\\cp.rickeng.com\projects\C20000\20192_SanBernardino_EngOn-call\20192-E_Navigation Ctr_TO#004\Admin\Contracts\Proposals\2025_1103_20192-E_Contract_Addendum_01.docx Z&K will prepare complete design drawings and supporting documentation suitable for permitting and construction coordination.
Fee includes a markup for RICK coordination with the subconsultant and the city. Scope does not include any other items that are not specifically mentioned hereon.
All other provisions of the original contract are to remain unchanged.
Authorized by:
RICK ENGINEERING COMPANY Date: November 3, 2025
Signature: Title: Associate Principal
Richard O’Neill, R.C.E. No. 63285, LEED AP, QSD
Authorized by:
City of San Bernardino Public Works
Signature: Date:
Print Name: Title:
Please return a signed copy to RICK ENGINEERING COMPANY.
Docusign Envelope ID: C39E4CCE-3CCA-4874-AD6D-03E32F4C0592 11/4/2025
Lynn Merrill Director of Public Works
Packet Page. 1057
Client name
Project Name
Proposal Date
\\cp.rickeng.com\projects\C_RIV_G\16749\16749K_RO\2025\SB_Navigation Center\revised_2025_0703_agreement on-call list_task_order_4.docx July 3, 2025
Revised September 4, 2025
Boules Ghaly, EIT
Public Works-Engineering Division
City of San Bernardino
210 N. E. Street, 2nd Floor
San Bernardino, CA
SUBJECT: TASK ORDER NUMBER 004 FOR ENGINEERING SERVICES
NAVIGATION CENTER
REC JOB #16749-K
Dear Boules,
As discussed, you would like Rick Engineering Company (RICK) to provide civil engineering services for the City of San Bernardino. The city is interested in constructing a homeless shelter campus on the former School of Hope Campus site with various modular buildings, various open space areas, drop off/delivery area, and driveway and parking area on an approximately 2.7 acres site.
It is understood that demolition operations of the existing structures are planned to be completed by mid-July 2025. It is anticipated that the minor frontage improvements along 6th Street will not require water quality treatment.
The scope of work is described in detail below.
SCOPE OF WORK
Rick Engineering Company “Consultant” agrees to perform the following listed services for the compensation stated below in Section IV:
Engineering Services
Research
Consultant will conduct research with the City of San Bernardino, County of San Bernardino, and other governing agencies for existing plans and maps of the adjacent area to be used for the design of the project. Fees required by the governing agencies for the existing plans/maps are not included with the scope and assumed to be paid by the client.
Consultant will prepare a CAD file based on the boundary survey described below showing the existing utilities discovered in the research.
Boundary Survey and Analysis
Consultant will research and obtain record mapping for street centerlines and right Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1058
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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of ways in question. Consultant will prepare a field centerline survey of the project parcels in question and search for and field survey existing street and boundary monumentation. 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 require a contract change order for an additional scope and fee. Consultant will analyze field located monuments compared with the record mapping and complete a boundary analysis with adjacent public right of ways. The limits for the boundary will be a portion of Lot 4 and a portion of Lot 5 of MB 7/2, APN 278-191- 30, along with the adjoining public road right of way of Sixth street. Shown right of way will be per available record mapping. 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.
Consultant will review a current preliminary title report (less than 60 days old) provided by the client and show any plottable existing easements.
Existing Topography Check
Consultant will perform a topographic horizontal and vertical check of the project site, based on an existing topographic survey with horizontal and vertical control completed by GPSI in June 2023, to assure the accuracy of said topography.
There will be a State Plane Basis of Bearings based on said GPSI Survey. The Vertical values will be NAVD 88, benchmark data as mentioned on GPSI Survey.
The above-described Boundary and existing topographic mapping will be delivered at a 1” =40’ scale at a 1’ contour interval in a CAD format All field work is assumed to be at prevailing wage.
Supplemental Topography (As Needed)
Consultant will perform additional field topographic survey, as requested by client.
Topography will be cross sections on the adjoining Sixth Street. Topography will also locate any observable utilities. Additionally topographic survey for the purpose for designing a Fire Access road, will be limited to an approximate 50 foot strip with 25 foot cross sections, starting firstly along the northerly side of 6th street approximately 450 feet westerly from the intersection of said 6th street and Pedley Road and then proceeding westerly for approximately 290 feet, thence northerly for approximately 575 feet.
All field work is assumed to be at prevailing wage.
Final Site Layout
Consultant will prepare a Final Site Layout based on the Preliminary Site Plan provided by the Client titled “Mandeville Modular- SB Hope Campus - Site Conceptual Plan #3”. Consultant will coordinate with the client/client’s consultant Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1059
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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on the site plan for site/building layout and generate an engineering site layout based on the client’s provided CAD base. Scope assumes one (1) review by Client with minor revisions only. Upon site layout approval from the Client the Plot Plan will be prepared following the City of San Bernardino requirements. The Plot Plan will identify property information, dimensions to project features, existing features, setbacks, site circulation, utility appurtenances, areas designated for preservation or protection, and location of proposed BMP’s. The plan will include cross sections of the site. The plan will be prepared at a scale no less than 1”=100’. Scope assumes only minor site revisions from the City of San Bernardino plan review process. At this time scope assumes that the proposed site improvements follow current land use and zoning requirements and that no zone change or general plan amendment are required.
Scope assumes this will only be utilized as a basis for the Precise Grading Plan and Onsite Utility Plan and that this is not a plan that will be submitted for formal review and approval by the city.
Precise Grading Plan
Consultant will prepare one (1) set of Precise Grading Plans for the site. Precise grading will be based on the Plot Plan in scope above. Revisions to the site plan/Plot 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 elevations.
• Drainage by swales with elevations or swales and area drains where necessary. It is assumed that there is no storm drain on 6th Street to tie into.
Assuming area drains will drain to proposed water quality BMP. • 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.
• Minor offsite street improvements (within street right of way) including reconstruction of sidewalk and driveway.
• Access road on adjacent city site to the west. (approx.. 550 LF) • Prepare cover page containing the following information, plus any other information required by the governing jurisdiction.
▪ Vicinity Map
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1060
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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▪ 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.
Scope includes 85% and 100% submittal to public works. Specifications will be included and are part of a separate scope item below.
6 th Ave. Street Improvement Plans
Consultant will prepare a street improvement plan for 6th Ave. along the project frontage of the Navigation center site for approximately 300 LF. Improvements will include the driveway approach to the proposal access road that is just west of the Navigation Center on the park site. Improvements are from centerline to right of way on the north side of the street. Plans will include plan and profile. Profile will show existing centerline and the new/proposed curb that will replace the old curb.
Scope assumes that the existing slope of the street and gutter will remain the same.
Scope does not include any relocation of existing utilities. Plans will call out found aboveground appurtenances and will propose to protect in place or adjust to vertical grade if needed.
Scope includes 85% and 100% submittal to public works. Specifications per separate scope item below.
Onsite Utility Plan
Consultant will prepare one (1) set of plans for the onsite private sewer, domestic water, fire water, and drainage systems. Plans will be set at a scale of 1”=40’ or 1”=20’ and include plan view only. Scope assumes existing public water mains are adequate size to serve the project. The plan will extend one (1) water and sewer service to each of the buildings to within 5’ of the building for connection to the building water/sewer system by others. Sizing of lines is assumed to be per Client’s plumbing/mechanical engineer. Scope assumes onsite storm drain will be area drains that will drain toward the proposed water quality BMPs and that there is no existing storm drain on 6th Street that we can tie into. It is assumed that there will not be an outlet to the street and therefore no street improvements within existing right of way are necessary for the storm drain.
Scope does not include any water net analysis or sewer study for the project site.
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1061
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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It is assumed that the offsite sewer system is adequate for the project site and that the existing water system has adequate capacity and pressure for the site. If additional offsite facilities are needed for the project and/or offsite utility plans are required, an additional scope and fee will be required.
Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.
Water Net Analysis
Consultant will prepare a water study for the project site as follows:
• Prepare a letter-report to summarize design criteria, hydraulic modeling, and recommendations for water system sizing for the project. Water system sizing will be performed in accordance with the requirements of City of San Bernardino Municipal Water Department (SBMWD). The written report will include graphics and appendices of computer modeling results supporting the recommended onsite water system configuration and offsite points of connection. This task includes coordination with SBMWD to obtain existing water system boundary conditions with which to complete the water hydraulic calculations. SBMWD fee to generate the boundary conditions is not included in our proposal and is assumed paid for the Client. • Attend project team meetings and meetings with SBMWD as required to complete the Scope of Services. Two meetings are included. • Address SBMWD review comments on the water study to obtain final approval.
Conceptual Layout of WQ, Detention, and Drainage
Consultant will prepare a conceptual layout for approach to Drainage, detention, and Stormwater Quality features. As a redevelopment project that is creating or replacing more than 5,000 square feet of impervious area, it is anticipated that a project-specific WQMP and post construction BMP(s) will be required. This will support project compliance with the requirements of the 2010 MS4 Permit for Santa Ana Region (Order No. R8-2010-0036), the County of San Bernardino Technical Guidance Document for Water Quality Management Plans (2013), and the San Bernardino County Hydrology Manual (dated August 1986). It is anticipated that the offsite frontage improvements will be treated onsite or via an offset of treated existing impervious area, as feasible.
Final Drainage Study
Consultant will prepare and submit to the City of San Bernardino one (1) drainage study to be used for the final engineering design of the storm water conveyance system and conveyance of flows through the project. Included are preparing the modified rational method hydrology for pre-project and post-project conditions (for up to 20 acres of tributary area), sizing pipes (utilizing normal depth), sizing inlet locations, identifying a riprap outlet location (where applicable), spread width analysis (where applicable), preparing the drainage study maps for pre-project and post-project conditions, and preparing the report. This scope assumes that Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1062
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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topographic information for the area tributary to the project will be available from the City and/or County of San Bernardino. The hydrologic analysis will analyze the 10-year and 100-year storm event in accordance with the San Bernardino County Hydrology Manual (dated August 1986). This scope assumes that there will be no proposed diversion of drainage area.
The Drainage Study will be submitted to the City of San Bernardino at 85% stage of design and then will be considered as final with the 100% submittal.
Final Detention Analysis
Flood control detention is anticipated to be required for the site as the planned receiving storm drain system consisting of “6-WA-03” identified by the Comprehensive Storm Drain Plan (CSDP #6) dated August 31, 2001 is understood to not be planned for construction. Due to the anticipated magnitude of the net increase of imperious area on the site from the historic or existing condition, Consultant will prepare a flood control detention hydraulic analysis to provide a size for up to two (2) proposed detention facilities for up to two (2) points of interest. It is anticipated that only one (1) storm event (i.e. the 100-year 1-hour storm event) will be analyzed for storage. If a detention analysis for additional storm events is requested, a separate scope of work will be prepared. This assumes that there will be no proposed diversion of drainage area requiring over-detention. The results of the detention analysis will be included as a section of the final drainage study.
Final WQMP
Consultant will prepare and submit to the City of San Bernardino, one (1) Final Water Quality Management Plan (WQMP) for the final engineering design of the project. As a redevelopment project that is creating or replacing more than 5,000 square feet of impervious area, it is anticipated that a project-specific WQMP and post construction BMP(s) will be required. The redevelopment of is anticipated to result in an increase of impervious area that is more than 50% of the previously existing impervious surfaces. Therefore, the requirement for water quality treatment are anticipated to apply for the entire development. The WQMP will be provided to address the requirements for permanent stormwater Best Management Practices (BMPs) throughout the site as a result of the project. It will be prepared in accordance with the County of San Bernardino Technical Guidance Document for Water Quality Management Plans (2013), based on requirements of the 2010 MS4 Permit for Santa Ana Region (Order No. R8-2010-0036). The San Bernardino County Stormwater Program Water Quality Management Plan Template, 2012 version, will be utilized.
This task includes calculating on-site storm water quality volumes in order to design structural BMPs, selecting and sizing appropriate site design and storm water structural BMP(s) based on the site layout, and providing a WQMP exhibit showing the project site and location of permanent BMP(s). It is anticipated that the offsite frontage improvements will be treated onsite or via an offset of treated existing impervious area, as feasible. The report will include an Operation and Maintenance Plan (OMP) for the permanent BMPs in text format, and one will also be prepared in tabular format for inclusion on the plans, as applicable. This scope assumes up Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1063
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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to two (2) structural BMPs on the project site. The BMP(s) are anticipated to function via infiltration. It is anticipated that coordination with geotechnical engineer will be required to address the feasibility of proposed BMPs. The project-specific geotechnical engineering service will be engaged separately and are not included as part of this scope and fee., but site specific infiltration testing will be required by others to confirm this approach.
The Final WQMP will be submitted to the City of San Bernardino at the 85% stage of design and then will be considered as final with the 100% submittal.
Final WR Reports Processing
Includes up to thirty-six (36) hours of an engineer’s time in support of meetings, coordination, and processing the WR technical reports, including drainage study and final WQMP with the City of San Bernardino and design team. This assumes addressing up to two rounds of plan review comments and it is assumed that comments are minor in nature.
Construction Storm Water Pollution Prevention Plan (SWPPP) Consultant will prepare a SWPPP based on 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 RICK SWPPP template. The scope and fee for the SWPPP includes two major tasks. The first task will be conducted to determine the Risk Level (either Risk Level 1, 2 or 3) for the project. The next task will be to prepare a SWPPP for the specific Risk Level determined by the Risk Determination Analysis. RICK will be responsible to conduct 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. It's assumed the SWPPP will be prepared and submitted with the 100% Submittal, and again with the Final Submittal if there are comments received from the City of San Bernardino.
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1064
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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Plan Processing
Consultant will process the engineering plans through the City of San Bernardino Public Works for plan review. It is assumed up to three rounds of review only.
Consultant will coordinate submittals with Public Works, setup meetings to discuss the plan check comments, if needed, prepare plan check comment response letters, and address plan check comments. Scope does not cover plan revisions based on unforeseeable project changes or agency changes outside of their standards.
The actual time requirement is unknown. A budget of twenty-four (24) hours is assumed. If the time exceeds this assumption, an additional scope and fee will be required.
Meetings, Management, and Coordination
Consultant will attend meetings and coordinate with client, client’s other consultants and agencies during the final engineering phase. Scope includes project management time. Actual time constraint is unknown. A budget of forty (40) hours has been assumed for this task.
