HomeMy WebLinkAbout03-01-2023 Agenda PacketMayor and City Council of the City of San Bernardino Page 1
CITY OF SAN BERNARDINO
AGENDA
FOR THE
REGULAR MEETING OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO,
MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SUCCESSOR
AGENCY TO THE REDEVELOPMENT AGENCY, MAYOR AND CITY COUNCIL OF THE CITY OF SAN
BERNARDINO ACTING AS THE SUCCESSOR HOUSING AGENCY TO THE REDEVELOPMENT
AGENCY, AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE
HOUSING AUTHORITY, AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO
ACTING AS THE SAN BERNARDINO JOINT POWERS FINANCING AUTHORITY
WEDNESDAY, MARCH 01, 2023
5:30 PM CLOSED SESSION 7:00 PM OPEN SESSION
FELDHEYM CENTRAL LIBRARY • SAN BERNARDINO, CA 92410 • WWW.SBCITY.ORG
Theodore Sanchez Helen Tran
Damon L. Alexander
COUNCIL MEMBER, WARD 1 COUNCIL MEMBER, WARD 7
MAYOR
Sandra Ibarra Charles E. McNeely
COUNCIL MEMBER, WARD 2 INTERIM CITY MANAGER
Juan Figueroa Sonia Carvalho
COUNCIL MEMBER, WARD 3 CITY ATTORNEY
Fred Shorett Genoveva Rocha
MAYOR PRO TEM, WARD 4 CITY CLERK
Ben Reynoso
COUNCIL MEMBER, WARD 5
Kimberly Calvin
COUNCIL MEMBER, WARD 6
Welcome to a meeting of the Mayor and City Council of the City of San Bernardino.
PLEASE VIEW THE LAST PAGES OF THE AGENDA FOR PUBLIC
COMMENT OPTIONS, OR CLICK ON THE FOLLOWING
LINK: TINYURL.COM/MCCPUBLICCOMMENTS
Please contact the City Clerk's Office (909) 3845002 two working days prior to the
meeting for any requests for reasonable accommodation, to include interpreters.
To view PowerPoint presentations, written comments, or any revised documents
for this meeting date, use this link: tinyurl.com/agendabackup. Select the
corresponding year and meeting date folders to view documents.
Mayor and City Council of the City of San Bernardino Page 2
CALL TO ORDER
Attendee Name
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Council Member, Ward 3 Juan Figueroa
Mayor Pro Tem, Ward 4 Fred Shorett
Council Member, Ward 5 Ben Reynoso
Council Member, Ward 6 Kimberly Calvin
Council Member, Ward 7 Damon L Alexander
Mayor Helen Tran
Interim City Manager Charles E. McNeely
City Attorney Sonia Carvalho
City Clerk Genoveva Rocha
5:30 P.M.
CLOSED SESSION PUBLIC COMMENT
CLOSED SESSION P. 11
A) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Pursuant to
Government Code Section 54956.9(a) and (d)(1):
1) Douglas Heath v. City of San Bernardino, WCBA Case No. ADJ11111333
2) David Wixom v. City of San Bernardino, WCBA Case Nos. ADJ10598588; ADJ10471088;
and ADJ12213353
7:00 P.M.
INVOCATION AND PLEDGE OF ALLEGIANCE
CLOSED SESSION REPORT
PUBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA
CITY MANAGER UPDATE
MAYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES & MEETINGS
Mayor and City Council of the City of San Bernardino Page 3
CONSENT CALENDAR
1. Resolution Approving and Adopting an Amended Conflict of Interest Code Pursuant
to the Political Reform Act of 1974 P. 12
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California
adopt Resolution No. 202334 approving and adopting the amended Conflict of Interest
Code pursuant to the Political Reform Act of 1974.
2. Approve Professional Services Agreement to Southern California Crossroads for
Hospitalbased Community Violence Intervention Services P. 61
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Authorize the City Manager, or designee, to execute a Professional Services Agreement
with Southern California Crossroads for hospitalbased community violence intervention
services; and
2. Authorize the Agency Director of Administrative Services to issue a Purchase Order to
Southern California Crossroads in a total amount not to exceed $1,160,000.00.
3. Resolution Declaring Intent to Annex Territory: Community Facilities District No.
20191 (Maintenance Services): Annexation No. 29, Tax Zone No. 30 (Valley View
Industrial) (Ward 3) P. 101
Recommendation:
It is recommended that the Mayor and City Council of San Bernardino, California, adopt
Resolution No. 2023032 of the Mayor and City Council of San Bernardino, California,
declaring its intention to annex territory into Community Facilities District No. 20191
(Maintenance Services) of the City of San Bernardino, adopting a map of the area to be
proposed (Annexation No. 29) and authorizing the levy of a special taxes therein.
4. Investment Portfolio Report for December 2022 (All Wards) P. 144
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California,
accept and file the Monthly Investment Portfolio Report December 2022.
5. Approval of Commercial and Payroll Disbursements (All Wards) P. 156
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California
approve the commercial and payroll disbursements for February 2023.
6. Library Revenue and Expense Budget (All Wards) P. 195
Recommendation:
Adopt Resolution No. 2023033 of the Mayor and City Council of the City of San Bernardino,
California:
1. Accepting funding of $10,303 from the Inland Library System, $8,671.27 from CTC
Technology & Energy and $200 from San Bernardino Emblem Club No. 178.
2. Authorizing the Agency Director of Administrative Services to amend the FY 2022/23
Adopted Budget for the Library including $19,174.27 in both revenues and expenditures.
Mayor and City Council of the City of San Bernardino Page 4
7. Task Order Issued to Willdan Engineering for Augmented Engineering Services
Pursuant to Professional Service Agreement for OnCall Engineering Services (All
Wards) P. 200
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California,
1. Approve a Task Order Willdan Engineering001 to Willdan Engineering to provide
augmented Land Development and National Pollutant Discharge Elimination System
(NPDES) Programmatic Services pursuant to the approved Professional Services
Agreement (PSA) for OnCall Engineering Services; and
2. Authorize the Agency Director of Administrative Services to issue a purchase order in the
amount of $99,720.00.
8. Bid Rejection for Construction Contract Award – Citywide Pavement Rehabilitation
(21 Locations) (Wards All) P. 350
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California,
adopt Resolution No. 2023035 rejecting bids for construction of the Citywide Pavement
Rehabilitation at 21 locations.
9. Resolution Rejecting Construction Bids for Speicher Park Renovation (Ward 7) P. 366
Recommendation:
Adopt Resolution No. 2023036 of the Mayor and City Council of the City of San Bernardino,
California, rejecting Construction Bids for Speicher Park Renovation.
10. Resolution Accepting the Local Roadway Safety Plan (LRSP) (All Wards) P. 372
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California,
adopt Resolution No. 2023037, accepting the Local Roadway Safety Plan (LRSP).
11. Acceptance of FY 2022 Edward Byrne Justice Assistance Grant (All Wards) P. 494
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino California,
adopt Resolution No. 2023038, authorizing:
1. The City Manager to accept the 2022 Edward Byrne Justice Assistance Grant, and
2. The Agency Director of Administrative Services to amend the FY2022/23 Adopted Budget
by $213,617 in both revenue and expenditures.
DISCUSSION
12. Fiscal Year 2022/23 MidYear Update (All Wards) P. 545
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Receive and file the Fiscal Year 2022/23 MidYear Budget Report; and
2. Adopt Resolution No. 2023039 Authorizing the Agency Director of Administrative
Services to amend the Fiscal Year 2022/23 Operating Budget by $5,914,730 as outlined
in the Fiscal Year 2022/23 MidYear Budget Report.
Mayor and City Council of the City of San Bernardino Page 5
13. Introduce Ordinance No. MC1612 Amending Section 8.24.050 of the Municipal Code
(Notification of Administrative Hearing) (All Wards) P. 580
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Introduce, read by title only, and waive further reading of Ordinance No. MC1612
amending Section 8.24.050 of the San Bernardino Municipal Code regarding notification of
administrative hearing decision and final report of delinquent solid waste charges to affected
persons.
PUBLIC HEARING
14. Public Hearing on Annexation No. 31 to Community Facilities District 20191 (Ward 3)
P. 591
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Hold a Public Hearing; and
2. Adopt Resolution No. 2023040 of the Mayor and City Council of the City of San
Bernardino, California, calling an election to submit to the qualified electors the question
of levying a special tax within the area proposed to be annexed to Community Facilities
District No. 20191 (Maintenance Services) (Annexation No. 31); and
3. Hold a special landowner election and canvass the election; and
4. Adopt Resolution No. 2023041 of the Mayor and City Council of the City of San
Bernardino, California, declaring election results for Community Facilities District No.
2019 1 (Maintenance Services) (Annexation No. 31); and
5. Introduce, read by title only, and waive further reading of Ordinance No. MC1613 of the
Mayor and City Council of the City of San Bernardino, California, amending Ordinance
No. MC1522 and levying special taxes to be collected during Fiscal Year 20232024 to
pay annual costs of the maintenance and servicing of landscaping, lighting, water
quality improvements, graffiti, streets, street sweeping, parks and trail maintenance, a
reserve fund for capital replacement, and administrative expenses with respect to City of
San Bernardino Community Facilities District No. 20191 (Maintenance Services); and
6. Schedule the adoption of Ordinance No. MC1613 for March 15, 2023.
15. Substantial Amendment to the Fiscal Year 20222023 Annual Action Plan – HOME
Investment Partnership American Rescue Plan Program (HOMEARP) (All Wards) P. 646
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Conduct a Public Hearing of the draft HOME Investment Partnership Allocation and
Substantial Amendment to the Fiscal Year 20222023 Approved Action Plan; and
2. Authorize the Interim City Manager, or his designee, to execute any further documents as
may be necessary to effectuate the submittal of the Substantial Amendment to the Fiscal
Year 20222023 Action Plan.
ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS
16. City Organization Realignment (All Wards) – Council Member Alexander P. 766
ADJOURNMENT
The next joint regular meeting of the Mayor and City Council and the Mayor and City Council
Acting as the Successor Agency to the Redevelopment Agency will be held on March 15, 2023,
at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California
92401. Closed Session will begin at 5:30 p.m. and Open Session will begin at 7:00 p.m.
Mayor and City Council of the City of San Bernardino Page 6
CERTIFICATION OF POSTING AGENDA
I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that
the agenda for the March 1, 2023, Regular Meeting of the Mayor and City Council and the Mayor
and City Council acting as the Successor Agency to the Redevelopment Agency was posted on the
City's bulletin board located at 201 North "E" Street, San Bernardino, California, at the San
Bernardino Public Library located at 555 West 6th Street, San Bernardino, California, and on the
City's website sbcity.org on Friday, February 24, 2023.
I declare under the penalty of perjury that the foregoing is true and correct.
Mayor and City Council of the City of San Bernardino Page 7
NOTICE:
Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City
Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter
on the agenda or not on the agenda, which is within the subject matter jurisdiction of the Mayor
and City Council and the Mayor and City Council Acting as the Successor Agency to the
Redevelopment Agency may address the body during the period reserved for public comments.
In accordance with Resolution No. 201889 adopted by the Mayor and City Council on March 21,
2018, the following are the rules set forth for Public Comments and Testimony:
Public Comments and Testimony:
Rule 1. Public comment shall be received on a first come, first served basis. If the presiding
officer determines that the meeting or hearing may be lengthy or complicated, the presiding
officer may, in his or her discretion, modify these rules, including the time limits stated below.
Rule 2. All members of the public who wish to speak shall fill out a speaker' s reservation card
and turn in the speaker reservation card to the City Clerk prior to the time designated on the
agenda. Comments will be received in the order the cards are turned in to the City Clerk. Failure
of a person to promptly respond when their time to speak is called shall result in the person
forfeiting their right to address the Mayor and City Council.
Rule 3. The presiding officer may request that a member of the public providing comment
audibly state into the microphone, if one is present, his or her name and address before
beginning comment. If that person is representing a group or organization the presiding officer
may request that the speaker identify that group or organization, including that group or
organization' s Address.
Rule 4. Notwithstanding the provisions of Rule 2 and 3 above, a person shall not be required to
provide their name or address as a condition of speaking.
Rule 5. Time Limits:
5. 01 Each member of the public shall have a reasonable time, not to exceed three ( 3)
minutes per meeting, to address items on the agenda and items not on the agenda
but within the subject matter jurisdiction of the Mayor and City Council.
5. 02 Notwithstanding the time limits set forth in subsection 5. 01 above, any member of
the public desiring to provide public testimony at a public hearing shall have a
reasonable time, not to exceed ( 3) minutes, to provide testimony during each
public hearing.
Mayor and City Council of the City of San Bernardino Page 8
Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City
Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter
not on the agenda but which is within the subject matter jurisdiction of the Mayor and City
Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment
Agency may address the body at the end of the meeting, during the period reserved for public
comments. Said total period for public comments shall not exceed 60 minutes, unless such time
limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the
Successor Agency to the Redevelopment Agency. A threeminute limitation shall apply to each
member of the public, unless such time limit is extended by the Mayor and City Council and the
Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. No
member of the public shall be permitted to "share" his/her three minutes with any other member
of the public.
Speakers who wish to present documents to the governing body may hand the documents to the
City Clerk at the time the request to speak is made.
The Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to
the Redevelopment Agency may refer any item raised by the public to staff, or to any
commission, board, bureau, or committee for appropriate action or have the item placed on the
next agenda of the Mayor and City Council and the Mayor and City Council Acting as the
Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor
discussion held by the Mayor and City Council and the Mayor and City Council Acting as the
Successor Agency to the Redevelopment Agency on any item which does not appear on the
agenda unless the action is otherwise authorized in accordance with the provisions of
subdivision (b) of Section 54954.2 of the Government Code.
Public comments will not be received on any item on the agenda when a public hearing has
been conducted and closed.
Mayor and City Council of the City of San Bernardino Page 9
PUBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:
1) Written comments can be emailed to publiccomments@sbcity.org. Written public comments
received up to 4:00 p.m. on the day of the meeting (or otherwise indicated on the agenda) will be
provided to the Mayor and City council and made part of the meeting record. They will not be
read aloud unless you require an ADA accommodation.
Please note: messages submitted via email and this page are only monitored from the
publication of the final agenda until the deadline to submit public comments. Please contact the
City Clerk at 9093845002 or SBCityClerk@sbcity.org for assistance outside of this timeframe.
2) Attend the meeting in person and fill out a speaker slip. Please note that the meeting Chair
decides the cutoff time for public comment, and the time may vary per meeting. If you wish to
submit your speaker slip in advance of the meeting, please submit your request to speak
using the form on the following page: https://tinyurl.com/mccpubliccomments
3) REMOTE PARTICIPATION VIA ZOOM (For public comment only meeting will not be
viewable on Zoom)
a) You can use a mobile phone or a landline to dial into a Zoom meeting.
i) Dial (669) 9006833. When prompted, enter the Meeting ID: 6778459453 Passcode:2023
The public may begin joining the meeting on Zoom or by callingin to be added to the speaker
queue at 5:15 PM for Closed Session.
Once admitted to the Zoom Public Comment meeting to request to speak at the appropriate
time:
ii) Dial *9 from your phone to raise your hand via Zoom
If calling in staff will confirm the last four digits of the caller's phone number and unmute them,
the caller must then press *6 to speak from their device. Callers are encouraged, but not
required, to identify themselves by name. Each caller will be provided three (3) minutes to speak.
If you are calling in, please turn your volume down on your television or other devices to limit any
feedback when you speak.
Continued next page...
8) Join the Meeting by clicking on the Zoom link below:
Mayor and City Council of the City of San Bernardino Page 10
https://us06web.zoom.us/j/6778459453?pwd=ZTkzdUJtcDMrbmFNQnVDSFhva XQxZz09
Meeting ID: 677 845 9453
Passcode:2023
You can also Go to Zoom.us and click "Join a Meeting" at the top.
Enter the Meeting ID: 6778459453
Passcode:2023
Public Hearings:
If you are commenting on a Public Hearing, please stay signed on to the Zoom session or sign
on when the Public Hearing is announced. You will be prompted by staff when the item is being
discussed.
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CLOSED SESSION REPORT
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Sonia Carvalho, City Attorney
Department:City Attorney's Office
Subject:Closed Session
Recommendation:
A) CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Pursuant to
Government Code Section 54956.9(a) and (d)(1):
1) Douglas Heath v. City of San Bernardino, WCBA Case No. ADJ11111333
2) David Wixom v. City of San Bernardino, WCBA Case Nos. ADJ10598588;
ADJ10471088; and ADJ12213353
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Genoveva Rocha, City Clerk
Department:City Clerk
Subject:Resolution Approving and Adopting an Amended
Conflict of Interest Code Pursuant to the Political
Reform Act of 1974
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California adopt Resolution No. 2023-34 approving and adopting the amended Conflict
of Interest Code pursuant to the Political Reform Act of 1974.
Background
The Political Reform Act of 1974, Government Code Section 81000 et seq. (the “Act”),
requires all public agencies to adopt and maintain a Conflict of Interest Code. The Act
further requires that agencies regularly review and update their Codes as necessary,
as directed by the code-reviewing body or when change is necessitated by changed
circumstances (Sections 87306 and 87306.5). A Conflict of Interest Code requires
certain employees who are most likely to be in a government decision making capacity,
and where potential conflicts may occur, to file an annual disclosure form. This
Statement of Economic Interest Form, also known as the Form 700, provides
transparency and ensures accountability in two ways:
1. It provides necessary information to the public about an official’s personal
financial interests to ensure that officials are making decisions in the best
interest of the public and not enhancing their personal finances; and
2. It serves as a reminder to the public official of potential conflicts of interest so
the official can abstain from making or participating in governmental decisions
that are deemed conflicts of interest.
Discussion
Pursuant to the Political Reform Act (the “Act”), the City Council directed staff to: (1)
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conduct a review of the City’s Conflict of Interest Code (“Code”) to determine if a
change in the Code was necessary; (2) file a biennial notice regarding the results of
the review no later than the required deadline; and (3) amend the City’s Code pursuant
to the Act, if necessary.
Attached is a legislative (redlined) version of the proposed amended Code. The
proposed revisions are based on the establishment and recognition of new positions
that must be designated, the revision of titles of existing positions, and deletion of
position titles that have been abolished and/or positions that no longer make or
participate in making governmental decisions.
The disclosure categories listed below identify the types of economic interests that
the designated position must disclose for each disclosure category to which the
designated position is assigned. “Investment” means financial interest in any
business entity (including a consulting business or other independent contracting
business) and are reportable if they are either located in, doing business in, planning
to do business in, or have done business during the previous two years in the
jurisdiction of the City.
The revised disclosure categories are:
Category 1: All investments and business positions and sources of income, including
gifts, loans, and travel payments, that are located in, do business in, or own real
property within the jurisdiction of the City.
Category 2: All interests in real property which is located in whole or in part within,
or not more than two (2) miles outside, the boundaries of the City, including any
leasehold, beneficial or ownership interest or option to acquire property.
Category 3: All investments and business positions in, business entities, and sources
of income, including gifts, loans, and travel payments, that are engaged in land
development, construction or the acquisition or sale of real property within the
jurisdiction of the City.
Category 4: All investments, business positions and income from business entities
and sources of income, including gifts, loans, and travel payments, that provide
services, products, materials, machinery, vehicles or equipment of a type purchased
or leased by the City.
Category 5: All investments, business positions and income, including gifts, loans,
and travel payments, that provide services, products, materials, machinery, vehicles
or equipment of a type purchased or leased by the designated position’s department,
unit, or division.
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Category 6: All investment and business positions in business entities and sources
of income, including gifts, loans, and travel payments, subject to the regulatory, permit,
licensing authority of the designated employee’s department, unit, or division.
Category 6: All investment and business positions in business entities and sources
of income, including gifts, loans, and travel payments, subject to the regulatory, permit,
licensing authority of the designated employee’s department, unit, or division.
Category 7: All investments and business positions in business entities, and sources
of income, including gifts, loans, and travel payments, or income from a nonprofit
organization, if the source is of the type to receive grants or other monies from or
through the City or its subdivisions.
Category 8: All investments and business positions in business entities, and sources
of income, including gifts, loans, and travel payments, if such entities or sources have
filed claims against the agency in the past 2 years, or have a claim pending before
the agency.
2021-2025 Strategic Targets and Goals
The request for adopting the amended conflict of interest code aligns with Key Target
No. 1e: Improved Operational & Financial Capacity - Minimize Risk and litigation
exposure. The code helps identify potential conflicts of interest; the law requires public
officials and employees in designated positions in a conflict of interest code to report
their financial interests on a form called Statement of Economic Interests (Form 700).
Fiscal Impact
There is no fiscal impact to the City in adopting the amended Conflict of Interest Code.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California adopt Resolution No. 2023-34 approving and adopting the amended Conflict
of Interest Code pursuant to the Political Reform Act of 1974.
Attachments
Attachment 1 – Resolution No. 2023-34 Adopting the Amended Conflict of Interest
Code
Attachment 2 – Conflict of Interest Code (Legislative Copy)
Attachment 3 – Conflict of Interest Code (Clean Copy)
Attachment 4 – Notice of Intention
Attachment 5 – Regulation 18730 Provisions of the Conflict of Interest Code
Ward: All Wards
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Synopsis of Previous Council Actions:
March 3, 2021 The Mayor and City Council adopted Resolution No. 2021-48
approving and adopting the amended Conflict of Interest Code
pursuant to the Political Reform Act of 1974.
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Resolution No. 2023-034
Resolution No. 2023-034
March 1, 2023
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RESOLUTION NO. 2023-034
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
ADOPTING AN AMENDED CONFLICT OF INTEREST
CODE PURSUANT TO THE POLITICAL REFORM ACT OF
1974
WHEREAS, the State of California enacted the Political Reform Act of 1974,
Government Code Section 81000 et seq. (the “Act”), which contains provisions relating to
conflicts of interest which potentially affect all officers, employees and consultants of the City of
San Bernardino (the “City”) and requires all public agencies to adopt and promulgate a Conflict
of Interest Code; and
WHEREAS, the City Council adopted a Conflict of Interest Code (the “Code”), in
compliance with the Act, which was last amended March 3, 2021; and
WHEREAS, subsequent changed circumstances within the City have made it advisable
and necessary pursuant to Sections 87306 and 87307 of the Act to amend and update the City’s
Code; and
WHEREAS, the potential penalties for violation of the provisions of the Act are
substantial and may include criminal and civil liability, as well as equitable relief which could
result in the City being restrained or prevented from acting in cases where the provisions of the
Act may have been violated; and
WHEREAS, notice of the time and place of a public meeting on, and of consideration
by the City Council of, the proposed amended Code was provided to each affected designated
employee and publicly posted for review; and
WHEREAS, a public meeting was held upon the proposed amended Code at a regular
meeting of the City Council on March 1, 2023, at which all present were given an opportunity to
be heard on the proposed amended Code.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. The City Council does hereby adopt the proposed amended Conflict of
Interest Code, a copy of which is attached hereto as Exhibit A and shall be on file with the City
Clerk and available to the public for inspection and copying during regular business hours.
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Resolution No. 2023-034
Resolution No. 2023-034
March 1, 2023
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SECTION 3.The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 4.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-034
Resolution No. 2023-034
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-034, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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55600.00100\40899219.2
LAW OFFICES OF
BEST BEST & KRIEGER LLP
BBK – December 2020 February 2023
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
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55600.00100\40899219.2 1 BBK –December 2020 February 2023
LAW OFFICES OF
BEST BEST & KRIEGER LLP
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
(Amended March 3, 2021 March 1, 2023)
The Political Reform Act (Gov. Code § 81000, et seq.) requires state and local
government agencies to adopt and promulgate conflict of interest codes. The Fair Political
Practices Commission has adopted a regulation, (tit. 2 Cal. Code of Regs, § 18730), that
contains the terms of a standard conflict of interest code which can be incorporated by
reference in an agency’s code. After public notice and hearing, Regulation 18730 may be
amended by the Fair Political Practices Commission to conform to amendments in the
Political Reform Act. Therefore, the terms of 2 California Code of Regulations section
18730 and any amendments to it duly adopted by the Fair Political Practices Commission
are hereby incorporated by reference. This incorporation page, Regulation 18730 and
the attached Appendix designating positions and establishing disclosure categories, shall
constitute the Conflict of Interest Code of the City of San Bernardino (“City").
The Mayor, Members of the City Council and Planning Commission, the City
Manager, the City Attorney and the City Treasurer, shall electronically file their annual
statements of economic interests directly with the Fair Political Practices Commission. All
other officials and designated positions required to submit a statement of economic
interests shall file their statements with the City Clerk as the City’s Filing Officer. All
officials and designated positions required to submit a statement of economic Interests
shall file their statements with the City Clerk as the Town’s Filing Officer. The City Clerk
shall make and retain a copy of all statements filed by the Mayor, members of the City
Council, the City Manager, the City Attorney and the City Treasurer, and forward the
originals of these statements to the Fair Political Practices Commission. The City Clerk
shall retain the original statements filed by all other officials and designated positions and
will make all retained statements available for public inspection and reproduction during
regular business hours. (Gov. Code § 81008)
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-1 BBK – December 2020 February 2023
APPENDIX
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
(Amended March 3, 2021 March 1, 2023)
PART “A”
The Mayor, Members of the City Council and Planning Commission, the
City Manager, the City Attorney, the City Treasurer, and all Other City Officials who
manage public investments as defined by 2 Cal. Code of Regs. § 18700.3(b), are NOT
subject to the City’s Code but must file disclosure statements under Government Code
Section 87200 et seq. [Regs. § 18730(b)(3)]
OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
It has been determined that the positions listed below are Other City
Officials who manage public investments.1 These positions are listed here for
informational purposes only.
Finance Manager/Deputy City Treasurer
Investment Consultants
1 Individuals holding one of the above-listed positions may contact the Fair Political Practices
Commission for assistance or written advice regarding their filing obligations if they believe that their
position has been categorized incorrectly. The Fair Political Practices Commission makes the final
determination whether a position is covered by § 87200.
