CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date: October 7, 2026
To: Honorable Mayor and City Council Members
From: Eric Levitt, City Manager
Department: City Manager's Office
Subject: Mayor and City Council Strategic Goals and Priorities Quarterly Update.
Recommendation:
It is recommended the Mayor and City Council of the City of San Bernardino, California, receive and file the Strategic Goals and Priorities Update City Manager's Comments
The below is a quarterly update. We will continue to attempt to improve our reporting of the strategic goals and priorities in the next quarterly update.
Executive Summary
On June 8, 2026, the Mayor and City Council discussed the implementation of the City’s overall Goals and Priorities identified at the Mayor and City Council Strategic Planning Session and provided direction.
On December 17, 2025, the Mayor and City Council participated in a Strategic Planning Workshop to establish the City's goals, priorities, and strategic direction. Following the workshop, the City Manager’s Office developed proposed objectives aligned with the Council’s identified priorities. Staff is now seeking City Council review and direction on the proposed implementation action items.
Background
During the Strategic Planning Workshop, the Mayor and City Council engaged in robust discussions to help develop goals and priorities. As a result of these discussions, four Strategic Goals were identified to provide leadership, direction, and focus for the City of San Bernardino’s continued success.
The City Manager’s Office developed a series of proposed action items that align with and support the implementation of the identified goals and priorities.
A Special Meeting was held on June 8, 2026, during which the Mayor and City Council reviewed, discussed, and formalized the City’s established goals and priorities. Since that time, staff has been working to implement these goals and priorities by aligning organizational resources and efforts with the City Council’s strategic direction.
In addition, the Mayor and City Council directed staff to provide quarterly updates on progress toward implementing the established goals and priorities.
Discussion
Strategic planning is an important component of effective governance, providing a framework to establish organizational priorities, strengthen operational practices, guide program implementation, and support informed decision-making. Recognizing that the development of a comprehensive Strategic Plan is a more extensive process that can take a year or longer to complete, the City established strategic goals and priorities as an interim step to provide near-term direction and maintain organizational focus.
In June 2026, the Mayor and City Council received a report outlining the City’s strategic goals and priorities, including recommended next steps and implementation strategies intended to strengthen City operations, enhance community services, improve transparency and accountability, and support long-term fiscal and economic vitality.
This report serves as the first quarterly follow-up and provides an update on the progress made. The attached update summarizes actions completed or underway and/or additional implementation efforts planned.
GOAL 1: Fiscal Sustainability
Conduct a comprehensive fiscal sustainability analysis
• Develop a 3 to 5 year Fiscal Sustainability Plan, including potential revenue opportunities for Council consideration.
Status: On target. Staff continues to explore and evaluate opportunities to generate additional revenue, diversify the City’s revenue sources, and strengthen long-term fiscal sustainability. It is anticipated a Fiscal Sustainability Plan will be presented to the Mayor and Council for consideration by March 2027.
Revenue
• A review of comparable cities indicates that property and sales taxes typically account for more than 70–80% of total General Fund revenues. In comparison, these revenue sources would represent approximately 59% of the City of San Bernardino’s revenues. • Identify, evaluate, and develop alternative revenue opportunities, and present recommendations and implementation options to the City Council by March 2027.
Status: As an initial step in this effort, the Industrial and Logistics Revenue and Economic Opportunity Feasibility Study is being presented to the Mayor and City Council for consideration. The study is intended to evaluate potential revenue and economic opportunities associated with the industrial and logistics sector and provide information to assist the City Council in considering potential future strategies.
Staff will continue to identify and evaluate additional revenue opportunities and bring forward options for City Council consideration.
Initiate a Citywide Fee Study
• Evaluate existing fee schedules and cost recovery models, both positive and negative impacts and present a proposed updated fee schedule for Council consideration prior to the 2027-2028 Budget process.
Status: On target for 2027-2028 Budget process.
Forensic Audit Review
• Obtain a forensic auditor to provide an informational presentation to the City Council.
Status: On target. To be presented to Council by December 2026.
GOAL 2: Become an Organization of Excellence
Organizational assessment
• Conduct a comprehensive organizational assessment to evaluate the City’s structure, staffing, operational effectiveness, and capacity to meet current and future service demands.
• Organizational assessments are typically performed by an independent consulting firm. The results provide the City Manager with recommendations and flexibility to make organizational adjustments and align resources as City Council priorities and initiatives evolve. • Hire outside firm to perform organizational assessment. ▪ Staffing structure
▪ Operational efficiency
▪ Service delivery effectiveness
Status: The City’s Classification and Compensation Study is nearing completion and will provide important information regarding classifications, compensation, and the City’s overall staffing framework. Following completion of the study, staff anticipates initiating a comprehensive organizational assessment to evaluate the City’s organizational structure, staffing levels, operational efficiency, and effectiveness of service delivery.
The organizational assessment will build upon the findings of the Classification and Compensation Study and assist the City Manager in identifying opportunities to align staffing and resources with the City Council’s strategic priorities, operational needs, and future service demands.
Public Relations and Strategic Plan
• Initiate a long-term Strategic Plan and authorize Request for Proposals for hiring an outside firm.
• Develop and implement a communications strategy designed to enhance the City’s image.
Status: Staff is preparing a Request for Proposals for an outside firm to assist with the development and implementation of a communications strategy.
GOAL 3: Improved Quality of Life
Housing and Homelessness
• Continue coordinating homelessness and housing strategies with regional partners.
• Complete the Navigation Center by January 1, 2027.
• Implement Street Medicine.
• Continue proactive efforts to address encampments and provide resources.
• Provide a housing update by January 2027.
Status: Housing and homelessness remain ongoing City priorities. Staff have made significant progress in advancing strategies, policies, and regulatory measures to address homelessness, improve neighborhood conditions, and strengthen housing-related efforts. Key actions completed or advanced include:
1. Homeless Individual Drop-Off Notification: Adoption of an ordinance establishing notification requirements related to the drop-off of individuals experiencing homelessness within the City.
2. Vacant and Abandoned Properties: Adoption of an ordinance requiring owners of vacant or abandoned properties to register with the City and comply with established property maintenance requirements.
3. Camping on Public Streets and in Parks: Amendment of Chapter 12.98 of the San Bernardino Municipal Code related to camping on public streets and in City parks.
4. Housing and Homelessness Update: The Housing Division provided the Mayor and City Council with an update regarding the City’s ongoing efforts, initiatives, and strategies to address homelessness.
Staff will continue to implement these measures, evaluate their effectiveness, and identify additional opportunities to address housing and homelessness as part of the City’s broader strategic priorities.
Community Engagement and Neighborhood Vitality
• Maintain culturally relevant events and neighborhood programming. • Develop and implement a coordinated beautification and anti-blight initiative.
• Evaluate current Code Enforcement operations and present an updated implementation plan.
• Provide semi-annual Capital Improvement Project updates to the Mayor and City Council.
Status: Staff continues to advance initiatives that strengthen community engagement, enhance neighborhood vitality, and improve the overall quality of life throughout the City. Progress includes maintaining culturally relevant community events, advancing beautification efforts, and evaluating Code Enforcement operations to improve effectiveness and responsiveness.
Staff also continues to advance and monitor Capital Improvement Projects throughout the City, with regular updates planned to be provided to the Mayor and City Council regarding project status and implementation.
These efforts remain ongoing.
GOAL 4: Economic Development & Growth
Permitting and Development Services
• Modernize and streamline permitting processes through implementation of new software systems.
• Achieve full implementation by January 2027.
• Complete and adopt the General Plan by January 2027.
• Establish and provide clear, concise, and user-friendly processes for license and permits.
• Create a business attraction and retention program.
Status: Efforts are underway to modernize and improve the City’s permitting and development processes, including implementation of technology and process improvements designed to provide greater efficiency, consistency, and transparency for applicants through the ERP implementation. Staff is also on target and continuing work toward completion and adoption of the General Plan.
These efforts are intended to create a more predictable and efficient development environment. Staff is working on ways to improve customer service, and position the City to better attract and retain investment and economic opportunities. .
Fiscal Impact
Fiscal impact will vary depending on project.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California, receive and file the Strategic Goals and Priorities Quarterly Update.
Attachments
Attachment 1- Strategic Planning Workshop Report (December 2025) Ward:
All Wards
Synopsis of Previous Council Actions:
June 8, 2026 The Mayor and City Council reviewed and discussed the City’s overall goals and priorities and provided further direction.
December 17, 2025 The Mayor and City Council held a Planning Workshop to help guide and develop strategic Goals and Objectives.