Specifications and Estimate
Consultant will prepare and provide technical specifications to the City of San Bernardino at 85% and final submittal following the Standard Specifications for Public Works Construction (“Greenbook”). Consultant will also provide an opinion of probable cost and bid schedule based on the signed 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.
Direct Expenses
Reimbursable expenses include copying, printing, report binding, delivery, mailing, and mileage expenses incurred for the items described within the scope of work of this proposal. These expenses will be on a time and materials basis for a not-toexceed amount below.
Landscape Architecture Services
Landscape Concept Plans
Consultant will prepare two (2) Landscape Concept Plans based on City of San Bernardino’s vision and project needs. The intent is for the landscape to visually and physically integrate with the proposed buildings and provide outdoor spaces to support homeless services, as well as to create a safe, healthy and welcoming environment.
Concept Plans will provide a general layout of pedestrian paths and access points.
The concept plans will show gathering areas, quiet spaces, community garden areas, a dog run, and courtyards to support group activities. Site elements such as Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1065
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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shade structures and general layout of fences and walls, will be incorporated into the conceptual design to provide shelter, privacy and any specific site needs.
Concept Plans will identify plant material, shrubs, and groundcovers. Preliminary plant selection will focus on appropriate drought-tolerant species that require minimum maintenance.
The Concept Plans will be initially developed through sketches, allowing for a thoughtful representation of the design. Once the preferred alternative is identified the Construction Documents will be prepared.
Landscape Construction Documents
Based on the preferred Landscape Concept Plan and feedback from the City of San Bernardino, RICK will prepare Construction Documents for hardscape, planting and irrigation for the Hope Campus Center.
A detailed construction layout plan will be prepared for all exterior areas at the SB Homeless Center, clearly identifying key elements such as pedestrian paths, fences, and gathering areas. Construction details will be provided to clearly identify design intent and how landscape improvements are integrated with one another.
An irrigation plan will be prepared and will diagrammatically illustrate landscape irrigation piping, 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 to install the system. RICK will coordinate with the civil engineer to locate irrigation connections, sleeving, saw cutting and other irrigation improvements into the overall irrigation system. Irrigation specifications will also be provided.
A planting plan will be prepared to graphically locate and identify trees, shrubs, and groundcover plant materials, including specific quantities, sizes, and varieties, and include the necessary details and legends for installation. RICK will utilize trees, shrubs and groundcovers that are drought tolerant and regionally appropriate landscape materials. Planting specifications will also be provided.
Prior to the submittal, RICK will conduct an "in-house" interdisciplinary coordination check, cross-reference check, dimension check, terminology and spelling check, and technical check of the construction documents. RICK will be responsible for preparing the Model Water Efficient Landscape Ordinance (MWELO) water use calculations and developing a detailed watering schedule that complies with both City and State standards.
RICK will submit the Construction Documents for review and submittal to City of San Bernardino. RICK assumes two (2) review cycles for the Construction Documents.
Offsite Landscape Construction Documents
Consultant will develop Construction Documents for the off-site landscape improvements along 6th Street in the City of San Bernardino as part of the Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1066
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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development for the Navigation Center Homeless Shelter. This task will include the preparation of planting and irrigation plans and associated construction details.
Planting plans will graphically identify and locate all proposed trees, shrubs, and groundcover, and will include specific quantities, sizes, varieties, installation legends, and notes. Plant materials will be drought-tolerant and/or native species, selected for their suitability to the site conditions and City standards. Coordination with the civil engineer will address any potential stormwater management strategies.
Irrigation plans will diagrammatically illustrate the layout of irrigation components, including piping, valves, irrigation heads, and control equipment. Plans will call out specific pipe and equipment sizes/types and include installation details.
Coordination will be conducted with the civil engineer regarding Point of Connection (POC), sleeves, saw cuts, and related infrastructure.
RICK will prepare the Model Water Efficient Landscape Ordinance (MWELO) water use calculations specific to the 6th Street improvements. A detailed watering schedule will be developed in compliance with local and state standards. Before final submittal, all documents will undergo a thorough in-house quality control review including coordination, cross-referencing, and technical accuracy.
RICK will submit the Construction Documents for review and submittal to City of San Bernardino. RICK assumes two (2) review cycles for the Construction Documents.
ASSUMPTIONS AND EXCLUSIONS
1. The project will be awarded as a single prime contract for construction. Phased design and/or issue of early documents are not required.
2. The City will distribute bidding documents and prepare and administer the contract, including front end specifications, for construction.
3. Plans will be submitted electronically to the City.
4. The city’s contracted representative will coordinate and submit deliverables for the processing and approvals of applicable construction permits.
5. Agency review is limited to City of San Bernardino Public Works. Changes to the plans because of reviews by agencies not listed above will be prepared under a separate agreement.
6. All Services not listed in scope of services above are excluded.
7. Additional professional services can be provided under separate authorization.
8. Assumes Geotechnical Report to be provided by others.
9. Assumes the client shall provide payments for all agency fees.
10. Assumes site lighting is to be designed by others.
11. Assumes structural engineering to be provided by others.
12. Assumes construction administration is excluded from this scope of work.
COMPENSATION
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1067
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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We propose to provide the above-described services for a fixed fee of $200,000 broken down as follows:
SERVICES NOT INCLUDED
The following items may be required but are not included in the scope of work outlined 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.
ENGINEERING SERVICES FEE
A. Research $3,000
B. Boundary Survey and Analysis $11,000
C. Existing Topography Check $5,200
D. Supplemental Topography (As Needed) $4,300
E. Final Site Layout $10,000
F. Precise Grading Plan $25,400
G. 6
th Ave. Street Improvement Plans $6,500
H. Onsite Utility Plan $20,000
I. Water Net Analysis $8,000
J. Concept Layout of WQ, Detention, & Drainage $4,000
K. Final Drainage Study $12,000
L. Final Detention Analysis $5,000
M. Final WQMP $9,500
N. Final WR Report Processing $7,200
O. SWPPP $7,000
P. Plan Processing $5,800
Q. Meetings, Management, and Coordination $9,600
R. Specifications and Estimate $12,000
S. Direct Expenses $2,000
LANDSCAPE ARCHITECTURE SERVICES FEE
T. Landscape Concept Plans $8,000
U. Landscape Construction Documents $17,000
V. Offsite Landscape Construction Documents $7,500
TOTAL FIXED FEE $200,000
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1068
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
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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. 3-D grading model
K. HCOC/HMP analysis – This should not be required as the project is not anticipated to be considered a Priority Project.
L. Geotechnical Investigation
M. Critical Course Sediment Yield Analysis
N. Alternative Compliance
O. FEMA – The project improvements will be outside of the FEMA floodplain/floodway limits; therefore, any submittals/processing thru FEMA should not be applicable.
P. Environmental work of any nature
Q. LOMR/CLOMR
R. Any surveying or mapping tasks other than those noted above S. Easements
T. Construction staking
U. Construction Administration
V. Processing with Caltrans, Department of Fish and Game, Coastal Commission or the Corps of Engineers
W. Preparation of bid packages
X. Construction observation services
Y. Storm water collection and analysis services
Z. As-built measurements
AA. Dry utility coordination/design
BB. Existing utility study
CC. Structural Calculations
DD. 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.
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Packet Page. 1069
Boules Ghaly-City of San Bernardino
Navigation Center Task Order Number 004
July 3, 2025; Revised September 4, 2025
\\cp.rickeng.com\projects\C_RIV_G\16749\16749K_RO\2025\SB_Navigation Center\revised_2025_0703_agreement on-call list_task_order_4.docx
We will begin our services following acceptance of this task order for engineering services.
Please provide the appropriate City of San Bernardino contract for execution.
See next page for signatures.
Sincerely,
RICK ENGINEERING COMPANY
Richard O’Neill, R.C.E. No. 63285, LEED AP, QSD
Associate Principal
City of San Bernardino Public Works
Accepted this day of , 20 .
By:
Name:
Title:
Docusign Envelope ID: B9708E77-AEC0-440E-97A1-3762A90BEBCE Eric Levitt
City Manager
Packet Page. 1070
Attachment 2
Navigation Center Project Site
400 ft
N
➤
Packet Page. 1071
DISCUSSION
City of San Bernardino
Request for Council Action
Date: August 5, 2026
To: Honorable Mayor and City Council Members
From: Tanya Romo, Deputy City Manager and Cassandra Searcy Deputy Director of Housing
Department: Community Development & Housing
Subject: Homeless Strategic Action Plan 2026-2030 – Implementation Framework (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California receive and file the Homeless Solutions Action Plan, and provide direction to staff regarding implementation priorities, resource allocation, and partnership development for Fiscal Year 2026-2030.
City Manager's Comments
This item is intended to outline the 5-year Homeless Strategic Action Plan for City Council discussion and consideration.
Executive Summary
The City of San Bernardino continues to advance a coordinated and data-driven approach to addressing homelessness through the development of a Five-Year Homeless Strategic Action Plan. The purpose of the Strategic Action Plan is to establish a comprehensive framework that guides the City’s efforts to reduce homelessness, improve system coordination, strengthen partnerships, and expand access to housing and supportive services over the next five years.
The Strategic Action Plan aligns local priorities with regional, state, and federal homelessness initiatives and identifies measurable goals, implementation strategies, and performance outcomes. The plan will serve as a roadmap for the City, service providers, community partners, and stakeholders to address homelessness through prevention, outreach, interim housing, permanent housing solutions, behavioral health services, workforce development, and long-term stabilization efforts.
Recent Point-in-Time Count data reflect continued progress in the City’s homelessness response efforts, including reductions in homelessness through coordinated outreach, Packet Page. 1072
housing navigation, and supportive service initiatives. However, ongoing strategic planning, resource coordination, and sustained investment remain necessary to address continuing challenges and improve long-term outcomes for individuals and families experiencing homelessness. Staff is seeking City Council discussion and direction on implementation priorities, partnership development, and future strategies for the Five-Year Homeless Strategic Action Plan.
Background
The City of San Bernardino continues to face significant challenges related to homelessness and housing insecurity. Rising housing costs, limited shelter capacity, and increased demand for supportive services have created an urgent need for a coordinated, data-driven response.
In 2025, the City initiated the development of a new and updated Homeless Solutions Action Plan (HSAP) to establish a unified framework that aligns City efforts with those of County agencies, service providers, and community partners, including nonprofit organizations.
The HSAP is guided by the principles of compassion, collaboration, and accountability, emphasizing long-term solutions to homelessness while ensuring that immediate needs for safety and stability are met.
Discussion
The Homeless Solutions Action Plan establishes a five-year strategic framework to guide the City’s efforts to reduce homelessness, improve system coordination, expand housing opportunities, and strengthen supportive services for individuals and families experiencing homelessness. The plan aims to provide a coordinated, measurable approach that aligns local efforts with regional, state, and federal homelessness initiatives while addressing the unique needs of the San Bernardino community.
The Action Plan incorporates local analysis, Point-in-Time Count data, and assessment of existing programs and service gaps to support data-informed decisionmaking and implementation strategies. The plan also aligns with the City’s broader housing and homelessness objectives and supports the Housing and Homeless Services Division’s ongoing efforts to leverage federal and state funding resources, including Community Development Block Grant (CDBG), HOME, Emergency Solutions Grant (ESG), Encampment Resolution Funding (ERF), and Permanent Local Housing Allocation (PLHA) programs.
The Action Plan identifies three primary focus areas:
1. Strengthen collaboration and coordination among public agencies, service providers, and community stakeholders;
2. Increase and enhance supportive services and income support programs;
3. Improve housing capacity through expanded sheltering, interim housing, permanent housing opportunities, and long-term housing stabilization Packet Page. 1073
strategies.
Key implementation priorities identified in the Action Plan include eliminating barriers to housing access and improving long-term housing retention through evidence-based service models and coordinated case management practices. The plan also emphasizes the use of low-barrier emergency sheltering as part of a comprehensive housing services continuum designed to support individuals transitioning from homelessness to permanent housing.
Additionally, the Action Plan prioritizes strengthening regional partnerships and interagency collaboration, including coordination with the Continuum of Care (CoC), County Department of Behavioral Health (DBH), service providers, and communitybased organizations to improve service coordination, maximize funding opportunities, and support a unified regional response to homelessness. Recent City Council actions, including the declarations of a Homelessness State of Emergency in 2023 and 2024, further reflect the City’s ongoing commitment to addressing homelessness through coordinated and strategic efforts.
To address increasing demand for housing resources, the Action Plan includes strategies to expand housing availability and support the development of additional housing opportunities across the City. These efforts are intended to improve housing access, reduce returns to homelessness, and promote long-term community stability.
Staff is seeking City Council feedback and direction on implementation priorities, partnership development, funding considerations, and future policy strategies for the Homeless Solutions Action Plan.
Strategic Targets and Goals
This item is consistent with Strategic Target and Goal No. 3, Improved Quality of Life:
Reduce the impacts of homelessness through coordinated engagement, strategic partnerships, and expanded access to housing and supportive services. The HSAO supports the City’s commitment to improving quality of life by implementing datainformed strategies that strengthen system coordination, enhance housing stability, and connect individuals and families experiencing homelessness to critical resources.
Fiscal Impact
Implementation of the HSAP will require a combination of local, state, and federal resources, as well as private and philanthropic support. Staff will pursue funding opportunities through the State Homeless Housing, Assistance, and Prevention (HHAP) Program, Community Development Block Grant (CDBG), and other grant sources. While funding may be supported through grants or external sources, there is a potential unknown impact on the General Fund related to ongoing operational, administrative, or support costs.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, receive and file the Homeless Solutions Action Plan, and provide direction Packet Page. 1074
to staff regarding implementation priorities, resource allocation, and partnership development for Fiscal Year 2026-2030.
Attachments
Attachment 1 Homeless Solutions Action Plan
Attachment 2 HSAP PPT
Ward:
All Wards
Synopsis of Previous Council Actions:
N/A
CC: Eric Levitt, City Manager
Packet Page. 1075
Packet Page. 1076
Mission.............................................................................................................................................................1 Introduction .....................................................................................................................................................2 Existing Conditions and Strategic Response......................................................................2 Current and upcoming programs offered in San Bernardino: ............................................................................2 City's Vision ..............................................................................................................................3 Goals ................................................................................................................................................................4 Needs Assessment.........................................................................................................................................6 Background and Demographics ...............................................................................................6 Settlement History..............................................................................................................................................6 Race and Ethnicity.............................................................................................................................................7 Economic Headwinds ........................................................................................................................................7 Homelessness ...................................................................................................................................................7 Housing Market..................................................................................................................................................8 Employment & Income.......................................................................................................................................8 2026 Point in Time Count Data ..............................................................................................10 Methodology ....................................................................................................................................................10 Unhoused Population.......................................................................................................................................11 Facilities, Services, and Service Providers.............................................................................14 Transitional & Permanent Supportive Housing................................................................................................14 Emergency Shelters and Homelessness Prevention.......................................................................................14 Shelters............................................................................................................................................................17 Referral Services .............................................................................................................................................18 City of San Bernardino Police Department and Homeless Outreach Support Team.......................................19 Land Use Opportunities ...................................................................................................................................20 Analysis of Strengths, Weaknesses, Opportunities, and Challenges .....................................................21 Gap Analysis of Emergency Shelters ..............................................................................................................21 Collaboration and Coordination Opportunities.................................................................................................22 Strengths and Challenges of Supportive Services...........................................................................................26 Top Priority –Emergency/Interim Housing: ......................................................................................................27 Packet Page. 1077
Lower priority needs:........................................................................................................................................27 Housing for the Unhoused ...............................................................................................................................27 Guiding Principles ........................................................................................................................................28 Supportive Pathways to Housing.....................................................................................................................28 Prioritizing Long-Term Solutions......................................................................................................................28 Alignment with National Best Practices ...........................................................................................................28 Supportive Pathways to Housing............................................................................................28 Reducing Entry Barriers...................................................................................................................................29 Rapid Connection to Permanent Supportive Housing .....................................................................................29 Voluntary Supportive Services.........................................................................................................................29 Increasing Housing Availability ........................................................................................................................30 Prioritizing Long-Term Solutions ............................................................................................30 National Best Practices ..........................................................................................................31 Action Plan ....................................................................................................................................................32 Action 1: Strengthen Collaboration and Coordination ............................................................32 Recommendations:..........................................................................................................................................32 Action 2: Increase and Enhance Supportive Services and Income Support ..........................33 Recommendations:..........................................................................................................................................33 Action 3: Improve Housing Capacity ......................................................................................33 Recommendations:..........................................................................................................................................34 Action Plan Timeline.....................................................................................................................................35 Impact Analysis.............................................................................................................................................38 Community Cost Saving Analysis...........................................................................................38 Community Benefits ...............................................................................................................39 Funding and Resource Strategy..................................................................................................................40 Performance Metrics ..............................................................................................................42 Conclusion.....................................................................................................................................................44 Acknowledgements ......................................................................................................................................45 References.....................................................................................................................................................46 Packet Page. 1078
1 Mission
The Mission of the City’s Housing and Homeless Division is to enhance the quality of life of our residents by utilizing federal, state, and local funds to create affordable housing, improve the City’s housing stock, and support homelessness prevention programs.
Packet Page. 1079
2 Introduction
The City of San Bernardino has developed a Homelessness Solutions Action Plan (HSAP) to guide coordinated strategies and strengthen community partnerships. This plan responds directly to the unique needs of San Bernardino’s unhoused community and embraces the guiding principles of focused leadership, collaboration, and quality of life improvement.
The HSAP integrates local analysis, Point-in-Time count (PITC) results, and ongoing initiatives to shape a comprehensive strategy. It aligns with the City’s broader vision of sustainable community prosperity and the Housing and Homeless Division’s mission to utilize federal, state, and local resources, such as the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), Encampment Relief Fund (ERF) and Permanent Local Housing Allocation (PLHA), to expand affordable housing, improve the resources such as CDBG, HOME, ESG, and PLHA to expand affordable housing, improve housing stock, and support prevention programs.
The implementation of this HSAP is supported by City departments and regional agencies, service providers, and community partners. Recent City Council actions, including the 2023 Homelessness State of Emergency Declaration and subsequent 2024 reaffirmation, as well as the January 15, 2026, special workshop meeting to outline the plan to address homelessness, underscore the urgency and commitment to this work. Through the Continuum of Care (CoC), local outreach teams, and coordinated entry systems, the City will deliver additional housing options, supportive services, and collaborative solutions to make homelessness rare, brief, and non-recurring.
Existing Conditions and Strategic Response
The City of San Bernardino continues to implement strategies to meet the needs of its unhoused community members. The most recent, 2026 PIT Count reflects these efforts with a 23.6% decrease in homelessness compared to the year before. This shows that the City’s strategies are effective, however community needs remain high. The 2026 PITC revealed 737 unsheltered individuals, 327 sheltered, and 108 in transitional housing.
To meet this growing need, the City of San Bernardino continues to expand and strengthen its homelessness services. A full accounting of the City’s background, demographics, and data used within this HSAP is included in the 2026 Point in Time Count Data. Error! Reference source not found., and Error! Reference source not found..
Current and upcoming programs offered in San Bernardino:
• Street outreach efforts through the San Bernardino Police Department’s (SBPD) Proactive Enforcement and Community Engagement Team (PEACE), as well as collaborations with the Salvation Army, the Innovative Remote Onsite Assistance Delivery program (InnROADs), a behavioral health response crisis-intervention program operated by the San Bernardino County Department of Behavioral Health (DBH), and the Community Outreach and Support Team (COAST), another crisis-response team operated by the San Bernardino County Sheriff’s Department. • Rapid Rehousing (RRH) Homeless Prevention program funded through the Emergency Solutions Grant (ESG) and Encampment Resolution Fund (ERF), which aims to provide supportive services and temporary assistance for individuals and families to exit homelessness and secure permanent housing.
Packet Page. 1080
3 • Interim housing through the ERF-funded Interim Housing Program which aims to assist 64 individuals each year.
• The Motel Voucher Program provides 200 interim shelter beds for the unhoused. • The San Bernardino Community Wellness Campus (SBCWC) is a HomeKey-funded navigation and non-congregate, low-barrier and pet-friendly interim housing center being developed in collaboration with Lutheran Social Services of Southern California (LSSSC). The project will add 140 noncongregate interim beds, bringing the campus total to 210 beds when combined with the existing 70 shelter beds, and will serve unhoused men in the City of San Bernardino. The SBCWC project is anticipated to open in March 2026 and will provide individualized case plans for at least 95% of residents within 72 hours of entry.
• The upcoming SB HOPE campus, a City-run, pet-friendly navigation center that will provide lowbarrier, congregate and non-congregate, interim housing to help address the root causes of homelessness and offer 200 beds for unsheltered residents.
City's Vision
We envision a thriving, safe, and inclusive city where all residents have stable housing, equitable opportunities, and pathways to prosperity.
We Envision a world-class city that capitalizes on its location, the diversity of its people, and its economy to create a broad range of choices for its residents in how they live, work, and play.
We Envision a thriving city possessing a sustainable system of high-quality education, community health, public safety, housing, retail, recreation, arts and culture, and infrastructure.
We Envision a vibrant economy with a skilled workforce that attracts employers who seek the unique opportunities the city has to offer and provide jobs that create citywide prosperity.
We Envision a model community which is governed openly and ethically, where all sectors work collaboratively to reach shared goals.
We Envision a city that is recognized as the county's business and government center and a home for those seeking a sense of community and the best life has to offer.
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4 Goals
As outlined in the 2025 – 2030 Consolidated Plan, the City of San Bernardino is committed to expanding housing and homelessness prevention services to its community members. In that effort, and as introduced in the previous fiscal year's goals and objectives, the priority shall continue to be the creation of an improved quality of life, which includes reducing the burden of homelessness.
Goal Guiding Principles Recommendations
Goal 1: Expand interim and
emergency housing
capacity to reduce
unsheltered homelessness
and improve stabilization
outcomes.
Aligning Action 3: Improve
Housing Capacity
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
National Best Practices
• Expand shelters,
transitional housing, and
Permanent Supportive
Housing
• Add 400+
interim/emergency beds
• Increase length of stay in
interim housing
Integrate wrap-around
services
• Develop pathways from
shelter to PSH
Goal 2: Advance major
capital and housing
development projects to
expand long-term
affordable housing supply.
Aligning Action 3: Improve
Housing Capacity
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Expand affordable
housing projects
Promote ADU
conversions
Reuse land/abandoned
properties
Streamline zoning and
permitting
• Offer incentives for
affordable housing
development
• Leverage state and
federal funding
• Invite affordable housing
developers to participate
in workshops
Goal 3: Strengthen
outreach and encampment
resolution efforts using
service-led, coordinated
strategies.
Aligning Action 1:
Strengthen Collaboration &
Coordination
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
National Best Practices
• Increase coordination
and collaboration with
service providers and
stakeholders
• Increase low-barrier
shelter access through
coordinated referral
processes
• Utilize data to inform
proactive, strategic
outreach and resolution
efforts
Packet Page. 1082
5 • Participate in shared
training programs
Goal 4: Increase permanent
housing placements and
strengthen housing
stability outcomes.
Aligning Action 2: Increase
and Enhance Supportive
Services and Income
Support
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Increase RRH capacity
and resources
Strengthen pathways to
PSH
• Integrate health and
housing services
• Create peer mentorship
networks
Goal 5: Improve system
coordination, data quality,
and accountability across
funded programs.
Aligning Action 3: Improve
Housing Capacity
National Best Practices • Develop joint dashboards
with City-specific data
• Conduct internal audits of
state and federally
funded programs to
ensure compliance
Goal 6: Expand
homelessness prevention
and diversion services to
reduce inflow into the
homeless system.
Supportive Pathways to
Housing
Prioritizing Long-Term
Solutions
• Expand workforce
training and employment
pathways
• Enhance mental
health/substance use
support
• Implement housing
navigation services
Table 1 - Goals, Guiding Principles, and Recommendations Packet Page. 1083
6 Needs Assessment
Analyzing the availability and accessibility of homeless services in San Bernardino reveals unmet needs.
Homelessness disproportionately impacts the City of San Bernardino, which has about 40% of the homeless population in the County despite having only 11 percent of its population. This section assesses the unhoused population, services currently provided, and any unmet needs.
Background and
Demographics
Settlement History
Stretching more than 62 square miles
with a population of approximately
221,774, the City of San Bernardino
serves as the county seat for San
Bernardino County, ranking as the
second-largest city in the Inland
Empire and the 18th largest city in the
State of California (2019 - 2023 ACS 5
- Year Estimate, n.d.). The City of San
Bernardino stands on the unceded
ancestral homelands of the Maara’yam
(Serrano) people, especially the
Yuhaaviatam Clan and historically, the
Tongva people in areas like
Wa’aachnga. Today, these
communities are represented by the
Yuhaaviatam of the San Manuel Nation
and the Morongo Band of Mission
Indians. Founded as a town by Mormon
pioneers in 1851, the City was incorporated in 1854 and quickly grew into a vital commercial crossroads between Southern California and the American Southwest, connected by the Pacific Electric Railway. By 1910, the City’s population had nearly doubled in size. The establishment of an Army Air Corps base and nearby Kaiser Steel mill during World War II created jobs and economic growth. By 1977, the City was named an “All-America City” by the National Civic League (2021 - 2029 Housing Element). Today, it remains a central economic and cultural cornerstone in the Inland Empire.
San Bernardino boasts a wide range of cultural and recreational amenities, including the historic California Theatre, the San Manuel Stadium, the San Bernardino History and Railroad Museum, and access to the San Bernardino National Forest. Residents enjoy dozens of parks, sports fields, and community events that celebrate the City’s rich heritage and vibrant diversity.
Figure 1 - City Boundary
Packet Page. 1084
7 Race and Ethnicity
Approximately 70% of San Bernardino residents
identify as Hispanic, and the largest age group is 25 – 44-year-olds, making up 30% of the population (2019 –
2023 ACS 5-Year Estimate). The City is home to
California State University, San Bernardino, and San
Bernardino Valley College. Alongside several private
educational institutions, the City’s primary public school district, San Bernardino City Unified School District
(SBCUSD), operates over 70 schools and is one of the
largest in California. Despite the vast opportunities for educational growth across all levels of learning, San
Bernardino’s population has a relatively low level of
educational attainment compared to other urban areas.
The 2023 American Community Survey 5-Year
Estimate data reveal only a little under 13% of the
City’s population has a bachelor’s degree or higher.
Most adult residents do not pursue higher education
past a High School degree.
Economic Headwinds
Like many growing communities, San Bernardino has
faced challenges over the decades. The local economy
experienced a significant downturn with the closure of
Kaiser Steel and Norton Air Base in the late 20th century, exacerbated by the real estate boom and bust cycle and rising unemployment. The 2007 Housing Crisis had a significant impact, with rapid drops in property values and a surge in foreclosures. The decline in disposable income and property values significantly impacted the ability to generate property and sales tax revenue, eventually culminating in the City filing for bankruptcy in August of 2012. A deadly terrorist attack in 2015 and the impact of the COVID-19 pandemic in 2020 mounted the economic and social burdens.
Homelessness
Homelessness is a critical issue in the City
of San Bernardino. In fact, the city has the
highest number of unhoused people
among all jurisdictions in the county. San
Bernardino receives Emergency Solutions
Grant (ESG) funding through HUD, which
it uses to support services that include
emergency shelter, rapid rehousing,
homelessness prevention, and street outreach. The city also participates in regional strategic efforts to combat homelessness and provide services to homeless individuals, including assisting in the preparation of the 2022 Homeless to Home Roadmap to Self-Sufficiency and the County’s 2022 Homeless Strategic Action Plan. Despite the efforts of City Agencies and local and regional service providers, the City’s homeless population has been steadily increasing. San Bernardino aims to increase coordination and strengthen Figure 2 -Race Ethnicity Demographics
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8 partnerships to expand the impact of housing and homeless programs in the area, hopefully decreasing the number of homeless families and individuals in the coming years.
Figure 3 - The Three Phases of Homelessness
Housing Market
In the aftermath of the recession and housing crisis in the mid-2010s, San Bernardino’s housing market remains relatively affordable compared to the rest of Southern California, with the median home price in 2023 hovering at around $404,900, compared to the state median value of $695,400. However, this is a nearly 41 percent increase from the median home value of $287,700 just three years prior. Likewise, the median contract rent increased by approximately 28% from $970 in 2020 to $1,241 in 2023 (2019 – 2023 ACS 5-Year Estimates, 2016 – 2020 ACS 5-Year Estimates). The vast jump in real estate prices reflects the increasing difficulty in attaining homeownership. As home values have more than doubled in the last decade, it is no surprise that the majority of housing units in San Bernardino are renter occupied. The lack of affordable housing, coupled with low educational attainment and wages, only fuels the issue of homelessness.
Employment & Income
Alongside the rapid rise in housing costs, the unemployment rate as of the 2023 U.S. Census was 6.5%.
With a median household income of $63,133, 19.5% of the population lives below the poverty level.
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9 Furthermore, according to 2017 – 2021 Comprehensive Housing Allocation Strategy (CHAS) data, approximately 55% of households in San Bernardino are classified as low-to-moderate income (LMI) or being below 80% of the HUD Area Median Family Income (HAMFI) threshold, thereby making them more susceptible to housing problems such as cost burden, overcrowding, and increasing the risk of homelessness.
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10 2026 Point in Time Count Data
Methodology
The PIT Count is an annual survey
conducted to estimate the number of
individuals and families experiencing
homelessness, mandated by HUD for
all CoC communities that receive
federal CoC funding. The PIT Count is
completed on a single night in the last
week of January and relies on a
collaborative effort between volunteers
and key persons, including
representatives of local government,
social service providers, law
enforcement, nonprofit agencies and
current and formerly homeless
individuals. For San Bernardino, The
PITC is coordinated by the San Bernardino Office of
Homeless Services, County Homeless Partnership, and in consultation with the Institute for Urban Initiatives.
To complete the unsheltered count, trained volunteer counters go into neighborhoods, parks, encampments, and other known locations where unhoused individuals stay and collect demographic and situational information through the Subpopulation Survey. Local shelters, transitional housing programs, and other facilities report how many people were housed on that night. HUD requires CoCs to conduct a sheltered count every year and an unsheltered count every other year. The San Bernardino City and County CoC conducts an annual unsheltered count. The most recent, 2026 PITC unsheltered count was conducted onthe night of Monday, January 22, 2026..
Per HUD’s instructions, a person was considered unhoused, and thus counted, only when they fell within the HUD-based definition of unhoused by residing in one of the places described below:
• In places not meant for human habitation, such as cars, parks, sidewalks, and abandoned buildings; • In an emergency shelter; and
• In transitional housing for unhoused persons.
A person was not considered unhoused if the person resided in one of the following places:
• Medical facilities, such as hospitals, psychiatric facilities, and nursing homes, where people are admitted for care;
• Jails, prisons, or juvenile detention facilities;
• Chemical dependency facilities, such as substance use treatment facilities and detox facilities or; • Foster care homes or foster care group homes.
Per HUD’s instructions, children identified as unhoused by McKinney-Vento Homeless Coordinators at schools are not counted. Children may be included in the count if they live in an emergency shelter or transitional housing program, or if they are unsheltered. Lastly, HUD does not consider persons who are Figure 4 - 2026 Unhoused Population by Status
Commented [NJ1]: This table needs to be
updated with 2026 numbers.
1,172 total, 737 unsheltered, 327 sheltered,
108 in transitional housing.
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11 doubled up,” or persons who are “near homelessness,” to be unhoused but considers them to be at risk of becoming unhoused. Therefore, such people are not included in the unhoused count.
Unhoused Population
Sheltered Status
Analyzing the historic PITC data reveals a steady increase for a number of years in the City’s unhoused population, doubling within the last decade. 2026 was the first year within this decade (not accounting for 2021 when PIT Count did not take place) that the number of unhoused individuals actually dropped. The recent decrease in the City’s unhoused population for the first time in a decade shows that the strategies laid out in this plan, many of which the City has already adopted, are proving to be effective.
Most unhoused persons in San Bernardino City are unsheltered. The 2026 PIT Count documented 1,172 total unhoused individuals in San Bernardino, 737, or approximately 63%, of which are unsheltered. 327 sheltered individuals were counted, and 108 were identified in transitional housing.
Not included in the PIT Count data are children identified as unhoused under the Mckinney-Vento Act. San Bernardino City Unified school district reported approximately 5,610 homeless students enrolled in the 2024- 2025 school year. Approximately 86% were temporarily doubled-up with other households, 7% were staying in hotels or motels, 4% were in temporary shelters, and 3% were temporarily unsheltered.
Table 2 – 2026 Sheltered and Unsheltered Population1
Table 3 - Change in Sheltered and Unsheltered Populations 2025-20262 Total Number of Unsheltered
Persons
Total Number of Sheltered
Persons Total Number
2025 2026 Difference 2025 2026 Difference 2025 2026 Difference # # # % # # # % # # # %
981 737 -244 -
24.85 5
554 327 -227 -40.9 1,535 1,172 -363 -23.6
Table 4 - Total Unhoused Persons in the City of San Bernardino Over Time3 Total Unhoused Persons in the City of San Bernardino
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
564 491 646 890 1056 - 1350 1502 1417 1535 1172
1 Source: 2026 Point in Time Count
2 Source: 2026 Point in Time Count
3 Source: 2026 Point in Time Count
Sheltered Transitional Housing Unsheltered Total
327 108 737 1,172
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12 Table 6 - Unhoused Population by City, from the 2026 PITC report.
Table 6 - Unhoused Population by City4
Jurisdiction Sheltered Unsheltered
Shelter Transitional
Housing
Total
County 930 340 2448 3718
Barstow 29 27 80 136
Colton 85 0 118 203
Fontana 74 53 343 470
Ontario 37 16 245 298
Rancho Cucamonga 4 0 97 101
Redlands 19 8 107 134
San Bernardino 327 108 737 1172
Victorville 304 33 104 441
Total 879 245 1911 2955
94.5% 72.1% 78.1% 83.0%
4 2026 Point in Time Count
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13 Gender Demographics
The report illustrates that there is a disproportion in the percentage of men who suffer from homelessness. The
overwhelming majority (70.9%) of the unhoused
population is male, while 29.1% self-identified as female.
Mental illness, health, and physical disability
The PITC further reflects that 22.7% of unhoused
individuals within the City reported mental health
disability, 25.8% reported physical disability, 7.7%
reported developmental disabilities, 22.7% reported
chronic health issues, and 1.5% reported living with HIV AIDs.
A closer look at PITC data reveals that the City of San Bernardino has the highest concentration of unhoused
people. Those impacted the most by homelessness are
between the ages of 35 to 44.
Of the identified unhoused population in San Bernardino:
Figure 5 - Gender Demographics
Commented [NJ2]: This graphic needs to be
updated based on 2026 data (71% male, 29%
female)
Commented [NJ3]: This needs to be updated
with 2026 data.
Commented [NJ4R3]: Identified as
Chronically Homeless - 45%
In Foster Care at One Time - 18%
Experienced 1st time within 12 months - 35%
Incarcerated in past 12 months - 24%
Have no monthly income - 65%
Reported having a mental disability - 10%
Reported experiencing substance abuse - 16%
Are Veterans - 3%
Identified as Victims of DV - 7%
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14 Facilities, Services, and Service Providers
This portion of the Needs Assessment documents the facilities, services, and service providers currently operating to address homelessness in San Bernardino.
Transitional & Permanent Supportive Housing
Family Stabilization Program (DBH Referral only) – provides transitional housing and supportive services for families referred through the Department of Behavioral Health, focusing on stabilization and long‑term housing solutions.
Keys Nonprofit – offers permanent supportive housing and case management services for individuals and families experiencing homelessness, with an emphasis on self‑sufficiency and community integration.
Lighthouse Social Service Centers – provides transitional and permanent supportive housing programs, including wraparound services such as employment support, counseling, and life‑skills training.
Mary’s Mercy Center – operates transitional living programs for men, women, and children (12–24 months), combining housing with supportive services to help residents achieve independence.
Step Up on Second – delivers permanent supportive housing and mental health services, specializing in serving individuals experiencing chronic homelessness and serious mental illness.
Time for Change Foundation – provides transitional and permanent supportive housing for women and children, with a focus on empowerment, leadership development, and long‑term stability.
The Salvation Army - partners with the City to provide vital assistance to the unhoused population within the city through the Outreach and Engagement Team. Through this collaboration, the Outreach and Engagement team offers transportation services to individuals seeking shelter, crisis support, rehabilitation, or family reunification. The Outreach and Engagement team remains committed to delivering essential services to those experiencing homelessness, including access to longer-term shelters, rehabilitation programs, and reunification assistance. Outcomes for the period between July 2024 through May 2025 are as follows:
Emergency Shelters and Homelessness Prevention
The City regularly contracts with the Salvation Army, and in the past the Lutheran Social Services of Southern California (LSS) and Community Action Partnership (CAP), to provide ESG funds for the use of emergency shelter and homelessness prevention. For the Fiscal Year of 2024 – 2025, the Salvation Army reported providing emergency shelter to 60 individuals from 29 households. Participants entered from locations not meant for human habitation, emergency shelters, or safe havens. The Homelessness Prevention project served 31 individuals in 11 households, providing targeted financial assistance and housing stabilization services to help participants avoid entering the homeless services system (FY24-25 CAPER ESG SAGE Report). There are currently 889 active shelter beds in the City. Although the City has experienced a 120% increase in shelter beds between 2022 and 2025, a significant shelter bed gap remains. The 2026 Point-in-Time Count (PITC) identified 1,172 unhoused individuals in San Bernardino on a single night in January 2026, of whom 737 were unsheltered. In addition, the City does not have direct access to most of the shelter beds currently identified, further limiting its ability to meet immediate shelter demand. Furthermore, many local service providers mandate program involvement as a prerequisite to receiving services. For example, the Salvation Army is required to conduct initial evaluations to determine Packet Page. 1092
15 eligibility and adhere to various HUD and CoC-established program quality benchmarks, such as ensuring that at least 20% of program participants receive employment income. While the intention is to promote long-term self-sufficiency, these stipulations to access services create critical gaps, cutting off many community members who are in dire need of support.
Table 2 - Facility Capacity reflects the estimated capacity of available shelter and interim beds currently available in the City. San Bernardino plans to add at least 400 new interim housing beds within the next five years. The opening of the SB HOPE campus and the San Bernardino Community Wellness campus within the next year alone will greatly help achieve this goal.
Table 2 - Facility Capacity
Provider/Facility/Program Estimated Capacity
Lutheran Social Services 210 beds
The Salvation Army 142 beds
Restoration House of Refuge 18 beds
Operation Grace 38 beds
Welcome Home 7 beds
Family Assistance Program (FAP) 6 beds
Time for Change Foundation 18 beds
Mary’s Mercy Center 75 beds
Mary’s Haven 35 beds
The Way World Outreach 70 beds
Pacific Village 28 beds
City Interim Shelter (MV & VARP ERF) 212 beds
County Bridge Housing 30 beds
Total Shelter Beds Within City Limits 889 beds
Below, Table 3 - City of San Bernardino Subsidized Multi-Family Housing, represents the number of subsidized housing and multifamily affordable housing projects within the City by Target Resident, Project Financing, and At-Risk Status.
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16 Table 3 - City of San Bernardino Subsidized Multi-Family Housing5 Development Name Target
Residents
Project
Financing
Total
Units
Affordable
Units
Earliest
Expiration
At Risk
Status
Village Green All Ages LIHTC/HAP 184 181 2042 Not At-Risk Ramona Sr. Project Senior LIHTC/MRB 44 43 2024 High Risk The Waterman Large
Family
LIHTC 128 127 2030 High Risk
Autumnwood/Millcreek All Ages LIHTC 160 158 2030 High Risk Maplewood Home Family PBV 296 296 2026 Low Risk
Arrowhead Woods Senior PBV 51 51 2027 Low Risk
Kendall Drive Apts. Family PBV 37 6 2025 Low Risk
Kendall Park Apts. Family PBV 52 4 2025 Low Risk
Frazee Family HOME 14 13 2029 Low Risk
7 Arrows Family HOME 9 9 2029 Low Risk
Sterling Village Large
Family
LIHTC 80 79 2036 Not At-Risk
Magnolia at Highland Senior LIHTC 80 79 2041 Not At-Risk Lugo Apartments Senior LIHTC 119 118 2044 Not At-Risk
Vintage at Kendall Senior LIHTC 178 176 2043 Not At-Risk Arrowhead Vista Senior LIHTC 40 39 2069 Not At-Risk
New Zion Manor Family LIHTC 125 125 2071 Not At-Risk
Beautiful Light Inn Senior LIHTC 100 99 2072 Not At-Risk Pioneer Park Plaza All Ages LIHTC 161 159 2073 Not At-Risk Foothill Villas Large
Family
LIHTC 239 237 2075 Not At-Risk
Baseline Coop Senior 202/811 75 74 Permanent Not At-Risk St. Bernardine Plaza Senior 202/811 150 148 2037 Not At-Risk TELACU Monte Vista Senior 202/811 75 74 2057 Not At-Risk TELACU San Bern. V Senior 202/811 75 74 2065 Not At-Risk TELACU Buena Vista Senior 202/811 75 74 2058 Not At-Risk TELACU Sierra Vista Senior 202/811 75 74 2057 Not At-Risk TELACU La Amistad Senior 202/811 89 89 2064 Not At-Risk TELACU Hacienda Senior 202/811 75 74 2064 Not At-Risk
AHEPA 3002 Senior 202/811 90 90 2047 Not At-Risk
Meadowbrook Park Family HAP/HOME 267 210 2033 Not At-Risk Creekside Apartments Family Bonds 304 60 2049 Not At-Risk All Star Lodge PSH HOMEKEY 75 75 N/A Not At-Risk
Valencia Vista Large
Family
LIHTC 76 75 2068 Not At-Risk
5 Source: City of San Bernardino 2021-2029 Housing Element Packet Page. 1094
17 Olive Meadow Large
Family
LIHTC 62 42 2073 Not At-Risk
Crestview Terrace Large
Family
LIHTC 184 182 2076 Not At-Risk
Tuscany/Silverwood Family Bond 328 66 2057 Not At-Risk
Eastpointe Village Family RDA/NSP 52 52 2046 Not At-Risk Phoenix Apartments Transitional CalHFA 9 9 2033 Not At-Risk Golden Apartments PSH HOME 39 38 2057 Not At-Risk
San Bernardino Senior Senior 202/811 80 79 2042 Not At-Risk Pacific Village All Ages HCD 2033 Not At-Risk
SUBTOTALS BY TYPE
Target Residents Total
Units
Affordable
Units
Large Family 769 742
Senior 1471 1455
Family 1484 841
All Ages 505 498
PSH 114 113
Transitional 114 113
Shelters
Lutheran Social Services (LSS) – provides emergency shelter as a "bridge" to permanent housing, and wrap-around services to help homeless men 18 years and older to achieve self-sufficiency.
The Salvation Army Hospitality House – provides emergency shelter, referrals to permanent housing services, and meals to families and single females experiencing homelessness.