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-2 BBK – December 2020 February 2023
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
Accounting Manager Accountant III 5
Accounting Division Manager 5
Administrative Analyst (ALL) 5
Administrative Division Manager 5
Administrative Services Manager 5
Administrative Services Officer 5
Administrative Services Supervisor 5
Administrative Supervisor and Executive Assistant to the City Manager 5
Agency Director of Administrative Services 4
Agency Director of Community, Housing and Economic Development 1, 2
Agency Director of Public Works, Operations and Maintenance 1, 2
Animal Control Services Manager 5
Animal Services Supervisor 5
Applications Development Information Technology Manager 5
Aquatics Supervisor 5
Assistant Building Official 3, 5, 6
Assistant Buyer 5
Assistant Chief of Police 5
Assistant Deputy City Clerk II 5
Assistant City Manager 1, 2
Assistant Planner 3, 5, 6
Assistant Purchasing Agent Buyer 4
Assistant to the City Manager 5
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-3 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Assistant to the Mayor 5
Associate Planner 3, 5, 6
Budget Division Manager 4
Budget Officer 4
Building Inspector (ALL) 3, 5, 6
Building Maintenance Division Manager 3, 5
Building Official 3, 5, 6
Business Registration Manager 5, 6
CATV Broadcast Engineering Coordinator 5
Chief Assistant City Attorney 1, 2
Chief Building Official and Safety Division Manager 3, 5, 6
Chief Deputy City Clerk 1, 2
Chief of Police 5
Chief of Staff 5
City Clerk 5
City Engineer 1, 2
Code Enforcement Division Manager 5
Code Enforcement Officer (ALL) 5
Community Development Block Grant (CDBG)/
Housing Program Assistant Grants Assistant 5, 7
Community Development Block Grant (CBDG) Coordinator 5, 7
Community Intervention Program Manager 5, 7
Community Policing Specialist 5
Community Recreation Center Supervisor 5
Community Recreation Manager 5
Community Recreation Program Coordinator 5
Community Recreation Program Supervisor (Soccer) 5
Community Relations Supervisor Assistant to the City Manager 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-4 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Community Services Center Supervisor 5
Community Services Officer Supervisor 5
Community Services Program Coordinator 5
Construction Inspector (ALL) 3, 6
Construction/Survey Manager 2, 5
Council Administrative Supervisor 5
Custodial Supervisor 5
Deputy City Attorney (ALL)1, 2
Deputy City Clerk I 5
Deputy City Manager 1, 2
Deputy Director City Engineer 1, 2
Deputy Director/City Planner 1, 2
Deputy Director of Parks, Recreation & Community 1, 2
Deputy Director of Public Works-City Engineer 1, 2
Deputy Director of Finance Dept. 5 4
Deputy Director of Housing and Homelessness 5, 7
Deputy Director of Human Resources 5
Deputy Director of Information Technology 5
Deputy Engineer 1, 2
Deputy General Manager 1, 2
Deputy Library Director 5
Development Services Technician 5
Director of Animal Services 5
Director of Community & Economic Development 1, 2
Director of Finance 4
Director of Human Resources 5
Director of IT 5
Director of Parks, Recreation & Community Services 1, 2
Director of Public Works 1, 2
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-5 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Director, Water Reclamation 3, 5, 6
Director, Water Utility 3, 5, 6
Diversity, Equity, & Inclusion Officer 5
Economic Development Project Manager 1, 2
Economic Development Division Manager 1, 2
Electrical, Instrumentation, and SCADA Superintendent 5
Emergency Operations Manager 5
Engineering Assistant (ALL) 2, 3, 6
Engineering Associate 2, 5
Engineering Manager 2, 3, 5
Engineering Technician 5, 6
Engineering Project Manager 2, 3, 5
Environmental Control Officer 2, 5
Environmental Projects Specialist Programs Coordinator 2, 5
Equipment Maintenance Manager 5
Equipment Maintenance Supervisor 5
Executive Staff Assistant to the City Council 5
Facilities & Fleet Maintenance Division Manager 5
Facilities Maintenance Supervisor 5
Financial Analyst 5
Fleet Parts Storekeeper 5
Fleet/Warehouse Supervisor 4
Forensic Supervisor 5
Forestry Supervisor 5
General Manager – Water 1, 2
GIS Administrator 5
Grant Analyst 5, 7
Grant Division Manager 5, 7
Grant Manager 5, 7
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-6 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Housing Compliance Officer 5
Homeless Services Coordinator 5, 7
Housing Division Manager 5, 7
Housing Manager 1, 2
HR Analyst (ALL)5
Human Resources Division Manager 5
HVAC Supervisor 5
IEMG Broadcast Engineering Coordinator 5
Information Technology Manager 5
Information Technology Operations Supervisor 5
IT Operations Supervisor 5
Landscape and Irrigation Inspector (ALL)3, 5
Landscape Inspector I/II (ALL)3, 5
Landscape Maintenance District Supervisor 3, 5
Lead Building Inspector 3, 5
Library Administrative Supervisor 5
Library Circulation Supervisor 5
Library Director 5
Library IT Manager 5
Library Network Administrator 5
Library Program Coordinator 5
Maintenance Supervisor 5
Management Analyst II 5, 7
Manager of Communications 5
Marketing and Public Relations Specialist 5
Neighborhood & Customer Service Manager 5
Network Systems Administrator 5
NPDES Inspector II 3, 5, 6
NPDES Manager 3, 5, 6
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-7 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Operations & Maintenance Division Manager 2, 5
Parks and Landscape Supervisor 5
Parks and Landscape Maintenance Supervisor 5
Parks Construction Lead Worker 5
Parks Maintenance Division Manager 5
Parks Superintendent 3, 5
Planning Division Manager 2, 3, 5, 6
Plans Examiner (ALL)2, 3, 5, 6
Police Captain 5
Police Dispatch Manager 5
Police Dispatch Supervisor 5
Police Lieutenant 5
Police Personnel & Training Manager 5
Principal Civil Engineer 2, 3, 5, 6
Principal Engineer, Water Dept. 2, 3, 5
Principal Engineer, Public Works Dept. 2, 5
Principal Planner 2, 3, 5, 6
Procurement/Contract Support Services Division Manager 5
Project Manager 2, 3, 5
Project Manager of Community Development Programs 5
Project Manager of Housing Programs 3, 5
Public Information Officer 5
Public Works Inspector III 3, 5
Public Safety IT Manager 5
Public Safety and Training Officer 5
Purchasing Supervisor Division Manager 4
Rangemaster 5
Real Property Manager 1, 2
Real Property Specialist 1, 2
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-8 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Recreation and Community Services Division Manager 5
Recreation Therapist 5
Retired & Senior Volunteer Program Manager 5
Risk Division Manager 5, 8
Senior Administrative Analyst 5
Senior Civil Engineer 2, 3, 5, 6
Senior Civil Engineer/Division Manager 2, 3, 5, 6
Senior Code Enforcement Officer 5
Senior Companion Program Manager 5
Senior GIS Analyst 5
Senior HR/Risk Analyst 5
Senior Human Resources Technician 5
Senior IT Analyst 5
Senior Librarian 5
Senior Management Analyst 5
Senior Network Administrator 5
Senior Network System Administrator 5
Senior Network Specialist 5
Senior Nutrition Food Services Supervisor 5
Senior Planner 2, 3, 5
Senior Plans Examiner 2, 3, 5, 6
Sewer Maintenance Supervisor 5
Station Manager 5
Street Signal/Lighting Supervisor 5
Supervising Animal Control Officer 5
Supervising Code Enforcement Officer 5
Survey Supervisor 3, 5
Technology Librarian 5
Traffic Engineer 2, 3, 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-9 BBK – December 2020 February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Traffic Engineering Associate 2, 3, 5
Traffic Operations Systems Analyst 2, 3, 5
Traffic Signal and Lighting Supervisor 3, 5
Treasury Manager 5
Treasury Supervisor 1, 2
Water Reclamation Maintenance Superintendent 5
Water Reclamation Operations Superintendent 5
Water Utility Distribution Superintendent 5
Water Utility Operations Superintendent 5
Water Utility Water Quality Control Officer 5
DESIGNATED BOARDS/COMMITTEES/COMMISSIONS
Oversight Board for the City of San Bernardino as 1, 2
Successor Agency to the Redevelopment Agency of the City
of San Bernardino 1, 2
Board of Building Commissioners 1, 2
Personnel Commission 1, 2
Bureau of Franchises 1, 2
Board of Library Trustees 1, 2
Mobile Home Board 1, 2
Board of Police Commissioners 1, 2
Board of Water Commissioners 1, 2
Consultants
Consultants and New Positions2
2 Individuals serving as a consultant as defined in FPPC Reg. 18700.3(a) or in a new position must
file under the broadest disclosure category set forth in this Code subject to the following limitation:
The City Manager may determine that, due to the range of duties or contractual obligations, it is
more appropriate to designate a limited disclosure requirement. A clear explanation of the duties and a
statement of the extent of the disclosure requirements must be in a written document. The City Manager’s
determination is a public record and shall be retained for public inspection in the same manner and location
as this Conflict of Interest Code.
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. B-1 BBK – December 2020 February 2023
PART “B"
DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests
that the designated position must disclose for each disclosure category to which he or
she the designated is assigned.3 “Investment” means financial interest in any business
entity (including a consulting business or other independent contracting business) and
are reportable if they are either located in, doing business in, planning to do business
in, or have done business during the previous two years in the jurisdiction of the City.
Category 1: All investments and business positions and sources of income,
including gifts loans and travel payments, that are located in, do business in, or own real
property within the jurisdiction of the City.
Category 2: All interests in real property which is located in whole or in part within,
or not more than two (2) miles outside, the boundaries of the City, including any
leasehold, beneficial or ownership interest or option to acquire property.
Category 3: All investments and business positions in, business entities, and
sources of income, including gifts, loans and travel payments, that are engaged in land
development, construction or the acquisition or sale of real property within the jurisdiction
of the City.
Category 4: All investments, business positions and income from business
entities and sources of income, including gifts, loans and travel payments, that provide
services, products, materials, machinery, vehicles or equipment of a type purchased or
leased by the City.
Category 5: All investments, business positions and income, including gifts, loans
and travel payments, that provide services, products, materials, machinery, vehicles or
equipment of a type purchased or leased by the designated position’s department, unit
or division.
Category 6: All investment and business positions in business entities and
sources of income, including gifts, loans and travel payments, subject to the regulatory,
permit, licensing authority of the designated employee’s department, unit or division.
3 This Conflict of Interest Code does not require the reporting of gifts from outside this agency’s jurisdiction
if the source does not have some connection with or bearing upon the functions or duties of the position.
(Reg. 18730.1)
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. B-2 BBK – December 2020 February 2023
Category 7: All investments and business positions in business entities, and
sources of income, including gifts, loans and travel payments, or income from a nonprofit
organization, if the source is of the type to receive grants or other monies from or through
the City or its subdivisions.
Category 8: All investments and business positions in business entities, and
sources of income, including gifts, loans, and travel payments, if such entities or sources
have filed claims against the agency in the past 2 years, or have a claim pending before
the agency.
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
BBK – February 2023
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
Packet Pg. 32
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
(Amended March 1, 2023)
The Political Reform Act (Gov. Code § 81000, et seq.) requires state and local
government agencies to adopt and promulgate conflict of interest codes. The Fair Political
Practices Commission has adopted a regulation, (tit. 2 Cal. Code of Regs, § 18730), that
contains the terms of a standard conflict of interest code which can be incorporated by
reference in an agency’s code. After public notice and hearing, Regulation 18730 may be
amended by the Fair Political Practices Commission to conform to amendments in the
Political Reform Act. Therefore, the terms of 2 California Code of Regulations section
18730 and any amendments to it duly adopted by the Fair Political Practices Commission
are hereby incorporated by reference. This incorporation page, Regulation 18730 and
the attached Appendix designating positions and establishing disclosure categories, shall
constitute the Conflict of Interest Code of the City of San Bernardino (“City").
The Mayor, Members of the City Council and Planning Commission, the City
Manager, the City Attorney and the City Treasurer, shall electronically file their annual
statements of economic interests directly with the Fair Political Practices Commission. All
other officials and designated positions required to submit a statement of economic
interests shall file their statements with the City Clerk as the City’s Filing Officer. All
officials and designated positions required to submit a statement of economic Interests
shall file their statements with the City Clerk as the Town’s Filing Officer. The City Clerk
shall make and retain a copy of all statements filed by the Mayor, members of the City
Council, the City Manager, the City Attorney and the City Treasurer, and forward the
originals of these statements to the Fair Political Practices Commission. The City Clerk
shall retain the original statements filed by all other officials and designated positions and
will make all retained statements available for public inspection and reproduction during
regular business hours. (Gov. Code § 81008)
Packet Pg. 33
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-1 BBK – February 2023
APPENDIX
CONFLICT OF INTEREST CODE
OF THE
CITY OF SAN BERNARDINO
(Amended March 1, 2023)
PART “A”
The Mayor, Members of the City Council and Planning Commission, the
City Manager, the City Attorney, the City Treasurer, and all Other City Officials who
manage public investments as defined by 2 Cal. Code of Regs. § 18700.3(b), are NOT
subject to the City’s Code but must file disclosure statements under Government Code
Section 87200 et seq. [Regs. § 18730(b)(3)]
OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
It has been determined that the positions listed below are Other City
Officials who manage public investments.1 These positions are listed here for
informational purposes only.
Investment Consultants
1 Individuals holding one of the above-listed positions may contact the Fair Political Practices
Commission for assistance or written advice regarding their filing obligations if they believe that their
position has been categorized incorrectly. The Fair Political Practices Commission makes the final
determination whether a position is covered by § 87200.
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-2 BBK – February 2023
DESIGNATED POSITIONS
GOVERNED BY THE CONFLICT OF INTEREST CODE
Accountant III 5
Accounting Division Manager 5
Administrative Analyst (ALL) 5
Administrative Division Manager 5
Administrative Services Supervisor 5
Administrative Supervisor and Executive Assistant to the City Manager 5
Agency Director of Administrative Services 4
Agency Director of Community, Housing and Economic Development 1, 2
Agency Director of Public Works, Operations and Maintenance 1, 2
Animal Services Manager 5
Animal Services Supervisor 5
Aquatics Supervisor 5
Assistant Building Official 3, 5, 6
Assistant Buyer 5
Assistant Chief of Police 5
Assistant City Manager 1, 2
Assistant Planner 3, 5, 6
Assistant to the City Manager 5
Assistant to the Mayor 5
Associate Planner 3, 5, 6
Budget Division Manager 4
Budget Officer 4
Building Inspector (ALL) 3, 5, 6
Building Maintenance Division Manager 3, 5
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-3 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Building Official 3, 5, 6
Business Registration Manager 5, 6
Buyer 4
CATV Broadcast Engineering Coordinator 5
Chief Assistant City Attorney 1, 2
Chief Building Official and Safety Division Manager 3, 5, 6
Chief Deputy City Clerk 1, 2
Chief of Police 5
Chief of Staff 5
City Clerk 5
City Engineer 1, 2
Code Enforcement Division Manager 5
Code Enforcement Officer (ALL) 5
Community Development Block Grant (CBDG) Coordinator 5, 7
Community Intervention Program Manager 5, 7
Community Policing Specialist 5
Community Recreation Center Supervisor 5
Community Recreation Manager 5
Community Recreation Program Coordinator 5
Community Recreation Program Supervisor (Soccer) 5
Community Relations Supervisor Assistant to the City Manager 5
Community Services Center Supervisor 5
Community Services Officer Supervisor 5
Community Services Program Coordinator 5
Construction Inspector (ALL) 3, 6
Construction/Survey Manager 2, 5
Council Administrative Supervisor 5
Custodial Supervisor 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-4 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Deputy City Attorney (ALL) 1, 2
Deputy City Clerk I 5
Deputy City Clerk II 5
Deputy City Manager 1, 2
Deputy Director City Engineer 1, 2
Deputy Director of Finance Dept. 4
Deputy Director of Housing and Homelessness 5, 7
Deputy Director of Human Resources 5
Deputy Director of Information Technology 5
Deputy Director of Parks, Recreation & Community 1, 2
Deputy Director of Public Works-City Engineer 1, 2
Deputy Director/City Planner 1, 2
Deputy Engineer 1, 2
Deputy General Manager 1, 2
Deputy Library Director 5
Development Services Technician 5
Director of Animal Services 5
Director of Community & Economic Development 1, 2
Director of Finance 4
Director of Human Resources 5
Director of IT 5
Director of Parks, Recreation & Community Services 1, 2
Director of Public Works 1, 2
Director, Water Reclamation 3, 5, 6
Director, Water Utility 3, 5, 6
Diversity, Equity, & Inclusion Officer 5
Economic Development Division Manager 1, 2
Economic Development Project Manager 1, 2
Electrical, Instrumentation, and SCADA Superintendent 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-5 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Emergency Operations Manager 5
Engineering Assistant (ALL) 2, 3, 6
Engineering Associate 2, 5
Engineering Manager 2, 3, 5
Engineering Project Manager 2, 3, 5
Engineering Technician 5, 6
Environmental Programs Coordinator 2, 5
Environmental Control Officer 2, 5
Equipment Maintenance Manager 5
Equipment Maintenance Supervisor 5
Executive Staff Assistant to the City Council 5
Facilities & Fleet Maintenance Division Manager 5
Facilities Maintenance Supervisor 5
Financial Analyst 5
Fleet Parts Storekeeper 5
Fleet/Warehouse Supervisor 4
Forensic Supervisor 5
Forestry Supervisor 5
General Manager – Water 1, 2
GIS Administrator 5
Grant Analyst 5, 7
Grant Division Manager 5, 7
Grant Manager 5, 7
Grants Assistant 5, 7
Homeless Services Coordinator 5, 7
Housing Compliance Officer 5
Housing Division Manager 5, 7
Housing Manager 1, 2
HR Analyst (ALL) 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-6 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Human Resources Division Manager 5
HVAC Supervisor 5
IEMG Broadcast Engineering Coordinator 5
Information Technology Manager 5
Information Technology Manager 5
Information Technology Operations Supervisor 5
IT Operations Supervisor 5
Landscape and Irrigation Inspector (ALL) 3, 5
Landscape Inspector (ALL) 3, 5
Landscape Maintenance District Supervisor 3, 5
Lead Building Inspector 3, 5
Library Administrative Supervisor 5
Library Circulation Supervisor 5
Library Director 5
Library IT Manager 5
Library Network Administrator 5
Library Program Coordinator 5
Maintenance Supervisor 5
Management Analyst II 5, 7
Manager of Communications 5
Marketing and Public Relations Specialist 5
Neighborhood & Customer Service Manager 5
Network Systems Administrator 5
NPDES Inspector II 3, 5, 6
NPDES Manager 3, 5, 6
Operations & Maintenance Division Manager 2, 5
Parks and Landscape Maintenance Supervisor 5
Parks and Landscape Supervisor 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-7 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Parks Construction Lead Worker 5
Parks Maintenance Division Manager 5
Parks Superintendent 3, 5
Planning Division Manager 2, 3, 5, 6
Plans Examiner (ALL) 2, 3, 5, 6
Police Captain 5
Police Dispatch Manager 5
Police Dispatch Supervisor 5
Police Lieutenant 5
Principal Civil Engineer 2, 3, 5, 6
Principal Engineer, Public Works Dept. 2, 5
Principal Engineer, Water Dept. 2, 3, 5
Principal Planner 2, 3, 5, 6
Procurement/Contract Support Services Division Manager 5
Project Manager 2, 3, 5
Project Manager of Community Development Programs 5
Project Manager of Housing Programs 3, 5
Public Information Officer 5
Public Safety and Training Officer 5
Public Safety IT Manager 5
Public Works Inspector III 3, 5
Purchasing Division Manager 4
Rangemaster 5
Real Property Manager 1, 2
Real Property Specialist 1, 2
Recreation Therapist 5
Retired & Senior Volunteer Program Manager 5
Risk Division Manager 5, 8
Senior Civil Engineer 2, 3, 5, 6
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-8 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
Senior Civil Engineer/Division Manager 2, 3, 5, 6
Senior Code Enforcement Officer 5
Senior Companion Program Manager 5
Senior GIS Analyst 5
Senior HR/Risk Analyst 5
Senior Human Resources Technician 5
Senior IT Analyst 5
Senior Librarian 5
Senior Management Analyst 5
Senior Network Administrator 5
Senior Network Specialist 5
Senior Network System Administrator 5
Senior Nutrition Food Services Supervisor 5
Senior Planner 2, 3, 5
Senior Plans Examiner 2, 3, 5, 6
Station Manager 5
Street Signal/Lighting Supervisor 5
Technology Librarian 5
Traffic Engineer 2, 3, 5
Traffic Engineering Associate 2, 3, 5
Traffic Operations Systems Analyst 2, 3, 5
Traffic Signal and Lighting Supervisor 3, 5
Treasury Manager 5
Treasury Supervisor 1, 2
Water Reclamation Maintenance Superintendent 5
Water Reclamation Operations Superintendent 5
Water Utility Distribution Superintendent 5
Water Utility Operations Superintendent 5
Water Utility Water Quality Control Officer 5
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. A-9 BBK – February 2023
DESIGNATED POSITIONS’
TITLE OR FUNCTION
DISCLOSURE CATEGORIES
ASSIGNED
DESIGNATED BOARDS/COMMITTEES/COMMISSIONS
Successor Agency to the Redevelopment Agency of the City
of San Bernardino 1, 2
Board of Building Commissioners 1, 2
Personnel Commission 1, 2
Board of Library Trustees 1, 2
Board of Water Commissioners 1, 2
Consultants
Consultants and New Positions 2
2 Individuals serving as a consultant as defined in FPPC Reg. 18700.3(a) or in a new position must
file under the broadest disclosure category set forth in this Code subject to the following limitation:
The City Manager may determine that, due to the range of duties or contractual obligations, it is
more appropriate to designate a limited disclosure requirement. A clear explanation of the duties and a
statement of the extent of the disclosure requirements must be in a written document. The City Manager’s
determination is a public record and shall be retained for public inspection in the same manner and location
as this Conflict of Interest Code.
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LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. B-1 BBK – February 2023
PART “B"
DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests
that the designated position must disclose for each disclosure category to which the
designated is assigned.3 “Investment” means financial interest in any business entity
(including a consulting business or other independent contracting business) and are
reportable if they are either located in, doing business in, planning to do business in, or
have done business during the previous two years in the jurisdiction of the City.
Category 1: All investments and business positions and sources of income,
including gifts loans and travel payments, that are located in, do business in, or own real
property within the jurisdiction of the City.
Category 2: All interests in real property which is located in whole or in part within,
or not more than two (2) miles outside, the boundaries of the City, including any
leasehold, beneficial or ownership interest or option to acquire property.
Category 3: All investments and business positions in, business entities, and
sources of income, including gifts, loans and travel payments, that are engaged in land
development, construction or the acquisition or sale of real property within the jurisdiction
of the City.
Category 4: All investments, business positions and income from business
entities and sources of income, including gifts, loans and travel payments, that provide
services, products, materials, machinery, vehicles or equipment of a type purchased or
leased by the City.
Category 5: All investments, business positions and income, including gifts, loans
and travel payments, that provide services, products, materials, machinery, vehicles or
equipment of a type purchased or leased by the designated position’s department, unit
or division.
Category 6: All investment and business positions in business entities and
sources of income, including gifts, loans and travel payments, subject to the regulatory,
permit, licensing authority of the designated employee’s department, unit or division.
3 This Conflict of Interest Code does not require the reporting of gifts from outside this agency’s jurisdiction
if the source does not have some connection with or bearing upon the functions or duties of the position.
(Reg. 18730.1)
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55600.00100\40899219.3
LAW OFFICES OF
BEST BEST & KRIEGER LLP
App. B-2 BBK – February 2023
Category 7: All investments and business positions in business entities, and
sources of income, including gifts, loans and travel payments, or income from a nonprofit
organization, if the source is of the type to receive grants or other monies from or through
the City or its subdivisions.
Category 8: All investments and business positions in business entities, and
sources of income, including gifts, loans, and travel payments, if such entities or sources
have filed claims against the agency in the past 2 years, or have a claim pending before
the agency.
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55600.00100\41041810.1
NOTICE OF INTENTION TO AMEND THE
CONFLICT OF INTEREST CODE OF THE
CITY OF SAN BERNARDINO
NOTICE IS HEREBY GIVEN that the City of San Bernardino intends to
amend its Conflict of Interest Code (the “Code”) pursuant to Government Code section
87306.
The Appendix of the Code designates those employees, members, officers,
and consultants who make or participate in the making of decisions and are subject to the
disclosure requirements of the City’s Code. The City’s proposed amendment adds new
positions that must be designated, revises titles to existing positions, and deletes titles of
positions that been abolished and/or positions that no longer make or participate in
making governmental decisions.
The proposed amended Code will be considered by the City Council on
March 1, 2023, at 7:00 p.m. at the City of San Bernardino, 290 North D Street, San
Bernardino, California. Any interested person may be present and comment at the public
meeting or may submit written comments concerning the proposed amendment.
Any comments or inquiries should be directed to the attention of Genoveva
Rocha, City Clerk, City of San Bernardino, 290 North D Street, San Bernardino, CA
92401; (909) 384-5208; publiccomments@sbcity.org. Written comments must be
submitted no later than March 1, 2023, at 7:00 p.m.
The proposed amended Code may be reviewed at, and copies obtained
from, the office of the City Clerk.
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Amend 2 Cal. Code Regs., Section 18730 to read: 1
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§ 18730. Provisions of Conflict of Interest Codes.
(a) Incorporation by reference of the terms of this regulation along with the designation
of employees and the formulation of disclosure categories in the Appendix referred to below
constitute the adoption and promulgation of a conflict of interest code within the meaning of
Section 87300 or the amendment of a conflict of interest code within the meaning of Section
87306 if the terms of this regulation are substituted for terms of a conflict of interest code
already in effect. A code so amended or adopted and promulgated requires the reporting of
reportable items in a manner substantially equivalent to the requirements of article 2 of chapter 7
of the Political Reform Act, Sections 81000, et seq. The requirements of a conflict of interest
code are in addition to other requirements of the Political Reform Act, such as the general
prohibition against conflicts of interest contained in Section 87100, and to other state or local
laws pertaining to conflicts of interest.
(b) The terms of a conflict of interest code amended or adopted and promulgated pursuant
to this regulation are as follows:
(1) Section 1. Definitions.
The definitions contained in the Political Reform Act of 1974, regulations of the Fair Political
Practices Commission (Regulations 18110, et seq.), and any amendments to the Act or
regulations, are incorporated by reference into this conflict of interest code.
(2) Section 2. Designated Employees.
The persons holding positions listed in the Appendix are designated employees. It has
been determined that these persons make or participate in the making of decisions which may
foreseeably have a material effect on economic interests.
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(3) Section 3. Disclosure Categories. 1
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This code does not establish any disclosure obligation for those designated employees
who are also specified in Section 87200 if they are designated in this code in that same capacity
or if the geographical jurisdiction of this agency is the same as or is wholly included within the
jurisdiction in which those persons must report their economic interests pursuant to article 2 of
chapter 7 of the Political Reform Act, Sections 87200, et seq.
In addition, this code does not establish any disclosure obligation for any designated employees
who are designated in a conflict of interest code for another agency, if all of the following apply:
(A) The geographical jurisdiction of this agency is the same as or is wholly included
within the jurisdiction of the other agency;
(B) The disclosure assigned in the code of the other agency is the same as that required
under article 2 of chapter 7 of the Political Reform Act, Section 87200; and
(C) The filing officer is the same for both agencies. 1
Such persons are covered by this code for disqualification purposes only. With respect to
all other designated employees, the disclosure categories set forth in the Appendix specify which
kinds of economic interests are reportable. Such a designated employee shall disclose in his or
her the employee’s statement of economic interests those economic interests he or she the
employee has which are of the kind described in the disclosure categories to which he or she the
employee is assigned in the Appendix. It has been determined that the economic interests set
forth in a designated employee's disclosure categories are the kinds of economic interests which
he or she the employee foreseeably can affect materially through the conduct of his or her the
employee’s office.
(4) Section 4. Statements of Economic Interests: Place of Filing.
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The code reviewing body shall instruct all designated employees within its code to file 1
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statements of economic interests with the agency or with the code reviewing body, as provided
by the code reviewing body in the agency's conflict of interest code. 2
(5) Section 5. Statements of Economic Interests: Time of Filing.
(A) Initial Statements. All designated employees employed by the agency on the effective
date of this code, as originally adopted, promulgated and approved by the code reviewing body,
shall file statements within 30 days after the effective date of this code. Thereafter, each person
already in a position when it is designated by an amendment to this code shall file an initial
statement within 30 days after the effective date of the amendment.
(B) Assuming Office Statements. All persons assuming designated positions after the
effective date of this code shall file statements within 30 days after assuming the designated
positions, or if subject to State Senate confirmation, 30 days after being nominated or appointed.
(C) Annual Statements. All designated employees shall file statements no later than April
1. If a person reports for military service as defined in the Servicemember's Civil Relief
Act, the deadline for the annual statement of economic interests is 30 days following his or her
the person’s return to office, provided the person, or someone authorized to represent the
person's interests, notifies the filing officer in writing prior to the applicable filing deadline that
he or she the person is subject to that federal statute and is unable to meet the applicable
deadline, and provides the filing officer verification of his or her the person’s military status.
(D) Leaving Office Statements. All persons who leave designated positions shall file
statements within 30 days after leaving office.
(5.5) Section 5.5. Statements for Persons Who Resign Prior to Assuming Office.
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Any person who resigns within 12 months of initial appointment, or within 30 days of the date of 1
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notice provided by the filing officer to file an assuming office statement, is not deemed to have
assumed office or left office, provided he or she the person did not make or participate in the
making of, or use his or her the person’s position to influence any decision and did not receive or
become entitled to receive any form of payment as a result of his or her the person’s
appointment. Such persons shall not file either an assuming or leaving office statement.
(A) Any person who resigns a position within 30 days of the date of a notice from the
filing officer shall do both of the following:
(1) File a written resignation with the appointing power; and
(2) File a written statement with the filing officer declaring under penalty of perjury that
during the period between appointment and resignation he or she the person did not make,
participate in the making, or use the position to influence any decision of the agency or receive,
or become entitled to receive, any form of payment by virtue of being appointed to the position.
(6) Section 6. Contents of and Period Covered by Statements of Economic Interests.
(A) Contents of Initial Statements.
Initial statements shall disclose any reportable investments, interests in real property and
business positions held on the effective date of the code and income received during the 12
months prior to the effective date of the code.
(B) Contents of Assuming Office Statements.
Assuming office statements shall disclose any reportable investments, interests in real
property and business positions held on the date of assuming office or, if subject to State Senate
confirmation or appointment, on the date of nomination, and income received during the 12
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months prior to the date of assuming office or the date of being appointed or nominated, 1
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respectively.
(C) Contents of Annual Statements. Annual statements shall disclose any reportable
investments, interests in real property, income and business positions held or received during the
previous calendar year provided, however, that the period covered by an employee's first annual
statement shall begin on the effective date of the code or the date of assuming office whichever
is later, or for a board or commission member subject to Section 87302.6, the day after the
closing date of the most recent statement filed by the member pursuant to Regulation 18754.
(D) Contents of Leaving Office Statements.
Leaving office statements shall disclose reportable investments, interests in real property, income
and business positions held or received during the period between the closing date of the last
statement filed and the date of leaving office.
(7) Section 7. Manner of Reporting.
Statements of economic interests shall be made on forms prescribed by the Fair Political
Practices Commission and supplied by the agency, and shall contain the following information:
(A) Investment and Real Property Disclosure.
When an investment or an interest in real property 3 is required to be reported, 4 the statement
shall contain the following:
1. A statement of the nature of the investment or interest;
2. The name of the business entity in which each investment is held, and a general
description of the business activity in which the business entity is engaged;
3. The address or other precise location of the real property;
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4. A statement whether the fair market value of the investment or interest in real property 1
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equals or exceeds $2,000, exceeds $10,000, exceeds $100,000, or exceeds $1,000,000.
(B) Personal Income Disclosure. When personal income is required to be reported, 5 the
statement shall contain:
1. The name and address of each source of income aggregating $500 or more in value, or
$50 or more in value if the income was a gift, and a general description of the business activity,
if any, of each source;
2. A statement whether the aggregate value of income from each source, or in the case of
a loan, the highest amount owed to each source, was $1,000 or less, greater than $1,000, greater
than $10,000, or greater than $100,000;
3. A description of the consideration, if any, for which the income was received;
4. In the case of a gift, the name, address and business activity of the donor and any
intermediary through which the gift was made; a description of the gift; the amount or value of
the gift; and the date on which the gift was received;
5. In the case of a loan, the annual interest rate and the security, if any, given for the loan
and the term of the loan.
(C) Business Entity Income Disclosure. When income of a business entity, including
income of a sole proprietorship, is required to be reported, 6 the statement shall contain:
1. The name, address, and a general description of the business activity of the business
entity;
2. The name of every person from whom the business entity received payments if the
filer's pro rata share of gross receipts from such person was equal to or greater than $10,000.
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(D) Business Position Disclosure. When business positions are required to be reported, a 1
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designated employee shall list the name and address of each business entity in which he or she
the employee is a director, officer, partner, trustee, employee, or in which he or she the employee
holds any position of management, a description of the business activity in which the business
entity is engaged, and the designated employee's position with the business entity.
