GOVERNMENTAL TOTAL $95,346,118 $110,528,212 $131,036,767 $101,490,612 $134,278,223 $139,698,864 TOTAL $95,346,118 $110,528,212 $131,036,767 $101,490,612 $134,278,223 $139,698,864 Police - Expenses by Type
y
Expenses  Police
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Fiscal Year

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Division Overview
The Administrative Services Division is comprised of Dispatch, Records, Finance, IT, the Professional Standards Bureau, Personnel and Training, Community Affairs, Crime Analysis, Fleet Services, Emergency Management and Special Events. While diverse, this Division's functions each serve to support the Department’s primary mission of public safety.

The Dispatch Bureau serves as the primary answering point for all resident requests for service. In 2022, Dispatch received over 120,000 emergency and non-emergency calls. Each call was screened and routed to a patrol officer or other destination as appropriate.

The Records Bureau serves as the repository for all reports generated by the Police Department. This Bureau also handles registrations related to specific types of convictions, mandated reporting to State and Federal agencies, and all criminal and civil subpoenas served on Department personnel.

The Financial Unit provides for all financial services at the Department including budget preparation and maintenance, grants, contractual services, purchasing, accounts payable, payroll, timekeeping, and facilities maintenance.

The Community Affairs Unit handles media relations and inquiries, social media interaction, and community engagement. Community Affairs is also responsible for recruiting and managing all volunteers, including members of the Community Emergency Response Team, Reserve Police Officers, Citizen Volunteers, Explorers, and Chaplains.

The Crime Analysis Unit is responsible for intelligence gathering and coordinating with County, State, and Federal partners for the receipt and dissemination of information. Crime analysts review crime trends and reports, conduct research to link crimes and suspects, and provide crime and intelligence data to all Divisions of the Department.

Fleet Services is responsible for ensuring the Department’s fleet of vehicles is well maintained. The Fleet Expeditor works with City auto mechanics and other auto industry vendors to service and maintain Department vehicles.

ADMINISTRATIVE SERVICES

POLICE DEPARTMENT
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The Emergency Management Unit serves as the City's emergency management team to prepare employees and residents for the impacts of man-made and natural disasters. The team is responsible for the four phases of emergency management: mitigation, preparedness, response, and recovery.

The Special Events Unit is responsible for working with event promoters to ensure public safety at all parades, fairs, music festivals, and major sporting events held in the City.

The Professional Standards Bureau is responsible for receiving and investigating all resident complaints involving Police Department personnel. This Bureau also interfaces with the City Attorney's Office on all civil claims and litigation related to police actions. The Bureau is also responsible for tracking high liability policing actions and reporting specified data to the California Department of Justice.

The Personnel and Training Unit manages all recruitment, processing, and hiring of Department personnel. This Unit also manages new employee training and continuing education for existing personnel. In a typical month, the Personnel and Training Unit team processes several hundred job applicants.
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Administrative Services - Expenses by Type
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Expenses  Police  Program 
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2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Administrative Services - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $17,039,050 $20,312,009 $23,825,718 $17,584,116 $27,152,250 $27,551,228 GENERAL TOTAL $17,039,050 $20,312,009 $23,825,718 $17,584,116 $27,152,250 $27,551,228 Special Revenue
Federal Grant Programs $46,970 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $46,970 $0 $0 $0 $0 $0
GOVERNMENTAL TOTAL $17,086,020 $20,312,009 $23,825,718 $17,584,116 $27,152,250 $27,551,228 TOTAL $17,086,020 $20,312,009 $23,825,718 $17,584,116 $27,152,250 $27,551,228 244
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Division Overview
The Department’s executive managers and their supporting staff are responsible for the oversight and administration of all divisions of the Department.

The Professional Standards Bureau is responsible for receiving and investigating all resident complaints involving Police Department personnel. This Bureau also interfaces with the City Attorney's Office on all civil claims and litigation related to police actions. The Bureau is responsible for tracking high liability policing actions and reporting specified data to the California Department of Justice.

EXECUTIVE OFFICE

POLICE DEPARTMENT
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Division Overview
The Investigations Division is responsible for the oversight of general and specialized investigations conducted by the Police Department.

The Detective Bureau handles investigative follow-up and case management functions required to successfully prosecute crimes.

The Special Investigations Bureau is responsible for gathering intelligence and implementing specialized investigative techniques designed to curb violent assaults, gang, narcotic, and vice-related crimes.

The Forensics Unit documents, collects, and processes evidence at crime scenes, including fingerprints and DNA evidence.

The Property and Evidence Unit accepts physical evidence and found property for safekeeping, and then catalogs, stores, and provides for the final disposition of the property.

INVESTIGATIONS

POLICE DEPARTMENT
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Investigations - Expenses by Type
y
Expenses  Police  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Investigations - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $20,028,513 $21,236,524 $22,703,422 $18,267,669 $27,987,995 $29,627,426 GENERAL TOTAL $20,028,513 $21,236,524 $22,703,422 $18,267,669 $27,987,995 $29,627,426 Special Revenue
Asset Forfeiture $96,887 $107,811 $715,960 $435,342 $249,000 $249,000 Gang and Street Asset Forfeiture $69,014 $84,913 $125,000 $96,166 $0 $0 SPECIAL REVENUE TOTAL $165,901 $192,724 $840,960 $531,508 $249,000 $249,000 GOVERNMENTAL TOTAL $20,194,414 $21,429,248 $23,544,382 $18,799,177 $28,236,995 $29,876,426 TOTAL $20,194,414 $21,429,248 $23,544,382 $18,799,177 $28,236,995 $29,876,426 247
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Division Overview
The Patrol Operations Division is the Department's largest division and serves to provide emergency and non-emergency first response.

The Division is divided into four geographical policing districts, each of which is managed by a District Commander and staffed with patrol officers and a community policing team. Uniformed officers assigned to the Division are available 24 hours per day, seven days per week to patrol the City, respond to calls for service, and handle the emergency and public safety needs of the community. Patrol Officers, canine handlers, and Community Service Officers are responsible for conducting preliminary criminal investigations, enforcing laws and ordinances, and providing various community policing services.

The Traffic Unit handles major accident investigations, DUI enforcement, and parking control issues. The Unit also administers a variety of programs designed to educate the community on traffic safety matters.

The Commercial Traffic Unit addresses the impacts of commercial vehicle operations throughout the City, including collisions, vehicle inspections, and highway and parking violations.

The newly developed Community Outreach and Support Team is a taskforce that provides resources to individual experiencing mental health issues in our community.

PATROL

POLICE DEPARTMENT
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Patrol - Expenses by Type
y
Expenses  Police  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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30.0M

40.0M

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60.0M

70.0M
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Patrol - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $54,805,211 $61,935,286 $72,796,995 $62,797,641 $74,342,165 $77,651,395 GENERAL TOTAL $54,805,211 $61,935,286 $72,796,995 $62,797,641 $74,342,165 $77,651,395 Special Revenue
Federal Grant Programs $2,028,017 $3,441,505 $995,847 $266,121 $0 $0 State And Other Grant Programs $0 $0 $0 $0 $630,000 $652,000 SPECIAL REVENUE TOTAL $2,028,017 $3,441,505 $995,847 $266,121 $630,000 $652,000 GOVERNMENTAL TOTAL $56,833,228 $65,376,791 $73,792,842 $63,063,762 $74,972,165 $78,303,395 TOTAL $56,833,228 $65,376,791 $73,792,842 $63,063,762 $74,972,165 $78,303,395 249
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Division Overview
The Police Department is developing a Quality of Life Team. The mission of this team is to address chronic issues in the community related to nuisance crimes or incident involving repetitive, yet often difficult challenges to address. The team will work collaboratively with City and State agencies to identify and address solutions to chronic challenges.

QUALITY OF LIFE

POLICE DEPARTMENT
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Quality of Life - Expenses by Type
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Expenses  Police  Quality of Life
Visualization
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2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

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Quality of Life - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $0 $0 $787,743 $83,621 $2,558,170 $2,658,734
GENERAL TOTAL $0 $0 $787,743 $83,621 $2,558,170 $2,658,734 GOVERNMENTAL TOTAL $0 $0 $787,743 $83,621 $2,558,170 $2,658,734 TOTAL $0 $0 $787,743 $83,621 $2,558,170 $2,658,734
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Department Overview Divisions
Encompassing a dynamic synergy of five essential
divisions, Public Works stands as the backbone of
our community's progress. With the coordination
of Administration, Operations and Maintenance,
Engineering, Facilities and Fleet Management, to
the unwavering dedication of Environmental
Programs, Public Works is more than a
department—it's a pledge to deliver cost-effective,
safe, reliable, and sustainable projects and
programs.

Administration
Engineering
Environmental Programs
Facilities and Fleet Management
Operations and Maintenance
In the heart of the City of San Bernardino, the Public Works Department stands as a beacon of progress, with each division playing a pivotal role in shaping the community's landscape and ensuring its functioning. The Department’s primary focus is to provide top-tier services that resonate with the unique needs and aspirations of this vibrant community.

PUBLIC WORKS
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Organizational Chart - Public Works
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Performance Measures for Strategic Goals & Priorities
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What did Public Works accomplish in Fiscal Year 2022/23 & 2023/2024?
Administration:

The Administration team serves as the administrative backbone, managing procurement, accounts payable processing, utilities usage administration, and facility CIP contract supervision. Their expertise ensures the smooth functioning of all divisions within Public Works.

Operations and Maintenance:

In the 62-square-mile jurisdiction of the City, the Operations and Maintenance (O&M) Division has achieved significant milestones in bolstering the City's infrastructure. This devoted team meticulously cleared 1,154,450 square feet of right-of-way, enhancing visual appeal and reducing hazards. The team cleared 5,185,000 square feet of City lots, 6,139,630 square feet of alleys, and 5,720 illegal dump sites elevating cleanliness and safety. With a focus on road safety, the Division repaved 284,933 square feet and mitigated hazards at 39 locations (1,751 square feet). Their attentive maintenance extended to storm drains and culverts, covering 594 locations, 24,330 feet, and 86,150 square feet, promoting a more well-maintained drainage system. The O&M team's steadfast commitment to these achievements underscores their dedication to cultivating a safer, cleaner, and visually pleasing urban environment for the community.

Engineering Division:

Under the skilled guidance of the City Engineer, the Engineering Division encompasses Traffic Engineering, Capital Development, and Land Development. Notable accomplishments include the completion of Phase 1 of the University Parkway Extension and the ongoing progress of nine joint projects with SB County, with the City's substantial investment of almost $9,000,000. The Division's continuous efforts extend to diverse projects, from the Roosevelt Bowl Rehabilitation to Automatic Door Improvements in various City locations.

Land Development Division:

The Land Development team has achieved remarkable milestones including processing 2,007 permits, playing a pivotal role in driving the City's growth and vitality. Their exemplary efforts have led to a noteworthy total fee collection of $9,749,782, with $6,115,723 specifically generated from development impact fees, showcasing their unwavering dedication to fostering responsible urban development.

Noteworthy projects, such as Tr. 17329 Phase III GFR Homes (construction about 90% complete) and Tr. 20293 Century Homes (construction finished in Nov. 2023), highlight the team's prowess in overseeing diverse and impactful residential developments. With ongoing initiatives like Tr. 20494 (construction about 60% complete) and Tr. 20495 (construction about 40% complete), the Land Development team continues to contribute significantly to the City's vibrant and sustainable future.

Facilities and Fleet Division:

The Facilities and Fleet Division is the backbone of our City's operational efficiency. They manage planned, preventative, and emergency maintenance services for 184 City facilities, totaling 2,487,776 square feet. This includes custodial services, office space reconfigurations, and personnel relocation assistance. The Fleet Division oversees an impressive inventory of over 800 City-owned fleet units, ensuring their purchase, repair, and maintenance align with the needs of various departments.

Reviewing completed and ongoing projects such as the Carousel Mall demolition, Roosevelt Bowl Rehabilitation, and countless street rehabilitation improvements, it's evident that the collective effort of dedicated staff has not only transformed physical landscapes but also contributes significantly to enhancing the overall quality of life in San Bernardino. Each division's accomplishments stands as testaments to staff unwavering commitment to excellence. 255
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Public Works - Revenues by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $6,196,758 $5,963,700 $6,589,500 $5,359,212 $6,737,192 $7,208,799 American Rescue Plan Fund $0 $96,540 $0 $0 $0 $0
GENERAL TOTAL $6,196,758 $6,060,240 $6,589,500 $5,359,212 $6,737,192 $7,208,799 Capital Project
Regional Circulation System $4,664,711 $1,900,394 $2,216,500 $2,231,880 $2,275,000 $2,325,050 Local Regional Circulation $463,804 $845,229 $302,250 $3,329,535 $467,000 $477,300 AB 1600 Parkland And Op $661,201 $688,878 $261,950 $1,915,916 $466,000 $476,300 Public Use Facilities $375,725 $154,580 $151,125 $259,233 $188,800 $193,000 Aquatics Facilities $112,394 $46,371 $40,300 $77,487 $56,500 $57,800 Law Enforcement Facilties $0 $0 $161,200 $0 $0 $0
CAPITAL PROJECT TOTAL $6,277,835 $3,635,452 $3,133,325 $7,814,051 $3,453,300 $3,529,450 Special Revenue
Federal Grant Programs $106,738 $113,303 $382,876 -$15,932 $0 $0 State And Other Grant Programs $0 $0 $85,409 $0 $0 $0
SPECIAL REVENUE TOTAL $106,738 $113,303 $468,285 -$15,932 $0 $0 GOVERNMENTAL TOTAL $12,581,331 $9,808,995 $10,191,110 $13,157,331 $10,190,492 $10,738,249 Proprietary
Internal Service
Fleet Services Fund $3,424,111 $4,952,618 $6,712,714 $5,714,702 $6,127,886 $6,493,453 INTERNAL SERVICE TOTAL $3,424,111 $4,952,618 $6,712,714 $5,714,702 $6,127,886 $6,493,453 Enterprise
Integrated Waste Management $352,912 $582,156 $1,285,000 $362,625 $1,362,925 $1,437,050 ENTERPRISE TOTAL $352,912 $582,156 $1,285,000 $362,625 $1,362,925 $1,437,050 PROPRIETARY TOTAL $3,777,023 $5,534,774 $7,997,714 $6,077,326 $7,490,811 $7,930,503 TOTAL $16,358,354 $15,343,769 $18,188,824 $19,234,658 $17,681,303 $18,668,752 Public Works - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $20,213,572 $21,764,427 $34,842,813 $21,947,245 $35,591,030 $37,647,120 American Rescue Plan Fund $0 $96,540 $1,903,460 $72,367 $0 $0 GENERAL TOTAL $20,213,572 $21,860,966 $36,746,274 $22,019,612 $35,591,030 $37,647,120 Special Revenue
Gas Tax Fund $4,696,073 $4,571,542 $6,140,946 $3,286,563 $4,302,941 $4,548,438 AB2766 Air Quality $471,273 $12,835 $612,500 $315,416 $279,100 $279,100 Federal Grant Programs $78,109 $112,110 $380,738 $54,220 $0 $0 State And Other Grant Programs $0 $0 $85,409 $30,257 $0 $0 CDBG-CV 1 $3,311 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $5,248,766 $4,696,487 $7,219,593 $3,686,456 $4,582,041 $4,827,538 GOVERNMENTAL TOTAL $25,462,338 $26,557,453 $43,965,867 $25,706,068 $40,173,071 $42,474,658 Proprietary
Internal Service
Fleet Services Fund $2,631,760 $4,735,495 $6,536,362 $4,154,436 $6,127,814 $6,493,376 INTERNAL SERVICE TOTAL $2,631,760 $4,735,495 $6,536,362 $4,154,436 $6,127,814 $6,493,376 Enterprise $676,614 $624,476 $1,505,277 $904,502 $1,362,910 $1,437,036 PROPRIETARY TOTAL $3,308,375 $5,359,971 $8,041,639 $5,058,938 $7,490,724 $7,930,412 TOTAL $28,770,712 $31,917,425 $52,007,505 $30,765,006 $47,663,795 $50,405,070 256
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Public Works - Expenses by Type
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Division Overview
Administration serves as the cornerstone of the Department, providing comprehensive oversight and strategic direction to ensure optimal functionality. Responsibilities include the following:

Staffing: Administration leads the staffing process, from recruitment and onboarding to personnel management. This includes determining workforce needs, crafting job descriptions, conducting the hiring processes, and fostering a positive and inclusive work environment.

