………………….……………………………………………………..3
…….……………………………………………………………..4
…………………………………………………………………..12
………………………………………………….13
………………………………………………………………16
…………………………………………………………………………………18
…………………………………………………………..21
………………………………………………………..24
……………..………………………...……………….26
………………………………………………………….28
……………………………………………..30
………………………………………………………………….31
……………………………………………………36
……………..………………………………..40
…………………..………………………………………………43
…………………………………………..…………47
…………………………………………………51
………………..……………54
……………..……………………………………………….60
1 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
……………………………………………………69
………………………………………………………………….75
……………………………………………………………………………….89
…………………………………………………………………….102
…………………….114
……………………………………………..135
…………………………..140
……………………………………………………159
…………….166
……………………………………………..181
…………………………………………………………………..199
…………………………………………………………………………………..203
………….220
.………………………………………………………..238
……………………………………………………………………..252
2 Powered by OpenGov
City of San Bernardino Mayor & City Council
3 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
4 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
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 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.
6 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.
7 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.
8 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
Powered by OpenGov
9 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 11
City Organization Chart
12 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
13 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 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:
- Facebook
- Instagram
15 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 17
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
18 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.
19 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.
20 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 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 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 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
24 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.
25 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
26 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.
27 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
28 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.
29 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).
Powered by OpenGov
Fund Balance FY 2025 & FY 2026
Projected Balances
30 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
31 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 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 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 General Fund Expenditures by Type
Reset
Broken down by
Expenses
History
General
Visualization
Personnel
$161,446,072 (63.8%)
Non-Personnel Expenses
$91,515,230 (36.2%)
Expenses
$0 (0.0%)
Back
2026 Proposed
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
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 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 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 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 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 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 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 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 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 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 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 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
Reset
Broken down by
Expenses
History
Funds
Visualization
Non-Personnel Expenses
$57,264,315 (74.2%)
Personnel
$19,900,062 (25.8%)
Expenses
$0 (0.0%)
Back
2026 Proposed
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
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 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 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 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 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 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 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 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 Summary of Personnel (FTE) Changes
The following table represents historical changes in staffing levels by department. 54 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 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 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 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 Position Name 2024 2025 2026
SUPERVISOR PARK RANGER111
TECHNOLOGY LIBRARIAN111
TRAFFIC ENGINEER111
TRAFFIC ENGINEERING ASSOCIATE222
TRAFFIC SIGNAL & LIGHTING SUPERVISOR111
TRAFFIC SIGNAL TECHNICIAN I111
TRAFFIC SIGNAL TECHNICIAN II222
TRAFFIC SIGNAL TECHNICIAN III111
TREASURY MANAGER111
VETERINARY ASSISTANT444
ALLOCATED FTE COUNT 936 950 944
59 Citywide Full-Time Equivalent (FTE) by Department
Personnel Detail
Citywide Personnel Full-Time Equivalent (FTE) Count
60 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 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 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 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 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 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 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 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 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 Organizational Chart - Mayor & City Council
70 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 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 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 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 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 Organizational Chart - Animal Services
76 Performance Measures for Strategic Goals & Priorities 77 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 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 Animal Services - Expenditures by Type
y
Expenses Animal Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 2.0M
4.0M
6.0M
8.0M
10.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
80 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 Administration - Expenses by Type
y
Expenses Animal Services Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
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 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 Field Services - Expenses by Type
y
Expenses Animal Services Field Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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 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 Regional Partnership - Expenses by Type
y
Expenses Animal Services Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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 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 Shelter Services - Expenses by Type
y
Expenses Animal Services Animal Shelter Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 100.0K
25.0K
50.0K
75.0K
125.0K
Dollars
Personnel
Sort Large to Small
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 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 Organizational Chart - City Clerk
90 Performance Measures for Strategic Goals & Priorities 91 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 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
y
Expenses City Clerk
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
1.5M
1.8M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
93 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 Administration - Expenses by Type
y
Expenses City Clerk Administration
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
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 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 Elections - Expenses by Type
y
Expenses City Clerk Elections
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
Non-Personnel Expenses
Personnel
Sort Large to Small
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 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 Passport Acceptance Facility - Expenses by Type
y
Expenses City Clerk Passport Acceptance
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 500.0
1.0K
1.5K
2.0K
2.5K
3.0K
3.5K
4.0K
Dollars
Non-Personnel Expenses
Sort Large to Small
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 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
Records Management - Expenses by Type
y
Expenses City Clerk Records Managment
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 50.0K
100.0K
150.0K
200.0K
250.0K
300.0K
350.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
Organizational Chart - City Manager
103
Performance Measures for Strategic Goals & Priorities
104
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
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.
106
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
y
Expenses City Manager
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
107
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
108
Administration - Expenses by Type
y
Expenses City Manager Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
110
Air Quality & Rideshare - Expenses by Type
y
Expenses City Manager Air Quality & Rideshare
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 20.0K
40.0K
60.0K
80.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
111
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
112
Grants - Expenses by Type
y
Expenses City Manager Grants
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
113
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
114
Organizational Chart - Community Development & Housing
115
Performance Measures for Strategic Goals & Priorities
116
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
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
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.
119
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
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
y
Expenses Community Development & Ho…
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 10.0M
20.0M
30.0M
40.0M
50.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
121
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
122
Administration - Expenses by Type
y
Expenses Funds Community Development & Ho… Administration 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
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
124
Building & Safety - Expenses by Type
y
Expenses Funds Community Development & Ho… Building and Safety 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
3.5M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
126
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
y
Expenses Funds Community Development & Ho… 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
3.5M
4.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
128
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.
129
Housing - Expenses by Type
y
Expenses Funds Community Development & Ho… Program Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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:
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
PLANNING
COMMUNITY DEVELOPMENT & HOUSING
131
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
Planning - Expenses by Type
y
Expenses Funds Community Development & Ho… 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
3.5M
4.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
133
Sucessor Agency - Expenses by Type
y
Expenses Fiduciary Community Development & Ho… Program Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 10.0M
-2.5M
2.5M
5.0M
7.5M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
135
Organizational Chart - Economic Development
136
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).
137
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.
138
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
y
Expenses Economic Development
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
Powered by OpenGov
139
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
140
Organizational Chart - Finance & Management Services
141
Performance Measures for Strategic Goals & Priorities
142
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.
3. 143
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
y
Expenses Finance & Management Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 2.0M
4.0M
6.0M
8.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
144
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
145
Finance & Management Services - Expenses by Type
y
Expenses Finance & Management Services Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
147
Accounting - Expenses by Type
y
Expenses Finance & Management Services Accounting
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
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
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
149
Budget - Expenses by Type
y
Expenses Finance & Management Services Budget
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
151
Business Registration - Expenses by Type
y
Expenses Finance & Management Services Business Registration 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
1.5M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
0.0 100.0K
200.0K
300.0K
400.0K
500.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
Purchasing - Expenses by Type
y
Expenses Finance & Management Services Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
0.0 100.0K
200.0K
300.0K
400.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
Organizational Chart - General Government
160
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
-5.0M
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
161
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
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
0.0 1.0M
250.0K
500.0K
750.0K
1.3M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
0.0 200.0K
400.0K
600.0K
800.0K
Dollars
Non-Personnel Expenses
Personnel
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
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
Organizational Chart - Human Resources & Risk Management 167
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
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
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
0.0 5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
170
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
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
0.0 500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
100.0K
150.0K
200.0K
250.0K
300.0K
350.0K
400.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
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
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
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
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
-1.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
181
Organizational Chart - Information Technology
182
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
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
Fiscal Year
0.0 10.0M
2.5M
5.0M
7.5M
12.5M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
184
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
185
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
0.0 200.0K
400.0K
600.0K
800.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
187
Business Systems - Expenses by Type
y
Expenses Information Technology Business 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
1.5M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
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
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
189
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
250.0K
500.0K
750.0K
1.3M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
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
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
191
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
200.0K
300.0K
400.0K
500.0K
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
193
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
400.0K
600.0K
800.0K
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
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
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
195
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
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
197
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
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
199
Organizational Chart - Legal Services
Performance Measures for Strategic Goals & Priorities
200
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.
201
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
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
Powered by OpenGov
202
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
203
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
Organizational Chart - Library
205
Performance Measures for Strategic Goals & Priorities
206
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
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
Library - Expenses by Type
y
Expenses Library
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
209
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
210
Administration - Expenses by Type
y
Expenses Library Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
212
Branch Library Services - Expenses by Type
y
Expenses Library Branch Library Services
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 200.0K
400.0K
600.0K
800.0K
1.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
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
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
214
Central Library Services - Expense by Type
y
Expenses Library 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
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
216
Literacy Program - Expenses by Type
y
Expenses Library CALIFORNIA LITERACY PROGR…
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 10.0K
20.0K
30.0K
40.0K
50.0K
60.0K
70.0K
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
Literacy Program - Expenses by Fund
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
GENERAL TOTAL $0 $0 $0 $0 $0 $2,500
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
217
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
218
Support Services - Expenses by Type
y
Expenses Library Support Services
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
500.0K
600.0K
700.0K
800.0K
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
220
Organizational Chart - Parks, Recreation, & Community Services 221
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
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.
223
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.
224
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.
225
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
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
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.
228
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
Parks, Recreation, & Community Services - Expenses by Type y
Expenses Parks Recreation & Community
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 2.0M
4.0M
6.0M
8.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
230
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
231
Administration - 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
0.0 500.0K
1.0M
1.5M
2.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
233
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
0.0 1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
235
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.
236
Recreation - 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
0.0 500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
238
Organizational Chart - Police
239
Performance Measures for Strategic Goals & Priorities
*Data represents calendar years
240
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
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 100.0M
25.0M
50.0M
75.0M
125.0M
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
241
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
242
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.
243
Administrative Services - Expenses by Type
y
Expenses Police 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
Dollars
Personnel
Non-Personnel Expenses
Expenses
Sort Large to Small
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
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.
The Personnel and Training Unit manages all recruitment, processing, and hiring of Department personnel. This Unit also manages new employee training and continuing education for existing personnel. In a typical month, the Personnel and Training Unit team processes several hundred job applicants.
EXECUTIVE OFFICE
POLICE DEPARTMENT
245
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
246
Investigations - Expenses by Type
y
Expenses Police 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
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
248
Patrol - Expenses by Type
y
Expenses Police Program
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 10.0M
20.0M
30.0M
40.0M
50.0M
60.0M
70.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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
250
Quality of Life - Expenses by Type
y
Expenses Police Quality of Life
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
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
251
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
252
Organizational Chart - Public Works
253
Performance Measures for Strategic Goals & Priorities
254
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
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
Public Works - Expenses by Type
y
Expenses Public Works
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 10.0M
20.0M
30.0M
40.0M
50.0M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
257
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
PUBLIC WORKS
258
Administration - Expenses by Type
y
Expenses Public Works Administration
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
3.5M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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.
ENGINEERING
PUBLIC WORKS
260
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
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
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
Engineering - 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 2.0M
4.0M
6.0M
8.0M
10.0M
Dollars
Personnel
Non-Personnel Expenses
Sort Large to Small
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
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.
ENVIRONMENTAL PROGRAMS
PUBLIC WORKS
265
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.
Environmental Programs - Expenses by Type
y
Expenses Funds Public Works
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
1.5M
Dollars
Non-Personnel Expenses
Personnel
Sort Large to Small
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
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
PUBLIC WORKS
267
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.
Facilities and Fleet - Expenses by Type
y
Expenses Funds Public Works
Visualization
2021-22 Actual2022-23 Actual2024 Amended
Budget
2024 Actual 2025 Proposed 2026 Proposed
Fiscal Year
0.0 1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
-1.0M
Dollars
Non-Personnel Expenses
Personnel
Expenses
Sort Large to Small
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
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
PUBLIC WORKS
269
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.
270
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.
271
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
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
273
Powered by OpenGov
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
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
289
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.
290
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
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
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.
293
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
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
295
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
Powered by OpenGov
296