(E) Acquisition or Disposal During Reporting Period. In the case of an annual or leaving
office statement, if an investment or an interest in real property was partially or wholly acquired
or disposed of during the period covered by the statement, the statement shall contain the date of
acquisition or disposal.
(8) Section 8. Prohibition on Receipt of Honoraria.
(A) No member of a state board or commission, and no designated employee of a state or
local government agency, shall accept any honorarium from any source, if the member or
employee would be required to report the receipt of income or gifts from that source on his or her
the member’s or employee’s statement of economic interests.
(B) This section shall not apply to any part-time member of the governing board of any
public institution of higher education, unless the member is also an elected official.
(C) Subdivisions (a), (b), and (c) of Section 89501 shall apply to the prohibitions in this
section.
(D) This section shall not limit or prohibit payments, advances, or reimbursements for
travel and related lodging and subsistence authorized by Section 89506.
(8.1) Section 8.1. Prohibition on Receipt of Gifts in Excess of $520.
(A) No member of a state board or commission, and no designated employee of a state or
local government agency, shall accept gifts with a total value of more than $520 in a calendar
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year from any single source, if the member or employee would be required to report the receipt 1
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of income or gifts from that source on his or her the member’s or employee’s statement of
economic interests.
(B) This section shall not apply to any part-time member of the governing board of any
public institution of higher education, unless the member is also an elected official.
(C) Subdivisions (e), (f), and (g) of Section 89503 shall apply to the prohibitions in this
section.
(8.2) Section 8.2. Loans to Public Officials.
(A) No elected officer of a state or local government agency shall, from the date of his or
her the election to office through the date that he or she the officer vacates office, receive a
personal loan from any officer, employee, member, or consultant of the state or local government
agency in which the elected officer holds office or over which the elected officer's agency has
direction and control.
(B) No public official who is exempt from the state civil service system pursuant to
subdivisions (c), (d), (e), (f), and (g) of Section 4 of Article VII of the Constitution shall, while
he or she holds office, receive a personal loan from any officer, employee, member, or consultant
of the state or local government agency in which the public official holds office or over which
the public official's agency has direction and control. This subdivision shall not apply to loans
made to a public official whose duties are solely secretarial, clerical, or manual.
(C) No elected officer of a state or local government agency shall, from the date of his or
her the election to office through the date that he or she the officer vacates office, receive a
personal loan from any person who has a contract with the state or local government agency to
which that elected officer has been elected or over which that elected officer's agency has
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direction and control. This subdivision shall not apply to loans made by banks or other financial 1
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institutions or to any indebtedness created as part of a retail installment or credit card transaction,
if the loan is made or the indebtedness created in the lender's regular course of business on terms
available to members of the public without regard to the elected officer's official status.
(D) No public official who is exempt from the state civil service system pursuant to
subdivisions (c), (d), (e), (f), and (g) of Section 4 of Article VII of the Constitution shall, while
he or she the official holds office, receive a personal loan from any person who has a contract
with the state or local government agency to which that elected officer has been elected or over
which that elected officer's agency has direction and control. This subdivision shall not apply to
loans made by banks or other financial institutions or to any indebtedness created as part of a
retail installment or credit card transaction, if the loan is made or the indebtedness created in the
lender's regular course of business on terms available to members of the public without regard to
the elected officer's official status. This subdivision shall not apply to loans made to a public
official whose duties are solely secretarial, clerical, or manual.
(E) This section shall not apply to the following:
1. Loans made to the campaign committee of an elected officer or candidate for elective
office.
2. Loans made by a public official's spouse, child, parent, grandparent, grandchild,
brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt, uncle, or first
cousin, or the spouse of any such persons, provided that the person making the loan is not acting
as an agent or intermediary for any person not otherwise exempted under this section.
3. Loans from a person which, in the aggregate, do not exceed $500 at any given time.
4. Loans made, or offered in writing, before January 1, 1998.
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(8.3) Section 8.3. Loan Terms. 1
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(A) Except as set forth in subdivision (B), no elected officer of a state or local
government agency shall, from the date of his or her the officer’s election to office through the
date he or she the officer vacates office, receive a personal loan of $500 or more, except when
the loan is in writing and clearly states the terms of the loan, including the parties to the loan
agreement, date of the loan, amount of the loan, term of the loan, date or dates when payments
shall be due on the loan and the amount of the payments, and the rate of interest paid on the loan.
(B) This section shall not apply to the following types of loans:
1. Loans made to the campaign committee of the elected officer.
2. Loans made to the elected officer by his or her spouse, child, parent, grandparent,
grandchild, brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt,
uncle, or first cousin, or the spouse of any such person, provided that the person making the loan
is not acting as an agent or intermediary for any person not otherwise exempted under this
section.
3. Loans made, or offered in writing, before January 1, 1998.
(C) Nothing in this section shall exempt any person from any other provision of Title 9 of
the Government Code.
(8.4) Section 8.4. Personal Loans.
(A) Except as set forth in subdivision (B), a personal loan received by any designated
employee shall become a gift to the designated employee for the purposes of this section in the
following circumstances:
1. If the loan has a defined date or dates for repayment, when the statute of limitations for
filing an action for default has expired.
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2. If the loan has no defined date or dates for repayment, when one year has elapsed from 1
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the later of the following:
a. The date the loan was made.
b. The date the last payment of $100 or more was made on the loan.
c. The date upon which the debtor has made payments on the loan aggregating to less
than $250 during the previous 12 months.
(B) This section shall not apply to the following types of loans:
1. A loan made to the campaign committee of an elected officer or a candidate for
elective office.
2. A loan that would otherwise not be a gift as defined in this title.
3. A loan that would otherwise be a gift as set forth under subdivision (A), but on which
the creditor has taken reasonable action to collect the balance due.
4. A loan that would otherwise be a gift as set forth under subdivision (A), but on which
the creditor, based on reasonable business considerations, has not undertaken collection action.
Except in a criminal action, a creditor who claims that a loan is not a gift on the basis of this
paragraph has the burden of proving that the decision for not taking collection action was based
on reasonable business considerations.
5. A loan made to a debtor who has filed for bankruptcy and the loan is ultimately
discharged in bankruptcy.
(C) Nothing in this section shall exempt any person from any other provisions of Title 9
of the Government Code.
(9) Section 9. Disqualification.
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No designated employee shall make, participate in making, or in any way attempt to use 1
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his or her the employee’s official position to influence the making of any governmental decision
which he or she the employee knows or has reason to know will have a reasonably foreseeable
material financial effect, distinguishable from its effect on the public generally, on the official or
a member of his or her the official’s immediate family or on:
(A) Any business entity in which the designated employee has a direct or indirect
investment worth $2,000 or more;
(B) Any real property in which the designated employee has a direct or indirect interest
worth $2,000 or more;
(C) Any source of income, other than gifts and other than loans by a commercial lending
institution in the regular course of business on terms available to the public without regard to
official status, aggregating $500 or more in value provided to, received by or promised to the
designated employee within 12 months prior to the time when the decision is made;
(D) Any business entity in which the designated employee is a director, officer, partner,
trustee, employee, or holds any position of management; or
(E) Any donor of, or any intermediary or agent for a donor of, a gift or gifts aggregating
$500 or more provided to, received by, or promised to the designated employee within 12
months prior to the time when the decision is made.
(9.3) Section 9.3. Legally Required Participation.
No designated employee shall be prevented from making or participating in the making
of any decision to the extent his or her the employee’s participation is legally required for the
decision to be made. The fact that the vote of a designated employee who is on a voting body is
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needed to break a tie does not make his or her the employees’ participation legally required for 1
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purposes of this section.
(9.5) Section 9.5. Disqualification of State Officers and Employees.
In addition to the general disqualification provisions of section 9, no state administrative
official shall make, participate in making, or use his or her the official’s official position to
influence any governmental decision directly relating to any contract where the state
administrative official knows or has reason to know that any party to the contract is a person
with whom the state administrative official, or any member of his or her the official’s immediate
family has, within 12 months prior to the time when the official action is to be taken:
(A) Engaged in a business transaction or transactions on terms not available to members
of the public, regarding any investment or interest in real property; or
(B) Engaged in a business transaction or transactions on terms not available to members
of the public regarding the rendering of goods or services totaling in value $1,000 or more.
(10) Section 10. Disclosure of Disqualifying Interest.
When a designated employee determines that he or she the employee should not make a
governmental decision because he or she the employee has a disqualifying interest in it, the
determination not to act may be accompanied by disclosure of the disqualifying interest.
(11) Section 11. Assistance of the Commission and Counsel.
Any designated employee who is unsure of his or her the duties under this code may request
assistance from the Fair Political Practices Commission pursuant to Section 83114 and
Regulations 18329 and 18329.5 or from the attorney for his or her the employee’s agency,
provided that nothing in this section requires the attorney for the agency to issue any formal or
informal opinion.
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(12) Section 12. Violations. 1
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This code has the force and effect of law. Designated employees violating any provision
of this code are subject to the administrative, criminal and civil sanctions provided in the
Political Reform Act, Sections 81000-91014. In addition, a decision in relation to which a
violation of the disqualification provisions of this code or of Section 87100 or 87450 has
occurred may be set aside as void pursuant to Section 91003.
____________________
1 Designated employees who are required to file statements of economic interests under
any other agency's conflict of interest code, or under article 2 for a different jurisdiction, may
expand their statement of economic interests to cover reportable interests in both jurisdictions,
and file copies of this expanded statement with both entities in lieu of filing separate and distinct
statements, provided that each copy of such expanded statement filed in place of an original is
signed and verified by the designated employee as if it were an original. See Section 81004.
2 See Section 81010 and Regulation 18115 for the duties of filing officers and persons in
agencies who make and retain copies of statements and forward the originals to the filing officer.
3 For the purpose of disclosure only (not disqualification), an interest in real property
does not include the principal residence of the filer.
4 Investments and interests in real property which have a fair market value of less than
$2,000 are not investments and interests in real property within the meaning of the Political
Reform Act. However, investments or interests in real property of an individual include those
held by the individual's spouse and dependent children as well as a pro rata share of any
investment or interest in real property of any business entity or trust in which the individual,
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spouse and dependent children own, in the aggregate, a direct, indirect or beneficial interest of 10 1
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percent or greater.
5 A designated employee's income includes his or her the employee’s community
property interest in the income of his or her the employee’s spouse but does not include salary or
reimbursement for expenses received from a state, local or federal government agency.
6 Income of a business entity is reportable if the direct, indirect or beneficial interest of
the filer and the filer's spouse in the business entity aggregates a 10 percent or greater interest. In
addition, the disclosure of persons who are clients or customers of a business entity is required
only if the clients or customers are within one of the disclosure categories of the filer.
Note: Authority cited: Section 83112, Government Code. Reference: Sections 87103(e), 87300-
87302, 89501, 89502 and 89503, Government Code.
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
David Miranda, Violence Intervention Program Manager
Department:City Manager's Office
Subject:Approve Professional Services Agreement with
Southern California Crossroads for Hospital-based
Community Violence Intervention Services (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Authorize the City Manager, or designee, to execute a Professional Services
Agreement with Southern California Crossroads for hospital-based community
violence intervention services; and
2. Authorize the Agency Director of Administrative Services to issue a Purchase
Order to Southern California Crossroads in a total amount not to exceed
$1,160,000.00.
Background
On February 8, 2022, the Office of the City Manager, Violence Intervention Program (VIP),
submitted a proposal to the California Board of State & Community Corrections, Violence
Intervention & Prevention Grant program. The grant submission by the City was focused
on building capacity for the San Bernardino Violence Intervention Program, specifically
hospital-based violence intervention services. On July 8, 2022, staff received a notification
that the City’s grant submission was approved. At the September 21, 2022, Mayor and
City Council meeting, the Council authorized the City Manager to administer the grant
program on behalf of the City, in an award amount of $3,800,000.00. The Board of State
& Community Corrections grant program period of performance ends December 31,
2025.
The Community Violence Intervention Program takes a public health approach to
reducing shootings and homicides, focusing on interrupting violence and the transmission
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of norms that promote it. Using a multi-pronged approach to prevent shootings involving
youth and young adults, the model relies on the use of culturally appropriate staff who
respond to shootings to prevent retaliation and detect and resolve conflicts that are likely
to lead to shootings. Program staff develop relationships with high-risk individuals who
are likely to engage in gun violence and link them with resources such as education and
job training. Additionally, staff collaborates with neighborhood organizations and
community groups to organize neighborhood events and public education activities that
promote a no-shooting message. The strategy aims to change behaviors, attitudes, and
social norms directly related to gun violence.
The program aims to stop the spread of violence by using the methods and strategies
associated with disease control:
1. Detecting and interrupting conflicts—trained violence interrupters and outreach
workers prevent shootings by identifying and mediating potentially lethal conflicts in the
community and following up to ensure that the conflict does not reignite.
a. Prevent Retaliations: Whenever a shooting happens, trained staff immediately
work in the community and at the hospital to cool down emotions and prevent
retaliations – working with the victims, friends and family of the victim, and
anyone else related to the event.
b. Mediate Ongoing Conflicts: Workers identify ongoing conflicts by talking to key
people in the community about ongoing disputes, recent arrests, recent prison
releases, and other situations, and utilize mediation techniques to resolve them
peacefully.
c. Keep Conflicts ‘Cool’: Workers follow up with conflicts for as long as needed,
sometimes for months, to ensure that the conflict does not become violent.
2. Identifying and treating the highest risk individuals—trained, culturally-appropriate
outreach workers engage with the highest risk individuals to make them less likely to
commit violence by meeting them where they are, talking to them about the costs of using
violence, and helping them to obtain the social services they need – such as job training
and drug treatment.
a. Access Highest Risk: Workers utilize their trust with high-risk individuals to
establish contact, develop relationships, begin to work with the people most likely
to be involved in violence.
b. Change Behaviors: Workers engage with high-risk individuals to convince them to
reject the use of violence by discussing the cost and consequences of violence
and teaching alternative responses to situations.
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c. Provide Treatment: Workers develop a caseload of clients who they work with
intensively – seeing several times a week and assisting with their needs such as
drug treatment, employment, leaving gangs.
3. Mobilizing the community to change norms—workers engage leaders in the
community as well as community residents, local business owners, faith leaders, service
providers, and the high risk, conveying the message that the residents, groups, and the
community do not support the use of violence.
a. Respond to Every Shooting: Whenever a shooting occurs, workers organize a
response where dozens of community members voice their objection to the
shooting.
b. Organize Community: Workers coordinate with existing and establish new block
clubs, tenant councils, and neighborhood associations to assist.
c. Spread Positive Norms: Program distributes materials and hosts events to convey
the message that violence is not acceptable.
Discussion
In the City’s application to the Violence Intervention & Prevention Grant program, staff
proposed securing a nonprofit agency with extensive experience providing hospital-
based, community violence intervention and prevention services, specifically with
experience implementing summer violence reduction strategies, training, and evaluation
capacity. In order to retain a violence intervention service provider, while adhering to the
proposal approved by the Board of State & Community Corrections grant program, staff
identified Southern California Crossroads as the best fit for the services required.
Southern California Crossroads is registered nonprofit corporation - public benefit in good
standing with the California Secretary of State and the Franchise Tax Board that provides
community violence intervention and prevention services. As an expert in the field, SoCal
Crossroads has over 18 years of proven capacity of providing supportive services to youth
and young adults in the areas of violence prevention, intervention, hospital-based and
school-based services across Southern California.
Crossroad’s experience as a violence intervention and prevention provider in Los Angeles
County and their extensive work with victims of crime in trauma centers qualifies the
agency to receive a professional service agreement for the City’s violence intervention
program supportive services expansion. Crossroads currently provides community
violence intervention Services in Los Angeles County Parks through Safe Passages, City
of Compton, Willowbrook, Lennox, Lynwood, and school-based services in over 20
campuses in Los Angeles County. Crossroads currently provides youth services in
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Gardena, Watts, and community engagement in North Hollywood. Crossroads is the
Hospital Based Violence Intervention provider for California Hospital, Harbor UCLA and
St. Francis.
Crossroads employees are cross-trained in trauma-informed case management, data
collection, and local evaluation practices. Crossroads has led and implemented is the
Hospital-Based Violence Intervention Program (HBVI) services in Los Angeles. HBVI
provides comprehensive case management services to victims of violent crimes that
arrive at partner trauma centers. HBVI services begin at the bedside and continue post-
discharge. Services include linkages to gang intervention, victim services, employment
services, and mental health to help address the psychological trauma and risk of re-injury.
HBVI accommodates the needs of clients by working with partners and community-based
organizations to provide quality services as well as our Street Outreach Team to prevent
further incidents in the community.
A request for proposals (RFP) was not conducted for this professional agreement. All
three of the existing local VIP service providers that could be considered are already
receiving American Rescue Plan Act funds for VIP related services from the City.
Furthermore, outside of agreements with the City, staff believe these service providers
are fully funded and at capacity with multi-year contracts with other local agencies such
as Loma Linda University Hospital, San Bernardino County Probation Department, San
Bernardino School District, Department of Justice, and the Bureau of Justice
Administration- Project Safe Neighborhoods. Staff do not believe there are additional
qualified local vendors that can perform the required services outside of Southern
California Crossroads. In the previous two bid requests, the same three existing providers
submitted proposals and were awarded an agreement with the City; no other qualified
local vendors responded to bid requests.
In an effort to streamline and fulfill the City’s agreement with the California Board of State
& Community Corrections, the staff prepared and submitted single source justification
request (in lieu of a full RFP) to the City’s procurement office for this agreement. Upon
review, the procurement manager approved single source request for the professional
services agreement with Southern California Crossroads.
2021-2025 Strategic Targets and Goals
Approving professional services agreement aligns with Key Target No. 3: Improved
Quality of Life. Having more hybrid professionals such as Street Outreach Workers and
Case Managers in community and San Bernardino hospitals increases the program’s
ability to reach more residents impacted by violence.
Fiscal Impact
There is no fiscal impact with this action. The agreement is fully funded by the Board of
State & Community Corrections grant.
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Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Authorize the City Manager, or designee, to execute a Professional Service
Agreement with Southern California Crossroads for hospital-based community
violence intervention services; and
2. Authorize the Agency Director of Administrative Services to issue a Purchase
Order to Southern California Crossroads in a total amount not to exceed
$1,160,000.00.
Attachments
Attachment 1 - Professional Services Agreement - Southern California Crossroads
Attachment 2 - Approved Single Source Justification – Southern California Crossroads
Ward:
All Wards
Synopsis of Previous Council Actions:
February 21, 2018 The Mayor and City Council adopted Resolution No.18-39,
authorizing the City Manager to receive and administer Board
of State & Community Correction grant funds.
December 05, 2018 The Mayor and City Council approved community intervention
professional service agreements.
January 15, 2020 The Mayor and City Council adopted Resolution No. 2020-03
authorizing the City Manager to prepare and submit funding
proposal.
June 02, 2020 The Mayor and City Council approved first amendments to
community intervention program contractors.
October 21, 2020 The Mayor and City Council adopted Resolution No. 2020-
251 authorizing the City Manager to receive and administer
Board of State & Community Correction grant funds. The
Mayor and City Council also adopted resolution no. 2020-252
approving second budget amendments to community
intervention professional service agreements.
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October 6, 2021 The Mayor and City Council voted and approved motion to
allocate One Million Dollars of American Rescue Plan Act
funds and release a request for proposals to secure three
additional vendors.
June 1, 2022 The Mayor and City Council voted and approved American
Rescue Plan Act professional services agreement contracts
for Young Visionaries Youth Leadership Academy, H.O.P.E.
Culture, Inc., and Operation New Hope.
September 21, 2022 The Mayor and City Council adopted resolution 22-203
authorizing the City Manager to receive and administer
California Board of State & community corrections grant
award of $3.8 million, authorizing the City Manager to execute
a fourth amendment to an agreement with HOPE Culture, and
authorizing the Agency Director of Administrative Services
to amend the FY 2022/2023 adopted budget revenue and
expenditures by $3,800,000.
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PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
AND SOUTHERN CALIFORNIA CROSSROADS
This Agreement is made and entered into as of March 1, 2023 by and between the City of
San Bernardino, a charter city and municipal corporation organized and operating under the laws
of the State of California with its principal place of business at Vanir Tower, 290 North D Street,
San Bernardino, CA 92401 (“City”), and Southern California Crossroads, a California non-profit
public benefit corporation with its principal place of business at 13515 Paramount Blvd South Gate
CA 90280(hereinafter referred to as “Consultant”). City and Consultant are hereinafter sometimes
referred to individually as “Party” and collectively as the “Parties.”
RECITALS
A. California cities that are disproportionately impacted by violence and the
community-based organizations that that serve the residents of those cities are eligible to apply for
California Violence Intervention and Prevention (“CalVIP”) Grant Program.
B. The purpose of the CalVIP Grant Program is to improve public health and safety
by supporting effective violence reduction initiatives in communities that are disproportionately
impacted by violence, particularly group-member involved homicides, shootings, and aggravated
assaults.
C. The CalVIP Grant Program is administered by the Board of State and Community
Corrections (“BSCC”).
D. City is a public agency of the State of California, the recipient of a CalVIP Grant,
and is in need of professional services for the following project:
San Bernardino Community Violence Intervention Program, a violence reduction strategy
(hereinafter referred to as “the Project”).
E. Consultant is duly licensed and has the necessary qualifications to provide such
services.
F. The Parties desire by this Agreement to establish the terms for City to retain
Consultant to provide the services described herein.
AGREEMENT
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:
1. Incorporation of Recitals. The recitals above are true and correct and are hereby
incorporated herein by this reference.
2. Services. Consultant shall provide the City with the services described in the Scope
of Services attached hereto as Exhibit “A.”
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3. Professional Practices. All professional services to be provided by Consultant
pursuant to this Agreement shall be provided by personnel identified in their proposal. Consultant
warrants that Consultant is familiar with all laws that may affect its performance of this Agreement
and shall advise City of any changes in any laws that may affect Consultant’s performance of this
Agreement. Consultant further represents that no City employee will provide any services under
this Agreement.
4. Compensation.
a. This is a cost reimbursement contract. Subject to paragraph 4(b) below, the
City shall pay for such services in accordance with the Schedule of Charges set forth in Exhibit
“A.”
b. In no event shall the total amount paid for services rendered by Consultant
under this Agreement exceed the sum of $1,160,000.00. This amount is to cover all related costs,
and the City will not pay any additional fees for printing expenses. Consultant shall submit
monthly invoices to City for approval. Said invoice shall be based on the total of all Consultant’s
services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice
within forty-five (45) days from the date City receives said invoice. The invoice shall describe in
detail the services performed and the associated time for completion. Any additional services
approved and performed pursuant to this Agreement shall be designated as “Additional Services”
and shall identify the number of the authorized change order, where applicable, on all invoices.
5. Additional Work. If changes in the work seem merited by Consultant or the City,
and informal consultations with the other party indicate that a change is warranted, it shall be
processed in the following manner: a letter outlining the changes shall be forwarded to the City
by Consultant with a statement of estimated changes in fee or time schedule. An amendment to
this Agreement shall be prepared by the City and executed by both Parties before performance of
such services, or the City will not be required to pay for the changes in the Scope of Services.
Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.
6. Term. This Agreement shall commence on the March 1, 2023 and continue through
December 31, 2025 unless the Agreement is terminated as provided for herein (“Term”).
7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be
maintained in accordance with generally recognized accounting principles and shall be made
available to City for inspection and/or audit at mutually convenient times for a period of four (4)
years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence
pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable
times during the contract period and for four (4) years from the date of final payment under the
contract for inspection by City.
8. Time of Performance. Consultant shall perform its services in a prompt and timely
manner and shall commence performance upon receipt of written notice from the City to proceed.
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Consultant shall complete the services required hereunder within Term.
9. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this
Agreement for delays in performance caused by circumstances beyond the reasonable control of
the non-performing Party. For purposes of this Agreement, such circumstances include a Force
Majeure Event. A Force Majeure Event shall mean an event that materially affects the
Consultant’s performance and is one or more of the following: (1) Acts of God or other natural
disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of
governmental authorities (including, without limitation, unreasonable and unforeseeable delay in
the issuance of permits or approvals by governmental authorities that are required for the
services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section,
“orders of governmental authorities,” includes ordinances, emergency proclamations and orders,
rules to protect the public health, welfare and safety.
b. Should a Force Majeure Event occur, the non-performing Party shall,
within a reasonable time of being prevented from performing, give written notice to the other
Party describing the circumstances preventing continued performance and the efforts being made
to resume performance of this Agreement. Delays shall not entitle Consultant to any additional
compensation regardless of the Party responsible for the delay.
c. Notwithstanding the foregoing, the City may still terminate this
Agreement in accordance with the termination provisions of this Agreement.
10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and
regulations of the federal, state and local government, including Cal/OSHA requirements.
b. If required, Consultant shall assist the City, as requested, in obtaining and
maintaining all permits required of Consultant by federal, state and local regulatory agencies.
c. If applicable, Consultant is responsible for all costs of clean up and/ or
removal of hazardous and toxic substances spilled as a result of his or her services or operations
performed under this Agreement.
11. Standard of Care. Consultant’s services will be performed in accordance with
generally accepted professional practices and principles and in a manner consistent with the level
of care and skill ordinarily exercised by members of the profession currently practicing under
similar conditions. Consultant’s performance shall conform in all material respected to the
requirements of the Scope of Services.
12. Conflicts of Interest. During the term of this Agreement, Consultant shall at all
times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept payment from
or employment with any person or entity which will constitute a conflict of interest with the City.
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13. City Business Certificate. Consultant shall, prior to execution of this Agreement,
obtain and maintain during the term of this Agreement a valid business registration certificate from
the City pursuant to Title 5 of the City’s Municipal Code and any and all other licenses, permits,
qualifications, insurance, and approvals of whatever nature that are legally required of Consultant
to practice his/her profession, skill, or business.
14. Assignment and Subconsultant. Consultant shall not assign, sublet, or transfer this
Agreement or any rights under or interest in this Agreement without the written consent of the
City, which may be withheld for any reason. Any attempt to so assign or so transfer without such
consent shall be void and without legal effect and shall constitute grounds for termination.
Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in
this Agreement. Nothing contained herein shall prevent Consultant from employing independent
associates and subconsultants as Consultant may deem appropriate to assist in the performance of
services hereunder.
15. Independent Consultant. Consultant is retained as an independent contractor and is
not an employee of City. No employee or agent of Consultant shall become an employee of City.
The work to be performed shall be in accordance with the work described in this Agreement,
subject to such directions and amendments from City as herein provided. Any personnel
performing the work governed by this Agreement on behalf of Consultant shall at all times be
under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and
other amounts due such personnel in connection with their performance under this Agreement and
as required by law. Consultant shall be responsible for all reports and obligations respecting such
personnel, including, but not limited to: social security taxes, income tax withholding,
unemployment insurance, and workers’ compensation insurance.
16. Insurance. Consultant shall not commence work for the City until it has provided
evidence satisfactory to the City it has secured all insurance required under this section. In
addition, Consultant shall not allow any subcontractor to commence work on any subcontract until
it has secured all insurance required under this section.
a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and
volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies
of commercial general liability and automobile liability insurance using the endorsements and
forms specified herein or exact equivalents.
b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance
of all work under this Agreement, in amounts not less than specified herein, Commercial General
Liability Insurance, in a form and with insurance companies acceptable to the City.
(ii) Coverage for Commercial General Liability insurance shall be at
least as broad as the following:
Insurance Services Office Commercial General Liability coverage
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(Occurrence Form CG 00 01) or exact equivalent.
(iii) Commercial General Liability Insurance must include coverage
for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX) exclusion
deleted
(7) Contractual Liability with respect to this Contract
(8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting
coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured
against another; (3) products/completed operations liability; or (4) contain any other exclusion
contrary to the Agreement.
(v) The policy shall give City, its elected and appointed officials,
officers, employees, agents, and City-designated volunteers additional insured status using ISO
endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same
coverage.
(vi) The general liability program may utilize either deductibles or
provide coverage excess of a self-insured retention, subject to written approval by the City, and
provided that such deductibles shall not apply to the City as an additional insured.
c. Automobile Liability
(i) At all times during the performance of the work under this
Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and
property damage including coverage for owned, non-owned and hired vehicles, in a form and with
insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least as
broad as Insurance Services Office Form Number CA 00 01 covering automobile liability
(Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials,
officers, employees, agents and City designated volunteers additional insured status.
(iv) Subject to written approval by the City, the automobile liability
program may utilize deductibles, provided that such deductibles shall not apply to the City as an
additional insured, but not a self-insured retention.
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d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section
3700 of the California Labor Code which requires every employer to be insured against liability
for workers’ compensation or to undertake self-insurance in accordance with the provisions of that
code, and he/she will comply with such provisions before commencing work under this
Agreement.
(ii) To the extent Consultant has employees at any time during the term
of this Agreement, at all times during the performance of the work under this Agreement, the
Consultant shall maintain full compensation insurance for all persons employed directly by
him/her to carry out the work contemplated under this Agreement, all in accordance with the
“Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of
California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts
indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period
required by this Agreement, workers’ compensation coverage of the same type and limits as
specified in this section.
e. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall
maintain professional liability or Errors and Omissions insurance appropriate to its profession, in
a form and with insurance companies acceptable to the City and in an amount indicated herein.
This insurance shall be endorsed to include contractual liability applicable to this Agreement and
shall be written on a policy form coverage specifically designed to protect against acts, errors or
omissions of the Consultant. “Covered Professional Services” as designated in the policy must
specifically include work performed under this Agreement. The policy must “pay on behalf of”
the insured and must include a provision establishing the insurer's duty to defend.
f. Privacy/Network Security (Cyber)
At all times during the performance of the work under this Agreement, the Consultant shall
maintain privacy/network security insurance for: (1) privacy breaches, (2) system breaches, (3)
denial or loss of service, and the (4) introduction, implantation or spread of malicious software
code, in a form and with insurance companies acceptable to the City.
g. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:
Combined Single Limit
Commercial General Liability $2,000,000 per occurrence/ $4,000,000 aggregate
for bodily injury, personal injury, and property
damage
Automobile Liability $1,000,000 per occurrence for bodily injury and
property damage
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Employer’s Liability $1,000,000 per occurrence
Professional Liability $2,000,000 per claim and aggregate (errors and
omissions)
Cyber Liability $1,000,000 per occurrence and aggregate
(ii) Defense costs shall be payable in addition to the limits.
(iii) Requirements of specific coverage or limits contained in this
section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of
any coverage normally provided by any insurance. Any available coverage shall be provided to
the parties required to be named as Additional Insured pursuant to this Agreement.
h. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence
of insurance from an insurer or insurers certifying to the coverage of all insurance required herein.
Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed
by the insurer’s representative and Certificate of Insurance (Acord Form 25-S or equivalent),
together with required endorsements. All evidence of insurance shall be signed by a properly
authorized officer, agent, or qualified representative of the insurer and shall certify the names of
the insured, any additional insureds, where appropriate, the type and amount of the insurance, the
location and operations to which the insurance applies, and the expiration date of such insurance.
i. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior
written notice of cancellation of any policy required by this Agreement, except that the Consultant
shall provide at least ten (10) days prior written notice of cancellation of any such policy due to
non-payment of the premium. If any of the required coverage is cancelled or expires during the
term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General
Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective
date of cancellation or expiration.
(ii) The Commercial General Liability Policy and Automobile Policy
shall each contain a provision stating that Consultant’s policy is primary insurance and that any
insurance, self-insurance or other coverage maintained by the City or any named insureds shall
not be called upon to contribute to any loss.
(iii) The retroactive date (if any) of each policy is to be no later than the
effective date of this Agreement. Consultant shall maintain such coverage continuously for a
period of at least three years after the completion of the work under this Agreement. Consultant
shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past
the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the
policy is replaced by another claims-made policy with a retroactive date subsequent to the
effective date of this Agreement.
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(iv) All required insurance coverages, except for the professional
liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the
City, its officials, officers, employees, agents, and volunteers or shall specifically allow
Consultant or others providing insurance evidence in compliance with these specifications to
waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery
against City, and shall require similar written express waivers and insurance clauses from each of
its subconsultants.
(v) The limits set forth herein shall apply separately to each insured
against whom claims are made or suits are brought, except with respect to the limits of liability.
Further the limits set forth herein shall not be construed to relieve the Consultant from liability in
excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City
and shall not preclude the City from taking such other actions available to the City under other
provisions of the Agreement or law.
j. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance
companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or companies with
a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of
insurance in the State of California, or otherwise allowed to place insurance through surplus line
brokers under applicable provisions of the California Insurance Code or any federal law.
k. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance
coverage to be maintained by Consultant, and any approval of said insurance by the City, is not
intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise
assumed by the Consultant pursuant to this Agreement, including, but not limited to, the
provisions concerning indemnification.
(ii) If at any time during the life of the Agreement, any policy of
insurance required under this Agreement does not comply with these specifications or is canceled
and not replaced, City has the right but not the duty to obtain the insurance it deems necessary
and any premium paid by City will be promptly reimbursed by Consultant or City will withhold
amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel
this Agreement.
(iii) The City may require the Consultant to provide complete copies of
all insurance policies in effect for the duration of the Project.
(iv) Neither the City nor the City Council, nor any member of the City
Council, nor any of the officials, officers, employees, agents or volunteers shall be personally
responsible for any liability arising under or by virtue of this Agreement.
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l. Subconsultant Insurance Requirements. Consultant shall not allow any
subconsultants or subconsultants to commence work on any subcontract until they have provided
evidence satisfactory to the City that they have secured all insurance required under this section.
Policies of commercial general liability insurance provided by such subconsultants or
subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20
38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City
may approve different scopes or minimum limits of insurance for particular subconsultants or
subconsultants.
17. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel
reasonably approved by the City), indemnify and hold the City, its elected and appointed officials,
officers, employees, agents, and authorized volunteers free and harmless from any and all claims,
demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments,
awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or
persons, including wrongful death, (collectively, “Claims”) in any manner arising out of,
pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of
Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection
with the performance of the Consultant’s services, the Project, or this Agreement, including
without limitation the payment of all damages, expert witness fees, attorneys’ fees and other
related costs and expenses. This indemnification clause excludes Claims arising from the sole
negligence or willful misconduct of the City. Consultant's obligation to indemnify shall not be
restricted to insurance proceeds, if any, received by the City, the City Council, members of the
City Council, its employees, or authorized volunteers. Consultant’s indemnification obligation
shall survive the expiration or earlier termination of this Agreement.
b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises
out of Consultant’s performance as a “design professional” (as that term is defined under Civil
Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is
fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent
which the Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful
misconduct of the Consultant in the performance of the services or this Agreement, and, upon
Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s
liability for such claim, including the cost to defend, shall not exceed the Consultant’s
proportionate percentage of fault.
18. California Labor Code Requirements. Consultant is aware of the requirements of
California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of
Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment
of prevailing wage rates and the performance of other requirements on certain “public works” and
“maintenance” projects. If the Services are being performed as part of an applicable “public
works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant agrees to
fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify
and hold the City, its elected officials, officers, employees and agents free and harmless from any
claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply
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with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subconsultants
to comply with all California Labor Code provisions, which include but are not limited to
prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor
Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of
labor (Labor Code Sections 1813 and 1815) and debarment of consultants and subconsultants
(Labor Code Section 1777.1).
If the Services are being performed as part of an applicable “public works” or
“maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant
and all subconsultants performing such Services must be registered with the Department of
Industrial Relations. Consultant shall maintain registration for the duration of the Project and
require the same of any subconsultants, as applicable. This Project may also be subject to
compliance monitoring and enforcement by the Department of Industrial Relations. It shall be
Consultant’s sole responsibility to comply with all applicable registration and labor compliance
requirements.
19. Verification of Employment Eligibility. By executing this Agreement, Consultant
verifies that it fully complies with all requirements and restrictions of state and federal law
respecting the employment of undocumented aliens, including, but not limited to, the Immigration
Reform and Control Act of 1986, as may be amended from time to time, and shall require all
subconsultants and sub-subconsultants to comply with the same.
20. Laws and Venue. This Agreement shall be interpreted in accordance with the laws
of the State of California. If any action is brought to interpret or enforce any term of this
Agreement, the action shall be brought in a state or federal court situated in the County of San
Bernardino, State of California.
21. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the work
under this Agreement by giving ten (10) calendar days’ written notice to Consultant. In such event,
City shall be immediately given title and possession to all original field notes, drawings and
specifications, written reports and other documents produced or developed for that portion of the
work completed and/or being abandoned. City shall pay Consultant the reasonable value of
services rendered for any portion of the work completed prior to termination. If said termination
occurs prior to completion of any task for the Project for which a payment request has not been
received, the charge for services performed during such task shall be the reasonable value of such
services, based on an amount mutually agreed to by City and Consultant of the portion of such
task completed but not paid prior to said termination. City shall not be liable for any costs other
than the charges or portions thereof which are specified herein. Consultant shall not be entitled to
payment for unperformed services, and shall not be entitled to damages or compensation for
termination of work.
b. Consultant may terminate its obligation to provide further services under
this Agreement upon thirty (30) calendar days’ written notice to City only in the event of
substantial failure by City to perform in accordance with the terms of this Agreement through no
fault of Consultant.
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22. Attorneys’ Fees. In the event that litigation is brought by any Party in connection
with this Agreement, the prevailing Party shall be entitled to recover from the opposing Party all
costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the
exercise of any of its rights or remedies hereunder or the enforcement of any of the terms,
conditions, or provisions hereof. The costs, salary, and expenses of the City Attorney’s Office in
enforcing this Agreement on behalf of the City shall be considered as “attorneys’ fees” for the
purposes of this Agreement.
23. Responsibility for Errors. Consultant shall be responsible for its work and results
under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation
as may be required by the City’s representative, regarding any services rendered under this
Agreement at no additional cost to City. In the event that an error or omission attributable to
Consultant’s professional services occurs, Consultant shall, at no cost to City, provide all other
services necessary to rectify and correct the matter to the sole satisfaction of the City and to
participate in any meeting required with regard to the correction.
24. Prohibited Employment. Consultant shall not employ any current employee of City
to perform the work under this Agreement while this Agreement is in effect.
25. Costs. Each Party shall bear its own costs and fees incurred in the preparation and
negotiation of this Agreement and in the performance of its obligations hereunder except as
expressly provided herein.
26. Documents. Except as otherwise provided in “Termination or Abandonment,”
above, all original field notes, written reports, Drawings and Specifications and other documents,
produced or developed for the Project shall, upon payment in full for the services described in this
Agreement, be furnished to and become the property of the City.
27. Organization. Consultant shall assign Denise Villamil as Project Director. The
Project Director shall not be removed from the Project or reassigned without the prior written
consent of the City.
28. Limitation of Agreement. This Agreement is limited to and includes only the work
included in the Project described above.
29. Notice. Any notice or instrument required to be given or delivered by this
Agreement may be given or delivered by depositing the same in any United States Post Office,
certified mail, return receipt requested, postage prepaid, addressed to the following addresses and
shall be effective upon receipt thereof:
CITY:
City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Manager
With Copy To:
CONSULTANT:
Southern California Crossroads
13515 Paramount Blvd
South Gate CA 90280
Attention: Denise Villamil
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City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney
30. Third Party Rights. Nothing in this Agreement shall be construed to give any rights
or benefits to anyone other than the City and the Consultant.
31. Equal Opportunity Employment. Consultant represents that it is an equal
opportunity employer and that it shall not discriminate against any employee or applicant for
employment because of race, religion, color, national origin, ancestry, sex, age or other interests
protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be
limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment
or recruitment advertising, layoff or termination.
32. Entire Agreement. This Agreement, including Exhibit “A,” represents the entire
understanding of City and Consultant as to those matters contained herein, and supersedes and
cancels any prior or contemporaneous oral or written understanding, promises or representations
with respect to those matters covered hereunder. Each Party acknowledges that no representations,
inducements, promises, or agreements have been made by any person which are not incorporated
herein, and that any other agreements shall be void. This is an integrated Agreement.
33. Severability. If any provision of this Agreement is determined by a court of
competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination
shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the
offending provision in any other circumstance, and the remaining provisions of this Agreement
shall remain in full force and effect.
34. Successors and Assigns. This Agreement shall be binding upon and shall inure to
the benefit of the successors in interest, executors, administrators and assigns of each Party to this
Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any
or all of its rights, burdens, duties or obligations without the prior written consent of City. Any
attempted assignment without such consent shall be invalid and void.
35. Non-Waiver. The delay or failure of either Party at any time to require performance
or compliance by the other Party of any of its obligations or agreements shall in no way be deemed
a waiver of those rights to require such performance or compliance. No waiver of any provision
of this Agreement shall be effective unless in writing and signed by a duly authorized
representative of the Party against whom enforcement of a waiver is sought. The waiver of any
right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right
or remedy with respect to any other occurrence or event, nor shall any waiver constitute a
continuing waiver.
36. Time of Essence. Time is of the essence for each and every provision of this
Agreement.
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37. Headings. Paragraphs and subparagraph headings contained in this Agreement are
included solely for convenience and are not intended to modify, explain, or to be a full or accurate
description of the content thereof and shall not in any way affect the meaning or interpretation of
this Agreement.
38. Amendments. Only a writing executed by all of the Parties hereto or their
respective successors and assigns may amend this Agreement.
39. City’s Right to Employ Other Consultants. City reserves its right to employ other
consultants, including engineers, in connection with this Project or other projects.
40. Prohibited Interests. Consultant maintains and warrants that it has neither
employed nor retained any company or person, other than a bona fide employee working solely
for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not
paid nor has it agreed to pay any company or person, other than a bona fide employee working
solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration
contingent upon or resulting from the award or making of this Agreement. For breach or violation
of this warranty, City shall have the right to rescind this Agreement without liability. For the term
of this Agreement, no official, officer or employee of City, during the term of his or her service
with City, shall have any direct interest in this Agreement, or obtain any present or anticipated
material benefit arising therefrom.
41. Counterparts. This Agreement may be executed in one or more counterparts, each
of which shall be deemed an original. All counterparts shall be construed together and shall
constitute one single Agreement.
42. Authority. The persons executing this Agreement on behalf of the Parties hereto
warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that
by doing so, the Parties hereto are formally bound to the provisions of this Agreement.
43. Electronic Signature. Each Party acknowledges and agrees that this Agreement
may be executed by electronic or digital signature, which shall be considered as an original
signature for all purposes and shall have the same force and effect as an original signature.
44. Grant Requirements. Consultant shall comply with the CalVIP Grant Program
requirements, which are more particularly described in Exhibit “B”, attached hereto and
incorporated herein by this reference.
[SIGNATURES ON FOLLOWING PAGE]
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SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
AND SOUTHERN CALIFORNIA CROSSROADS
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first
written above.
CITY OF SAN BERNARDINO
APPROVED BY:
City Manager
APPROVED AS TO FORM:
_________________________
Best Best & Krieger LLP
City Attorney
ATTESTED BY:
Genoveva Rocha, CMC,
City Clerk
CONSULTANT
SOUTHERN CALIFORNIA
CROSSROADS
Signature
_Denise Villamil___________________
Name
_Executive Director_________________
Title
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EXHIBIT “A”
SCOPE OF SERVICES
1. Violence Intervention
Project Overview: Consultant will carry out the work as described herein the Scope of Services.
The City will conduct periodic program monitoring and will report the results to Consultant.
Consultant shall comply with the City’s request to improve and/or solve all deficiencies.
Consultant shall immediately notify the City whenever there is a change in Consultant’s ability to
provide services according to the Scope of Services or whenever there is a change of Consultant
staff and/or sub-consultants providing services.
The objective of VIP violence intervention efforts is to reduce group-related violence through a
range of ongoing proactive peacemaking efforts and in partnership with VIP Consultants, partners
and community stakeholders.
Consultant Activities
1. Consultant shall conduct intervention services and related intervention activities with
individuals, groups and networks at highest risk of violence by:
a. Ensuring that the primary focus of intervention strategies and related efforts are
established through a combination of the VIP:
i. Service Coordination meetings
ii. Case Review & Conferences
iii. Performance Management meetings
Continuously reviewing intervention assignments, activities and strategies to ensure
they reflect the priorities above.
2. Consultant shall ensure effective and high-quality intervention services and related
intervention activities with individuals, groups and networks at highest risk of violence by:
a. Building individual and group relationships with those at highest risk of
involvement in violence, as indicated by VIP Problem Analysis and Coordination
Meeting/Shooting Scorecard.
b. Working proactively to reduce tensions and conflicts that could escalate to violence
or lead to retaliation;
c. Responding to violent incidents (in most cases, shootings) on a 24/7 emergency
basis:
i. Incident Response: Consultant shall conduct 24-hour Incident Response
coverage in and around the assigned area in an effort to reduce gang violence
(or other violent crimes as determined by the City Manager’s Office).
Consultant shall respond to incidents of gang violence, and other violent
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crimes as needed, in a manner consistent with the Incident Response Protocol
outlined in the Intervention Services Handbook.
Key points:
a) Consultant shall deploy Community Intervention Workers (“CIWs”) to
incidents of gang violence and notify VIP Manager via email,
telephone, or text.
b) Consultant shall engage families impacted by gang violence.
c) Consultant shall engage gang involved individuals.
d) Consultant shall maintain the Triangle Protocol as described in the
Intervention Services Handbook.
e) Consultant shall complete incident response reports and log follow up
activities in the database system.
f) Consultant shall complete incident response forms.
d. Responding to and following up on any such violent incident in accordance with
VIP protocols, including responding to victims of violence who have been
hospitalized.
e. Employing violence interruption tools and techniques, such as conflict resolution,
mediation, relocation, etc., both on a proactive basis and in response to violent
incidents;
f. As directed by the VIP Program Manager, responding to gatherings, such as
funerals, peace marches, and other events that spontaneously form in response to
violent incidents;
g. Assisting the VIP Program Manager, Community Ambassadors, Case Managers
and other VIP partners as they develop and implement:
i. Community engagement plans and strategies focused on groups and
neighborhoods at highest risk of violence (as further described in in the
Community Engagement section of this document_;
ii. Developing and convening regular/frequent mutual-support meetings, life
skills curricula, and complementary informal and formal supports that
collectively serve as a “community of support;”
h. Ensuring that the above support, services and activities are culturally appropriate,
trauma-informed and, more generally, reflect the priorities and perspectives of
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individuals, groups and networks, neighborhoods and communities that experience
disproportionately high levels of violence.
2. Community Engagement
The community engagement component is central to the VIP strategy, particularly the VIP
“communication component” as described in the VIP Program Manual. A priority is to draw on
the Community Ambassadors’ credibility, leadership and relationships to engage individuals,
groups and networks, and residents of neighborhoods and communities at disproportionately high
risk of violence in VIP implementation and oversight.
Consultant Activities
Consultant shall ensure the implementation of a high-quality VIP community engagement strategy
by:
a. Developing and carrying out community engagement plans and strategies
specifically tailored to the community and that include;
i. A variety of community events that provide, for example, recreational,
cultural, and health and wellness activities designed and incorporated into a
cohesive strategy to build an understanding of and support for the VIP
strategy.
ii. Related opportunities and pathways that lead to active involvement in and
support for VIP program activities, specifically the VIP communication
component as directed by the City.
b.Planning and implementing the communication component of the VIP strategy,
including specifically the group-based and one-on-one meetings as directed by the
City.
i. Promote the voluntary participation in these meetings by individuals at
highest risk of violence.
ii. Promote the voluntary participation in these meetings by informal and
formal community leaders with a demonstrated commitment to individuals
at highest risk of violence.
c. As appropriate, assisting the VIP program manager, case managers, and
interventionists with developing and convening mutual-support meetings and
complementary activities (including “life skills” curricula) that (i) form a
“community of support;” and (ii) are coordinated with the VIP community
engagement strategy;
Key points:
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a) Document active gangs affecting the City.
b) Identify, develop and implement strategies to engage active gangs.
c) Identify CIW gang engagement assignments.
d) Document the “License to Operate” (“LTO”) of each CIW in respect to
the gangs affecting the zone.
e) Document the proposed peacekeeping activities in the area based on
gang rivalries and crime/violence trends.
f) Document weekly Safe Passage routes at key elementary, middle and
high schools within the zone.
g) Consultant shall submit community engagement plan to VIP Office on
a monthly basis.
3. Intensive Case Management
The objective of the case management component is to address each client’s ongoing safety while
building a relationship that endures over the long term and provides support in achieving housing
stability, progress toward employment opportunities, financial stability, and positive participation
in civic life. This requires developing high-quality, intensive case-management relationships.
Consultant Activities
Consultant shall provide intensive case management to individuals at highest risk of
violence by:
a) Maintaining an ongoing caseload of a minimum of 25 high risk individuals and no
more than 25 secondary prevention individual clients annually.
b) Serving these clients through VIP “dedicated” staff (staff assigned to this
agreement).
c) Maintaining Case Manager caseloads of up to fifteen (15) clients per worker;
d) Ensuring that a minimum of 75 percent of the overall caseload is referred through
the VIP: (i) coordination meetings; and (ii) communication & community
engagement component directed by the City.
e) Ensuring that the remaining 25 percent or less of the caseload meet the definition
of “high risk of gun violence” by having multiple, overlapping risk factors
specifically for gun violence, including, for example, involvement in recent
shootings and recent weapons offenses, etc.
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f) Continuously reviewing caseloads under the direction of the VIP program manager
to ensure they reflect the population directed by the City.
g) Conducting a minimum of five (5) high-quality contacts with each client per week,
including a minimum of two in-person visits.
2. Consultant shall provide high-quality and comprehensive case management to individuals
at highest risk of violence by:
a) Developing and providing intensive case-management support through:
i. “VIP Life Plans” designed to enable high-risk individuals to set personal
priorities regarding achieving, for example, educational, employment,
financial, and family life goals ;
ii. While prioritizing the safety component of the above VIP Life Plans that
focuses to rapidly reducing the risk of involvement in gun violence;
b) Assisting clients with conflict resolution, relocation, and life coach mentoring
c) Developing and convening regular/frequent mutual-support meetings – including
“life skills” curricula and complementary informal and formal supports that
collectively serve as a foundation for “community of support;”
d) Ensuring that the above support, services and activities are culturally appropriate,
trauma-informed and, more generally, reflect the priorities and perspectives of
individuals, groups and networks, neighborhoods and communities that experience
disproportionately high levels of violence.
Client Services
VIP Intervention Case Management Model identifies two client types – Family Case
Management Clients and Transitional Clients. At least 70% of Consultant’s assigned
caseload shall be comprised of Family Case Management Clients. Each client type receives
a prescribed service model, and Consultant is required to deliver services according to the
Intervention Services Handbook and Scope of Services. Consultant is required to deliver
Family Case Management services and log all service delivery
Transitional Client Services – Phase 1 Services Transitional Client Services are to be
provided on a 90 day, 4 Phase Cycle. Phase 1 – Referral and Assessment does not have a
timeline. For all clients, the 4 Phase Cycle of services begins on the date of the Initial Client
Meeting/Client Enrollment Date.
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i. Consultant shall provide VIP Transitional Client Services (“TCS”) to up to
30% of its total number of Clients.
ii. Transitional Clients are those clients who require coaching and time to
adjust to the specific requirements of the FCM Mode—Phase 2 Services.
iii. The goal of these services is to prepare clients for FCM services.
Transitional Client Services and referrals are intended to focus on
immediate needs and short term goals.
iv. These may include, but are not limited to, referrals to: substance abuse,
life skills courses, anger management courses, job readiness/certification
programs, and tattoo removal.
v. Short term goals may include obtaining legal identification and other work
related documentation, and enrollment in educational or vocational
programs.
vi. Consultant is required to deliver TCS services and log all service delivery
information into the database system in a manner consistent with the
process and policies outlined in the Intervention Services Handbook.
Comprehensive Client Services – Phase 2 Services
i. Consultant is required to implement phase two and provide services to a
minimum of 70% of its total number of Clients.
ii. The phase two is designed to take place over a six-month cycle of services
divided into seven phases.
iii. Consultant is required to deliver phase two services and log all service
delivery information into the database system in a manner consistent with
the process and policies outlined in the VIP Handbook.
4. Management and Accountability
Consultant shall ensure quality implementation of the overall VIP program strategy and,
specifically, the VIP intervention component by:
a. Providing data and information on the above to the City of San Bernardino VIP
Program Manager on, as appropriate, a weekly/semi-weekly/monthly basis in a
clear and organized format for inclusion in VIP program performance reviews;
b. Employing this case data and information when participating in weekly VIP
coordination, case review and strategy meetings;
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c. Actively collaborating with VIP Case Managers, Community Ambassadors and
other relevant VIP stakeholders and partners;
d. Fully participating in the initial VIP program strategy planning and implementation
process. Specifically, assisting with:
i. The initial survey and assessment of client needs and priorities.
ii. At the discretion of the VIP Program Manager, play a role in responding
to shootings and resulting hospitalizations during this pilot/planning
period in partnership with the VIP Case Managers and Community
Ambassadors.
iii. Planning the initial VIP community engagement and relationship-
building strategy.
e. Fully participating in all VIP intervention, case management and program trainings
and related professional and organizational development opportunities as requested
by the VIP program manager.
f. Consultant shall accomplish the following objectives during the contract cycle:
i. Develop a team of 4 hybrid gang interventionist-case management workers.
ii. Develop individual family-based service plans each year to a minimum total of
25 high risk individuals between the ages of 14 – 35.
iii. Develop and implement two City-wide proactive peace-making activities per
year involving the City’s most active gangs in the Westside, and, two City-wide
proactive peace-making activities per year involving the City’s most active
gangs on the Eastside.
iv. Develop and implement “cease fire” agreements within impacted communities,
around public schools, and parks during summer months.
v. Provide ongoing consultation to the City on gang dynamics and incidents of
gang violence.
vi. Respond to all gang related, involved, or motivated violence in the City using
the violence interruption protocol.
vii. Participate in nine (9) Community Education Campaigns (3 per year) during the
grant cycle regarding empirical evidence for risk factors and behaviors
associated with gang joining among youth ages 12-17. Provide early
intervention services to 25 individuals under the age of 18.
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All of Consultant’s activities shall be carried out in partnership with the community and other VIP
partners.
5. Violence Intervention Program Evaluation
Violence Intervention Program
City of San Bernardino's Violence Intervention Program is designed to reduce community violence
citywide by 5% each year, improve outcomes for young people at highest risk by reducing
recidivism among program participants by 15%, and to strengthen trust-based working
partnerships between the community and police.
The project aims to achieve goals and objectives through a focused deterrence, real-time analysis
and coordination of trauma informed culturally relevant intervention and prevention strategies,
individual and family case management services, crime suppression rooted in principles of
procedural justice, and long-term transitional service plans for individuals. In addition, the project
will utilize culturally competent creditable messengers to deliver direct supportive services.
Evaluation Consultant Roles and Responsibilities
Consultant will collaborate with project director, contracted agencies, and the State Evaluator.
Below is a list of evaluation-related activities required to be completed during the implementation
period of the grant cycle.
•Consultant, in collaboration with the project director, will establish data security protocols.
•Consultant, in collaboration with the project director, will develop measures to assess
whether the program is achieving its goals and objectives.
•Consultant, in collaboration with the project director, will develop data collection forms,
procedures, corresponding data dictionaries and databases.
•Project director and Consultant will establish data quality control procedures.
•Consultant will train all staff on data collection protocols and use of data collection forms.
•Project director and Consultant will discuss potential variables to include in the Quarterly
Progress Reports.
•Consultant, in collaboration with the project director, will develop a logic model.
•Consultant, in collaboration with the project director, will develop an evaluation design to
determine whether the program is having its intended effects.
•Consultant and project director will meet on a monthly basis. Schedule to be establish upon
effective date.
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•Consultant will collaborate with service providers to monitor the data collection procedures
and recommend changes as needed. Any changes should be documented and clearly
communicated to all relevant parties.
•Consultant will provide training on data collection protocols, as needed as a refresher or
for new staff.
•Consultant will ensure the security of stored data.
•Consultant will receive & monitor incoming data and provide updates, as needed.
•Consultant will present findings to date, as needed.
•Consultant will compile and analyze data across the entire grant period.
Data Collection
Consultant will participate in data collection and reporting requirements as described in California
Violence Intervention & Prevention Request for Proposals and City’s Grant Proposal.
Data includes:
•Program participant demographics & criminal history
•Case management & other linkages to program services
•Anecdotal data: program service providers & participant experience interviews
•Crime stats: gun related homicides, aggravated assaults with a firearm
•Proactive community engagement activities
•Conflict mediation & resolution results when appropriate
•Referral sources and number of referrals
Best Practice
Consultant shall ensure effective and high-quality evaluation services and relate data collection
activities by:
•Pretesting data collection instruments.
•Provide a thorough training to all relevant staff on the data collection tools and procedures.
•Provide periodic follow-up training to reinforce existing procedures or when implementing
changes.
•Document the training for new staff and follow-up trainings.
•Consultation among data collectors throughout the data collection phase of the project
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•Review incoming data on a regular basis. Include an audit of data across multiple data
collectors and/or sites.
Reporting Requirements
Consultant will assist project direct submit quarterly progress reports in a format prescribed by the
Board of State & Community Corrections. These reports, which will describe progress made on
program objectives and include required data, shall be submitted according to the following
schedule:
Quarterly Progress Report Periods Due no later than:
1. July 1, 2022 to September 30, 2022 November 15, 2022
2. October 1, 2022 to December 31, 2022 February 15, 2023
3. January 1, 2023 to March 31, 2023 May 15, 2023
4. April 1, 2023 to June 30, 2023 August 15, 2023
5. July 1, 2023 to September 30, 2023 November 15, 2023
6. October 1, 2023 to December 31, 2023 February 15, 2024
7. January 1, 2024 to March 31, 2024 May 15, 2024
8. April 1, 2024 to June 30, 2024 August 15, 2024
9. July 1, 2024 to September 30, 2024 November 15, 2024
10. October 1, 2024 to December 31, 2024 February 15, 2025
11. January 1, 2025 to March 31, 2025 May 15, 2025
12. April 1, 2025 to June 30, 2025 August 15, 2025
B. Evaluation Documents Due no later than:
1. Local Evaluation Plan January 3, 2023
2. Final Local Evaluation Report December 31, 2025
6. Schedule of Charges & Reimbursement
The City shall disburse one-third of the total awarded funds to consultant. Consultant shall
deposit grant funds into a banking account established by Consultant. Grant funds shall not
be comingled with any other funds. Any interest earned on the account may only be used for
allowable expenses during the grant period.
Consultant shall only use grant funds for allowable costs determined by the City and shall
provide statements of expenditures and supporting documentation to the City upon request
monthly. When Consultant has expended 80% of the first one-third of disbursed funds,
Consultant may request that the City disburse the next one-third of the award.
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The City shall remit the second one-third of the award within 45 days of grantees request
provided the grantee has satisfied the terms and conditions of this grant agreement, Consultant
has submitted the required documentation of expenditures, and the City has approved the
expenditures. When Consultant has expended 80% of the second one-third of disbursed funds,
Consultant may request that the City disburse the next one-third of the award.
The City shall remit the final one-third of the award within 45 days of Consultant’s request
provided Consultant has satisfied the terms and conditions of this agreement, Consultant
submitted the required documentation of expenditures, and the City has approved the
expenditures. Consultant is responsible for submitting monthly invoices, along with
supporting documentation for every project-related expense in accordance with this
agreement.
If Consultant fails to provide supporting documentation for any project-related expense
in a monthly invoice, payment of any amount due under such invoice shall be withheld
until such time that Con submits the required supporting documentation such as:
Personnel Cost
i.Staff allocation sheet.
ii.Time sheets which reflect the percentages of time worked on VIP related project must
be signed the employee and supervisor. Time sheet must be dated within the
appropriate pay period. Electronically submitted timesheets are acceptable as long as
they contain supervisor approval (wet signed or electronic).
iii.Payroll register or copies of processed paychecks.
iv.Invoices and proof of payment for fringe benefits (if applicable) must be submitted on
a monthly basis.
Contractual Services
i.Signed invoices which reflects the appropriate time period, number or hours being
billed (if applicable) and services provided (if applicable)
ii.Proof of payment for consultants and vendors address and contact information, a copy
of a check and bank statement is required.
iii.For subcontractors, you must submit a copy of a bank statement and cancelled check.
Participant Related Cost
(a)Invoices much include the date, the company name, address, contact information, and
itemization of costs. Invoices must be dated within the month for which the
expenditure report is being submitted.
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(b)Receipts for purchased items must be dated within the month for which the expenditure
report is being submitted.
(c)Proof of payment, which may be in the form of a copy of a check and bank statement.
(d)Receipt for gift cards, prizes, gifts, and/or other forms of incentives, and proof of
receipt by the client/family member receiving the incentive:
i.Agency needs to submit a form identifying the recipients and amount of gift
cards in the monthly expenditure reports.
ii.There must be proof of receipt by the client/family for any gift card that is
distributed.
iii.Documentation of receipt must include name and signature or recipient,
source and amount of gift card, date of receipt, and relationship to client if
the recipient is not a client and a copy of the front and back of each gift card
so that the serial number is visible.
(e)Sign in sheets for program events and field trips. Sign in sheet must have event name,
date, and location.
Other Cost
(a)Invoices must include the date, the company name, and itemization of costs. Invoices
must be dated within the month for which the expenditure report is being submitted.
(b)Receipts for purchased items must be dated within the month for which the expenditure
report is being submitted.
(c)Proof of payment, which may be in the form of a copy of a check, credit card receipts
and bank statement
In-kind Match
(a) All match contributions shall be tracked like all other cost or expense listed above.
Consultant shall submit timely monthly invoices to City for approval. Said invoice shall be based
on the total of Consultant’s services which have been completed to City’s sole satisfaction.
City shall pay Consultant’s invoice within forty-five (45) days from the date City receives said
invoice. The invoice shall describe in detail the services performed and the associated time for
completion.
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EXHIBIT “B”
GRANT PROGRAM REQUIREMENTS
Consultant shall comply with the following requirements:
1. Non-Discrimination Clause.
During the performance of this Agreement, Consultant and its subconsultants shall not
deny the contract's benefits to any person on the basis of race, religious creed, color, national
origin, ancestry, physical disability, mental disability, medical condition, genetic information,
marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military
and veteran status, nor shall they discriminate unlawfully against any employee or applicant for
employment because of race, religious creed, color, national origin, ancestry, physical disability,
mental disability, medical condition, genetic information, marital status, sex, gender, gender
identity, gender expression, age, sexual orientation, or military and veteran status. Consultant
shall insure that the evaluation and treatment of employees and applicants for employment are
free of such discrimination. Consultant and subconsultants shall comply with the provisions of
the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations promulgated
thereunder (Cal. Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5, Chapter 1, Part
1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and the
regulations or standards adopted by the awarding state agency to implement such article.
Consultant shall permit access by representatives of the Department of Fair Employment and
Housing and the awarding state agency upon reasonable notice at any time during the normal
business hours, but in no case less than 24 hours' notice, to such of its books, records, accounts,
and all other sources of information and its facilities as said Department or Agency shall require
to ascertain compliance with this clause. Consultant and its subconsultants shall give written
notice of their obligations under this clause to labor organizations with which they have a
collective bargaining or other agreement. (See Cal. Code Regs., tit. 2, §11105.)
2. Books and Records.
a. Consultant shall maintain adequate fiscal and project books, records, documents,
and other evidence pertinent to Consultant’s work on the project in accordance with generally
accepted accounting principles. Adequate supporting documentation shall be maintained in such
detail so as to permit tracing transactions from the invoices, to the accounting records, to the
supporting documentation. These records shall be maintained for a minimum of three (3) years
after the acceptance of the final grant project audit under the Grant Agreement and shall be
subject to examination and/or audit by the City, the BSCC or designees, state government
auditors or designees, or by federal government auditors or designees.
b. Consultant shall make such books, records, supporting documentations, and other
evidence available to the City, the BSCC or designee, the State Controller's Office, the
Department of General Services, the Department of Finance, California State Auditor, and their
designated representatives during the course of the project and for a minimum of three (3) years
after acceptance of the final grant project audit. The Consultant shall provide suitable facilities
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for access, monitoring, inspection, and copying of books and records related to the grant-funded
project.
3. Criteria for Non-Governmental Organizations Receiving BSCC Grant Funds
The California Violence Intervention and Prevention (CalVIP) Grant Program includes
requirements that apply to non-governmental organizations that receive funds under this grant.
All grantees are responsible for ensuring that any contracted third parties continually meet these
requirements as a condition of receiving CalVIP funds. Any non-governmental organization that
receives CalVIP grant funds (as either subgrantee or subcontractor) must:
•Have been duly organized, in existence, and in good standing for at least six (6) months
prior to the effective date of its fiscal agreement with the BSCC or with the CalVIP
grantee;
•Non-governmental entities that have recently reorganized or have merged with other
qualified non-governmental entities that were in existence prior to the six-month date are
also eligible, provided all necessary agreements have been executed and filed with the
California Secretary of State prior to the start date of the grant agreement with the BSCC
or the start date of the grantee-subcontractor fiscal agreement;
•Be a nonprofit and recognized by the Internal Revenue Service as a 501(c)(3)
organization;
•Employ persons or volunteers that have a minimum of three (3) years of combined
experience in implementing violence reduction strategies and have implemented these
strategies within the past five (5) years;
•Be registered with the California Secretary of State’s Office;
•Have an Employer Identification Number (EIN);
•Have a valid business license, if applicable;
•Have any other state or local licenses or certifications necessary to provide the services
requested (e.g., facility licensing by the Department of Health Care Services), if
applicable; and
•Have a physical address in the State of California. (An agent for service of process witha
California address is insufficient.)
4. Union Activities
Consultant acknowledges that applicability of Government Code §§16654 through 16649
to this Agreement and agrees to the following:
a. No State funds received under the Agreement will be used to assist, promote or
deter union organizing.
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b. Consultant will not, for any business conducted under the Agreement, use any
State property to hold meetings with employees or supervisors, if the purpose of such meetings is
to assist, promote or deter union organizing, unless the State property is equally available to the
general public for holding meetings.
c. If Consultant incurs costs or makes expenditures to assist, promote or deter union
organizing, Consultant will maintain records sufficient to show that no reimbursement from State
funds has been sought for these costs, and that Consultant shall provide those records to the
Attorney General upon request.
5. Certification of Compliance with BSCC Polices Regarding Debarment, Fraud, Theft and
Embezzlement
It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent,
criminal, or other improper use. As such, the Board will not enter into contracts or provide
reimbursement to applicants that have been: (1) debarred by any federal, state, or local
government entities during the period of debarment; or (2) convicted of fraud, theft, or
embezzlement of federal, state, or local government grant funds for a period of three (3) years
following conviction.
Furthermore, the BSCC requires grant recipients to provide an assurance that there has
been no applicable debarment, disqualification, suspension, or removal from a federal, state or
local grant program on the part of the grantee at the time of application and that the grantee will
immediately notify the BSCC should such debarment or conviction occur during the term of the
Grant contract.
BSCC also requires that all grant recipients include, as a condition of award to a
subcontractor, a requirement that the subcontractor will provide the same assurances to the grant
recipient. If a grant recipient wishes to consider a subcontractor that has been debarred or
convicted, the grant recipient must submit a written request for exception to the BSCC along
with supporting documentation.
By entering into this Agreement, Consultant affirms that: (1) Consultant is not currently
debarred by any federal, state, or local entity from applying for or receiving federal, state, or
local grant funds; (2) Consultant has not been convicted of any crime involving theft, fraud, or
embezzlement of federal, state, or local grant funds within the last three (3) years. Consultant
will notify the City should such debarment or conviction occur during the term of the Grant
contract; and (3) Consultant will hold subcontractors to these same requirements.
6. Executive Order N-6-22 – Russia Sanctions.
Consultant agrees to comply with Executive Order N-6-22 (the EO) regarding Economic
Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to
sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as
any sanctions imposed under state law. The EO directs state agencies and grant recipients to
terminate contracts with, and to refrain from entering any new contracts with, individuals or
entities that are determined to be a target of Economic Sanctions. Accordingly, should it be
determined if Consultant is a target of Economic Sanctions or is conducting prohibited
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transactions with sanctioned individuals or entities, that shall be grounds for termination of this
Agreement.
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City of San Bernardino
Finance Department, Purchasing Division
JUSTIFICATION OF SINGLE/SOLE SOURCE REQUEST
ITEM Description: Violence Intervention Program Services DATE: January 19, 2023
Select Source:
__ __Sole Source: Item is manufactured and/or only distributed by one vendor.
X Single Source: Item is available from several vendors, but item is the only one that will work.
Please answer all questions in detail, in order to prevent delays in the evaluation. Please do not provide one
sentence answers. If any additional pages are needed to answer all questions, please attached all pages to this
document.
1. Why is the acquisition restricted to this good/service/supplier? (Explain why the acquisition cannot
be competitively bid). Please enter answer below:
The acquisition is not restricted to Southern California Crossroads. The City’s Violence Intervention
Program currently has three fully funded local non-profit organizations—Young Visionaries Youth
Leadership Academy, H.O.P.E. Culture, Inc., and Operation New Hope—providing community violence
intervention services. All existing violence intervention program service providers are fully funded by the
California Board of State & Community Corrections (BSCC), Violence Intervention & Prevention grant
program (CalVIP) and or American Rescue Plan Act funds.
The city has released three “Request for Proposals” within the last four years of program
implementation, each RFP was open for 45 calendar days. In the last bid in 2022, the City Council
approved $1 million dollars of American Rescue Plan Act Funds as an effort to secure three additional
vendors, however, after two bid requests the same three exiting providers prepared and submitted
proposals, and, as a result all three received an award funded by the American Rescue Plan Act funds, no
other qualified local vendors responded to bid requests.
In addition to local non-profit and existing service provider, Victory Outreach doing business as H.O.P.E.
Culture Inc., Southern California Crossroads’ contract will be fully funded by the California Board of State
& Community Correction, Violence Intervention & Prevention grant program.
2. Describe the uniqueness of the purchase (why was the good/service/supplier chosen?) Please enter
the answer below:
Southern California Crossroads’ (Crossroads) is minority led, and its mission is to provide safety and
healing for individuals and communities who have been impacted by trauma caused by violence.
Crossroads is a non-profit 501c(3) organization with over 18 years of proven capacity, serving
underserved youth and young adults in the areas of violence prevention, intervention, hospital-based
and school-based services across the county and Southern California. Crossroads has the experience as
an violence intervention provider in Los Angeles County and through working with victims of crime in
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trauma centers as Hospital Based Violence Intervention providers in 5 hospitals currently. Crossroads
currently provides Community Violence Intervention Services in Los Angeles County Parks through Safe
Passages, City of Compton, Willowbrook, Lennox, Lynwood, and school-based services in over 20
campuses in Los Angeles County. Crossroads currently provides youth services in Gardena, Watts, and
community engagement in North Hollywood. Crossroads is the Hospital Based Violence Intervention
provider for California Hospital, Harbor UCLA and St Francis all serving various Gang Reduction & Youth
Development Zones. All Crossroads employees are cross-trained in trauma-informed case management
and data collection practices.
Crossroads has led and implemented is the Hospital-Based Violence Intervention Program (HBVI)
services in Los Angeles. HBVI provides comprehensive case management services to victims of violent
crimes that arrive at partner trauma centers. HBVI services begin at the bedside and continue post-
discharge. Services include linkages to gang intervention, victim services, employment services, and
mental health to help address the psychological trauma and risk of re-injury. HBVI accommodates the
needs of clients by working with partners and community-based organizations to provide quality
services as well as our Street Outreach Team to prevent further incidents in the community.
Crossroads Victims of Crime Case Managers provide services and support to victims and family with a
trauma informed lens and approach. Crossroads understands how critical the period following an
incident of violence can be. Victims and family are in a vulnerable state and need advocates to help
navigate a process that is not fluid nor forgiving to their circumstance. Crossroads Case Managers will
implement the support strategy that includes activating the partners and agreements with law
enforcement funeral related vendors, local community-based providers, City and County victims of crime
offices. This will reduce the anxiety and further traumatization of a victim and family. Crossroads Case
Managers will serve to ensure price gauging is not occurring and will have preestablished arrangements
on cost. Additionally, our teams understand that victims and family are in a vulnerable state following
an incident of violence and during that state, victim and family can be pulled further into the gang or it
can be an opportunity to pull the individuals away from the gang. Crossroads staff work with local
community-based organizations and law enforcement to provide and coordinate safe passages.
Crossroads currently works with Los Angeles County District Attorney’s Office to access Victims of Crime
resources for clients, connected with various court houses and in constant communication with law
enforcement partners.
Southern California Crossroads’ expertise is unique to the City’s Community Violence Intervention
capacity building and program expansion into San Bernardino City Hospitals proposed in the CalVIP
grant application.
3. What are the consequences of not purchasing the good/service or contracting with the proposed
supplier?
If a professional service agreement contract for violence intervention program supportive services is not
executed with Southern California Crossroads, the following consequences may occur:
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1. The city will fall short of fulfilling contractual obligations with the California Board of
State & Corrections
2. Delay in city implementing program expansion into local hospitals.
3. Delay State required program evaluation.
4. Result in unspent grant funds.
4. What market research was conducted to substantiate the single source, including evaluation of other
items considered? Please provide a narrative of your efforts to identify other similar or appropriate
goods/services, including a summary of how the department concluded that such alternative are
either inappropriate or unavailable. The names, addresses and phone numbers of suppliers contacted
and the reasons for not considering then must be included or an explanation of why the survey or
effort to identify other goods/services was not performed.
Community Violence intervention program services are highly specialized & unique. Although the field is
now being recognized nationally, there remains very few local non-profits with the ability to implement
community violence intervention program services. As we learned through the last three request for
proposals and 4 years of program implementation, there are limited local non-profits with the City of
San Bernardino. The City’s current violence intervention services providers are fully funded and at
capacity—contracted with City of San Bernardino, Loma Linda University Hospital, San Bernardino
County Probation Department, San Bernardino School District, Department of Justice, Bureau of Justice
Administration- Project Safe Neighborhoods, and receiving private unrestricted funds.
The current fully funded violence intervention program contracted agencies:
HOPE Culture, Inc.
990 W. Mill Street
San Bernardino, CA 92410
Richard Alanis Jr.
909-501-4406
Young Visionaries Youth Leadership Academy
696 S. Tippecanoe Avenue
San Bernardino, CA 92401
Terrance Stone
909-910-7327
Operation New Hope
323 W. 7th Street
San Bernardino, CA 92401
Russell Degnan
951-500-2910
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5. How was the price offered determined to be fair and reasonable? Explain what the basis was for
comparison and include cost analyses as applicable. (I.E. Compared to vendor’s previous or current
offer to the city or to another agency/company – or any other method of comparison that will
substantiate fair and reasonable pricing in the absence of competition).
Cities in the State of California that implement community violence intervention program services
provide an annual funding of $500,000 a year for the same level of services at the $383,333.00 annual
funding we are providing Southern California Crossroads to implement utilizing grant funds.
6. Describe any cost savings realized or costs avoided by acquiring the goods/services from this supplier.
The contract with Southern California Crossroads does not impact the City general fund. By approving
their contract, the City will be able to leverage matching funds—combination of hard (cash) or soft (in-
kind)—alleviating the match burden on the city and existing violence intervention program service
providers. We will also save on staff time by going with Crossroads
1. ______________________ ______________
Department Head Date
2. ______________________ ______________ Approved ☒ Not Approved ☐
(Up to $100,000) Date
Purchasing Manager
Justification: ________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
3. Over $100,000 – must be submitted for City Council Approval with the Purchasing Manager in
concurrence.
1/29/2023
fully funded, adding another vendor will increase the program capacity. These agreements
do not impact the general fund. They are fully funded by the State Grants and ARPA Funding
documents that are in objection to utilizing a Single Source. All vendros are currently
decision to move forward with a Single Source Justification. There is no language in the grant
No vendor is receiving preferential treatment over any other. This is a valid business
the city, have all previously submitted proposals for the same services over the last 3 years.
Purchasing is in agreement that 3 vendors with identical contracts with
01/19/2023
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely; Interim City Manager;
Nathan Freeman, Agency Director of Community, Housing,
and Economic Development
Department:Community, Housing, & Economic Development (CED)
Subject:Resolution Declaring Intent to Annex Territory:
Community Facilities District No. 2019-1 (Maintenance
Services): Annexation No. 29, Tax Zone No. 30 (Valley
View Industrial) (Ward 3)
Recommendation:
It is recommended that the Mayor and City Council of San Bernardino, California, adopt
Resolution No. 2023-032 of the Mayor and City Council of San Bernardino, California,
declaring its intention to annex territory into Community Facilities District No. 2019-1
(Maintenance Services) of the City of San Bernardino, adopting a map of the area to
be proposed (Annexation No. 29) and authorizing the levy of a special taxes therein.
Background
On June 5, 2019, the Mayor and City Council approved Resolution No. 2019-81
establishing Community Facilities District No. 2019-1 (Maintenance Services) of the
City of San Bernardino (the "CFD No. 2019-1" or "District") for the purpose of levying
special taxes on parcels of taxable property to provide certain services which are
necessary to meet increased demands placed upon the City.
Discussion
On July 17, 2019, the Mayor and City Council adopted Resolution No. 2019-178,
establishing CFD No. 2019-1 pursuant to the provisions of the Mello-Roos Community
Facilities Act of 1982 (“Act”). CFD No. 2019-1 allows for the levy of special taxes on
parcels of taxable property for the purpose of providing certain services which are
necessary to meet increased demands placed by development upon the City.
Development projects are subject to conditions of approval that require projects to
form/annex a maintenance district. These districts apply an annual fee or special tax
upon properties within the District which provide the revenue to offset the cost of
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maintenance of the public improvements necessary to serve the development. The
Developer has agreed to initiate and conduct the CFD annexation proceedings
pursuant to the Act. To that end, the Developer has submitted a "Consent and Waiver"
form, which is on file in the City Clerk's office that authorizes the City to (1) hold the
election and declare election results; (2) shorten election time requirements; (3) waive
analysis and arguments; (4) waive all notice requirements relating to the conduct of
the election immediately following the public hearing.
The public facilities and services proposed to be financed within the territory to be
annexed to the District are the following:
•Public lighting and appurtenant facilities, including streetlights within public rights-
of-way and traffic signals; and
•Maintenance of streets, including pavement management; and
•City and County costs associated with the setting, levying and collection of the
special tax, and in the administration of the District including the contract
administration and for the collection of reserve funds.
The proposed development includes approximately 3.28 gross acres of a vacant
industrial lot. The property is located on S Valley View Ave in between E Central Ave
and E Mill St. At build out, this development will include a 65,963 sq. ft. industrial
warehouse as a new Tax Zone No. 30 within CFD No. 2019-1, as shown in the
boundary map and included in the Resolution of Intention as Exhibit “D”. In order to
annex into CFD No. 2019-1, a Resolution of Intention to annex property must be
approved to identify the facilities to be maintained and establish the maximum special
tax for this Tax Zone. The Resolution of Intention shall also set the date and time for
the public hearing.
The rate and method of apportionment of the special tax for this Tax Zone, (Tax Zone
No. 30), is included as Exhibit “C” to the Resolution of Intention. The maximum annual
special tax for this development has been calculated to be $1,294 per acre for FY
2023/24. This tax rate includes a Maximum Special Tax A of $922 per unit per year for
maintenance services of public facilities and a Maximum Annual Special Tax B
(Contingent) of $372 per unit per year. Special Tax B (Contingent) is for the
maintenance and operation of the improvements described in Exhibit “B” attached
hereto. If the Property Owners Association (POA) were to default of its obligation to
maintain such improvements, the City would be able to collect funds to pay for those
services. Annual Special Tax A and Annual Special Tax B (Contingent) rate are
proposed to escalate each year at the greater of Consumer Price Index (CPI) or 2%.
Exhibit “H”, attached to the staff report is a maintenance exhibit to illustrate which
services are being maintained by the CFD and by the POA.
In order to annex property to CFD No. 2019-1 pursuant to the provisions of California
Government Code Section 53311 et seq., the City must adopt a series of three
statutorily required Resolutions and an Ordinance which are summarized below.
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•Resolution declaring City intent to annex territory to Community Facilities District
No. 2019-1 including the boundary of the area to be annexed and the rate and
method of apportionment of special taxes within the annexation area (the special
tax applies only to properties within the annexation area).
•Resolution calling an election to submit to the qualified electors the question of
levying a special tax within the area proposed to be annexed to the District.
•Resolution declaring the results of the election and directing the recording of the
notice of special tax lien.
•Amend the Ordinance and order the levy and collection of special taxes in the
District.
With the adoption of the Resolution of Intention, the Public Hearing would be scheduled
for April 5, 2023.
2021-2025 Strategic Targets and Goals
This project is consistent with Key Target No 1. Improved Operational & Financial
Capacity and Key Target No 4. Economic Growth & Development. This project will
contribute to ensure that the City is clean and attractive and provide infrastructure
designed for long term economic growth.
Fiscal Impact
The individual property owners in the CFD will be responsible for annual payments of
special taxes. Upon full completion of the development, it is estimated that there will
be an annual collection of special tax revenues of approximately $2,767 from Special
Tax A to be used to pay for maintenance costs.
On March 1 of each year, every taxable unit for which a building permit has been
issued within the boundaries of the CFD will be subject to the special tax for the
ensuing Fiscal Year. If the anticipated costs of maintaining the facilities in any given
Fiscal Year, prior to buildout of the project, exceeds the special tax revenues available
from parcels for which building permits have been issued, then the special tax may
also be applied to property within recorded final subdivision maps, as well as other
undeveloped property within the boundaries of the CFD.
All costs associated with annexation into the CFD have been borne by the Developer.
By annexing into the CFD, the costs of maintaining improvements located within the
development will be financed through special taxes levied on the parcels within CFD
No. 2019-1 and not through the City’s General Fund.
Conclusion
It is recommended that the Mayor and City Council of San Bernardino, California, adopt
Resolution No. 2023-032 of the Mayor and City Council of San Bernardino, California,
declaring its intention to annex territory into Community Facilities District No. 2019-1
(Maintenance Services) of the City of San Bernardino, adopting a map of the area to
be proposed (Annexation No. 29) and authorizing the levy of a special taxes therein.
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Attachments
Attachment 1 – Resolution of Intention No. 2023-032
Attachment 2 – Exhibit A - Description of Territory
Attachment 3 – Exhibit B - Description of Services
Attachment 4 – Exhibit C - Rate and Method of Apportionment
Attachment 5 – Exhibit D - Boundary Maps
Attachment 6 – Exhibit E - Signed Petition
Attachment 7 – Exhibit F - Notice of Public Hearing
Attachment 8 – Exhibit G - Special Election Ballot
Attachment 9 – Exhibit H - Maintenance Exhibit
Attachment 10 – Project Map
Ward:
Third Ward
Synopsis of Previous Council Actions:
June 5, 2019: Mayor and City Council adopted Resolution No. 2019-81, a
Resolution of Intention to form Community Facilities District No.
2019-1 (Maintenance Services) of the City of San Bernardino (the
“Resolution of Intention”), pursuant to the provisions of the “Mello-
Roos Community Facilities Act of 1982”.
July 17, 2019: Resolution No. 2019-178 was adopted establishing Community
Facilities District No. 2019-1; Resolution No. 2019-179 was adopted
declaring election results for Community Facilities District No. 2019-
1; and first reading of Ordinance No. MC-1522 levying special taxes
to be collected during FY 2019-20 to pay annual costs of
maintenance, services and expenses with respect to Community
Facilities District No. 2019-1.
August 7, 2019: Final reading of Ordinance No. MC-1522 levying special taxes to be
collected during FY 2019-20 to pay annual costs of maintenance,
services and expenses with respect to Community Facilities District
No. 2019-1.
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Resolution No. 2023-032
Resolution No. 2023-032
March 1, 2023
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RESOLUTION NO. 2023-032
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
DECLARING ITS INTENTION TO ANNEX TERRITORY
INTO COMMUNITY FACILITIES DISTRICT NO. 2019-1
(MAINTENANCE SERVICES) OF THE CITY OF SAN
BERNARDINO, ADOPTING A MAP OF THE AREA TO BE
PROPOSED (ANNEXATION NO. 29) AND AUTHORIZING
THE LEVY OF A SPECIAL TAXES THEREIN
WHEREAS, pursuant to the Mello-Roos Community Facilities Act of 1982 (the “Act”),
on June 5, 2019, the Mayor and City Council (the “City Council”) of the City of San Bernardino
(the “City”) approved Resolution No. 2019-081 establishing Community Facilities District No.
2019-1 (Maintenance Services) of the City of San Bernardino, County of San Bernardino, State of
California, defined the "CFD No. 2019-1", for the purpose of levying special taxes on parcels of
taxable property therein for the purpose of providing certain services which are necessary to meet
increased demands placed upon the City; and
WHEREAS, the Mayor and City Council has received a written instrument from the
landowner in the CFD No. 2019-1 to initiate and conduct proceedings pursuant to the Act, to annex
territory to CFD No. 2019-1 and consenting to the shortening of election time requirements,
waiving analysis and arguments, and waiving all notice requirements relating to the conduct of the
election; and
WHEREAS, the Mayor and City Council has been advised that certain property owners
have requested that the area shown in Exhibit D be annexed territory to the boundaries of CFD
No. 2019-1, that a rate and method of apportionment of the special tax to be levied therein be
established.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1. Intent to Annex. The Mayor and City Council hereby declares that it
proposes and intends to conduct proceedings pursuant to Article 3.5 for the annexation to the
Community Facilities District of the territory described in Exhibit A attached hereto. The Mayor
and City Council determines that the public convenience and necessity require that such territory
be annexed to the Community Facilities District.
SECTION 2.Name of the Community Facilities District. The name of the existing
community facilities district is known as “Community Facilities District No. 2019-1 (Maintenance
Services)”.
SECTION 3.Description of Territory Proposed to be Annexed, Annexation Map. The
territory proposed to be annexed are included within the boundaries within which property may
annex to CFD No. 2019-1 and are more particularly described and shown on that certain map
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entitled “Boundaries – Potential Annexation Area Community Facilities District No. 2019-1
(Maintenance Services) of the City of San Bernardino, County of San Bernardino, State of
California,” as recorded on June 6, 2019 in Book 88 of Maps of Assessment and Community
Facilities District, Page 33, and as Instrument No. 2019-0185395 in the official records of the
County of San Bernardino. The territory proposed to be annexed to the CFD No. 2019-1 is
described in Exhibit A, attached hereto, and by this reference made a part hereof. Such territory
is also shown and described on the map thereof entitled "Annexation Map No. 29, Community
Facilities District No. 2019-1 (Maintenance Services), City of San Bernardino, County of San
Bernardino, State of California," which is on file with the City Clerk (the "Annexation Map") and
attached hereto as Exhibit D.
SECTION 4.Description of Authorized Services. The services proposed to be financed
by CFD No. 2019-1 (the “Services”) are described in Exhibit B attached hereto. The cost of
providing the Services includes “incidental expenses,” which include costs associated of CFD No.
2019-1, determination of the amount of special taxes, collection or payment of special taxes, or
costs otherwise incurred in order to carry out the authorized purposes of CFD No. 2019-1. The
Services authorized to be financed by CFD No. 2019-1 are in addition to those currently provided
in the territory of CFD No. 2019-1 and do not supplant services already available within that
territory.
SECTION 5. Levy of Special Taxes. Except where funds are otherwise available, a
special tax sufficient to pay the costs of the Services (including incidental expenses), secured by
recordation of a continuing lien against all nonexempt real property in CFD No. 2019-1, will be
levied annually within CFD No. 2019-1. The Rate and Method of Apportionment, and manner of
collection of the special tax are specified in Exhibit C.
SECTION 6. Adoption of Annexation Map. Pursuant to Section 3110.5 of the Streets
and Highways Code, the Mayor and City Council adopts the Annexation Map as the map of the
area proposed to be annexed to the CFD No. 2019-1. Pursuant to Section 3111 of said Code, the
City Clerk shall file the original of the Annexation map in his office and shall file a copy of the
Annexation Map with the County Recorder of the County of San Bernardino no later than 15 days
prior to the date of the hearing specified in Section 7 hereof.
SECTION 7. Public Hearing. The Mayor and City Council hereby fixes 7:00 p.m., or as
soon thereafter as practicable, on Wednesday, April 5, 2023, at the Bing Wong Auditorium of the
Norman F. Feldheym Public Library at 555 W. 6th Street, San Bernardino, California, 92410, as
the time and place when and where the Mayor and City Council will conduct a public hearing on
the proposed annexation of the said territory to the CFD No. 2019-1.
SECTION 8. Notice of Public Hearing. The City Clerk is hereby directed to publish, or
cause to be published, a notice of said public hearing, in substantially the form attached hereto as
Exhibit F, one time in a newspaper of general circulation published in the area of CFD No. 2019-
1. The publication of said notice shall be completed at least seven days prior to the date herein
fixed for said hearing. Said notice shall contain the information prescribed by Section 53322 of
the Act.
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SECTION 9. Mailing Ballots. In anticipation of its action on Wednesday, April 5, 2023,
to call the election on the annexation for the same date, pursuant to waiver of election time limits
from the landowners, the Mayor and City Council hereby authorizes the City Clerk to mail to each
landowner in the territory proposed to be annexed to the CFD No. 2019-1 a ballot in substantially
the form set forth in Exhibit G hereto. A copy of the waiver and consent form signed by the
property owner is attached hereto as Exhibit E and incorporated herein by this reference.
SECTION 10. That the Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 11. Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 12. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-032, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ____ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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EXHIBIT A
DESCRIPTION OF PROPOSED TERRITORY TO BE ANNEXED
The City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services) (the “CFD No.
2019-1”) Annexation No. 29 is currently comprised of three (3) parcels, located within the City boundaries. The
property is identified by the following San Bernardino County Assessor's Parcel Numbers (APNs).
APN Owner Name
0280-051-11 CIVF VI – CA1W01, LLC
0280-051-12 CIVF VI – CA1W01, LLC
0280-051-15 CIVF VI – CA1W01, LLC
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EXHIBIT B
DESCRIPTION OF AUTHORIZED SERVICES
The services which may be funded with proceeds of the special tax of CFD No. 2019-1, as provided by
Section 53313 of the Act, will include all costs attributable to maintaining, servicing, cleaning, repairing
and/or replacing landscaped areas (may include reserves for replacement) in public street right-of-ways,
public landscaping, public open spaces and other similar landscaped areas officially dedicated for public
use. These services including the following:
(a) maintenance and lighting of parks, parkways, streets, roads and open space, which
maintenance and lighting services may include, without limitation, furnishing of electrical power to street
lights and traffic signals; repair and replacement of damaged or inoperative light bulbs, fixtures and
standards; maintenance (including irrigation and replacement) of landscaping vegetation situated on or
adjacent to parks, parkways, streets, roads and open space; maintenance and repair of irrigation facilities;
maintenance of public signage; graffiti removal from and maintenance and repair of public structures
situated on parks, parkways, streets, roads and open space; maintenance and repair of playground or
recreation program equipment or facilities situated on any park; and
(b) maintenance and operation of water quality improvements which include storm drainage
and flood protection facilities, including, without limitation, drainage inlets, catch basin inserts, infiltration
basins, flood control channels, fossil fuel filters, and similar facilities. Maintenance services may include but
is not limited to the repair, removal or replacement of all or part of any of the water quality improvements,
fossil fuel filters within the public right-of-way including the removal of petroleum hydrocarbons and other
pollutants from water runoff, or appurtenant facilities, clearing of inlets and outlets; erosion repairs; and
cleanup to improvements, and other items necessary for the maintenance, servicing; or both of the water
quality basin improvements within flood control channel improvements; and
(c) public street sweeping, on the segments of the arterials within the boundaries of CFD No.
2019-1; as well as local roads within residential subdivisions located within CFD No. 2019-1; and any
portions adjacent to the properties within CFD No. 2019-1.
In addition to payment of the cost and expense of the forgoing services, proceeds of the special tax may
be expended to pay “Administrative Expenses,” as said term is defined in Exhibit B to this resolution of
intention.
The above services shall be limited to those provided within the boundaries of CFD No. 2019-1 or for the
benefit of the properties within the boundaries of CFD No. 2019-1, as the boundary is expanded from time
to time by anticipated annexations, and said services may be financed by proceeds of the special tax of
CFD No. 2019-1 only to the extent that they are in addition to those provided in the territory of CFD No.
2019-1 before CFD No. 2019-1 was created.
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EXHIBIT C
City of San Bernardino 1
Community Facilities District No. 2019‐1 (Maintenance Services)
RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX FOR
COMMUNITY FACILITIES DISTRICT NO. 2019‐1 (MAINTENANCE SERVICES)
OF THE CITY OF SAN BERNARDINO
A Special Tax (the “Special Tax”) shall be levied on and collected from each Assessor’s Parcel (defined
below) in Community Facilities District No. 2019‐1 (Maintenance Services) (the “CFD No. 2019‐1” or
“CFD”; defined below), in each Fiscal Year, (defined below), commencing in the Fiscal Year beginning July
1, 2019, in an amount determined by the City Council of the City of San Bernardino, acting in its capacity
as the legislative body of CFD No. 2019‐1, by applying the rate and method of apportionment set forth
below. All of the real property in CFD No. 2019‐1, unless exempted by law or by the provisions herein,
shall be taxed to the extent and in the manner provided herein.
A. DEFINITIONS
“Acre” or “Acreage” means the land area of an Assessor’s Parcel as shown on any Assessor’s Parcel
Map, or if the land area is not shown on the Assessor’s Parcel Map, the land area as shown on the
applicable Final Map, or if the area is not shown on the applicable Final Map, the land area shall be
calculated by the Administrator.
“Administrative Expenses” means the actual or reasonably estimated costs directly related to the
formation, annexation, and administration of CFD No. 2019‐1 including, but not limited to: the costs
of computing the Special Taxes and preparing the annual Special Tax collection schedules (whether
by the City or designee thereof or both); the costs to the City, CFD No. 2019‐1, or any designee thereof
associated with fulfilling the CFD No. 2019‐1 disclosure requirements; the costs associated with
responding to public inquiries regarding the Special Taxes; the costs of the City, CFD No. 2019‐1 or
any designee thereof related to an appeal of the Special Tax; and the City's annual administration fees
including payment of a proportional share of salaries and benefits of any City employees and City
overhead whose duties are related to the administration and third party expenses. Administrative
Expenses shall also include amounts estimated or advanced by the City or CFD No. 2019‐1 for any
other administrative purposes of CFD No. 2019‐1, including attorney's fees and other costs related to
commencing and pursuing to completion any foreclosure of delinquent Special Taxes.
“Administrator” means the City Manager of the City of San Bernardino, or his or her designee.
“Approved Property” means all Assessor’s Parcels of Taxable Property that are included in a Final
Map that was recorded prior to the March 1 preceding the Fiscal Year in which the Special Tax is being
levied, and that have not been issued a building permit on or prior to the March 1 preceding the Fiscal
year in which the special tax is being levied.
“Assessor’s Parcel” means a lot or parcel of land that is identifiable by an Assessor’s Parcel Number
by the County Assessor of the County of San Bernardino.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by
Assessor’s Parcel Number.
“Assessor’s Parcel Number” means that identification number assigned to a parcel by the County
Assessor of the County.
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City of San Bernardino 2
Community Facilities District No. 2019‐1 (Maintenance Services)
“Building Square Footage” or “BSF” means the floor area square footage reflected on the original
construction building permit issued for construction of a building of Non‐Residential Property and any
Building Square Footage subsequently added to a building of such Taxable Property after issuance of
a building permit for expansion or renovation of such building.
“Calendar Year” means the period commencing January 1 of any year and ending the following
December 31.
“CFD” or “CFD No. 2019‐1” means the City of San Bernardino Community Facilities District No. 2019‐
1 (Maintenance Services).
“City” means the City of San Bernardino.
“Contingent Special Tax B Requirement” means that amount required in any Fiscal Year, if the POA
is unable to maintain the Service(s) to: (i) pay the costs of Services incurred or otherwise payable in
the Calendar Year commencing in such Fiscal Year; (ii) fund an operating reserve for the costs
of Services as determined by the Administrator; less a credit for funds available to reduce the annual
Special Tax B (Contingent) levy as determined by the Administrator.
“County” means the County of San Bernardino.
“Developed Property” means all Assessor’s Parcels of Taxable Property for which a building permit
for new construction has been issued on or prior to March 1 preceding the Fiscal Year in which the
Special Tax is being levied.
“Exempt Property” means all Assessors’ Parcels designated as being exempt from the Special Tax as
provided for in Section G.
“Final Map” means a subdivision of property by recordation of a final map, parcel map, or lot line
adjustment, pursuant to the Subdivision Map Act (California Government Code Section 66410 et seq.)
or recordation of a condominium plan pursuant to California Civil Code 1352 that creates individual
lots for which building permits may be issued without further subdivision.
“Fiscal Year” means the period from and including July 1st of any year to and including the following
June 30th.
“Land Use Category” or “LUC” means any of the categories contained in Section B hereof to which an
Assessor’s Parcel is assigned consistent with the land use approvals that have been received or
proposed for the Assessor’s Parcel as of March 1 preceding the Fiscal Year in which the Special Tax is
being levied.
“Maximum Special Tax” means either Maximum Special Tax A and/or Maximum Special Tax B
(Contingent), as applicable.
“Maximum Special Tax A” means the Maximum Special Tax A, as determined in accordance with
Section C below that can be levied in any Fiscal Year on any Assessor's Parcel of Taxable Property
within CFD No. 2019‐1.
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“Maximum Special Tax B (Contingent)” means the Maximum Special Tax B (Contingent), as
determined in accordance with Section C below that can be levied in any Fiscal Year on any Assessor's
Parcel of Taxable Property within CFD No. 2019‐1.
“Multi‐Family Residential Property” means any Assessor’s Parcel of residential property that consists
of a building or buildings comprised of attached Residential Units sharing at least one common wall
with another unit.
“Non‐Residential Property” or “NR” means all Assessor's Parcels of Taxable Property for which a
building permit(s) was issued for a non‐residential use. The Administrator shall make the
determination if an Assessor’s Parcel is Non‐Residential Property.
“Property Owner’s Association” or “POA” means the property owner’s association or homeowner’s
association established to maintain certain landscaping within a Tax Zone.
“Proportionately” means for Taxable Property that is: (i) Developed Property, that the ratio of the
actual Special Tax levy to the Maximum Special Tax is the same for all Parcels of Developed Property
with the same Tax Zone, (ii) Approved Property, that the ratio of the actual Special Tax levy to the
Maximum Special Tax is the same for all Parcels of Approved Property with the same Tax Zone, and
(iii) Undeveloped Property that the ratio of the actual Special Tax levy per acre to the Maximum
Special Tax per acre is the same for all Parcels of Undeveloped Property with the same Tax Zone.
“Residential Unit” or "RU" means a residential unit that is used or intended to be used as a domicile
by one or more persons, as determined by the Administrator.
“Residential Property” means all Assessor’s Parcels of Taxable Property upon which completed
Residential Units have been constructed or for which building permits have been or may be issued for
purposes of constructing one or more Residential Units.
“Service(s)” means services permitted under the Mello‐Roos Community Facilities Act of 1982
including, without limitation, those services authorized to be funded by CFD No. 2019‐1 as set forth
in the documents adopted by the City Council at the time the CFD was formed.
“Single Family Residential Property” means any residential property other than Multi‐Family
Residential Property on an Assessor’s Parcel.
“Special Tax(es)” means the Special Tax A and/or Special Tax B (Contingent) to be levied in each Fiscal
Year on each Assessor’s Parcel of Taxable Property.
“Special Tax A” means the annual special tax to be levied in each Fiscal Year on each Assessor’s Parcel
of Taxable Property to fund the Special Tax A Requirement.
"Special Tax A Requirement" means for each Tax Zone, that amount to be collected in any Fiscal Year
to pay for certain costs as required to meet the needs for such Tax Zone of CFD No. 2019‐1 in both
the current Fiscal Year and the next Fiscal Year. The costs to be covered shall be the direct costs for
maintenance services including but not limited to (i) maintenance and lighting of parks, parkways,
streets, roads and open space, (ii) maintenance and operation of water quality improvements, (iii)
public street sweeping, (iv) fund an operating reserve for the costs of Services as determined by the
Administrator, and (v) Administrative Expenses. Under no circumstances shall the Special Tax A
Requirement include funds for Bonds.
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“Special Tax B (Contingent)” means the Special Tax B (Contingent) to be levied in each Fiscal Year on
each Assessor’s Parcel of Taxable Property to fund the Contingent Special Tax B Requirement, if
required.
"Taxable Property" means all Assessor’s Parcels within CFD No. 2019‐1, which are not Exempt
Property.
“Taxable Unit” means a Residential Unit, Building Square Footage, or an Acre.
"Tax Zone" means a mutually exclusive geographic area, within which particular Special Tax rates may
be levied pursuant to this Rate and Method of Apportionment of Special Tax. Appendix C identifies
the Tax Zone in CFD No. 2019‐1 at formation; additional Tax Zones may be created when property is
annexed into the CFD.
"Tax Zone 1" means the specific geographic area identified on the CFD Boundary Map as Tax Zone 1.
"Tract(s)" means an area of land; i) within a subdivision identified by a particular tract number on a
Final Map, ii) identified within a Parcel Map; or iii) identified within lot line adjustment approved for
subdivision.
“Undeveloped Property” means, for each Fiscal Year, all Taxable Property not classified as Developed
Property or Approved Property.
B. ASSIGNMENT TO LAND USE CATEGORIES
For each Fiscal Year, all Assessor’s Parcels of Taxable Property within CFD No. 2019‐1 shall be classified
as Developed Property, Approved Property, or Undeveloped Property, and shall be subject to the levy
of Special Taxes as determined pursuant to Sections C and D below. Assessor’s Parcels of Developed
Property and Approved Property shall be classified as either Residential Property or Non‐Residential
Property. Residential Property shall be further classified as Single Family Residential Property or
Multi‐Family Residential Property and the number of Residential Units shall be determined by the
Administrator.
C. MAXIMUM SPECIAL TAX RATES
For purposes of determining the applicable Maximum Special Tax for Assessor’s Parcels of Developed
Property and Approved Property which are classified as Residential Property, all such Assessor’s
Parcels shall be assigned the number of Residential Unit(s) constructed or to be constructed thereon
as specified in or shown on the building permit(s) issued or Final Map as determined by the
Administrator. For Parcels of undeveloped property zoned for development of single family attached
or multi‐family units, the number of Residential Units shall be determined by referencing the
condominium plan, apartment plan, site plan or other development plan, or by assigning the
maximum allowable units permitted based on the underlying zoning for the Parcel. Once a single
family attached or multi‐family building or buildings have been built on an Assessor's Parcel, the
Administrator shall determine the actual number of Residential Units contained within the building
or buildings, and the Special Tax A levied against the Parcel in the next Fiscal Year shall be calculated
by multiplying the actual number of Residential Units by the Maximum Special Tax per Residential
Unit identified for the Tract below or as included in Appendix A as each Annexation occurs.
For purposes of determining the applicable Maximum Special Tax for Assessor’s Parcels of Developed
Property and Approved Property which are classified as Non‐Residential Property, all such Assessor’s
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Parcels shall be assigned the number of Building Square Footage or Acres as shown on the Final Map
as determined by the Administrator. Once the Administrator determines the actual number of
Building Square Footage or Acres for the Assessor’s Parcels, the Special Tax A levied against the
Assessor’s Parcel in the next Fiscal Year shall be calculated by multiplying the number of Building
Square Footage or Acres by the Maximum Special Tax per Taxable Unit identified for the Tax Zone
below or as included in Appendix A as each Annexation occurs.
1. Special Tax A
a. Developed Property
(i) Maximum Special Tax A
The Maximum Special Tax A for each Assessor’s Parcel of Developed Property shall be specific
to each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019‐1,
the rate and method adopted for the annexed property shall reflect the Maximum Special Tax
A for the Tax Zones annexed and included in Appendix A. The Maximum Special Tax A for
Developed Property for Fiscal Year 2019‐2020 within Tax Zone 1 is identified in Table 1 below:
TABLE 1
MAXIMUM SPECIAL TAX A RATES
DEVELOPED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum
Special Tax A
1 TR 17170 Single Family Residential Property RU $961
(ii) Increase in the Maximum Special Tax A
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Developed
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items)
for Los Angeles ‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of the
preceding Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
(iii) Multiple Land Use Categories
In some instances an Assessor's Parcel of Developed Property may contain more than one
Land Use Category. The Maximum Special Tax A that can be levied on an Assessor's Parcel
shall be the sum of the Maximum Special Tax A that can be levied for each Land Use Category
located on that Assessor's Parcel. For an Assessor's Parcel that contains more than one land
use, the Acreage of such Assessor's Parcel shall be allocated to each type of property based
on the amount of Acreage designated for each land use as determined by reference to the
site plan approved for such Assessor's Parcel. The Administrator's allocation to each type of
property shall be final.
b. Approved Property
The Maximum Special Tax A for each Assessor’s Parcel of Approved Property shall be specific to
each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019‐1, the rate
and method adopted for the annexed property shall reflect the Maximum Special Tax A for the
Tax Zone annexed and included in Appendix A. The Maximum Special Tax A for Approved property
Fiscal Year 2019‐20 within Tax Zone 1 is identified in Table 2 below:
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Community Facilities District No. 2019‐1 (Maintenance Services)
TABLE 2
MAXIMUM SPECIAL TAX A RATES
APPROVED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum
Special Tax A
1 TR 17170 Single Family Residential RU $961
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Approved Property
shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los Angeles
‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of the preceding Fiscal Year, or ii)
by two percent (2.0%), whichever is greater.
c. Undeveloped Property
The Maximum Special Tax A for each Assessor’s Parcel of Undeveloped Property shall be specific
to each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019‐1, the
rate and method adopted for the annexed property shall reflect the Maximum Special Tax A for
the Tax Zone annexed and included in Appendix A. The Maximum Special Tax A for Undeveloped
Property for Fiscal Year 2019‐20 within Tax Zone 1 is identified in Table 3 below:
TABLE 3
MAXIMUM SPECIAL TAX A RATES
UNDEVELOPED PROPERTY
Tax Zone Tracts Taxable Unit Maximum Special Tax A
1 TR 17170 Acre $4,338
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Undeveloped Property
shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los Angeles
‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of the preceding Fiscal Year, or ii)
by two percent (2.0%), whichever is greater.
2. Special Tax B (Contingent)
The City Council shall levy Special Tax B (Contingent) only in the event the POA defaults in its obligation
to maintain the Contingent Services, which default shall be deemed to have occurred, as determined by
the Administrator, in each of the following circumstances:
(a) The POA files for bankruptcy;
(b) The POA is dissolved;
(c) The POA ceases to levy annual assessments for the Contingent Services; or
(d) The POA fails to provide the Contingent Services at the same level as the City provides similar
services and maintains similar improvements throughout the City and within ninety (90) days
after written notice from the City, or such longer period permitted by the City Manager, fails
to remedy the deficiency to the reasonable satisfaction of the City Council.
a. Developed Property
(i) Maximum Special Tax B (Contingent)
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Community Facilities District No. 2019‐1 (Maintenance Services)
The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is
shown in Table 4 and shall be specific to each Tax Zone within the CFD. When additional
property is annexed into CFD No. 2019‐1, the rate and method adopted for the annexed
property shall reflect the Maximum Special Tax B (Contingent) for each Tax Zones annexed
and included in Appendix A. The Maximum Special Tax B (Contingent) for Fiscal Year 2019‐20
within Tax Zone 1 is identified in Table 4 below:
TABLE 4
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
DEVELOPED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Single Family Residential Property RU $0
(ii) Increase in the Maximum Special Tax B (Contingent)
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for
Developed Property shall increase by i) the percentage increase in the Consumer Price Index
(All Items) for Los Angeles ‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of
the preceding Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
(iii) Multiple Land Use Categories
In some instances an Assessor's Parcel of Developed Property may contain more than one
Land Use Category. The Maximum Special Tax B (Contingent) that can be levied on an
Assessor's Parcel shall be the sum of the Maximum Special Tax B (Contingent) that can be
levied for each Land Use Category located on that Assessor's Parcel. For an Assessor's Parcel
that contains more than one land use, the Acreage of such Assessor's Parcel shall be allocated
to each type of property based on the amount of Acreage designated for each land use as
determined by reference to the site plan approved for such Assessor's Parcel. The
Administrator's allocation to each type of property shall be final.
b. Approved Property
The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is shown
in Table 5 and shall be specific to each Tax Zone within the CFD. When additional property is
annexed into CFD No. 2019‐1, the rate and method adopted for the annexed property shall reflect
the Maximum Special Tax B (Contingent) for the Tax Zone annexed and included in Appendix A.
The Maximum Special Tax B (Contingent) for Fiscal Year 2019‐20 within the Tax Zone is identified
in Table 5 below:
TABLE 5
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
APPROVED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Single Family Residential Property RU $0
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for Approved
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items) for
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Los Angeles ‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of the preceding
Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
c. Undeveloped Property
The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is shown
in Table 6 and shall be specific to each Tax Zone within the CFD. When additional property is
annexed into CFD No. 2019‐1, the rate and method adopted for the annexed property shall reflect
the Maximum Special Tax B (Contingent) for the Tax Zone annexed and included in Appendix A.
The Maximum Special Tax B (Contingent) for Fiscal Year 2019‐20 within the Tax Zone is identified
in Table 6 below:
TABLE 6
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
UNDEVELOPED PROPERTY
Tax Zone
Tracts Taxable Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Acre $0
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for Undeveloped
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los
Angeles ‐ Riverside ‐ Orange County (1982‐84 = 100) since the beginning of the preceding Fiscal Year,
or ii) by two percent (2.0%), whichever is greater.
D. METHOD OF APPORTIONMENT OF ANNUAL SPECIAL TAX
1. Special Tax A
Commencing with Fiscal Year 2019‐20 and for each following Fiscal Year, the Council shall determine
the Special Tax A Requirement and shall levy the Special Tax A on all Assessor’s Parcels of Taxable
Property until the aggregate amount of Special Tax A equals the Special Tax A Requirement for each
Tax Zone. The Special Tax A shall be levied for each Fiscal Year as follows:
First: The Special Tax A shall be levied Proportionately on all Assessor’s Parcels of Developed
Property within each Tax Zone up to 100% of the applicable Maximum Special Tax to satisfy the Special
Tax A Requirement for such Tax Zone;
Second: If additional moneys are needed to satisfy the Special Tax A Requirement for a Tax Zone
after the first step has been completed, the Special Tax A shall be levied Proportionately on each
Parcel of Approved Property within such Tax Zone up to 100% of the Maximum Special Tax A for
Approved Property;
Third: If additional monies are needed to satisfy the Special Tax A Requirement for a Tax Zone
after the first two steps has been completed, the Special Tax A shall be levied Proportionately on all
Assessor’s Parcels of Undeveloped Property within such Tax Zone up to 100% of the Maximum Special
Tax A for Undeveloped Property.
2. Special Tax B (Contingent)
Commencing with Fiscal Year in which Special Tax B (Contingent) is authorized to be levied and for
each following Fiscal Year, the City Council shall determine the Contingent Special Tax B (Contingent)
Requirement for each Tax Zone, if any, and shall levy the Special Tax on all Assessor’s Parcels of
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Taxable Property within such Tax Zone until the aggregate amount of Special Tax B (Contingent) equals
the Special Tax B ( Contingent) Requirement for such Tax Zone. The Special Tax B (Contingent) Shall
be levied for each Fiscal Year as follows:
First: The Special Tax shall be levied Proportionately on all Assessor’s Parcels of Developed
Property for a Tax Zone up to 100% of the applicable Maximum Special Tax B (Contingent) to satisfy
the Contingent Special Tax B Requirement;
Second: If additional moneys are needed to satisfy the Contingent Special Tax B Requirement after
the first step has been completed, the Special Tax B (Contingent) shall be levied Proportionately on
each Parcel of Approved Property within such Tax Zone up to 100% of the Maximum Special Tax B
(Contingent) for Approved Property;
Third: If additional monies are needed to satisfy the Contingent Special Tax B Requirement after
the first two steps has been completed, the Special Tax B (Contingent) shall be levied Proportionately
on all Assessor’s Parcels of Undeveloped Property within such Tax Zone up to 100% of the Maximum
Special Tax B (Contingent) for Undeveloped Property.
E. FUTURE ANNEXATIONS
It is anticipated that additional properties will be annexed to CFD No. 2019‐1 from time to time. As
each annexation is proposed, an analysis will be prepared to determine the annual cost for providing
Services. Based on this analysis, the property to be annexed, pursuant to California Government Code
section 53339 et seq. will be assigned to the appropriate Maximum Special Tax rate for the Tax Zone
when annexed and included in Appendix A.
F. DURATION OF SPECIAL TAX
For each Fiscal Year, the Special Tax A shall be levied as long as the Services are being provided.
For each Fiscal Year, the Special Tax B (Contingent) shall be levied as long as the Contingent Services
are being provided.
G. EXEMPTIONS
The City shall classify as Exempt Property within CFD No. 2019‐1, any Assessor’s Parcels; (i) which are
owned by, irrevocably offered for dedication, encumbered by or restricted in use by any public entity;
(ii) with public or utility easements making impractical their utilization for other than the purposes set
forth in the easement; (iii) which are privately owned but are encumbered by or restricted solely for
public uses; or (iv) which is in use in the performance of a public function as determined by the
Administrator.
H. APPEALS
Any property owner claiming that the amount or application of the Special Taxes are not correct may
file a written notice of appeal with the City not later than twelve months after having paid the first
installment of the Special Tax that is disputed. A representative(s) of CFD No. 2019‐1 shall promptly
review the appeal, and if necessary, meet with the property owner, consider written and oral evidence
regarding the amount of the Special Tax, and rule on the appeal. If the representative’s decision
requires that the Special Tax for an Assessor’s Parcel be modified or changed in favor of the property
owner, a cash refund shall not be made, but an adjustment shall be made to the Special Tax on that
Assessor’s Parcel in the subsequent Fiscal Year(s).
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Community Facilities District No. 2019‐1 (Maintenance Services)
I. MANNER OF COLLECTION
The Special Tax shall be collected in the same manner and at the same time as ordinary ad valorem
property taxes, provided, however, that CFD No. 2019‐1 may collect the Special Tax at a different time
or in a different manner if necessary to meet its financial obligations.
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APPENDIX A
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019‐1 (MAINTENANCE SERVICES)
COST ESTIMATE
Special Tax A Services ‐ The estimate breaks down the costs of providing one year's maintenance
services for Fiscal Year 2023‐24. These services are being funded by the levy of Special Tax A for
Community Facilities District No. 2019‐1.
TAX ZONE 30
LM 2022‐11
Item Description Estimated Cost
1 Lighting $100
2 Streets $1,652
3 Reserves $15
4 Admin $1,000
Total $2,767
Special Tax B Contingent Services – The estimate in the table below breaks down the costs of
providing one year’s contingent maintenance services for Fiscal Year 2023‐24. If necessary, these
services will be funded by the levy of Special Tax B (Contingent) for Community Facilities District
No. 2019‐1 Tax Zone 30.
TAX ZONE 30 (CONTINGENT SERVICES)
LM 2022‐11
Item Description Estimated Cost
1 Streets $115
2 Admin $1,000
Total $1,115
TAX ZONE 30
FY 2023‐24 MAXIMUM SPECIAL TAX RATES
DEVELOPED PROPERTY AND APPROVED PROPERTY
Land Use
Category
Taxable
Unit
Maximum
Special Tax A
Maximum
Special Tax B
Non‐Residential Property Acre $922 $372
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TAX ZONE 30
FY 2023‐24 MAXIMUM SPECIAL TAX RATES
UNDEVELOPED PROPERTY
Taxable
Unit
Maximum
Special Tax A
Maximum
Special Tax B
Acre $922 $372
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TAX ZONE SUMMARY
Annexation
Tax
Zone
Tract
APN
Fiscal
Year
Maximum
Special Tax A
Maximum
Special Tax B
Subdivider
Original 1 17170 2019‐20 $961 / RU $0 / RU Santiago Communities, Inc.
1 2 17329 2019‐20 $473 / RU $0 / RU JEC Enterprises, Inc.
2 3 PM 19814 2020‐21 $608 / Acre $0 / Acre GWS #4 Development, LLC
3 4 0266‐041‐39 2019‐20 $1,136 / Acre $0 / Acre Devore Storage Facility, LLC
4 5 TR 20006 2020‐21 $344 / RU $57 / RU TH Rancho Palma, LLC
5 6 PM 19701 2020‐21 $1,895 / Acre $528 / Acre Strata Palma, LLC
6 7 PM 20112 2020‐21 $3,197 / Acre $0 / Acre San Bernardino Medical Center LLC
7 8 TR 20293 2021‐22 $2,913 / Acre $334 / Acre ICO Fund VI, LLC
8 9 LM 2019‐021 2021‐22 $815 / Acre $232 / Acre TR 2600 Cajon Industrial LLC
9 10 TR 20189 2021‐22 $490 / Acre $154 / Acre Central Commerce Center, LLC
10 11 LD 1900086 2021‐22 $1,472 / Acre $0 / Acre Lankershim Industrial, LLC
11 12 TR 20305 2022‐23 $175 / Acre $0 / Acre Prologis, LP
12 13 LLA 2020‐004 2022‐23 $1,169 / Acre $0 / Acre Dreamland Real Estate Holdings
13 14 TR 5907 2022‐23 $2,268 / Acre $0 / Acre Magic Laundry Services, Inc.
14 15 0136‐191‐21 2022‐23 $5,277 / Acre $0 / Acre Ahmad Family Trust
15 16 TR 20216 2022‐23 $7,089 / Acre $0 / Acre Gateway SB, LLC
16 17 TR 20145 2022‐23 $646 / RU $0 / RU RCH‐CWI Belmont, LP
17 18 CUP 20‐07 2022‐23 $7,433 / Acre $0 / Acre George A. Pearson
18 19 TR 20258 2022‐23 $588 / RU $0 / RU RGC Family Trust
19 20 LM 21‐10 2022‐23 $5,284 / Acre $0 / Acre 170 East 40th Street, LLC
20 21 LM 22‐04 2022‐23 $6,397 / Acre $0 / Acre 108 Highland, LP
21 22 LM 2021‐013 2022‐23 $807 / Acre $0 / Acre SBABP IV, LLC
22 23 TR 4592 2022‐23 $847 / Acre $320 / Acre 1300 E Highland Ave LLC
23 24 LLA 2020‐005 2022‐23 $1,385 / Acre $978 / Acre Vone SB, LLC
24 25 TR 20494 2022‐23 $174 / RU $17 / RU PI Properties, LLC
25 26 TR 20495 2022‐23 $204 / RU $45 / RU Pacific West Company, et al.
26 To Be Determined
27 28 PM 20320 2022‐23 $1,851 / Acre $292 / Acre SB Drake Central Avenue LLC
28 29 TR 17329 2023‐24 $347 / RU $0 / RU Verdemont Ranch 20, LLC
29 30 LL 2022‐11 2022‐23 $922 / Acre $372 / Acre CIVF VI – CA1W01, LLC
30 31 PM 20143 2022‐23 $2,957 / Acre $1,855 / Acre California Cajun Properties LLC
31 32 PM 20334 2023‐24 $358 / Acre $94 / Acre Elliott Precision Block Co.
32 33 PM 3613,
4230 & 4250 2022‐23 $1,094 / Acre $186 / Acre S.B. Universal Self Storage LLC
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Community Facilities District No. 2019‐1 (Maintenance Services)
Annexation
Tax
Zone
Tract
APN
Fiscal
Year
Maximum
Special Tax A
Maximum
Special Tax B
Subdivider
33 34 PM 20392 2023‐24 $2,785 / Acre $158 / Acre GWS #7 Development, LLC
34 35 CUP 21‐16 2023‐24 $533 / Acre $193 / Acre MLG SB Land LLC & Grandfather’s
Land Holdings LLC
ESCALATION OF MAXIMUM SPECIAL TAXES
On each July 1, commencing on July 1, 2020 the Maximum Special Tax shall increase by i) the
percentage increase in the Consumer Price Index (All Items) for Los Angeles ‐ Riverside ‐ Orange
County (1982‐84 = 100) since the beginning of the preceding Fiscal Year, or ii) by two percent
(2.0%), whichever is greater.
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Community Facilities District No. 2019‐1 (Maintenance Services)
APPENDIX B
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019‐1 (MAINTENANCE SERVICES)
DESCRIPTION OF AUTHORIZED SERVICES
The services which may be funded with proceeds of the special tax of CFD No. 2019‐1, as provided by
Section 53313 of the Act, will include all costs attributable to maintaining, servicing, cleaning, repairing
and/or replacing landscaped areas (may include reserves for replacement) in public street right‐of‐ways,
public landscaping, public open spaces and other similar landscaped areas officially dedicated for public
use. These services including the following:
(a) maintenance and lighting of parks, parkways, streets, roads and open space, which
maintenance and lighting services may include, without limitation, furnishing of electrical power to street
lights and traffic signals; repair and replacement of damaged or inoperative light bulbs, fixtures and
standards; maintenance (including irrigation and replacement) of landscaping vegetation situated on or
adjacent to parks, parkways, streets, roads and open space; maintenance and repair of irrigation facilities;
maintenance of public signage; graffiti removal from and maintenance and repair of public structures
situated on parks, parkways, streets, roads and open space; maintenance and repair of playground or
recreation program equipment or facilities situated on any park; and
(b) maintenance and operation of water quality improvements which include storm drainage
and flood protection facilities, including, without limitation, drainage inlets, catch basin inserts, infiltration
basins, flood control channels, fossil fuel filters, and similar facilities. Maintenance services may include
but is not limited to the repair, removal or replacement of all or part of any of the water quality
improvements, fossil fuel filters within the public right‐of‐way including the removal of petroleum
hydrocarbons and other pollutants from water runoff, or appurtenant facilities, clearing of inlets and
outlets; erosion repairs; and cleanup to improvements, and other items necessary for the maintenance,
servicing; or both of the water quality basin improvements within flood control channel improvements;
and
(c) public street sweeping, on the segments of the arterials within the boundaries of CFD No.
2019‐1; as well as local roads within residential subdivisions located within CFD No. 2019‐1; and any
portions adjacent to the properties within CFD No. 2019‐1; and
In addition to payment of the cost and expense of the forgoing services, proceeds of the special tax may
be expended to pay “Administrative Expenses,” as said term is defined in the Rate and Method of
Apportionment.
The above services shall be limited to those provided within the boundaries of CFD No. 2019‐1 or for the
benefit of the properties within the boundaries of CFD No. 2019‐1, as the boundary is expanded from time
to time by anticipated annexations, and said services may be financed by proceeds of the special tax of
CFD No. 2019‐1 only to the extent that they are in addition to those provided in the territory of CFD No.
2019‐1 before CFD No. 2019‐1 was created.
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Community Facilities District No. 2019‐1 (Maintenance Services)
APPENDIX C
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019‐1 (MAINTENANCE SERVICES)
PROPOSED BOUNDARIES AND POTENTIAL ANNEXATION AREA BOUNDARIES
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0280-051-150280-051-120280-051-11VALLEY VIEW AVESANTA FE STHOLDEN DRANNEXATION MAP NO. 29COMMUNITY FACILITIES DISTRICT NO. 2019-1(MAINTENANCE SERVICES)CITY OF SAN BERNARDINOCOUNTY OF SAN BERNARDINO, STATE OF CALIFORNIASHEET 1 OF 1 SHEETTHIS MAP SHOWS THE BOUNDARIES OF AREAS TO BEANNEXED TO COMMUNITY FACILITIES DISTRICT NO. 2019-1(MAINTENANCE SERVICES), OF THE CITY OF SANBERNARDINO, COUNTY OF SAN BERNARDINO, STATE OFCALIFORNIA. THE BOUNDARIES OF WHICH COMMUNITY FACILITIESDISTRICT ARE SHOWN AND DESCRIBED ON THE MAPTHEREOF WHICH WAS PREVIOUSLY RECORDED ONJUNE 6, 2019 IN BOOK 88 OF MAPS OF ASSESSMENTAND COMMUNITY FACILITIES DISTRICT AT PAGE 32 ANDAS INSTRUMENT NO. 2019-0185323 IN THE OFFICE OF THECOUNTY RECORDER OF THE COUNTY OF SAN BERNARDINO,STATE OF CALIFORNIA. I HEREBY CERTIFY THAT THE WITHIN MAP SHOWING PROPOSEDBOUNDARIES OF COMMUNITY FACILITIES DISTRICT 2019-1(MAINTENANCE SERVICES) FOR THE CITY OF SAN BERNARDINO,COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA, WASAPPROVED BY THE CITY COUNCIL OF THE CITY OF SANBERNARDINO AT A REGULAR MEETING THEREOF, HELDON THE ____ DAY OF ____________________, 20 ____. BY ITS RESOLUTION NO. ____________________ _________________________________________CITY CLERK, CITY OF SAN BERNARDINO FILED IN THE OFFICE OF THE CITY CLERK THIS _____ DAY OF________, 20 ____. _________________________________________ CITY CLERK, CITY OF SAN BERNARDINOCFD 2019-1TAX ZONE 30^_£¤66·|}þ18·|}þ330·|}þ210§¨¦215§¨¦10£¤66THIS ANNEXATION MAP CORRECTY SHOWS THE LOT ORPARCEL OF LAND INCLUDED WITHIN THE BOUNDARIES OFTHE COMMUNITY FACILITIES DISTRICT. FOR DETAILSCONCERNING THE LINES AND DIMENSIONS OF LOTS ORPARCEL REFER TO THE COUNTY ASSESSOR MAPS FORFISCAL YEAR 2022-23.-LEGEND ANNEXATION AREA BOUNDARYPARCEL LINECITY BOUNDARYXXXX-XXX-XX ASSESSOR PARCEL NUMBER (APN)30 TAX ZONETHIS MAP WAS FILED UNDER DOCUMENT NUMBER_____________, THIS ____ DAY OF _______, 20 ____, AT_____ M. IN BOOK ___ OF __________ AT PAGE ____, ATTHE REQUEST OF _____________________________IN THE AMOUNT OF $_________ CHRIS WILHITE ASSESSOR-RECORDER SAN BERNARDINO COUNTY BY:________________________________ DEPUTY RECORDER SAN BERNARDINO COUNTY RECORDER'S CERTIFICATE30EXHIBIT D Packet Pg. 127
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EXHIBIT E
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EXHIBIT F
NOTICE OF PUBLIC HEARING ON INTENTION TO ANNEX TERRITORY TO AN
EXISTING COMMUNITY FACILITIES DISTRICT 2019-1 (MAINTENANCE SERVICES)
(ANNEXATION NO. 29)
NOTICE IS HEREBY GIVEN that the City Council of the City of San Bernardino on March 1, 2023 adopted
its Resolution No. 2023-___, in which it declared its intention to annex territory to existing Community
Facilities District No. 2019-1 (Maintenance Services) (the "CFD No. 2019-1"), and to levy a special tax to
pay for certain maintenance services, all pursuant to the provisions of the Mello-Roos Community Facilities
Act of 1982, Chapter 2.5, Part 1, Division 2, Title 5 of the California Government Code. The resolution
describes the territory to be annexed and describes the rate and method of apportionment of the proposed
special tax. No change in the tax levied in the existing CFD No. 2019-1 is proposed.
NOTICE IS HEREBY FURTHER GIVEN that the City Council has fixed 7:00 p.m., or as soon thereafter as
practicable, Wednesday, April 5, 2023 at the Bing Wong Auditorium of the Norman F. Feldheym Public
Library at 555 W. 6th Street, San Bernardino, California, as the time and place when and where the City
Council will conduct a public hearing on the annexation of territory to CFD No. 2019-1. At the hearing, the
testimony of all interest persons for or against the annexation of the territory or the levying of the special
taxes will be heard. If and to the extent participation in the April 5, 2023 meeting must occur by
teleconference, videoconference, or other electronic means authorized by the Ralph M. Brown Act or an
Executive Order of the Governor of California, the means and methods for participating the meeting shall
be posted on the Agenda for said meeting, which shall be posted at least 72 hours prior to the meeting on
the City of San Bernardino (www.sbcity.org), and outside of the Bing Wong Auditorium of the Norman F.
Feldheym Public Library at 555 W. 6th Street, San Bernardino, California, 92410. A copy of the Agenda
will be made available upon request to the San Bernardino City Clerk's office at 909-384-5002.
DATED: ____________, 2023 _________________________________________
City Clerk of the City of San Bernardino
PUB: _______________, 2023
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EXHIBIT G
CITY OF SAN BERNARDINO
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
ANNEXATION NO. 29
(April 5, 2023)
This ballot is for the use of the authorized representative of the following owner of land within
Community Facilities District No. 2019-1 (Maintenance Services) (“CFD No. 2019-1”) of the City
of San Bernardino:
Name of Landowner Number of Acres Owned Total Votes
CIVF VI – CA 1W01, LLC 3.28 4
According to the provisions of the Mello-Roos Community Facilities Act of 1982, and resolutions
of the City Council (the “Council”) of the City of San Bernardino (the “City”), the above-named
landowner is entitled to cast the number of votes shown above under the heading “Total Votes,”
representing the total votes for the property owned by said landowner. The City has sent the
enclosed ballot to you so that you may vote on whether or not to approve the special tax.
This special tax ballot is for the use of the property owner of the parcels identified below, which
parcels are located within the territory proposed to form the CFD No. 2019-1, City of San
Bernardino, County of San Bernardino, State of California. Please advise the City Clerk, at (909)
384-5002 if the name set forth below is incorrect or if you are no longer one of the owners of these
parcels. This special tax ballot may be used to express either support for or opposition to the
proposed special tax. To be counted, this special tax ballot must be signed below by the owner
or, if the owner is not an individual, by an authorized representative of the owner. The ballot must
then be delivered to the City Clerk, either by mail or in person, as follows:
Mail
Delivery: If by mail, place ballot in the return envelope provided, and mail no later than March
22, 2023, two calendar weeks prior to the date set for the election. Mailing later
than this deadline creates the risk that the special tax ballot may not be received
in time to be counted.
Personal
Delivery: If in person, deliver to the City Clerk at any time up to 7:00 p.m. on April 5, 2023,
at the Clerk’s office at 201 N. “E” Street, Bldg A, City of San Bernardino, CA 92401.
However delivered, this ballot must be received by the Clerk prior to the close of the public
meeting on April 5, 2023.
Very truly yours,
Genoveva Rocha, CMC, City Clerk
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TO CAST THIS BALLOT, PLEASE RETURN THIS ENTIRE PAGE.
OFFICIAL SPECIAL TAX BALLOT
Name & Address of Property Owner: Assessor’s Parcel Number(s):
CIVF VI – CA1W01, LLC
Attn: Kevin Rice
12126 West Sunset Boulevard
Los Angeles, CA 90049
0280-051-11, -12, -15
CITY OF SAN BERNARDINO
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
AN “X” OR OTHER MARK WILL CAST ALL VOTES ASSIGNED TO THIS BALLOT
SPECIAL TAX BALLOT MEASURE MARK “YES” OR “NO”
WITH AN “X”:
Shall the City Council of the City of San Bernardino be authorized to
levy a special tax on an annual basis at the rates and apportioned
as described in Exhibit C to the Resolution Declaring its Intention to
Annex territory to Community Facilities District No. 2019-1
(Maintenance Services) adopted by the City Council on March 1,
2023 (the “Resolution”), which is incorporated herein by this
reference, within the territory identified on the map entitled
“Annexation Map No. 29 of Community Facilities District No. 2019-1
(Maintenance Services) City of San Bernardino” to finance certain
services as set forth in Section 4 to the Resolution (including
incidental expenses), and shall an appropriation limit be established
for the Community Facilities District No. 2019-1 (Maintenance
Services) in the amount of special taxes collected?
YES _________
NO _________
Certification for Special Election Ballot
The undersigned is an authorized representative of the above-named landowner and is the
person legally authorized and entitled to cast this ballot on behalf of the above-named landowner.
I declare under penalty of perjury under the laws of the State of California that the foregoing is
true and correct and that this declaration is executed on ____________, 20__.
Kevin Rice
Vice President
Signature
Print Name
Title
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PATRIOT- VALLEY VIEW INDUSTRIALSITE PLAN EXHIBITCFD MAINTENANCECFD MAINTENANCE AREAEXHIBIT H Packet Pg. 142
DRAKE DR
HOLDEN DR
VALLEY VIEW AVEGIFFORD AVEFOISY STSANTA FE ST
^_
£¤66
MIL L ST
SPRUCE ST
SIERRA WAYNINTH ST
2ND S T
MAGNOLIA AVE
ORANGE SHOW RD
4TH ST
RANCHO AVEBASE LINE ST
CEDAR AVETIPPECANOE STCENTRAL AVE
MT VERNON AVENORMA N RD
PENNSYLVANIA AVEWATERMAN AVEACADEMY STMT.VIEW AVECOLTON AVEREDLANDS BLVD
MIL L ST§¨¦215
§¨¦10
CFD N O. 2019-1 (M AINTEN ANCE SERVICES)ANNEXATION NO. 29
PROJECT MAP
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1
1
5
1
CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Barbara Whitehorn, Agency Director of Administrative Services
Department:Finance
Subject:Investment Portfolio Report for December 2022 (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, accept and file the Monthly Investment Portfolio Report December 2022.
Background
The City’s Statement of Investment Policy requires that a monthly Investment Portfolio
Report be prepared and submitted to the Mayor and City Council. The Director of
Finance will prepare, review, and present the City’s Investment Portfolio Report and
confirm that the portfolio is in compliance with the City’s Investment Policy.
Discussion
The Investment Portfolio Report provides a synopsis of investment activity for the City’s
investment portfolio for the month ended December 31, 2022.
The City’s Investment Portfolio is in full compliance with the City’s current Investment
Policy and California Government Code section 53601, and there is sufficient cash flow
from a combination of liquid and maturing securities, bank deposits, and income to
meet the City’s expenditure requirements.
2021-2025 Strategic Targets and Goals
The acceptance and filing of the attached Investment Portfolio Report aligns with Key
Target No. 1: Improved Operational & Financial Capacity by implementing,
maintaining, and updating a fiscal accountability plan.
Fiscal Impact
There is no fiscal impact associated with receiving and filing the monthly investment
report.
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1
5
1
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, accept and file the Monthly Investment Portfolio Report for December 2022.
Attachments
Attachment 1 Investment Portfolio Management Summary Report
December 2022
Ward:
All Wards
Synopsis of Previous Council Actions:
N/A
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Barbara Whitehorn, Agency Director of Administrative Services
Department:Finance
Subject:Approval of Commercial and Payroll Disbursements
(All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California approve the commercial and payroll disbursements for February 2023.
Background
Completed commercial and payroll disbursement registers are submitted to the Mayor
and City Council for approval. This happens on a regular basis, typically every meeting
for the most recently completed disbursement registers.
The detailed warrant registers are available on the City Website and are updated
weekly by the Finance Department. The registers may be accessed by copying the
following link into an internet browser:
https://sbcity.org/city_hall/finance/warrant_register
Discussion
Gross Payroll
Bi-Weekly for February 2, 2023 $2,736,568.29
Total Payroll Demands: $2,736,568.29
The followi ng check registers are bei ng presented for approval:
January 26, 2023 2022/23 (Register #33)$1,615,975.97
February 2, 2023 2022/23 (Register #34)$1,426,045.30
Total commercial check demands:$3,042,021.27
The following Electroni c Funds Transfer (EFT) registers presented for approval:
December 13, 2022 to January 12, 2023 2022/23 (Register #1405-1414)$1,671,865.91
Total commerci al EFT demands:$1,671,865.91
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2021-2025 Strategic Targets and Goals
Approval of the noted check and EFT registers for commercial and payroll
disbursements align with Key Target No. 1: Improved Operational & Financial Capacity
by creating a framework for spending decisions.
Fiscal Impact
Amounts noted in the disbursement registers have no further fiscal impact. Amounts
were paid consistent with existing budget authorization and no further budgetary
impact is required.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino
approve the commercial and payroll disbursements for February 2023.
Attachments
Attachment 1 Payroll Summary Report for February 2023
Attachment 2 Commercial checks & Payroll Register #33
Attachment 3 Commercial checks & Payroll Register #34
Attachment 4 Commercial EFT Registers #1405-1414
Ward:
All Wards
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely Interim City Manager;
Ed Erjavek, Library Director
Department:Library
Subject:Library Revenue and Expense Budget (All Wards)
Recommendation:
Adopt Resolution No. 2023-033 of the Mayor and City Council of the City of San
Bernardino, California:
1. Accepting funding of $10,303 from the Inland Library System, $8,671.27 from
CTC Technology & Energy and $200 from San Bernardino Emblem Club No.
178.
2. Authorizing the Agency Director of Administrative Services to amend the FY
2022/23 Adopted Budget for the Library including $19,174.27 in both revenues
and expenditures.
Background
San Bernardino Public Library (SBPL) has recently received additional revenue from
three sources:
•$10,303 from the Inland Library System (ILS) for electronic resources for
patrons.
•$8,671.27 overpayment refund.
The Library participates in a consortium that provides internet access to public
libraries throughout the state. 90% of the cost is funded by the federal E-Rate
program, which provides funding for public libraries to provide internet access to
patrons. The majority of the City’s funding is in the form of discounts in the cost
of internet services. The $8,671.27 is a refund for an overpayment by the City.
The payment comes from CTC Technology & Energy, which is an independent
communications and technology consulting firm that serves as the fiscal agent
for this program.
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•A $200 donation was received from the San Bernardino Emblem Club No.178
for children’s projects and/or books.
Discussion
The funds listed above need to be added to the Library revenue and expense budget.
The $10,303 in ILS funds are for e-content and have traditionally been dedicated to
purchasing Overdrive eBook and eAudiobook content for library cardholders. The
$8,671.27 refunded overpayment is discretionary and will be added to the Library
expense budget where it is most needed.
2021-2025 Strategic Targets and Goals
The acceptance and administration of this funding aligns with Key Target No. 1:
Financial Stability and Key Target No. 3: Improved Quality of Life, with customer
service.
Fiscal Impact
There is no net impact to the General Fund with this recommendation. The General
Fund FY 2022/23 Operating Budget will be amended by $19,174.27 in both revenue
and expenditures.
Conclusion
Adopt Resolution No. 2023-033 of the Mayor and City Council of the City of San
Bernardino, California:
1. Accepting funding of $10,303 from the Inland Library System, $8,671.27 from CTC
Technology and $200 from San Bernardino Emblem Club No. 178.
2. Authorizing the Agency Director of Administrative Services to amend the FY
2022/23 Adopted Budget for the Library including $19,174.27 in both revenues and
expenditures.
Attachments
Attachment 1 Resolution 2023-033
Ward:
All Wards
Synopsis of Previous Council Actions:
December 1, 2021 The Mayor and City Council adopted Resolution No. 2021-
289 for Fiscal Year 2021/22 1ST Quarter Report including
$3,345 of funds from the ILS for electronic resources and
$12,000 in unbudgeted E-Rate funding revenue.
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Resolution No. 2023-033
Resolution 2023-033
March 1, 2023
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RESOLUTION NO. 2023-033
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
ACCEPTING FUNDING OF $10,303 FROM THE INLAND
LIBRARY SYSTEM, $8,671.27 FROM CTC TECHNOLOGY
& ENERGY AND $200 FROM SAN BERNARDINO
EMBLEM CLUB NO. 178 AND AUTHORIZING THE
AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES
TO AMEND THE FY 2022/23 ADOPTED BUDGET FOR THE
LIBRARY INCLUDING APPROPRIATING $19,174.27 IN
REVENUES AND EXPENDITURES.
WHEREAS, Accepting funding of $10,303 from the Inland Library System, $8,671.27
from CTC Technology & Energy and $200 from San Bernardino Emblem Club No. 178; and
WHEREAS, the San Bernardino Public Library will utilize this funding to increase its
materials and resources for its Library cardholders; and
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. The Agency Director of Administrative Services is authorized to amend the
FY 2022/23 Adopted Budget for the Library including appropriating $19,174.27 in revenues and
expenditures.
SECTION 3.The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 4.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
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Resolution No. 2023-033
Resolution 2023-033
March 1, 2023
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APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-033
Resolution 2023-033
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-033, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations, and Maintenance
Department:Public Works
Subject:Task Order Issued to Willdan Engineering for Augmented
Engineering Services Pursuant to Professional Service
Agreement for On-Call Engineering Services (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California,
1. Approve a Task Order Willdan Engineering001 to Willdan Engineering to provide
augmented Land Development and National Pollutant Discharge Elimination System
(NPDES) Programmatic Services pursuant to the approved Professional Services
Agreement (PSA) for On-Call Engineering Services; and
2. Authorize the Agency Director of Administrative Services to issue a purchase order
in the amount of $99,720.00.
Background
On November 16, 2022, the City Council approved a standard Professional Service
Agreement with 24 Engineering firms to provide the following services:
•Street Construction Projects that will require DOT Traffic Control Designs
•Storm Drain Projects
•Wastewater Projects
•Structural Design and Construction Projects
•Environmental Consulting
•Geotechnical Engineering Investigation
•Surveying Services
•Landscaping Design
•Construction Inspection and Construction Management
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•Architecture
•Civil Engineering
•Mechanical Engineering
•Electrical Engineering
•Plumbing Engineering
•Project Management/Staff Augmentation
The selection of the firms was based on each consultant meeting the pre-qualified
requirements, licensing, and certifications without being debarred, suspended, or
ineligible from bidding or accepting work from any State of California or Federal
contracts.
Discussion
The City of San Bernardino processed 1,020 land development permit applications in
year 2022. The number of land development permit applications that the Public Works
Department received and processed have increased by 100 percent in the last year
from the previous years. These permits include on-site improvement/grading permit,
off-site improvement permit, landscape plan permit, ROW encroachment permit,
tract/parcel map, lot line adjustment, lot merger, Water Quality Management Plan, best
management practices plan, erosion control plan, and stormwater pollution prevention
plan. The NPDES program ensures that the City complies with the NPDES and MS4
Program regulated by the California State Regional Water Quality Control Board.
Due to the increased workload of the Land Development Manager who is currently
serving as the Acting City Engineer/Deputy Director of Engineering and the high
demand of the large volume and many complex land development projects and
sensitive NPDES subject matters, staff seeks to issue a task order (Attachment 1-
Exhibit B) pursuant to the approved PSA to provide professional engineering and
program management services related to managing the City’s Land Development and
NPDES Program. This will allow the department to continue implementing the Land
Development and NPDES program while maintaining a high level of customer service.
Staff will work with the consultant program managers to continuously improve the land
development workflow process and efficiency and to update and implement the post-
construction NPDES database and inspection program.
On January 27, 2023, staff requested proposals to provide Land Development and
NPDES Programmatic Services. Two (2) responses to the RFP were received on
February 10, 2023.
Firm Name Location Proposed Amount
Willdan Engineering Inc.San Bernardino, CA $99,720.00
Transtech Engineers Chino, CA*$126,000.00
Note- Transtech Engineers has a local office in San Bernardino.
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Each firm proposed a different approach to provide the Land Development and NPDES
Programmatic Services based on a requested 40 hours per week as indicated in the
RFP.
A selection committee consisting of Public Works management level staff reviewed the
two proposals and conducted firm interviews. Willdan Engineering received superior
ratings in the following categories: necessary related experience, adequacy of staff,
depth of understanding of the City’s Land Development and NPDES needs and
approach to augment staff.
As indicated in their proposal and further elaborated in their presentation, Willdan
Engineering has extensive experience throughout Los Angeles and San Bernardino
County and provided an extensive and thorough transition plan which staff found to be
effective.
Lastly, it‘s important to note that the approved PSA at the time of preparing the staff
report was in the signature routing process. Willdan Engineering will not be issued a
Notice to Proceed (NTP) until the PSA is fully executed.
2021-2025 Strategic Targets and Goals
This task order is consistent with Key Target No. 1f: Improved Operational and
Financial Capacity - Create an asset management plan. Approval of this
comprehensive and formal approach will support the City with the long-term
management of capital assets and provide strategic practices to effectively deliver
community benefits and economic growth.
Fiscal Impact
As indicated in the November 16, 2022, staff report, any project with a total budget
estimated to exceed $50,000 will be presented to the City Council for approval prior to
authorizing a notice to proceed on the Task Order.
The recommended task order total is within the City’s approved budget. The budget for
the proposed work was previously established through the Adopted FY22-23 Budget
in account number 001-400-0030*5502. The following table provides the proposed
amount by account.
Account Number Proposed Amount
001-400-0030*5502 $99,720.00
Total $99,720.00
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California,
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1. Approve a Task Order Willdan Engineering001 to Willdan Engineering to provide
augmented Land Development and National Pollutant Discharge Elimination System
(NPDES) Programmatic Services pursuant to the approved Professional Services
Agreement (PSA) for On-Call Engineering Services;
2. Authorize the Agency Director of Administrative Services to issue a purchase order
in the amount of $99,720.00.
Attachments
Attachment 1 Task Order Willdan Engineering001
Attachment 2 Willdan Engineering Professional Service Agreement
Attachment 3 Willdan Engineering Proposal
Attachment 4 Transtech Engineers Proposal
Ward:
All Wards
Synopsis of Previous Council Actions:
November 16, 2022 Mayor and City Council approve On-Call Engineering
Service Professional Service Agreements.
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EXHIBIT B
TASK ORDER
Task Order No.: Willdan Engineering001
Agreement: ON-CALL PROFESSIONAL SERVICES AGREEMENT
Consultant: Willdan Engineering
The Consultant is hereby authorized to perform the following services subject to
the provisions of the Agreement identified above:
List any attachments:
1. Scope of Service
2. Willdan Engineering Proposal
Dollar Amount of Task Order: Not to exceed $99,720
Completion Date: 06/30/23
The undersigned Consultant hereby agrees that it will provide all equipment, furnish all
materials, except as may be otherwise noted above, and perform all services for the work
above specified in accordance with the Agreement identified above and will accept as full
payment therefore the amount shown above.
CITY OF SAN BERNARDINO Willdan Engineering
Dated: Dated:
By: By:
Daniel Hernandez Adel M. Freij, PE
Director of Public Works Director of City Engineering
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SCOPE OF SERVICE
Program Management services shall include, but are not limited to:
1. Land Development Program
a. Process new land development project applications, collect application fees and
development impact fees.
b. Upload completed new applications to Dropbox folders and email consultants and Public
Works staff.
c. Coordinate plan check review process with applicant and consultant.
d. When plan check is completed and approved, issue construction and encroachment permits,
collect permit fees.
e. Schedule and conduct pre-construction meeting.
f. Coordinate construction inspection activities with inspectors.
g. Construction completion close-out, as-built plans, bond release.
h. Development Environmental Review Committee and Planning projects review and provide
comments.
2. NPDES Program
a. Coordinate Water Quality Management Plan (WQMP) and Storm Water Pollution
Prevention Plan (SWPPPP) plan check review process with applicant and consultant.
b. Review and approve non-category WQMP, Best Management Practices (BMP) plan, Erosion
Control Plan, SWPPP.
c. When plan check is completed and approved, issue construction permit, collect permit fees.
d. Schedule and conduct pre-construction meeting.
e. Coordinate construction activities with inspector.
f. Construction completion: WQMP maintenance Agreement signing and recording.
g. RWQCB Industrial Permits: regulatory compliance and annual reporting.
h. Manage MS4 Permit Compliance and regulatory updates. Respond to illicit discharges.
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City of
San
Bernardino
February 10, 2023
Request for Proposal
Land Development and NPDES Program
Management Services
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February 10, 2023
City of San Bernardino
Public Works Department
290 North D St
San Bernardino, CA 92401
Attention: Susan Pan, PE, QSD/QSP
Acting Deputy Public Works Director/City Engineer
Submitted via: Email
Subject: Proposal for Land Development and NPDES Program Management Services
The City of San Bernardino (City) is seeking professional engineering and program management services
related to implementing the City’s Land Development and National Pollutant Discharge Elimination
Systems (NPDES) programs. Willdan Engineering (Willdan) has been providing specialized solutions tailored
to the unique needs of municipalities and other local government agencies for over 59 years and with the
City of San Bernardino for 46 years. Our firm's commitment to responsive service and successful project
delivery has given us a reputation as a firm that can be trusted to listen and to deliver a product our clients
envision and embrace.
The Team - Willdan’s proposed Project Manager, Joseph Bellomo, PE, QSD/P is a Principal Project
Manager at Willdan, and he will have overall responsibility for the services we provide. Since 2004, Mr.
Bellomo and his team have implemented and managed all aspects of the municipal NPDES Permit for
many Willdan clients. Currently, he provides city engineering services to two cities and manages a team
that implements NPDES permit compliance programs for ten municipal clients in three counties under the
jurisdiction of two regional water quality control boards. For this contract, Mr. Bellomo will be supported
by Emilio De Murga, PE and Johnny Ghazal, PE, QSD/P, both of whom have experience of working for the
City and years of land development and plan checking experience. Supporting their efforts will be Kelsey
Reed, CESSWI, QSP, HAZWOPER, and a team of highly qualified Environmental Analysts and inspectors
capable of managing and implementing all aspects of the municipal, industrial, and construction general
NPDES permits.
The Approach - The services Mr. Ghazal currently provide the City coupled with Mr. De Murga’s previous
onsite support provided to the City will ensure a seamless transition from the current manager of Land
Development and coordination with City personnel and plan checking services. Willdan will provide 40
hours per week of onsite staffing divided between Mr. Bellomo, Mr. De Murga, and Mr. Ghazal, at highly
reduced hourly rates. They will be supported by the remaining team offsite. An onsite presence will
ensure proper communication with City leadership, and directions and guidance are effectively
disseminated to the City’s land development and inspection personnel.
The Availability - Willdan has been an integral part of the San Bernardino community since 1977.
Willdan's team will continue to be managed and coordinated through our local full-service San Bernardino
office, just 3.5 miles to the City’s office – making Willdan conveniently located and responsive to the City’s
requests. Willdan’s comprehensive capabilities will ensure continuity, efficiency, cost effectiveness,
quality, and adequate resources – and give the City maximum control over its workload. Willdan has the
capacity to rapidly reassign project workloads to an expanded team of subject matter experts from our
corporate resources to keep pace with the City’s requirements.
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We greatly appreciate this opportunity to provide you with our qualifications, and cost proposal for the
immediate need, and look forward to answering any questions that you have.
Respectfully submitted,
WILLDAN ENGINEERING
Adel M. Freij, PE
Director of City Engineering
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
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Company Profile
Willdan Engineering (Willdan), a California corporation since 1964, is a subsidiary of Willdan Group, Inc.,
a publicly traded Delaware corporation. Services are provided to nation-wide clientele through our
subsidiary firms – Willdan Engineering, Willdan Energy Solutions, and Willdan Financial Services – that
offer a portfolio of diversified capabilities. Unique to Willdan is our
understanding of public agency needs and issues. We have supported the
implementation of community visions through planning, engineering,
construction management, building and safety, and staff augmentation for
over 59 years. Since its establishment in 1964, Willdan has expanded in size,
location, and service capabilities. Today, the firm provides a full range of
engineering and planning services. Willdan provides civil, special district,
and structural engineering; planning; financial and economic consulting;
geology and geotechnical engineering; environmental health and safety;
and energy efficiency solutions services.
Willdan specializes in solutions tailored to the unique needs of municipalities and other local government
agencies. Services range from full-time, in-house staffing to interim or part-time assistance on a project-
by-project basis. In addition to the significant portion of our staff that have served in public agency
management positions prior to joining Willdan, Willdan has had over a thousand assignments with over
90% of the cities and counties in California for building officials, city engineers, county engineers, county
roads supervisors, planning directors, traffic engineers, and other public agency staff members. With our
depth of experience, expertise, knowledge, and resources, Willdan can offer practical solutions that are
timely, cost effective, and that meet the needs of individual communities. The diversity of our staff’s
experience is an added value of our professional services.
Our understanding of public agency challenges and needs is what makes Willdan unique. To meet and,
on many occasions, exceed the expectation of our clients, Willdan fosters and instills a corporate culture
of Customer-First among our staff and in our day-to-day work environment. Looking out for the City's best
interests is at the forefront of everything we do. Our customer-focused philosophy is particularly evident
when dealing with complex situations and difficult challenges that are hard to resolve.
City’s Current Need
We understand the City is seeking a qualified firm to manage nine (9) City staff and plan check consultants
in delivering the land development and NPDES programs. The City processes roughly 1,000 land
development permit applications annually and include on-site improvement/grading permits, off-site
improvement permits, landscape plan permits, ROW encroachment permits, tract/parcel maps, lot line
adjustments, lot mergers, water quality management plans, best management practices plans, erosion
control plans, and stormwater pollution prevention plans (SWPPP).
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
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Scope of Services
Land Development Program Services
Willdan provides engineering plan review services for a variety of land development projects. The work
encompasses review of improvement plans, including street plans, traffic signal plans, striping plans,
drainage plans, roadway, sewer, water, grading plans, erosion and sediment control plans
and storm water quality and SWPPP documents. The Engineering review is done by
licensed civil engineers, with support from technical staff. Our civil engineers draw from
their municipal expertise to coordinate the land development review such that all agency
conditions of approval, regulatory permitting, engineering standards and policies are
complied with and that good engineering practices are followed in general. This includes
performing a project site visit, review, and application of information from the soils, geologic and seismic
reports, fire flow calculations, sewer reports, mapping and related documents, easements, cost estimates
and planning documents such as approved site plans and conditions of approval. The Willdan team is
adept at coordinating a complete land development review from project inception and conditioning
through approval and permitting and final as built and acceptance procedures. Willdan has developed a
detailed in-house civil review checklist specifically for use on City of San Bernardino projects. Our checklist
summarizes the City’s requirements and expectations to ensure all review staff perform consistent and
comprehensive reviews of each project.
Staff Augmentation
Our understanding of the needs and challenges facing public agencies is unmatched in the industry.
Willdan's professionals often serve to extend our clients' staff as city engineers and other
public agency positions ranging from full-time, in-house staffing to interim or part-time
assistance. We have highly trained, experienced staff to complete or enhance local
agency staffing. A significant portion of our staff has served in public agency
management positions prior to joining Willdan, infusing our organization with an in-
depth understanding of the issues driving local governments.
Electronic Plan Review
Willdan has long had the ability to provide plan review services electronically, at no additional cost to the
City or applicants. The many advantages of our “tree-saving” electronic plan review process includes the
elimination of the need for additional computer software or hardware–only an Internet connection is
necessary. Electronic plan review services are provided at the request of the applicant
or the agency we serve. Submittals are accepted in PDF format and reviewed in
Bluebeam. Willdan will review plans and can transmit the redlined plans back to the
applicant or designer via the website, along with the plan review comment sheet. This
service allows for on-line collaboration between the City, designer and plans examiner
to facilitate a complete understanding of plan review comments and can reduce
shipping, printing, and timelines for plan review processing for the applicant. Our EPR portal also serves
as an accurate log of all plans coming in and going out. City staff will have full access to the site and will
have the ability to check status, review redlines, comments, etc.
NPDES Program Management
Since the adoption of the first municipal NPDES Permit for Los Angeles County in June 1990, Willdan has
provided professional permit and Total Maximum Daily Load (TMDL) management and review services for
many municipalities. The following are various levels of services Willdan provides to its clients:
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
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Program Management – When called upon for help with NPDES Programs, the majority
of Willdan’s clients rely on the firm for full permit and TMDL program management
services. This typically includes the preparation of fiscal year budgets, reports, and
presentations to city staff and city council; preparation of annual reports and
presentations to regulators; development and management of service contracts,
multiagency agreements, and compliance programs; coordination with watershed partners, regulators
and at times non-governmental organizations and managing city service personnel.
Full/Partial Minimum Control Measure (MCM) Implementation – Using a full range of administrative and
field activities, Willdan has experience ensuring compliance with the Municipal NPDES Permit –
Stormwater Management Minimum Control Measures. This includes compliance activities associated
with public information and public participation, industrial/commercial (I/C) facilities, planning and land
development, development construction, public agency activities, and illicit discharge/illicit connection
management. We also augment our clients existing resources, as well as train city staff to take over NPDES
Permit requirements such as inspections or the entire compliance program.
Development Plan Review Services – As part of the project development review process required by past
Municipal NPDES Permits as well as the current Permit, Willdan provides professional engineering related
review services for public and private projects subject to the conditioning and approval for design and
implementation of stormwater mitigation measures. This includes Water Quality Management Plans
(WQMP) and Low Impact Development (LID) standards for new development, redevelopment, and SWPPP
for compliance with the State’s General Permit for construction activities. As a result, Willdan has a
comprehensive understanding of proper site design, source control measures and the ability to implement
appropriate best management practices (BMPs).
Watershed Management Plan/Program Group Representation – Willdan has in-depth knowledge of the
development and implementation of Watershed Management Programs (WMP). Throughout Willdan’s
participation in multiple WMP groups, our staff has negotiated multiagency contracts and agreements,
actively participated in the development process of the WMP and its Coordinated Integrated Monitoring
Program (CIMP) and has collaborated and participated in meetings with group partners and Regional
Water Quality Control Board (Regional Board) staff. In addition, Willdan has assisted in the development
of presentations to the Regional Board, multiagency agreements, CIMP implementation, and multiagency
cost-sharing formulas.
TMDL Programs and Studies – From the review of Regional Board developed draft Basin Plan
Amendments to addressing TMDL requirements, Willdan has years of experience. Quite often Willdan
finds itself representing multiple clients with a common interest in the same watershed. These situations
provide opportunities for our firm to take on lead watershed roles for the betterment of its clients,
especially concerning TMDLs. For example, on behalf of the cities of Agoura Hills, Hidden Hills, and
Westlake Village, Mr. Bellomo developed and currently manages, the Malibu Creek Watershed CIMP that
reduces the cost to each client on common tasks and ensures the issues of the clients are addressed with
efficiency. Another example is a project Willdan designed, managed, and inspected installation of
Connector Pipe Screens and Automatic Retractable Screens full capture devices for more the 20 municipal
clients in southern California putting those clients ahead of the regulatory curve on the State’s Trash Policy
and TMDLs.
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Additional Services
Labor Compliance
Willdan has provided Labor Compliance services for over 30 years. Our labor compliance staff have
completed monitoring and enforcement assignments for public agencies throughout
California. Willdan’s Labor Compliance Management process has been perfected through
continual reviews and updates. It maximizes efficiency and minimizes costs while optimizing
client comfort. We provide contractor support by phone and email to insure a smooth
process throughout the project. Our team can assist the City in compliance with applicable Federal, State,
County, and local labor laws.
Grant Writing and Administration for Local, State and Federal
Willdan offers expertise in funding sources to assist our clients with obtaining available funding for current
and future capital improvement projects. Our team offers vast knowledge of
local/state/federal funding availability, along with administration and
procurement requirements, for a wide variety of funding sources. Willdan's staff
members have prepared numerous funding and competitive grant applications for
various client cities. The applications generally require extensive research to
investigate facilities and existing conditions, soliciting support from local civic
groups, and completing a detailed cost estimate for project implementation. Willdan offers expertise in
grant writing and selecting winning projects. Our submittals have a greater than 50 percent award rate
on competitive state and federal grants.
In addition, Willdan's team possesses vast experience preparing and processing required Caltrans forms
for local agencies, including state and federal funding forms, checklists, invoices, and reports of
expenditures. Willdan has assisted local agencies at various project stages with state and federal funding,
from the initiating request to final invoicing. Willdan team members maintain quality relations with
Caltrans’ District Local Assistance. Willdan offers expertise in grant writing and selecting
winning projects. As can be seen in the table below, Willdan has an excellent track record
in pursuing and securing state/federal funding for various Cities and Counties in the last
five years totaling nearly $45 million. Willdan is thoroughly familiar with regulations
pertaining to expenditures of federal, state, county, and local funds, including:
Arterial Highway Rehabilitation Program (AHRP)
Surface Transportation Program Local (STPL)
Safe, Accountable, Flexible, Efficient
Transportation Equity Act (SAFETEA-LU)
Community Development Block Grant (CDBG)
Congestion Mitigation and Air Quality (CMQAQ)
Highway Bridge Program (HBP)
State Gas Tax
Active Transportation Program (ATP)
Highway Safety Improvement Program (HSIP)
MTA Call for Projects
Measure M, R and W
Proposition A and C
Proposition 1
Proposition 42
Proposition IB
SB1
Transportation Development Act (TDA)
Urban Greening
Various other grant and funding sources
This knowledge is critical in executing projects funded by federal or state programs that have special
permitting and reporting requirements. We have worked extensively for and with the CPUC, all Caltrans
Districts, Caltrans Division of Structures, Regional Water Quality Control Boards, and the U.S. Army Corps
of Engineers. We have processed numerous permits and approvals through FHWA, CPUC, FRA, CTC, CCC,
CDFW, RWQCB, etc. We are familiar with funding, permitting, and procedural requirements of these
Nearly $45
Million in
Funding in the
last 5 years
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agencies and have an excellent working relationship with the essential staff involved in local agency
programs. Our contacts with personnel in these agencies enable us to facilitate permit processing and
compliance when required.
Key Personnel
For our key personnel, we have selected individuals with extensive expertise and directly related
experience to ensure that services provided adhere to company-wide policies including the quality and
integrity of project deliverables and team performance. They are supported by a talented technical
support team ready to implement successful project delivery. The project manager selected to serve the
City is a highly qualified individual with the task-to-talent match to meet the City’s stated goals.
The Project Manager Joe Bellomo, PE, QSD/P, will be supported by Emilio De Murga, PE and Johnny
Ghazal, PE, QSD/P both of whom have experience of working for the City and possess years of land
development and plan checking experience. In addition, they will be assisted by Kelsey Reed, CESSWI,
QSP, HAZWOPER, and a team of highly qualified Environmental Analysts and inspectors. Additional
environmental, engineering, and inspection staff are available should the need arise. The following table
and summary of client services illustrates the experience of key personnel and their corresponding
services provided to municipal clients.
Services
Team Member
Joe
Bellomo
Emilio
Murga
Johnny
Ghazal
Kelsey
Reed
Mayra
Martinez
Kayla
Urbina
Mohammad
Samiee
Land Development
Experience
Onsite Staff Augmentation
Experience Managing Client
Personnel
NPDES Program
Management
Full MCM Implementation
Development Plan Review
Services
Regional BMP Development
Opportunities
Industrial/Commercial
Stormwater Inspections
Trash TMDL Compliance
Construction Site Inspection
Post Construction WQMP
Related Inspections
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Organizational Chart
Below is an organizational chart that highlights the services that will be provided. The three staff members
whose names in bold and blue font are the onsite contacts available for day-to-day support.
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Availability
Team Member Title
Onsite
Availability
Per Week
Availability Per
Week
Land Development Personnel
Joe Bellomo Project Manager 10 hours 25%
Emilio Murga City Engineer 30 hours 75%
Johnny Ghazal Senior Engineer 5 hours 20%
NPDES Personnel
Kelsey Reed Environmental Analyst III 20%*
Mayra Martinez Environmental Analyst II 20%*
Kayla Urbina Environmental Analyst I 16 hours 40%
Chris Stone Project Manager III 15%*
Mohammad Samiee, PE, QSD Inspector 15%*
*Variable work week with minimal high priority assignments that could have a greater availability if needed.
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Relevant Experience
We encourage the City to contact the references listed below; they are clients that have received similar
services as those we are proposing to provide to the City of San Bernardino.
City of San Fernando
117 MacNeil Street
San Fernando, CA ZIP
Contact: Mr. Matthew Baumgardner
Public Works Director
(818) 898-1237, mbaumgardner@sfcity.org
Dates: May 2012 – Current
Staff: Joe Bellomo, Emilio De Murga, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$300,000 Annually
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
City of Fillmore
250 Central Avenue
Fillmore, CA 93015
Contact: Mr. David Rowlands
City Manager
(805) 524-1500 ext. 209, drowlands@ci.fillmore.ca.us
Dates: September 2017 – Current
Staff: Joe Bellomo, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$4.2 Million through 6/30/2023
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
City of Westlake Village
31200 Oak Crest Drive
Westlake Village, CA 91361
Contact: Mr. Rob de Geus
City Manager
(818)706-1613, rob@wlv.org
Dates: July 2006 – Current
Staff: Joe Bellomo, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$800,000 Annually
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
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Fee Proposal
Willdan Engineering
February 10, 2023
Land Development and NPDES Program Management Services
These services shall be compensated based on the current applicable Willdan Engineering hourly rates
per the attached respective schedules of hourly rates that will be held unchanged for the 3-year duration
of the contract. The following modifications to the standard fee schedule will be applied to specific key
staff positions when performing the routine or on-site land development services and NPDES Program
Management related services only:
Reduced Hourly Rates
Principal Project Manager – Joe Bellomo, PE, QSD/P ................................ $200.00
City Engineer – Emilio De Murga, PE ......................................................... $175.00
Project Manager – Johnny Ghazal, PE, QSD/P ........................................... $118.00
Environmental Analyst III – Kelsey Reed, CESSWI, QSP, HAZWOPER ........ $145.00
Environmental Analyst II – Mayra Martinez .............................................. $140.00
Sr. Public Works Observer I – Mohammad Samiee, PE, QSD .................... $110.00
Special engineering and NPDES program assignments such as capital projects design, special studies and
public works projects that are in addition to the onsite staffing and NPDES program management will
utilize the standard hourly rate schedules on a following page. For these special assignments, Willdan will
submit a work plan to the City for approval describing the scope of work, technical approach, proposed
budget, and schedule. Upon approval from the City, Willdan will start work on these projects.
Annual Estimate for Land Development Management Services
For the City’s consideration, Willdan proposes meeting the demand for this item with 40 hours per week
of onsite staffing. Our plan is to cover Monday through Friday by providing Mr. De Murga three 10-hour
days, Mr. Ghazal one 5-hour day, and Mr. Bellomo one 5-hour day, per week. Based on the reduced rates
listed above, we are recommending an annual amount not-to-exceed total for this service of $410,000.
Annual Estimate for NPDES Program Management Services
For the City’s consideration, Willdan proposes an annual budget of $160,000 to fully manage the City’s
NPDES Program based on current Municipal NPDES Permit as well as the reduced rates listed above and
the following table.
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Resumes of Key Staff
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Joseph E. Bellomo, PE, QSD/P
Principal Project Manager
Education: BS, Civil Engineering, California State University, Los Angeles
Registration/
Certification:
Civil Engineer, CA No. 75564
Qualified SWPPP Developer (QSD) and Qualified SWPPP Practitioner (QSP) No. 20016
Experience: 25 Years
Mr. Joe Bellomo, prior to joining Willdan, worked in the Department of Health Services for the County of
Los Angeles as the Senior Environmental Health Technician for the Bureau of District Environmental Services
(DES). The Bureau of DES is responsible for managing impacts to public health at commercial food facilities
and housing in Los Angeles County. During his time in DES, Mr. Bellomo transitioned from conducting
inspections in the field to administrative responsibilities under the direct supervision of the Bureau Director
as the County began the restaurant grading program and reformation of food facility inspections. In January
2004, Mr. Bellomo joined Willdan as a Civil Engineer to work on various aspects of storm water and city
engineering. Since his start with the firm, Joe has used his experience and knowledge of the State and
Federal National Pollutant Discharge Elimination Systems (NPDES) program to manage compliance for many
of Willdan’s clients. The majority of Willdan’s NPDES related clients rely on Joe for full NPDES permit and
Total Maximum Daily Load (TMDL) program management services, formally or otherwise. This typically
includes the preparation of fiscal year budgets, reports, and presentations to city staff and city council,
preparation of annual reports and presentations to regulators; development and management of service
contracts, multiagency agreements, and compliance programs; coordination with watershed partners,
regulators and non-governmental organizations; and at times managing city service personnel. As a result,
Willdan has a comprehensive understanding of NPDES Permit requirements and the best approach to
implementation. Mr. Bellomo currently serves as the Deputy City Engineer in Westlake Village and Fillmore,
and currently manages a team solely dedicated to providing NPDES compliance services to Willdan clientele.
Summary of Experience
Staff Augmentation/NPDES/Construction Management/Federal Compliance, City of Fillmore, CA. Mr.
Bellomo served as the Deputy City Engineer and was responsible for the implementation of the Capital
Improvement Projects, compliance with various regulatory requirements associated with the NPDES
program, water and wastewater, parks, and other infrastructure. Mr. Bellomo has managed two rounds of
I/C inspections for the City. Services include federal compliance on four project packages of federally funded
construction projects. The scope of work includes constructability review of existing construction plan sets,
coordination of required design updates to the PS&E, advertise and award the construction contract, provide
construction management and varying levels of construction inspection, coordination of multiple
stakeholder groups for each project, and full administration of federal funding processing for projects at
various stages of approval to secure funds, ensure federal compliance during construction, and invoice
Caltrans for reimbursement of funds.
City Engineering and Storm Water Program Management, City of Westlake Village, CA. Mr. Bellomo
currently serves as the City’s Deputy City Engineer, however began working for the City in 2004 and served
as its Storm Water Program Manager from 2008 through 2018. He has been responsible for providing the
City municipal and construction NPDES program management, grant application and contract management,
NPDES staff training, program evaluation and reporting, community presentations, staff reports, and budget
reports; formalizing multi-agency watershed agreements, compliance with watershed TMDLs, and served as
the chair of the Malibu Creek Watershed Management Committee for the past nine years. During this period,
Joe has managed six rounds of I/C inspections for the City. Mr. Bellomo served as one of four members that
represented the LA Permit Group, a group that comprised of approximately 61 cities in Los Angeles County,
in the negotiation of the 2012 Municipal Separate Storm Sewer System (MS4) Permit. This Permit introduced
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the concept of compliance with water quality standards and limits through the development and
implementation of watershed management planning. This compliance strategy has since been used by other
Regional Boards throughout California, as well as other similar regulatory agencies in other states. While
serving as the Stormwater Program Manager for Westlake Village, Mr. Bellomo represented the City’s
interest with active participation in various Countywide funding programs such as the Integrated Regional
Water Management Plan (IRWMP) where Mr. Bellomo currently serves as the first alternate to the Chair of
the North Santa Monica Bay Sub-Regional Steering Committee and representative to the Greater Los Angeles
County Regional IRWMP Leadership Committee; alternate to the Executive Director of the Las Virgenes-
Malibu Council of Governments seat on the Safe, Clean Water Stakeholder Advisory Committee that’s
responsible for the development of Measure W; and served in technical groups such as the Los Angeles
Permit Group, the Watershed Management Modeling System Advisory Committee. His active participation
beyond the City’s boundaries ensures the best decisions and outcomes are made for the City.
Water Quality/ NPDES Compliance Services, City of San Fernando, CA. Project Manager. Willdan
implements the City's Enhanced Watershed Management Plan, Coordinated Integrated Watershed
Management Plan, and NPDES permits. We attended meetings on behalf of the client and provided
document review. Willdan was support staff with City Council report and presentations. Willdan also
conducted as needed briefings to the public, city staff, and City Council.
Stormwater Program Manager, City of Canyon Lake, CA. Project Manager. Willdan is responsible for full
compliance with the Municipal NPDES Permit, Total Maximum Daily Loads (TMDLs) in the Lake Elsinore and
Canyon Lake Watershed, as well as other NPDES regulations. Duties include developing a stormwater
pollution prevention plan (SWPPP) and Low Impact Develop plans for City projects, review and conditioning
private development plans, review and approval of WQMPs, developing and implementing special
monitoring studies to evaluate the City’s drainage and contribution relative to TMDLs for downstream
waterbodies, and developing storm water treatment approaches.
Water Quality Services, City of La Cañada Flintridge, CA. Project Manager. Willdan implements the City's
Enhanced Watershed Management Plan, Coordinated Integrated Watershed Management Plan, and NPDES
Program Management and is the representative to the Upper Los Angeles River Enhanced Watershed
Management Program Group. We attended meetings on behalf of the client, documented review and were
support staff with City Council report and presentations. Willdan also conducted as needed briefings to the
public, city staff, and City Council.
Water Quality Consultant Services, City of Hidden Hills, CA. Project Manager. Willdan is responsible for full
compliance with the Municipal NPDES Permit, Total Maximum Daily Loads (TMDLs) in the Los Angeles River
Watershed and Malibu Creek Watershed, as well as other NPDES regulations. Duties include developing a
stormwater pollution prevention plan (SWPPP) and Low Impact Develop plans for City projects, review
private development plans, developing and implementing special monitoring studies to evaluate the City’s
drainage and contribution relative to TMDLs for downstream waterbodies, and developing storm water
treatment approaches.
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Emilio Murga, PE
City Engineer
Education: California State University, Northridge
LA Valley Junior College
Registration/
Certification:
Civil Engineer, CA No. 54420
Experience: 34 Years
Mr. Emilio M. Murga joined Willdan in 2001 and has since provided project management, contract
administration, supervision of public works inspectors and City staff, coordination of various agencies and
consultants, and city engineering services to the Cities of Lawndale, Covina, San Marino, Hawaiian
Gardens, San Fernando, San Bernardino, and West Covina on an as-needed basis. He has assisted the City
Engineer of the Cities of South Gate, Bell Gardens, Maywood, and Inglewood on various projects, including
implementing and administering the design and construction of various capital improvement projects.
Mr. Murga is fluent in the Spanish language.
Summary of Experience
Development Review Services, Cities of Inglewood, Lynwood, and South Gate, California. Mr. Murga
provides development review services for these cities which includes the following:
Prepare Public Works development conditions (offsite improvements, traffic, street lighting, water,
sewer, drainage, storm drains, NPDES, subdivision requirements, etc.). Issue public works permits to
private development and utility companies. Provide public works inspections for offsite
improvements and others.
Close out public works permits and development projects. Ascertain public works development
conditions are met and completed.
Review of development projects from initial proposals to final plans, parcel maps, tract maps, site plan
reviews, etc. Process parcel maps and tract maps, prepare conditions, coordinate with developers and
private engineers.
Attend Planning Commission and City Council meetings to explain public works development
conditions. Coordinate with the Community Development Department, Fire Department, Police
Department, City of Utilities, utility companies, and other City departments, etc.
Review required engineering studies (drainage, traffic, parking, soils, etc.).
Provide coordination with City utilities and utility companies.
Consulting City Engineer, City of San Fernando, California. Mr. Murga provides city engineering services
and project manager services to include preparation of offsite improvements and development
conditions, review and process lot line/lot mergers, parcel and tract maps, review and process street
vacations and right-of-way dedications, provide engineering construction management for CIP projects
and private developments, coordination with CIP granting agencies and utilities.
Consulting City Engineer, City of West Covina, California. Mr. Murga coordinated engineering
development activities, processed parcel and tract maps, offsite improvements, and conditions,
coordinated the design and construction of CIP projects, coordinated Public Works maintenance activities,
traffic engineering tasks, reviewed/process 56-unit condo. Development on Sunset Ave., Porto’s Bakery
and Café development project.
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Consulting City Engineer, City of San Bernardino, California. Mr. Murga coordinated CIP projects, public
works inspection activities, assessment districts, engineering traffic matters, development activities,
including site plan reviews, and grading plans.
City Engineering Services City of Lynwood, California. Mr. Murga’s extensive public works experience was
gained during his tenure with the City of Lynwood, a City with a population of 80,000, where he served as
the Director of Public Works for 8 years and 4 years as Assistant Director of Public Works. He also held
the positions of Assistant and Associate Civil Engineer for 6 years while with that City. Mr. Murga was
employed with City of Lynwood for two tenures. First tenure, From September 1980 to April 1998. Second
tenure, May 2013 to November 2014. Retired from City of Lynwood November 2014.
Assistant City Engineer, City of South Gate, California. Mr. Murga oversaw the Engineering Division, CIP
program and a staff of eight engineers, support staff and public works inspector. Responsible for
implementation of $40 million CIP program, preparation of RFPs for consultant selection for design,
construction engineering and inspection. Overseeing the preparation of designs by consultants and staff.
Preparation of City Council reports, resolutions and ordinances, coordination with the City Attorney’s
office. Preparation of site plan reviews, parcel maps and development conditions. Subdivision process,
attend Planning Commission meetings to explain and answer questions regarding public works conditions.
Oversee the issuance of public works conditions and permits, inspection of private, utility, and public
improvements. Oversee the City’s NPDES program, coordinate with City’s NPDES consultant. Prepare and
coordinate applications by staff and consultants of various Federal and State grants (Call for Projects, EDA,
HSIP, etc.). Oversee department’s budget, prepare CIP annual budget, prepare multi-year CIP program.
Aid on engineering matters to other City Departments. Prepare employee evaluations and address
personnel issues, interview and hire employee replacements. Prepare annual Street Lighting and
Landscape Assessment District. Update annual public works fee schedule. Review EIR/EIS for the I-710
Fwy. Project. Review various traffic and residents’ complaints and request, proposed solutions and
recommendations. Coordinate with Caltrans, Metro, LACDPW, Los Angeles County Sanitation District,
UPRR, Central Basin Water District, etc. Involved on the following CIP projects: Firestone
Boulevard/Atlantic Avenue Project, $8 million; Firestone Boulevard/I-710 Fwy. Bridge Widening, $14
million; Water and Sewer Improvements Project, $5 million; Safe Route to School, