Mayor and City Council
September 3, 2025

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City of San Bernardino | Purchasing Manual
Form# PURCH-100 Purchasing Guidelines and Procedures Rev. April 18, 2023 Page 95 of 99 • Cyber Liability with limits not less than $2,000,000 per occurrence or claim, $2,000,000 aggregate
o Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Vendor/Contractor/Operator in this agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction electronic information, release of private information, alteration of electronic information, extortion and network security.
 This policy shall provide coverage for breach response costs as well as regulatory fines and penalties as well as credit expenses with limit sufficient to respond to these obligations.

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City of San Bernardino | Purchasing Manual
Form# PURCH-100 Purchasing Guidelines and Procedures Rev. April 18, 2023 Page 96 of 99

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City of San Bernardino | Purchasing Manual
Form# PURCH-100 Purchasing Guidelines and Procedures Rev. April 18, 2023 Page 97 of 99

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City of San Bernardino | Purchasing Manual
Form# PURCH-100 Purchasing Guidelines and Procedures Rev. April 18, 2023 Page 98 of 99

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City of San Bernardino | Purchasing Manual
Form# PURCH-100 Purchasing Guidelines and Procedures Rev. April 18, 2023 Page 99 of 99

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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: September 3, 2025
To: Honorable Mayor and City Council Members
From: Eric Levitt, City Manager
Department: Economic Development
Subject: Adopt Resolution Declaring 21 City-owned Properties as Exempt Surplus Land (Wards 1, Ward 2)

Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2025-362:

1. Declaring 21 City-owned properties, identified by the following Assessor Parcel Numbers: 0140-134-06, 0140-222-02, 0134-131-36, 0134-131-37, 0134-131-28, 0145-242-32, 0145-242-33, 0146-193-17, 0273-171-01, 0146-053-27, 1191-031- 29, 1191-031-27, 1191-031-18, 1191-031-19, 1191-051-38, 1191-051-42, 1191- 051-44, 1191-051-45, 1191-051-48, 1191-051-66, 1191-051-24 as exempt surplus land pursuant to Government Code Section 54221(f)(1); confirming that the properties are not subject to the notice of availability or negotiation requirements under the Surplus Land Act; and

2. Authorizing the City Manager to proceed with the disposition process in accordance with applicable law; and finding the action exempt from CEQA for the disposition of City-owned properties.

Executive Summary
The City of San Bernardino is considering a Resolution to declare twenty-one City-owned vacant properties, totaling approximately 4.24 acres, as "exempt surplus land" under the Surplus Land Act (Government Code Section 54221 et seq.). Adopting the resolution will declare the 21 properties as exempt surplus land under the Surplus Land Act, allowing the City to move forwards with disposing of the properties without going through the Notice of Availability and negotiation requirements under the Surplus Land Act. The City has evaluated the 21 properties and has determined that they are not necessary for the City’s use; as a result, the City intends to move forwards with disposing of the properties as

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exempt surplus land. These properties qualify for exemption because each property is under 0.5 acres and does not meet the requirements for housing development. Any future agreements for the sale or lease of these Properties will be brought to the Mayor and City Council for consideration at a later date. The declaration of exempt surplus land and the accompanying Resolution is statutorily required to comply with the Surplus Land Act.

Background
The Surplus Land Act (Government Code Section 54221 et seq.) requires local agencies to take formal action before disposing of publicly owned land that is no longer necessary for the agency’s use. Under the Act, such land must be classified as either “surplus land” or “exempt surplus land”, with written findings supporting the designation.

New legislation (AB 1486, effective January 1, 2020) strengthened these requirements, prioritizing the availability of surplus land for affordable housing development and other public uses. However, certain categories of land qualify as exempt surplus land, meaning they are not subject to the Act’s notice and negotiation requirements.

In this case, the City owns twenty-one vacant properties totaling approximately 4.24 acres. Following an internal evaluation, City staff have determined that the Properties are not necessary for the City’s use and qualify as exempt surplus land under Government Code Section 54221(f)(1) because:

1. The Properties are smaller than 0.5 acres in total size; and

2. They do not meet the requirements for housing development as specified under the Act.

Because the Properties qualify as exempt surplus land, the City is not required to issue Notices of Availability to affordable housing sponsors or public entities, nor is it required to engage in the Act’s 90-day negotiation process. Instead, the City may proceed with the disposal of the Properties in accordance with applicable local procedures without further obligations under the Surplus Land Act.

Adoption of the attached Resolution will formally declare the Properties as exempt surplus land, allowing the City to move forward with disposition without being subject to the Surplus Land Act’s notice and negotiation requirements.

Discussion
The City owns twenty-one vacant properties, totaling approximately 4.24 acres, located within the City boundaries, as described and depicted in Exhibits “A” and “B” (the “Properties”). City staff have evaluated the Properties for potential use in City work or operations and has determined that they are not necessary for the City’s use.

Furthermore, the Properties qualify as exempt surplus land under Government Code Section 54221(f)(1) because they are smaller than 0.5 acres and do not meet the requirements for housing development. As exempt surplus land, the Properties are not subject to the Notice of Availability and negotiation requirements under the Surplus Land

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Act (Government Code Section 54221 et seq.).

Staff recommends that these Properties be declared “exempt surplus land” under the Surplus Land Act so that they may eventually be disposed of, as they are no longer needed for City purposes, and would best serve the City and community if they were developed. Additionally, any sale proceeds may provide additional funding to enhance City services. Future developments would also eliminate blight in the respective areas and would further support economic growth and the expansion of development in the areas surrounding each of the Properties.
2021-2025 Strategic Targets and Goals
Declaration of the Properties as surplus land aligns with Key Target 4: Economic Growth and Development. Supporting the possible sale and reuse of land for future developments may result in additional revenue sources for the City and provide services or amenities to support the growing community.

Fiscal Impact
There is no fiscal impact associated with this action other than staff time, however, should the city dispose of the properties the city could receive revenue from the disposition.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, adopt Resolution No. 2025-362:

1. Declaring 21 City-owned properties, identified by the following Assessor Parcel Numbers: 0140-134-06, 0140-222-02, 0134-131-36, 0134-131-37, 0134-131-28, 0145-242-32, 0145-242-33, 0146-193-17, 0273-171-01, 0146-053-27, 1191-031- 29, 1191-031-27, 1191-031-18, 1191-031-19, 1191-051-38, 1191-051-42, 1191- 051-44, 1191-051-45, 1191-051-48, 1191-051-66, 1191-051-24 as exempt surplus land pursuant to Government Code Section 54221(f)(1); confirming that the properties are not subject to the notice of availability or negotiation requirements under the Surplus Land Act; and

2. Authorizing the City Manager to proceed with the disposition process in accordance with applicable law; and finding the action exempt from CEQA for the disposition of City-owned properties.

Attachments
Attachment 1 Resolution No. 2025- 362 Resolution Declaring Exempt Surplus Land
Attachment 2 Exhibit A – Legal Descriptions of Properties Attachment 3 Exhibit B – Vicinity Maps and Zoning Descriptions Attachment 4 PowerPoint Presentation

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Ward:

First Ward; Second Ward
Synopsis of Previous Council Actions:

None.

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Resolution No. 2025-362
Resolution No. 2025-362
September 3, 2025

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RESOLUTION NO. 2025-362

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA,

DECLARING CITY-OWNED PROPERTIES, IDENTIFIED
BY THE FOLLOWING ASSESSOR PARCEL NUMBERS:
0140-134-06, 0140-222-02, 0134-131-36, 0134-131-37, 0134-131- 28, 0145-242-33, 0145-242-32, 0146-193-17, 0273-171-01, 0146- 053-27, 1191-031-29, 1191-031-27, 1191-031-19, 1191-031-18, 1191-051-38, 1191-051-42, 1191-051-44, 1191-051-45, 1191-051- 48, 1191-051-66, 1191-051-24 AS EXEMPT SMALL SURPLUS

LAND, PURSUANT TO GOVERNMENT CODE SECTION
54221(f)(1), AND DIRECTING THE CITY MANAGER TO

TAKE ALL NECESSARY ACTIONS TO COMPLY WITH

APPLICABLE REQUIREMENTS OF THE SURPLUS LAND
ACT, GOVERNMENT CODE SECTION 54221 ET SEQ., AND

FINDING THE ACTION EXEMPT FROM CEQA FOR THE
DISPOSITION OF CITY-OWNED PROPERTY.

WHEREAS, the City of San Bernardino (“City”) is the owner in fee simple of the twenty- two properties described in Exhibit “A”, attached hereto and made part hereof, and further described and depicted in Exhibit “B”, attached hereto and made part hereof, and commonly known as Assessor’s Parcel Numbers 0140-134-06, 0140-222-02, 0134-131-36, 0134-131-37, 0134-131-28, 0145-242-33, 0145-242-32, 0146-193-17, 0273-171-01, 0146-053- 27, 1191-031-29, 1191-031-27, 1191-031-19, 1191-031-18, 1191-051-38, 1191-051-42, 1191- 051-44, 1191-051-45, 1191-051-48, 1191-051-66, 1191-051-24 (“Properties”); and WHEREAS, the Surplus Land Act (Government Code Sections 54221 et seq., “Act”) requires a local agency to declare land as either surplus land or exempt surplus land before disposal; and
WHEREAS, under the Act, exempt surplus land includes, among other categories, land that meets certain conditions as specified in Government Code Section 54221(f); and WHEREAS, the Properties consist of twenty-four individual parcels totaling approximately 4.24 acres, are currently vacant, and are located within the City’s boundaries; and WHEREAS, the City has evaluated the Properties for their potential use for City work or operations and determined that the Properties are not necessary for the City’s use; and WHEREAS, the Properties qualify as exempt surplus land under Government Code Section 54221(f)(1) because they are smaller than 0.5 acres and do not meet the requirements for housing development; and
WHEREAS, as exempt surplus land, the Properties are not subject to the Notice of Availability and negotiation requirements under the Act; and

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Resolution No. 2025-362
Resolution No. 2025-362
September 3, 2025

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WHEREAS, the designation of the Properties as exempt surplus land does not authorize or approve their sale or disposition but allows the City to proceed in compliance with applicable laws.

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

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference as findings of the City Council.

SECTION 2. The City Council finds and declares that the Properties are exempt surplus land under Government Code Section 54221(f)(1) because they are less than 0.5 acres and do not meet the criteria for housing development.

SECTION 3. The City Council hereby authorizes the City Manager or designee to take all necessary actions to comply with the Surplus Land Act for exempt surplus land and to facilitate the disposition of the Properties in accordance with applicable laws.

SECTION 4. This Resolution does not authorize the sale or disposition of the Properties at this time. Any future sale or transfer of the Properties shall be subject to applicable legal and environmental review.

SECTION 5. The City has reviewed this action in accordance with the California Environmental Quality Act (CEQA) and has determined that:
The declaration of the Properties as exempt surplus land does not constitute a “project” under CEQA Guidelines Section 15378.
Alternatively, if considered a project, it qualifies for a Class 12 categorical exemption (CEQA Guidelines Section 15312) as the sale of surplus government property with no significant environmental impact.

SECTION 6. Severability. If any provision of this Resolution or its application is held invalid, such invalidity shall not affect other provisions, which shall remain in full force and effect.

SECTION 7. Effective Date. This Resolution shall become effective immediately upon adoption.

APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this ___ day of __________, 2025.

Helen Tran, Mayor
City of San Bernardino
Attest:

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Resolution No. 2025-362
Resolution No. 2025-362
September 3, 2025

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__________________________________
Telicia Lopez, Acting City Clerk
Approved as to form:
__________________________________
Sonia Carvalho, City Attorney

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Resolution No. 2025-362
Resolution No. 2025-362
September 3, 2025

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CERTIFICATION

STATE OF CALIFORNIA)
COUNTY OF SAN BERNARDINO) ss

CITY OF SAN BERNARDINO)
I, Telicia Lopez, Acting City Clerk, hereby certify that the attached is a true copy of Resolution No. 2025-362, adopted at a regular meeting held at the 3 rd day of September, 2025 by the following vote:

Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ ______ ______ _______
IBARRA _____ ______ _______ _______
FIGUEROA _____ ______ _______ _______
SHORETT _____ ______ _______ _______
KNAUS _____ ______ _______ _______
FLORES _____ ______ _______ _______
ORTIZ ______ ______ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________ 2025.
______________________________
Telicia Lopez, Acting City Clerk

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EXHIBIT “A”
Legal Descriptions
APN 0140-134-06:

ALL THAT PORTION OF LOT 1, BLOCK 71, OF THE CITY OF SAN BERNARDINO,

COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP ON FILE IN BOOK 7, PAGE 1 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

COMMENCING AT A POINT ON THE EAST LINE OF SAID LOT, 37-1/2 FEET SOUTH OF THE NORTHEAST CORNER THEREOF;
THENCE RUNNING WEST 157 FEET, MORE OR LESS, TO THE EAST LINE OF THE LAND NOW OR FORMERLY OWNED BY JANE SMITHSON;
THENCE SOUTH 37-1/2 FEET;
THENCE EAST 157 FEET, MORE OR LESS, TO THE EAST LINE OF SAID LOT 1; THENCE NORTH ALONG THE SAID EAST LINE, 37-1/2 FEET TO THE POINT OF BEGINNING.

APN 0140-222-02:

All that portion of Lot 5, Block 64, of the City of San Bernardino, in the City of San Bernardino, County of San Bernardino, State of California, as per ma recorded in Book 7, Page 1 of Maps, in the office of the County Recorder of said county, described as follows:

Beginning at a point on the North line of said Lot 5, 150 feet East of the Northwest corner; Thence East on the North line of said lot, 50 feet; Thence South to the South line of said Lot 5; Thence West 50 feet; Thence North to the point of beginning.

APN 0134-131-36:

Being a portion of Parcel Map 15038 in the City of San Bernardino, County of San Bernardino, State of California, as shown on map filed in Book 186, Pages 14-15 of Parcel maps, records of said County, being more particularly described as follows:

BEGINNING at the Southwest corner of Parcel 3 of said Parcel Map; thence North 00 ° 02’ 13” East along the West line of said Parcel 3, a distance of 163.05 feet; thence South 89° 58’ 03” East, a distance of 64.63 feet; thence South 00° 01’ 54” West, a distance of 163.14 feet to the South line of said Parcel 3; thence North 89 ° 53’ 25” West along the South line of said Parcel 3, a distance of 64.65 feet to the TRUE POINT OF BEGINNING.

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APN 0134-131-37:

Being a portion of Parcel Map 15038 in the City of San Bernardino, County of San Bernardino, State of California, as shown on map filled in Book 186, Pages 14-15 of Parcel Maps, records of said County, being more particularly described as follows:

BEGINNING at the Southeast corner of parcel 4 of said Parcel Map; thence North 89° 56’ 38” West, a distance of 48.13 feet along the North line of Parcel 5 of said Parcel Map; thence continuing along said Parcel 5 the following two courses: thence North 00 ° 03’ 22” East, a distance of 19.75 feet; thence North 89° 56’ 38” west, a distance of 94.93 feet; thence leaving the North line of said Parcel 5, North 00° 01’ 46” East, a distance of 50.19 feet; thence South 89° 59’ 36” East, a distance of 143.02 feet to the East line of said Parcel 4; thence South 00° 00’ 10” West along the East line of said Parcel 4, a distance of 70.07 feet to the TRUE POINT OF BEGINNING.

APN 0134-131-28:

Parcel 5, of Parcel Map No. 15038, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 186, Pages 14 and 15 of Parcel Map, records of said County.

APN 0145-242-32:

All that certain real property situated in the City of San Bernardino, County of San Bernardino, State of California described as follows:

Lot 22, Block 1 and the North 6 feet of Lot 23, Block 1, of Fussells Subdivision of Lots 8 and 9 Block 34, RSB, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Map Book 6, Page 39, records of said County.

APN 0145-242-33:

All that certain real property situated in the City of San Bernardino, County of San Bernardino, State of California described as follows:

Lot 23, Block 1, of Fussells Subdivision of Lots 8 and 9 Block 34, RSB, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 6, Page 39, of Maps, in the office of the County recorded of said County.

APN 0146-193-17:

The East 50 feet of the following described property:

That portion of Lot 5, Block 33 of the Rancho San Bernardino, in the City of San Bernardino, County of San Bernardino, State of California, as per Plat recorded in Book 7 of Maps, Page 2, Records of said County, described as follows:

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Beginning at a point 17.78 feet North and 323.05 feet East of the Southwest corner of said lot 5; thence East 117.7 feet to a point 200 feet West of the East line of said Lot; Thence North 158.97 feet; Thence West 117.7 feet to a point 323.05 feet East of the West line of Lot 5; Thence South 158.97 feet to the point of beginning.

APN 0273-171-01:

Lot Two (2) in Block 3 of Tract No. 2307, Van loon Subdivision, as per plat recorded in book 33 of Maps, page 49, records of said County;
TOGETHER with the well situated on said Lot 2, and the underground domestic water distributing system connected therewith, which distributing system extends throughout said Van Loon Subdivision and is in, across and over the streets and the rear five feet of various lots in said subdivision; with the right to use, maintain, operate, repair, reconstruct, replace and enlarge said distributing system or any part thereof for supplying water for use on the lots of said Subdivision and on adjoining lands;
ALSO, a right of way in, over and across all highways in and abutting upon said subdivision for constructing, maintaining, operating, repairing, reconstructing, replacing and enlarging underground water pipes, gates, valves, meters, above ground fireplugs, and other accessories for supplying water for use on said Subdivision and adjoining lands.

APN 0146-053-27:

THE FOLLOWING DESCRIBED PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA:

LOT 25, OF TRACT NO. 10353, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 152, PAGES 61 AND 62 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

APN 1191-031-29:

LOT 27 OF TRACT NO. 10353, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 152, PAGES 61 AND 62 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

APN 1191-031-27:

The land referred to herein is situated in the State of California, County of San Bernardino, City of San Bernardino, as described as follows:

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The East 50 feet of Lot 45, Tract No. 1959, Highland Avenue Tract No. 3, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 28 of Maps, Page 38, records of said County.

APN 1191-031-18:

LOT 16 OF TRACT NO. 10353, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 152, PAGES 61 AND 62 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

APN 1191-031-19:

THE FOLLOWING DESCRIBED REAL PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA:

LOT 17 OF TRACT NO. 10353, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA AS PER PLAT RECORDED IN BOOK 152, PAGES 61 & 62 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDED OF SAID COUNTY.

APN 1191-051-38:

REAL PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS:

LOT(S) OF TRACT NO. 6647, CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 86, PAGE(S) 30 AND 31, OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY AND AMENDED BY CERTIFICATE OF CORRECTION, RECORDED MAY 12, 1980 AS INSTRUMENT NO. 80-112008, OF OFFICIAL RECORDS.

APN 1191-051-42:

THE FOLLOWING DESCRIBED PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA:

LOT 11 OF TRACT NO. 6647, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 86, PAGES 30 AND 31 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

APN 1191-051-44:

THE FOLLOWING DESCRIBED PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SA BERNARDINO, STATE OF CALIFORNIA:

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LOT 11 OF TRACT NO. 6647, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 86, PAGES 30 AND 31 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY.

APN 1191-051-45:

All that certain real property situated in the City of San Bernardino, County of San Bernardino, State of California described as follows:

Lot 14, Tract No. 6647, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 86, Pages 30 and 31, of Maps, records of said County.

APN 1191-051-48:

REAL PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS:

LOT(S) 17 OF TRACT NO. 6647, CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 86, PAGE(S) 30 AND 31, OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY AND AMENDED BY CERTIFICATE OF CORRECTION, RECORDED MAY 12, 1980 AS INSTRUMENT NO. 80-112008, OF OFFICIAL RECORDS.

APN 1191-051-66
All that certain real property situated in the City of San Bernardino, County of San Bernardino, State of California described as follows:

Lot 9 of Tract 6969, in the City of San Bernardino, County of San Bernardino, State of California, as per plat recorded in Book 90, Pages 59 and 60 of Maps, in the County Recorder of said County.

APN 1191-051-24

THE FOLLOWING DESCRIBED REAL PROPERTY IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA:

LOT 41, OF TRACT NO. 5986, IN THE CITY OF SAN BERNARDINO, COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, AS PER MAP PLAT RECORDED IN BOOK 76, PAGE(S) 30 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDED OF SAID COUNTY.

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EXHIBIT “B”
Ward 1

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Ward 1

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Ward 1

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Ward 1

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Ward 1

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Ward 2

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Surplus Land Act
Exempt Surplus Land
Presented by: Eric Levitt, City Manager
Kima Russell, Real Property Manager

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Surplus Land Act (SLA) Overview
Origin The Surplus Land Act (AB 1486) was enacted to address California’s housing shortage by prioritizing surplus land for affordable housing development.

Purpose Ensures affordable housing developers receive notification of surplus municipal land before it is sold or leased. The Act does not prohibit agencies from selling or leasing land for other uses or fair market value.

Mandate Public agencies in California must comply with the SLA before selling or leasing any publicly owned real estate.

Exemptions Properties that meet specific criteria under Government Code § 54221(f) are classified as Exempt Surplus Land and not subject to the Notice of Availability and negotiation requirements.

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Exempt Surplus Land Process:

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Ward 1 – APN: 0140-134-06
APN: 0140-134-06
Address: 938 N. “G” Street
Lot Size: 4,995 sq. ft./ .12 acres
Site improvements: Vacant Land - to be sold as-is.

Cross Streets: W. 9th Street/ N. “G” Street
Zoning: Residential Medium

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Ward 1 – APN: 0140-222-02
APN: 0140-222-02
Address: 177 W 9th Street
Lot Size: 7,500 sq. ft./ .17 acres
Site improvements: Vacant Land - to be sold as-is.

Cross Streets: N. Mountain View Avenue/ W. 9th Street
Zoning: Residential Medium

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Ward 1 – APN: 0134-131-36
APN: 0134-131-36
Lot Size: 10,556 sq.ft./ .24 acres
Site improvements: Commercial General -2
Cross Streets: W. 4th Street and N. “E” Street
Zoning: Vacant Land

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Ward 1 – APN: 0134-131-37
APN: 0134-131-37
Lot Size: 8,138 sq.ft./ .19 acres
Site improvements: Commercial General -2
Cross Streets: W. 4th Street and N. “E” Street
Zoning: Vacant Land

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Ward 1 – APN: 0134-131-28
APN: 0134-131-28
Lot Size: 10,434 sq.ft./ .24 acres
Site improvements: Commercial General -2
Cross Streets: W. 4th Street and N. “E” Street
Zoning: Vacant Land

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Ward 2 – APN: 0145-242-32
APN: 0145-242-32
Address: 1238 N. “D” Street
Lot Size: 7,785 sq.ft./ .18 acres
Site improvements: Vacant Land - to be sold as-is.

Cross Streets: W. Base Line Street/ N “D” Street
Zoning: Vacant Land

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Ward 2 – APN: 0145-242-33
APN: 0145-242-33
Area: 6,655 sq. ft/ .15 acres
Cross Streets: W. Base Line Street/ and N. “D” Street
Zoning: Vacant Land
Exempt Surplus Land

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Ward 2 – APN: 0146-193-17
APN: 0146-193-17
Address: 140 W 13th Street
Area: 7,950 sq.ft./ .18 acres
Cross Streets: E. 13th Street/ N. Mountain Ave.

Zoning: Residential Medium
Exempt Surplus Land

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Ward 2 – APN: 0273-171-01
APN: 0273-171-01
Area: 5,460 sq.ft./ .13 acres
Cross Streets: E. Gilbert Street/ Canyon Road
Zoning: Residential Urban
Exempt Surplus Land

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Ward 2 – APN: 0146-053-27
APN: 0146-053-27
Address: 202 E 19th Street
Area: 2,500 sq. ft ./ .06 acres
Cross Streets: E. 19th Street and Sepulveda Avenue
Zoning: Residential Suburban
Exempt Surplus Land

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Ward 2 – APN: 1191-031-29
APN: 1191-031-29
Address: 1888 Argyle Avenue
Area: 10,000 sq. ft./ .23 acres
Cross Streets: Argyle Avenue and Sunrise Lane
Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-031-27
APN: 1191-031-27
Address: 2043 E 19th Street
Area: 10,220 sq ft ./ .23 acres
Cross Streets: Argyle Avenue and E. 19th Street
Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-031-19, 1191-031-18
APN: 1191-031-18 ,1191-031-19
Address: 2049 & 2165 E. 19th Street
Area: .23 acres/ .23 acres
Cross Streets: Argyle Avenue and E. 19th Street
Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-05-138
APN: 1191-051-38
Address: 2044 Sunrise Lane
Area: 9,400 sq ft./ .22 acres
Cross Streets: N. Argyle Avenue and Sunrise Lane E.

Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-05-142
APN: 1191-051-42
Address: 2084 Sunrise Lane
Area: 9,400 sq ft./ .22 acres
Cross Streets: N. Argyle Avenue and Sunrise Lane E.

Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-051-44, 1191-051-45
APN: 1191-051-44, 1191-051-45
Address: 2104 & 2116 Sunrise Lane
Area: .22 acres/ .22 acres
Cross Streets: N. Argyle Avenue and Sunrise Lane E.

Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-051-48
APN: 1191-051-48
Address: 2156 Sunrise Lane
Area: 9,400 sq ft./ .22 acres
Cross Streets: N. Argyle Avenue and Sunrise Lane E.

Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-051-66
APN: 1191-051-66
Address: 2182 Sunrise Lane
Area: 10,508 sq ft./ .24 acres
Cross Streets: Argyle Avenue and Sunrise Lane
Zoning: Residential Medium High
Exempt Surplus Land

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Ward 2 – APN: 1191-051-24
APN: 1191-051-24
Address: 25768 E. 18th Street
Area: 8,064 sq ft./ .19 acres
Cross Streets: Argyle Avenue and E. 18th Street
Zoning: Residential Suburban
Exempt Surplus Land

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Recommendation:

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

1. Declaring 21 City-owned properties, identified by the following Assessor Parcel Numbers: 0140-134- 06, 0140-222-02, 0134-131-36, 0134-131-37, 0134-131-28, 0145-242-32, 0145-242-33, 0146-193- 17, 0273-171-01, 0146-053-27, 1191-031-29, 1191-031-27, 1191-031-18, 1191-031-19, 1191-051-38, 1191-051-42, 1191-051-44, 1191-051-45, 1191-051-48, 1191-051-66, 1191-051-24 as exempt surplus land pursuant to Government Code Section 54221(f)(1); confirming that the properties are not subject to the notice of availability or negotiation requirements under the Surplus Land Act; and

2. Authorizing the City Manager to proceed with the disposition process in accordance with applicable law; and finding the action exempt from CEQA for the disposition of City-owned properties.

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Questions?

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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: September 3, 2025
To: Honorable Mayor and City Council Members
C. Jeannie Fortune, Interim Director of Finance and Management Services
Department: Finance & Management Services
Subject: Fiscal Year 2024/25 Year-End Projected General Fund Financial Update (All Wards)
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California receive and file the Fiscal Year 2024/25 Year-End Projected General Fund Financial Update.

Executive Summary
This report provides the unaudited year-end financial update for the City’s General Fund for Fiscal Year 2024/25. Compared to mid-year projections, General Fund revenues are estimated to finish approximately $5.3 million higher, driven by stronger performance in investment income, property-related revenues, and charges for services. Expenditures are projected to come in $13.3 million higher than anticipated, largely due to year-end execution of capital projects, fleet replacement, utility costs, and increased departmental personnel spending. Despite these changes, the City remains within its adopted appropriation, and the projected ending fund balance is $190.3 million, maintaining a strong 83.5% reserve level.

Background
On March 19, 2025, the Mayor and City Council received the Fiscal Year 2024/25 Mid- Year Financial Update, which included revised General Fund revenue and expenditure projections based on trends observed during the first half of the fiscal year. Since that time, City departments have continued to monitor spending closely, align service delivery with available resources, and update forecasts in response to ongoing changes in economic conditions. The Year-End Financial Update provides the Mayor and City Council with updated year-end projections for FY 2024/25, including General Fund revenues, expenditures, and fund balance.

These projections are based on actual data through June 30, 2025, as of August 15th, supplemented with accrual estimates to reflect anticipated year-end accounting

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adjustments. It is good to note that these are still projections; financial transactions are still being booked into the financial system, which include additional revenue and expense costs, fixed assets recordation, and payable and receivable balance updates.

These processes will conclude by the 2 nd week of September; after which review, preparation, and submission to the City auditors for their review will continue until the end of December.

This report also reflects the City’s continued commitment to financial responsibility and long-term sustainability. Despite economic challenges such as declining sales tax revenue, reduced development activity, and increased operating costs, the City closed the year with strong reserves and a healthy fund balance. These efforts position the City to begin FY 2025/26 with a stable fiscal outlook while maintaining essential services and preparing for upcoming strategic investments.

Discussion
At the time of the FY 2024/25 Mid-Year Financial Update in March 2025, staff projected year-end General Fund revenues of $222.6 million and expenditures of $224.3 million.

These projections were based on actual data through January and conservative estimates through June, in light of weakening economic indicators, particularly in sales tax and development-related revenues.

Since then, the City has updated these projections based on receipts and expenditures recorded through June 30, 2025. As of August 15, 2025, the revised projections show:

Revenues are estimated to come in at $227.9 million, approximately $5.3 million higher than mid-year projections. This improvement is largely attributed to stronger-than-expected performance in investment income, use of money and property, Measure S, and modest rebounds in charges for services and franchise tax revenues during Q4.
High interest rates continue to benefit the City, as investment pools yield well above historical averages. With the establishment of a formal Investment Advisory Group, the City is well-positioned to sustain improved investment returns and optimize its portfolio performance moving forward.
Property tax revenues (in-lieu of VLF) exceeded mid-year projections possibly due to stronger-than-expected growth in assessed property values and timely collections.