Mary’s Mercy Center – provides food, showers and clothing for homeless individuals and families; also provides transitional living programs for men and separately, women and children.
Family Service Association of Redlands – provides emergency shelter (motel vouchers), wraparound services, and case management to prevent homelessness.
Restoration House of Refuge – provides transitional housing and supportive services for individuals and families recovering from homelessness, with a focus on stability, life‑skills development, and pathways to permanent housing.
Operation Grace – provides emergency shelter and supportive services exclusively for women and children under 11 years old.
Time for Change Foundation ES – provides emergency shelter and supportive services for women and children, with a focus on empowerment and long‑term housing stability.
Path of Life Community Shelter ES – provides emergency shelter and supportive services designed to help individuals and families transition from homelessness to permanent housing.
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18 Mary’s Haven – provides housing and supportive services specifically for women with children, helping families achieve stability and independence.
The Way World Outreach (7 Transformation Houses) – operates multiple transformation houses offering shelter, recovery support, and wraparound services for individuals seeking stability and self‑sufficiency.
Men & Women’s Shelter & Downtown Resource Center – provides emergency shelter for both men and women, along with a downtown resource center offering meals, case management, and linkages to permanent housing.
Pacific Village – provides supportive housing and services for individuals and families experiencing homelessness, with a focus on long‑term stability and community integration (referrals come from various County departments (e.g. DBH, DAAS, CDH).
Family Assistance Program – provides emergency shelter, transitional housing and supportive services to homeless youth, survivors of domestic violence and victims of human trafficking.
Referral Services
The San Bernardino County Homeless Partnership (SBCHP) – developed to promote a strong collaboration between agencies directing planning, development, and implementation of the County’s 10- year Strategy to end chronic homelessness. SBCHP is a network of community and faith-based organizations, educational institutions, non-profit organizations, private industry, and federal, state, and local governments. SBCHP provides leadership in creating a comprehensive countywide network of service delivery to the homeless and near-homeless families and individuals through facilitating better communication, planning, coordination, and cooperation among all entities that provide services and/or resources for the relief of homelessness in San Bernardino County.
Community Action Partnership of San Bernardino County (CAPSB) – provides temporary rental assistance, financial literacy education, and linkages to other support services.
Catholic Charities – offers emergency assistance, housing support, and case management services for low‑income and homeless individuals and families.
Foothill AIDS Project – provides housing assistance, medical case management, and supportive services for individuals living with HIV/AIDS.
U.S. VETS – Inland Empire – delivers housing, employment, and supportive services tailored to veterans experiencing homelessness.
Inland Fair Housing and Mediation Board – provides fair housing services, tenant/landlord mediation, and advocacy to prevent housing discrimination and eviction.
Inland Counties Legal Services, Inc. – offers legal aid for low‑income residents, including housing rights, eviction defense, and benefits advocacy.
Legal Aid Society of San Bernardino – provides free or low‑cost legal services to individuals and families facing housing instability or homelessness.
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19 City of San Bernardino Police Department and Homeless Outreach Support Team
The Proactive Enforcement and Community Engagement Team, also known as the PEACE Team, is a unit within the San Bernardino Police Department that
functions as a homeless outreach division. The PEACE
team is a multidisciplinary initiative aimed at connecting community members to essential support services and
resources to reduce barriers to housing and promote
long-term personal stability. This team excels in
delivering a strategic blend of social support and
enforcement fueled by their core mission to improve
quality-of-life through innovative approaches. To date, the PEACE team has made contact with over 2,800
unhoused individuals in the City of San Bernardino in
an effort to conduct proactive engagement strategies.
Depending on an individual’s unique circumstances and
needs, a range of services are provided, including
family reunification, shelter placement, case
management, room and board, and additional support.
The PEACE team attributes its success to strategic partnerships and support across a network of agencies and individuals. Each person involved in the team’s efforts plays a pivotal role in expanding their reach and impact. Key partners include:
• Public Works Department
• Community Development and
Housing Department - Housing and
Homeless Services Division
• The San Bernardino County
Department of Behavioral Health
• The Salvation Army
• Redwood Security
• Park Rangers
Figure 6 – 2025 Accomplishments
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20 Land Use Opportunities
SLA Public Land, Motel Conversions
The city plans to target underutilized public land and motels to expand affordable housing. Guided by the California Surplus Land Act, 141 City-owned parcels are identified for potential housing development across various zones and densities. Priority goes to affordable housing proposals during the 60-day notice period, requiring at least 25% of units for lower-income households (or 15% if no proposals succeed).
Some of the City’s objectives for the next five years include:
• Use surplus lands to aid in the development of affordable housing, prioritizing families with low- to very low-incomes.
• Leverage motels, churches, and public land for conversions. • Pursue ADU development and infill projects.
• Partner with affordable housing developers and secure gap financing.
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21 Analysis of Strengths, Weaknesses, Opportunities,
and Challenges
Gap Analysis of Emergency Shelters
This section of the Needs Assessment focuses on gaps and expansion recommendations for shelters, transitional housing, and permanent supportive housing. The data was drawn from the 2026 Homeless PIT Count, the City of San Bernardino’s 2025–2029 Consolidated Plan, including the Market Analysis (MA-30, MA-35), and the Homeless Needs Assessment (NA-40).
San Bernardino is at a pivotal moment in strengthening its supportive housing and services landscape.
Capital investments are underway that will significantly expand the City’s capacity to deliver integrated, housing-focused services. The forthcoming Community Wellness Campus, developed through Project HomeKey in partnership with Lutheran Social Services of Southern California and Dignity Moves is expected to open in Spring of 2026 and will introduce a comprehensive navigation center offering low-barrier, non-congregate interim housing paired with wrap-around supportive services. With 140 beds, onsite medical care, and rapid development of individualized case plans, the campus is positioned to become a cornerstone of the City’s rehousing strategy.
Similarly, the SB HOPE Campus, scheduled to be completed in December 2026, will further enhance the regional system by providing another low-barrier, service-rich environment designed to address the root causes of homelessness. The hybrid campus of congregate and non-congregate beds is expected to open in the first quarter of 2027 and will be operated by Helping Hearts California. SB HOPE will connect individuals to medical respite, behavioral health care, substance use treatment, employment pathways, and permanent housing resources. It will also serve as a prevention hub, offering rental and utility assistance through collocated partner agencies to stabilize households at risk of losing their housing. These two projects will help to fill current existing gaps and address the complex needs of the City's unhoused populations.
Table 4 - Analysis of Capacity Gaps for Emergency Shelter Beds Estimated Current Capacity Estimated Demand
(PITC/CHAS)
Estimated
Gap
889 beds 1,172 unhoused –
2026 PITC
300 beds
Table 5 - Expansion Priorities
Priority Level Expansion Focus Gap Size Recommendation
High New
interim/emergency
housing beds
400+ beds Expand low-barrier
interim housing shelter
beds
Medium Motel voucher
program
Limited supply Bridge to permanent
housing
Low Specialized population Capacity limited Expand targeted programs
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22 The City’s current shelter and housing resources are insufficient to meet the community's needs, as indicated by the PIT Count and HUD CHAS data. The Point-in-Time Count is a snapshot taken on a single night and is generally considered a conservative estimate. The City’s goal is not to match that number exactly, but to build upon existing shelter capacity so that unhoused individuals encountered by outreach teams within City boundaries have ample options for safe shelter. As a result, the City estimates the need to fill a 400-bed gap.
Collaboration and Coordination Opportunities
Streamlined services prevent duplication, inefficiency, and barriers for people experiencing homelessness. It also opens the door for creative and innovative programs to target homelessness from a holistic approach, garnering input from state, regional, and local partners.
Table 6 - Service Provider Collaboration Opportunities
Entity Role/ Function Coordination
Link
Strengths Challenges
City of San
Bernardino
Governing body:
Mayor’s Office,
City Council,
Community
Development &
Housing
Department
Administers ESG,
HOME, and CDBG
funding, contracts for
RRH, shelter, and
prevention services,
SB HOPE Campus
Member of the
CoC,
participates in
CES and HMIS.
Contracts with
Salvation Army,
and Family
Association of
Redland
Administers
ESG, HOME,
and CDBG
funding.
Contracts
directly with
providers.
launching SB
HOPE Campus
Limited data
access to HMIS
Lack of City -
County
coordination
San
Bernardino
County CoC
(CA-609)
Governing
Body:
Interagency
Council on
Homelessness
(ICH)
Administrative &
System
Management:
Office of
Homeless
Services (OHS)
Support:
Homeless
Provider
Network (HPN)
of the San
Regional homeless
policy implementation
HMIS
CES
Coordinates with
City programs
San Bernardino
County
Department of
Behavioral
Health
Housing
Authority of the
County of San
Bernardino
Regional
homeless
policy
implementation
Manages
HMIS and CES
Hosts
Homeless
Provider
Network
Steering
Committees
County-wide
approach
San Bernardino
City's unique
needs can be
lost in regional
approaches.
Limited
accountability at
City level
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23 Bernardino
County
Homeless
Partnership
(SBCHP)
Housing
Authority of
the County of
San
Bernardino
(HACSB)
Administers Housing
Choice Vouchers,
Emergency Housing
Vouchers (EHVs),
Permanent
Supportive Housing
(PSH), and landlord
engagement
Accepts CES
referrals
Partners with the
City and social
service providers
to place
households
Administers
Housing
Choice
Vouchers,
Emergency
Housing
Vouchers
(EHVs), and
Permanent
Supportive
Housing (PSH)
Landlord
engagement
Participate in
the CoC
Limited strategy
to increase
lease-up rates.
Limited
partnerships
with the city.
San
Bernardino
County
Department of
Behavioral
Health (DBH)
Provides behavioral
health and substance
use treatment.
Manages housinglinked support
programs
Coordinates with
shelters,
supportive
housing, and
CES to ensure
behavioral
health
integration in
programs.
Provides
behavioral
health and
substance use
treatment.
Manages
housing-linked
support
programs
Full-service
Partnerships
Communication
gaps between
behavioral
health providers
and housing
navigators.
Office of
Homeless
Services (OHS)
Manages homeless
services countywide;
oversees CoC and
CES administration.
Manages CES
operations,
performance data,
and Homeless
Housing Assistance
Program allocations
The link between
County, City,
and service
providers
Manages
homeless
services
countywide.
oversees CoC
and CES
administration.
Manages CES
operations,
performance
data
Homeless
Housing
Assistance
Communication
gaps with the
city.
Lack of local
data for
decisionmaking
strategies
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24 Program
allocations
ESG-Funded
Providers:
Salvation Army
Family
Association of
Redlands
RRH, prevention
shelter, contracted by
the City
Required to use
CES and
Coordinated
Entry
Contracted by
the City.
Provides
Shelter
Homelessness
prevention
services
Rapid
Rehousing
Lack of
collaborative
approach with
the CoC
Gaps in CES
alignment
Homeless
Service
Providers:
Inland Valley
Recovery
Services
Mary’s Mercy
Center/Veronica
Home of Mercy
The Salvation
Army
Operation
Grace
Knowledge and
Education for
Your Success
(KEYS)
Veterans
Alcoholic
Rehabilitation
Program
(VARP)
Community
Action
Partnership of
San Bernardino
County
(CAPSBC)
Lutheran Social
Services
Lighthouse
Social Service
Centers
Provide direct
services and housing
support:
• Intake
• Transportation
• Recovery
treatment
• Shelters
• Subpopulation
shelters
• Housing
• Mobile
Showers
• Food
• Motel
vouchers
• Family
Stabilization
Program
• Transitional
Housing
Programs
Most use CES
via referral
pathways
Provide direct
services and
housing
support:
Intake
Transportation
Recovery
treatment
Shelters
Subpopulation
shelters
Housing
Mobile
Showers
Food
Motel vouchers
Family
Stabilization
Program
Transitional
Housing
Programs
Fair housing
Mediation
Not required to
use CES or
HMIS if not
federally
funded.
Capacity limited
to relative need.
Lack of
coordination
amongst
service
providers.
Lack of
partnerships
Lack of landlord
incentives
programming.
Unaligned
outreach
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25 Step-Up on
Second
Specialized
Providers:
Family
Assistance
Program (Youth
Drop-in
Center)
Veterans Affairs
(HCHV,
outreach,
housing for
veterans)
U.S. VETS
Inland Empire
Patient’s Rights
Office (mental
health support)
Serve specific
populations (youth,
veterans, mental
health)
• Most use
CES via
referral
pathways
Serve specific
populations
(youth,
veterans,
mental health)
Lack of
streamlined
pathways
across all
populations
Not required to
use CES or
HMIS if not
federally
funded.
While the system identified above has strong partners and established programs, identified challenges can limit overall effectiveness. Gaps such as lack of coordination, gaps in data, and unaligned outreach, prevent the system from operating seamlessly.
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26 Strengths and Challenges of Supportive Services
Table 7 - Provider Data
Entity Role/Function Strengths Challenges
City of San
Bernardino
Administers HHAP,
PLHA, ERF, ESG,
HOME, and CDBG
funding, contracts for
RRH, emergency
shelter, and homeless
prevention services,
and oversees
operations at the SB
HOPE Campus
Contracts directly with
providers
• Limited
funding
• Ability to
reduce costs
for programs
and direct
costs for
clients
• Need for
increased
service
providers with
the capacity to
meet program
participation
requirements
• Limited
collaboration
opportunities
with workforce
development
• Job placement
and retention
San Bernardino
County Homeless
Partnership
(SBCHP)/211
Regional homeless
policy implementation
HMIS
CES
Structured gateway for
the provision of
services
• Staffing
capacity
• Software
system that
enables a
higher level of
functionality
• Length of time
between intake
and receipt of
housing
Continuum of Care
(CoC)
Governing Body:
Office of Homeless
Services and
Community
Development &
Housing
Support: Homeless
Provider Network
(HPN) and Center
Valley Steering
Committee
Collaborative efforts of
multiple organizations
with countywide reach
• Increased
collaboration
amongst
partner
organizations.
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27 Top Priority –Emergency/Interim Housing:
• The City’s most recent PIT Count identified approximately 1,172 unhoused individuals, 737 of which are unsheltered
• 889 interim housing beds are currently available
• The City aims to expand the capacity of available emergency/interim housing beds, making this as a priority as it aligns with the City’s guiding principles and goals outlined in this HSAP Emergency shelter beds:
• There is a gap of 300 beds for unhoused adults.
• Expanding emergency shelter capacity remains an important priority Lower priority needs:
• Expansion of the motel voucher program as a bridge to permanent housing • Development of specialized supportive housing for targeted populations.
Housing for the Unhoused
The following two housing developments are intended to provide supportive, transitional housing for unhoused community members.
• The upcoming opening of its Project HomeKey Community Wellness Campus, a joint venture with Lutheran Social Services of Southern California, shall be a critical strategy that enables the City to more effectively improve and increase housing capacity. The navigation center, which shall provide low-barrier, non-congregate, interim housing and comprehensive social services including educational, physical, social, and mental health services. In addition, the site will provide 150 shelter beds and an onsite medical clinic. Furthermore, within 72 hours of entry 95% of residents will receive individualized case plans, thereby ensuring long-term stabilization solutions and reducing the risk of re-entry.
• The upcoming SB HOPE Campus project, set to be completed in December 2026 and fully functional within the first quarter of 2027, will provide low-barrier, non-congregate, interim housing to help address the root causes of homelessness. The campus will connect people to resources, medical respite, mental health, substance disorder counseling, individualized case management, job training and placement, and expanded access to permanent housing. It will also assist individuals who are at risk of becoming homeless as local agencies will be onsite to provide rental assistance and utility assistance to eligible households
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28 Guiding Principles
The City of San Bernardino is committed to
bringing solutions to address homelessness. This
action plan aims to implement tangible solutions
and responses to homelessness. It is essential to
outline the core principles that will guide this plan
for the City; these core principles will serve as the
touchstone for all strategies, actions, and policies
within the plan. Through coordination with City
staff and qualitative and quantitative data analysis,
three core principles emerged: Supportive
Pathways to Housing, Prioritizing Long-term
Solutions, and Alignment with National Best
Practices.
Supportive Pathways to Housing
is our strategy to address homelessness that begins with ensuring individuals have access to safe and stable housing as quickly as possible by reducing barriers. Once housed, we then connect people to supportive services. This model is designed to help residents regain stability, achieve self-sufficiency, and maintain long-term housing.
Prioritizing Long-Term Solutions is our commitment to combatting homelessness and emphasizes long-term stability. We focus on helping individuals build self-sufficiency through access to wrap-around supportive services such as job training, mental health care, and substance use support. At the same time, we prioritize shelter options that provide stability and safety, creating a stronger foundation for permanent housing and thereby reducing the risk of individuals and families once again becoming unhoused, ensuring lasting success.
Alignment with National Best Practices is the ability to look at comparable cities, with similar demographics and challenges, and gather strategies and models that have demonstrated nationwide success. This ensures that San Bernardino’s approach reflects evidence-based interventions endorsed by federal agencies and aligns with broader policy guidance and proven outcomes.
Collectively, these guiding principles provide the framework for the City of San Bernardino’s Homeless Solutions Action Plan. By centering efforts on stabilization and self-sufficiency, and drawing from nationwide best practices, the City is positioning itself to implement a comprehensive and sustainable approach to addressing homelessness.
Supportive Pathways to Housing
The City of San Bernardino is committed to reducing homelessness by ensuring individuals and families have access to safe and stable housing alongside essential support services. This approach, known as the Supportive Pathways to Housing, is a stabilization-focused housing strategy that emphasizes rapid connection to shelter and housing options while offering coordinated care. Rather than requiring individuals Packet Page. 1106
29 to meet specific preconditions before accessing support, the City’s strategy focuses on engaging people where they are, helping them stabilize, and equipping them with the tools and resources needed to transition into long-term independence. Supportive services are tailored to the individual’s needs and are designed to promote recovery, self-sufficiency, and reintegration into the community. The goal is to support individuals and families in identifying their needs and accessing resources to meet those needs, while providing them with housing regardless of their life circumstances.(Housing First , n.d.) Supportive Pathways to Housing offers immediate, low-barrier access to permanent housing paired with voluntary supportive services.
Research consistently shows that reducing entry barriers and prioritizing stable housing improves outcomes:
• Up to 88% reduction in homelessness compared to treatment-first programs • Significantly higher housing retention: 79% remained housed for 6 months vs. 27% in control groups; 88% retained housing after 5 years
• Improved health outcomes and reductions in ER visits and hospitalizations Reducing Entry Barriers
The city will reduce entry barriers and preconditions such as participation in treatment before placement, income documentation, and other potential barriers. This is especially critical for residents experiencing chronic homelessness and residents suffering from mental disorders or substance use disorders, who are most at risk of remaining unsheltered due to eligibility requirements that keep these residents unsheltered.
Rapid Connection to Permanent
Supportive Housing
The city will minimize the time between initial
engagement and housing placement, and
coordinate entry and assessment tools. Highly
vulnerable individuals will be prioritized, with
voluntary services layered in to support stability
and recovery.
Voluntary Supportive Services
Supportive services such as case management,
behavioral health treatment, employment
assistance, financial assistance, substance use
disorder treatment, and life skills training will be
offered but not required for housing retention.
Supportive Pathways to Housing models have
found success in voluntary supportive services,
where residents tend to gravitate on their own to
the services, instead of being forced to receive
services to be housed.
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30 Increasing Housing Availability
The city will expand housing stock through leveraging a mix of public and private resources to secure units citywide. Programs like landlord engagement and master leasing set aside units in affordable housing developments, and creative affordable housing transitions initiatives like Project Home Key are pivotal tools for housing availability.
The City of San Bernardino is committed to increasing housing availability and affordability for its residents by partnering with a variety of key collaborators including:
Neighborhood Partnership Housing Services (NPHS)
Through a partnership with NPHS the City is advancing the development of infill single-family homes designed for low- to moderate-income families.
Jamboree
The City Council approved an exclusive negotiation agreement with Jamboree Housing Corporation to develop about 101 affordable housing units on a 3.5-acre city-owned site (“Site 12”).
U.S. Vets
The City has committed $4 million to support the development of a 30-unit affordable housing community for veterans at 1351 North E Street. This project will provide permanent supportive housing along with on-site services such as case management, food and hygiene supplies, transportation assistance, and employment support.
Neighborhood Housing Services of the Inland Empire (NHSIE) In collaboration with NHSIE, the city is expanding affordable rental opportunities and pathways to homeownership. NHSIE provides homebuyer education, counseling, and down payment assistance programs that help low- to moderate-income family’s transition into stable homeownership.
Prioritizing Long-Term Solutions
San Bernardino’s approach to homelessness emphasizes
long-term stability rather than short-term fixes. The City is moving toward expanding non-congregate shelter options, such as the HOPE Campus and the Community Wellness
Campus, which provide individuals and families with
privacy, safety, and stability. These environments create a stronger foundation for permanent housing by reducing the risks associated with traditional congregate shelters and allowing residents to focus on recovery and rebuilding their lives.
Equally important is the City’s commitment to wrap-around supportive services. Many individuals and families
experiencing homelessness in San Bernardino have zero income and have not held employment for a decade or more, underscoring the need for comprehensive support beyond housing. Services such as job training, financial empowerment, mental health care, and substance use treatment are integrated into the City’s housing strategy to help residents achieve self-sufficiency and long-term housing retention.
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31 This focus on causes, not just symptoms, is critical. Temporary assistance alone does not address the systemic issues that lead to homelessness. By investing in stabilization and self-sufficiency, the City aims to reduce the cycle of individuals falling back into homelessness after receiving short-term aid.
The urgency of this approach is highlighted by the fact that nearly one-third (33%) of San Bernardino’s homeless population is experiencing homelessness for the first time. This means that for every two or three individuals who receive housing services, another person falls into homelessness. Addressing this trend requires strategies that prevent returns to homelessness and reduces new entries into the system. By prioritizing long-term solutions, the city is working to break this cycle and ensure that investments lead to lasting outcomes.
National Best Practices
National best practices are proven strategies, models, and program approaches that have been tested and proven to successfully impact homelessness in cities and states across the United States. These approaches are recognized on a federal level through HUD, the U.S Interagency Council on Homelessness, as well as national research organizations aimed at reducing homelessness. National best practices are evidence-based; the research has already been conducted, yielding significant positive outcomes in multiple controlled studies. Implementing and analyzing national best practices will enable the city to develop successful models that can be applied in other communities.
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32 Action Plan
Action 1: Strengthen Collaboration and Coordination
The city currently collaborates with local partners to provide services to residents through various avenues, including housing, fair housing, housing mediation, homeless services, shelter services, and affordable housing development. Strengthening collaboration and coordination is pivotal for the City of San Bernardino to address homelessness.
A major step forward is the launch of the Deep Blue pilot software, which will enable real-time data sharing among the Housing & Homeless Division, COAST Outreach, the Police Department, and County partners.
This tool will improve coordination, reduce duplication, and enhance case management by ensuring multiple departments and providers have access to the same information.
Objective Alignment – Goals 3 & 5: Build a unified system across City, County, and providers.
• Leverage the upcoming Deep Blue software program to create real-time shared dashboards across multiple departments and entities for City-specific data. Create shared landlord engagement strategies.
• Create clear referral pathway from RRH and shelters to PSH. • Require City-funded outreach teams to participate in joint case conferences. • Incentivize participation in CES/HMIS with access to housing resources. • Host community listening sessions to build trust and gather input.
Recommendations:
Short-Term (0–12 months)
• Launch a joint City–CoC funding and planning calendar identifying funding sources and application windows
• Fully implement Deep Blue software and train staff across City agencies. Formalize City participation in CES and case conferencing for all City-funded providers. • Establish a unified landlord engagement team and begin landlord outreach. • Create clear referral pathways from RRH and shelters to PSH. • Enroll outreach teams, case managers, and shelter staff in trauma-informed training programs.
Mid-Term (1–3 years)
• Connect Deep Blue dashboards with County HMIS and CES systems for seamless data flow. • Build a Landlord Incentive & Risk Mitigation Fund with HHASP/ESG/CoC funding. • Pilot streamlined inspections with HACSB to reduce lease-up delays. • Develop neighborhood-based advisory groups to strengthen community engagement.
Long Term (3–5 years)
• Expand the landlord program into a regional partnership with County and HACSB. • Utilize data reports from shared dashboards to inform the strategic approach to combatting homelessness.
• Embed training programs into ongoing workforce development. • Institutionalize annual community summits on homelessness and housing.
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33 Action 2: Increase and Enhance Supportive Services and Income Support
Objective Alignment – Goal 6:Strengthen long-term stability outcomes and promote homelessness prevention and diversion.
The city will strengthen partnerships with local and regional stakeholders and service providers to better serve chronically homeless individuals. By pursuing additional funding sources beyond current federal and state allocations, the City aims to expand outreach capacity, support more service providers, and increase housing development, ultimately reducing costs for both programs and clients. Furthermore, the city aims to ensure that individuals and families not only obtain housing but are able to remain housed by focusing on behavioral health, workforce development, and income stabilization. Wrap-around services will be designed to meet San Bernardino’s unique needs, addressing the high rates of unemployment, zero income, and long-term disconnection from the workforce among residents experiencing homelessness.
Recommendations:
Short-Term (0–12 months)
• Add City-funded outreach staff with CES integration and coverage benchmarks. • Formalize partnerships with DBH and health providers for behavioral health integration. • Expand service hubs with basic needs (food, showers, mail access). • Launch rental and utility assistance to prevent homelessness • Expand the Housing and Homeless Division team by hiring at least one additional staff member Mid-Term (1–3 years)
• Integrate health and housing services by deploying mobile health teams to encampments and interim housing sites, and co-locating health services at the Community Wellness Campus. • Expand SSI/SSDI advocacy and workforce development partnerships with County Workforce Development.
• Establish eviction prevention partnerships with legal aid providers. • Expand financial empowerment programs (budgeting, credit repair, benefits enrollment) to stabilize income and reduce the risk of eviction.
• Integrate substance use recovery services into housing programs.
Long-Term (3–5 years)
• Create permanent service co-locations (housing + health + employment) in supportive housing sites. • Scale employment pathways for unhoused residents through long-term County/City workforce initiatives.
• Create peer mentorship networks, training formerly homeless residents as peer navigators to support new program participants.
• Expand access to outpatient treatment.
Action 3: Improve Housing Capacity
Objective Alignment – Goals 1 & 2: Expand shelter, transitional, and permanent housing.
There are currently three affordable housing projects within the City of San Bernardino providing 230 units for eligible low-income residents. When this number is compared to the recent 2026 PIT Count of 1,172 Packet Page. 1111
34 unhoused individuals within City borders, 737 of which are unsheltered, there is a dire need for services. In addition, while the Housing Element reflects a current inventory of 4,179 subsidized multifamily unit properties, there are currently not enough available affordable housing units and shelter beds to adequately meet the needs of the unhoused.
Across from the City’s upcoming HOPE campus project sits 13 acres of land that have been allocated for future affordable housing development. The city intends to focus on developing affordable housing for lowincome individuals and families exiting shelter. San Bernardino is committed to both developing and preserving affordable housing throughout the city. For example, proactive steps to prevent the potential loss of affordability of the Village Green development in 2029 have already been taken. In August 2025, the City held a TEFRA hearing to enable Village Green Preservation LP to secure 4% LIHTC financing for rehabilitation of the property, extending and deepening affordability restrictions well beyond 2029. This action preserved affordability levels across 182 units for households ranging from 30% to 60% of Area Median Income.
In the Housing Element, a capacity of up to 2,646 units of low-income housing were identified that could be developed by 2029. Therefore, the city aims to increase the availability of affordable housing units by 20% over the next five years. While the City currently has certain incentives in place for affordable housing developers such as providing deed-grant land and offering limited financial assistance to address project development gaps, facilitating innovative workshops with affordable housing developers in the area will provide valuable insight on how the City can work collaboratively with stakeholders to streamline the process in the future.
Recommendations:
Short-Term (0–12 months)
• Expand congregate and non-congregate transitional housing (SB Hope Campus to open with 100 beds in early 2027, adding another 100 beds in the second year, and SB Community Wellness Campus to open in Spring 2026, with 90% occupancy anticipated by May). • Identify surplus/underutilized parcels for supportive housing. • Identify and invite affordable housing developers to participate in innovative workshops to discuss best practices. Use workshops to promote City incentives such as updated density bonus policy.
Mid-Term (1–3 years)
• Pilot master leasing to expand immediate unit access for CES referrals. • Incentivize ADUs leased through CES with grants/fee waivers. • Reform zoning and adopt fast-track entitlements for supportive housing. • Launch quarterly or biannual affordable housing workshop sessions and use feedback to inform strategic policies.
• Fund new multifamily projects with PSH set asides using ESG, HOME, and CDBG. • Streamline permit process as further incentive.
Long-Term (3–5 years)
• Build out shared housing and adaptive reuse models (commercial conversions, public facilities). • Deliver new affordable and supportive housing developments aligned with Housing Element goals. • Institutionalize zoning reforms and expand permanent funding streams for housing production. • Strengthen cross-sector partnerships by inviting service providers, financial institutions, and nonprofit organizations to attend workshops.
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35 Action Plan Timeline
Table 8 -San Bernardino Homelessness Strategies Timeline Goal Year 1 Year 3 Year 5
Goal 1:
Expand
interim and
emergency
housing
capacity to
reduce
unsheltered
homelessnes
s and
improve
stabilization
outcomes
• Add 100 new
interim/emergency
beds
• Increase number of
new shelter residents
receiving
individualized case
plans within 72 hours
to 95%
• Identify non-traditional
sites for interim
housing
• Prioritize
non‑congregate
shelter expansion.
• 5% reduction in
average length of stay
in interim housing
• Add 300 new
interim/emergency
beds
• Increase number of
new shelter
residents receiving
individualized case
plans within 72
hours to 98%
• Integrate
wrap‑around
services (behavioral
health, employment,
benefits)
• Establish formal
pathways from
shelter → RRH →
PSH.
• 10% reduction in
average length of
stay in interim
housing
• Add 300-400 new
interim/emergency
beds
• Increase number of
new shelter
residents receiving
individualized case
plans within 72
hours to 100%
• Fully integrate
interim housing with
CES and PSH
pipelines
• Demonstrate
increased exits from
shelter to
permanent housing
• 15% reduction in
average length of
stay in interim
housing
Goal 2:
Advance
major capital
and housing
development
projects to
expand longterm
affordable
housing
supply
• Formalize
partnerships with
affordable housing
developers, service
providers, and
financing partners
• Begin production,
rehabilitation, or
motel conversion
efforts that will
increase deeply
affordable and
supportive housing
capacity
• Initiate two housing
- supportive policy
or zoning changes
(e.g., by-right
supportive housing,
motel conversion
ordinance, reduced
parking
requirements)
• Deliver measurable
progress on the
housing pipeline,
including new PSH
units and/or
non‑congregate
interim housing
• Adopt additional
housing-supportive
policies or funding
mechanisms
• Expand
partnerships to
include regional,
nonprofit, and
private-sector
partners
• Increase the
number of units or
beds dedicated to
people experiencing
homelessness
through
construction,
conversions,
• Achieve a
substantial increase
in deeply affordable
and supportive
housing inventory
• Implement a full
suite of housingsupportive land use,
permitting, and
financing policies
• Establish a
sustainable pipeline
of projects in predevelopment,
construction, and
lease-up
• Maintain long-term
partnerships
supporting
development,
operations, and
services
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36 vouchers, and
preservation
Goal 3:
Strengthen
outreach and
encampment
resolution
efforts using
service-led,
coordinated
strategies
• 500 outreach
enrollments
conducted
• 60% of individuals
engaged connected
to shelter or
services
• 10% reduction in
encampmentrelated service calls
• 600 outreach
enrollments
conducted
• 75% of individuals
engaged connected
to shelter or
services
• 15% reduction in
encampmentrelated service calls
• 750 outreach
enrollments
conducted
• 85% of individuals
engaged connected
to shelter or
services
• 20% reduction in
encampmentrelated service calls
Goal 4:
Increase
permanent
housing
placements
and
strengthen
housing
stability
outcomes
• Establish baseline
service capacity
(case management
ratios, outreach
staffing, behavioral
health partnerships)
• Launch or expand
financial
empowerment,
benefits enrollment,
and employment
pathways
• Formalize
partnerships with
behavioral health
and substance use
treatment providers
• Launch landlord
engagement
initiatives
• Increase service
capacity by 50%
(e.g., more case
managers, peer
specialists, outreach
workers
• Demonstrate
measurable
increases in:
- Income and
benefits access
- Treatment
engagement
- Housing retention
at 6 and 12 months
• Integrate health and
housing services
across interim and
permanent housing
sites
• Establish a formal
landlord
engagement team
• Achieve a fully
integrated
supportive services
system with:
- Peer mentorship
networks
- Employment and
workforce pathways
- Behavioral health
and substance use
treatment
embedded in
shelters and
housing
• Demonstrate
sustained
improvements in
housing stability
outcomes
• Maintain a fully
operational landlord
engagement system
Goal 5:
Improve
system
coordination,
data quality,
and
accountabilit
y across
funded
programs
• Launch real-time
dashboards for CES
flow and housing
placements
• Identify and invite
affordable housing
developers to
partake in
affordable housing
innovative
workshops
facilitated by the
City
• Pilot shared data
software across City
• Support 3-4 Cityfunded agencies in
meeting CES
participation
requirements
(training, workflows,
referrals, etc.)
• Implement
strategies received
from stakeholder
feedback to pursue
affordable housing
projects that align
with City needs and
goals
• Expand the number
of City- funded
agencies aligned
with CES processes
to at least 6
• Integrate CES
dashboards with
shelter and
outreach data
• Invite community
and regional
partners to host
training workshops
• Continue
collaboration and
discussions with
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37 agencies and
providers
• Create dashboards
for City-specific data
using shared
software platform
service providers
and affordable
housing developers
• Create and make
publicly available
reports reflecting
shared data. Use
this information to
inform a strategic
approach to
combatting
homelessness in
the City
Goal 6:
Expand
homelessnes
s prevention
and
diversion
services to
reduce
inflow into
the
homeless
system
• Participate in
trainings for CES,
housing navigation,
and diversion
• Serve 60
individuals/househol
ds through
prevention/diversion
• 10 evictions
prevented
• Implement a fully
operational housing
navigation program
• Serve 80
individuals/househol
ds through
prevention/diversion
• 20 evictions
prevented
• Demonstrate
measurable
improvements in
housing placement
speed and retention
• Serve 100
individuals/househol
ds through
prevention/diversion
• 30 evictions
prevented
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38 Impact Analysis
The HSAP seeks to reduce homelessness and
improve housing stability through a coordinated
and evidence-based set of strategies. By
expanding shelters and housing capacity,
increasing supportive services, and
strengthening cross-agency collaboration, the
City anticipates measurable reductions in
homelessness. The plan is guided by the three core principles identified by the city. These principles include Supportive Pathways to Housing, a commitment to prioritizing lasting solutions to combat homelessness, and alignment with national best practices. These principles ensure immediate access to housing, long-term solutions, and designing programs with evidence-based models that deliver results nationally. This section highlights the potential impact of each goal.
The baseline for the impact analysis, based on goals, came from the City’s 2026 PIT Count, the CoC PIT Count, an estimated analysis of affordable housing from the 2021-2029 Housing Element, and HUD’s System Performance Measures.
Community Cost Saving Analysis
The average cost per person data for the cost analysis was sourced from both national averages and California-specific averages. To estimate the fiscal impact of reducing unsheltered homelessness, the City analyzed typical public-system utilization patterns among people experiencing unsheltered homelessness.
Research consistently shows that unsheltered individuals have higher rates of emergency room use, jail contact, and shelter utilization compared to housed individuals.
Using conservative, research-aligned assumptions, the city modeled the cost impact of housing 10% of the current unsheltered population (98 individuals). The analysis incorporates:
• ER cost of approximately $2,700 per visit
• Jail costs of approximately $350 per day
• Shelter costs of approximately $80 per bed-night
• Typical annual utilization patterns for unsheltered individuals • Expected reductions in system use once individuals are stably housed Under these assumptions, housing 98 individuals would generate an estimated $448,840 in annual public-system savings, primarily through reduced emergency room visits, fewer jail days, and decreased reliance on emergency shelter.
This estimate is intentionally conservative and does not include additional savings associated with reduced ambulance transport, inpatient stays, policing, encampment abatement, or long-term health improvements.
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39 Table 9 - Community Cost Savings Estimates
Category Average
Cost Per
Person
Current
Unsheltered
Homeless
population
Current annual
cost
Reduction
by 10%
Savings
Emergency
Room
$2,500per
visit
981 $2,452,500-
assuming one
visit per year
per unsheltered
person
883 people $245,000
Jail Days $200 per jail
day
981 $1,962,000-
assuming each
unsheltered
person spends
ten full days in
jail per year
883 people $196,000
Emergency
Shelter
$80 per night 981 $78,480,
assuming one
stay per year
883 people $7,840
Total Savings $448,840
Emergency Room Data -National Source; Jail Days- California Source ;Emergency Shelter- National Source Community Benefits
Table 10 - Community Benefits
Benefit Impact
Public Safety and Community well being • Fewer unsheltered persons reduce visible encampments
• Less strain on the police and fire
departments responding to homelessness
Health Outcomes • Fewer ER visits
• Reduction in contagious diseases and
viruses
• Stabilize vulnerable communities
Economic Impact • Increased workforce
• Revitalized downtown and commercial
districts
• Housing market stability
Fair Access • Utilizing Supportive Pathways to Housing
models and prioritizing long-term solutions
ensures that all individuals and families in
need have access to resources
Quality of Life • Welcoming public spaces
• Reintegration into the community
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40 Funding and Resource Strategy
Table 11 - Funding Sources and Timing
Action Funding Source Use Potential Funding Dates /
Timeline
Action 1 HHAP (Homeless
Housing,
Assistance, and
Prevention
Program)
Supports system-level planning,
coordination, CES integration,
and regional alignment efforts.
Current round applications
were due June 30, 2025;
future NOFAs are
anticipated every 2–3 years
Action 1 ESG (Emergency
Solutions Grant)
Funds can support CES
operations, outreach
coordination, and HMIS data
integration.
Annual allocation, typically
released in Spring/Summer
Action 1 CoC Planning
Funds
Directly funds coordination, data
analysis, and system-level
improvements.
Annual HUD CoC NOFA,
typically released in
Summer/Fall
Action 1 PLHA (Permanent
Local Housing
Allocation)
Can support city–county
coordination and planning for
homelessness solutions.
Ongoing annual formula
allocation
Action 2 DBH – Whole
Person Care /
Behavioral Health
Funds
Integrates behavioral health and
housing services, strengthens
case management capacity.
Multi-year pilots through
2025; potential new MediCal initiatives after
Action 2 HHAP Flexible funding for supportive
services, case management,
outreach, and CES alignment.
HHASP Round 5 funding is
active; future rounds are
anticipated every 2–3 years
Action 2 Youth
Homelessness
Demonstration
Program (YHDP)
Funds youth-specific supportive
services, case management,
and rapid rehousing pathways.
Competitive NOFA; periodic
releases depending on HUD
cycle
Action 3 No Place Like
Home (NPLH)
Funds permanent supportive
housing projects for individuals
with serious mental illness.
Competitive and noncompetitive allocations;
multi-year funding cycles
(next expected 2025–26)
Action 3 Multifamily Housing
Program (MHP) /
SHMHP
Provides capital funding for new
construction, rehab, or
conversion into affordable
housing.
Rounds released every 1–2
years; last NOFA in 2023,
next anticipated in 2025
Action 3 Veterans Housing
& Homelessness
Prevention (VHHP)
Funds affordable and supportive
housing targeted to veterans
experiencing homelessness.
Competitive NOFA; last
released in 2023, next
anticipated in 2025
Action 3 PLHA Provides ongoing formula
funding to expand affordable
housing and rental assistance.
Annual allocations, ongoing
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41 Improve
Housing
Capacity
CERF
(Encampment
Resolution
Funding)
Funds encampment resolution
strategies, interim housing, and
pathways into permanent
housing.
ERF-2 active through 2026;
future rounds pending state
budget cycles
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42 Performance Metrics
Table 12 - Performance Metrics and Accountability Reporting Program HSAP Goal Indicator FY 24-25
Baseline
FY 25-26
Projected
FY 26-27
Projected
(Year 1)
FY 29-30
Projected
(Year 3)
FY 31-32
Projected
(Year 5)
New
interim/emergency
housing beds
N/A 100 200 300 400
Percent of new shelter
residents receiving
individualized case
plans within 72 hours
N/A 86% 95% 98% 100%
Goal 1:
Expand
interim and
emergency
housing
capacity to
reduce
unsheltered
homelessness
and improve
stabilization
outcomes
Average length of stay
in interim housing
(days)
N/A 16 5%
reduction
10%
reduction
15%
reduction
Affordable housing
projects advancing to
construction
Goal 2: N/A 2 2 3 5
Advance
major capital
and housing
development
projects to
expand longterm
affordable
housing
supply
Total affordable
housing units under
construction
N/A 30 198 300 450
Outreach enrollments
conducted
794 500 500 600 750
Percent of individuals
engaged connected to
shelter or services
N/A 45% 60% 75% 85%
Goal 3:
Strengthen
outreach and
encampment
resolution
efforts using
service-led
coordinated
strategies
Reduction in
encampment-related
service calls
N/A 1,368 10% 15% 20%
Total permanent
housing placements
N/A 82 10%
increase
20%
increase
30%
increase
Six-month permanent
housing retention rate
N/A 72% 85% 90% 90%
Goal 4:
Increase
permanent
housing
placements
and
strengthen
housing
stability
outcomes
New private-market
landlords added to
partnership pool
N/A 15 8 4 3
Goal 5:
Improve
system
Compliance with state
and federal reporting
requirements
N/A 75% 100% 100% 100%
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43 HMIS data accuracy
rate
coordination, N/A 50% 95% 100% 100%
data quality,
and
accountability
across funded
programs
Quarterly provider
performance reviews
completed
N/A 75% 100% 100% 100%
Individuals/households
served through
prevention/diversion
N/A 30 60 80 100
Evictions prevented N/A 5 10 20 30
Goal 6:
Expand
homelessness
prevention
and diversion
services to
reduce inflow
into the
homeless
system
Diversion success rate
for individuals seeking
shelter
N/A 35% 75% 80% 85%
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44 Conclusion
The City of San Bernardino aims to tackle the issue of homelessness with strategic, data-driven, long-term solutions implemented through collaboration with key partners. The city envisions an equitable approach to homelessness services, removing barriers to vital resources and services to fulfill urgent needs. This is achieved by adhering to the three core principles:
1. Supportive Pathways to Housing
2. Prioritizing Long-Term Solutions
3. Alignment with National Best Practices
This HSAP was drafted in accordance with these guiding philosophies, as well as the programmatic approach to:
1. Strengthening Collaboration and Coordination
2. Increase and Enhance Supportive Services
3. Improve Housing Capacity
As the City of San Bernardino moves forward, this Action Plan serves as a living framework that will evolve in response to emerging needs, new data, and ongoing community input. The city recognizes that ending homelessness is not a singular achievement, but a continuous process rooted in ongoing collaboration, adaptability, and community-building.
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45 Acknowledgements
The City of San Bernardino’s Homeless Action Plan was developed with the support of numerous individuals and organizations. Without their leadership, the plan could not have been produced.
City of San Bernardino
Mayor Helen Tran
City Manager Eric Levitt
San Bernardino City Council Members
Director of Community Development and Housing Gabriel Elliott Deputy Director of Housing & Homelessness Cassandra Searcy Housing Division Manager Trina Perez
Homeless Solutions Manager Gabriela Leon
City of San Bernardino Police Department
Homeless Outreach Team
Supportive Organizations
San Bernardino County Board of Supervisors
San Bernardino County Department of Behavioral Health
Packet Page. 1123
46 References
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47 https://www.urban.org/sites/default/files/2025-
04/How_Santa_Barbara_Used_EHVs_to_Prevent_and_End_Homelessness.pdf Duara, K. H. (2024, January 23). As California closes prisons, the cost of locking someone up hits new record at $132,860. Retrieved from CAL Matters 10 Years :
https://calmatters.org/justice/2024/01/california-prison-cost-per-inmate/ History and Origins of Housing First. (n.d.). Retrieved from https://omeka.pdx.edu/exhibits/show/housingfirstoverview/housingfirsthistoryandorigins Housing First . (n.d.). Retrieved from National Alliance to End Homeless :
https://endhomelessness.org/resources/toolkits-and-training-materials/housing-first/ Lessons in Family Homelessness Making Homeless Systems More Equitable and Effective . (2021, June). Retrieved from Building Changes: https://buildingchanges.org/wpcontent/uploads/2021/06/2021_FHIBrief_Diversion.pdf Peng, Y. P., Hahn, R. A., Finnie, R. K., Cobb, J. M., Williams, S. P., Fielding, J. E., . . . Muntaner, C. M. (September/October 2020). Permanent Supportive Housing With Housing First to Reduce Homelessness and Promote Health Among Homeless Populations With Disability: A Community Guide Systematic Review. Journal of Public Health Management and Practice, 404-411.
Prevention & Diversion . (n.d.). Retrieved from Family Promise : https://familypromise.org/what-wedo/programs-services/prevention-and-diversion-programs/ Priester, M. A. (n.d.). HUD System Performance Measures:. Retrieved from Charlotte- Mecklenburg Housing and Homeless Dashboard : https://mecklenburghousingdata.org/frontpagearticle/hud-system-performance-measures-returns-tohomelessness/#:~:text=The%20HUD%20System%20Performance%20Measures,or%20Retenti on%20of%20Permanent%20Housing
Roemer, M. ( 2024, September). Costs of Treat-and-Release Emergency . Retrieved from Healthcare Cost and Utilization Project : https://hcup-us.ahrq.gov/reports/statbriefs/sb311-ED-visit-costs2021.pdf San Bernardino Housing Element 2021-2029. (2024, January ). City of San Bernardino .
The Evidence is Clear: Housing First Works. (n.d.). Retrieved from National Alliance to End Homelessness: https://nlihc.org/sites/default/files/Housing-First-Evidence.pdf Treskon, A. H. (2023, August ). Diverting Eviction Related Cases Away from Courts- A Housing Innovation Program Case Study . Retrieved from Urban Institute :
https://www.urban.org/sites/default/files/2023-08/Diverting%20EvictionRelated%20Cases%20Away%20from%20Courts.pdf Packet Page. 1125
Homelessness Solutions Action Plan
Implementation Framework
DISCUSSION
City of San Bernardino
Request for Council Action
Date: August 5, 2026
To: Honorable Mayor and City Council Members
From: Cassandra Searcy, Deputy Director of Housing & Homelessness Department: Community Development & Housing
Subject: Policy Options for Shelter Operations, Local Prioritization Requirements
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California receive and file the report; discuss policy options; and provide direction to staff regarding the preferred policy framework.
City Manager's Comments
The City staff will be bringing back specific ordinance/policy updates for City Council consideration over the next two months including revisions to the anti-camping ordinance.
Executive Summary
At the direction of the City Council meeting on September 17, 2025, item #19, the council approved for staff to evaluate the feasibility of various policy approaches related to shelter operations, local service prioritization, data reporting, security planning, and community impact mitigation for homeless service providers operating within the City of San Bernardino.
The evaluation included a review of legal authority, funding considerations, operational impacts, and potential implications for providers receiving County, State, or federal funding. This report presents several policy options for Council consideration, including regulatory, contractual, and partnership-based approaches, and identifies the associated benefits, constraints, implementation considerations, and legal risks of each option.
Background
On September 17, 2025, under Agenda Item No. 19, the City Council directed staff to evaluate the feasibility of implementing operational and accountability requirements Packet Page. 1136
for all public and private homeless shelters, interim housing facilities, recuperative care centers, and similar facilities operating within the City of San Bernardino.
Specifically, the Council requested that staff assess the feasibility of requiring facilities to:
• Reserve a minimum of 40% of beds for City residents;
• Provide shareable participant data and six-month outcome tracking (as permitted by law);
• Submit annual 12-month security plans for City approval; • Reimburse the City for nuisance complaints and increased service demands; and
• Complete interior and exterior facility upgrade consistent with City standards.
In response to the City Council's direction, staff completed a comprehensive review of applicable federal and state laws, relevant court decisions and legal precedent, funding and contractual considerations, operational impacts, and potential fiscal implications.
Staff also evaluated current best practices and the potential effects of these requirements on shelter operations and service delivery. The findings of this analysis, along with the staff's recommendations, are presented for the City Council's consideration.
Discussion
Council Direction
On September 17, 2025, Councilmember Knaus directed staff to evaluate the feasibility of requiring homeless shelters, interim housing facilities, recuperative care centers, and similar facilities operating within the City to reserve a minimum percentage of beds for City residents and comply with related reporting, security, reimbursement, and facility standards.
Staff have conducted a preliminary legal and policy review and identified several significant authorities, funding, and liability considerations that require formal guidance from the City Attorney before presenting a final recommendation to Council.
Legal and Operational Findings
Staff's analysis identified a couple of considerations associated with implementing mandatory shelter requirements, including the City's authority to impose operational mandates, funding or regulatory nexus, State and federal funding requirements, privacy restrictions on participant data, and operational impacts on providers participating in regional referral systems.
As a result, staff evaluated multiple approaches for advancing the objectives identified in the original directive while minimizing legal exposure and implementation challenges.
Packet Page. 1137
Evaluation of Policy Options:
Option 1 – Hybrid Contract-Based and Prospective Regulatory Model Description
Under this approach, the City would apply operational requirements where it maintains the strongest legal authority, specifically:
• Conditioning City funding (e.g., ESG, CDBG, HOME, General Fund, or other local assistance) on a defined local prioritization requirement (e.g., 5–10 percent or priority preference);
• Requiring aggregated, de-identified outcome reporting consistent with State and Federal law;
• Requiring annual security or community management plans through funding agreements; and
• Applying operational standards prospectively to new or substantially modified facilities through discretionary land use approvals (e.g., Conditional Use Permits). There are some facilities that must be processed ministerially per state law.
Legal and Policy Considerations
• Legal Authority: Based on established principles of contract law and land use authority.
• Funding Nexus: Clear nexus where City funds are provided. • Preemption Risk: Reduced if structured in alignment with HUD, CoC, and State program requirements.
• Enforcement: Enforceable through contract remedies and land use compliance mechanisms.
• Operational Impact: Targeted application limits disruption to non-City-funded providers.
Option 2 – City-Led Shelter Partnership and Implementation Framework (Collaborative Model)
Description
This option would establish a structured, City-led Shelter Partnership Framework designed to advance local prioritization, operational accountability, and community impact mitigation through collaborative agreements rather than universal mandates.
Packet Page. 1138
The City would convene shelter operators, County Office of Homeless Services representatives, Continuum of Care leadership, and relevant City departments to develop standardized partnership tools and implementation strategies.
Core components may include:
1. Legal and Funding Alignment
Clarification of permissible requirements and identification of funding-based leverage opportunities consistent with State and Federal law.
2. Good Neighbor and Community Impact Framework
Development of standardized Good Neighbor Agreement templates, communication protocols, and clearly defined City support roles.
3. Standardized Referral and System Alignment
Improved integration with Coordinated Entry, formalized referral pathways to Rapid Rehousing and Permanent Supportive Housing, and legally compliant data-sharing protocols.
4. Funded Partnership Tools
o Targeted bed reservation agreements through negotiated MOUs supported by funding;
o Surge capacity agreements for weather-related or emergency activation;
o Infrastructure or operational support incentives aligned with available resources.
5. Pilot Programs with Defined Metrics
Time-limited partnership pilots incorporating measurable outcomes and renewal or sunset provisions.
Legal and Policy Considerations
• Legal Authority: Based on voluntary agreements and contractual authority where funding is provided.
• Preemption Risk: Minimal if structured in coordination with County and CoC partners.
• Operational Impact: Strengthens system alignment without imposing unfunded mandates.
• Litigation Risk: Low relative to universal regulatory mandates.
Preliminary Assessment
This option advances Council’s policy objectives through structured collaboration, measurable agreements, and targeted funding tools while minimizing legal exposure and preserving provider autonomy.
Packet Page. 1139
Strategic Targets and Goals
This item is consistent with Strategic Target and Goal No. 3, Improved Quality of Life:
Reduce the impacts of homelessness through coordinated engagement, strategic partnerships, and expanded access to housing and supportive services. The HSAO supports the City’s commitment to improving quality of life by implementing datainformed strategies that strengthen system coordination, enhance housing stability, and connect individuals and families experiencing homelessness to critical resources Fiscal Impact
Should the City require a homeless shelter operator to reserve or allocate shelter beds specifically for City referrals, and if sufficient grant or external funding is unavailable to support those beds, there may be a financial impact to the General Fund. The City could be responsible for costs associated with shelter operations, supportive services, case management, or bed utilization necessary to maintain the reserved capacity.
The extent of any General Fund impact will depend on the number of beds allocated, the duration of the commitment, available grant funding, and the ability to secure regional cost-sharing or other funding sources. Staff will continue to pursue external funding opportunities and regional partnerships to minimize any potential General Fund obligation.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California receive and file the report; discuss policy options; and provide direction to staff regarding the preferred policy framework.
Attachments
Attachment 1 - PowerPoint
Ward:
All Wards
Synopsis of Previous Council Actions:
Councilmember Knaus requested an evaluation of a policy framework that would require shelters operating within the City to reserve a minimum percentage of beds for City residents, and to comply with related reporting, security, reimbursement, and facility standards.
CC
Eric Levitt, City Manager
Packet Page. 1140
Policy Options for
Shelter Operations &
Local Prioritization
Requirement
Cassandra Searcy, Deputy Director
Housing and Homeless Services
August 5, 2026
Packet Page. 1141
At the request of Councilwoman Knaus, staff conducted a feasibility review of requiring shelter providers within the City of San Bernardino to reserve beds for City referrals and evaluated the associated impacts and considerations.
Study required in-depth:
• Legal authority
• Funding Considerations
• Operational Impacts
• Potential Implications
• Local, State, and Federal Funding and regulations
Background
Packet Page. 1142
Feasibility Study Scope
Council-Directed Evaluation Criteria
Data & Outcomes
Participant
reporting
and 6‑month
tracking
Security Planning
Annual 12‑month
security plans
Community
Impacts
Cost recovery for
service demands
Facility Standards
Facility upgrades
consistent with
standards
Bed Reservation
40% Bed Allocation
for City residents
Staff evaluated the legal, operational, funding, and implementation feasibility of each policy
Packet Page. 1143
l
LEGAL & OPERATIONAL FINDINGS
Staff consulted with the City Attorney for legal guidance and identified several considerations that impact the City's ability to impose universal shelter requirements.
KEY FINDING: Universal shelter mandates present significant legal, funding, privacy, and operational challenges.
LEGAL AUTHORITY
Contractual authority,
property authority, and land
use authority vary by
circumstance.
FUNDING CONFLICTS
Potential conflicts with HUD,
State, County, CoC and
CalAIM requirements.
PRIVACY RESTRICTIONS
HIPAA, PHI and HMIS
standards limit participantlevel reporting.
REGIONAL IMPACTS
May disrupt coordinated
entry, referrals and regional
bed allocation systems.
Packet Page. 1144
POLICY OPTION 1
Applies requirements where the City has the strongest legal authority through funding agreements and land use approvals.
HOW IT WORKS
• City funding tied to local
prioritization
• De-identified outcome
reporting
• Annual security/community
plans
• Land use approvals for new
facilities if not limited to byright approval per state law
KEY BENEFITS
• Strong legal foundation
• Clear funding nexus
• Reduced preemption risk
• Limits disruption to
providers
KEY TAKEAWAY: Balances Council objectives with established legal authority.
HYBRID CONTRACT-BASED MODEL
Packet Page. 1145
POLICY OPTION 2
This option would establish a structured, City-led Shelter Partnership Framework designed to advance local prioritization, operational accountability, and community impact mitigation through collaborative agreements rather than universal mandates.
Requires:
SHELTER
OPERATORS
RELEVANT CITY
DEPARTMENTS
COUNTY OHS
CoC
LEADERSHIP
BENEFITS: Strong regional alignment • Flexible implementation • Shared accountability
CITY LED COLLABORATIVE PARTNERSHIP MODEL
Packet Page. 1146
POLICY OPTION 2
Five building blocks for a collaborative, cityled shelter partnership framework.
LEGAL & FUNDING
ALIGNMENT
Clarify permissible
requirements and funding
leverage opportunities.
GOOD NEIGHBOR
FRAMEWORK
Standard templates,
communication protocols,
and support roles.
SYSTEM
ALIGNMENT
Coordinated Entry,
referrals, housing
pathways, and data
sharing.
FUNDED
PARTNERSHIP TOOLS
Targeted bed agreements,
surge capacity, and
incentives.
PILOT PROGRAMS
& METRICS
Time-limited pilots with
measurable outcomes.
CORE PARTNERSHIP COMPONENTS
KEY TAKEAWAY: Option 2 relies on partnerships, incentives, and measurable outcomes rather than universal mandates. Packet Page.
Questions?
Packet Page. 1148