Budgeting: The meticulous task of budgeting falls within the purview of the Administration.

Administrative staff engages in thorough financial planning, and allocating resources to different division projects based on strategic priorities. This involves analyzing past expenditures, forecasting future needs, and ensuring fiscal responsibility.

Financial Operations: Beyond budgeting, Administration actively oversees day-to-day financial operations. This involves managing expenditures, reconciling accounts, and ensuring adherence to financial policies. These tasks play a crucial role in maintaining financial transparency and accountability within the Department.

Forecasting: A forward-looking approach is integral to Administration responsibilities. They engage in forecasting, anticipating future needs, challenges, and opportunities. This proactive stance enables the Department to adapt to changing circumstances, allocate resources effectively, and pursue strategic goals with agility.

Policy and Procedure Setting: Administration is the architect of the department's policies and procedures. Developing and establishing guidelines that govern the conduct of operations, ensuring consistency, compliance, and efficiency. This includes creating protocols for staff, financial processes, project management, and other operational aspects.

Administration is the orchestrator of the Department's efficiency and effectiveness. By skillfully managing staffing, finances, forecasting, and setting policy, the Division creates a robust foundation for the entire Department. This enables other divisions to operate seamlessly, aligning their efforts with the Department's overarching goals and contributing to the over all success.

ADMINISTRATION

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Administration - Expenses by Type
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Administration - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Proprietary
Enterprise
Integrated Waste Management $675,542 $621,192 $1,505,277 $904,502 $1,362,910 $1,437,036 ENTERPRISE TOTAL $675,542 $621,192 $1,505,277 $904,502 $1,362,910 $1,437,036 Internal Service
Fleet Services Fund $118,593 $479,575 $626,435 $404,576 $732,000 $784,391 INTERNAL SERVICE TOTAL $118,593 $479,575 $626,435 $404,576 $732,000 $784,391 PROPRIETARY TOTAL $794,135 $1,100,767 $2,131,712 $1,309,078 $2,094,910 $2,221,427 Governmental
General
General $533,626 $853,908 $1,430,643 $1,169,590 $1,515,440 $1,241,306 GENERAL TOTAL $533,626 $853,908 $1,430,643 $1,169,590 $1,515,440 $1,241,306 GOVERNMENTAL TOTAL $533,626 $853,908 $1,430,643 $1,169,590 $1,515,440 $1,241,306 TOTAL $1,327,761 $1,954,675 $3,562,355 $2,478,667 $3,610,350 $3,462,733 259
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Division Overview
The Engineering Division is comprised of three integral sections: Traffic Engineering, Capital Development, and Land Development. Under the purview of the City Engineer, the Engineering Division is dedicated to serving the residents of San Bernardino through the provision of professional engineering services.

The Division's mission involves planning, designing, and implementing infrastructure projects that safeguard the health, safety, and general welfare of the community, visitors, and the business sector.

Engineering also diligently maintain records related to City property, easements, and land rights, while actively supporting the administration of Landscape Maintenance Assessment Districts (LMD) and Community Facilities Districts (CFD) city-wide.

Within the Traffic Engineering Section, the focus is on facilitating safe, rapid, efficient, and environmentally compatible movement of people, goods, and services. Through meticulous data collection related to road construction, land development, traffic signals, and comprehensive traffic studies, Traffic Engineering continually innovate to optimize the construction of roads and other forms of ground transportation.

The Capital Development Section is committed to programming, planning, and administering the annual Capital Improvement Program (CIP). The CIP identifies priority projects approved by Mayor and City Council each fiscal year. Capital Development spearheads all facets of design, project management, construction, and inspection of public works contracts. Additionally, the Section plays a key role in issuing encroachment and traffic control permits, ensuring strict adherence to permit conditions and compliance with City Code.

The Land Development Section is responsibile for the meticulous review of on-site plans for proposed residential, commercial, and industrial development projects. The Section provides crucial engineering input and conditions of approval for proposed projects. Moreover, Land Development conducts thorough plan checks on all development plans, including those impacting other department functions, such as the National Pollutant Discharge Elimination System (NPDES) program activities.

Through these focused and professional efforts across our Sections, the Engineering Division is dedicated to the advancement and well-being of San Bernardino, fostering a community that thrives on robust and thoughtfully engineered infrastructure.

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What did the Engineering Division accomplish in Fiscal Year 2022/23 & 2023/24?
Throughout the Public Works Department, Divisions were able to make great strides in strengthening the community. The Engineering Division completed Capital Improvement Projects, Traffic Improvements, and Land Development Projects, in an effort to improve streets, parks, traffic capital, and preserving buildings within the City of San Bernardino. Some highlights include the following:

Capital Development Accomplishments:

Mt. Vernon Bridge Rehabilitation continues to move forward.

There are 9 locations for a joint project with SB County, with the City's share almost $9,000,000; progress varies between ongoing construction and design.

Roosevelt Bowl Rehabilitation project was advertised for design. The design services agreement was awarded during Quarter 1 of 2024.

Construction of the 5th Street Senior Center kitchen improvements were completed. Project includes new flooring and kitchen appliances. Reopening is currently pending County inspection.

Carousel Mall demolition completed during Quarter 1 2024.

Paul Villasenor Library roofing, parking lot, flooring, painting, and ADA improvements completed.

Perris Hill Senior Center roof replacement completed.

Wildwood Park irrigation system parking lot, and lighting improvements completed.

Perris Hill YMCA Parking Lot improvements completed.

Seccombe Lake Park 7-foot-high wrought iron perimeter fencing, and security gates installed.

Phase 1 of University Parkway Extension from 16th Street to Baseline Road Completed.

Automatic door improvements completed:
201 D Street
5th St Senior Center
Perris Hill Senor Center
Lytle Creek Community Center
Feldheym Library
Row Library
Paul Villasenor Library.

Completed Street Rehabilitation Improvements:

Temple Street from J Street to Perris Street
Acacia Street from 10th Street to Baseline Street
Prospect Avenue from Congress Street to Flood Control
Ralston Avenue from Mt. View Avenue to Waterman Avenue
Dover Drive from Mountain Drive to I Street
Meridian Avenue from Foothill Boulevard to 7th Street
Parkside Avenue from 30th Street to Parkdale Avenue
King Street from K St to Mt. Vernon Avenue
Highland Avenue from 210/215 to Lincoln Drive
K Street from Mill Street to Hillcrest Avenue
Pumalo Street from Arden Avenue to Sterling Avenue
Churchill Street from Belmont Avenue to Olive Avenue
Baseline Street from Medical Center Drive to Mt. Vernon Avenue 28th Street from Golden Avenue to Flood Control
Parkdale Avenue Mt. View Avenue to Sierra Way
Mill Street from Allen Street to G Street
Virginia Street from E Street to F Street and G Street to H Street Congress Street from Mt Vernon Avenue to K Street
Virginia Street from E Street to F Street and G Street to H Street 261
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Niles Street from San Gabriel Street to Crestview Avenue Trenton Street from Crestview Avenue to Valencia Avenue Valencia Avenue from Trento Street to Niles Street
Cedar Street from Highland to 29th Street
Country Club Lane from Waterman Ave to Fremotia Drive
Arden Street from Highland Avenue to Highland Creek
Land Development Accomplishments:

In 2023, the Land Development Section demonstrated remarkable efficiency by processing a total of 2,007 permits, covering a spectrum of crucial aspects such as Development Impact Fees, on-site and offsite improvements, landscape plans, right-of-way encroachments, traffic/hydrology/WQMP, parcel/tract maps, lot line adjustments, and lot mergers. This meticulous process yielded a significant financial impact, with a total collection of $9,749,782 in fees.

Within this substantial sum, $6,115,723 was specifically Development Impact Fees, underscoring The City's commitment to fostering sustainable and responsible future urban development. Additionally, $3,634,059 was collected for various other permit fees encompassing the comprehensive range of services provided by the Land Development Section.

These achievements stand as a testament to Land Development’s unwavering dedication to facilitating orderly and prosperous growth within our community.

Major land development projects ongoing are listed below:

Tr. 17329 Phase III GFR Homes – 96 Single Family Residences: construction: about 90% complete.

Tr. 17329 Phase IV GFR Homes – 20 Single Family Residences: in plan check: in plan check.

Tr. 20293 Century Homes – 96 Single Family Residences: construction finished in Nov. 2023.

Tr. 20494 – 96 Single Family Residences: construction about 60% complete.

Tr. 20495 – 133 Single Family Residences: construction about 40% complete.

Piedmont Estate – 51 Multi-Family Residences: plan check approved and waiting for applicant to pull permit.

GSW #7 – large warehouse: construction finished in Nov. 2023.

GSW #8 – large warehouse: construction about 65% complete.

GSW #9 – large warehouse: in plan check.

San Manuel Landing – 1 million plus square feet warehouse: construction finished in Oct. 2023. 5th St. Gateway – Starbucks, Del Taco, & 7 Eleven: Starbucks and Del Taco open for business; 7-11 is about 95% construction complete.
5th St. Gateway 2 – Quickquack, Sonic, Chipotle, & Ono Hawaiian: in plan check. 4400 N. Varsity - Chick-fil-a, Dutch Brothers Coffee House, Mr. Carwash, & Panera: waiting for applicant to re-submit for plan check; plan check approved and waiting for applicant to pull construction permit; plan check approved and construction permit issued; and waiting for applicant to re-submit for plan check respectively.
5705 Industrial Parkway – Warehouse: plan check approved and waiting for applicant to pull construction permit.
939 S. Inland Center – 100,000+ square feet Warehouse: waiting for applicant to re-submit for plan check.
6237 N. Cajon – 200,00+ square feet Warehouse: construction permit issued and 85% construction complete.
898 E. Harriman P. – 4-story hotel: construction permit issued and about 25% construction complete.

Starbucks on E. Highland: about 85% construction complete.

Starbucks & Quickquack on Hospitality: construction permit issued.

Starbucks on highland & Valencia: construction finished; open for business.

Dutch Brothers Coffee House – 877 W. Hospitality: in plan check and waiting for applicant resubmittal.

U-haul repair center- baseline: plan check approved and construction permit issued. 262
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U-haul – 355 W. Rialto: applicant is in the process of submitting for plan chec Watt EV – Electric Vehicle truck charging: plan check approved and construction permit issued.

Quickquack Car Wash – Shandin Hills: plan check approved and waiting for applicant to pull construction permit.

A total of 1,266 Right of Way (ROW) permits.

Traffic Engineering Accomplishments:

Successfully closed 261 Citizen Request Management (CRM) cases, ensuring prompt and effective resolution of public concerns.

Implemented Road diets, fostering improved traffic flow and safety through strategic roadway modifications on the following locations:
40th St.
28th St.

Installed three Rectangular Rapid Flashing Beacons (RRFBs), enhancing pedestrian safety at designated crossings at the following locations
Mt Vernon Ave & 14th St.
3rd St & Mountain View Ave
Harwick Dr. @ Colony Park
Erected one new stop sign, contributing to enhanced traffic control and intersection safety.

Completed intersection upgrades at five locations, addressing infrastructure improvements to optimize traffic efficiency and safety at the following locations:

Mt Vernon Ave @ 9th St.

Highland Ave @ Patton Hospital
Date Pl and Del Rosa Ave.

Mill St and K St.

Mill St and Arrowhead Ave.

Secured one awarded grant, validating the department's success in garnering external funding for crucial projects.

Completed projects:

ATP Cycle 2 Safe route to School at 3 locations – 48th St and Magnolia, Randal Ave and Meridian Ave and Pacific St. and Perris Hill Park Rd.

City of Highland Joint Project- Pacific Ave Pavement Rehabilitation San Bernardino County Joint Project-40th Street and other roads. 2nd Street Bridge Project.

University Parkway extension 16th Street to Baseline St.

City of Redlands Joint Project- Alabama Street Resurfacing project Milestone Accomplishment on Major Projects:

State Hwy I-215 And University Parkway Interchange Project -Anticipated construction Advertising First quarter of 2024.

Carousel Mall Demolition- expected completion in the first quarter of 2024.

Upgrade Various Signal hardware at 224 Intersections- expected completion first quarter of 2024.

Genevieve and Ralston Circuits- Anticipated start of construction First quarter of 2024. 263
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Engineering - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $4,706,538 $5,221,749 $7,113,528 $4,764,567 $9,984,356 $10,857,123 GENERAL TOTAL $4,706,538 $5,221,749 $7,113,528 $4,764,567 $9,984,356 $10,857,123 Special Revenue
Gas Tax Fund $11,091 $30,707 $165,520 $69,921 $159,230 $171,100 SPECIAL REVENUE TOTAL $11,091 $30,707 $165,520 $69,921 $159,230 $171,100 GOVERNMENTAL TOTAL $4,717,629 $5,252,456 $7,279,048 $4,834,488 $10,143,586 $11,028,223 TOTAL $4,717,629 $5,252,456 $7,279,048 $4,834,488 $10,143,586 $11,028,223 264
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Division Overview
The Environmental Program Division oversees the $28 million Franchise Agreement with Burrtec Waste Industries. In collaboration with Burrtec, the Division navigates the intricacies of State-mandated solid waste management and recycling requirements, ensuring a sustainable and environmentally responsible waste management approach for the City.

The Environmental Program Division's proactive stance extends beyond compliance, as the Division actively pursues State-funded recycling grants to enhance educational and outreach programs for City residents and commercial businesses. This not only strengthens community engagement but also fosters a culture of environmental stewardship.

The Division is steadfast in meeting stringent regulatory standards set forth by the Santa Ana Regional Water Quality Control Board (SRWQCB), South Coast Air Quality Management District (SCAQMD), County Local Enforcement Agency (LEA), and CalRecycle. This encompasses the meticulous operation and maintenance of the landfill gas collection and control system, as well as ground water monitoring and sampling at the City's Inactive Waterman Landfill.

Through strategic partnerships, innovative initiatives, and regulatory adherence, the Environmental Program Division stands at the forefront of promoting sustainability and responsible waste management practices within the City of San Bernardino.