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Expenditures, including capital improvement projects costs, are projected at $238.2m, which is $16.6m higher than mid-year estimates. The variance is primarily the result of:
Capital Project expenditures were finalized and booked in the second half of the year, including $7.0 million in Measure S Capital Projects and additional General Fund capital improvements.
General Government expenditures rose due to a City Council approved $2.9 million transfer to the Fleet Fund and an additional $700,000 transfer to the Animal Services Fund. Utility costs were also trending approximately $1.5 million higher than the prior year, despite conservative projections by the Finance Department.
Police Department projections at mid-year were conservative, based on prior vacancy trends. However, as the department accelerated hiring to support public safety and community service, personnel costs increased more rapidly than anticipated, driving year-end expenditures above initial expectations.
Public Works experienced a late-year ramp-up in activity following the mid-year review. Capital maintenance, infrastructure work, and catch-up on core operations contributed to expenditures exceeding earlier forecasts.
The Operations & Maintenance Division was also authorized for an additional $2.65 million in fund balance use to support Street Segment Repair projects, further contributing to year-end expenditure growth.

Revenue CategoryF Y 2022-23
A ctuals
F Y 2023-24
A ctuals
F Y 2024-25
A dopted
F Y 2024-25
P rojected Y E
(presented at MY )
F Y 2024-25
P rojected
Y ear-E nd T otal
S ales and Use T ax $55,651,769$55,612,168$58,623,667 $52,796,986$53,052,514 Utility Users T ax $31,208,992$28,671,310$28,893,750 $30,229,505$30,127,807 F ranchise T ax $12,692,337$14,328,378$14,939,265 $14,402,938$14,577,757 Other T axes $11,173,774$12,414,954$15,060,480 $11,259,440$11,400,382 Miscellaneous $3,304,140$7,737,244$4,238,229 $5,335,144$5,030,837 L icenses & permits $15,740,360$16,059,891$16,989,168 $14,083,412$14,354,295 F ines and forfeitures$1,082,037$766,079$1,593,262 $876,142$1,114,360 Investment income $963,828$3,373,049$999,900 $2,635,949$2,485,658 Use of Money and P roperty$3,158,026$5,273,844$2,640,627 $4,887,459$6,532,912 Intergovernmental $2,225,143$6,708,044$2,949,651 $5,506,961$5,060,514 C harges for services$9,107,888$6,829,807$10,319,801 $6,275,538$7,984,843 P roperty T axes in L ieu of V L F$21,312,883$23,604,046$25,806,000 $24,180,179$25,436,458 Measure S S ales T ax$52,124,592$51,259,760$53,550,000 $50,159,000$50,749,058 General F und Revenue T otal$219,745,769$232,638,574$236,603,800$222,628,653$227,907,395

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Despite these expenditure increases, the overall budget performance remains within the adopted appropriation and continues to reflect sound fiscal management.

The projected ending fund balance has been adjusted to reflect these expenditure increases; however, this still reflects a strong reserve position, maintaining a reserve ratio of 86.4%, far exceeding the City’s 25% policy target and the GFOA minimum of 17%.

Department F Y 2022-23A ctualsF Y 2023-24A ctualsF Y 2024-25A dopted F Y 2024-25P rojected Y E(presented at MY )
F Y 2024-25 P rojectedY ear-E nd T otal
Mayor $306,227$279,481$298,025 $298,025$312,597C ity C ouncil $1,015,993$1,061,509$1,156,448$1,156,448$1,144,563C ity C lerk $1,300,833$1,391,383$1,942,869$1,571,500$1,597,199C ity A ttorney $4,559,283$4,795,033$5,181,587$5,181,587$5,470,989G eneral G overnment $32,886,990$19,370,893$17,967,471$18,227,743$21,249,703C ity Manager $2,103,300$3,424,979$5,156,385$3,635,811$3,091,589Human R esource & R isk Management$2,055,421$2,390,082$2,784,522$2,772,510$2,573,322F inance & Management S ervices$5,163,873$5,044,637$6,612,496$5,947,838$6,010,726E conomic Development $0 $237,278$1,785,363$1,814,730$1,991,184S pecial A ssessment District $115,996$114,321$150,000 $120,000$145,653C ommunity Development & Housing$9,040,721$9,341,981$15,004,584$10,721,947$10,750,134P olice $103,840,116$114,176,196$132,847,479$124,951,642$128,681,329P arks, R ecreation & C ommunity$4,132,108$5,109,685$6,000,401$5,936,896$5,258,874P ublic W orks $21,764,427$26,606,218$35,591,030$29,008,952$29,571,522Operations & Maintenance $0 $421,981L ibrary $2,610,050$2,601,058$4,975,030$4,221,603$4,670,444Non-Departmental $0 $0 $0 $0 $0General Operating E xpenditures$190,895,337$195,944,735$237,453,690$215,567,232$222,941,809Capital Improvement P rojects (General F und)$89,235$320,505 $0 $3,715$1,257,298Capital Improvement P rojects (Measure S )$11,803,164$7,314,997$3,565,500$6,062,650$8,434,472P arks, R ecreation & Community (Measure S )$3,000 $0 $0 $0 $0MCC F und B alance Use - S treet S eg. R epair$0 $0 $0 $0 $2,650,000T ransfer Out to F leet F und $0 $0 $0 $0 $2,931,625T OT A L General F und Operating E xpenditures$202,790,736$203,580,237$241,019,190$221,633,597$238,215,204

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These updated projections emphasize a few key trends:
Although Sales & Use Tax and Measure S continued to underperform, the City benefited from higher returns in investment income and property taxes in lieu of VLF.
The City’s cautious approach to mid-year forecasting enabled staff to absorb year-end adjustments without negatively impacting reserves.

Category F Y 2023/24 A ctuals(audited)
F Y 2024/25 E stimated(04.28.2025)
F Y 2024/25 Y ear-E nd E stimate(08.12.2025)Beginning Fund Balance, as of J une 30th173,462,555$ 202,925,562$ 202,925,562$ R evenues 233,643,492$ 222,628,653$ 227,907,395$ E xpenditures (Operating Only) (196,185,240)$ (215,567,232)$ (222,941,809)$ Net Surplus/Deficit - Use of Fund Balance)37,458,252$ 7,061,421$ 4,965,586$ Use of Fund Balance - CIP E xpenditures(7,995,245)$ (6,066,365)$ (9,691,770)$ Use of Fund Balance - S treet/S idewalk R epair (2,650,000)$ (2,650,000)$ Use of Fund Balance - Fleet (2,931,625)$ (2,931,625)$ Approved Use of Fund Balance - Homeless E ncampment Clean-upApproved Use of Fund Balance - S tump R emoval/Dead T ree ContractApproved Use of Fund Balance - P olice Vehicles E nding Fund Balance 202,925,562$ 198,338,993$ 192,617,753$ City R equired R eserve - 25% 103.44% 92.01% 86.40%G FOA R ecommended R eserve - 17%

CALCULAT ION OF F UND BALANCE
Category F Y 2023/24 A ctuals(audited)
F Y 2024/25 E stimated(04.28.2025)
F Y 2024/25 Y ear-E nd E stimate(08.12.2025)Nonspendable 40,806,497$ 41,000,000$ 41,000,000$ R estricted 2,099,574$ 2,100,000$ 2,100,000$ CommittedAnimal S ervices -$ -$ -$ G eneral Plan Update 551,312$ 600,000$ 600,000$ Measure S - Capital Projects 86,734,706$ 88,766,736$ 88,766,736$ Approved Use of CIP reserves for CIP projects (8,472,543)$ 15% E mergency R eserve 35,618,054$ 33,245,039$ 33,441,271$ 10% E conomic Contingency R eserve 23,745,369$ 22,163,360$ 22,294,181$ Assigned 13,370,050$ 10,463,858$ -Unassigned -$ -$ 12,888,108$ T OT AL FUND BALANCE 202,925,562198,338,993192,617,753 City R equired R eserve - 25% 103.44% 92.01% 86.40%G FOA R ecommended R eserve - 17%

F UND BALANCE DE S IG NAT ION

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The primary uses of fund balance were tied to Council-approved one-time expenditures (e.g., fleet replacement, street repairs, capital improvements). No structural deficits were introduced, and all recurring costs remain funded by ongoing revenues.

Looking ahead to FY 2025/26, staff will continue to refine forecasts and assess risks, including persistent economic uncertainty, labor cost pressures, and the impact of development slowdowns. As the City continues to invest in staffing and service delivery to meet community needs, personnel costs are expected to grow. The full-year hiring deferral included in the FY 2025/26 Operating Budget will serve as a key budget management tool, helping to balance near-term fiscal constraints while maintaining operational flexibility and long-term financial sustainability. 2021-2025 Strategic Targets and Goals
This item aligns with Key Target No. 1: Improved Operational & Financial Capacity by providing an accurate, transparent year-end projection of City finances, supporting sound budget decisions, fiscal discipline, and long-term financial sustainability.

Fiscal Impact
There is no fiscal impact associated with this item.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California receive and file the Fiscal Year 2024/25 Year-End Projected General Fund Financial Update.

Attachments
None
Ward:

All Wards
Synopsis of Previous Council Actions:

On March 19, 2025, the Mayor and City Council received and filed the Fiscal Year 2024/25 Mid-Year Financial Update.

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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: September 3, 2025
To: Honorable Mayor and City Council Members
From: Eric Levitt, City Manager;
Lynn Merrill, Director of Public Works
Department: Public Works
Subject: Five-Year Capital Improvement Plan FY 2025/26 to FY 2029/30 for Measure I Local Street Program
Expenditures (All Wards)
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California adopt Resolution 2025-363 approving the Measure I Five-Year Capital Improvement Plan for Fiscal Year 2025/26 through Fiscal Year 2029/30 and Measure I Expenditure Strategy.

Executive Summary
Adoption of Resolution No. 2025-363 satisfies the requirements to receive Measure I Local Street Program Funds payments (Local Funds). The projects identified in Exhibit A of the Resolution have been previously identified in the City’s Capital Improvement Plan. Only projects listed in Exhibit A are eligible for Local Fund expenditures in the current fiscal year. The Expenditure Strategy included in Exhibit B States that at least 50% of the City’s Local Funds will be earmarked for specific capital projects. Additionally, the City may use up to 50% of the Local Funds for Public Works maintenance activities.

Total projected Measure I funds to be received in FY 2024/25 is $5,905,854. City of San Bernardino’s base year level Maintenance of Effort is projected to be $1,075,643, which can be met by through delivery of previously approved City CIP projects.

Background
In November 1989, voters approved Measure I, which authorized the San Bernardino County Transportation Authority (SBCTA) to impose a one-half of one percent retail transaction and use tax. This tax was applicable throughout the County for a period of 20 years beginning April 1, 1990, and extending to March 31, 2010, and is commonly known as the 1/2-Cent Sales and Road Tax (Measure I). In November 2004, voters

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approved an extension of the 1/2-cent sales tax for an additional 30 years from April 1, 2010, through March 31, 2040.

Discussion
The Five-Year MICIP only relates to the expenditure of Measure I Local Funds, and each agency is required to update their plan annually. This plan identifies projects and the estimated Measure I Local Fund expenditures. Local Funds can be spent on any eligible transportation purpose determined to be a local priority. This includes improvements for local streets, major highways, state highways, transit, and other improvements that maximize the use of transportation facilities.

The proposed Resolution includes language asserting that the City of San Bernardino will meet its base year level Maintenance of Effort of approximately $1,075,643 for FY 2024/25. The requirement can be met through the delivery of previously approved City CIP projects.

Pursuant to Policy VLS-25 of the Measure I Strategic Plan, jurisdictions provide an annual statement in the resolution of the governing body adopting the Five-Year MICIP which acknowledges that the jurisdiction will maintain General Fund expenditures for transportation related construction and maintenance activities at the required base year level within the fiscal year.

The City is projected to receive $5,905,854 in Measure I Local Funds for fiscal year 2025/26. The five-year MICIP (Exhibit A) of the Resolution indicates the way those funds are anticipated to be spent. The projects included in Exhibit A reflect the street projects also included in the City's current Capital Improvement Plan, and include street planning, maintenance, and construction projects.

The list of included projects are as follows:
Citywide Pavement Rehabilitation
Citywide Pavement Rejuvenation
H St. Widening from Kendall Dr. to 40th St.
Pavement Management Program
SB County Joint Rehabilitation Projects
State Highway CA-210 Interchange Improvements at Waterman Avenue State HWY I-215 and University Parkway Interchange Improvements Street Improvements at 50 Locations
SBCTA also requires the local agencies to provide an "Expenditure Strategy", included as Exhibit B of the Resolution. Changes to the MICIP during the year are permitted, subject to approval of plan amendments by Resolution of the Mayor and City Council.
2021-2025 Strategic Targets and Goals
The Measure I Five-year MICIP is consistent with Key Target No. 1d: Improved

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Operational & Financial Capacity - Create a framework for spending decisions as it reflects the most current and highest priority need for use of Measure I Funds in FY 2025/26.

Fiscal Impact
Total projected Measure I funds to be received in FY 2024/25 is $5,905,854 and the City of San Bernardino’s base year level Maintenance of Effort is projected to be $1,075,643. The projects listed in the proposed Five-Year MICIP Fiscal Year 2025/26 - 2029/30 for Measure I Local Expenditures for the City of San Bernardino have previously been identified in the City's Capital Improvement Plan.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California adopt Resolution 2025-367 approving the Measure I Five-Year Capital Improvement Plan for Fiscal Year 2024/25 through Fiscal Year 2028/29 and Measure I Expenditure Strategy.

Attachments
Attachment 1 Resolution 2025-363
Attachment 2 Exhibit A – Measure I CIP FY25/26 - FY29/30 Attachment 3 Exhibit B – Measure I CIP Expenditure Strategy Ward:

All Wards
Synopsis of Previous Council Actions:

July 21, 2021 Resolution No. 2021-182 adopted the Five-Year Measure I Capital Improvement Program for
FY 2021/22 – FY 2025/26
June 15, 2022 Resolution No. 2022-133 adopted the Revised Five-Year Measure I Capital Improvement Program for
FY 2022/23 – FY 2026/27
July 15, 2022 Resolution No. 2022-1350 adopted the Revised Five-Year Measure I Capital Improvement Program for
FY 2022/23 – FY 2026/27
October 4, 2023 Resolution No. 2023-155 adopted the Revised Five-Year Measure I Capital Improvement Program for
FY 2023/24 – FY 2027/28
August 21, 2024 Resolution No. 24-12065 adopted the Five-Year Measure I Capital Improvement Program for
FY 2024/25 – FY 2028/29

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Resolution No. 2025-363
Resolution No. 2025-363
September 3, 2025

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RESOLUTION NO. 2025-363

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA, OF SAN

BERNARDINO COUNTY, STATE OF CALIFORNIA,

ADOPTING THE MEASURE I FIVE-YEAR CAPITAL
IMPROVEMENT PLAN FOR FY2025/2026 THROUGH
FY2029/2030
WHEREAS, San Bernardino County voters approved passage of Measure I in November 2004, authorizing the San Bernardino County Transportation Authority to impose a one-half of one percent retail transactions and use tax applicable in the incorporated and unincorporated territory of the County of San Bernardino; and
WHEREAS, revenue from the tax can only be used for transportation improvement and traffic management programs authorized in the Expenditure Plans set forth in Ordinance No. 04- 01 of the Authority; and
WHEREAS, the Strategic Plan requires each local jurisdiction applying for revenue from the Local Street Program to annually adopt and update a Five-Year Capital Improvement Plan; and
WHEREAS, California Public Utilities Code 190300 and Ordinance No. 04-01 require each local jurisdiction to maintain General Fund expenditures for transportation-related construction and maintenance activities at the required Maintenance of Effort base year level in each fiscal year of the adopted Five-Year Capital Improvement Plan, which for the City of San Bernardino is $1,075,643; and

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

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

SECTION 2. The Measure I Five-Year Capital Improvement Plan, attached to this resolution as Exhibit A, is hereby adopted.

SECTION 3. The Measure I Capital Improvement Expenditure Strategy, attached to this resolution as Exhibit B, is hereby adopted.

SECTION 4.CEQA. The Mayor and City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not

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Resolution No. 2025-363
Resolution No. 2025-363
September 3, 2025

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subject to CEQA. In addition, the proposed action is administrative in nature. As such, the action does not constitute a “project” under CEQA pursuant to CEQA Guidelines Section 15378(b)(5), which excludes organizational or administrative activities that will not result in direct or indirect physical changes in the environment. Any future projects or activities undertaken pursuant to this action will be subject to separate CEQA review at the time they are proposed.

SECTION 5.Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.

SECTION 6. Effective Date. This Resolution shall become effective immediately.

APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 3rd day of September 2025.

Helen Tran, Mayor
City of San Bernardino
Attest:

Telicia Lopez, CMC, Acting City Clerk
Approved as to form:

Sonia Carvalho, City Attorney

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Resolution No. 2025-363
Resolution No. 2025-363
September 3, 2025

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CERTIFICATION

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss

CITY OF SAN BERNARDINO )
I, Telicia Lopez, CMC, Acting City Clerk, hereby certify that the attached is a true copy of Resolution No. 2025-363, adopted at a regular meeting held on the 3rd day of September 2025, by the following vote:

Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
KNAUS _____ _____ _______ _______
FLORES _____ _____ _______ _______
ORTIZ _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this 3rd day of September 2025.

Telicia Lopez, CMC, Acting City Clerk

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Resolution Number:

Resolution Approval Date:

Contact Person/Title:

Phone:

Email:
6/30/25 Carryover Balance $14,091,789.95
FY2025/26 Est. Revenue FY2026/27 Est. Revenue FY2027/28 Est. Revenue FY2028/29 Est. Revenue FY2029/30 Est. Revenue Total Est. Rev. $5,905,854 $6,070,036 $6,239,992 $6,416,570 $6,600,717 $31,233,170 Projects:

State HWY I-215 and University Parkway Interchange
Improvements (7240) 84.2% 15.8% $17,000,000 $2,128,823 $0 $0 $0 $0 $2,128,823 H St. Widening from Kendall Dr. to 40th St. (7872) 67.6% 32.4% $3,893,398 $50,000 $50,000 $1,905,000 $0 $0 $2,005,000 Citywide Pavement Rejuvenation (7306) 0.0% 0.0% $1,415,386 $1,415,386 $0 $0 $0 $1,415,386 Citywide Pavement Rehabilitation (8769) 0.0% 0.0% $4,500,000 $4,500,000 $0 $0 $0 $0 $4,500,000 SB County Joint Rehabilitation Projects (Multiple Prog. Num) 0.0% 0.0% $3,922,750 $3,344,750 $578,000 $0 $0 $0 $3,922,750 State Highway CA-210 Interchange Improvements at Waterman Avenue (8927) 0.0% 0.0% $1,425,924 $1,110,325 $0 $0 $0 $0 $1,110,325 Pavement Management Program (8956) 0.0% 0.0% $1,000,000 $797,561 $0 $0 $0 $0 $797,561 Street Improvements at 50 Locations 0.0% 0.0% $0 $3,800,000 $0 $0 $0 $0 $3,800,000 $17,146,845 $628,000 $1,905,000 $0 $0 $19,679,845
Total Programming is currently 43% Total Estimated Programming: $19,679,845 Is Project in
City's
Non-motorized
Transportation
Plan?
(Yes/No)
Does Project
have an ATP
Component?
(Yes/No)
Is the Project on the City's
Nexus Study List?
(Public/DIF Share %)
Estimated Total
Project Cost
[email protected]
Projects Total:

San Bernardino
Current
Estimate
Current
Estimate TotalCurrent
Estimate
Current
Estimate
Current
Estimate
(Must not exceed 150% of Carryover Balance +
Total Estimated Revenue)
Jurisdiction:2025-XXX
9/3/2025
Lynn Merrill
(909) 998-2400
Measure I Local Pass-through Program

FIVE YEAR CAPITAL IMPROVEMENT PLAN
Fiscal Years 2025/2026 thru 2029/2030

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EXHIBIT B

CITY OF SAN BERNARDINO

MEASURE I CAPITAL IMPROVEMENT PLAN

EXPENDITURE STRATEGY
Fiscal Year 2025/2026 to 2029/2030
The City of San Bernardino will continue to place emphasis on both its regional and sub-regional arterial roadway system. At least fifty percent of the City's Measure I allocation will be earmarked for specific capital projects that are geared toward improving traffic flow and motorist convenience. Failing pavement surfaces will be rehabilitated and traffic striping modified as needed to accommodate increased traffic demand; and intersection capacity will be improved with new and modified traffic signals.

In addition to the above Capital Improvement Program, San Bernardino will continue to allocate up to fifty percent of its annual Measure I funds towards public works maintenance activities.

Maintenance work will continue to include the City's traffic signal systems, sidewalk and curb repair, and pavement repair and overlay on the local street system.

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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: September 3, 2025
To: Honorable Mayor and City Council Members
From: Eric Levitt, City Manager;
Lynn Merrill, Director of Public Works
Department: Public Works
Subject: Approve a Task Order with Rick Engineering Company for La Plaza Park Improvements in the amount of
$304,720 for total design cost and contingencies (Ward 1) Recommendation:

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

1. Approve the Task Order with Rick Engineering Company for the La Plaza Park Improvements in the amount of $276,720 (Project); and

2. Authorize the Project design contingency costs for unforeseen conditions in the total amount of $28,000.

3. Authorize the City Manager or designee to execute all documents with Rick Engineering Company; and

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

Executive Summary
Approving the proposed Task Order with Rick Engineering Company will initiate the design phase for key facility improvements at La Plaza Park. The Project includes proposed improvements to the gazebo, restroom, walkways, lighting, turf, ADA accessibility, playground, electrical components, monument sign, and statue. Once the design is completed, the City will be able to make full use of the funding provided by the County of San Bernardino in the amount of $1,342,243 for the completion of the project. The total proposed design cost and contingencies is $304,720.

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Background
La Plaza Park is located at 685 N Mt. Vernon Ave, within the City‘s First Ward. As part of the City’s ongoing commitment to providing safe and welcoming recreational facilities, the City has made it a priority to address deferred maintenance and enhance the overall park condition.

The County of San Bernardino Board of Supervisors has been a consistent supporter of the City’s parks and other public infrastructure. The County has once again partnered with the City to help advance the ongoing efforts to improve park facilities.

On June 26, 2025, the Mayor and City Council adopted Resolution 2024-142 approving the City’s Fiscal Years 2024/25 and 2025/26 Operating Budget and Capital Improvement Plan, which provided $500,000 for the new Route 66 Parks CIP project.

On June 4, 2025, the Mayor and City Council adopted Resolution 2025-298 approving the City’s Fiscal Year 2025/26 Operating Budget & FY 2026-2030 Capital Improvement Program, which budgeted an additional $2,000,000 for the Route 66 Parks CIP project.

On May 7, 2025, the Mayor and City Council adopted Resolution 2025-281 approving the funding agreement with the County of San Bernardino to receive $1,342,243 for the Project. This Resolution also approved a match in the amount of $447,414 from the City’s CIP fund.

Discussion
On April 11, 2025, staff requested design services proposals to construct improvements at La Plaza Park. A mandatory site visit was held on April 17, 2025, and was attended by three consulting companies. Of the three companies that attended, two submitted proposals. Staff reviewed the proposals to confirm they met the Project needs. The lowest proposal received was from Rick Engineering Company. After a follow-up discussion between staff and Rick Engineering Company, revisions were made to the scope and fee to help ensure the Project needs are met.

List of Consultants
Rick Engineering Company Riverside, CA
IMEG Consulting Ontario, CA
Willdan Did Not Submit Proposal
Staff recommend approving the Task Order to Rick Engineering Company to complete the design for the La Plaza Park improvements.

The Project’s proposed improvements include, but are not limited to, the following:

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3 4
Gazebo renovation
Restroom renovation
Walkway reconstruction
Lighting
Turf
ADA accessibility
Playground equipment and
shade
Electrical components
Monument sign & Statue
The design process begins with the Planning Phase, which includes a review of the existing record documents for the project site, accessibility review, completion of any necessary reports/data collection, and prioritization of the proposed improvements.

Following the Planning Phase is the Conceptual Design Phase. This starts the regular progress meetings and begins development of a set conceptual design plans and preliminary construction cost estimate. Next is the Design Development Phase, and the Construction Documents Phase. These two phases incrementally progress the design based on feedback, leading to a set of final plans and specifications that will be advertised for construction.

Rick Engineering Company will also provide bidding and construction support services which include preparation of a construction bid schedule, final cost estimate, review and response to questions during bid and construction, review of submittals, construction site visits, final inspection, and record drawing preparation.

The fee of $276,720 covers each of the services described in the phases, as well as the bidding and construction support. Staff also recommend an additional $28,000 contingency for any unforeseen work that may be identified during the design.

Design Cost
Design Cost $276,720
Contingency $28,000
Total $304,720
To complete the project, $1,342,243 was provided by the County of San Bernardino.

As part of the funding agreement with the County, a minimum City Match of $447,414 is required, which will be provided by the Measure S fund for a total project budget of $1,789,657. The City match was previously approved on May 7, 2025, by Resolution 2025-281.

After allocating $304,720 for design and design contingencies, a remaining budget of $1,484,937 will remain for future La Plaza Park expenses.

Project Budget
County of San Bernardino $1,342,243
City of San Bernardino (Measure S) $447,414

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Design Cost ($304,720)
Remaining Budget $1,484,937
2021-2025 Strategic Targets and Goals
This Project is consistent with the City’s Key Strategic Target No.4: Economic Growth & Development. The improved amenities to La Plaza Park will improve community participation for recreational activities and provide a safe and well-maintained community park.

Fiscal Impact
There is no General Fund impact associated with this action. The project will utilize previously approved CIP funds.

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

1. Approve the Task Order with Rick Engineering Company for the La Plaza Park Improvements in the amount of $276,720 (Project); and

2. Authorize the Project design contingency costs for unforeseen conditions in the total amount of $28,000.

3. Authorize the City Manager or designee to execute all documents with Rick Engineering Company; and

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

Attachments
Attachment 1 Task Order with Rick Engineering Company
Attachment 2 Original Proposal – Rick Engineering Company Attachment 3 Project Location Map
Ward:

First Ward
Synopsis of Previous Council Actions:

November 16, 2022 Mayor and City Council approved award of a five-year On-Call Services Agreements with various engineering firms.

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June 26, 2025 Mayor and City Council adopted Resolution 2024-142 approving the City’s Fiscal Years 2024/25 and 2025/26
Operating Budget and Capital Improvement Plan
June 4, 2025 Mayor and City Council adopted Resolution 2025-298 approving the City’s Fiscal Year 2025/26 Operating Budget & FY 2026-2030 Capital Improvement Program
May 7, 2025 Mayor and City Council adopted Resolution 2025-281 approving the funding agreement with the County of San
Bernardino to receive $1,342,243 for the project.

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Client name
Project Name
Proposal Date
C:\RICK\Departments\Landscape\SD\Proposals\2025\P25024 La Plaza Park Renovation\Updated Proposal\2025_06_17_agreement on-call list_task_order_2.docx

June 17, 2025
Ramon Mendez, PE
Public Works-Engineering Division
City of San Bernardino
201 N. E. Street, 2nd Floor
San Bernardino, CA
SUBJECT: LANDSCAPE AND ENGINEERING SERVICES

LA PLAZA PARK RENOVATION
REC JOB #16749-K
Dear Ramon,
As we discussed, you would like Rick Engineering Company (RICK) to provide Landscape Architecture and Civil Engineering services for the City of San Bernardino. The city is interested in the renovation of the La Plaza Park. Based on the task order outline and an initial review of the site, the following task order phases summarize the services and responsibilities to complete the project through construction.

The scope of work is described in detail below.

I. SCOPE OF WORK
Rick Engineering Company “Consultant” agrees to perform the following listed services for the compensation stated below in Section III:

Phase 1 - Planning and Survey Phase (~ 1 month)
Research
Consultant will research available record maps, centerline tie sheets and benchmark information from the County of San Bernardino and City of San Bernardino for the project site. Research will be used to establish horizontal and vertical control for the establishment of the required topographic survey and the limits of the project boundaries and public right of ways.

Consultant will prepare a CAD file based on the boundary survey described below showing the existing utilities discovered in the research.

Right of Way and Boundary Analysis

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Field Survey search for and data collect existing controlling centerline and property monumentation. Analyze field located monuments compared with the record mapping and complete a boundary analysis with adjacent public right of ways. Note that the use and reliance of existing monuments of record is required to complete this task, If monuments of record do not exist in the field, this item will be subject to additional costs to be billed per the attached Schedule of Hourly Rates.

Review current preliminary title reports (less than 60 days old) provided by the client to determine the La Plaza Park and adjoining right of ways, locate any plottable easements located on the property.

Existing Topography
Consultant will provide a conventional field survey of surface improvements for design purposes; limits will be to the curb face of the adjoining streets along the above-said park site; including concrete curbs, gutters, sidewalks, playground equipment any buildings and trees; finished surface and finished grade shots within the project limits. Topography will include any observable utilities within the project limits, including locating center of manhole rims; corners of structures at surface; size, orientation, and depth of connecting pipes (if able to dip existing manholes); fire hydrants; valves; irrigation boxes; traffic signal poles and equipment; utility poles and conduits at ground level. Prepare indexed topographic map with a contour interval of one foot, showing existing planimetric features.

The above-described topographic mapping will be delivered at a 1”=40’ scale in a CAD format.

All field work is assumed to be at prevailing wage.

The Consultant team will attend a kickoff meeting and coordinate with client, client’s other consultants and agencies to prioritize and confirm list of improvements .

Scope includes project management time.

Phase 2 - Conceptual Design Phase – 30% Submittal (~ 2 months) Conceptual Precise Grading Plans
Consultant will prepare one (1) set of Conceptual Precise Grading Plans for the site. Precise grading will be based on the site plan prepared by the landscape architect in coordination with the city. Revisions to the site plan may require additional scope and fee. Plan to be at a scale of 1"=10' or 1”=20’.

Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

30% submittal is intended only to get clearance from the City of San Bernardino on the horizontal site layout of proposed improvements. Complete vertical design may not be provided at this time. Specifications will not be provided at 30% submittal.

Consultant will provide a preliminary cost estimate.

Conceptual Landscape Plans
Based on the confirmed list of park improvements, consultants will prepare the site and landscape concept plans for review by city. The landscape plans will conceptually depict the proposed site development features and landscape areas, including identification and locate of walkways, pathways, children’s play equipment, prefabricated restroom building, Gazebo improvements, accessible paths of travel, ramps, park entry monuments, statue/monumentation improvements and site furnishings as well as other exteri or elements included in the project.

Conceptual sketches and imagery will be included to depict proposed site elements. 3D renderings, and enlargements are included, as necessary. Cutsheets and conceptual details are included to further illustrate the concept plan.

Graphic symbols will depict locations of proposed plant materials. A plant palette will include botanical and common names for the tree, shrubs and groundcovers and photos of planting material options.

Consultants (as needed) will attend bi-weekly meetings, attend a page turn with City staff, and coordinate with client, client’s other consultants and agencies. Scope includes project management time.

Phase 3 - Community Outreach
Community Outreach

The purpose of the public outreach process is to inform the community and key stakeholders about the proposed renovations and solicit feedback. The consultant along with the city will organize and coordinate two community meetings.

The first meeting will present preliminary design concepts and options for park improvements. The team will gather input on community priorities, uses, and preferences for the renovated park to ensure transparency and collaboration in the design process.

The consultants will prepare visual materials such as conceptual site plans, renderings, precedent examples and interactive materials such as dot voting, design stations, and comment cards for presentation at the meeting. Additionally, a meeting outline will be prepared to develop a clear and focused agenda.

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

After the initial outreach meeting, the team follow up will include compiling and analyzing community feedback. The consultant will prepare a public engagement summary to document the community’s input. Based on the community input, the city and client wil l develop a list of park refinements and incorporate these items into the concept plans. Communicate next steps and how community input will shape the design.

The second outreach meeting will present the updated park concept plan that includes the comments and suggestions from the community and key stakeholders.

Any additional comments will be heard. The outcome of the second meeting will communicate the next steps to the community and direct the park design into the construction document phase.

Phase 4 Design Development Phase - 60% Submittal (~ 2 months) Precise Grading Plans
Consultant will prepare one (1) set of Design Development (DD) Precise Grading Plans for the site. Precise grading will be based on the conceptual grading plan prepared previously. Revisions to the site plan may require additional scope and fee. Scope includes calculations for preliminary earthwork quantities. Plan to be at a scale of 1"=10' or 1”=20’ and include rough grade undercut sections as necessary and includes the following:
• Identify existing, approved or proposed site improvements, including sewer and water laterals, fire hydrants and other above-grade facilities; dry utility stub-outs, pull-boxes, handholes and vaults; storm drain inlet structures; streetlights; existing walls, monuments or permanent improvements, dimensioned walks, stoops, drives and handicap ramps.
• Curb, curb and gutter and valley gutters for all onsite drives and parking areas.
• Building plotting.
• Pad elevation and finished floor elevation.
• Drainage by swales with elevations or swales and area drains where necessary.
• Required backwater (sewer) valves (if necessary).
• Retaining walls as necessary, shown in horizontal and vertical location only. Structural calculations are to be prepared by others. • Deepened footing where required.
• Horizontal Control Sheet.
• Prepare cover page containing the following information, plus any other information required by the governing jurisdiction.
▪ Vicinity Map
▪ Site Map
▪ Typical Building Footprints

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

▪ Legend
▪ Grading notes conforming to governing jurisdiction standards ▪ Owner/Builder identification
▪ Title Block
Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.

The work product is approved plans and a 2D model. If a 3D model is requested by client/client’s contractor for construction purposes, additional scope and fee may be necessary.

Landscape Construction Plans
After the concept design package is reviewed and approved by the city, RICK Landscape and the design team will prepare the 60% package that will be reviewed by the city.

RICK Landscape will prepare landscape construction plans and details, which will identify and locate walkways, pathways, prefabricated restroom building, children’s play equipment, gazebo improvements, accessible paths of travel, ramps, park entry monuments, statue/monumentation improvements and site furnishings as well as other exterior elements included in the project. Notes and a finish schedule will be prepared for the site elements. General notes and other city-required items will be included in the package. RICK Landscape will coordinate with the civil engineers on grading and utility site improvements for inclusion into the overall project layout.

RICK will prepare irrigation plans that will diagrammatically illustrate landscape meter locations, irrigation areas, irrigation piping, remote control valves, control equipment, irrigation heads, and related irrigation equipment. The plans will specifically call out pipe and equipment sizing and types and will include the necessary details and specifications to install the system. RICK will coordinate with the Civil Engineer and the client to locate irrigation connections, sleeving, and other irrigation improvements into the overall irrigation system. RICK will coordinate with the city to prepare calculations for park wide irrigation water requirements.

RICK will prepare planting plans to graphically locate and identify trees, shrubs, and ground cover plant materials, including specific quantities, sizes, and varieties, and include the necessary details and legends for installation. RICK will reference the the current park planting to develop the plant palette and utilize trees, shrubs and ground cover that are drought tolerant and regionally appropriate landscape materials. Planting details and specifications will also be provided.

Specifications and Estimate

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Consultant will prepare and provide technical specifications to the City of San Bernardino at 60% submittal following the Standard Specifications for Public Works Construction (“Greenbook”) or as requested by the City of San Bernardino .

Consultant will also provide an opinion of probable cost and bid schedule based on the 60% improvement plans. Scope is only for specifications for the improvement plans covered in this proposal. Any additional scope to plans may require additional scope for specifications.

Consultants (as needed) will attend bi -weekly meetings, attend a page turn with City staff, and coordinate with client, client’s other consultants and agencies.

Scope of work includes project management time.

Phase 5 - Construction Document Phase - 90% & 100% City Submittal (~ 2 months) Precise Grading Plans
Consultant will prepare one (1) set of Precise Grading Plans for the site. Precise grading will be based on the DD grading plan prepared previously. Revisions to the site plan may require additional scope and fee. Scope includes calculations for preliminary earthwork quantities. Plan to be at a scale of 1"=10' or 1”=20’ and include everything from the DD phase with additional detail and plan revisions from DD set incorporated.

Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.

The work product is approved plans and a 2D model. If a 3D model is requested by client/client’s contractor for construction purposes, additional scope and fee may be necessary.

Client will submit 90% and 100% submittal to Public Works and Building and Safety for review and comment. 3 full sized plant sets and 1 set of project calculations and other reference material will be included. Two rounds of plan check submittals are also included.

Street Improvement Plans
Consultant will prepare one (1) set of offsite street improvements plans for R&R of existing sidewalk adjacent to park along W Victoria St, N Mt. Vernon Ave, and W 7th Street for approximately 850 LF. Plans will be plan view only and be set at a scale of 1”=40’ or 1”=20’. Scope includes a site walk with city staff to coordinate on the locations of the sidewalk removal. Scope does not include any work outside of the existing/proposed right of way. Scope assumes that plans can be included as part of onsite precise grading plan set, if allowed by city. Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Landscape Construction Plans
The consultant will prepare 90% and 100% landscape construction plans and details.

The Consultant will prepare landscape construction plans and details, which will identify and locate walkways, pathways, prefabricated restroom building, children’s play equipment, gazebo improvements, accessible paths of travel, ramps, park entry monuments, statue/monu mentation improvements and site furnishings as well as other exterior elements included in the project. Notes and a finish schedule will be prepared for the site elements. General notes and other city-required items will be included in the p ackage. RICK Landscape will coordinate with the civil engineers on grading and utility site improvements for inclusion into the overall project layout.

The consultant will prepare irrigation plans that will diagrammatically illustrate landscape meter locations, irrigation areas, irrigation piping, remote control valves, control equipment, irrigation heads, and related irrigation equipment. The plans will specifically ca ll out pipe and equipment sizing and types and will include the necessary details and specifications to install the system . The consultant will coordinate with the Civil Engineer and the client to locate irrigation connections, sleeving, and other irrigation improvements into the overall irrigation system. The consultant will coordinate with the city to prepare calculations for park wide irrigation water requirements.

The consultant will prepare planting plans to graphically locate and identify trees, shrubs, and ground cover plant materials, including specific quantities, sizes, and varieties, and include the necessary details and legends for installation. The consultant will reference the current park planting to develop the plant palette and utilize trees, shrubs and ground cover that are drought tolerant and regionally appropriate landscape materials. Planting details and specifications will also be provided.

The Consultant will attend bi-weekly meetings (assumes civil is only needed every other meeting), a page turn with City staff, and coordinate with client, client’s other consultants and agencies. The scope of work includes project management time.

Specifications and Estimate
Consultant will update and provide technical specifications to the City of San Bernardino at 90% and final submittal following the Standard Specifications for Public Works Construction (“Greenbook”) or as requested by the City of San Bernardino. Consultant will also update the opinion of probable cost and bid schedule based on the latest improvement plans. Scope is only for specifications for the improvement plans covered in this proposal. Any additional scope to plans

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

may require additional scope for specifications.

City Submittals and Processing
The consultant will submit 90% and 100% submittal to Public Works and Building and Safety for review and comment. 3 full sized plant sets and 1 set of project calculations and other reference material will be included. Two rounds of plan check submittals are also included.

Phase 6 – Bid, Construction Support, and As-Builts Phase (~ 6 months) Bid, Construction Support, and As-Built Drawings
Consultant will assist Client in the bid process by attending one (1) pre-bid meeting and answering questions relating to the engineering plans prepared by Consultant. Scope includes preparation of a construction bid schedule and final construction cost estimate.

Consultant will attend one (1) pre-construction meeting, assist in answering project RFIs and submittals that are related to the engineering plans, and assist in change orders. Consultant will conduct six (6) site visits to observe construction of project and attend up twenty (26) weekly construction progress meetings via teleconferences (assumes x-hour each) for the duration of the construction period.

Consultant will prepare As-Built Plans and process with the City of San Bernardino, as necessary. Scope assumes Consultant will receive as-built letters from the contractors and the contractor’s as-built plan markup’s. Scope assumes no major changes have occurred and does not include any as-built survey time.

The set of documents shall consist of the corrected specifications and plans showing the reported locations of the work. While the information submitted by the contractor or governing agency and incorporated by the design professional into the record will be assumed reliable, the design professional will not be responsible for the accuracy of this information nor for the errors or omissions which may appear in the record documents as a result.

Consultant will prepare As-Built Plans and process with the City of San Bernardino, as necessary. Scope assumes Consultant will receive as -built letters from the contractors and the contractor’s as-built plan markup’s. Scope assumes no major changes have occurred and does not include any as-built survey time.

The set of documents shall consist of the corrected specifications and plans showing the reported locations of the work. While the information submitted by the contractor or governing agency and incorporated by the design professional into the record will be assumed reliable, the design professional will not be responsible for the accuracy of this information nor for the errors or omissions which may appear in the record documents as a result.

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Phase 7 - Stormwater Pollution Prevention Plan
SWPPP
It is assumed that this project will disturb more than 1 acre of soil, therefore it will be subject to the Construction General Permit Order WQ 2022 -0057-DWQ (2022 CGP). This scope of work entails the preparation of a Risk Determination Analysis, Notice of Intent (NOI) and Storm Water Pollution Prevention Plan (SWPPP) to be prepared in accordance with the 2022 CGP, adopted September 28, 2022 and effective September 1, 2023.

The client must provide the construction commencement and completion dates to RICK prior to conducting the Risk Determination Analysis.

The following scope of services assumes that the following documents/files will be made available to RICK. RICK will review these environmental documents and incorporate them into the SWPPP:

1. Drainage Study

2. Water Quality Technical Report/Water Quality Management Plan/Storm Water Quality Management Plan/Post-Construction Management Plan

3. Phase I and/or II Environmental Site Assessment if available

4. Copies of environmental documents including the CEQA determination.

The SWPPP will be prepared in accordance with the requirements of the State Water Resources Control Board (SWRCB) National Pollutant Discharge Elimination System (NPDES) General Permit for Storm Water Discharges Associated with Construction and Land Disturbance Activities Order WQ 2022-0057-DWQ NPDES No. CAS000002 (adopted September 8, 2022, effective September 1, 2023). The SWPPP will be prepared utilizing the California Stormwater Quality Association (CASQA) 2023 SWPPP template.

RICK will prepare a Risk Determination Analysis to determine the project’s Risk Level based on one set of construction start and end dates. RICK will prepare a SWPPP based on the project’s Risk Level determined in the Risk Determination Analysis. RICK is not responsible for paying filing fees for coverage under the CGP and any future annual fees.

This task will include the preparation of a Notice of Intent (NOI) on the Storm Water Multi Application Report Tracking System (SMARTS) database. The Discharger must designate RICK as a Data Entry Person to prepare the NOI. The Discharger/LRP must electronically certify and submit the NOI on SMARTS.

RICK will act as the initial Qualified SWPPP Developer (QSD) for the preparation of the SWPPP, however the Discharger must hire a QSD and a Qualified SWPPP Practitioner (QSP) for implementation of the SWPPP throughout the life of the project.

Phase 8 – Electrical Engineering

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Electrical Engineering
Provide Construction document design and specifications for La Plaza Park Renovation located in San Bernardino, CA. The scope of work includes replacing existing walkway light poles with new LED walkway lighting and providing lighting at existing gazebo. Also included in the scope is removal of existing restroom building and providing electrical connections to new prefabricated restroom building. Utility coordination for relocation of existing electrical service only.

Project Assumptions
• Proposal based on drawings/SOW/RFP dated 05/02/25
• Design Phases: DD, 50%CD, 100%CD, Permit, Bid, CA
• The following existing systems and equipment will be reused:
• Electrical service and panelboards
• Assume Electrical as-builts will be provided
• We have assumed existing electrical service has adequate capacity and we have not assumed new service coordination with utility. • Code cycle: 2022
• Construction and Bid support is included

Electrical Engineering services will include:
• Pre-design site visit for verification of existing conditions • (6) Virtual conference/coordination meetings
• Electrical specifications provided in book format
• Detailed estimate of probable construction cost
• Licensed Professional Engineers stamp and signature
• Review of quantities and scope within construction costs estimates provided by architect
• Electrical site plan including the following:
▪ Site lighting layout, circuiting, and control wiring diagram for general lighting purposes. Point by Point of site lighting foot candle levels. Site raceway system, vault/pedestal locations and sizes, meter location/requirements, transformer pad locations
• Lighting plan(s) including the following:
▪ Schedule of lighting fixtures
▪ Lighting layout and circuiting
▪ Energy code lighting compliance forms
▪ Lighting control wiring diagrams
▪ Egress lighting layout and circuiting per NEC and local jurisdictions • Electrical power plan(s) including the following:
▪ Coordination with existing electrical service and panelboards ▪ Distribution and branch panel locations
▪ Single line diagram
▪ Load schedules
▪ Panel schedules
▪ Voltage drop calculations
• Electrical pathways only to CCTV devices as specified by

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

other system designs
• Deliverables as follows:
▪ Progress sets at the request of client - .pdf electronic files ▪ For submission/re-submission to Plan Check - .pdf electronic files • Plan Check and Permit support services:

• Bidding support services:
▪ Provide response to RFIs to Architect
▪ Provide clarifications and revisions to drawings and/or specifications when required
• Construction administration support services:
▪ Provide response to RFIs to Architect
▪ Review and return to the Architect, shop drawings and submittals ▪ (6) Construction phase meetings/site visit(s) including site visit with final “punch list”

Phase 9 – Structural Engineering
Structural Engineering
Engineer shall provide structural engineering and construction documents for the landscape structures, including:
• Bandstand gazebo
• Signage
• Foundation for Light Pole
• Foundation for prefabricated Restroom
• Free standing wall

Structural Construction Document Phase:

• Structural engineering calculations sufficient to establish the primary structural system.

• Structural construction documents (drawings and details).

• Structural specifications in outline form as a part of the structural construction documents.

• Written response to corrections of the structural construction documents (plan check) requested by the Building Official.

• Signing and sealing of the structural engineering calculations and structural construction documents.

Governing codes shall be the 2022 California Building Code.

Construction Administration Services

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

• Review of the following shop drawings & product submittals from one vendor or provider of each.

• Structural steel for the primary structural system by a structural steel fabricator.

• Requests for information initiated based on the clarity of Structural Construction Document, (e.g. A referenced detail is not drawn).

• Requests for information initiated to assure or re -assure the intent of Structural Construction Document. (e.g. A detail requires a reinforcing bar lap splice of an uncommon length).

Phase 10 - Miscellaneous Tasks
Miscellaneous Tasks
The Consultant will perform miscellaneous project tasks not covered in scope items above. The Consultant will not be able to bill to this task without prior approval from the client. consultant will provide Client with what the additional scope task is with a task fee. Once approved, the consultant will bill to this line item. Tasks are unknown currently and a budget amount for these tasks are assumed not to exceed $10,000.

II. ASSUMPTIONS
Assumes client will be responsible for providing a geotechnical report, if required.

Assumes Planning Phase to Construction Document Phase is approximately 7 months and Bid and Construction Support Phase is approximately 9 months.

III. COMPENSATION

We propose to provide the above -described services for a fixed fee of $ 276,720.00 broken down as follows:

SERVICES FEE
Phase 1 – Planning Phase $26,440.00
A. Research
B. Right of Way and Boundary Analysis
C. Existing Topography
Phase 2 – Conceptual Design (30% Drawings) $22,600.00
D. Conceptual Grading Plans

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

E. Conceptual Landscape Plans
Phase 3 – Community Outreach $24,520.00
F. Community Outreach
Phase 4 – Construction Drawings (60% Drawings) $30,380.00 G. Precise Grading Plans
H. Landscape Construction Plans
I. Specifications and Estimate
Phase 5 – Construction Drawings (90% and 100%) $77,030.00 J. Precise Grading Plans
K. Street Improvement Plans
L. Landscape Construction Plans
M. Specifications and Estimate
N. City Submittals and Processing
Phase 6 – Bidding, Construction Support, As-Builts $41,100.00 O. Bidding, Construction Support. and As-Builts
Phase 7 - SWPPP $7,500.00
P. Storm Water Pollution Prevention Plan
Phase 8 – Electrical Engineering $23,150.00
Q. Electrical Engineering
Phase 9 – Structural Engineering $14,000.00
R. Structural Engineering
Phase 10 – Miscellaneous Tasks $10,000.00
S. Miscellaneous Tasks

TOTAL FIXED FEE $276,720.00

IV. COMPENSATION
The following items may be required but are not included in the scope of work outlined in Section III above. Additional authorization will be required for these services.

A. Changes in scope of design directed and authorized by Client, in writing, after the start of working drawings. In this case, the amount of extra work shall be that required to bring the revised work to the same stage of completion as the original work, at the time of the change order. In the event the Client desires any changes to the above scope of work, the terms and conditions indicated in Sections III and IV are subject to revision.

B. Work of a general or promotional nature not connected with the actual design, approval, or construction of the project.

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

C. Design and approval of a water or sewer net analysis, booster stations, pressure- reducing stations, sewer pump stations, reclaimed water systems or other utility systems, and the legal descriptions or plat preparations thereof.

D. Administration, processing, or negotiations to obtain approvals and/or signatures from third parties for such items as Letters of Permission, easements, access roads, driveways, etc.

E. Aerial Topography
F. Traffic Control Plans
G. Revisions/relocations of any existing utilities
H. Revisions/relocation to existing street improvements I. Traffic Analysis
J. Water Net Analysis
K. Sewer Study
L. Architectural Plans
M. Traffic Signal Plans
N. WQMP – This should not be required as the project is not anticipated to be considered a Priority Project. Instead, it is considered to fall under the category of a routine maintenance activity to maintain original line and grade, hydraulic capacity, and/or original purpose of the facility. If a WQMP is requested by the City of San Bernardino, a separate scope and fee may be required.

O. Off-site Drainage Analysis – Flows tributary to the project area will be analyzed with the drainage analysis included in the Drainage Study task item above. However, off- site flows that are conveyed in the storm drain system upstream and downstream of the project will not be analyzed.

P. Offsite Improvements
Q. Geotechnical Investigation
R. Environmental
S. LOMR/CLOMR
T. Plan Specifications
U. Any surveying or mapping tasks other than those noted above V. Easement at inlet (west end of system)
W. Construction staking
X. Construction Administration

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Ramon Mendez, City of San Bernardino
La Plaza Park
June 17, 2025

Y. Storm Water Pollution Prevention Plan
Z. Environmental work of any nature
AA. Storm water collection and analysis services
BB. As-built measurements
CC. Dry utility coordination/design
DD. Existing utility study
EE. Any other services performed at the direction of the Client, which are not defined in the above-listed services, shall be in addition to those set forth in Item III of this agreement.

We will begin our services following acceptance of this task order for engineering services.

Acceptance may be conveyed by signing this offer and returning it to our office.

Sincerely,

RICK ENGINEERING COMPANY
Patricia Trauth, RLA, AICP, LEED AP
Principal
City of San Bernardino
Accepted this day of , 20 .

By:

Name:

Title:

Packet Page. 1805

PROPOSAL TO PROVIDE
La Plaza Park Renovation
For the City of San Bernardino
May 6, 2025
Project No. PR25-005 (Route 66 Parks)
1770 IOWA AVENUE SUITE 100 RIVERSIDE, CA 92507 / (951) 782-0707 RICKENGINEERING.COM

Packet Page. 1806

2 City of San Bernardino | La Plaza Park Renovation | PR25-005

1. EXECUTIVE SUMMARY

1. Executive Summary
RICK Engineering Company (RICK) is pleased to submit our qualifications to assist the City of San Bernardino with the La Plaza Park Renovation. As an award-winning multidisciplinary firm founded in 1955, RICK’s Landscape Architecture Division offers a proven history of designing vibrant, sustainable, and community-centric public spaces.

Our team has successfully delivered park improvement projects across Southern California, combining technical expertise, creative vision, and a deep understanding of municipal needs. Along with our Civil Engineering and Survey groups, we approach every park project as a meaningful opportunity to enhance community pride, improve accessibility, and foster public wellness.

Understanding the Project
We understand the City’s vision for La Plaza Park
includes revitalizing an important community
asset through landscape improvements, fencing
and lighting upgrades, playground equipment
installation, restroom modernization, gazebo
renovation, and monument restoration. The project
aims to provide a safe, welcoming, and inclusive
environment for residents of all ages. RICK
recognizes that balancing preservation of historic
elements with contemporary upgrades will be
central to the park’s success. We are fully aligned
with the City’s goal to deliver improvements that
meet current ADA standards, maximize safety and
usability, and promote civic pride.

Capabilities and Approach
RICK brings a highly collaborative and quality-
driven approach to every assignment. Our
Landscape Architecture team offers expertise in
the full scope of services needed for La Plaza
Park, including:
• Park master planning and conceptual design.
• Play area design and equipment selection.
• Landscape planting design and irrigation
planning compliant with AB1881 water
efficiency standards.
• Lighting, fencing, monument restoration, and
site furnishings.
• Construction documents, specifications, and
cost estimating.
• Bid support and construction administration
services.

RICK’s in-house disciplines—including civil
engineering, surveying, traffic engineering, and
environmental planning—ensure a seamless
integration of all site improvements when needed.

Our design team coordination emphasizes close
communication with City staff, maintaining budget
control, achieving schedule milestones, and
anticipating construction issues before they arise.

Relevant Experience
Our team has delivered comparable park
and recreation projects that demonstrate our
qualifications for La Plaza Park, including:
• County of San Diego Parks & Recreation
Department On-Call Services: Provided
park improvement design, ADA compliance
upgrades, stormwater management, and site
renovations across multiple parks.
• Fallbrook Village View Park: Designed and
managed a new 6.8-acre neighborhood park
featuring a skatepark, playgrounds, off-leash
dog park, walking trails, and sustainability
features.
• Lakeland Village Community Center: Led
master planning, renovation of gathering
spaces, play areas, and sports fields at a 16.8-
acre former school site, integrating community
outreach and phased implementation.

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3 City of San Bernardino | La Plaza Park Renovation | PR25-005

1. EXECUTIVE SUMMARY
Each project required stakeholder engagement,
public agency coordination, ADA compliance,
and careful phasing to minimize impacts to the
surrounding community—skills directly applicable
to La Plaza Park.

Staff Capacity and Availability
For La Plaza Park, RICK has assembled a team
led by Patricia Trauth, PLA, AICP, LEED AP, who
brings over 38 years of experience managing
public park renovations and on-call contracts
for agencies across Southern California. Patricia
and the project team are deeply committed to the
successful outcome of La Plaza Park, and we have
the capacity to begin immediately without reliance
on overtime or stretched resources.

We will deliver services with proactive schedule
management, clear deliverable tracking, and
rigorous internal quality control reviews at
each project milestone. Our team members are
experienced working directly with public works
departments responsiveness to evolving needs
throughout the project.

Conclusion
The City of San Bernardino can rely on RICK and
our team of consultants to deliver a thoughtful,
efficient, and community-focused renovation of La
Plaza Park. We are passionate about designing
public spaces that foster a sense of belonging,
celebrate history, and serve future generations.

Our extensive park renovation experience,
multidisciplinary strengths, and commitment to
service excellence position us as the right partner
to revitalize La Plaza Park into a vibrant and
beloved destination for the community.

We look forward to the opportunity to support the
City’s vision for this important project.

Packet Page. 1808

4 City of San Bernardino | La Plaza Park Renovation | PR25-005

1. EXECUTIVE SUMMARY

1. EXECUTIVE SUMMARY 2-3

2. TABLE OF CONTENTS 4

3. IDENTIFICATION OF PROPOSER 5

4. STAFFING RESOURCES 6
a. Firm Staffing and Key Personnel ____________________________8-14 b. Subconsultants _____________________________________________________________15

5. FISCAL STABILITY X

6. EXPERIENCE AND
TECHNICAL COMPETENCE 16
a. Experience ______________________________________________________________16-17 b. Project Specific Experience ________________________________19-22 c. Technical Competence _______________________________________________23

7. PROPOSED METHOD TO
ACCOMPLISH THE WORK 25-30

8. FEE PROPOSAL 32

9. INSURANCE 33

10. LITIGATION 33

11. OTHER INFORMATION 34

12. CERTIFICATION OF PROPOSAL 35
Table of Contents

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5 City of San Bernardino | La Plaza Park Renovation | PR25-005

3. IDENTIFICATION OF PROPOSER
WE ARE RICK. RICK is an award-winning, full-service, multi-disciplinary firm that has served thousands of public and private sector clients across the Western states since our founding in 1955. With more than 400 employees, we offer a full range of in-house services, from initial planning and visioning through concept development, final designs, and implementation strategies.

RICK’s broad in-house capabilities allow us to provide comprehensive services from early project concepts, feasibility studies and analysis, project initiation and development through final design, preparation of contract bid documents, and construction administration.

Our suite of comprehensive services includes:

3. Identification of Proposer

LEGAL NAME
Glenn A. Rick Engineering &
Development Company
dba: RICK Engineering Company

LEGAL FORM
California Corporation

PROPOSED REPRESENTATIVE
Patricia Trauth, PLA, AICP, LEED AP
Principal in Charge
5620 Friars Road
San Diego, CA 92110
(619) 291-0707

CALIFORNIA BUSINESS

LICENSE NUMBER
309412
[ Civil Engineering
[ Landscape Architecture
[ Surveying, Mapping, &
Photogrammetry
[ Transportation
[ Traffic Engineering & Planning
[ Water Resources Engineering
[ Environmental Planning
[ Community Planning
[ Redevelopment
[ Reality Capture
[ GIS & Geospatial
5 1955
70 420+

ESTABLISHED IN

YEARS OF

RELATED

EXPERIENCE

EMPLOYEES
11 OFFICES
FIRM OVERVIEW For over 20 years,
Design West Engineering has delivered
cutting-edge services in Mechanical,
Electrical, Plumbing, Fire Protection,
Commissioning, Technology, and Dry Utility Coordination. Their expertise spans design, construction, public works and post-occupancy services across government, healthcare, education, and private sectors. Design West has a dynamic team of innovative designers and engineers that ensures integrated project delivery. DWE is committed to exceptional service through forward-thinking innovation and responsiveness, upheld by carefully selected experts who prioritize customer service.

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6 City of San Bernardino | La Plaza Park Renovation | PR25-005

4. STAFFING RESOURCES
A well-organized team, with a clear division of
responsibilities is essential to successful delivery
of any project. The organizational chart presented
here delineates the project tasks that each key
team member will be responsible for and the
reporting/communication structure within the team.

Serving as the Primary Contact, our Project
Manager Michael Taylor, will be responsible for
meeting project requirements. All staff are fully
committed to the needs of this project and will not
be removed or replaced from the project without
written approval.

Resumes for Key Personnel have been provided
on the following pages. Our three (3) staff
members principally responsible for working
with the City include Patricia Trauth as Contract
Manager, Juan Angeles as Civil Engineering
Task Manager, and Michael Taylor as Project
Manager and Main Point of Contact.

Our proposed team’s collaborative experience
fosters better communication, a shared
understanding of roles and responsibilities, and
the ability to anticipate challenges, ultimately
leading to more effective collaboration and a
successful project outcome.

4. Staffing Resources

PRINCIPAL IN CHARGE
Patricia Trauth PLA, AICP , LEED AP

QA/QC MANAGER
Richard O’Neill PE, LEED AP , QSD

SURVEY & MAPPING
Matthew Reiner

CIVIL ENGINEERING
Juan Angeles PE

LANDSCAPE ARCHITECTURE
Annabell Cardenas-Viteri PLA, LEED GA
Stephanie Cruz
Support

TASK LEADS

POINT OF CONTACT / PROJECT

MANAGER
Michael Taylor PLA

ELECTRICAL ENGINEERING
Luis Munguia

Packet Page. 1811

7 City of San Bernardino | La Plaza Park Renovation | PR25-005

4. STAFFING RESOURCES
Staff Working Directly with City
Patricia Trauth PLA, AICP, LEED
AP
Principal-in-Charge
38 years of experience
Patricia Trauth is a Principal for
RICK and manages landscape architectural
services and staff in their 11 offices throughout
the western region. As a licensed landscape
architect in California, Colorado and Arizona,
a certified planner and a LEED Accredited
Professional, she has planned and designed
numerous public and private projects throughout
San Diego, the Los Angeles basin and the Denver
area. Her projects have received awards from
organizations including ASLA, CMAA, ASCE,
APWA, AEP, ULI, APA and NAVFAC.

Main Point-of-Contact
Michael Taylor PLA
Project Manager / Main Point of Contact
27 years of experience
Michael Taylor is an Associate Project
Landscape Architect that has designed
and helped to construct public spaces that respond
to the objectives and requirements of clients. From
initial client contact through concept design and
construction administration, Michael brings his
extensive professional experience to every project.

He has years of leading engagements as Project
Manager, coordinating with the public sector entities
for project approvals, guiding clients in the process of idea generation and execution, and creating iterating
ideas for the community. He has coordinated design
with engineers, planners, contractors, and a wide
variety of other professionals.

Juan Angeles PE
Civil Engineering Task Manager
19 years of experience
Juan is a Principal Project Engineer
at the RICK Riverside office and
is responsible for management of projects, and
coordination with clients and agencies. His experience
over the last 19 years includes the design of streets,
water and sewer systems, storm drain systems,
rough and precise grading, hydrologic studies and
preliminary site studies.

Brief biographies of individuals that will be working directly with the City of San Bernardino are bellow.

Richard O’Neill PE, LEED AP, QSD
QA/QC Manager
25 years of experience
Richard will draw on his extensive
experience and utilize RICK’s proven
QA/QC protocols to conduct and assign quality
control reviews during the execution of contract task
orders, prior to product finalization, and at each
milestone to ensure all QA/QC processes have been
completed.

Packet Page. 1812

8 City of San Bernardino | La Plaza Park Renovation | PR25-005 Patricia Trauth, PLA, AICP , LEED AP

PRINCIPAL-IN-CHARGE
Patricia Trauth, PLA, AICP, LEED AP, is a Principal at RICK and will be our designated Principal-in-Charge. She will review all design plans prior to submitting to the City for their review to ensure the plans meet with all agency standards, as well as our in-house quality control standards.

Patricia has 38 years of experience and has managed large and small contracts performed directly for various public agencies, including the County of Riverside, City of Riverside, City of Rancho Cucamonga, and Caltrans. Recently, Patricia was asked to join the design team for the San Diego International Airport, Terminal 1 Redevelopment, which has included multiple visual simulations, outdoor public spaces, wall and fence design, bike/pedestrian design of facilities and implementation, paving concepts, and planting design. She also has extensive experience working on as- needed contracts and design-build projects for numerous agencies throughout our region.

PROJECT EXPERIENCE
County of San Diego Department of Parks & Recreation On-Call Services, San Diego CA: Patricia was Contract Manager for on-call services contract for improvements in multiple parks throughout the County.

The contract included park improvements for Agua Caliente Regional Park, Historic Children’s Pool; Sweetwater Summit Regional Park, Photo Voltaic Carports; Lindo Lake County Park, Conceptual Design, Public Outreach, Construction Cost Estimates; Tijuana River Valley Regional Park Interpretative Signage; Tijuana River Valley Regional Park Well Water Feasibility Study; and four hydrology studies for areas with drainage issues.

San Diego International Airport, Terminal 1 Redevelopment, San Diego , CA: Patricia is Landscape Architect of Record for the SDIA Terminal 1 Redevelopment. To help airport stakeholders, the Coastal Commission, airport management and staff visualize how the proposed development will fit into the existing airport campus, her team prepared a series of visual simulations profiling the view of the proposed terminal, parking structure, and internal roadway system from Harbor Drive, simulating the design of the landscape three dimensionally. These simulations have helped the airport decision-makers as well as aiding in the approval process by agencies. She has also prepared the construction documents, and provides construction oversight.

Chula Vista Bayfront Bike & Pedestrian Master Plan, Chula Vista, CA: As lead Landscape Architect, Patricia prepared a Master Plan for the alignment and conceptual layout of bike paths, bike lanes and pedestrian promenades throughout the Chula Vista Bayfront. The document included a literature review of pertinent documents, a photo inventory of the corridors, visual simulations of key corridors to visualize the proposed improvements, and recommendations.

AVAILABILITY
25%

EXPERIENCE
38 Years

EDUCATION
MLA, Landscape
Architecture, University of
Arizona
BFA, Design, Bowling
Green State University
BS, Education, Bowling
Green State University

REGISTRATION
Professional Landscape
Architect, CA, No. 3247
American Institute of
Certified Planners, No.
019634
Leadership in Energy and
Environmental Design
Accredited Professional
(LEED AP)

PROFESSIONAL

AFFILIATIONS
Landscape Architects
Technical Committee
(LATC), State Regulatory
Board
Governor Appointment
Board Member, 2015-2026
American Planning
Association (APA)

Packet Page. 1813

9 City of San Bernardino | La Plaza Park Renovation | PR25-005 Michael Taylor PLA

PROJECT MANAGER / MAIN POINT-OF-CONTACT

AVAILABILITY
50%

EXPERIENCE
27 Years

EDUCATION
BS, Landscape
Architecture, California
State Polytechnic
University, Pomona

REGISTRATION
Professional Landscape
Architect:

CA No. 6604
NV No. 1193

PROFESSIONAL

AFFILIATIONS
American Society of
Landscape Architects
(ASLA)
American Planning
Association (APA)
Michael Taylor is an Associate Project Landscape Manager at RICK Engineering. Taylor has over 27 years of experience in designing and helping to construct great public spaces that respond to the objectives and requirements of various types of clients. From initial client contact through concept design and construction administration, Michael brings his extensive professional experience and personable attitude to every project.

He has many years of leading engagements as a project manager, coordinating with public sector entities for project approvals, with clients in the process of idea generation and execution, and with the community in creating and iterating ideas for various types of projects. He has coordinated design with engineers, planners, contractors, and a wide variety of other professionals. Michael brings a strong urban design background to RICK Landscape Architecture and helps our team portray quality public spaces.

PROJECT EXPERIENCE
Valley Center 5 Parks for the County of San Diego Parks and Recreation, Valley Center, CA: Michael as Project Manager led improvements at 5 parks in the Valley Center area of San Diego. Michael assisted the County with developing the improvements action plan and prepared costs for each of the parks. Regular team meetings and submittal schedules kept the project on track. The park improvements include Live- On Employee RV parking areas, major irrigation system renovations, new and renovated children’s play areas, and major restroom upgrades. Other improvements included new accessible paths of travel improvements, site electrical upgrades, upgraded emergency vehicle access points, and reconstruction of an outdoor portion of a historic building.

Lakeland Village Community Center, Lake Elsinore, CA: As Project Manager Designer, Michael prepared a master plan for the reimagining of an 18-acre defunct elementary school into the area’s community center.

Construction documents and technical specifications were prepared for 4.8 acres of the core building area, entry plaza/parking lot, and activity area.

The design removed extensive amounts of asphalt and added pedestrian pathways, planting and turf areas, play structures, shade elements, pickleball courts, and central gathering space. The construction documents prepared meshed together existing elements that needed refurbishment and the addition of new elements.

Village View Park, Fallbrook, CA: Michael is the Landscape Architect and Project Manager and team lead for a new 6.8-acre, 2.8 million dollar budget, neighborhood park. He developed the final design that included open turf play area, pathway systems for health and wellness, skate park, children’s plan experience, offleash dog park, hard courts, shade elements, restroom facilities, and parking lot. The construction documentation of the sloped site incorporated graded pads, low retaining walls, swales, water quality basins, and a contoured grading design that meshed with the park program elements to create a rural natural setting for the neighborhood to enjoy.

Packet Page. 1814

10 City of San Bernardino | La Plaza Park Renovation | PR25-005 Richard O’Neill, PE, LEED AP , QSD

QA/QC MANAGER
Richard O’Neill is responsible for the management of the RICK Riverside office, plan preparation, quality control, coordination of projects with clients, as well as supervision of all work performed by his team consisting of project engineers, designers, landscape architects, mapping analysts, and surveyors. He is highly experienced in all aspects of civil engineering related to site development and public infrastructure improvements.

Richard’s 25 years of experience include the design of roads, drainage systems, sewer systems, water systems, precise grading, and site improvements, which gives him the experience needed to ensure that quality assurance and quality control (QA/QC) procedures for RICK and the City of San Bernardino are adhered to so projects are designed and constructed successfully.

PROJECT EXPERIENCE
City of Banning On-Call Engineering Services, Banning, CA: Richard is the Principal-in-Charge for this project that consists of preparing a design for approximately 7,200 LF of a new potable ductile iron pipe system. The water plans are being broken into 3 phases for construction purposes.

Plans coordinate the connection of existing service for existing businesses and residences affected by the abandonment of the old line. Right of way determination, utility research, potholing, existing topography, proposed easements, and traffic control are also included with the project.

Northside Specific Plan, City of Riverside, CA: Responsible charge and quality review for the engineering tasks associated with the preparation of the Northside Specific Plan. RICK prepared the baseline report on the infrastructure which included the sewer, water, storm drain, and dry utilities.

Access was also studied. Tasks included attending the community meetings and coordinating their comments to the plan.

Rancho De Alamo, Cottowood Ave and Cawston Ave, City of San Jacinto, CA: Richard is serving as Principal in Charge for a residential tract subdivision. The project is responsible for completing the street improvements for infrastructure of the streets Cottonwood and Cawston consisting of street widening, curb and gutter, sidewalk, and landscape improvements. Onsite the project is completing full width street improvements, storm drain, sewer and water improvements, landscape, and project grading.

Harvest Landing Specific Plan and Tract 35103, City of Perris, CA:

Project Manager/Responsible Charge for the preliminary engineering of the Master Tentative Map and engineering portion of the projects Specific Plan for the 336.5-acre project. RICK was responsible for examining the vast infrastructure improvements needed for the project and providing preliminary opinions of probable costs and phasing of the improvements.

The infrastructure improvements consisted of street improvements, storm drain improvements, and sewer/water improvements.

AVAILABILITY
25%

EXPERIENCE
25 Years

EDUCATION
BS, Civil Engineering,
California Polytechnic State
University, San Luis Obispo

REGISTRATION
Professional Civil Engineer,
CA, No. 63285
U.S. Green Building Council
Leadership in Energy and
Environmental Design
Accredited Professional

PROFESSIONAL

AFFILIATIONS
American Council of
Engineering Companies
(ACEC)
- Past President of Local
Chapter
- State Director
Building Industry
Association (BIA)
- Riverside Chapter
American Public Works
Association (APWA)
– Riverside/San
Bernardino Branch
American Society of Civil
Engineers (ASCE)

Packet Page. 1815

11 City of San Bernardino | La Plaza Park Renovation | PR25-005 Juan Angeles, PE

CIVIL ENGINEERING TASK MANAGER
Juan Angeles is a Principal Project Engineer at the RICK Riverside office.

Juan is a Registered Civil Engineer in the State of California and is responsible for management of projects, and coordination with clients and agencies. Juan’s experience over the last 19 years includes the design of streets, water and sewer systems, storm drain systems, rough and precise grading, hydrologic studies and preliminary site studies.

PROJECT EXPERIENCE
Auburn (Moothart) Tract 32408, Moreno Valley, CA: Project Engineer/ Manager for the final engineering and construction management of a 78- lot single-family residential development on 29-acres in the City of Moreno Valley. Project includes the preparation and processing of final engineering plans including onsite and offsite street improvements, sewer and water system, rough grading, precise grading, drainage, a final water quality management plan, and hydrologic/hydraulic report. Project also includes preparation and processing of a final tract map.

City of Banning, Ramsey Street Water Main Rehabilitation, Banning, CA: Juan served as Project Manager for this project through the current On-Call Civil Engineering Services contract. RICK is working on the Ramsey Street waterline relocation project. The project consists of preparing a design for approximately 7,200 LF of a new potable ductile iron pipe system.

The water plans are broken into three (3) phases for construction purposes.

The plans coordinate the connections to existing services for existing businesses and residences affected by the abandonment of the old line.

RICK also provides Right of way determination, utility research, potholing, existing topography, proposed easements, and traffic control for the project.

City of San Bernardino, Hill Drive Storm Drain Improvements, San Bernardino, CA: As the Project Engineer, Juan provided the design of storm drain improvements on Hill Drive for approximately 1,300 LF to address spring/nuisance flows during dry-weather conditions. The project scope includes providing right of way boundary analysis, field topography, potholing coordination (potholing done by consultant), civil design, and mapping.

County of Riverside, Lakeland Village Baseball Fields Renovation Lake Elsinore, CA: As the Project Engineer, Juan oversaw the civil engineering aspect which included grading, utilities, and water quality.

Lakeland Village Ballfields is a renovation of the existing ball fields area. The 5.2-acre site will include two new little league sized fields with artificial turf outfields, protective fencing, shaded bleachers, earthen berm seating areas, and new parking lot. A decomposed granite trail will run around the perimeter of the fields with active workout stations along the way. A new concession/restroom building and pedestrian plaza are also a part of this phase.

AVAILABILITY
45%

EXPERIENCE
19 Years

EDUCATION
BS, Civil Engineering,
University of California, Los
Angeles

REGISTRATION
Professional Civil Engineer,
CA, No. 74832

Packet Page. 1816

12 City of San Bernardino | La Plaza Park Renovation | PR25-005 Matthew Reiner, LSIT

SURVEY AND MAPPING
Matthew Reiner is the Survey Field Manager at RICK’s Riverside office, where he leads the coordination and scheduling of survey crews for daily operations. With extensive expertise in residential, commercial, and public works projects, Matthew ensures adherence to industry standards and project specifications. In addition to overseeing project execution, Matthew maintains quality control measures both in the field and office settings. He works closely with job site superintendents and Public Agencies, fostering effective communication and compliance with regulatory requirements.

Matthew’s responsibilities included contract administration, final task order report submission, project management, and data preparation for engineering and mapping departments. His proficiency in researching legal descriptions, tract maps, records of survey, GPS reduction, and boundary work underscores his comprehensive skill set in the surveying field.

PROJECT EXPERIENCE
Cactus / Nason Improvements & Nason Street Bridge, Moreno Valley CA: Matthew served as Project Surveyor for the Cactus Avenue / Nason Street Improvements, a comprehensive infrastructure project that expanded Cactus Avenue and Nason Street to four lanes and included constructing a new arterial road. Managed survey layout for roadway widening, a new traffic signal installation, and collaborated with Riverside County Flood Control & Water Conservation District on two miles of storm drain installation. Coordinated closely with Eastern Municipal Water District for 1.3 miles of domestic waterlines, two miles of recycled waterlines, and a half-mile of sanitary sewer installation. Led precise survey staking for the half-mile Nason Street Bridge over local channel “F,” including layout for over 130 caisson piles, abutment foundations, wing walls, and bridge camber finish locations.

Perris Boulevard Widening, Moreno Valley CA: Matthew oversaw survey operations for the Perris Boulevard Widening project, involving street improvements and infrastructure upgrades. Responsibilities included precise layout and staking for asphalt concrete paving, curb and gutter, sidewalks, curb ramps, and raised medians. Managed the survey for traffic signal modifications, new signal installations, utility adjustments, and relocations. Ensured accurate layout for drainage improvements, retaining walls, fencing, and pavement striping. Led the restoration of centerline monumentation, including the preparation and filing of corner records to document changes and preserve survey integrity.

Kentland Lane Street Improvements, Moreno Valley, CA: Matthew managed survey for the construction of a 24-foot-wide asphalt concrete road from Kentland Lane to Eucalyptus Avenue. Responsibilities included conducting boundary research, analyzing centerline and right-of-way, and establishing centerline intersections and property corners. Led a comprehensive topographic survey of the site and oversaw the preparation and submittal of a record of survey to ensure precise documentation and compliance.

AVAILABILITY
25%

EXPERIENCE
24 Years

EDUCATION
AS, Survey Engineering,
Fullerton College
GPS Certified (UCR)
Hazardous Materials
Training 10-hour OSHA
Training 20-hour OSHA
Training 40-hour OSHA
Training NSPS CST Level I
Certified

PROFESSIONAL

AFFILIATIONS
CLSA - California Land
Survey Association

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13 City of San Bernardino | La Plaza Park Renovation | PR25-005 Anabell Cardenas-Viteri PLA,

LEED GA

LANDSCAPE ARCHITECTURE TASK MANAGER

AVAILABILITY
30%

EXPERIENCE
19 Years

EDUCATION
BLA, Landscape
Architecture and
Environmental Planning,
Utah State University
BS, Design, Pontifical
Catholic University, Ecuador

REGISTRATION
Professional Landscape
Architect (PLA), CA No.
6652

LEED GA
Anabell Cárdenas-Viteri has a never-ending passion for Landscape Architecture and Environmental Planning. The value of changing lives with memorable outdoor spaces is what motivates her. She has a varied portfolio with an emphasis in design, construction documents, visual communication, and community outreach. She is a LEED Accredited Green Associate committed to sustainable and practical design.

PROJECT EXPERIENCE
Navy Pier Freedom Park, Port of San Diego & Midway Museum, San Diego, CA: Landscape Architect for this project adjacent to the USS Midway Museum (Aircraft Carrier) in downtown San Diego. The project will turn an abandoned building and a surface parking lot into a memorial honoring those who have served in the military. The park’s design will incorporate site furnishings, benches, lighting, and other amenities. The space will also feature various monuments, serving as both artistic elements and memorials to honor veterans and significant historical events. The landscape design of Freedom Park will focus on using California native plants and species indigenous to the region, promoting sustainability and enhancing the local ecosystem. Freedom Park is scheduled to open in 2028.

Stagecoach Park Community Gardens, City of Carlsbad, Carlsbad, CA: Landscape Architect for the Community Gardens at Stagecoach Park. The project area is tucked into the side of an existing park includes 35 raised planters, a shade structure with picnic table, drinking fountain, composting and storage facilities, garden fencing and gates, site furnishings, and decomposed granite paving throughout the site.

Viñedo Community Development, Olsen 212, LLC Paso Robles, CA: Anabell currently serves as Principal Project Landscape Architect for Viñedo, a master planned community composed of 1,200 dwelling units, three parks, and a trail system that loops around the site, providing both public and private amenity areas.

San Diego Parks Master Plan, San Diego, CA: At a previous firm, Anabell served as Deputy Project Manager for this project that created a comprehensive framework for developing, improving, and managing the City’s parks and recreational spaces. The plan aims to ensure that all residents have access to high-quality parks, recreational opportunities, and green spaces, while also addressing the City’s unique growth and environmental challenges.

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14 City of San Bernardino | La Plaza Park Renovation | PR25-005 Stephanie Cruz

LANDSCAPE ARCHITECTURE SUPPORT
Stephanie is a Landscape Designer in the RICK Landscape Architecture Division. Prior to joining RICK full-time, Stephanie interned in the RICK Landscape Architecture Division where she gained experience on streetscapes, commercial, and institutional landscape design projects.

Stephanie has been involved in a broad range of public works projects and commercial, educational, industrial and residential projects for private clients.

PROJECT EXPERIENCE
Crossings on Peterson Road, Blieu, Rancho Mirage, CA: Stephanie served as Landscape Designer for this project that proposes the construction of a residential community, consisting of up to 120 residential units, a clubhouse, open space areas, and amenities. The site has a 300’ flood plane setback, which allows for a large amount of recreational open space. Project amenities will include a pool with lounge deck, grilling and dining areas, grass sports filed, tot lot with large shade structures, community garden, and multiple seating areas with shade.

Rancho De Alamo Park, KB Homes, San Jacinto, CA: Stephanie served as Landscape Designer. In July 1937 a world record was set for distance in a straight line, flying an ANT-25, from Moscow to San Jacinto, California on the Rancho De Alamo project site. Rancho De Alamo pays homage to the event with an aviation themed development including a 1.8 Acre park with a historical monument sign, plane themed tot lot, and a plane footprint visible from above.

Beechwood Park, Harrod Homes/City of Paso Robles, Paso Robles, CA: Stephanie was Landscape Design for this Community park with youth sports facilities to be built within the Beechwood Specific Plan residential master plan area. The Beechwood Community Park will be an 8-acre publicly owned and accessible open space featuring passive and active recreation facilities designed to serve both neighborhood and community needs. The current design concept for the park features ball fields and multi-use athletic fields that will provide space for a variety of youth sports activities. The concept also includes picnic areas, gazebos, a playground, and parking along the park’s perimeter. While the concept may be modified, according to the Beechwood Specific Plan adopted by the Paso Robles City Council in October of 2020, the ultimate design must support active and passive recreation needs for the community.

AVAILABILITY
30%

EXPERIENCE
6 Years

EDUCATION
BS, Landscape
Architecture, California
Polytechnic State University,
Pomona

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15 City of San Bernardino | La Plaza Park Renovation | PR25-005

1. EXECUTIVE SUMMARY
Luis Munguia PE

ELECTRICAL PROJECT MANAGER
Luis Munguia is an experienced Project Manager with 25 years in the industry. Throughout his career, he has worked on a variety of project types for many market sectors including Municipal, Commercial, Education, and Medical. Luis joined Design West Engineering three years ago and has distinguished himself through his expertise in electrical design, CAD management, and project coordination. He excels in circuiting, lighting layout, NEC compliance, and preparing construction documents using AutoCAD and Revit. Dedicated to his craft, Luis ensures projects are completed with precision, meeting client expectations while maintaining efficiency and budget-conscious solutions. His problem-solving skills and innovative approach bring exceptional value to every project he undertakes.

Luis’s dedication to his clients and the confidence he showcases in his expertise and communication make him a highly valued Project Manager at DWE.

PROJECT EXPERIENCE
Foss Field Park, Perris, CA: Electrical Project Manager for Foss Field Park, focusing on the renovation of lighting and power in the existing restroom building, solar security lighting for the jogging trail, security lighting for the parking lot, lighting for the picnic shelter, and specifically emphasizing the design of lighting for the amphitheater and the multi-use court.

Good Hope Park Basketball Lights, Perris, CA: Electrical Project Manager. Electrical design for Good Hope Park Basketball Lights. Scope included providing power to new basketball court lights. Existing local panelboard were reused, new circuit and lighting controls were added.

Eva Dell Park Renovations, Victorville, CA: Electrical Project Manager.

Electrical design for Eva Dell Park Renovations, including new LED ballfield lighting, security and parking lot lighting, and power for security cameras and splash pads. Scope included a new lighting control system, conduit infrastructure for CCTV, reuse of the existing main electrical service, and utility coordination services.

Christensen Park, Lake Elsinore, CA: Electrical Project Manager.

Electrical design for Christensen Park located in Lake Elsinore, CA. Scope included providing sports field lighting for three baseball fields, security park lighting, restroom and concession stand building, with new electrical service as needed.

South Pasadena Parks Berkshire and Grevelia Walkway Lights, Pasadena, CA Electrical Project Manager. Electrical design for the South Pasadena Parks Berkshire and Grevelia. Scope included design for low level security/ambient lighting for the walkways and entry signs. Power was also provided to the irrigation controllers. New electrical service for both parks was coordinated with local utility company.

AVAILABILITY
25%

EXPERIENCE
25 Years

EDUCATION
AS, Applied Technology,
MTI College, Orange

REGISTRATION
Braden Kempton, PE
California PE #E22839
IES
IEEE

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16 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE

6. Experience and Technical
Competence
a. EXPERIENCE
RICK brings over 70 years of multidisciplinary
expertise and over 35 years of experience
in providing similar services as required in
this project scope for public clients. We deliver
innovative, resilient, and cost-effective solutions
across a broad spectrum of planning, engineering,
and design services. With a portfolio exceeding
20,000 successful projects and a team of more
than 400 professionals across 11 offices in the
western United States, RICK is well-positioned
to meet the goals and fulfill the general functions
outlined in this RFP.

RICK offers a comprehensive suite of services,
including landscape architecture, civil engineering,
community planning, transportation and traffic
engineering, water resources engineering,
environmental planning, surveying, GIS and
geospatial services, construction management, and
more. This integrated approach ensures seamless
project delivery from initial concept through
construction.

Our diverse project experience encompasses
various sectors, such as public works,
infrastructure, residential, commercial, healthcare,
education, and recreation. Notable projects include
the San Diego River Park Master Plan, Otay Valley
Regional Park Trails, and various parks for the City
of Chula Vista and County of San Diego.

Our professionals possess strong leadership
and project management skills, including the
supervision of multidisciplinary teams, budget and
schedule management, contract preparation, and
effective client and public agency engagement.

This ensures that projects are delivered on time,
within budget, and to the highest quality standards.

At RICK, we are committed to fostering resilient
communities and infrastructure through innovative
and dynamic solutions. Our mission is to partner
with clients to deliver trusted, forward-thinking
outcomes that stand the test of time. We empower
our talented team to cultivate curiosity, embrace
diversity, and place clients at the heart of
everything we do.

RICK has received a number of awards for their
projects from organizations including CMAA,
ASCE, APWA, ULI, ASLA, APA and NAVFDAC.

PAST EXPERIENCE OF PROJECT STAFF
Patricia M. Trauth, PLA, AICP, LEED AP, brings over
38 years of distinguished experience in landscape
architecture, planning, and sustainable design and
over 30 years of specialized experience in park
planning and design. Her portfolio includes a wide
range of award-winning public park projects that
demonstrate her ability to blend community needs,
environmental sensitivity, and creative placemaking
into functional and inspiring open spaces. She
has led the planning and design of neighborhood
parks, regional open spaces, trail systems, urban
plazas, and nature-based play environments across
Southern California.

Michael Taylor, PLA our Project Manager and Main
Point of Contact for this project has over 25 years
of experience in park planning and design. Michael
is overseeing several Landscape Architecture
task orders for RICK’s Park and Recreation
contract with the County of San Diego. He is
the primary point of contact for task orders and
oversees staffing on all of the projects. Michael’s
notable park projects include: County of Riverside
Lakeland Village Community Center, Lakeland
Community Ballfields, California Baptist University
(CBU) The Study Place, and the City of San Diego
Southwest Village. His management approach
emphasizes stakeholder engagement, community-
driven visioning, and long-term stewardship.

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17 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE

LOCAL EXPERIENCE AND KNOWLEDGE

OF THE CITY
RICK’s current experience with the City of San
Bernardino includes Engineering Services for
Hill Drive Storm Drain, Lynwood Drive Storm
Drain, Pleasant Hill Drive Storm Drain, and
Rialto Avenue Median Installation. RICK has
supported numerous cities in San Bernardino
County including the City of Fontana (Fontana
Sports Park), City of Rialto (Fire Station No. 202
Traffic Design), City of Rancho Cucamonga (High
School Athletic Facility Upgrades), and the City
of Chino Hills (multiple parks). For the County
of Riverside, RICK’s experience includes City
of Riverside, Gateway Parks Master Planning,
California Citrus State Historic Park and the County
of Riverside Lakeland Village Community Center.

RICK brings a deep understanding of the City of
San Bernardino, grounded in our longstanding
regional presence, multidisciplinary expertise, and
alignment with the City’s community development
priorities. Understanding the importance of
community-driven initiatives, RICK supports
programs that empower residents and their
community similar to San Bernardino’s “Love
Your Block” program. Some recent community
involvement events include “Earth & Engineering
Day”, “The Homing Project” where volunteers will
build ten microhomes for people experiencing
homelessness. Each year, RICK organizes a
workplace campaign in support of United Way,
and last year alone, helped raise over $12,000 to
support the organization’s education and economic
mobility programs for individuals and families.

Our approach emphasizes collaboration with local
stakeholders to ensure projects meet community
needs. Our commitment to community engagement
and sustainable development ensures that we
can contribute meaningfully to the City’s vision
for revitalization. We understand that La Plaza
Park is a central public space in a community that
values inclusive, safe, and vibrant gathering places.

From our recent task orders with the City of San
Bernardino, our team is accustom to the cultural
and historical identity of San Bernardino and is
committed to preserving and enhancing it through
thoughtful, community-based design.

Our project approach aligns with the San
Bernardino General Plan Update, Parks and
Recreation Master Plan and Revitalization goals for
the downtown area and central parks promoting
walkability, public safety, and green infrastructure.

La Plaza Park is located near historic downtown
San Bernardino, an area rich in cultural heritage.

RICK approaches design with a deep respect
for historically significant contexts, ensuring that
enhancements complement and celebrate the
community’s legacy. Our commitment to community
engagement and sustainable development ensures
that we can contribute meaningfully to the City’s
vision for revitalization.

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18 City of San Bernardino | La Plaza Park Renovation | PR25-005

1. EXECUTIVE SUMMARY
References
Per the RFP, a minimum of three (3) references performing similar services. We encourage you to contact these clients for further information regarding our qualifications and experience.
2 County of Riverside
3 City of Banning
1 County of San Diego - Parks and Recreation Department

CONTACT
Kasia Trojanowska
Deputy Director of Development
(619) 433-7232
[email protected]
Project size: 15+ Task Orders
RICK has delivered successful design consulting
services, third-party review, and contract
administration support services via as-needed
task orders

DESCRIPTION OF SERVICES
park improvements, street, walkway and trail
improvements, grading, storm water and drainage
improvements, planting and irrigation improvements,
traffic analysis, ADA upgrades, and playground design
services.

CONTACT
Dominick Lombardi
Supervising Project Manager
(951) 955-6622
[email protected]
Project size: 3.6-acres
Redesign of former elementary school into a
community hub. RICK developed the master plan
for the 16.8 acre school site. From there RICK
designed Phases 1 and 2 that included the core
areas and outdoor spaces. Phase 3 is the addition
of two little league
ballfields.

DESCRIPTION OF SERVICES
Master Planning, Schematic Design, Design
Development, Construction Documentation,
Construction Administration

CONTACT
Nate Smith, PE
Deputy Director of Public Works/City Engineer
951-922-3182
[email protected]
Project size: 14” ductile iron pipe,
approximately 7,200 LF.

DESCRIPTION OF SERVICES
survey field topography, aerial topography, mapping,
potholing coordination (potholing done by consultant),
civil design, and construction administration

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19 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE
The following pages provide a sampling overview of the RICK Team’s most directly relevant project experience for the proposed services. This project history demonstrates our ability to deliver high-quality services with a cohesive team of professionals and our proven ability to provide the services required by the City.
b. PROJECT SPECIFIC EXPERIENCE

COUNTY OF SAN DIEGO
Department of Parks & Recreation
Since 2017, RICK has delivered successful design consulting services, third-party review, and contract administration support services via as-needed task orders for the County’s Parks & Recreation Department.

Task orders under this as-needed contract vary in both size and discipline which included park improvements, street, walkway and trail improvements, grading, storm water and drainage improvements, planting and irrigation improvements, traffic analysis, ADA upgrades, and playground design services.

These tasks involved our RICK multi-disciplinary team of consultants as well as subconsultants providing electrical engineering, geotechnical engineering, and structural engineering design solutions. Representative task orders include:

ROLE OF FIRM
Prime Consultant

DOLLAR VALUE OF
SERVES
$30 M

DOLLAR VALUE OF

THE FEE
$5.5 M

STAFFING
Patricia Trauth, PLA, AICP,

LEED AP
Contract Manager
Michael Taylor, PLA
Project Manager
Anabell Cardenas-Viteri, PLA,

LEED GA
Landscape Architect

DURATION PROVIDING

SERVICES
10/2017 - Ongoing

RELATIONSHIP TO CLIENT
Contractor Administrator

CONTACT INFORMATION
County of San Diego
Parks & Recreation Department

Kasia Trojanowska
Deputy Director of Development
(619) 433-7232
Kasia.Trojanowska@sdcounty.
ca.gov

ASSESSMENT & TRAN SITION PLAN
THE COUNTY OF SAN DIEGO’S

FOR SAN DIEGO COUNTY PARKS
MARCH 2016
[ Whitaker House / Lakeside
County Preserve
[ Felicita Park
[ Valley Center 5 Parks
Renovations
[ Otay Lakes Regional Park
Sewer Feasibility Study
[ Pine Valley Pavilion
[ Standardized 10 Acre Park
Cost Estimate
[ County Parks ADA Audit &
Transition Plan
[ Sycuan Sloane Trail
[ Lindo Lake Carport
Photovoltaics & Third Party
Review
[ Live Oak Park Channel Repair
[ SWPPP Refresher Training of
County Staff
[ SR-76 Right-of-Way Trail
[ Sage Hill Staging Area
[ William Heise County Park
[ Village View Park

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20 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE

CITY OF MURRIETA
On-Call Landscape Architecture
Services
Through RICK’s On-Call Contract with the City of Murrieta, a concept design was developed for an identification sign to be installed at four overpasses within the City of Murrieta, intended to serve as a landmark feature that enhanced city identity, improved wayfinding, and fostered civic pride.

The design reflected Murrieta’s character, drawing inspiration from its natural surroundings and envisioning the City of Murrieta prosperous future. The sign was designed to be highly visible and easily readable from a distance, both day and night, incorporating lighting solutions such as backlighting LEDs. Placement and orientation were planned to optimize visibility for approaching traffic while meeting all structural and safety standards. The sign integrated the City’s colors and incorporated a stylized typography in alignment with existing branding guidelines. All design elements complied with Caltrans and local regulations and were presented with conceptual renderings, a material palette and preliminary dimensions.

ROLE OF FIRM
Prime Consultant

DOLLAR VALUE OF
SERVES
$2,000,000

DOLLAR VALUE OF THE
FEE
$323,500

STAFFING
Patricia Trauth, PLA, AICP,

LEED AP
Contract Manager
Michael Taylor, PLA
Project Manager
Anabell Cardenas-Viteri, PLA,

LEED GA
Landscape Architect

DURATION PROVIDING

SERVICES
2023-2026

RELATIONSHIP TO CLIENT
Contactor Administrator

CONTACT INFORMATION
City of Murrieta
Economic Development
Department

James Wurtz
Business Development Program
Manager
(951) 461-6011
[email protected]

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21 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE

CITY OF SAN BERNARDINO
On-Call Engineering Services
RICK is providing comprehensive surveying and civil engineering services for the design and implementation of a new storm drain system along approximately 1,300 linear feet of Hill Drive. This project is aimed at addressing persistent nuisance flows that have historically affected the area. By diverting these surface flows underground, the project will significantly improve roadway safety and reduce localized flooding impacts for the surrounding community.

Our team began with detailed topographic and boundary surveying to accurately map existing conditions and in coordination with our subconsultant, C Below, we obtained potholing information for the existing utilities to identify optimal routing for the new storm drain infrastructure. Leveraging this data, we developed engineering plans that integrate seamlessly with the existing stormwater management system while minimizing disruption to public right-of- way and adjacent properties.

The new underground system will convey constant runoff from natural springs flows coming from the San Bernardino mountains to an existing basin designed to handle these flows.

Throughout the project, RICK is coordinating closely with municipal agencies, utility providers, and other stakeholders to ensure compliance with local regulations and alignment with community goals. This effort underscores our firm’s commitment to delivering practical, sustainable engineering solutions that meet the evolving needs of public infrastructure.

Current City of San Bernardino task orders include:
[ Hill Drive Storm Drain
[ Rialto Avenue Median Installation
[ Pleasant Hill Drive Storm Drain
[ Lynwood Drive Storm Drain

ROLE OF FIRM
Prime Consultant

DOLLAR VALUE OF SERVES
$108,980

DOLLAR VALUE OF THE FEE
$67,800

STAFFING
Richard O’Neill, PE, LEED AP, QSD
Contract Manager
Juan Angeles, PE
Project Manager
Matthew Reiner
Survey Lead

DURATION PROVIDING

SERVICES
2021-2026

RELATIONSHIP TO CLIENT
Contractor Administrator

CONTACT INFORMATION
City of San Bernardino
Engineering Division

Azzam Jabsheh
Deputy Director of Public Works
(909) 384-5019
[email protected]

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22 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE

COUNTY OF RIVERSIDE
Lakeland Village Community Center
The RICK team redesigned a former elementary school on the west edge of Lake Elsinore in Lakeland Village into a new community hub. RICK developed the master plan for the 16.8 acre school site. From there RICK designed Phases 1 and 2 that included the core areas and outdoor spaces. Phase 3 is the addition of two little league sized ballfields.

The Master Plan reimagined the existing site and provides the framework for site improvements and programming opportunities, including improved pedestrian and vehicular circulation, renovated sports fields, large and small gathering spaces, children’s play areas, shade structures, open park land, dog park, skate and bike park, and additional parking areas.

Phase 1 was the renovation of the community center core areas. This phase removed the existing asphalt and developed a pedestrian oriented network of walks, planting areas, outdoor gathering spaces, renovated existing shade structures, outdoor classroom spaces, parking area improvements, and entry area upgrades.

Phase 2 was the development of new active and passive spaces. The design included outdoor activity areas, shade trees, tensile fabric shade structures, three pickleball courts, seating areas, picnic tables, outdoor classroom area, sand volleyball court, and children’s play area. Fire access and vehicular connections were creatively woven into the site along with a connection to the existing parking areas.

Phase 3 improvements are the renovation of the existing ball fields area. The improvements include two new little league sized fields with artificial turf outfields, protective fencing, shaded bleachers, earthen berm seating areas, and new parking lot. A DG trail is located around the perimeter of the fields with active workout stations along the way. A new concession/restroom building and pedestrian plaza is also a part of this phase.

Additional Example Project

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23 City of San Bernardino | La Plaza Park Renovation | PR25-005

6. EXPERIENCE AND TECHNICAL COMPETENCE
c. TECHNICAL COMPETENCE

IN-HOUSE RESOURCES
We are committed to providing the full staffing and resources necessary to complete anticipated tasks involved in projects. With more than 400 professionals company-wide, we have the staffing capacity of more than $30 million dollars of work annually, with the flexibility to react to peak workloads. We have specifically organized our team with the depth of resources to be able to preform local assignments, that meet scope and schedule requirements for this contract and we have a proven track record of responsive, on-time and in-budget projects.

We offer a variety of landscape architecture services, including the following:

RICK has a deep pool of skilled professionals ready to maintain project continuity. We have performed extensive on-call services for a variety of local agencies. In this work for public agencies, we view ourselves as an extension of the municipality’s staff. Through this experience, we have gained the knowledge to successfully act on a moment’s notice to address citizen concerns, provide guidance and expertise, and facilitate landscape design services to meet critical funding allocation deadlines. We are experienced in and understand the process of preparing staff reports required for city council reviews and approval processing.

SOFTWARE APPLICATIONS
The RICK Landscape group uses multiple types of technology to convey design concepts to clients and the general public, including visual simulations and three dimensional projections to quickly illustrate the design. We deploy the latest versions of available software tools, including:

MODEM PROTOCOL
Our firm maintains modern communication infrastructure that supports a range of modem protocols for reliable and secure data transmission. These protocols are designed to ensure compatibility with legacy systems where necessary while supporting high-speed, encrypted data exchange for modern applications.

We utilize industry-standard modem protocols such as V.92, V.34, and PPP (Point-to-Point Protocol) to facilitate remote diagnostics, telemetry access, and machine-to-machine communication where applicable. These are often embedded in our network infrastructure to support VPN access, secure file transfers, and redundant communication channels in environments with limited connectivity.

In addition, our infrasturture is set up in multiple locations for redundancy and has a Hub located in a heavily secured co-location where we have blended internet where multiple ISP’s services our network/ Infrastructure.
[ Site Planning
[ Park & Recreational Planning
[ Illustrative Landscape Master Plans
[ Urban Design
[ Wayfinding & Signage
[ Complete Streets
[ Perspective Sketches & Elevations
[ Photo Simulations
[ 3D Animation
[ Landscape Construction Documents
[ Specifications
[ Cost Estimates
[ Construction Administration
[ Post Construction Evaluation
[ Landscape Renovation & Auditing
[ Landscape Mitigation Plans
[ Autocad
[ LandFX
[ SketchUp
[ Lumion
[ Adobe Photoshop
[ Adobe InDesign

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24 City of San Bernardino | La Plaza Park Renovation | PR25-005

7. PROPOSED METHOD TO ACCOMPLISH WORK

7. Proposed Method to Accomplish
Work
Planning Phase
Conceptual Design Phase
Design Development Phase
Construction Document Phase
Construction Phase
Grand Opening
Project Start
Bidding Phase
RICK is confident that we have both the capability and expertise to provide engineering and landscape architecture services that will exceed the City of San Bernardino’s expectations.

We have thoroughly examined the project and have prepared the following project plan and approach.

To realize the success of this project, the following preliminary project schedule and work plan show a path. To open the park in time for the Route 66 celebrations (Early September 2026) milestones and deadlines must be met and more importantly communication must be a priority.

Orange shaded notes remind the team of our priorites that will assist in getting to the end goal.

1. Planning Phase (4 weeks)
Engage Stakeholders Early: Involve community
members, local authorities, and relevant agencies
early in the process to gather input and secure
necessary approvals without delay.

Upon the notice to proceed, RICK Landscape will
schedule and conduct a kick-off meeting with the
design team and the city. The kick-off meeting is
assumed to be two (2) hours in duration via Teams
or Zoom or in person. RICK will prepare an agenda
and minutes for the meeting.

RICK shall develop and maintain a project
schedule indicating design activities, milestones,
critical path, and deliverables to the City for review
and comments. Schedule will begin with the notice
to proceed to plan approval.

The city and design team representatives will have
a programming discussion to clarify the intent of
the outdoor spaces to prioritize and confirm the list
of improvements and ensure objectives are met.

The design team will perform a preliminary
investigation of the project area and research the
existing conditions. This is crucial to understanding
the site and existing conditions prior to starting
project design.

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25 City of San Bernardino | La Plaza Park Renovation | PR25-005

7. PROPOSED METHOD TO ACCOMPLISH WORK

1.1 Research
Consultant will research available record maps,
centerline tie sheets and benchmark information
from the County of San Bernardino and City of
San Bernardino for the project site. Research will
be used to establish horizontal and vertical control
for the establishment of the required topographic
survey and the limits of the project boundaries and
public right of ways.

1.2 Topographic Survey
RICK Survey will
provide a conventional
field survey of surface
improvements for design
purposes; limits will be
to the curb face of the
adjoining streets along
the above-said park
site; including concrete
curbs, gutters, sidewalks, playground equipment
any buildings and trees; finished surface and
finished grade shots within the project limits.

Topography will include any observable utilities
within the project limits, including locating center
of manhole rims; corners of structures at surface;
size, orientation, and depth of connecting pipes
(if able to dip existing manholes); fire hydrants;
valves; irrigation boxes; traffic signal poles and
equipment; utility poles and conduits at ground
level. Prepare an indexed topographic map with
a contour interval of one foot, showing existing
planimetric features.

The above-described topographic mapping will
be delivered at a 1”=40’ scale in a CAD format. All
field work is assumed to be at prevailing wage.

1.3 Boundary Survey and Analysis
Field Survey search for and data collect existing
controlling centerline and property monumentation.

Analyze field located monuments compared with
the record mapping and complete a boundary
analysis with adjacent public right of ways. Note
that the use and reliance of existing monuments
of record is required to complete this task, if
monuments of record do not exist in the field, this
item will be subject to additional costs to be billed
per the attached Schedule of Hourly Rates.

Review current preliminary title reports (less than
60 days old) provided by the client to determine
the La Plaza Park and adjoining right of ways,
locate any plottable easements located on the
property.

RICK shall provide copies of any photos/videos
to the City of San Bernardino. The electrical
engineers will review and visually assess existing
electrical equipment and connections.

DELIVERABLES:
[ Park Survey and Base Map
[ Site Electrical Evaluation Letter
[ Park Existing Conditions Map
[ Meeting Minutes and Notes
Phase 2: Conceptual Design Phase
(30% Submittal) (6 weeks)
Prioritize Efficient Design Processes: Use proven
design templates and tools, including digital
modeling and simulations, to accelerate planning
and reduce revisions.

Effective communication and collaboration are
essential through the entire process to help facilitate a successful project.

2.1 Landscape Concept Plans
Based on the confirmed list of park improvements,
RICK Landscape will prepare the site and
landscape concept plans for review by city. The
landscape plans will conceptually depict the
proposed site development features and landscape
areas, including identification and locate of
walkways, pathways, children’s play equipment,
prefabricated restroom building, Gazebo
improvements, accessible paths of travel, ramps,
park entry monuments, statue/monumentation
improvements and site furnishings as well as other
exterior elements included in the project.

Conceptual sketches and imagery will be included
to depict proposed site elements. 3D renderings,
and enlargements are included, as necessary.

Cutsheets and conceptual details are included to
further illustrate the concept plan.

Graphic symbols will depict locations of proposed

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26 City of San Bernardino | La Plaza Park Renovation | PR25-005

7. PROPOSED METHOD TO ACCOMPLISH WORK
plant materials. A plant palette will include
botanical and common names for the tree, shrubs
and groundcovers and photos of planting material
options.

2.2 Conceptual Precise Grading Plans
Consultant will prepare one (1) set of Conceptual
Precise Grading Plans for the site. Precise grading
will be based on the site plan prepared by the
landscape architect in coordination with the city.

Revisions to the site plan may require additional
scope and fee. Plan to be at a scale of 1”=10’ or
1”=20’.

Scope does not cover plan revisions based on
unforeseeable project changes or agency changes
outside of their standards.
30% submittal is intended only to get clearance
from the City of San Bernardino on the horizontal
site layout of proposed improvements. Complete
vertical design may not be provided at this time.

2.3 Meetings, Management, and Coordination
Design team representatives will attend bi-
weekly meetings (assumes civil is only needed
every other meeting), a page turn with City
staff, and coordinate with client, client’s other
consultants and agencies. Scope includes project
management time.

2.2 Monthly Progress Meetings
RICK will schedule and conduct monthly progress
meetings with the design team. Meetings will be
held virtually (Teams/Zoom) and be one (1) hour in
duration. RICK anticipates 6 meetings.

2.4 Coordination and Project Management
RICK will coordinate with the City, stakeholders,
and design team to manage the project outside
of the progress meetings to help keep the project
schedule moving forward efficiently.

2.5 Quality Control
RICK has an established QA/QC program that
the company actively maintains. Richard O’Neill,
PE and Patricia Trauth PLA, will serve as the QA/
QC managers for this contract. They are both
California-licensed professionals with over 25
years of experience in the management, planning,
permitting, and design of both private and public
projects from inception through construction.

The RICK Quality Manual provides RICK staff with
standardized policies and procedures to guide
work performance.

Early identification of significant issues is a key
success factor in developing high-quality plans.

RICK will identify and understand the City’s
expectations for each submittal and educate RICK
about these expectations.

RICK will perform QA/QC review of the
construction plans, specifications, and cost
estimates throughout the plan preparation process
through plan approval.

DELIVERABLES:
30% Submittal
[ Park Renovation Drawing Package
[ Preliminary Engineer’s Cost Estimate
[ Meeting Minutes and Notes
Phase 3: Design Development Phase
(60% Submittal) (6 weeks)
Sourcing Long Lead Items: Identify site elements
and other project elements early and procure or
order.

3.1 Landscape Construction Drawings
After the concept design package is reviewed and
approved by the city, RICK Landscape and the
design team will prepare the 60% package that
will be reviewed by the city. RICK Landscape will
prepare landscape construction plans and details,
which will identify and locate walkways, pathways,
prefabricated restroom building, children’s play
equipment, gazebo improvements, accessible
paths of travel, ramps, park entry monuments,
statue/monumentation improvements and site
furnishings as well as other exterior elements
included in the project. Notes and a finish
schedule will be prepared for the site elements.

General notes and other city-required items will
be included in the package. RICK Landscape will

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7. PROPOSED METHOD TO ACCOMPLISH WORK
coordinate with the civil engineers on grading
and utility site improvements for inclusion into the
overall project layout.

RICK will prepare irrigation plans that will
diagrammatically illustrate landscape meter
locations, irrigation areas, irrigation piping, remote
control valves, control equipment, irrigation heads,
and related irrigation equipment. The plans will
specifically call out pipe and equipment sizing
and types and will include the necessary details
and specifications to install the system. RICK will
coordinate with the Civil Engineer and the client to
locate irrigation connections, sleeving, and other
irrigation improvements into the overall irrigation
system. RICK will coordinate with the city to
prepare calculations for park wide irrigation water
requirements.

RICK will prepare planting plans to graphically
locate and identify trees, shrubs, and ground cover
plant materials, including specific quantities, sizes,
and varieties, and include the necessary details
and legends for installation. RICK will reference
the the current park planting to develop the plant
palette and utilize trees, shrubs and ground
cover that are drought tolerant and regionally
appropriate landscape materials. Planting details
and specifications will also be provided.

3.2 Precise Grading Plans
RICK Civil will prepare one (1) set of Design
Development (DD) Precise Grading Plans for
the site. Precise grading will be based on the
conceptual grading plan prepared previously.

Revisions to the site plan may require additional
scope and fee. Scope includes calculations for
preliminary earthwork quantities. Plan to be at a
scale of 1”=10’ or 1”=20’ and include rough grade
undercut sections as necessary and includes the
following:

Identify existing, approved or proposed site
improvements, including sewer and water laterals,
fire hydrants and other above-grade facilities; dry
utility stub-outs, pull-boxes, handholes and vaults;
storm drain inlet structures; streetlights; existing
walls, monuments or permanent improvements,
dimensioned walks, stoops, drives and handicap
ramps and:
[ Curb, curb and gutter and valley gutters for
all onsite drives and parking areas.
[ Building plotting.
[ Pad elevation and finished floor elevation.
[ Drainage by swales with elevations or
swales and area drains where necessary.
[ Required backwater (sewer) valves (if
necessary).
[ Retaining walls as necessary, shown in
horizontal and vertical location
only. Structural calculations are to be
prepared by others.
[ Deepened footing where required.
[ Horizontal Control Sheet.
[ Prepare cover page containing the
following information, plus any other
information required by the governing
jurisdiction, including:
[ Vicinity Map
[ Site Map
[ Typical Building Footprints
[ Legend
[ Grading notes conforming to governing
jurisdiction standards
[ Owner/Builder identification
[ Title Block
Scope does not cover plan revisions based on
unforeseeable project changes or agency changes
outside of their standards.

The work product is approved plans and a 2D
model. If a 3D model is requested by client/client’s
contractor for construction purposes, additional
scope and fee may be necessary.

3.3 Specifications and Estimate
The RICK team will prepare and provide technical
specifications to the City of San Bernardino at 60%
submittal following the Standard Specifications
for Public Works Construction (“Greenbook”),
CSI standards, or as requested by the City of San
Bernardino. RICK will also provide an opinion of
probable cost and bid schedule based on the 60%
improvement plans. Scope is only for specifications
for the improvement plans covered in this proposal.

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7. PROPOSED METHOD TO ACCOMPLISH WORK

3.4 Meetings, Management, and Coordination
RICK design team representatives will attend bi-
weekly meetings (assumes civil is only needed
every other meeting), a page turn with City
staff, and coordinate with client, client’s other
consultants and agencies. The scope includes
project management time.

3.5 Plan Submittals
RICK will coordinate plan submittals, prepare plan
review response letters, coordinate comments with
the city, and address plan comments.

DELIVERABLES:
60% Submittal
[ Park Drawing Package
[ Preliminary Technical Specifications per
CSI standards
[ Updated Engineer’s Cost Estimate
[ Meeting Minutes and Notes
Phase 4: Construction Documents
(90% and 100% Submittals) (8 weeks)
Monitor Progress Regularly: Hold regular progress
meetings and use project management tools to track
milestones, flag issues early, and make necessary
adjustments.

Based on the 60% drawing package and review
and feedback from the city, the RICK team will
prepare the 90% and 100% construction drawing
packages. The packages will include landscape
construction plans and details, and planting plans
and details that clarify construction methods and
design intent. Specifications will be prepared per
the City’s CSI format standards.

4.1 Landscape Construction Drawings
RICK Landscape will prepare landscape
construction plans and details, which will identify
and locate walkways, pathways, prefabricated
restroom building, children’s play equipment,
gazebo improvements, accessible paths of
travel, ramps, park entry monuments, statue/
monumentation improvements and site furnishings
as well as other exterior elements included in
the project. Notes and a finish schedule will be
prepared for the site elements. General notes
and other city-required items will be included in
the package. RICK Landscape will coordinate
with the civil engineers on grading and utility site
improvements for inclusion into the overall project
layout.

RICK will prepare irrigation plans that will
diagrammatically illustrate landscape meter
locations, irrigation areas, irrigation piping, remote
control valves, control equipment, irrigation heads,
and related irrigation equipment. The plans will
specifically call out pipe and equipment sizing
and types and will include the necessary details
and specifications to install the system. RICK will
coordinate with the Civil Engineer and the client to
locate irrigation connections, sleeving, and other
irrigation improvements into the overall irrigation
system. RICK will coordinate with the city to
prepare calculations for park wide irrigation water
requirements.

RICK will prepare planting plans to graphically
locate and identify trees, shrubs, and ground cover
plant materials, including specific quantities, sizes,
and varieties, and include the necessary details
and legends for installation. RICK will reference
the the current park planting to develop the plant
palette and utilize trees, shrubs and ground
cover that are drought tolerant and regionally
appropriate landscape materials. Planting details
and specifications will also be provided.

4.2 Precise Grading Plans
RICK Civil will prepare one (1) set of Precise
Grading Plans for the site. Precise grading will be
based on the DD grading plan prepared previously.

Revisions to the site plan may require additional
scope and fee. Scope includes calculations for
preliminary earthwork quantities. Plan to be at a
scale of 1”=10’ or 1”=20’ and include everything
from the DD phase with additional detail and plan
revisions from DD set incorporated. Scope does
not cover plan revisions based on unforeseeable
project changes or agency changes outside of
their standards.

The work product is approved plans and a 2D
model. If a 3D model is requested by client/client’s
contractor for construction purposes, additional

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7. PROPOSED METHOD TO ACCOMPLISH WORK
scope and fee may be necessary.
90% and final submittal to public works are
included in the scope. Two rounds of plan check
submittal with Building and Safety department are
also included.

4.3 Specifications and Estimate
The design team will update and provide technical
specifications to the City of San Bernardino at
90% and 100% submittal following the Standard
Specifications for Public Works Construction
(“Greenbook”). CSI based, or as requested by
the City of San Bernardino. The design team will
also update the opinion of probable cost and
bid schedule based on the latest improvement
plans. Scope is only for specifications for the
improvement plans covered in this proposal. Any
additional scope to plans may require additional
scope for specifications.

4.4 Meetings, Management, and Coordination
Prior to 90% and 100% submittals, the RICK
QA/QC team will conduct an “in-house”
interdisciplinary coordination check, cross-
reference check, dimension check, terminology
and spelling check, and technical check of the
construction documents.

Design team representatives will attend bi-weekly
meetings (assumes civil is only needed every
other meeting), a page turn with City staff, and
coordinate with client, client’s other consultants
and agencies. This scope includes project
management time.

4.5 Plan Submittals
RICK will coordinate plan submittals, prepare plan
review response letters, coordinate comments with
the city, and address plan comments.

DELIVERABLES:
90% Submittal
[ Park Renovation Drawing Package
[ Technical Specifications per CSI standards
[ Updated Engineer’s Cost Estimate
[ Meeting Minutes and Notes
100% Final Submittal
[ Park Drawing Package
[ Updated Technical Specifications per CSI
standards
[ Updated Engineer’s Cost Estimate
[ Final Technical Specifications for
incorporation into the bid documents.
[ Final Mylar Plans ready for construction –
signed and stamped by Registered Civil
Engineer (RCE) for improvement plans
[ Final Mylar Plans ready for construction–
signed and stamped by Registered
Landscape Architect
[ Meeting Minutes and Notes
Phase 5: Bidding and Construction Support
(Bidding-6 weeks; Construction 32 weeks)
Select Experienced Contractors: When possible,
contractors with a proven track record in park
construction will work more efficiently and adapt to
the project demands.

Maintain Open Communication: Ensure continuous
coordination among designers, contractors, and
stakeholders to quickly address issues and keep the
construction on track.

5.1 Bid Assistance
The design team will assist Client in the bid
process by attending one (1) pre-bid meeting
and answering questions relating to the plans
prepared by the design team. The scope includes
preparation of a construction bid schedule and
final construction cost estimate and assistance
with the bidding process.

5.2 Construction Administration
Design team representatives will attend one
(1) pre-construction meeting. The design team
will observe and comment on the on-going
construction to confirm that improvements are
installed per plans and specifications. The design
team will review and approve submittals and shop
drawings, respond to requests for information
(RFIs) and prepare bulletins and drawings as
needed to clarify design intent. Site visits will
include observation of grading, electrical, on-going

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7. PROPOSED METHOD TO ACCOMPLISH WORK
construction, hardscape and site amenities, review
of irrigation systems, planting installations, pre-
maintenance walks and preparation of punch lists,
and final walkthrough for substantial completion.

RICK will review and comment on the contractor’s
monthly application for payment, if necessary.

Design team representatives will attend twenty-six
(26) weekly construction progress meetings via
teleconferences or in person (assumes 1.5 hours
each) for the duration of the construction period.

5.3 As-Built Plans
The design team will prepare As-Built Plans
and process with the City of San Bernardino,
as necessary. Scope assumes Consultant will
receive as-built letters from the contractors and
the contractor’s as-built plan markups. Scope
assumes no major changes have occurred and
does not include any as-built survey time.

The set of documents shall consist of the corrected
specifications and plans showing the reported
locations of the work. While the information
submitted by the contractor or governing agency
and incorporated by the design professional
into the record will be assumed reliable, the
design professional will not be responsible for
the accuracy of this information nor for the errors
or omissions which may appear in the record
documents as a result.

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7. PROPOSED METHOD TO ACCOMPLISH WORK
Quality Assurance & Quality
Control Procedure
Quality Control Measures
After more than 69 years of continuous engineering
service to the Western region, RICK has earned
a reputation for producing high quality work - as
evidenced by our many long term clients. Over the
years RICK has diversified into a multi-faceted, full
service firm and our Quality Assurance/Quality
Control (QA/QC) has developed and grown along
with our work. The effectiveness of our plan has
been shown by the success of our past projects
and trouble-free project construction record, free
of mediation and change orders. A quality product
is paramount to our way of doing business, and
we are committed to satisfying the City of Moreno
Valley’s expectations with our work product on any
project.

As a matter of practice, RICK promotes a
continuous emphasis and commitment to quality
control through all phases of the project. This
is facilitated by attention to the Company’s
manual on quality control standards, periodic
quality control seminars, peer reviews, and staff
performance reviews throughout the year. These
measures are applied to all levels of work including
project scheduling, internal reviews, record
keeping documentation, and plan preparation. A
quality control plan is prepared and the requisite
checklists are maintained by the assigned
project engineer for each project. QC reviews are
coordinated by our QA managers Richard O’Neill,
PE and Patricia Trauth, PLA and conducted by
an independent Project Manager throughout the
development of this project.

The QA/QC Manager and Project Manager will
have the ultimate responsibility of ensuring that
all personnel working on the project adhere to the
standards and procedures set forth in the QAQC
manual.

The following identifies some of the specific areas
of the QA/QC Manual:
[ Computer Software Control
[ Checking and Reviewing Drawings
[ Checking Calculations
[ Checking Specifications/Special Provisions
[ Review of Studies and Reports
[ Independent Interdisciplinary &
Constructability Review Process
At the onset of any project, our Contract Manager
will work together to prepare the appropriate
quality control documentation, and assign the right,
qualified staff to develop and deliver the project
tasks. These assignments are key in satisfying
quality expectations. The Quality Manager will
review the QC documentation prior to each
submittal for conformance to the agreed upon
project quality requirements.

The effectiveness of the RICK QA/QC Manual
has been demonstrated time and time again on
recent projects and is characterized by the ease
of agency review and absence of design-related
change orders and construction claims. Examples
of this high quality work covers numerous agencies
and includes projects throughout our local region.

RICK Engineering Company
| 25
QA/QC Program Manual 2023
FIGURE 1 - QUALITY CONTROL COLOR CODE (6.3)
Originator: Typed Text

Blue Line Prints
Not in RED, YELLOW, or GREEN
Black/White Copy

Checker: YELLOW for Correct

RED for Corrections, Additions, and Deletions

Corrections
Additions
Deletions

r
additions

corections
corrections,
corrections, deletions

-
-
Backchecker: GREEN Check Marks for Agreement, Stet and Crossout when it is agreed no changes

should be made

r

corections
corrections, deletions

-

Updater: GREEN Encirclement or Highlight when Updated

r r

corections
corections

- -

Verifier: YELLOW over RED and GREEN to Indicate Updated Correctly

r

corections

-
Reviewers: Comments of Notes will be Made Using BLUE or GRAPHITE PENCIL.

Response to Comments/Notes will be Made in GREEN.

STET

 


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32 City of San Bernardino | La Plaza Park Renovation | PR25-005

8. FEE PROPOSAL

8. Fee Proposal
5/5/2025
La Plaza Park Renovation
Project Number: PR25-005

PROJECT
TEAM
STAFFING Principal
Associate
Landscape
Architect
Assistant
Landscape
Architect
Assistant
Landscape
Designer
TASK
HOURS
Associate
Principal
Principal
Project
Engineer
Associate
Engineering
Designer
Principal
Engineering
Drafter
TASK
HOURS
Field
Supervisor
Three-Person
Survey Party
Associate
Survey Analyst
Assistant
Survey Analyst
TASK
HOURS Principal Engineer Drafter TASK
HOURS
Task Description Hourly Rate $300.00 $190.00 $170.00 $135.00 $280.00 $240.00 $160.00 $135.00 $225.00 $395.00 $165.00 $135.00 Phase 1 -Planning Phase
Kickoff meeting 22 2 0 2
Review of any available existing drawings/records 4 4 2 4 - Accessibility and occupancy review and requirements -
Prioritize and confirm list of improvements 2 4 2 2
Complete any needed field reports or data collection (surveying, hazmat, geotechnical, etc) -
Site Visit 44 4
-
Survey Work 6 2 448 -
-
Phase 1.0 Fee Subtotals -$ 1,140.00$ 1,700.00$ 540.00$ 3,380.00$ -$ 1,440.00$ 640.00$ -$ 2,080.00$ 1,350.00$ 9,480.00$ 660.00$ 1,080.00 $ 12,570.00$ -$ -$ -$ 2,150.00$ 8 $20,180.00 Phase 2 - Concept Design Phase
Start of regular progress meetings Every 2 weeks until completion of construction documents 88 08
30% design drawings 1 12 32 1 4 8 16 0 4
Page turn with City staff for feedback 22 0 2
Preliminary project budget estimates 88 14 0 4
0 -
0 -
Phase 2.0 Fee Subtotals 300.00$ -$ 5,100.00$ 5,400.00$ 10,800.00$ 560.00$ 4,320.00 $ 1,280.00$ 2,160.00$ 8,320.00$ -$ -$ -$ -$ -$ -$ -$ -$ 2,100.00$ 18 $21,220.00 Phase 3 - Design Development Phase
60% design drawings and book specifications 1 2 24 32 2 12 8 16 - Page turn with City staff for feedback 20 22 -
Revised cost estimate 28 2 -
Progress meetings (Every 2 weeks) 88 -
-
Phase 3.0 Fee Subtotals 300.00$ 380.00$ 6,120.00 $ 5,400.00$ 12,200.00$ 560.00$ 5,280.00 $ 1,920.00$ 2,160.00$ 9,920.00$ -$ -$ -$ -$ -$ -$ -$ 2,100.00$ - $24,220.00 Phase 4 - Construction Document Phase
90% design drawings and book specifications 2 32 60 1 8 8 16 - Page turn with City staff for feedback 22 22 -
100% design drawings and book specifications 32 4 0 1284 - Revised cost estimate 26 22 -
Utility Coordination – SCE, Water Department, etc. (If Applicable) 82 24 - City Building and Safey plan check submittal and coordination 1 48 28 - Revisions and responses for at least 2 rounds of plan check comments 8 3 2 288 - 3 hard copy plan sets for each round of plan check comments, including supporting calculations and specifications as requested by the plan check team. 14 -
Finalized design drawing and book specifications set for construction bid and award 1 88 18 -
Progress meetings (Every 2 weeks) 18 18 -
-
Phase 4.0 Fee Subtotals 600.00$ 380.00$ 19,550.00$ 21,870.00$ 42,400.00$ 840.00$ 11,040.00$ 6,400.00$ 3,780.00$ 22,060.00$ -$ -$ -$ -$ -$ -$ -$ 9,500.00$ - $73,960.00 Phase 5 - Bidding and Construciton S upport
Preparation of construction bid schedule and final construction cost estimate 1284 6 -
Review and respond to questions received during construction bid process 84 8 -
Review and respond to contractor requests for information and submittals after award of construction agreement 24 4 8 - Weekly construction progress meetings for the duration of the construction period 26 26 -
Monthly construction site visits 12 4 6 -
Inspection and coordination for punch list items 84 -
Preparation of as-built record drawings 8 16 2 8 -
-
-
Phase 5.0 Fee Subtotals 300.00$ 380.00$ 15,980.00$ 4,320.00$ 20,980.00$ -$ 14,400.00$ 1,280.00$ -$ 15,680.00$ -$ -$ -$ -$ -$ -$ -$ 3,200.00$ - $39,860.00 Total Hours 5 14 285 278 582 7 152 72 60 291 6 24 4 8 42 0 0 0 0 26 TOTAL FEE Total Fee $1,500.00 $2,280.00 $48,450.00 $37,530.00 $89,760.00 $1,960.00 $36,480.00 $11,520.00 $8,100.00 $58,060.00 $1,350.00 $9,480.00 $660.00 $1,080.00 $12,570.00 $0.00 $0.00 $0.00 $19,050.00 $179,440.00 $89,760.00

LANDSCAPE ARCHITECTURE CIVIL ENGINEERING
Total
Task
Amount
Total
Task
Hours

SURVEY ELECTRICAL ENGINEER

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33 City of San Bernardino | La Plaza Park Renovation | PR25-005

9. INSURANCE REQUIREMENTS / 10. LITIGATION

9. Insurance Requirements
See the previously awarded On-Call Professional Services Agreement , for a description of the insurance requirements.

10. Litigation
Litigation Summary
Updated April 28, 2025

Below is a summary of litigation Rick Engineering Company is or has been involved in. There are no other litigation, mediation or regulatory actions to report as described in the Request for Proposal.

RICK is or was a defendant or cross-defendant in each of the actions below, but not the main defendant in most of them.

Diamante CA v. Meritage Homes
Project Owner: Meritage Homes, Inc
Date of Claim: 08/11/2021
Project Completion: 2011
Basis of Claim: Construction Claim
Claim or Suit Amount: $5,000,000
Current Status: Settled between Diamante & Meritage, Arbitration award of $45K as to Rick Engineering
Total Award or Settlement: Confidential
Case No.: AAA 01-21-0016-2403
Court: Arbitration, Phoenix, AZ

Griffin v. Black Mountain Ranch
Project Owner: Black Mountain Ranch LLC
Date of Claim: 05/10/2015
Project Completion: 05/30/2003
Basis of Claim: Construction Claim
Claim or Suit Amount: Unknown
Current Status: Ongoing
Award or Settlement: N/A
Case No.: 37-2015-00033538
Court: Superior Court, California, Riverside

Serenity Shores v. Felten Group, LLC et al.

Project Owner: Serenity Shores Condominium Association Date of Claim: 01/01/2024
Project Completion:

Basis of Claim: Construction Claim
Claim or Suit Amount: Unknown
Current Status: Ongoing
Award or Settlement: Unknown
Case No.: CV2024-019890
Court: Superior Court, Arizona, Maricopa

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34 City of San Bernardino | La Plaza Park Renovation | PR25-005

11. OTHER INFORMATION

11. Other Information
Staffing Tasks Efficiently and Completing
Projects Ontime and within Budget
RICK boasts a proven track record of efficiently
staffing projects and delivering them on schedule
and within budget. With 70 years of experience
and more than 20,000 successful projects,
RICK has established itself as a reliable partner
in the industry. Despite challenges such as
navigating densely populated neighborhoods
and preserving environmental habitats, RICK’s
team implements innovative design solutions
and proactive community outreach. Our efficient
project management approach leads projects to
completion without major delays, earning awards
from the ASCE and APWA. RICK’s extensive
experience encompasses a multitude of public
infrastructure projects, such as major parks,
roadway/highway projects, pipeline projects,
residential developments, commercial centers,
and industrial facilities. This breadth of experience
underscores their capability to handle diverse
project requirements efficiently.

We understand the value and importance of
providing close, individual attention to each
project all while working within the constraints
of time and budget. We have assigned Michael
Taylor, PLA a single Task Order Manager, who is
responsible for the performance of team members
and will serve as the main point of contact for City
coordination. Each task is assigned to specific
team members, with clear roles, responsibilities,
and timelines to ensure accountability. RICK uses
Microsoft project for a detailed project schedule
that will track critical path items and forecast
dates, monitor progress of actual versus scheduled
work, compare actual costs against the budgeted
costs cash flow tracking, provide accurate cost
estimates maintained to have up to date project
data available to make accurate decisions. With
this method we can optimize project management
and coordination and provide responsive service.

The RICK Team is committed to providing the full
staffing and resources necessary to complete this
project.

Previous Involvement with City of San
Bernardino
RICK’s previous involvement with the City of San
Bernardino includes Lynwood Drive Storm Drain,
Pleasant Hill Drive Storm Drain, and the Rialto
Avenue Median Installation. RICK is excited to work
on this project because it provides an opportunity
to enhance a historically significant community
space, directly contributing to San Bernardino’s
vision of creating vibrant, inclusive, and sustainable
environments. Additionally, our established local
partnership allows us to deeply engage with
the community, ensuring our work resonates
positively and meaningfully with residents. We are
committed to delivering thoughtful, community-
focused solutions that reflect the City’s rich cultural heritage and support its vision for vibrant, inclusive
public spaces.

RICK has no conflicts of interest in connection with
providing the Services.

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35 City of San Bernardino | La Plaza Park Renovation | PR25-005

12. CERTIFICATION OF PROPOSAL

12. Certification of Proposal
RICK hereby submits its proposal and, by doing so, agrees to furnish services to the City in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.

Patricia Trauth, PLA, AICP, LEED AP
Principal-in-Charge
(951) 782-0707
[email protected]

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/ 1770 Iowa Avenue, Suite 100
Riverside, CA 92507
/ (951) 782-0707
/ RICKENGINEERING.COM

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Attachment 3

Location Map
200 ft
N ➤ ➤
N

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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: September 3, 2025
To: Honorable Mayor and City Council Members
From: Andrea Russell, Director of Human Resources
Department: Human Resources
Subject: Approve the Memorandum of Understanding (MOU) with AFSCME Local 4710 Representing the San Bernardino
Police Civilian Association (SBPCA)
Recommendation:

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

1. Approve the Memorandum of Understanding (MOU) with AFSCME Local 4710 Representing the San Bernardino Police Civilian Association (SBPCA).

2. Amend the Salary Schedule for Full-Time, Part-Time, and Temporary Employees.

Executive Summary
Approval of the Memorandum of Understanding will finalize employment agreements between the City and the AFSCME Local 4710 representing the SBPCA for the period of July 1, 2025, through June 30, 2028.

Background
The California Meyers-Millias-Brown-Act (MMBA) requires the City to meet and confer, in good faith, with its bargaining groups on all matters relating to employment conditions and employer-employee relations including but not limited to wages, hours, and other terms and conditions of employment.

AFSCME Local 4710 was recognized by the City as the majority representative for the San Bernardino Police Civilian Association since April 3, 2024. The prior MOU covering such items expired on June 30, 2025. In preparation, the parties began negotiating terms for a successor MOU early this year. The parties have now reached a tentative agreement. Those agreements were ratified on August 28, 2025 and are currently before the City Council for approval.

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Discussion
American Federation of State, County and Municipal Employees District Council 36 (AFSCME Local 4710)
The term of the Memorandum of Understanding (MOU), if approved will be September 1, 2025 through June 30, 2028, inclusive of the mutually agreed upon terms listed below:
Effective September 1, 2025, the salary ranges for all unit members shall be increased by two and seven tenths percent (2.7%) to reflect a cost-of-living adjustment (COLA). Effective the first full pay period following January 1, 2026, the salary ranges for all unit members shall be increased by two and one tenth percent (2.1%). Effective the first full pay period following July 1, 2026, the salary ranges for all unit members shall be increased by three percent (3%), UNLESS, increase in revenues fall below 3.75%, in which case the COLA will be split in half with the employees receiving one and a half percent (1.5%) effective the first full pay period following July 1, 2026 and one and a half percent (1.5%) effective the first full pay period following January 1, 2027. All salary ranges for classifications represented by AFSCME shall be amended by the City Council in accordance with these provisions. Employee contribution towards health insurance of up to $10 per month for Employee + 1 coverage, and up to $55 per month for Employee + Family coverage each year of the MOU.
The parties agree to an economic reopener commencing in or about April/May 2027. The purpose of this reopener is to discuss the classification and compensation study (“Study”) the City is currently conducting and expected to be completed before the start of the 2027-28 fiscal year. Any salary equity adjustments to individual classifications will be considered alongside any across-the-board salary adjustments and other increases in compensation, taking into account such factors as the total cost of bargaining unit compensation, market competitiveness, recruitment/retention, and the availability of financial resources. Annual salary adjustments will be contingent upon available funding and evaluated within the City’s long-term financial plan.

If the City fails to allocate any funds to address pay equity issues, then a three percent (3%) across-the-board increase will go into effect at the beginning of the first full pay period following July 1, 2027. However, if funds are allocated by the City to address pay equity, the parties will negotiate pay equity and/or other economic items and there shall be no automatic or guaranteed across- the-board increase. It is expressly agreed that the parties may extend the MOU by mutual agreement during this economic reopener.
Establish Bilingual Pay in the amount of seventy-five dollars ($75) per month for SBPCA employees as designated by the City Manager and who meet the certification and eligibility requirements as developed by the City. Establish Training Pay for unit members determined by the Department Head as qualified to serve as a for new/probationary and/or permanent employees. Establish Education Pay effective the first full pay period following July 1, 2027

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for unit members who have obtained a Bachelor of Arts or Bachelors of Science Degree when such a degree is not a minimum qualification of their classification. If a classification requires a Bachelor of Arts or Bachelor of Science degree, then the Unit member shall receive $75 per month for obtaining a Master of Arts or Master of Science degree. Effective November 1, 2027 and annually thereafter, establish Longevity pay in the amount of one thousand dollars ($1,000) annually for unit members with fifteen (15) years of full-time continuous service; one thousand two hundred fifty dollars ($1,250) annually for unit members with twenty (20) years of full- time continuous service; and one thousand five hundred dollars ($1,500) annually for unit members with twenty (20) years of service. Eliminate sick leave cash out for non-retiring employees at separation.

As changes are made to salaries or classifications, the City is required to adopt a revised salary schedule in a public meeting. The attached salary schedule meets the California Public Employees Retirement Systems (CalPERS) pay rate reporting requirements in accordance with Government Code Section 20636 defining “Compensation Earnable” and the California Code of Regulations (CCR) Section 570.5.
2021-2025 Strategic Targets and Goals
Approval of the MOU with AFSCME Local 4710 Representing the San Bernardino Police Civilian Association (SBPCA) aligns with Key Target No. 2a: Focused, Aligned Leadership and Unified Community by building a culture that attracts, retains, and motivates the highest quality talent.

Fiscal Impact
The Compensation and Benefits Plan with all Bargaining Groups will be funded by extending the approved hiring deferral for an additional five (5) months. Effective July 1, 2025, City Council approved a six-month hiring deferral estimated to realize $8m in salary and benefit savings. An additional five-month hiring deferral is expected to achieve an additional $6.8m in salary and benefit savings to cover the increased costs in compensation.

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

1. Approve the Memorandum of Understanding (MOU) with AFSCME Local 4710 Representing the San Bernardino Police Civilian Association (SBPCA).

2. Amend the Salary Schedule for Full-Time, Part-Time, and Temporary Employees.

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Attachments
Attachment 1 – Police Civilian Unit MOU
Attachment 2 – Police Civilian Unit Salary Schedule
Ward:

All Wards
Synopsis of Previous Council Actions:
04/03/2024 – The Mayor and City Council adopted Resolution No. 2024-065, recognizing AFSCME Local 4710 as the majority representative of the San Bernardino Police Civilian Association.

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POLICE CIVILIANEMPLOYEES MEMORANDUM OF UNDERSTANDING Made and Entered Into Between The City of San Bernardino And AFSCME Local 4710 July 01, 2025, to June 30, 2028

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1 TABLE OF CONTENTS Article/Section Title ___ NO.Definition of Terms ............................................................................................3 ARTICLE I Administration .............................................................................................. 4 Section 1 – Parties to MOU .............................................................................................. 4 Section 2 – Recognition ................................................................................................... 4 Section 3 – Management Rights ...................................................................................... 4 Section 4 – Employee Rights ........................................................................................... 5 Section 5 – Agency Personnel Rules ............................................................................... 6 Section 6 – Skelly Rights ….............................................................................................. 7 Section 7 – Probationary Period ……….............................................................................7 Section 8 – Seniority ………….….……..............................................................................7 Section 9 – Personnel Files .............................................................................................. 8 Section 10 – Bulletin Boards .............................................................................................. 9 Section 11 – Safety Committee .......................................................................................... 9 Section 12 – Labor-Management Committee ..................................................................... 9 Section 13 – Employee Stewards ...................................................................................... 10 ARTICLE II Employer-Employee Relations ................................................................. 10 Section 1 – Recognition/ Union Security .........................................................................10 Section 2 – No Strike/ Work Disruption ...........................................................................10 Section 3 – Payroll Deduction for Dues .......................................................................... 11 Section 4 – Employee Lists ............................................................................................ 11 Section 5 – Budget Documents ...................................................................................... 11 Section 6 – Employee Orientation .................................................................................. 12 Section 7 – New Employee Information ..........................................................................12 Section 8 – Union Logos ................................................................................................ 12 Section 9 – Non-Discrimination ……………………………………....................................12 Section 10 – Contract for Services ....................................................................................12 Section 11 – Grievance Procedure ...................................................................................13 ARTICLE III Compensation ………………................................................................... 15 Section 1 – Salaries........................................................................................................ 15 Section 2 – Classification and Compensation Study ...................................................... 16 Section 3 – Retirement Benefits ..................................................................................... 16 Section 4 – Overtime ...................................................................................................... 17 Section 5 – Special Event Overtime ............................................................................... 17 Section 6 – Higher Acting Classification Pay .................................................................. 18 Section 7 – Call-Back/Standby Assignment and Pay ...................................................... 19 Section 8 – Shift Differential ........................................................................................... 21 Section 9 – Bilingual Pay ………..................................................................................... 21 Section 10 – Training Pay ................................................................................................. 22 Section 11 – Education Pay ............................................................................................. 22 Section 14 – Longevity Pay .............................................................................................. 22

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2 ARTICLE IV Fringe Benefits ……………….................................................................. 23 Section 1 – Health Benefits & Life Insurance .................................................................. 23 Section 2 – Uniforms, Rain Gear & Safety Equipment .................................................... 25 ARTICLE V Leaves …………………............................................................................... 25 Section 1 – Vacation ....................................................................................................... 25 Section 2 – Holiday Leave.............................................................................................. 27 Section 3 – Sick Leave ………........................................................................................ 29 Section 4 – Payment of Sick Leave ................................................................................ 30 Section 5 – Election Leave ............................................................................................. 31 Section 6 – Witness Leave ............................................................................................. 31 Section 7 – Jury Duty ………………………..................................................................... 31 Section 8 – Other Leaves …........................................................................................... 32 ARTICLE VI Working Conditions …………………......................................................... 33 Section 1 – Work Periods ……….................................................................................... 33 ARTICLE VII General Provisions …………………........................................................... 34 Section 1 – Full Understanding; Waiver ......................................................................... 34 Section 2 – Severability .................................................................................................. 34 Section 3 – Support of Agreement .................................................................................. 34 Section 4 – Term of Memorandum of Understanding ………........................................... 35 Section 5 – Notice of Intent to Reopen ……………….…….…......................................... 35 SIGNATURE PAGE ………………………………………….…………………………………. 36

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3 DEFINITION OF TERMS City:The City of San Bernardino.Day: For the purposes of sick leave and vacation leave, one (1) “day” shall be defined as the number of hours the employee is scheduled to work on that day as part of their regular work schedule. Break in Service:Refers to a voluntary or involuntary separation from employment with the City or Department, as applicable. An authorized leave of absence does not constitute a break in service. Exclusion: Excluded from the Police Civilian Unit for purposes of representation are: classification titles designated as general unit, management/confidential, middle-management or safety; positions established and created under federal contract; and temporary, part-time, provisional and probationary individuals. Police Civilian Unit: Includes titles listed in the City’s Salary Schedule, as may be amended. Additional Titles in the Police Civilian Unit may be established by the Mayor and City Council. Also reference “Exclusions” above. Mandatory and Permissive:“Shall” is mandatory; “may” is permissive. MOU:Memorandum of Understanding. Regular Full-Time Employee:An employee who has been appointed to a Regular, Full-Time position and has completed their probation period. Probationary Employee: An employee who has been appointed to a Regular, Full-Time position but has not completed their probation period and has not attained Regular status in that position. Union: The exclusive bargaining representative for the Police Civilian Unit.

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4 ARTICLE I ADMINISTRATION Section 1- Parties to Memorandum of Understanding The Memorandum of Understanding is made and entered into by and between the City of San Bernardino ("City") and the American Federation of State, County and Municipal Employees, (AFSCME Local 4710 or “Union”). Section 2 – Recognition The City hereby recognizes AFSCME, Local 4710 as the exclusive representative for regular full-time employees of the Police Department employed by the City in the police civilian unit classifications referenced in the City's Salary Schedule, subject to the applicable provisions of law. Section 3 Management Rights This MOU shall not be deemed to limit or curtail the City in any way in the exercise of the inherent and express rights, powers and authority, which the City had prior to adopting this MOU, except to the extent that the provisions of this MOU specifically curtail or limit such rights, powers and authority. Furthermore, the City retains all its exclusive rights and authority under City Charter, ordinances, resolutions, state and federal laws and expressly and exclusively retains its management rights, which include but are not limited to: The exclusive right to determine the mission of its constituent departments, commissions and boards; Set standards of selection for employment promotions; Direct its employees; Establish and enforce dress and grooming standards; Determine the methods and means of performing work and to relieve its employees from duty because of lack of work or other lawful reasons; Maintain the efficiency of governmental operations; Determine the methods, means and numbers and kinds of personnel by which government operations are to be conducted; Determine the content and intent of job classifications; Determine methods of financing; Determine style and/or types of City-issued wearing apparel, equipment or technology, means, organizational structure and size and composition of work force and allocate and assign work by which the City operations are to be conducted; Determine and change the number of work locations, relocations and types of operations, processes and materials to be used in carrying out all City functions, including but not limited to, the right to contract for or sub-contract any work or operations of the City;

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5 Assign work to and schedule employees in accordance with requirements as determined by the City; Establish and change work schedules and assignments upon reasonable notice; Establish and modify productivity and performance programs and standards; Layoff, discharge, suspend, demote, reprimand, withhold salary increases and benefits or otherwise discipline employees in accordance with the applicable law; Establish employee performance standards including, but not limited to quality and quantity standards; and, Take necessary actions and carry out its mission in emergencies and exercise complete control and discretion over its organization and the technology of performing its work. The City shall be free to exercise its rights under this provision without negotiation or challenge from the Union or employees except where it can be demonstrated that such exercise is contrary to law or a specific limitation placed upon the City in another Article of this Agreement. The City’s failure to exercise any right, prerogative, or function reserved to it or the exercise of any such right, prerogative, or function in a particular manner, shall not be considered a waiver of the City’s ability to exercise such rights, prerogatives, or functions or preclude the City from exercising the same in some other manner. Section 4 – Employee Rights A. Employees have the right to a safe and harassment free work environment as set forth in the City's policy on Non-Discrimination/Workplace Harassment. Employees of the City have the right to form, join and participate in the activities of employee organizations of their own choosing for the purpose of representation on all matters of employer-employee relations, including: wages, hours and other terms and conditions of employment. Employees of this City also shall have the right to refuse to join or participate in the activities of employee organizations and shall have the right to represent themselves. No employee shall be interfered with, intimidated, restrained, coerced or discriminated against by the City or by employee organizations because of the exercise of these rights. Representation rights of the Union as exclusive representative shall not be unlawfully interfered with. B. The City, through its representatives, shall meet and confer in good faith only with representatives of formally recognized employee organizations regarding matters within the scope of representation, including wages, hours, and other terms and conditions of employment. C. Individual Agreement - The City of San Bernardino shall not negotiate with or enter into memorandum of understanding or grant rights or benefits not covered in this agreement to any employee unless such action is with the concurrence of the Union and an authorized bargaining representative of the City. Any such individual agreement that is not in accordance with this provision shall be invalid.

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6 Section 5 – Agency Personnel Rules A. Purpose. It is understood and agreed that there exists within the City in written form, certain personnel rules, policies, practices and benefits generally contained in the applicable City of San Bernardino Municipal Code; The City of San Bernardino Uniform Personnel Rules and Policies, as amended; Resolution No. 10584, Establishing Uniform and Orderly Methods of Communications Between the City and its Employees for the Purpose of Promoting Improved Employer-Employee Relations, as amended, and, Resolution No. 10585, Adopting Rules and Regulations Relating to Employer-Employee Relations, as amended, which documents will continue in effect, except for provisions modified by the City Council in accordance with federal or state laws, orders, regulations, official instructions or policies. B. Department Work Rules. The City may prepare, issue and enforce rules and safety regulations necessary for the safe, orderly, and efficient department operations. A copy of such rules shall be sent to the Union office. The reasonableness of any disciplinary action taken as a result of a violation of any departmental work rule may be determined in the grievance procedure at the employee’s election. The City shall make reasonable efforts to acquaint employees with work rules. Work rules shall be uniformly applied. The Police Department will provide a copy of updates to Departmental Work Rules as they occur. C. Personnel Rules. The City represents that in implementing Section 508 of the City of San Bernardino's Charter that became effective January 31, 2017, the following provisions shall be included as part of the City's uniform policies. If a conflict arises between the Personnel Rules or the City’s Uniform Policies and the MOU, the MOU shall prevail. 1. Education Reimbursement 2. Employee Assistance Program (EAP) 3. Catastrophic Leave 4. Injury Leave 5. Leave of Absence without Pay 6. Military Leave 7. Physical Examinations 8. Reasonable Suspicion Drug and Alcohol testing The above Sections will be included in the City’s Uniform Policies and shall be made available to the Union and bargaining unit employees upon completion. D. The modification of the City’s Personnel Rules, department work rules and the City’s Uniform Policies are subject to the meet and confer or meet and consult process to the extent required by law.

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7 Section 6 – Skelly Rights It is mutually agreed that the City subscribes to the concept and application of progressive Discipline for minor offenses. Discipline shall be imposed upon an employee only for just cause. If the employer has reason to reprimand an employee, it shall be done in a manner that will not embarrass the employee before other employees or the public. When an action for suspension or termination has been taken, subject to appeal, the employee will be apprised of the action, the reason therefore, and will be provided with a copy of the charges including material on which the action was based. Employees have the right to Union representation as provided under Government Code Section 3500 et seq. (Meyers-Milias-Brown Act). A. The employee shall receive reasonable advance notice of the proposed disciplinary action per the City’s Personnel Rules. B. The notice shall contain the reasons, charges, and statement of the events or circumstances upon which the proposed action is based. C. The employee shall be given the materials, if any, upon which the action is based. D. The employee shall have the right to respond either orally or in writing within five (5) working days of receipt of Skelly package to the appointing authority (Department Head/Division Head) imposing the discipline. The disciplinary procedure should be used for all serious disciplinary actions, which are normally considered (1) demotions; (2) discharges; (3) reductions in pay; and, (4) suspensions. Section 7 – Probationary Period The probationary period for newly hired and promoted employees into positions in this unit shall be 2080 paid hours from the date of hire. “Paid hours” shall include hours actually worked (excluding overtime) and paid leaves such as vacation, holiday, sick leave and compensatory time but shall not include time spent on any leave of absence, including workers’ compensation leave, modified/light duty and military leave. In addition, the probationary period of new hires may be extended at the discretion of the Police Chief for a period not to exceed 1040 hours. Section 8 – Seniority Department Heads will consider seniority in authorizing vacations, scheduling shift assignments and transfers. Seniority shall prevail when all other factors are not significantly different. "All other factors" is defined as special qualifications, skills, work performance, as well as attendance and safety. An employee shall not attain seniority until the completion of a probationary period, upon which time the seniority date shall be from the last date of hire within the department, division or section. In the event of layoffs, due to lack of work or funds that the department deems it necessary to reduce the working force, the last employee hired within the classification so reduced shall be the first laid off unless they possess special

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8 qualifications or whose loss of skills would adversely affect the public welfare or has superior work performance that can be documented. An employee shall be given at least thirty (30) days notice prior to layoff. Section 9 – Personnel Files A. The Human Resources Department shall keep and maintain an official personnel file for employees, which shall contain information relative to the employee. No other files, records or notations shall be official except as may be prepared or used by the City or its counsel in the course of preparation for any pending case, such as the Department of Fair Employment and Housing or Personnel Commission matter or grievance. B. An employee's department may maintain a file pertaining to an employee, which shall contain job-related information only. It shall be the supervisor's responsibility to inform the employee, with a copy thereof, of any detrimental material in the file that may affect the employee's performance evaluation. An employee may grieve over the factuality of, or propriety of, any material in such file. Such files shall be confidential. Both the City and the Union agree that an employee's failure to challenge any material in such file does not justify the conclusion that the employee is in agreement with any such materials. Such files shall not contain a copy of any disciplinary action against an employee. C. Employees and/or their authorized representatives, if authorized by the employee, shall have the right, upon written request, to review the contents of their official personnel file and department files. Such review may be made during working hours with no loss of pay for time spent, and the employee may be accompanied by their authorized representative if they so wish. Reasonable requests to copy documents in the files shall be honored. D. A copy of any disciplinary action or material related to employee performance, which is placed in the personnel file, shall be served upon the employee (the employee so noting receipt), or sent by certified mail (return receipt requested) to their last address appearing on the records of the City. It is the obligation of each employee to provide the City with their current address. E. A full-time, permanent employee shall have thirty (30) working days in which to file a written response to an employee performance evaluation entered in their personnel file. Such written response shall be attached to the employee performance evaluation. The thirty (30) working days will commence with the date the employee receives the evaluation for signature. The Human Resources Department will distribute to all City departments a memorandum explaining employee performance evaluation response procedures for Police Civilian Unit employees. F. Employees may request that any documents contained in the file of a derogatory nature will be purged from their files after a period of twenty-four (24) months and no further actions have occurred similar in nature. The department head shall review said

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9 request and notify the employee and AFSCME of their decision in writing within seven (7) calendar days. After review by the Police Chief or designee, if the employee is not satisfied with the outcome, the employee may request that the City Manager and/or the Director of Human Resources review all requests to purge negative items from personnel files. The decision of the City Manager and/or the Director of Human Resources as to what will be purged from the personnel files shall be final and binding. Section 10 – Bulletin Boards The City will provide adequate space on bulletin boards in each department/division for the purpose of the Union posting notice of pertinent Union business. The Union agrees that nothing libelous, obscene, defamatory or of a partisan political nature shall be posted. In the event that there is a dispute arising out of the pertinence of any literature the Union chooses to post, the Human Resources Director or designated representative and a Union representative will meet as soon as possible to resolve the problem. Section 11 – Safety Committee There is established a City-wide Safety Committee in which the Police Civilian Unit has membership. AFSCME shall appoint three (3) members from the Police Civilian Unit to the Safety Committee and also three (3) alternative members. The Committee will review all recordable accidents (both City equipment and personal injury of City employee) and make recommendations to the City Manager or their designee for all corrective actions in establishing better job safety. The Safety Committee shall forward to AFSCME Local 4710 office a copy of all minutes, findings and recommendations that pertain to police civilian unit employees at the conclusion of each meeting. Section 12 - Labor-Management Committee The Labor-Management Committee shall continue for the term of this MOU. Its continuing purpose is for the discussion of common problems that are not addressed in other existing procedures. In addition, the purpose of the meeting will be to listen and correct the employee’s safety concerns as it relates to City policy, OSHA, the MOU, and any other safety regulatory body. The Union shall designate three (3) representatives to serve on the Committee from different department units. The Committee shall normally meet at least quarterly or may meet more often, if necessary, at a mutually agreed upon time and place. Either the City or AFSCME Local 4710 may request a meeting with the Labor-Management Committee to review issues. Upon request, the other party agrees to meet in an attempt to clarify and resolve issues. Recommendations shall be considered by management. Guests and/or speakers will be allowed to attend based on advance notice to the City and mutual agreement.