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What did the Environmental Programs Division accomplish in Fiscal Year 2022/23 & 2023/24?
Continues to work to implement the SB1383 Organics Recycling Program, thus reaffirming the City’s commitment to environmental stewardship.

Administers the solid waste franchise agreement, ensuring effective solid waste, recycling, and organic services to our 29,000 residential customers.

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Environmental Programs - Expenses by Fund (Intergrated Waste Management Fund)
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Enterprise
Integrated Waste Management $676,614 $624,476 $1,505,277 $904,502 $1,362,910 $1,437,036 ENTERPRISE TOTAL $676,614 $624,476 $1,505,277 $904,502 $1,362,910 $1,437,036 TOTAL $676,614 $624,476 $1,505,277 $904,502 $1,362,910 $1,437,036 266
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Division Overview
Facilities plays a vital role in ensuring the seamless operation of all City departments through meticulous planned, preventative, and emergency maintenance services. Covering an extensive 2,487,776 square feet of real property, the division maintains 184 city facilities and extends its support to facilities leased to external agencies. Beyond mechanical and structural upkeep, the team also manages custodial services for 39 city facilities, promptly responding to requests for office space reconfigurations and personnel relocation assistance.

Fleet Management oversees an inventory of over 800 City-owned fleet units. Responsibilities encompass the purchase, repair, and preventative maintenance support for various vehicles, including Public Safety vehicles, light/heavy trucks, trailered equipment, turf equipment, and off-road machinery. Additionally, Fleet Management ensures compliance with all required State reporting for City-owned vehicles.

Both Fleet and Facilities benefit from dedicated Administrative staff, who manage procurement, accounts payable processing, utilities usage administration, and facility CIP contract supervision. This administrative backbone ensures the smooth functioning of both divisions.

Collaborative efforts extend to the maintenance of the City's compressed natural gas (CNG) fueling station, recently upgraded to enhance both public and private usage. These initiatives underscore the City's commitment to efficient, sustainable, and well-maintained City assets that serve the needs of the community and beyond.

FACILITIES AND FLEET

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What did the Facilities & Fleet Division accomplish in Fiscal Year 2022/23 & 2023/24?
The Facilities & Fleet Division improved City infrastructure in an effort to increase our scope of services through the following items:

Facilities:
3,665 Work orders completed.
3,801 Preventative maintenance actions completed.

Fleet:
2,481 Work orders completed.

These statistics reflect data from 2023 calendar year.

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Facilities and Fleet - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Fleet Services Fund $2,631,760 $4,735,495 $6,536,362 $4,154,436 $6,127,814 $6,493,376 TOTAL $2,631,760 $4,735,495 $6,536,362 $4,154,436 $6,127,814 $6,493,376 268
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Division Overview
Encompassing an area of 62 square miles, the Operations and Maintenance (O&M) Division handles critical maintenance programs for the City of San Bernardino. The specialized sections, including Pavement Maintenance, Storm Drain Maintenance, Park Maintenance, Cemetery Management, Traffic Signals and Signs, Tree Maintenance, Street Light Maintenance, and Graffiti Removal, O&M ensures the ongoing well-being of the City's infrastructure.

The O&M Division is entrusted with the care of essential urban elements. This includes the upkeep of asphalt pavement, sidewalks, curb, and gutter. This also includes a network of 7,000 streetlights, overseeing 120 miles of stormwater drainage, and maintaining approximately 1,800 catch basins.

The Division's responsibility extends to over 500 acres of parkland and greenbelt areas, creating inviting spaces for the community. Additionally, the Division manages contractual agreements for services like tree trimming, Integrated Waste, right-of-way maintenance, landscape care, and pavement markings, contributing to the City's seamless functionality and aesthetic appeal.

OPERATIONS AND MAINTENANCE

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What did the Operations and Maintenance Division accomplish in Fiscal Year 2022/23 & 2023/24?
Public Works Operations & Maintenance - Accomplishments The Operations and Maintenance (O&M) Division of the Public Works Division in San Bernardino exhibited a tireless commitment to City improvement, undertaking projects that significantly contributed to the overall cleanliness, safety, and aesthetic appeal of the city. Below is a detailed list of the accomplishments and activities that shaped the success of the Division.

Sidewalk Repairs: Completed 28,845 square feet of sidewalk repairs, including the meticulous repair of 1,483 linear feet of curbs.

Right-of-Way (ROW) Clean Ups: Cleared an extensive 1,154,450 square feet of ROW, enhancing the City's visual appeal and mitigating potential hazards.

City Lots Clean Ups: Successfully cleared and cleaned 5,185,000 square feet of City lots, contributing to a cleaner and more organized urban environment.

Alley Maintenance: Cleared and cleaned 6,139,630 square feet of alleys, ensuring both safety and aesthetics for residents and businesses.

Illegal Dumps Cleanup: Proactively addressed and cleaned up 5,720 illegal dump sites, mitigating environmental concerns and enhancing public spaces.

Re-Pavements: Repaved 284,933 square feet of roads, focusing on medium-sized segment repairs to improve road safety and functionality.

Weed Abatement: Cleared 4,610,951 square feet of weeds, promoting a well-maintained and aesthetically pleasing urban environment.

Road Hazards / Grinding: Conducted grinding activities at 39 locations, covering 1,751 square feet, to ensure smooth and safe road conditions.

Storm Drains and Culverts Maintenance: 24,330 feet and cleaned 594 locations of storm drains, ensuring proper water flow, and minimizing flood risks. Cleared and cleaned 86,150 square feet of culverts, contributing to a well-maintained drainage system.

Grading: 19 lane miles through grading activities, ensuring even road surfaces, and preventing potential hazards.

Pothole Filling and Segment Patch: Filled 29,762 potholes, addressing immediate road safety concerns. Completed segment patch repairs covering 39,015 square feet, contributing to overall road infrastructure resilience.

Sidewalk Grinding: Conducted sidewalk grinding activities on 1,410 square feet, enhancing pedestrian safety and walkability.

Graffiti Removal: Responded to and completed 9,925 graffiti removal requests, maintaining the visual integrity of public spaces.

Tree Maintenance: Trimmed 4,394 trees, ensuring public safety, and enhancing the overall appearance of green spaces. Removed 173 trees when necessary, maintaining a balanced urban forestry.

Tree Planting and Beautification Projects: Planted 107 trees to contribute to the City's green infrastructure. Successfully executed 9 beautification projects, enhancing public spaces, and promoting community pride.

Infrastructure Upgrades and Community Engagement: Completed minor upgrades at Blair, Perris, and Wildwood Parks. Installed new trash cans (25) and benches (8) to improve the overall functionality and aesthetics of public spaces.

Community Events and Art Initiatives: Executed Utility Cabinet Artwork at 16 locations, promoting local art and community engagement. Completed 7 murals, adding cultural vibrancy to the City's public spaces.

Sign Replacement and Maintenance: Replaced 665 street signs, ensuring effective communication, and enhancing overall road safety.

Infrastructure Inspections and Services: Inspected 1,465 traffic cabinets and addressed 62 streetlight knockdowns promptly. Replaced 94 valves, 18 backflows, and 8 pumps, ensuring the reliability of critical City infrastructure.
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Emergency Response: Responded effectively to 6 major wind events and 7 rainstorms, showcasing the Department's agility and commitment to public safety.

Burial Support Services: Provided support for 12 burial services.

ANNUAL Citizen Request Work-Orders (CRM):
2022 - 25,082 CRM
2023 - 37,125 CRM
This reflects a 48% increase from the previous calendar year. This is largely related to new homeless encampment CRMs and increases in our graffiti efforts, weed abatement efforts, tree services, right-of-way (ROW) clean ups, and illegal dump efforts.

The cumulative efforts of the O&M Department in San Bernardino in FY22/23 & FY23/24 stand as a testament to the dedication of its employees and the City's commitment to creating a safer, cleaner, and more attractive urban environment. These accomplishments align seamlessly with the strategic goals set by the Mayor and City Council, showcasing an exemplary approach towards both operational efficiency and the improvement of residents' quality of life.
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Operations and Maintenance - Expenses by Type
y
Expenses  Public Works  Program 
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year

0.0 5.0M

10.0M

15.0M

20.0M

25.0M

30.0M

35.0M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small 
    
Operations and Maintenance - Expenses by Fund
2021 - 22 Actual 2022 - 23 Actual 2024 Amended Budget 2024 Actual 2025 Proposed 2026 Proposed Governmental
General
General $14,646,325 $14,956,985 $25,503,065 $15,515,039 $23,446,902 $24,872,697 GENERAL TOTAL $14,646,325 $14,956,985 $25,503,065 $15,515,039 $23,446,902 $24,872,697 Special Revenue
Gas Tax Fund $4,684,982 $4,540,835 $5,975,427 $3,216,643 $4,143,711 $4,377,338 AB2766 Air Quality $471,273 $12,835 $612,500 $315,416 $279,100 $279,100 CDBG-CV 1 $3,311 $0 $0 $0 $0 $0
SPECIAL REVENUE TOTAL $5,159,566 $4,553,669 $6,587,927 $3,532,059 $4,422,811 $4,656,438 GOVERNMENTAL TOTAL $19,805,891 $19,510,654 $32,090,992 $19,047,098 $27,869,713 $29,529,135 Proprietary
Internal Service
Fleet Services Fund $2,512,247 $4,254,209 $5,909,927 $3,749,860 $5,395,814 $5,708,985 INTERNAL SERVICE TOTAL $2,512,247 $4,254,209 $5,909,927 $3,749,860 $5,395,814 $5,708,985 PROPRIETARY TOTAL $2,512,247 $4,254,209 $5,909,927 $3,749,860 $5,395,814 $5,708,985 TOTAL $22,318,138 $23,764,863 $38,000,918 $22,796,958 $33,265,527 $35,238,120 272
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City of San Bernardino
Capital Improvement Plan
FY 2025-2029 Five Year Plan
Explore the City of San Bernardino's Five-Year Plan to better community infrastructure and capital facilities
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Account: A subdivision within a fund for the purpose of classifying transactions.

Account Number: A numeric identification of the account, typically a unique number or series of numbers. The City of San Bernardino’s number structure is comprised of five fields of characters. They are as follows: Fund Number—Department Number—Object Code—Project Number—Program Number and look like (000-000-0000-0000-0000).

Adopted Budget: A budget that typically has been reviewed and “Adopted” (approved) by the Mayor and City Council prior to the start of a fiscal year. The legal authority to expend money for specified purposes in the fiscal year time period.

Appropriate: Set apart for, or assign to, a particular purpose or use.

Appropriation: An authorization by the Mayor and City Council to make expenditures and to incur obligations for specific amounts and purposes within a specific time frame.

Appropriations Limit: As defined by Section 8 of Article XIIIB of the California Constitution, enacted by the passage of Proposition 4 at the November 6, 1979, general election, the growth in the level of certain appropriations from tax proceeds is generally limited to the level of the prior year’s appropriation limit as adjusted for changes in the cost of living and population. Other adjustments may be made for such reasons as the transfer of services from one government entity to another.

American Rescue Plan Act: This legislation, signed into law in March 2021, aimed at providing economic relief in response to the COVID-19 pandemic. ARPA allocated funds for various purposes, including direct payments to individuals, aid to state and local governments, funding for vaccination efforts, support for schools and small businesses, and expansion of unemployment benefits.

Assessed Valuation: The percent of appraisal value assigned to real estate property to be used as a basis for levying property taxes.

Asset Forfeiture: The removal of money and property from persons involved in illegal criminal activity.

Assessment: Charges made to parties for actual services or benefits received.

Assessment Districts: An area where fees are assessed by the City to cover the construction, maintenance, or service costs that have occurred in that specific area.

Audit: An independent auditing firm scrutinizes the city's accounts to determine whether the City’s financial statements are fairly presented in conformity with generally accepted accounting principles.

Appendix & Glossary of Terms
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Balanced Budget: A spending plan in which expenditures do not exceed revenues.

Biennial Budget: Refers to a budget that encompasses two fiscal years. See Fiscal Year definition below.

Beginning Balance: Unencumbered and unreserved resources available in a fund from the prior fiscal year after payment of prior fiscal year expenditures.

Bond: A written promise from a local government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance capital improvement projects.

Budget: A fiscal plan of financial operation listing an estimate of proposed applications or expenditures and the proposed means of financing them. The budget must be approved by the Mayor and City Council prior to the beginning of the fiscal year.

Budget Amendment: Any changes made to the Adopted Budget Document. Administrative Amendment – Changes to the budget that do not require the approval of the Mayor and City Council and may be approved administratively by the Director of Finance. Legislative Amendment – Changes to the budget that require the approval of the Mayor and City Council and may not be approved administratively.

Budget Message/Transmittal Message: A message from the City Manager to the Mayor and City Council that summarizes the budget and highlights its most important aspects.

Budget Year: The Fiscal year for which the budget is being considered fiscal year.

Budgeted Positions: Those ongoing positions are approved in the final budget.

Budgeted Reserve: The anticipated portion of a fund’s balance designated by the Mayor and City Council as reserved for contingencies and not to be appropriated unless directed and authorized by the Mayor and City Council.

Capital Expenditure: The acquisition of fixed assets, usually authorized in the capital budget, that includes land, buildings, infrastructure, and equipment.

Capital Outlay: Expenditures that result in the acquisition of or addition to fixed assets. A capital item is tangible, durable, and non-consumable, with a useful life of more than one year and a value of more than $500 per unit.

Capital Projects: A major long-term construction of, or improvements to, public physical facilities.

Carryover: Process of carrying a budgeted and encumbered item from the current fiscal year to the next fiscal year. The new fiscal year account will reflect the increased amount of the carryover.

CATV: Cable TV Division of the City of San Bernardino. This division provides regulatory oversight of the City’s cable companies for franchise compliance, consumer protection, and franchise renewal negotiations. It operates and programs two access channels, one public and one educational for the community.

CDBG: Community Development Block Grant - Contributions received from the Federal Government to be used or expended for a specific purpose or activity.

Certificates of Participation (COP): Obligations of a public entity based on a lease or installment sale agreement.

Charter: A formal legal document that specifies the City's purpose and describes the organization of its government.
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Consumer Price Index (CPI): Measure of change in consumers as determined by a monthly survey of the U.S. Bureau of Labor Statistics.

Debt Service: Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation (COPs).

Deficit: Insufficient revenues to fully support current expenditures and obligations.

Department: A major unit of organization in the City comprised of subunits named divisions and responsible for providing a specific package of services.

Depreciation: Loss in value of an asset, whether due to physical changes, obsolescence, or factors outside of the asset.

Designated Fund Balance: A portion of unreserved fund balance designed by city policy for a specific future use.

Division: A major sub-unit of a department with responsibility for a clearly defined portion of the service package provided by a department.

EDA: Economic Development Agency.

EMS: Emergency Medical Service.

Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.

Expenditures: The outflow of funds paid or to be paid for an asset, goods, or services obtained. The actual spending of governmental funds.

Fiscal Year (FY): A twelve-month period of time to which an annual budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. In the City of San Bernardino, it is July 1 through June 30.

Fixed Asset: Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.

Fleet: A Division of the City of San Bernardino that operates under the supervision of the Director of Public Services. This Division is responsible for the acquisition, service, and maintenance of the City’s vehicles and equipment.

Franchise Fee: A charge for the privilege of using public rights-of-way and property within the City for public or private purposes.

Fringe Benefit: Compensation that an employer contributes to employees, such as social security, retirement, life/health insurance, or training supplements.

Fringe benefits can be either mandatory or voluntary.

Fund: An independent fiscal and accounting entity with a self-balancing set of accounts used to record all financial transactions related to the specific purpose for which the fund was created.

Fund Balance: The difference between fund assets and fund liabilities. 291
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General Fund: The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations and services such as street maintenance, parks, fire, and police protection.

General Government: A fund within the City budget which consists of two areas: 1) Fine Arts and Civic Activities – Which is the support of various programs that aid the City in improving its community, developing and enhancing the cultural and aesthetic values of the City, and developing the Civic Affairs of the City. 2)
Non-Departmental – City-wide program costs which are not directly applicable to any one City Department.

Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year.

Grant: Contributions or gifts of cash or other assets from another governmental entity or foundation to be used or expended for a specific purpose, activity or facility.

Infrastructure: The physical assets of the City (streets, water, sewer, public buildings, parks).

Internal Audit: The review of financial transactions in both the Finance Department and in operating departments for compliance with local policy and generally accepted accounting principles.

Internal Service Funds: A fund established to account for the goods and services provided by one City Department to another City Department and is financed on a cost-reimbursement basis.

Lease Purchase: With the approval of the Mayor and City Council, a large purchase of capital equipment was made by the City of San Bernardino, which is paid through a financial corporation in payments. The payments can be made annually, semi-annually, quarterly, or monthly.

Liquidation: To convert assets into cash.

Mid-Year Budget Review: This is a review of actual expenditures and reserves vs. budgeted amounts halfway through the fiscal year. Reserve and expenditure estimates may be revised based on actuals and new information not available at the time the budget was adopted.

MIS: Management Information Systems Division of the City of San Bernardino. This Division provides technology creation, maintenance, and general automation support to all City Departments.

Memorandum of Understanding (MOU): The result of labor negotiations between the City of San Bernardino and its various bargaining units.

Non-Departmental: Appropriations of the General Fund not directly associated with a specific department. These include expenditure items and certain types of anticipated general savings.

Ordinance: A formal legislative enactment by the City Council. It has the full force and effect of law within the City boundaries.

Organizational Chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities.

Outsource: The contracting of public services to an outside vendor. 292
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Overtime: Time worked in excess of an agreed-upon time for normal working hours by an employee.

Hourly or non-exempt employees must be compensated at the rate of one and one-half of their normal hourly rate for overtime work beyond 40 hours in a work week.

Performance Measurement: A management tool for systematically collecting clearly defined data regarding the effectiveness and efficiency of service delivery.

PERS: Public Employees Retirement System – The retirement system administered by the State of California, to which all permanent City employees belong.

Preliminary Budget Document: An unapproved draft document listing an estimate of proposed applications or expenditures and the proposed means of
financing them for a certain fiscal year.

Program: A “program” is defined as an organized group of activities directed toward attaining one or more related objectives and the resources to execute them.

Program Budget: A budget organized by a grouping of related activities, projects, and services that are similar in purpose. The expenditure focus of a program budget is related to the nature of work and services performed.

Proposition 218: The law that governs whether or not a City can approve/impose a tax without an electoral vote.

Purchase Order: An order issued by the Purchasing Department that authorizes the delivery of specific goods or services and the incurring of a debt for them.

Reserve: The portion of a fund’s balance is legally restricted for a specific purpose and, therefore, not available for general appropriation.

Resolution: A special order of the Mayor and City Council, which has a lower legal standing than an ordinance.

Revenues: Funds received from various sources and treated as income to the City which are used to finance expenditures. These funds are received from sources such as local taxes, state-shared revenues, fees charged, interest on investments, and fines and forfeits.

Salary Savings: Salary savings reflect personnel cost savings resulting from vacancies and as a result of employee turnover.

Shortfall: The forecast amount, which will become a deficit to the City once all revenues and expenditures have been calculated.

Special Revenue Funds: A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes.

Taxes: Charges made against the public by a government to obtain the money it needs to finance its activities.

Transient Occupancy Tax (TOT): This is a tax imposed on travelers who stay in temporary lodging facilities within the City.

Unassigned Fund Balance: The unrealized balance of an account once all revenues and expenditures have been calculated.
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Utility Users Tax: Per the City of San Bernardino Municipal Code Chapter 3.44, a tax is imposed on users of utilities within the City, such as cable, gas, electric, and telephone, at a rate of 7.75%. This tax is a major revenue source for the City of San Bernardino.

Vacancy Factor: The calculated savings of vacant positions and expenditure savings within City Departments.

Vendors: Persons or companies providing services to the City of San Bernardino for payment. 294
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Acronyms
AQMD Air Quality Management District (Also known as South Coast Air Quality Management District - SCAQMD)
ARPA American Rescue Plan Act
AB Assembly Bill
AD Assessment District
APN Assessor's Parcel Number
BRC Business Registration Certificate (Also known as Business License) CAD Computer Aid Dispatch (Also known as Computer Aided Design) CEQA California Environmental Quality Act
COP Certificates of Participation
COPS Citizens Option for Public Safety
CDBG Community Development Block Grant
CDC Community Development Commission
CAFR Comprehensive Annual Financial Report
CUP Conditional Use Permit
CPI Consumer Price Index
DARE Drug Abuse Resistance Education
DRC/ERC Development Review/Environmental Review Commission EDA Economic Development Agency (Also Known as Former Redevelopment Agency - RDA)
EMS Emergency Medical Service
EIR Environmental Impact Report
FPPC Fair Political Practices Commission
FTE Full-Time Equivalent
FY Fiscal Year
GPA General Plan Amendment
GIS Geographical Information Systems
GC Government Code
IVDA Inland Valley Development Agency
JPA Joint Powers Authority
LRC Legislative Review Committee
LAFCO Local Agency Formation Commission
MIS Management Information Systems
M&CC / MCC Mayor and City Council
MOU Memorandum of Understanding
MC Municipal Code (Also known as San Bernardino Municipal Code - SBMC) NAFB Norton Air Force Base
OCLC Online Computer Library Center
POP Problem Oriented Policing
PERS Public Employees Retirement Systems
PIO Public Information Officer
RMS Records Management Systems
SANBAG San Bernardino Association of Governments
SBIAA San Bernardino International Airport Authority
SBJPFA San Bernardino Joint Powers Financing Authority
SBUSD San Bernardino Unified School District
SB Senate Bill
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SCAG Southern California Association of Governments
SCE Southern California Edison
TOT Transient Occupancy Tax (Also known as Transient Lodging Tax - TLT) UUD Underground Utility District
UUT Utility Users Tax
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Project Name Category Ward Status Balance FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Funding Source California Theater Renovation Building 1 Design $ 4,500,000 $ 1,000,000 $ - $ - $ - $ - Measure S, Federal Grant Programs Carousel Mall Demolition Building 1 Completed $ 199,950 $ - $ - $ - $ - $ - Measure S City Hall Rehabilitation Project Building 1 Planning $ 300,000 $ - $ - $ - $ - $ - Measure S Encanto Community Center Improvement Building 1 New CIP $ - $ - $ - $ 500,000 $ 4,500,000 $ - CDBG, Donation Fund, Cultural Development Encanto Community Center Improvement Building 1 Design $ 3,282,801 $ - $ - $ - $ - $ - Donation Fund, CDBG, CDBG-CV 3, Cultural Development Feldheym Painting - Interior and Exterior Building 1 New CIP $ - $ - $ - $ - $ 200,000 $ - Library Facilities Hernandez Community Center Fencing Building 1 Planning $ 250,000 $ - $ - $ - $ - $ - Measure S One Stop Permitting Center Building 1 Planning $ 400,000 $ - $ - $ - $ - $ - Public Use Facilities Villasenor Security Cameras Building 1 New CIP $ - $ - $ 100,000 $ 125,000 $ - $ - Library Facilities Police Range Building 2 New CIP $ - $ 600,000 $ - $ - $ - $ - Law Enforcement Facilities Animal Shelter Construction - Regional Partnership Building 3 Construction $ 4,000,000 $ - $ - $ - $ - $ - General Fund Nicholson Park Community Center Phase 2 Building 6 New CIP $ - $ 1,000,000 $ - $ - $ - $ - ARPA Feldheym Central Library Revitalization Building All Construction $ 6,409,370 $ - $ - $ - $ - $ - State Grant Navigation Center Building All Construction $ 12,116,400 $ - $ - $ - $ - $ - ARPA $ 31,458,521 $ 2,600,000 $ 100,000 $ 625,000 $ 4,700,000 $ - Montgomery Ward Service Center Soil Vapor Extraction Environmental 1 Planning $ 20,001 $ 250,000 $ 250,000 $ - $ - $ - Successor Agency Street Sweeping Signage Program Environmental All Planning $ 1,515,448 $ - $ - $ - $ - $ - Measure S $ 1,535,449 $ 250,000 $ 250,000 $ - $ - $ -
Emergency BU Generator for CNG Others 3 Ongoing $ 208,072 $ - $ - $ - $ - $ - Measure S Water Infrastructure Improvement Others All Ongoing $ 5,160,000 $ - $ - $ - $ - $ - ARPA $ 5,368,072 $ - $ - $ - $ - $ -
Bobby Vega Park Improvements Parks 1 Planning $ 250,000 $ - $ - $ - $ - $ - AB 1600 Parkland And Op Guadalupe - Concession Stand, Restroom, Press Box and Parking Lot Parks 1 New CIP $ - $ - $ - $ 500,000 $ 1,000,000 $ - AB 1600 Parkland And Op Norton Gym Facility Upgrades Parks 1 Planning $ 30,000 $ - $ - $ - $ - $ - Cultural Development Pioneer Memorial Cemetery & Seccombe Lake Improvements Fencing Parks 1 Construction $ 212,860 $ - $ - $ - $ - $ - Measure S Ruben Campos Community Center Parking Lot Parks 1 Planning $ 625,000 $ - $ - $ - $ - $ - Measure S Sal Saavedra Park: Guadalupe Field Parks 1 Design $ 803,087 $ 1,200,000 $ - $ - $ - $ - County ARPA Seccombe Lake Park Improvements Parks 1 Design $ 8,652,767 $ - $ - $ - $ - $ - ARPA, Federal Grant Programs Jerry Lewis Swim Center Improvements Parks 2 Planning $ 500,652 $ - $ - $ 2,500,000 $ 1,500,000 $ - Measure S Roosevelt Bowl Rehabilitation Parks 2 Planning $ 2,590,325 $ - $ - $ - $ - $ - Measure S, ARPA, County ARPA Speicher Park - East Side Skate Park Parks 2 Design $ 772,780 $ 500,000 $ - $ - $ - $ - Measure S, AB 1600 Parkland And Op Speicher Park Baseball Field - Phase 2 and Phase 3 Parks 2 New CIP $ - $ - $ - $ - $ 1,000,000 $ 7,000,000 AB 1600 Parkland Speicher Park Improvements (Ballfields, Parking Lot) Parks 2 Design $ 1,751,468 $ 1,300,000 $ - $ - $ - $ - ARPA, Federal Grant Programs Speicher Park Multipurpose Field Lighting Installation Parks 2 Design $ 1,083,393 $ - $ - $ - $ - $ - Measure S, AB 1600 Parkland And Op Speicher Park Soccer and Multi-Field Parks 2 New CIP $ - $ - $ - $ - $ 500,000 $ 1,000,000 Cultural Development Lytle Creek Park Improvements (Futsal Field) Parks 3 Planning $ 593,707 $ - $ - $ - $ - $ - ARPA Newmark Ball Fields Lighting System Installation (Stadium lighting) Parks 4 Design $ 545,210 $ - $ - $ - $ - $ - AB 1600 Parkland And Op Blair Park: Fitness Court, Dodgers Dream Field, 3 fields Parks 5 Planning $ - $ - $ - $ - $ - $ - Federal Grant Programs, Cultural Development Verdemont Community Center Parks 5 New CIP $ - $ - $ - $ 500,000 $ 1,500,000 $ - Cultural Development Fund Anne Shirrells Park (Gazebo) Parks 6 Planning $ - $ 25,000 $ - $ - $ - $ - Measure S Delmann Height Parks Field and Track Phases 1-3 Parks 6 New CIP $ - $ - $ 500,000 $ 2,000,000 $ 600,000 $ 2,200,000 AB 1600 Parkland And Op Nicholson Park Improvements Parks 6 Construction $ 9,600,268 $ - $ - $ - $ - $ - ARPA, CDBG, Liability Insurance Fund Expansion of Walking Trail - Electric and 40th Parks 7 New CIP $ - $ - $ 350,000 $ 1,650,000 $ - $ - AB 1600 Parkland And Op Wildwood Park & Encanto Park - Phase 1 Parks 1, 4 Planning $ 989,663 $ - $ - $ - $ - $ - Measure S Route 66 Parks Centennial Parks 1, 6 New CIP $ - $ 500,000 $ 2,000,000 $ - $ - $ - AB 1600 Parkland And Op, Cultural Development Citywide Irrigation System #1 Parks All Planning $ 250,000 $ - $ - $ - $ - $ - Measure S Parks Master Plan Study Parks All Planning $ 102,600 $ - $ - $ - $ - $ - Cultural Development, Measure S Parks Restrooms Renovation Parks All Planning $ 996,925 $ - $ - $ - $ - $ - Measure S $ 30,350,705 $ 3,525,000 $ 2,850,000 $ 7,150,000 $ 6,100,000 $ 10,200,000 Police Building Management System Police 1 Planning $ 365,000 $ - $ - $ - $ - $ - Law Enforcement Facilities Police Locker Room Renovation Police 1 Planning $ 499,968 $ 50,000 $ - $ - $ - $ - Law Enforcement Facilities $ 864,968 $ 50,000 $ - $ - $ - $ -
Parks Total
City of San Bernardino Capital Improvement Plan (CIP) - All Projects Investing in the Future of San Bernardino
Building Total
Environmental Total
Others Total
Police Total
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Project Name Category Ward Status Balance FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Funding Source City of San Bernardino Capital Improvement Plan (CIP) - All Projects Investing in the Future of San Bernardino
Meyers Creek Focused Drainage Study Storm Drain 5 Planning $ - $ - $ - $ - $ - $ - Storm Drain Construction Drainage Channel improvement at Cajon Blvd & Shenandoah Way Storm Drain 6 Planning $ - $ 250,000 $ - $ - $ - $ - Storm Drain Construction Mt. Vernon Storm Drain Storm Drain 6 Design $ 6,129,092 $ - $ - $ - $ - $ - Storm Drain Construction Sierra Way Storm Drain (modified design) Strom Drain 7 Planning $ 2,500,000 $ - $ - $ - $ - $ - Strom Drain Construction Sierra Way Storm Drain (Original design) Storm Drain 7 Design $ 3,784,787 $ - $ - $ - $ - $ - Storm Drain Construction Waterman/Baseline Culvert Storm Drain 1, 2 Planning $ 135,001 $ - $ - $ - $ - $ - Storm Drain Construction Storm Drain Catch Basin Screen Installation (TMDLS - Track 1) Storm Drain All Design $ 399,828 $ - $ - $ - $ - $ - Storm Drain Construction Storm Drain Upgrade Storm Drain All Planning $ 1,644,494 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Storm Drain Construction $ 14,593,201 $ 750,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 4th St Alley Rehabilitation Streets 1 Planning $ 459,577 $ - $ - $ - $ - $ - Federal Grant Programs Cross Street Bridge Streets 2 Design $ 3,001,860 $ - $ - $ - $ - $ - General Fund Mt. Vernon Ave. Bridge Replacement Streets 3 Construction $ 12,780,213 $ - $ - $ - $ - $ - Regional Circulation System 40th Street Widening from Electric Ave to Johnson St Streets 4 Design $ 3,746,096 $ 2,000,000 $ 2,080,000 $ 1,120,000 $ - $ - Regional Circulation System H St. Widening from Kendall Dr. to 40th St. Streets 4 Design $ 1,893,398 $ 2,000,000 $ 1,040,000 $ 1,080,000 $ - $ - Measure I, Regional Circulation System University Parkway Extension Phase 1- 16th St. to Baseline Rd. Streets 6 Construction $ 624,232 $ - $ - $ - $ - $ - Regional Circulation System Street Rehabilitation- 3 Locations Streets 1, 4, 3 Construction $ 1,237,803 $ - $ - $ - $ - $ - CDBG Pepper Ave. Rehabilitation Streets 3, 6 Construction $ 2,687,889 $ - $ - $ - $ - $ - Measure I 9 Bus Stop Sidewalk Improvements Street All Construction $ 120,000 $ - $ - $ - $ - $ - TDA Article 3 ADA Access Street Improvements in various locations Street All New CIP $ - $ - $ - $ 500,000 $ 500,000 $ 500,000 General Fund, Measure S, RMRA, Gas Tax ADA Transition Plan to meet Title II Regulations Street All Planning $ 500,000 $ 500,000 $ - $ - $ - $ - Gas Tax City Wide Pavement Rehab Streets All Planning $ 5,320,805 $ - $ - $ - $ - $ - RMRA, Gax Tax Pavement Management Program (SS23-001) Streets All Planning $ 1,000,000 $ - $ - $ - $ - $ - Measure I Pavement Rejuvenation Various Streets All Construction $ 2,665,386 $ - $ - $ - $ - $ - Measure S, Measure I Street Improvement on 35 Street Segments Street All New CIP $ - $ - $ 10,000,000 $ 10,000,000 $ - $ - General Fund, Measure S, RMRA, Gas Tax Street Rehabilitation- 21 Locations Streets All Construction $ 8,977,876 $ - $ - $ - $ - $ - Measure S, RMRA, Gas Tax, Measure I $ 45,015,136 $ 4,500,000 $ 13,120,000 $ 12,700,000 $ 500,000 $ 500,000 Metrolink Accessibility Improvements Phase 2 (ATP Cycle 2 Safe Route to School) Traffic 1 Construction $ 440,821 $ - $ - $ - $ - $ - Federal Grant Programs SB County Joint Project- 5th Street and Pedley Rd. Traffic 1 Construction $ 355,500 $ - $ - $ - $ - $ - RMRA, Gas Tax Upgrade Downtown Guide Signs Traffic 1 New CIP $ - $ 55,000 $ - $ - $ - $ - General Fund Upgrade existing signalized intersection: 21st Street and Waterman Ave. Traffic 2 New CIP $ - $ - $ - $ - $ 601,000 $ - General Fund, Measure S, Measure I, Local Regional Circulation, Gas Tax, RMRA Waterman Ave. and 21st St. Traffic Traffic 2 Design $ 60,000 $ - $ - $ - $ - $ - Local Regional Circulation Median of Rialto at Metrolink RR Crossing Traffic 3 New CIP $ - $ 70,000 $ 265,000 $ - $ - $ - General Fund, Measure S, Local Regional Circulation Mt. Vernon Ave. and Walnut Ave. Traffic Signal Upgrade Traffic 3 Design $ 17,426 $ - $ - $ - $ - $ - Local Regional Circulation Rancho Ave. and Rialto Ave. Traffic Signal Upgrade Traffic 3 Design $ 7,426 $ - $ - $ - $ - $ - Local Regional Circulation Upgrade existing signalized intersection: Walnut Ave. & Mt. Vernon Ave. Traffic 3 New CIP $ - $ - $ - $ - $ - $ 601,000 General Fund, Measure S, Measure I, Local Regional Circulation, Gas Tax, RMRA SB County Joint Project- 40th Street and other roads (Arrowhead Farm Area): Traffic 4 Construction $ 1,143,750 $ - $ - $ - $ - $ - Measure I, RMRA, Gas Tax, Measure S SB County Joint Project- 4th Avenue and Mountain Drive: Traffic 5 Design $ 756,250 $ - $ - $ - $ - $ - RMRA, Gas Tax SB County Joint Street Rehabilitation Projects: Blake St & Other Roads Traffic 6 Design $ 47,500 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA 28th Street Traffic Calming Measures Traffic 7 New CIP $ - $ 170,500 $ 130,000 $ - $ - $ - Measure S, RMRA, Gas Tax, Local Regional Circulation Genevieve Circuit Lighting Traffic 7 Construction $ 1,351,552 $ - $ - $ - $ - $ - Measure S Ralston Circuit Lighting Traffic 7 Construction $ 1,553,207 $ - $ - $ - $ - $ - Measure S State Highway CA-210 at Waterman Avenue Traffic 7 Design $ 1,256,776 $ - $ - $ - $ - $ - Measure I SB County Joint Street Rehabilitation Projects: 3rd St & Other Roads Traffic 1, 2 Design $ 1,601,250 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA Implement Advanced Dilemma Zone Detection at 49 Signalized Intersections Traffic 1, 2, 3, 6, 7 Construction $ 1,592,189 $ - $ - $ - $ - $ - Federal Grant Programs SB County Joint Street Rehabilitation Projects: Arden Ave & Other Roads Traffic 1, 2, 4, 7 Design $ 2,396,250 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA SB County Joint Street Rehabilitation Projects: Citrus St & Other Roads Traffic 1, 2, 4, 7 Design $ 686,250 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA Intersection Upgrade - Rialto Ave & Rancho Rd. Traffic 1, 3 New CIP $ - $ - $ - $ 600,000 $ - $ - Measure S, Measure I, Local Regional Circulation Mt. Vernon Ave and Rialto Ave Traffic Signal Upgrade Traffic 1, 3 Design $ 42,426 $ - $ - $ - $ - $ - Local Regional Circulation Upgrade existing signalized intersection: Rialto and Mt. Vernon Traffic 1, 3 New CIP $ - $ - $ - $ 601,000 $ - $ - General Fund, Measure S, Measure I, Local Regional Circulation, Gas Tax, RMRA SB County Joint Street Rehabilitation Projects: N. San Bernardino Area Curb Ramps Traffic 2 , 7 Design $ 37,500 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA SB County Joint Street Rehabilitation Projects: Lynwood Dr & Other Roads Traffic 4 , 7 Design $ 1,863,750 $ - $ - $ - $ - $ - Measure I, Gas Tax, RMRA Construct Median on Kendall Curve (Kendall Dr. from E street to H street) Traffic 4, 5, 7 Design $ 912,606 $ 1,000,000 $ - $ - $ - $ - Measure S State HWY I-215 and University Parkway Interchange Improvements Traffic 5 , 6 Design $ 2,286,923 $ - $ - $ - $ - $ - Measure I Traffic Management Center (TMC) Traffic All Annual $ 44,420 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 Local Regional Circulation Traffic Safety Controls - Hardware & Operational Improvements Traffic All New CIP $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 Local Regional Circulation Traffic Signal Battery Backup Systems Traffic All Annual $ 9,674 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Local Regional Circulation Uncontrolled Crosswalk Evaluation Traffic All New CIP $ - $ 76,000 $ 76,000 $ - $ - $ - Local Regional Circulation Upgrade Various Signal Hardware on 224 Signalized Intersections on Various Arterials Traffic All Construction $ 418,784 $ - $ - $ - $ - $ - Federal Grant Programs $ 18,882,232 $ 1,561,500 $ 661,000 $ 1,391,000 $ 791,000 $ 791,000 $ 148,068,284 $ 13,236,500 $ 17,481,000 $ 22,366,000 $ 12,591,000 $ 11,991,000 Streets Total
Traffic Total