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10 Section 13 – Employee Stewards AFSCME Local 4710 may designate no more than six (6) stewards from any Department/Division. Employees designated or assigned to a committee will be allowed reasonable release time to contact AFSCME, Local 4710, Business Representatives and participate in required committee meetings. Union stewards shall not receive any additional time or compensation for the designation. The Union shall provide the City with an initial list of stewards and thereafter upon request by the City. The position of steward shall not interfere with the daily operations of the City. ARTICLE II EMPLOYER-EMPLOYEE RELATIONS Section 1 – Recognition/ Union Security The City hereby acknowledges that AFSCME Local 4710 has been and is recognized by the City as the exclusive representative for the Police Civilian Unit employees for purposes of meeting and conferring on wages, hours, and other terms and conditions of employment and for all other matters related to employer-employee relations for these employees. The granting of "exclusive" recognition shall not preclude employee self-representation in matters where individual rights, protections and concerns are involved such as grievances and disciplinary matters; provided, however, the representation rights of the Union as exclusive representative shall not be compromised thereby. If a unit member does not wish to be represented by the Union in matters pertaining to grievances and disciplinary appeals and wishes to represent themself, such member shall be required to provide the Union and the City with a signed statement waiving the right to Union representation in such matters. Section 2 – No Strike/Work Disruption It is the purpose of the MOU, for the parties hereto, to confirm and maintain the spirit of cooperation which has existed between the City and the employees of the City. It is recognized that adequate dispute resolution procedures exist to resolve differences and that any work disruptions are unproductive to City operations and services provided to its citizens. The Union and the City agree that they shall, at no time or in any way, jeopardize the public health, welfare and safety of the City's business and residential communities. Thus, the Union and the City will strive to promote a harmonious relationship between the parties to this MOU that will result in benefits to the City and will provide continuous and uninterrupted employee services. It is, therefore, further agreed that the Union shall not, on behalf of itself and its members, individually or collectively engage in, support, or sanction any curtailment or restriction of work at any time during the term of this MOU. The parties shall endeavor to discourage any such work disruptions or curtailment and shall make affirmative efforts to return employees to their jobs in the event that any such work disruption occurs.

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11 Section 3 – Payroll Deduction for Union Dues The City agrees to provide Union dues deductions for Union members only as long as the Union remains the exclusive representative for the employees within the bargaining unit. Conversely, no other employee organization shall be permitted dues deduction privileges for employees within the bargaining unit. The City shall not be liable to the Union, employees or any other person by reason of the requirements of this article for the remittance of any sum other than that constituting actual deductions made from employee wages earned. Dues shall be deducted from the pay of each employee. Dues deduction shall be a specified uniform amount for each employee and any change in the amount of dues deducted shall be by written authorization from the Union, provided however, that the Union shows proof that the general membership has voted and approved any change in the amount of dues. Indemnification. The Union acknowledges that it has, and will continue to, comply with all applicable requirements, regulations, and provisions of law pertaining to dues deductions. It is agreed that the City assumes no obligation or liability, financial or other arising out of the provisions of this Article. AFSCME shall indemnify, defend and hold the City harmless from any claims made and suits instituted against the City in regard to the application of this Article. AFSCME indemnity and liability obligation is more fully set forth as follows: (1) AFSCME Local 4710 shall defend, indemnify and hold harmless the City of San Bernardino and its officers and employees from any claim, loss, liability, cause of action or administrative proceeding arising out of the operation of this Article. Upon commencement of such legal action, administrative proceeding, or claim, City, immediately upon receipt of notice of such claim, proceeding or legal action shall inform AFSCME of such action, provide AFSCME Local 4710 with all information, documents, and assistance necessary for AFSCME Local 4710 defense or settlement of such action and fully cooperate with AFSCME Local 4710 in providing all necessary employee witnesses and assistance necessary for said defense. The cost of any such assistance shall be paid by AFSCME Local 4710. AFSCME Local 4710 upon its compromise or settlement of such action or matter shall immediately pay the parties to such action all sums due under such settlement or compromise. AFSCME Local 4710, upon final order and judgment of a Court of competent jurisdiction awarding damages or costs to any employee, shall pay all sums owing under such order and judgment. Section 4 – Employee Lists The City agrees to provide to the Union as requested, a list of names and other information as required by law of employees covered by this MOU. Section 5 – Budget Documents The City agrees to provide or make available electronically to the Union a copy of the annual financial report, preliminary budget, final budget and resolutions or ordinances as requested by the Union.

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12 Section 6 – Employee Orientation The Union will be allowed a reasonable amount of time each new orientation session to talk to new Unit members to explain the rights and benefits under the MOU. The Union will be given notice of a new employee orientation at least ten (10) days prior to the session unless an urgent unforeseen need arises critical to the City’s operations. The City will hold new employee orientations on a regular basis as needed. Section 7- New Employee information The City will provide the Union with an electronic copy of the name, home address, personal and work email address, and personal cell phone numbers of all new bargaining unit employees within 30 days of hire and will also provide the Union with an electronic copy of the same information above for all employees at least every 120 days. Such information will be provided to the extent it maintains such information and is consistent with the privacy rights of employees under applicable law. Section 8 – Union Logos A. Employees wishing to demonstrate their support for, or affiliation with, AFSCME shall be permitted to wear a Union button, badge, logo, or pin as long as the button, badge, logo, or pin does not create a safety or health issue or interfere with the efficient operations of the employer. B. In consideration of the above, said button, badge, logo, or pin must be consistent with all of the following: 1. Removable; 2. For uniformed employees only, it must be centered and fit on the pocket flap or in the area where the pocket flap is supposed to be on the jacket, shirt, blouse, or sweater; 3. It may not carry a message that is libelous, obscene or defamatory. Employees will be permitted to wear a Union button or pin as long as it does not create a safety or health issue, interfere with the efficient operations of the employer, or conflict with previously adopted uniform standards in department work rules/operating procedures. Section 9 - Non-Discrimination Neither the City nor the Union shall unlawfully discriminate against any employee because of race, color, ancestry, sex, sexual orientation, age, physical or mental disability, medical condition, national origin, political affiliation, religion, or any other basis as required by federal, state, or local law. Section 10 – Contract for Services It is not the intent of the City to contract out work for the sole purpose of causing employees to lose their jobs. If a decision is made by the City to contract work not now contracted, and

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13 that decision will result in change in the work conditions or status of employees in the unit, the City shall endeavor to provide advance notice of at least thirty (30) days to the Union so as to allow adequate time for the parties to meet and confer in good faith with the Union prior to making a final recommendation to the City Council. If the City puts out a bid for contract services, the affected department will have the opportunity to bid for services, Contract awards are subject to the City Council approval and will not be part of this agreement. Section 11 – Grievance Procedure Definition of Employee Grievance: A grievance is an alleged violation of the terms of the MOU or of the application of any laws, ordinances, resolutions concerning or affecting wages, hours or other conditions of employment except as excluded in the following paragraph. Minor discipline that is not subject to appeal to the Personnel Commission may be filed under this grievance procedure. This procedure is not intended to be used to effect changes in the terms of this MOU or those matters not covered by this MOU. Additionally, allegations of discrimination and harassment shall be submitted to the Equal Employment Officer/Human Resources Director. The Equal Employment Officer/Director of Human Resources may recommend that the matter be brought as a formal grievance. Alleged violations of the Employer-Employee Relations Ordinance shall be processed through the procedure contained therein. Disciplinary appeals involving a loss of pay pursuant to the Personnel Rules (e.g. suspension, demotion, termination) shall be filed with the Personnel Commission. There shall be no parallel appeals on the same issue. As such, the filing of a lawsuit or an action with any administrative agency shall automatically terminate the grievance process. As used in this procedure, the term "immediate supervisor" means the lowest level of supervisor not within the bargaining unit. The procedure provides a mechanism for settling the grievance informally with the "immediate supervisor," up to and including the Division Head. If this proves unsatisfactory, the grievance may be formally presented to the Department Head or designee, the Director of Human Resources, and finally to the City Manager who will be the ultimate authority. The aggrieved employee shall have the right to be represented, if they desire, by the designated Union representative. Working Day: As used in this section, "working day” shall refer to the employee’s working day or to the working day of the other party involved (Supervisor, Division Head, Department Head, Director of Human Resources, City Manager and/or their designees), depending upon whose response or action is pending. Procedural Steps for Handling Grievances: A. Informal: An attempt shall be made to ascertain all facts and adjust all grievances on an informal basis between the employee and a supervisor in the employee's chain of command, up to and including the Division Head. Oral presentation of the grievance

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14 must be submitted to the Informal Step within ten (10) working days of the incident causing the grievance or of the grievant’ s knowledge of the incident’s occurrence. The date and the subject of the incident should be provided with the request for the informal meeting. Within ten (10) working days of the presentation of the grievance, the supervisor shall provide an oral response to the employee. The supervisor will document (for record purposes) their response to the employee in the event the grievance proceeds to the Formal level. When the matter complained of originated at the Department Head level, the initial grievance shall be filed at directly with the Department Head. If the grievance alleges a violation of law, a City uniform policy, ordinance, or resolution, the grievance shall be filed with the Human Resources Director B. Formal: 1. If the grievance is not adjusted to the satisfaction of the Union or employee involved, the grievance shall be submitted in writing by the employee or their designated representative to the Department Head or their designee within ten (10) working days from the date of the oral response. The written grievance shall include the date of the incident, a description of the alleged facts, witnesses, and the provision alleged to have been violated. The Department Head or their designee shall meet with the employee and/or their designated representative within the next ten (10) working days of receipt of the written grievance and shall deliver their answer in writing to the employee within ten (10) working days after the meeting. 2. If the grievance is still not adjusted, the aggrieved party may file a written appeal with the Director of Human Resources within ten (10) working days from the date of delivery of said answer. The Director of Human Resources or their designee shall meet with the employee, and if the employee desires, the designated Association representative, within ten (10) working days after receipt of the appeal, shall deliver their answer in writing to the employee within ten (10) working days after the meeting. If the grievance alleges a violation of the application of law, a City Uniform Policy, ordinance, or resolution, the grievance shall be initially filed with the Human Resources Director. 3. If the grievance is still not adjusted, the aggrieved party may file a written appeal with the City Manager or their designated representative within ten (10) working days from the date of delivery of said answer stating the facts and basis for the complaint and the desired remedy. If the Union desires, it may then submit the matter to a neutral hearing officer selected by the parties from a list provided by the State Mediation and Conciliation Service whose decision shall be advisory to the City Manager. Grievances shall only be advanced to advisory arbitration with the agreement of the Union. The cost for hearing all grievances advanced to an advisory arbitration hearing shall be split equally between the City and Union, including any cancellation

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15 fee if both parties are mutually responsible; otherwise the party responsible for the cancellation shall pay the entire cancellation fee. The City Manager or their designated representative shall deliver their answer in writing within fifteen (15) calendar days after receipt of the hearing officer’s advisory decision. The decision of the City Manager or their designated representative is final and binding on all parties, unless reversed by a court decision. A Court may only reverse the decision of the City Manager if such decision of the City Manager was determined by the Court to be demonstrably contrary to law or arbitrary and capricious. All grievances shall be treated as confidential during their pendency, including any appeal, and no publicity shall be given the final resolution of the grievance if it is not subject to disclosure under applicable law. C. Time Limits: Any formal grievance not answered by the City within the specified time limit listed above shall be deemed settled on the basis of the Union’s original demand (i.e. make whole remedy) unless there are extenuating circumstances or the investigation is continuing. Grievances settled by default shall not establish a precedent as to the interpretation of the disputed language Likewise, any specified adjustment not appealed by the employee or their designated representative within the specified time limits listed above shall be deemed settled on the basis of the last City official's answer. Timelines as above may be extended by mutual agreement only. D. Consolidation of Grievances: In order to avoid the necessity of processing numerous similar grievances at one time, a single "class" grievance may be filed as long as the grievances are from employees within a single department or work unit within the department. The City also has the right to consolidate responses to such grievances. If the grievant is a group of three (3) or more employees within a department, the group shall appoint one (1) or two (2) employees who signed the grievance to speak for the collective group throughout the grievance process. ARTICLE III COMPENSATION Section 1 – Salaries Effective 9/1/2025, the salary ranges for all unit members shall be increased by two and seven tenths percent (2.7%) to reflect a cost-of-living adjustment (COLA). Effective the first full pay period following January 1, 2026, the salary ranges for all unit members shall be increased by two and one tenth percent (2.1%). Effective the first full pay period following July 1, 2026, the salary ranges for all unit members shall be increased by three percent (3%), UNLESS, increase in revenues fall below 3.75%, in which case the COLA will be split in half with the employees receiving one and one half percent (1.5%) effective the first full pay period

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16 following July 1, 2026 and one and one half percent (1.5%) effective the first full pay period following January 1, 2027. All salary ranges for classifications represented by AFSCME shall be amended by the City Council in accordance with these provisions. Section 2 – Classification and Compensation Study The parties agree to an economic reopener commencing in or about April/May 2027. The purpose of this reopener is to discuss the classification and compensation study (“Study”) the City is currently conducting and expected to be completed before the start of the 2027-28 fiscal year. Any salary equity adjustments to individual classifications will be considered alongside any across-the-board salary adjustments and other increases in compensation, taking into account such factors as the total cost of bargaining unit compensation, market competitiveness, recruitment/retention, and the availability of financial resources. Annual salary adjustments will be contingent upon available funding and evaluated within the City’s long-term financial plan. If the City fails to allocate any funds to address pay equity issues, then a three percent (3%) across-the-board increase will go into effect at the beginning of the first full pay period following July 1, 2027. However, if funds are allocated by the City to address pay equity, the parties will negotiate pay equity and/or other economic items and there shall be no automatic or guaranteed across-the-board increase. It is expressly agreed that the parties may extend the MOU by mutual agreement during this economic reopener. Section 3 – Retirement Benefits AFSCME members are provided retirement benefits under the California Public Employees’ Retirement System (CalPERS) as follows: Tier l : Tier Il : Tier Ill : Employees hired on or before October 3, 2011, shall receive a 2.7% @ 55 retirement benefit; CalPERS "Classic Members" hired on or after October 4, 2011, shall receive a 2% @ 55 retirement benefit; CalPERS "New Members" hired on or after January 1, 2013, shall receive a 2% @ 62 retirement benefit in accordance with the Public Employees’ Pension Reform Act of 2013 (PEPRA) Employee Share. Effective 2/1/2013, all Tier I and Tier II employees shall pay the employee's share of the retirement contribution, either 8% for the 2.7@@ 55 formula or 7% for the 2%@ 55 formula. Effective 1/1/2013, Tier Ill employees shall pay the employee contribution required by the PEPRA, calculated at 50% of the normal cost. Employer Share. Effective 2/1/2013, all employees shall pay 1.304% of their salary toward the employer cost of retirement in accordance with Section 20516 of the California Government Code.

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17 The City will pay the employer contribution for the Fourth Level 1959 Survivor Benefit. For Tier I and Il employees, the final compensation retirement calculation shall be based upon their single highest year of compensation earnable as provided under Section 20042 of the California Government Code. The compensation earnable period for Tier Ill PEPRA employees will be three years. The City and AFSCME acknowledge that the PEPRA laws and regulations shall govern a determination of whether employees are hired as "new members" or "classic or legacy" members. Section 4 – Overtime All employees in the Police Civilian Unit will receive overtime based on the requirements of the Fair Labor Standards Act (FLSA). Employees shall be paid overtime compensation at the FLSA rate for all hours worked over 40 hours in the designated work week. Holiday, compensatory time, concession leave, workers' compensation, and authorized unpaid leave hours shall not apply towards hours worked in the work week. Overtime work shall not be authorized unless the employee has obtained the prior approval of their Department Head or designated Division Head. Emergency overtime work may be authorized by the employee's supervisor without such prior approval, if obtained at the earliest possible time after the performance of emergency work. In instances where standby and call-back work is required and directed, it shall be regulated by, and paid in accordance with, the provisions contained in Article Ill, Section 8. Compensatory Time Bank: When an employee works overtime, they shall earn overtime at the FLSA rate. Following prior approval of overtime as described above, the employee will either be paid for the overtime worked or the number of overtime hours worked will be placed in a compensatory time bank, based on the employee's request. The Finance Department (Payroll) will track the compensatory time accrued and used, and the compensatory time balance will appear on the employee's paycheck. Department Head approval will be required in order for employees to use time from the compensatory time bank. Once an employee's compensatory time bank reaches eighty (80) hours, the employee will be paid for all subsequent overtime worked. By the end of June 30 each year, an employee's compensatory time bank must be reduced to forty (40) hours. Any hours in the compensatory time bank in excess of forty (40) hours as of June 30 of each year will be paid at the employee's regular rate of pay, and will be included on the first paycheck in December. If the employee terminates employment or if the employee is promoted to a position in the City, the compensatory time bank will be paid off at the then current rate of pay. Section 5 – Special Event Overtime Employees who work special events where the City has contracts with third parties to provide public safety services and where the third parties pay for the cost of such labor services shall be entitled to be paid an overtime rate of two times the member's regular rate of pay provided the third party agrees. Such costs may include costs associated with workers' compensation

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18 coverage, Medicare, CalPERS contributions and other expenses required by the AFSCME Memorandum of Understanding. The City and AFSCME acknowledge that under no circumstance shall this provision result in any additional cost to the City. To be eligible for double time for work performed under such third-party contracts, the third party must agree in writing to indemnify the City against all liabilities and injuries incurred solely from the event, event management, or as a result of actions of event staff. Special Event shall mean any short-term event of less than 30 days where the services provided are outside of the normal scope of duties of the Union members as to providing routine services to the City of San Bernardino. Special Events shall not include long-term contracts with third parties to provide services for more than 30 days. Special Events shall not include contracts with third parties who are non-profit organizations. Double time shall mean an increase in pay equal to two times the current regular rate of pay for the individual member assigned to the special event. Section 6 – Higher Acting Classification Pay Upon approval by the City Manager, a Department/Division Head may assign or reassign a qualified unit employee to discharge the duties of a higher classification when a position is vacant or in the absence of the incumbent due to resignation, termination, promotion, or an extended leave of absence, or other emergency circumstances. An employee assigned in writing by the Department/Division Head, with the approval of the City Manager, shall receive acting duty pay starting on the sixth consecutive day of each acting duty assignment. No acting duty pay will be paid for the first five (5) days of each acting duty assignment, except for those employees who can prove that they have served a total of twenty (20) days in a higher-acting classification during the previous twenty-four (24) months, based upon their official Human Resources Department records. No Police Civilian Unit employee that is on probation shall be placed in a higher acting classification. Further, no Police Civilian Unit employee shall be in a higher acting classification for more than one (1) year. As a condition to receiving the higher acting pay, the Department designee must complete the required Personnel Action Forms (PAFs) and the Department Head and the City Manager must approve the request. An employee assigned to work in a higher classification on an acting basis shall receive at least five percent (5%) above their current base rate of pay. The City will not circumvent the intent of this article by using various employees to thwart the intention of this article. Employees who believe they are performing duties of a higher level outside of their current classification, and who believe they have been unable to resolve the situation satisfactorily, shall have the right to appeal their issue via the current grievance procedure. To be eligible for higher acting pay, unit members shall: 1) perform the full range and majority of the duties in the higher-level classification that are unrelated to an employee's current

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19 classification; and, 2) perform the full range and majority of the higher classification duties for five full working days based upon the unit member's assigned work schedule.Section 7 – Call Back/Standby Assignment and Pay An employee who is free to engage in their own pursuits while off duty, subject only to carrying a phone or to the understanding that the employee leave word with the Department Head or designee where the employee can be reached, is not working while on standby. If called back, the employee shall be paid for the time actually worked in accordance with Article Three, Section IV (Overtime). If a Department Head places an employee on standby, defined as the employee being in a state of readiness and immediate availability to come to work outside of their normal work hours, AFSCME and the City hereby agree that the following is compensation in full for the hours of work of the employee when in such standby status: Standby Status Hours Compensated For the employee's five (5) workdays during their work week (or prorate at 1.5 hrs/day) 7.5 hours for 5 days For the employee's two (2) non-workdays during their work week (or pro rate at 2.0 hrs/day) OR, 4 hours for 2 days For all seven (7) days during a work week AND, 10 work hours For any holiday, as described in this MOU, during which the employee stands by for all or any portion of the 24-hour day 2 extra work hours per scheduled holiday - added to the above Payment for hours described above shall be compensated at the regular rate of pay. Police Civilian Unit Call-Back Pay: An employee cannot be in standby status and call-back status at the same time. Employees not formally assigned to standby status may still be called back to work. If reached by their supervisor and called back to work, the employee will be paid for actual hours of work at the FLSA overtime rate of time-and-one-half (1-1/2) unless the employee has worked less than forty (40) hours in the work week due to use of paid or unpaid sick time, vacation, holiday,

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20 and compensatory time. In such cases, employee will be paid straight time. An employee called back to work shall be paid for a minimum of two (2) hours of work. However, there shall be no pyramiding of call back pay (multiple payments of call back) if an employee has not left the workplace when a subsequent call for service is made. In such instances, the employee shall continue to receive the appropriate rate of pay. The Police Civilian Unit employees covered by this MOU are not so severely restricted in their activities while in standby status as to be "working while 'on call'" as that term is used in the Fair Labor Standards Act 29 CFR 785.17. Departments and Divisions, which utilize call-back/standby, will prepare a qualified list of employees. Department/Division Heads will consider the following factors in establishing and maintaining call-back and standby lists: employee seniority, special qualifications and skills. For Departments and Divisions assigning call-back and standby on a rotation basis, only the employee who appears first on the list may reject an assignment to call-back or standby. Rejecting an assignment will automatically place the first employee at the bottom of the list. The employee listed next must take the assignment. Departments and Divisions may use procedures that vary from the above, if the procedures are: (1) consistent with Department/Division work rules; or, (2) implemented result of an emergency situation. Employee Court Subpoena Time: All City employees appearing in court on their day off for a work-related court subpoena will receive compensation for the actual time spent in court, with a three (3) hour minimum. Additionally, employees will receive one-half (1/2) hour travel time for going to court. Employees will be reimbursed for all parking fees associated with the court appearance. In the event an employee is placed on standby on their day off for a work-related court subpoena, the employee will receive three (3) hours standby pay for each day on a standby status. For morning standby subpoenas where employees are called to court and do not go beyond 12:00 p.m. on that day, total compensation will consist of the three (3) hours standby along with one-half (1/2) hour of travel time. If employees have to appear in court after the noon recess, the actual additional time along with one-half (1/2) hour of travel time will be added to the three (3) hours standby. In cases where the subpoena is for 1:30 p.m. or another time, the standby will start with the time stated on the subpoena. All court-related compensation will be paid as time worked and at the appropriate straight time, or where applicable, at the FLSA overtime rate. Such compensation is in addition to compensation for any prior time actually worked pursuant to such subpoena. It is hereby agreed by and between the parties hereto that the Police Civilian Unit employees covered by this provision are not so severely restricted in their activities while on standby status as to be "working while 'on call'," as that term is used in the Fair Labor Standards Act 29 CFR 785.17.

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21 Section 8 – Shift Differential Unit employees assigned to the Forensic Bureau, Patrol, and Police Records within the Police Department, shall receive the following pay differential in addition to their pay for actual shift work designated as either the swing, or graveyard shift. A. An employee assigned to the swing shift (normal start and ending time of 4:00 p.m. to 12 midnight, respectively) shall receive $65 per month extra for all hours actually worked during such assignment; or, B. An employee assigned to the graveyard shift (normal start and end time of 12 midnight to 8:00 a.m., respectively) shall receive $100 per month extra for all hours actually worked during such assignment. C. Any employee who is permanently assigned to the swing or graveyard shift will receive the additional monthly pay. The additional pay will only begin and end on the 1st and the 16th of the month. Whenever permanent swing or graveyard shift employees work overtime on another shift, their hourly pay will include the additional monthly pay as part of their regular rate of pay for FLSA purposes. D. Any non-swing/graveyard shift employees who work overtime in a swing or graveyard shift will only be paid at the regular rate of pay (no additional differential pay). E. Shift differentials are not cumulative; thus, when more than one differential applies, the differential that provides the highest pay will be paid to the employee. The Department, by memo, will inform Payroll which employees are permanently assigned to swing and graveyard shifts and should receive the additional monthly pay. Permanent is defined as working thirty (30) days or more. Section 9 – Bilingual Pay Police Civilian Unit employees, as designated by the City Manager and who meet the certification and eligibility requirements as developed by the City, shall be compensated at the rate of seventy-five dollars ($75) per month. The duties of the employee receiving bilingual pay may be reviewed annually to determine that bilingual duties assigned to an employee are being performed on a regular and frequent basis. The designated employees may be tested annually for certification and recertification. No employee shall receive bilingual pay when in a classification designated as bilingual (e.g. Customer Service Representative (Bilingual)). The City shall determine the number of eligible employees based on the consideration of such factors as most critical need and financial resources/constraints. The City Manager or designee will retain the right to select the eligible employees and to determine the departments where use of employee bilingual skills would be best served. The City shall reserve the right to determine languages for which testing will be conducted.

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22 Section 10 – Training Pay Eligible and qualified employees as identified below will receive additional compensation for training as assigned by a Department Head. On or about July of each year this MOU is effective, a Department may establish a list of employees who, in the sole determination of the Department Head, are qualified to serve as a trainer for new and/or probationary employees. Each Department may establish requirements to serve as a trainer and may develop in-house evaluation procedures to measure qualifications. Such evaluation procedures may include, without limitation, the completion of an application, testing, and interviews. Any of the qualified trainers on the eligible list may be called upon during the year to train new employees. Training assignments will be assigned in one (1) week increments; for example, training assignments may be for one (1) week to one (1 ) month or more. As a condition to receiving training compensation under this Section, all training assignments must be designated as to length and scope of training on Departmental forms. All training assignments must also be approved in writing by the Department Head or their designee prior to the commencement of the training assignment.Qualified employees assigned to training will receive compensation of $37.50 per week. Training assignments may be discontinued at any time and for any reason, and will be based, in part, upon the needs and budget of the Department. Section 11 – Education Pay Effective the first full pay period following July 1, 2027, the City shall establish an education pay of $75 per month for Unit members who have obtained a Bachelor of Arts or Bachelor of Science Degree whose job descriptions do not require them to have it. If the classification requires a Bachelor of Arts or Bachelor of Science Degree, then the Unit member shall receive $75 per month for obtaining a Master of Arts or Master of Science degree. Section 12 – Longevity Pay Effective November 1, 2027, and annually thereafter, employees, who have reached the following full-time continuous years of service with the City shall be eligible to receive longevity pay as follows: Years of Completed Continuous Service with City Annual Amount 15 $1,000 20 $1,250 25+ $1,500 Annual longevity payments shall be paid out biweekly and shall be compensation earnable as determined by CALPERS in accordance with applicable law.

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23 ARTICLE IV FRINGE BENEFITS Section 1 – Health Benefits and Life Insurance A. Effective the first full pay period following July 1, 2025, the City will contribute $738.00 per month toward health premiums for Employee Only, $1,450.00 per month for Employee Plus One, and $1,939.00 per month for Employee Plus Family.Employee Only Coverage. Effective at the beginning of the next health insurance premium adjustment following July 1, 2025, and each premium adjustment annually thereafter, the City shall continue to pay up to 100% of the cost of Employee Only coverage for the lowest cost plan (currently Kaiser) for the duration of the MOU. The City shall continue to contribute the amount of the lowest cost plan towards health premiums for employees who choose a higher cost plan for Employee Only coverage. The employee shall continue to be responsible for paying the difference in premium costs for the higher cost plan. Employee Plus One Coverage. Effective at the beginning of the next health insurance premium adjustment following July 1, 2025, and each premium adjustment annually thereafter, employees enrolled in Employee Plus One coverage shall pay up to the first $30 per month in premium increase of the lowest cost plan (currently Kaiser) each year that this MOU is in effect. The same amount of increase shall apply each year to employees who choose the higher cost plan. That is, employees who choose the higher cost plan for Employee Plus One coverage shall also pay the same amount of increase, up to the maximum $30 per year increase, as employees in the lowest cost plan, in addition to any difference in cost between the higher cost plan and the lowest cost plan they are currently contributing. Employee Plus Family Coverage. Effective at the beginning of the next health insurance premium adjustment following July 1, 2025, and each premium adjustment annually thereafter, employees enrolled in Employee Plus Family coverage shall pay up to the first $55 per month in premium increases of the lowest cost plan each year that this MOU is in effect. The same amount of increase each year shall apply to employees who choose the higher cost plan. That is, employees who choose the higher cost plan for Employee Plus Family coverage shall also pay the same amount of increase, up to the maximum $55 per year increase, as employees in the lowest cost plan in addition to any difference in cost between the higher cost plan and the lowest cost plan they are currently contributing. B. The amount of the City’s contribution is based on the selection of the “medical” enrollment category. If an employee elects “employee only” medical coverage, then the “employee only” allowance is provided to the employee. Any contribution not utilized by the employee shall revert to the City. C. Insurance benefits available for purchase by employees include: medical, dental, vision, and supplemental life and accidental death and dismemberment insurance. Unless

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24 otherwise specified, City contributions cannot be used for any voluntary benefits offered to unit members. D. An employee must purchase insurance offered through the City in order to utilize the contributions described in Section A above. E. Employees may use any of the amounts described in Section A to purchase any/all of the insurance benefits described in Section C. F. Cafeteria monies may be redesigned or a change of plans may be made in accordance with the rules established by the insurance plan selected by the employee. G. The City shall provide each employee with $10,000 basic life insurance and $ 25,000 Accidental Death and Dismemberment (AD&D). H. An employee who does not want to enroll in any health care plan offered by the City must provide evidence of health care insurance coverage, and execute a "Waiver of Benefits and Release Agreement" releasing the City from any responsibility or liability to provide health care insurance coverage on an annual basis. Employees who elect to waive the City's health care insurance may receive a stipend as shall be determined by the City on an annual basis. The parties acknowledge for the term of this MOU, health care stipends in an amount of $3,500 will be paid to those employees who elect to waive the City's health care insurance and will be paid in December of the Plan Year. Employees must be employed through the end of the last payroll period in November to qualify for this benefit. Unless hired during the benefit year, employees must participate in the program for the full 12 months to receive the full stipend. Employees on payroll on November 30th who were hired during the benefit year and did not work the entire 12-month period shall earn the stipend on a pro-rata basis. Employees who waived insurance benefits during Open Enrollment, but later requested to enroll in benefits prior to November 30th, will not be eligible for any portion of the stipend. Employees who elect to drop coverage mid-year are not eligible to participate in the stipend program. Employees participating in this option are required to waive all medical, dental, vision, supplemental life and supplemental AD&D coverages provided by the City. Health Care stipends are not considered compensation for purposes of CalPERS retirement calculations and are subject to federal and state withholding taxes. I. The Union agrees to participate in the City's Joint Labor-Management Health Benefits Committee ("Committee") to evaluate, on an annual basis, City-wide plan designs for health care. All plan designs and City contributions shall be effective on January 1st annually. During the term of this MOU, City reserves the right, and the Union agrees, to reopen this MOU on providers and/or any provision in this Section. J. All full-time, regular employees will be covered under the City's Long-Term Disability (LTD insurance plan. The City will pay 100% of the LTD insurance plan premiums for full-time, regular employees during the length of this MOU. K. Employees must be in a paid status for fifteen (15) consecutive days, in any given month, to receive the benefits of this Article, unless the employee is on a qualifying approved leave, such as Family Medical Leave, and is eligible for benefit continuation under

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25 applicable state or federal law. Members who have been suspended or discharged pending an administrative appeal shall be eligible for continuation of benefits pending final disposition of the disciplinary matter by the City's Personnel Commission. Section 2 – Uniforms, Rain Gear & Safety Equipment The City shall provide uniforms to any employee required to wear a uniform. The City shall purchase uniform shorts for use as part of the uniform. Each department will establish guidelines for wearing shorts and employees will not be allowed to wear shorts when performing activities that may create a safety hazard. The City shall make appropriate rain gear available. The City will annually reimburse members of the Police Civilian Unit fifty dollars ($50) toward the purchase of work footwear consistent with City policy Employees shall wear such footwear at all times while on duty ARTICLE V LEAVES Section 1 – Vacation A. All employees within the bargaining unit covered by this MOU shall be entitled to annual paid vacations as follows: Completed Years of Rate of Accrual Equivalent Hours Continuous Service*per pay PeriodPer Year 1 year** 3.0769 hours 80 hours5 years 4.6153 hours 120 hours 15 years 6.1538 hours 160 hours 20 years 7.6923 hours 200 hours *Service year begins on initial date of employment in a full-time, regular status. **No vacation granted or accrued, if service is less than 1,040 paid hours. At the time of voluntary and involuntary termination of employment, an employee shall be entitled to receive compensation for the number of vacation hours, which have been accrued but not used. In the event said employee has been permitted to take vacation, which exceeds number of hours actually accrued, a deduction shall be made from the employee's final compensation for the number of hours in excess of the accrual. B. The amount of accrual shall not exceed the specified number of hours granted per year.

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26 C. Employees shall not be permitted to work in their City position in lieu of taking vacation in order to receive additional compensation. D. Vacation credits may be accrued and accumulated up to a maximum of two (2) years total accumulated vacation credits upon approval of the Department Head, as per the employee's rate of accrual. Vacations or portions thereof from a prior year may be taken consecutively with vacations or portions thereof of a succeeding year, subject to the approval of the Department Head. Except as approved by the Department Head, no vacation or portion thereof from a prior year shall run consecutively with the vacation of a succeeding year; and, a period of three (3) or more months should normally elapse between the expiration of one year's vacation and the commencement of the next year's vacation. Requests to utilize accrued vacation shall be submitted in writing on City approved forms to the Department Head. Department Heads shall respond to vacation requests submitted on City approved forms within five (5) work days. Department Heads shall not unreasonably delay responses to employee vacation requests. Nothing in this article shall be construed to prevent a response to the employee’s request before the expiration of five (5) work days. The vacation period to which any employee shall be entitled shall be assigned by the Department Head in the calendar year when due, except when the Department Head with the approval of the City Manager or their designee determines that an emergency or other valid factors prevent the employee from utilizing their vacation during the calendar year when due. Should this occur, the employees’ vacation should be rescheduled at the very earliest mutually acceptable date. In the event an employee is compensated for less than fifty percent (50%) of the payroll period, they shall not be credited with any vacation accrual for that pay period. E. Upon termination, payment for earned vacation or deduction for unearned vacation shall be made on the basis of the hourly rate of pay being received by the employee on the date of termination. F. Whenever the terms "year" or "years of employment" appear herein, they shall be deemed to include all services for the City of San Bernardino. G. The employee shall not lose any vacation time off due to action by the City. H. When an employee returns to work after a break in continuous service, and when such break in continuous service shall have been by leave of absence with the approval of the City Manager or their designee, vacation time shall not accrue during such break in continuous service, but shall accrue from the date of return to service from such approved leave of absence, based upon the total length of service of the employee. I. Employees may sell back up to forty (40) hours of vacation time per year providing that the following conditions have been met:

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27 1. Employees must have a minimum of one hundred twenty (120) hours in their vacation balance before sell back occurs. 2. Employees must have taken a one-consecutive (1) week vacation during the past year prior to the sell back of hours. 3. Employees must complete a sell back form, which must include a Department Head signature. 4. Forms must be submitted to the Finance Department on or before April 15th of each year.5. Payment for vacation sell back hours will be paid (using current Council approved salary rates in the salary resolution) on the employees’ paycheck in May of each year. Section 2 – Holiday Leave A. Holiday Leave Accrual. City Designated Holidays: Employees shall be entitled to thirteen (13) City-designated holidays, the equivalent of one hundred and seventeen (117) holiday hours each year for those employees on a 5/40 or a 9/80 regular work schedule. Those employees on a 4/10 work schedule shall be entitled to thirteen (13) City-designated holidays, the equivalent of one hundred thirty (130) holiday hours each year. The following days will be holidays for the purpose of this MOU: New Year's Day Martin Luther King, Jr. Day President's Day Memorial Day Juneteenth Independence Day Labor Day Traditional Veteran's Day (November 11) Thanksgiving Day Day after Thanksgiving Christmas Eve Day Christmas Day New Year's Eve Day In addition to the above, all employees, including new employees, shall be credited with eighteen (18) hours of Holiday Account time per calendar year (formerly floating Holidays). All hours of holiday leave will be credited to an employee's account on January 1st of each year this MOU is in effect. New hire employees who are hired by the City after January 1 of the calendar year shall receive a prorated number of floating holiday leave hours, at the rate of 1.5 hours per month, based on their hire date. For example, a new employee hired on July 1 of a calendar year shall receive nine (9) hours of floating holiday leave.

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28 B. Holiday Leave Carry-Over. On June 30th of each year that this MOU is in effect, Police Civilian Unit employees may carry over up to forty (40) hours of accrued holiday leave. Any holiday leave in excess of forty (40) hours on June 30th will be forfeited.C. Scheduling Holiday Leave. All full-time employees within the bargaining unit, with the exception of those employees shown in the following paragraphs, shall be allowed the above holidays at full pay when such holidays occur within the regularly assigned working periods, provided they are in a paid status during any portion of the working day immediately preceding or succeeding the holiday. If it becomes necessary for an employee to work on any of the above-mentioned holidays, except as provided herein, they shall receive pay at the regular rate and shall be allowed another day off at full pay as approved by the Department Head. Each Department Head shall consider employees' requests for scheduling the eighteen (18) holiday account hours per calendar year, provided however, the final right to allot the hours to be observed is reserved exclusively to the Department Head. The Department Head will not unreasonably withhold permission to take time off. The employee may supplement the holiday with accrued vacation, accrued holiday time, or compensatory time. D. Other Provisions: 1. Employees who, due to scheduling, must work on a recognized City holiday will be compensated on the basis of the number of hours worked on said holiday, excluding lunch/dinner break. The hours accruing to the employees’ holiday account for that day will be based upon the employees’ work schedule as provided in Article VI, Section 1 Work Periods. 2. If a holiday occurs on a normal day off for an employee, the employee shall receive no additional pay. 3. The decision as to whether in-lieu of time off or pay is to be received shall be based on the availability of funds and needs of the department, as determined by the Department Head. If in-lieu of time off is directed by the Department Head, it may be added to the regular annual vacation period, but must be taken within one (1) year of the date in-lieu time was earned. 4. On or about November 30th of each calendar year, the City Manager shall determine, and the Human Resources Department will distribute, the schedule of specific days that the above holidays will be observed. For example, holidays listed above may be allowed on a Monday, if any such holiday falls on Sunday, and may be allowed on the preceding Friday, if such holiday falls on a Saturday for all employees, except those covered by other provisions herein. 5. Holidays earned in any twelve (12) month period may not be accumulated beyond the total number of holidays allowed each year by this MOU. E. Upon separation from the City, employees shall be paid for ninety percent (90%) of their current holiday account.

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29 Section 3 – Sick Leave A. Definition: Sick leave means the absence from duty of an employee because of illness or injury, exposure to contagious disease or attendance upon a member of their immediate family who is seriously ill and requires the care of or attendance of any employee. Immediate family means: husband; wife; grandmother; grandfather; mother; father; sister; brother; son; daughter; uncle; aunt; mother-in-law; father-in-law; stepparents; stepchildren; grandchildren; and, step-grandchildren. Sick Leave Usage for Family Members: Not more than eighty (80) hours of sick leave within any calendar year may be granted to an employee for the care of or attendance upon members of their immediate family, as defined above. Not more than forty (40) hours of sick leave within any calendar year may be approved for an employee for each absence for purposes of attending the funeral of a member of the employees' immediate family. The City may require an employee to submit evidence of eligibility to use sick leave for purposes of attending the funeral of a member of the employee's immediate family. B. Sick Leave Usage for Employees 1. Upon the department's request, an employee must provide a physician's statement to justify a sick leave of forty (40) consecutive hours or longer. Employees suspected of abuse or excessive use of sick leave may also be required to furnish a written statement from their health care provider supporting the use of sick leave and/or the ability to return to work. If a physician's statement is requested, the Department Head or their designee must notify the employee prior to or on the first day of leave. Thereafter, the employee may be required to submit additional physician statements. 2. No absence due to illness or injury in excess of forty (40) hours shall be approved, except after the presentation of satisfactory evidence of illness or injury. A certificate from a practicing physician or an authorized practicing chiropractor may be required by the Department or Division Head, and shall be subject to their approval concerning such absence. The City Manager, or their designee, may require that any person claiming the sick leave benefits of this MOU be examined at any reasonable time or intervals by a designated physician, and in the event of an adverse report, to reject such claim for sick leave, in whole or in part and to terminate sick leave compensation. In the event of the refusal of any person to submit to such examination after notification, the City Manager, or their designee, may terminate sick leave compensation and reject any claim therefore. The City Manager shall have the right to require the presentation of a certificate from a practicing physician or a designated physician stating that an employee is physically or psychologically able to perform their work and duties satisfactorily before permitting an employee who has been on sick leave to return to work.

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30 3. In order to receive compensation while absent on sick leave, employees shall notify their immediate supervisor or designee prior to or within thirty (30) minutes of the time set for beginning their daily duties, or as may be specified in Department/Division work rules. 4. Sick leave with pay shall be granted to all regular employees and to all temporary full-time employees whose positions are funded under federal law who are regularly employed in permanent or federally funded positions, if such benefit is required by said federal law. Sick leave shall not be considered as a right which employees may use at their discretion but shall be allowed only in case of necessity and actual personal sickness or disability, except as otherwise provided herein. 5. Whenever an employee is compensated hereunder for sick leave or injury and has not had a vacation at the end of the current calendar year, the employee must take the vacation time not utilized due to illness or injury during the next calendar year. B. Such paid sick leave may be used for employee or family illness or for medical reasons or other reasons provided under the City’s Paid Sick Leave Policy (AB 1522) adopted by the Mayor and City Council on June 18, 2015 by Resolution 2015-116. At no time may an employee accrue more than 1,040 hours of sick leave. C. Employees shall not accumulate sick leave while compensated under the provisions of Catastrophic Leave and Leave of Absence without Pay. Time off with pay for sick leave shall be considered as time worked for purposes of the accrual of sick leave only. Sick leave usage shall not be decreased by the fact that any legal holiday occurs during the time off on account of illness. The words "legal holiday" shall have the meaning ascribed to them in Article V, Section 2. Sick leave shall not accumulate during periods of leave of absence without pay. In the event an employee works less than fifty percent (50%) of the total normal work hours in the pay period, they shall accrue no sick leave for such pay period and shall not be credited with the four (4) hours sick leave. Approved vacation, sick leave, holiday or compensatory time off shall be considered as time worked for the purpose of computing sick leave benefits only. Whenever an employee uses all allowable sick leave, further absences may be charged against accrued vacation upon approval of the Department Head. If all allowable sick leave has been used and use of accrued vacation is disapproved, the employee will take loss of pay for the time not covered by allowable sick leave. Section 4 – Payment of Sick Leave A. Payment for Unused Sick Leave: At the time of retirement only, an employee is eligible for compensation for unused post-petition sick leave as follows: a) 288 hours or less = no cash value; b) 289-479 = cash payment of 20% of accrued post-petition sick leave;

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31 c) 480-959 = cash payment of 25% of accrued post-petition sick leave; d) 960 or more hour = cash payment of 35% of accrued post-petition sick leave. B. Sick Leave Sell Back: On or before February 15th of each year this MOU is in effect, eligible employees will be allowed to cash out up to forty (40) hours of sick leave per year, providing the employee has at least three hundred and twenty (320) hours in their sick leave account after the sell back. Employees must complete a sell back form, which must include the Department Head's signature. Forms must be submitted to the Finance Department on or before February 15th each year. Payment for sick leave sell back will be paid (using the current City Council approved salary rates in the salary resolution) to employees in their March payroll check. Section 5 – Election Leave If an employee does not have sufficient time outside of working hours to vote at a statewide election, time off with pay to vote in any general or direct primary elections shall be granted as provided in the State of California Elections Code. Notice that an employee desires such time off shall be given in accordance with the provisions of said Code. Section 6 - Witness Leave Employees shall only be entitled to a paid leave of absence when subpoenaed to testify as a witness in litigation involving the City, such subpoena being properly issued by a court, agency or commission legally empowered to subpoena witnesses. This benefit shall not apply in any case in which the subpoenaed employee is a party to the action. Witness leave shall not be charged against any accumulated leave balances and shall be compensated at the employee's base hourly rate. Employees shall only be entitled to paid witness leave if they provide a copy of the subpoena to the City within twenty-four (24) hours of receipt. Section 7 – Jury Duty Employees shall provide prior notice to their supervisors regarding jury service. In cases where the completion on any day of such jury service does not exceed a period of four (4) hours duration of the employee's assigned work shift, it shall be the responsibility of the employee to return to work within a reasonable time after their release or discharge from such jury service on that day. However, where such employee is required to continue in jury service for a period in excess of four (4) hours duration on any such regularly scheduled working day, said employee shall not be required to work on that same day of their release or discharge from jury duty. If the start of the employee's shift is two (2) hours or more prior to the commencement of jury duty, the employee shall be required to report to work. This is subject to adjustment based on the location of jury service. Under such circumstances of compensable jury service, every employee shall be paid their regular pay, less jury duty fees while serving on jury duty, provided a copy of all jury fees paid to the individual employee, less automobile expenses allowed, are submitted to the City Finance Department.

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32 Employees shall notify their superiors of any call for jury service promptly upon receipt of notice thereof, and of any absence from duties due to such jury service in order that a replacement or substitute may perform their duties. When an employee fails to promptly report the receipt of a call to jury service when so required or fails to promptly notify their superiors regarding the absence for jury service, said employee shall be considered as absent without leave and no salary compensation shall be paid. In the event, during the course of any jury service, an employee is ordered by a judge or other officially recognized judicial body into a state of sequester, the employee shall be paid the regular wage during such time of sequester without supplement from any accrued bank of time. Any employee who is summoned to Grand Jury Service shall be entitled to all benefits, restrictions and requirements of this section. The City will pay for all working days and/or partial days in a calendar year of a covered employee who is required to serve jury duty. Whenever a covered employee is duly summoned as a witness, except where the employee is a litigant or defendant in a criminal case or any action brought about as a result of their own misconduct, they shall receive regular compensation for any regularly scheduled working hours spent in actual performance of such service. Section 8 - Other Leaves The City complies with the applicable provisions of the Federal Family and Medical Leave Act (FMLA), the Federal Pregnancy Discrimination Act (PDA), the California Family Rights Act of 1992 (CFRA), the California Pregnancy Disability Leave Law (PDL), and other medical and/or family leave benefits applicable under both Federal and California law. Applicable California and Federal statutory rights and obligations regarding leaves of absence which now exist or that may become in effect during the term of this MOU and are not specifically addressed in this MOU are incorporated by reference or addressed in a City Uniform Policy. City policies and procedures for administering current and new laws and regulations impacting employee leaves and benefits are available from the City's Human Resources Department.

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33 ARTICLE VI WORKING CONDITIONS Section 1 – Work Periods A. City Work Schedules: City work schedules shall be as herein defined, except as otherwise provided for: 1. 5/40 Work Schedule: The 5/40 work schedule shall consist of a forty (40) hour work week consisting of five (5), eight (8) hour workdays, exclusive of any meal periods assigned by management. 2. 9/80 Work Schedule: The 9/80 work schedule shall consist of eighty (80) work hours in a two (2) week period, consisting of eight (8), nine (9) hour workdays and one (1), eight (8) hour workday, exclusive of any meal periods assigned by management. 3. 4/10 Work Schedule: The 4/10 work schedule shall consist of a forty (40) hour work week consisting of four (4), ten (10) hour workdays, exclusive of any meal periods assigned by management. B. Work Schedule Adjustments: It is understood and agreed that the Police Department shall establish such work schedules as may be necessary for the efficient and economical provision of services for the public, and to make such adjustment in work shifts as are from time to time required. The City shall give the employees and the Union two (2) weeks' notice of any proposed changes in scheduled work shifts prior to implementation. If the Union wishes to consult with management regarding the proposed changes, it shall notify the City within seven (7) calendar days from receipt of notice. Upon notification by the Union, both parties shall meet within ten (10) calendar days in an earnest effort to reach a mutually satisfactory resolution of any problems arising as a result of the proposed changes. Work schedule changes resulting from an emergency situation or circumstances, which disrupt normal City operations as determined by the Department Head, are not bound by the two (2) week notice requirement. If a light-duty assignment for an employee will result in a shift change, e.g., from day shift to graveyard shift, the City shall give the employee and the Union two (2) weeks' notice of any proposed shift changes prior to implementation. The procedures described in the first paragraph of Section B above shall apply. 1. This section does not include minor adjustments in the starting and ending times of employee shifts 2. During the two-week notification period, the employee continues on current status/schedule.

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34 ARTICLE VII GENERAL PROVISIONS Section 1 – Full Understanding Waiver The parties acknowledge that during the meet and confer process which resulted in this MOU, each had the unlimited right and opportunity to make demands and proposals with respect to any subject or matter not removed by law, City Charter, ordnance, resolution, personnel and departmental rules and regulations, from the scope of negotiable issues and that the understandings arrived at by the parties after the exercise of that right and opportunity are set forth herein. Therefore, the City and the Union, for the life of this MOU, each voluntarily and unqualifiedly waives the right to meet and confer and each agrees that the other shall not be obligated to meet and confer with respect to any subject or matter referred to or covered in this MOU or with respect to any subject or matter not specifically referred to or covered in this MOU, even though such subject or matter may not have been within the knowledge or contemplation of either or both of the parties at the time they negotiated or signed this MOU. The express provisions of this Agreement for its duration constitute the complete and total contract between the City and Union with respect to wages, hours, and other terms and conditions of employment. Any prior or existing Agreement between the parties, whether formal or informal, regarding any such matters are hereby superseded and terminated in their entirety. Section 2 – Severability It is understood and agreed that this MOU is subject to all current and future applicable federal and state laws and regulations and the current provisions of the charter, ordinances, resolutions and of the rules and regulations of the City. If any part or provision of this MOU is in conflict or inconsistent with such applicable provisions of those federal, state or city enactments, or it is otherwise held to be invalid or unenforceable by any court or competent jurisdiction, such part or provision shall be superseded by such applicable law or regulations, and the remainder of this MOU shall not be affected thereby. The parties hereto agree to refrain from initiating any action that would invalidate any part of the MOU. Section 3 – Support of Agreement By entering into this MOU, the City and AFSCME Local 4710 have arrived at a final understanding through the meet and confer process, resolving any differences which may have arisen during that process. Accordingly, it is agreed that AFSCME Local 4710 and the City will support the MOU for its term and for purposes of Union ratification and Council Approval. Nothing contained in this MOU shall become binding upon the parties until such time as the City Council, by legislative enactment and allocation of funds, agrees and adopts its terms and conditions.

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35 Section 4 – Term of Memorandum of Understanding The term of this MOU extends through June 30, 2028. If negotiations regarding an MOU are in progress at the time the current MOU expires or if the parties are at impasse, the terms and conditions of the current MOU shall remain in effect as required by law until a successor MOU is adopted by the Mayor and City Council or other action is taken to implement terms and conditions in accordance with law. During the term of this MOU, the provisions regarding allocation, use, and payoffs for pre-petition leave time provided in side letter 2015-271 shall continue to be in effect. Section 5 – Notice of Intent to Reopen The parties agree that, if either party desires to propose changes in the terms or conditions of this MOU for the period following expiration of this MOU, it shall notify the other party at least one hundred twenty (120) days before the expiration of the MOU. Such notice of intent to reopen shall include a request for a meeting to begin negotiations and establish ground rules which shall include, at a minimum, the date beyond which no further proposals may be submitted by either party.

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36 AFSCME Local 4710 MEMORANDUM OF UNDERSTANDING 2025-2028 Executed this __________day of _______________, 2025 ___ Eric Levitt Luis Schmidt, AFSCME Local 4710 City Manager Business Agent ATTESTED BY: ____ Telicia Lopez, CMC Acting City ClerkApproved as to form: Sonia Carvalho, City Attorney ____

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CLASS
CODE CLASSIFICATION TITLE Unit SALARY RANGE BOTTOM STEP (Step 1)

MID POINT
(Step 10)
TOP
STEP
(Step 21)
33017 ACCOUNTING TECHNICIAN I (FLEX) - POLICE SBPCA 399 $3,808.02 $4,157.41 $4,627.54 33018 ACCOUNTING TECHNICIAN II - POLICE SBPCA 419 $4,206.65 $4,593.56 $5,112.93 33709 ADMINISTRATIVE ASSISTANT - POLICE SBPCA 400 $3,826.79 $4,178.50 $4,650.99 33758 COMMUNITY SERVICES OFFICER SBPCA 427 $4,377.82 $4,781.14 $5,321.62 33603 CRIME ANALYST SBPCA 493 $6,084.87 $6,644.11 $7,395.63 33602 CRIMINAL INVESTIGATION OFFICER SBPCA 493 $6,084.87 $6,644.11 $7,395.63 33707 EXECUTIVE ASSISTANT - POLICE SBPCA 430 $4,444.65 $4,852.65 $5,401.34 33165 FORENSICS SPECIALIST I (FLEX) SBPCA 448 $4,862.03 $5,257.13 $5,852.74 33166 FORENSICS SPECIALIST II SBPCA 478 $5,646.38 $6,165.76 $6,863.36 33515 MARKETING & PUBLIC RELATIONS SPECIALIST SBPCA 461 $5,186.79 $5,663.97 $6,305.29 30178 PARK RANGER SBPCA 397 $3,769.34 $4,116.37 $4,581.83 33581 PARKING ENFORCEMENT OFFICER SBPCA 380 $3,463.33 $3,782.24 $4,210.17 33848 POLICE FLEET MAINTENANCE EXPEDITOR SBPCA 398 $3,788.09 $4,137.47 $4,605.27 33218 POLICE PERSONNEL AND TRAINING TECHNICIAN SBPCA 457 $5,084.80 $5,552.59 $6,181.01 33219 POLICE RECORDS TECHNICIAN I (FLEX) SBPCA 369 $3,278.09 $3,579.40 $3,985.07 33220 POLICE RECORDS TECHNICIAN II SBPCA 390 $3,640.37 $3,975.68 $4,424.73 33947 PROPERTY AND EVIDENCE TECHNICIAN I (FLEX) SBPCA 411 $4,042.52 $4,414.17 $4,913.62 33948 PROPERTY AND EVIDENCE TECHNICIAN II SBPCA 472 $5,479.90 $5,984.04 $6,660.53 33770 RANGEMASTER SBPCA 465 $5,291.15 $5,778.87 $6,431.91 33710 SENIOR OFFICE ASSISTANT - POLICE SBPCA 375 $3,377.74 $3,688.44 $4,105.82 REVISION ADOPTED BY MCC 6/19/17 REVISION ADOPTED BY MCC 7/20/22 REVISION ADOPTED BY MCC 6/20/18 REVISION ADOPTED BY MCC 8/17/22 REVISION ADOPTED BY MCC 06/19/19 REVISION ADOPTED BY MCC 9/21/22 REVISION ADOPTED BY MCC 8/21/19 REVISION ADOPTED BY MCC 10/19/22 REVISION ADOPTED BY MCC 1/15/20 REVISION ADOPTED BY MCC 11/2/22 REVISION ADOPTED BY MCC 6/24/20 REVISION ADOPTED BY MCC 11/16/22 REVISION ADOPTED BY MCC 9/2/20 REVISION ADOPTED BY MCC 12/7/22 REVISION ADOPTED BY MCC 12/16/20 REVISION ADOPTED BY MCC 1/18/23 REVISION ADOPTED BY MCC 2/17/21 REVISION ADOPTED BY MCC 6/21/23 REVISION ADOPTED BY MCC 7/21/21 REVISION ADOPTED BY MCC 8/16/23 REVISION ADOPTED BY MCC 6/16/21 REVISION ADOPTED BY MCC 10/4/23 REVISION ADOPTED BY MCC 7/21/21 REVISION ADOPTED BY MCC 10/18/23 REVISION ADOPTED BY MCC 8/4/21 REVISION ADOPTED BY MCC 12/6/23 REVISION ADOPTED BY MCC 9/15/21 REVISION ADOPTED BY MCC 3/6/24 REVISION ADOPTED BY MCC 10/20/21 REVISION ADOPTED BY MCC 4/17/24 REVISION ADOPTED BY MCC 11/3/21 REVISION ADOPTED BY MCC 6/26/24 REVISION ADOPTED BY MCC 2/2/22 REVISION ADOPTED BY MCC 1/15/25 REVISION ADOPTED BY MCC 2/16/22 REVISION ADOPTED BY MCC 2/19/25 REVISION ADOPTED BY MCC 3/16/22 REVISION ADOPTED BY MCC 4/2/25 REVISION ADOPTED BY MCC 4/6/22 REVISION ADOPTED BY MCC 6/18/25 REVISION ADOPTED BY MCC 5/18/22 REVISION ADOPTED BY MCC 7/15/25 REVISION ADOPTED BY MCC 6/15/22

POLICE CIVILIAN UNIT SALARY SCHEDULE
EFFECTIVE 09.01.2025

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