TOTAL CAPITAL IMPROVEMENT PLAN BUDGET
Storm Drain Total
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This space for filing stamp only
OR#:

O R A N G E C O U N T Y R E P O R T E R
~ SINCE 1921 ~
600 W. Santa Ana Blvd., Suite 205, Santa Ana, California 92701-4542 Telephone (714) 543-2027 / Fax (714) 542-6841

PROOF OF PUBLICATION
(2015.5 C.C.P.)
State of California )
County of Orange ) ss
Notice Type:

Ad Description:

I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the ORANGE COUNTY REPORTER, a newspaper published in the English language in the City of Santa Ana, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of Orange, State of California, under date of June 2, 1922, Case No. 13,421. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:

Executed on: 10/10/2004
At Riverside, California
I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Signature

SAN BERNARDINO COUNTY SUN
473 E CARNEGIE DR #200, SAN BERNARDINO, CA 92408
(909) 889-9666 (909) 884-2536
SB 3805005
Diane Grant

CITY OF SAN BERNARDINO/CITY CLERK - LEAD
290 NORTH D ST.

SAN BERNARDINO, CA - 92401

HRG - NOTICE OF HEARING
NOTICE OF PUBLIC HEARING - FY24-25 25-26 Proposed Budget I am a citizen of the United States and a resident of the State of California; I am over the age of eighteen years, and not a party to or interested in the above entitled matter. I am the principal clerk of the printer and publisher of the SAN BERNARDINO COUNTY SUN, a newspaper published in the English language in the city of SAN BERNARDINO, county of SAN BERNARDINO, and adjudged a newspaper of general circulation as defined by the laws of the State of California by the Superior Court of the County of SAN BERNARDINO, State of California, under date 06/27/1952, Case No. 73081. That the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
04/23/2024
04/23/2024

SAN BERNARDINO
!A000006747927! Email

NOTICE OF PUBLIC HEARING

CITY COUNCIL OF THE CITY OF

SAN BERNARDINO
NOTICE IS HEREBY GIVEN that
the City of San Bernardino Mayor
and City Council will hold a public
meeting on May 15, 2024 at 5:00 PM
in the City Council Chambers in the
Norman F. Feldheym Central
Library at 555 West 6th Street, San
Bernardino, California. Visit the
City's agenda portal at
www.sbcity.org for more
information.

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

Reviewing the City Manager's
Proposed Fiscal Year 2024-25 &
2025-26 Operating Budget and
Capital Improvement Plan
Notice is further given that
members of the public who wish to
comment on the public hearing may
participate in the following ways:

1. Emailing comments and contact
information to
[email protected] by
2:30 P.M. the day of the scheduled
meeting or;

2. Attending the meeting in person
and providing your public
comment in person.

Please view the agenda for
additional information.

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

A general summary of the budget
will be accessible for public review on the city's website http://sbcity.org/cityhall/city_manag
ers_office/budget_books/default.asp.

Additional information concerning
the above matter may be obtained
from, and written comments should
be addressed to, City Clerk, City of
San Bernardino, 290 North "D" Street,
San Bernardino, California 92401.

Genoveva Rocha, CMC, City Clerk
4/23/24
SBS-3805005#
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PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date: May 15, 2024
To: Honorable Mayor and City Council Members
From: Charles A. Montoya , City Manager;
Gabriel Elliott, Director of Community Development and
Housing
Department: Community Development & Housing
Subject: Adopt Fiscal Year 2024-25 Annual Action Plan for the Community Development Block Grant, HOME
Investment Partnership and Emergency Solutions
Grant Programs (All Wards)
Recommendation:

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

1. Approve and adopt the Fiscal Year 2024-25 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership, and Emergency Solutions Grant Programs; and

2. Adopt Resolution No. 2024-094, authorizing the acceptance and allocation of the Fiscal Year 2024-25 Annual Action Plan; and

3. Authorize the Director of Finance and Management to adjust the Fiscal Year 2024-2025 Budget appropriation to align with the Fiscal Year 2024-25 Annual Action Plan allocation; and

4. Authorize the City Manager or designee to take any further actions and execute any further documents as necessary to effectuate the submittal of the Fiscal Year 2024-2025 Annual Action Plan and certification to the U.S. Department of Housing and Urban Development.

Executive Summary
The United States Department of Housing and Urban Development (HUD) provides Community Development Block Grant (CDBG), Emergency Solution Grant (ESG), and HOME Investment Partnership Program (HOME) funds annually to the City based on a formula calculation to help develop viable urban communities improving the lives of low to moderate-income residents. Funds are also used to create economic Packet Page. 352
opportunities, provide assistance to homeless individuals and families, and develop affordable housing. Per HUD regulations, the City seeks to conduct a Public Hearing to collect resident views on housing and community development needs.

Background
The City of San Bernardino (City) is entitled to receive Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG) funds from the United States Department of Housing and Urban Development (HUD). The funds are made available to provide decent housing, suitable living environments, and expanded economic opportunities, principally for low and moderate-income persons. Each year, the City prepares an Annual Action Plan (AAP), which describes how the City will spend its federal CDBG, HOME, and ESG funds that it expects to receive from the HUD.

The Fiscal Year 2024-25 (FY2024-25) AAP is intended to recognize and accept the new FY2024-25 HUD allocation of CDBG, HOME, and ESG funding and allocate these funds to activities that will address the strategies and objectives identified in the City’s 2020-25 HUD Consolidated Plan that was approved by the City Council on April 15, 2020.

On May 1, 2024, the first public hearing for the FY 2024-25 AAP was conducted where staff presented their proposals for how to allocate the estimated CDBG, HOME, and ESG funding. The total allocation amounts that the City would receive were estimates based off previous allocations as the actual amounts were not yet provided by HUD.

As part of their recommendation, staff proposed $1 million in funding to be directed towards the El Sol Wellness Center. During the public hearing, Council directed staff to divide the proposed $1 million in El Sol funding as follows:
• $250,000 for the El Sol Wellness Center
• $250,000 for the Encanto Park baseball field
• $250,000 for the Gutierez Park baseball field
• $250,000 for the Project Fighting Chance
Discussion
To receive federal funding from HUD, the City must submit an AAP that identifies the proposed activities that will be used to address the priority needs and specific goals identified in the City’s 2020-2025 (Five-Year) Consolidated Plan. For FY2024-25, the City has been allocated approximately $2,746,082 in CDBG funds, $1,160,208 in HOME funds, and $258,646 in ESG funds. It is important to note that the total funding allocations that were presented at the May 1, 2024, Mayor and City Council Meeting were estimates based off allocations from previous years. On May 7, 2024, HUD provided the City with its actual funding allocations for FY 24-25, which accounts for the differences from the draft proposal that was originally presented.

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Community Development Block Grant (CDBG)
The allocation for CDBG FY2024-25 is $2,746,082, of which $549,216 is allowed for program administration. The primary objective of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally for persons of low and moderateincome.

During the application period for CDBG, the City received 15 applications from the community. Staff recommends that both the San Bernardino Police Department and the Inland Fair Housing Mediation Board receive grant funding for their respective programs. The San Bernardino Police Department would develop a Quality-of-Life Team that would have a significant impact on interaction with the homeless population in the City. The Inland Fair Housing organization will have a significant impact on the LMI population by assisting with housing and with several workshops for educating the community. A full list of all applicants can be found in Attachment 3.

The final recommendations for CDBG funding, based on the HUD allocation and Council direction, is to reduce the El Sol allocation to $250,000 and increase the Public Works allocation by $750,000. In total, $1,309,341 will be allocated to the City’s Public Works department for capital improvement projects, with the following allocations being made administratively:
• $250,000 for the Encanto Park
• $250,000 for the Gutierez Park
• $250,000 for the Ruben Campos Community Center
It is important to note that in order to align Council’s direction with federal rules and CDBG guidelines, staff must direct the $250,000 Project Fighting Chance allocation to the Ruben Campos Community Center, which is the City facility that is used by Project Fighting Chance. The City cannot fund Project Fighting Chance directly with this portion of CDBG funds because federal regulations establishes a 15% cap (24 CFR 570.421d) on how much of the annual allocation can go towards “Public Service” activities (i.e., programs). The proposed funding for the Inland Fair Housing Mediation Board (which is required to be compliant with 24 CFR 570.487b) and the Police Department’s Quality of Life Team (which Council did not change) uses all available funding for Public Service activities.

The $1 million allocation that Council broke up into smaller $250,000 allocations was for Public Facilities (i.e., capital improvement projects). As a result, staff will use that allocation to make capital improvements at the Ruben Campos Community Center, which will be to the benefit of community members and organizations who use that facility, such as Project Fighting Chance.

The table on the following page outlines the proposed CDBG funded activities.

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Draft Proposal City Council Disposition/HUD Allocation

CDBG CDBG
Proposed Funding Activity Amount Proposed Funding Activity Amount Estimated 24/25 Grant
Fund Allocation $ 2,900,000 Actual 24/25 Grant Fund Allocation $ 2,746,082 Reprogrammed Funds $ 520,000 Reprogrammed Funds $ 520,000 Program Income $ - Program Income $ -
Total Available Funds $ 3,420,000 Total Available Funds $ 3,266,082 Administration $ 580,000 Administration $ 549,216
Section 108 Payment $ 745,612 Section 108 Payment $ 745,612 Subtotal $ 1,325,612 Subtotal $ 1,294,828
Public Service Programs Public Service Programs
Fair Housing $ 80,000 Fair Housing $ 80,000
SB Police Department $ 355,000 SB Police Department $ 331,912 Subtotal: $ 435,000 Subtotal: $ 411,912
Public Facility Projects Public Facility Projects
El Sol $ 1,000,000 El Sol $ 250,000
SB Public Works $ 659,388 SB Public Works $ 1,309,341
Subtotal: $ 1,659,388 Subtotal: $ 1,559,341
Grand Total: $ 3,420,000 Grand Total: $ 3,266,082
Jurisdictions receiving CDBG funds must use the funds to meet one of the three national objectives:

1.     To benefit low and moderate-income persons;

2.     To aid in the prevention or elimination of slums and blight; or

3.     To meet community development needs having a particular urgency.

The City typically requests the maximum available funding allocation allowed for Administration, which includes staff salaries, office space, equipment, training, and other operational expenses. Additionally, the City is required to fund Section 108 Repayment ($745,612) and Fair Housing services. For Public Services, the CDBG requirement restricts funding to 15% of the total CDBG allocation, or $549,216. The Reprogrammed Funds in the amount of $520,000 is reallocated grant funds from the previous fiscal year. These funds will be distributed among the approved subrecipients.

HOME Grant
The allocation for HOME for FY2024-25 is $1,160,208 with $116,201 allowed for program administration. The objectives of the program are:

Packet Page. 355
• To strengthen the ability of state and local governments to design and implement strategies for achieving adequate supplies of decent, affordable housing. • To provide assistance to participating jurisdictions for the development of affordable housing.
• To strengthen partnerships among all levels of government and the private sector.

This table shows the proposed fund activities and the final recommendations for HOME based on the HUD allocation and the City Council direction:

In program year 2023/2024 the Owner-Occupied Rehabilitation Program was paused due to Housing staff transitions. Staff recommends providing HOME funding to Neighborhood Partnership Housing Services (NPHS) for $920,000. This will allow for a potential 20 households to be served, which will make up for the 2023/2024 shortfall.

NPHS has a long-standing positive partnership with the City and has demonstrated responsible monitoring and program management.

Emergency Solutions Grant (ESG)
The City’s total allocation for FY2024-25 ESG is $258,646, of which $19,398 is allowed for administration. The remaining $253,040 can be directed towards programs that provide:

1. Engagement of individuals and families living on the streets.

2. Improvement of homeless shelters and operation of shelters.

3. Rapid re-housing of homeless persons, and;

4. Homelessness prevention for families and individuals at risk of becoming homeless.

Draft Proposal City Council Disposition/HUD Allocation

HOME HOME
Proposed Funding Activity Amount Proposed Funding Activity Amount Estimated 24/25 Grant
Fund Allocation $ 1,460,936 Actual 24/25 Grant Fund Allocation $ 1,160,208 Reprogrammed Funds $ - Reprogrammed Funds $ -
Total Available Funds $ 1,460,936 Total Available Funds $ 1,160,208 Administration $ 146,094 Administration $ 116,021
Subtotal $ 146,094 Subtotal $ 116,021
Affordable Housing Projects/Programs Affordable Housing Projects/Programs Affordable Housing Projects $ 394,842 Affordable Housing Projects $ 124,187 NPHS $ 920,000 NPHS $ 920,000
Subtotal: $ 1,314,842 Subtotal: $ 1,044,187
Grand Total: $ 1,460,936 Grand Total: $ 1,160,208
Packet Page. 356
This table shows the proposed fund activities and the final recommendations for ESG based on the HUD allocation and the City Council direction:

Draft Proposal City Council Disposition/HUD Allocation

ESG ESG
Proposed Funding Activity Amount Proposed Funding Activity Amount Estimated 24/25 Grant Fund
Allocation $ 273,557 Actual 24/25 Grant Fund Allocation $ 258,646 Reprogrammed Funds $ 80,500 Reprogrammed Funds $ 80,500 Program Income $ - Program Income $ -
Total Available Funds $ 354,057 Total Available Funds $ 339,146 Administration $ 20,517 Administration $ 19,398
Subtotal $ 20,517 Subtotal $ 19,398
Public Service Programs Public Service Programs
Salvation Army $ 298,540 Salvation Army $ 284,748
HMIS $ 35,000 HMIS $ 35,000
Subtotal: $ 333,540 Subtotal: $ 319,748
Grand Total: $ 354,057 Grand Total: $ 339,146
During FY2023-24, additional resources, such as program income from CDBG and HOME, may become available and be allocated to eligible CDBG and HOME activities.

Any activities identified to receive additional CDBG or HOME resources will be brought to the Council for approval. Reprogrammed Funds in the amount of $80,500 is reallocated grant funds from the previous fiscal year. These funds will be distributed among the approved subrecipients.

Once approved by City Council, the Housing staff will return on June 5, 2024, for execution of the subrecipient agreements, effective as of July 1, 2024, which is the beginning of the program year. The attached AAP has outlined all vendors and amounts to be allocated for services.
2021-2025 Strategic Targets and Goals
The proposed Action Plan will meet Key Target No. 3: Improved Quality of Life by providing infrastructure, fair housing, and business assistance in the City. This funding will allow the City to continue to fund programs that preserve and improve the quality of the housing stock, promote home ownership, assist in small business start-ups and expansions, fund infrastructure projects, and maintain a working relationship with the federal government.

Fiscal Impact
There is no fiscal impact to the General Fund associated with this report.

Packet Page. 357
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Approve and adopt the Fiscal Year 2024-25 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership, and Emergency Solutions Grant Programs; and

2. Adopt Resolution No. 2024-094, authorizing the acceptance and allocation of the Fiscal Year 2024-25 Annual Action Plan; and

3. Authorize the Director of Finance and Management to adjust the Fiscal Year 2024- 2025 Budget appropriation to align with the Fiscal Year 2024-25 Annual Action Plan allocation; and

Attachments
Attachment 1 Consolidated Plan
Attachment 2 FY 2024/2025 Annual Action Plan
Attachment 3 Resolution No. 2024-094
Ward:

All Wards
Synopsis of Previous Council Actions:

April 15, 2020 Mayor and City Council approved the City’s Consolidated Plan for 2020-2025.

May 1, 2024 Proposed Annual Action Plan was taken to City Council for public comment and for City Council to review proposed subrecipients.

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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of San Bernardino (City) is an entitlement City that receives federal funding from the US Department of Housing and Urban and Development (HUD). The City receives funds through the Community Development Block Grant (CDBG) program, HOME Investment Partnerships Program (HOME), and the Emergency Solutions Grant (ESG).

The CDBG entitlement program provides formula funding to cities and counties to address community development needs. Seventy percent of gross funding must be used to serve low- to moderate-income households. Eligible activities must meet one of the following national objectives for the program:
• Benefit low- and moderate-income persons
• Prevent or eliminate slums or blight
• Address community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community for which other funding is not available
The HOME entitlement program provides formula grant funding for a wide range of activities including building, purchasing, and/or rehabilitating affordable housing for rent or homeownership and providing direct rental assistance to low-income households. The program’s flexibility allows states and local governments to use HOME funds for grants, direct loans, loan guarantees or other forms of credit enhancements, or rental assistance or security deposits.

The ESG program provides formula grant funding to cities and counties to engage homeless individuals and families living on the street, rapidly re-house homeless individuals and families, help operate and provide essential services in emergency shelters for homeless individuals and families, and prevent individuals and families from becoming homeless.

The Consolidated Plan (ConPlan) is a five-year planning document. This plan covers the period from fiscal year 2020-21 through fiscal year 2024-25. The purpose of the ConPlan is to guide a jurisdiction to:
• Assess their affordable housing and community development needs and market conditions; • Make data-driven, place-based investment decisions; and • Conduct community-wide discussions to identify housing and community development priorities that align and focus on eligible activities for CDBG funding.

Recipients of CDBG and HOME funding must also prepare and submit to HUD an Annual Action Plan (AAP) that describes in detail, each year, how the ConPlan will be carried out. The AAP must provide a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the ConPlan. Additionally, at the end of each fiscal year, jurisdictions must complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) to report on the accomplishments and progress toward the Packet Page. 360
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ConPlan’s goals.

The City anticipates approximately $15,000,000 in CDBG funds, $6,000,000 in HOME funds, and $1,400,000 in ESG funds during the 2020-2025 ConPlan period.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The objective of the Needs Assessment is to gather information from the community and all partners, as well as demographic and economic data regarding the City’s homeless population, need for affordable housing, special needs population, and community development needs. This information is used to make data-driven decisions to establish priority community needs and strategies based on current conditions, expected funds, and local capacity. Through data collection, outreach, and analysis presented in this plan, a clear outline of the City’s priority needs is formed, along with the projects and facilities that are most likely to aid in the City’s development.

A summary of needs identified in the City of San Bernardino include:
 Rehabilitation of single-family owner-occupied housing and rental units  Housing for households below 80% area median income
 Expanding homeownership
 Homeless services and homeless prevention services
 Economic development
 Improvement of facilities and infrastructure
 Fair housing services
See Needs Assessment (NA) section beginning on page 26 for additional discussion on these identified needs.

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Strategic Plan Summary

3. Evaluation of past performance
The City’s CDBG, HOME, and ESG funds successfully contributed to several projects over the last five years. Those projects have contributed to improved housing affordability and expanded economic opportunities for low- and moderate-income households.

Affordable Housing. HOME funds were used to construct new homeowner housing and CDBG funds were used to rehabilitate existing housing. For example, in FY 2018-2019, three new homeowner units were added, and seven homeowner houses were rehabilitated. Additionally, in FY 2019-2020, the City anticipates adding eight new single-family ownership units for households earning between 50 and 80 percent AMI.

Fair Housing. CDBG funds were used to contract with the Inland Fair Housing Mediation Board to provide fair housing services, including landlord/tenant mediation, housing counseling, alternative dispute resolution, and senior services to San Bernardino residents. For example, in FY 2018-2019, approximately 2,700 residents were served. For FY 2019-2020, the City anticipates serving approximately 3,300 residents.

Homelessness. ESG funds were used to connect homeless individuals to services, such as street outreach, rapid rehousing, emergency shelter, and homeless prevention services. As of FY 2018-19, 566 people were served through these programs. Additionally, in FY 2018-2019, the City assisted in the acquisition and rehabilitation of a 38-unit apartment complex to assist homeless households into Packet Page. 362
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permanent supportive housing. In FY 2019-2020, the City anticipates serving 350 persons experiencing homelessness.

4. Summary of citizen participation process and consultation process Robust community engagement was achieved through engaging a diverse group of stakeholders to identify priorities, concerns, and values. The feedback provided through the community engagement process supported the development of this ConPlan, including the development of housing and community development needs, priorities, goals, and strategies for funding allocation.

For the purposes of this plan, the community outreach included residents, business owners, and interest groups. Targeted outreach was provided to youth, elderly, racial and ethnic minorities, renters and property owners, and business owners across the City. Leveraging existing stakeholder contacts, recognizing underrepresented stakeholders, and identifying new stakeholders was integral to the process of reaching the greater San Bernardino community and ensuring a broad depth of participation.

The City announced the various community engagement opportunities through its social media, newspaper noticing, and email blasts.

Members of the public had the following opportunities for participation and comment, all of which were offered throughout San Bernardino during the ConPlan process:
 Public Meetings: Walk-in meetings were held across the City so that members of the public could describe what needs and concerns they see in their community.  Housing Summit: A housing summit was held for community leaders, agency representatives, service providers, planning professionals, developers, and business owners to learn and exchange information about the current state of housing and development in the City.  Stakeholder Interviews: Various local organizations were interviewed to receive feedback on the most pressing priorities and needs of target populations.  Pop-Up Events: Structured for short interactions, the pop-up took the form of a booth set up at an event to allow access to a specific stakeholder group. Feedback provided at pop-up events was collected through interactive exercises (dot votes, etc.) or verbal responses to big picture questions.
 Online Feedback Collection (Survey): To broadly access and efficiently obtain information from a large number of geographically distributed citizens, an online survey was prepared. The survey provided an opportunity to leave additional, relevant comments. The survey was announced through City media outlets and disseminated through key community liaisons or stakeholders with access to resident and community groups, business owners, and interest groups.

A detailed summary of community engagement, including participation, methods, and feedback, can be found in Sections PR-10 (Consultations) and PR-15 (Citizen Participation) of this ConPlan.

5. Summary of public comments
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The regional meetings yielded numerous public comments that identified priorities for residents of the City. High priorities identified during the meetings included:
 Affordable housing
 Housing and mental health programs for people with disabilities  Veterans homelessness assistance
 Street outreach to homeless individuals
 Jobs
 Neighborhood revitalization
 Pedestrian and traffic improvements
Stakeholders provided feedback on the priority needs of the City. Priority needs related to housing, services, and public facilities were summarized into several overarching themes including to:
 Increase affordable housing;
 Increase housing opportunities and services for homeless individuals, including homeless prevention;
 Provide respite care for homeless individuals discharged from hospitals; and  Enable emergency/natural disaster resiliency for homeless individuals and low-income families.

Community members provided feedback via the community needs survey. The highest areas of need included:
 Infrastructure
 Homeless services
 Economic development (jobs/businesses)

6. Summary of comments or views not accepted and the reasons for not accepting them The City did not receive any public comments that were not accepted. The City attempted to incorporate all feedback received through outreach efforts into the plan.

7. Summary
This 2020-2025 ConPlan combines resident feedback, demographic data and analysis, community stakeholder input, and consideration of City resources, goals, other relevant plans, and policies. The results of this combined effort and analysis is the City’s five-year Strategic Plan for the allocation of CDBG, HOME, and ESG funds and activities. These funds will focus on preserving affordable housing, improving community facilities and infrastructure, providing public services to homeless individuals, and improving neighborhood conditions.

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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency SAN BERNARDINO
CDBG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA Administrator
HOME Administrator SAN BERNARDINO Community and Economic Development Department
ESG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative
The City of San Bernardino (City) is the lead and responsible agency for the US Department of Housing and Urban Development’s (HUD) entitlement programs in San Bernardino. The City’s Housing Division is responsible for administering the City’s HUD entitlement grants, including CDBG, HOME, and ESG.

Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD.

By federal law, the City is required to submit a five-year ConPlan and Annual Action Plan to HUD listing priorities and strategies for the use of its federal funds. The ConPlan helps local jurisdictions to assess their affordable housing and community development needs and market conditions to meet the housing and community development needs of its populations.

Consolidated Plan Public Contact Information
Gretel K. Noble
Housing Division Manager
Community & Economic
Development Department
201 North E Street
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3rd Floor
San Bernardino, CA 92401
Tel: (909) 384-7270
Email: [email protected]
Website: www.ci.san-bernardino.ca.us
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The consultation section of the ConPlan provides detailed information about the agencies, offices, staff and interested parties that were interviewed or consulted during the engagement process.Â Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City of San Bernardino created a comprehensive community engagement program. Community engagement is key for helping the City to identify needs, priorities, goals, strategies, and activities for future housing and community development activities over the five-year Consolidated Plan period.

Engagement activities included a community survey, community meetings, pop-up events, a housing summit, and stakeholder consultations.

As a part of the stakeholder consultation process, the City consulted with a variety of stakeholders, including local and regional community-based organizations, health and mental and behavioral health care providers, and housing service organizations.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness Homelessness. During the development of its ConPlan and Annual Plans and as a general practice, the City coordinated with a variety of housing/shelter organizations, public and mental health agencies, and service providers to discuss community needs. Examples of those consulted include Salvation Army âÂ¿Â¿ Hospitality House, Dignity Health, Inland Valley Recovery Services, and Community Action Partnership of San Bernardino County; for a complete list see Table 2 below. Their collective feedback was especially valuable in gathering information and shaping priorities for this plan as it relates to special needs populations, general health, and mental health services in the City. Through this process, the City interviewed the Continuum of Care (CoC) to ascertain the needs of homeless individuals throughout the City as well as the organizational needs and challenges of the CoC itself. The CoCâÂ¿Â¿s feedback will be used to shape the goals identified in this ConPlan, which will then address the needs of homeless individuals in the City.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS Packet Page. 367
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The San Bernardino County Homeless Partnership (SBCHP) is the administrator of the regional CoC, which serves the entire County. The City continuously coordinates with the CoC to end and prevent homelessness in the County. The CoC is a group composed of stakeholders throughout the County, including governmental agencies, homeless service and shelter providers, homeless persons, housing advocates, affordable housing developers, and various private parties, including businesses and foundations.

The SBCHP is a collaboration among community and faith-based organizations, educational institutions, nonprofit organizations, private industry, and federal, state, and local governments. The partnership focuses on addressing issues of homelessness within the County.

The SBCHP was developed to direct the planning, development, and implementation of the CountyâÂ¿Â¿s 10-year Strategy to end chronic homelessness. The partnership leads the creation of a comprehensive network to deliver much-needed services to the homeless and to families and individuals at risk of homelessness through careful planning and coordination among all entities that provide services and resources to prevent homelessness. The CityâÂ¿Â¿s ConPlan is aligned with the SBCHPâÂ¿Â¿s 10-year Strategy to end chronic homelessness.

According to the CityâÂ¿Â¿s ESG Policies and Procedures, consultation takes place with participation of City officials, staff serving on the CoC Governance Board, and the Advisory Committee of the CoC Board.

In these roles, the City participates in setting local priorities, certifying need, and the annual review of ESG programs. The Community and Economic Development Department serves as the administrative entity for the ESG and compiles program documentation which includes information about the responsibilities of the CoC and ESG programs, HUD regulations, and policy statements such as coordinated entry system, prioritization and Homeless Management Information System (HMIS) participation. Compiled data is used to report on project outcomes to HUD through the ESG CAPER.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community meeting and provided input to help
prioritize the community needs in the City.
2 Agency/Group/Organization National CORE - Hope Through Housing Foundation
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.
3 Agency/Group/Organization NEIGHBORHOOD PARTNERSHIP HOUSING SERVICES, INC.

Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.
4 Agency/Group/Organization Omnitrans
Agency/Group/Organization Type Transit
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What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
5 Agency/Group/Organization County of San Bernardino Homeless Partnership Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
6 Agency/Group/Organization San Bernardino County Department of Behavioral Health
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
7 Agency/Group/Organization Project Fighting Chance
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
8 Agency/Group/Organization INLAND FAIR HOUSING AND MEDIATION BOARD Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
9 Agency/Group/Organization SALVATION ARMY
Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
10 Agency/Group/Organization Center for Employment Opportunities Agency/Group/Organization Type Services-Employment
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
11 Agency/Group/Organization Inland Valley Recovery Services, Inc.

Agency/Group/Organization Type Services-Health
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What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
12 Agency/Group/Organization FOUNDATION FOR CSU SAN BERNARDINO Agency/Group/Organization Type Services-Health
Civic Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
13 Agency/Group/Organization Inland Congregations United for Change Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
14 Agency/Group/Organization COMMUNITY ACTION PARTNERSHIP OF SAN

BERNARDINO COUNTY
Agency/Group/Organization Type Services-Children
Services-homeless
Services-Health
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
15 Agency/Group/Organization Habitat for Humanity San Bernardino Area Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
16 Agency/Group/Organization San Bernardino City Council Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
17 Agency/Group/Organization Wells Fargo
Agency/Group/Organization Type Services - Housing
Business and Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
18 Agency/Group/Organization Community Education Partnership Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
19 Agency/Group/Organization Housing Authority of the County of San Bernardino
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
20 Agency/Group/Organization CATHOLIC CHARITIES SAN

BERNARDINO/RIVERSIDE
Agency/Group/Organization Type Services-Elderly Persons Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
21 Agency/Group/Organization HOPE THROUGH HOUSING FOUNDATION Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.

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22 Agency/Group/Organization LOCAL INITIATIVES SUPPORT CORPORATION Agency/Group/Organization Type Housing
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
23 Agency/Group/Organization Step Up on Second
Agency/Group/Organization Type Services-homeless
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
24 Agency/Group/Organization MARY'S MERCY CENTER
Agency/Group/Organization Type Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
25 Agency/Group/Organization Alvord Unified School District Agency/Group/Organization Type Services-Health
Other government - State
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
26 Agency/Group/Organization Blair Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
27 Agency/Group/Organization El Sol Neighborhood Educational Center Agency/Group/Organization Type Services-Children
Services-Health
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
28 Agency/Group/Organization San Bernardino Staff
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
29 Agency/Group/Organization NEIGHBORHOOD HOUSING SERVICES OF THE

INLAND EMPIRE
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
30 Agency/Group/Organization Housing Authority County of San Bernardino Agency/Group/Organization Type Housing
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
31 Agency/Group/Organization San Bernardino Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
32 Agency/Group/Organization Terrace West Housing
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
33 Agency/Group/Organization Valon Consulting
Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
34 Agency/Group/Organization Wildwood Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
35 Agency/Group/Organization TMobile
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by
Consultation?
Local mobile service provider
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
T-Mobile and AT&T were invited to attend the
City's Housing Summit held in February, 2020.

They participated in housing discussions and
solutions at the Summit.
36 Agency/Group/Organization San Bernardino Valley Municipal Water District Agency/Group/Organization Type Regional organization
What section of the Plan was addressed by
Consultation?
Resiliency and water resources
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
As part of the consultation process SBVMWD
was consulted to discuss water resources for
existing and proposed future development as
well as on-going issues related to water.

Identify any Agency Types not consulted and provide rationale for not consulting No agency types were excluded from engagement.

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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Continuum of
Care
Potential funding allocations to address homeless needs will complement the CoC strategy.
10 Year Strategy
to End
Homelessness
Continuum of
Care
Potential funding allocations to address homeless needs will be consistent with the 10-Year Strategy to End Homelessness. 2015-2023
Housing Element
City of San
Bernardino
Barriers to and opportunities for affordable housing development analyzed in this plan were considered in the Market Assessment.

The Housing element also provided resiliency data related to housing problems caused by flood prone areas and general water supply needs for all residents.

General Plan City of San
Bernardino
The General Plan was reviewed particularly the Natural
Resources, Energy and Water Conservation, and Utilities chapters. The City enforces the Unreinforced Masonry Law, 1998 related to seismic changes and earthquakes. The City enforces FEMA floodplain requirements particularly for the southeastern portions of the City which is prone to flooding.

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The collaborative implementation of this ConPlan over the course of the next five years begins with the coordinated efforts of multiple public agencies working together to gather feedback and information for regional and local community needs and priorities. Once needs and priorities are identified, they are then incorporated into the City’s ConPlan, forming both regional and local strategies for addressing those needs and priorities.

Furthermore, community outreach to local leaders, stakeholders, and residents is a critical first step in implementing this plan’s desired community changes. By successfully establishing relationships and trust between the government, those providing services or community improvements, and the beneficiaries of these services or improvements, the City and community can move toward a joint vision for what and how to make community improvements. The agencies, groups, and organizations who participated are listed in the table above. Other local/regional/federal planning efforts can be found above.

Narrative (optional):

City staff, with assistance from consultants, worked to involve housing, social service, and other agencies in the community engagement process including direct solicitation for these agencies to Packet Page. 379
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participate in the community survey, community meetings, and stakeholder interviews. The City will continue to include them in future planning efforts. Agencies who were invited but did not participate are listed here: California Endowment; Cathedral of Praise International Ministries; Center for Individual Development; Central City Lutheran Mission; Clay Counseling Foundation; Community Investment Corporation; Diocese of San Bernardino; Enterprise Community Partners, Inc., Family Service Association of Redlands; Foothill AIDS Project, Grid Alternatives; Home of Neighborly Service; HomeAid Inland Empire; Inland Empire Health Plan; Inland Regional Center; Kaiser Permanente; Legal Aid of San Bernardino; LJR Intellect Academy; Lutheran Social Services of Southern California; Mental Health Systems; Mercy House Living Centers; Molina Healthcare; Mosiac Community Planning, LLC; New Generation for Jesus Christ; Option House; Project Life Impact; Provisional Euducational Services; Restoration House of Refuse, Inc.; San Bernardino Clergy Association; San Bernardino Community College District; San Bernardino County HOPE Team; San Bernardino Public Library; San Bernardino Sexual Assault Services; San Bernardino Unified School District; San Bernardino Valley College; Smooth Transition; Temple Missionary Baptist Church; Time for Change; Ureach-Loma Linda; US Vets; Youth Action Project.

Stakeholders were asked questions and provided feedback on priorities, issues, and solutions in relation to CDBG- and HOME-eligible activities including housing, neighborhood revitalization, and low- to moderate-income household issues. They were asked about their top priorities, neighborhood revitalization, housing problems and their solutions, local organization support, families vulnerable to crisis, broadband internet issues, and how the jurisdiction should spend CDBG and HOME funding.

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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting Outreach is essential to the City’s ability to create an accurate and effective plan, and to allocate resources appropriately. The City attempted to reach as many residents as possible within specific demographics, such as low-income families, persons with disabilities, elderly persons, femaleheaded households, and parents/guardians of children. Receiving feedback from residents, especially those who may receive assistance from grant funds, is critical to the success of the CDBG program. The City reached out to practitioners, agencies, leaders, organizations, and companies who may have the specialized knowledge, experience, resources, and capacity to discuss needs, opportunities, solutions, investments, and how community improvements can be made. All City residents were encouraged to provide input on community needs through citizen participation opportunities.

Community Needs Survey. This community survey was noticed through the newspaper, the City’s website, and distribution of flyers in both English and Spanish. The online and paper survey was made available to the public between January 7, 2020, and February 28, 2020. The survey was provided in English and Spanish. Data gathered from the survey provided community feedback needs for housing, public facilities, infrastructure, homelessness, economic development, and community services, as well as on local demographic data. A copy of the survey, along with the final results, can be found at the attached Community Engagement Summary.

Public Meetings, Stakeholder Interviews, Pop-Up Events, and Housing Summit. Six public meetings were held in the City of San Bernardino, Stakeholder interviews, and a Housing Summit were conducted as part of the engagement program. Flyers were posted beforehand to inform the public of the meetings. To maximize attendance, they were offered at different locations and times of the day. Three meetings were held during the day and three were held in the evening. The Community Engagement Summary includes a flyer of the public meetings. A total of 65 people attended six meetings. Those in attendance included local residents, service providers, and members of the business community.

Community engagement meeting notes held in January 2020 and input from stakeholders helped identify community priorities. Stakeholders were contacted either by phone or visited in person. Each stakeholder were asked a listing of questions that asked about their interaction with the city and future goals and priority needs over the next five years. A Housing Summit was held in the City of which a total of 65 people. Those in attendance included local residents, service providers, and members of the business community. The notes and feedback were helpful in identifying priorities, creating a dialogue with the attendees, and gaining input from stakeholders and the public. Six community engagement meetings were held in January 2020. Pop-Up events included a short dialogue and feedback were also obtained from the public. Three pop-up Packet Page. 381
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events were attended: 1) San Berardino High School football game November 1, 2019, 2) San Bernardino Airshow on November 2, 2019, and 3) City of San Bernardino Winter Wonderland on December 14, 2019. Community Needs Surveys were distributed at the pop-up events and a total of 314 residents responded to the survey from these pop-up events (See attached Community Engagement Summary).

Public Hearings and 30-Day Public Review Period of Draft Consolidated Plan The City will hold a Council public hearing on March 18, 2020, to review the draft ConPlan, and on April 15, 2020, to review and approve the final plan. The City posted notice of the public hearings and draft ConPlan on February 27 for the first public hearing and March 12 for the second hearing. The 30-day public review period began on March 12, 2020 and ended on April 15, 2020.

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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Meeting Nontargeted/broad
community
A total of 65
individuals attended
6 public meetings.

All meeting
discussions are
included in the
Community
Engagement
Summary.

The priority needs
discussed at the
meetings were:
housing, housing
programs for people
with disabilities and
mental health
challenges, affordable
housing, homelessness
issues with veterans
and chronic homeless
individuals,
employment services,
at-risk youth programs,
community facilities for
at risk-youth,
downtown
revitalization and
pedestrian safety
through traffic calming
on 9th, Olive and
Valencia Ave.

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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Housing Summit Nontargeted/broad
community
Service providers
41 attendees from 31
service providers and
organizations.

All Summit
comments were
documented in the
Community
Engagement
Summary (See
attached)
All Summit comments
were documented in
the Community
Engagement Summary
(See attached)
3 Housing Summit Service providers,
municipal staff,
council
15 stakeholders were
interviewed. All
comments were
documented in the
Community
Engagement
Summary (See
attached)
All interview
comments were
documented in the
Community
Engagement
Summary (See
attached)
All interview comments
were documented in
the Community
Engagement Summary
(See attached)
4 Housing Summit Nontargeted/broad
community
The survey received
1,011 responses. All
survey information is
documented in the
Community
Engagement
Summary (See
attached)
All survey
information is
documented in the
Community
Engagement
Summary (See
attached)
All survey information
is documented in the
Community
Engagement Summary
(See attached)
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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 Housing Summit Nontargeted/broad
community
314 responses All pop-up data is
documented in the
Community
Engagement
Summary (See
attached)
All pop-up data is
documented in the
Community
Engagement Summary
(See attached)
6 Newspaper Ad Nontargeted/broad
community
Newspaper, website
flyers and email
outreach was
undertaken
All news
documents are
documented in the
Community
Engagement
Summary (See
attached)
All news documents
are documented in the
Community
Engagement Summary
(See attached)
7 Public Hearing Nontargeted/broad
community
There were no
written or public
comments from the
public hearing.

There were no
written or public
comments from the
public hearing.

There were no written
or public comments
from the public
hearing.
8 Housing Summit Nontargeted/broad
community
There was no written
or public comments
during the 30-day
public comment
period.

There was no
written or public
comments during
the 30-day public
comment period.

There was no written
or public comments
during the 30-day
public comment
period.

Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment is a collection and analysis of data that assesses the extent of housing problems and housing needs for residents of the City of San Bernardino. The assessment focuses on affordable housing, special needs housing, community development, and homelessness. The information in this section was gathered from HUD’s Comprehensive Housing Affordability Strategy (CHAS) data, American Community Survey (ACS) data, and various other online and City resources. Stakeholder consultations conducted with public agencies, advocates, and local experts have identified the need for transit, workforce training, additional affordable housing in safe areas, and rehabilitation of existing units for low- to moderate-income households. Findings are summarized below.

San Bernardino has a population of 214,115 persons and a total of 57,547 households. Nearly 59 percent of households in San Bernardino (33,760 total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income (HAMFI).A disproportionately greater need exists when the members of racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole.

Housing cost burden is the most common housing problem experienced by households in the City. As a whole, 23 percent of households in the City are cost burdened and 26 percent are severely cost burdened. While no households experience disproportionate need, Black/African American households have the highest rates of severe cost burden at 33 percent. A household is considered severely overcrowded when there are more than 1.5 persons per room and severely cost burdened when paying more than 50 percent of household income toward housing costs. In the City, Asian households are disproportionately affected by severe housing problems. Overall, 49 percent of LMI Asian households have at least one severe housing problem compared to all LMI households in the jurisdiction.

The minority racial and ethnic groups were found to experience housing problems at a greater rate of incidence than the region as whole, often exhibiting disproportionate need. Asian, Black/African American, American Indian/Alaskan Native, and Pacific Islander households are disproportionately affected by housing problems in the City. Overall, 76 percent of LMI Black/African American households, 65 percent of LMI Asian households, 82 percent of LMI American Indian and Alaskan Native households, and 90 percent of LMI Pacific Islander households have at least one housing problem.

The Housing Authority of the County of San Bernardino (HACSB) administers the housing choice voucher (HCV) program across the County, including the City, and manages the public housing units in the City.

The HACSB manages multiple public housing units in the City: 154 public housing units at the Maplewood Homes Community, 338 units at Wilson Street Apartments, 400 units at Arrowhead Grove, and various scattered sites throughout the City. The HACSB is currently accepting applications (in early Packet Page. 386
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2020) for Crestview Terrace, a new community on the site of the former Waterman Gardens under construction in the City of San Bernardino. This property will have 116 new units for occupancy, ranging from one to five bedrooms. In addition to public housing, there are approximately 3,000 affordable units, and approximately 2,600 HCV holders live in the City.

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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Identified housing needs in the City include additional housing for single persons particularly the elderly and small families, housing that is affordable to those living below poverty levels, housing for persons living with disabilities, safe neighborhoods, and available affordable housing for the extremely lowincome households. Additionally, supportive services such as access to affordable health care, childcare, nutrition assistance, public transportation, and short-term financial assistance (first/last month’s rent, security deposit, and moving costs) relieve the financial burden for extremely low-income families and can help prevent homelessness. Rapid rehousing assistance is an integral component of San Bernardino County’s response to homelessness.

LMI households (earning less than 80% AMI) experience housing problems at a greater rate than households that do not fall in lower income categories. Housing problems are more frequent among households that rent their home as compared to households that own their home.

Community engagement activities identified affordable housing and, specifically, housing programs that support persons with disabilities and mental health issues as priority housing needs for the City.

Demographics Base Year: 2009 Most Recent Year: 2015 % Change Population 209,924 214,115 2%
Households 57,547 57,580 0%
Median Income $39,405.00 $37,047.00 -6%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 13,335 9,795 10,630 6,275 17,550
Small Family Households 5,535 4,230 4,845 2,535 8,815
Large Family Households 2,765 2,225 2,574 1,404 3,150
Household contains at least one
person 62-74 years of age 1,735 1,815 1,974 1,199 3,765 Household contains at least one
person age 75 or older 1,085 975 895 509 1,350
Households with one or more
children 6 years old or younger 4,204 2,905 3,040 1,610 2,319 Table 6 - Total Households Table
Data Source: 2011-2015 CHAS
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Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen facilities 355 100 120 20 595 40 0 45 4 89
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 1,060 490 145 200 1,895 90 90 245 150 575
Overcrowded -
With 1.01-1.5
people per
room (and none
of the above
problems) 1,535 905 735 335 3,510 250 375 575 380 1,580 Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 5,310 2,510 370 25 8,215 1,390 1,110 744 170 3,414 Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 555 1,860 2,454 815 5,684 300 785 1,540 804 3,429 Packet Page. 390
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Zero/negative
Income (and
none of the
above
problems) 920 0 0 0 920 185 0 0 0 185
Table 7 – Housing Problems Table
Data
Source:
2011-2015 CHAS

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 8,265 4,005 1,370 580 14,220 1,770 1,575 1,604 710 5,659 Having none of
four housing
problems 1,525 2,525 4,059 2,480 10,589 670 1,685 3,590 2,505 8,450 Household has
negative income,
but none of the
other housing
problems 920 0 0 0 920 185 0 0 0 185
Table 8 – Housing Problems 2
Data
Source:
2011-2015 CHAS

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,905 2,870 1,635 8,410 705 745 1,165 2,615 Large Related 2,120 1,120 674 3,914 435 685 655 1,775
Elderly 895 830 245 1,970 630 515 524 1,669
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Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Other 1,575 840 680 3,095 230 270 260 760
Total need by
income
8,495 5,660 3,234 17,389 2,000 2,215 2,604 6,819
Table 9 – Cost Burden > 30%
Data
Source:
2011-2015 CHAS

4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,710 1,475 245 5,430 595 425 380 1,400
Large Related 1,810 520 35 2,365 345 365 160 870
Elderly 745 495 50 1,290 460 325 194 979
Other 1,385 465 90 1,940 210 145 25 380
Total need by
income
7,650 2,955 420 11,025 1,610 1,260 759 3,629
Table 10 – Cost Burden > 50%
Data
Source:
2011-2015 CHAS

5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 2,310 1,215 695 340 4,560 210 365 530 330 1,435 Multiple,
unrelated family
households 280 215 230 150 875 100 100 290 195 685
Other, non-family
households 65 0 0 39 104 30 0 0 10 40
Total need by
income
2,655 1,430 925 529 5,539 340 465 820 535 2,160
Table 11 – Crowding Information – 1/2
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Data
Source:
2011-2015 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present 3,760 2,030 1,725 7,515 444 875 1,315 2,634 Table 12 – Crowding Information – 2/2
Alternate Data Source Name:

Households with Children
Data Source
Comments: CHAS 2011-2015
Describe the number and type of single person households in need of housing assistance.

According to the ACS 2014-2018 5-Year Estimates, there are 11,511 single-person households in the City, which represents 19 percent of households in San Bernardino (Table 5). Based on the ACS 2014-2018 5- Year Estimates, single-person households are primarily persons between 35 and 64 years of age (49 percent); however, persons over 65 years make up 38 percent of single-person households. The housing needs of elderly persons may be more problematic to meet than for other residents since the elderly are often living on a fixed income and many have special housing and care needs. The ACS 2014-2018 5-Year Estimates shows that 17.2 percent of persons living below the poverty level ($12,140 for a single-person household) are seniors over the age of 65 years.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Persons with Disabilities: According to the ACS 2014-2018 5-Year Estimates, approximately 12.5 percent (26,221 persons) of the population living in San Bernardino is affected by one or more disabilities. The most prevalent disability affecting this population is ambulatory difficulties, with 53 percent of persons experiencing disabilities having an ambulatory difficulty. This is closely followed by cognitive difficulty at 47 percent.

The symptoms and functional impairments that result from disabling health and behavioral health conditions can make it difficult for people to earn income from employment. Income from disability benefits, such as Supplemental Security Income, is not always sufficient to afford rent without additional assistance. Of 348 survey respondents in the 2019 San Bernardino Homeless Point-In-Time Count, 26 unsheltered adults (7.5 percent) in the City reported to have developmental disabilities and 79 unsheltered adults (22.7 percent) reported to have a mental health disability or disorder that affect their ability to live independently.

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Victims of Domestic Violence: In 2017, the state of California saw 169,362 domestic-violence related calls.[1] The California Department of Justice data reports that calls for services related to domestic violence in San Bernardino County increased by 51 percent since 2014, with 12,012 calls documented in 2017—7 percent of all calls within California. ACS 2013-2107 data shows that residents of San Bernardino County (2,121,220 persons) make up 5.4 percent of the state’s population (38,982,847 persons). Nationwide data is collected annually during a 24-hour Census period; on September 13, 2017, 19,147 domestic violence-related calls were received by local and state hotline staff of the 1,694 out of 1,873 (90%) participating domestic violence programs, and the National Domestic Violence Hotline staff answered 2,205 calls or texts.[2] This averages more than 14 calls every minute. If this level of need continues, the hotlines would receive more than 7.5 million calls per year; the hotlines do not include the supportive services needed to help a victim and their family.

This reflects the larger trend of a rise in violent crime in San Bernardino County. The San Bernardino County Community Indicator Report finds that violent crime has increased by 20 percent since 2014, and specifically the rate of rape increased 74 percent since 2014 (California Department of Justice, 2017 data). In the state of California overall, after reaching a low in 2014, the violent crime rate increased by 13 percent from 2014 to 2017, with rape specifically increasing by 34 percent, although this drastic increase is much lower than the County’s during the same period.[3] Domestic violence, dating violence, sexual assault, and stalking can be precursors to homelessness. The 2019 San Bernardino Homeless Point-In-Time survey identified 35 persons residing in the City who were experiencing homelessness due to fleeing domestic violence, dating violence, sexual assault, and stalking, representing 10.1 percent of the 348 persons experiencing homelessness residing in the City who participated in the survey.

What are the most common housing problems?
As shown in Table 7 (Housing Problems Table), housing cost burden is the most common housing problem experienced by both renters and homeowners. Of the 57,580 households in the city, 20 percent experience severe cost burden (more than 50 percent of monthly earnings going toward housing costs) and 16 percent experience cost burden (more than 30 percent of monthly earnings going toward housing costs).

Are any populations/household types more affected than others by these problems? Forty-six percent of the City’s households are small families. Since small households comprise the largest type of household and since 55 percent of these households are also low-income, they could be more significantly affected by housing problems.

Across all categories (substandard housing, overcrowding, and cost burden), renter households consistently experience housing problems at a greater rate than owner-occupied households (Housing Problems Table). LMI renter households experience housing problems at a higher rate (60 percent) than LMI owner households (44 percent). The disparity between renters and homeowners is most significant for households experiencing severe housing cost burden (more than 50 percent of monthly earnings Packet Page. 394
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going toward housing costs), where of the 11,629 households experiencing severe cost burden, 71 percent are renter households. This is followed by housing cost burden (more than 30 percent of monthly earnings going toward housing costs), where 62 percent of the total number of households experiencing cost burden are renter households. As discussed in the previous question, housing cost burden represents the most common housing challenge.

Housing problems are predominantly experienced by extremely low-income households, particularly extremely low-income renters. With the exception of housing cost burden, where low-income (50 to 80 percent AMI) households make up the majority of renting households experiencing cost burden, extremely low-income households consist of at least 40 percent of renters experiencing each housing problem. Further, extremely low-income households (renter and owner-occupied households) are more likely to experience more than one housing problem, with over half of households (55 percent) experiencing more than one housing problem.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Just over 23 percent of households in San Bernardino (13,335 households) qualify as extremely lowincome (Table 6), largely unchanged since 2015 when the 2015-2019 Consolidated Plan was prepared.

Small families (families of four persons or less) comprise 42 percent (5,535 households) of the City’s extremely low-income households. Further, almost a third (4,204) extremely low-income households have at least one child six years or younger. Compounding financial demands that affect low-income families with small children can lead to a high risk of homelessness. Families that rely on low-wage jobs often work nonstandard and/or inflexible hours, which can be restrictive to families with both schoolage and young children. Additionally, low-wage jobs have less access to paid leave or health insurance as compared to high-wage jobs, further exacerbating stress on families with limited resources when children experience injuries and illness.

As evidenced by the number of extremely low-income households experiencing housing cost burden and severe cost burden, affordable housing is a significant need for extremely low-income households in the City. Additionally, supportive services such as access to affordable health care, childcare, nutrition assistance, public transportation, and short-term financial assistance (first/last month’s rent, security deposit, and moving costs) relieve the financial burden for extremely low-income families and can help prevent homelessness.

Rapid rehousing assistance is an integral component of San Bernardino County’s response to homelessness. Rapid rehousing is designed to help individuals and families quickly exit homelessness and return to permanent housing through a “housing first” approach where the recipients of assistance do not need to graduate through a series of services before reaching permanent housing. Based on the Rapid Rehousing Program Standards, Practices, & Model Guidelines adopted by the San Bernardino Packet Page. 395
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County Homeless Partnership in January 2019, the program prioritizes a housing first approach to assisting homeless families with children, recognizing that the crisis of homelessness is preventative to obtaining housing and maintaining stability (such as finding affordable housing, employment, assistance programs, etc.). By providing permanent housing quickly, the family is more likely to establish a stable housing situation and avoid returning to homelessness. Rapid rehousing provides community benefits through improving the effectiveness of the County’s homeless services and reducing demand for shelters and other temporary solutions.

Mayor and City CouncilMay 15, 2024

Mayor and City Council
May 15, 2024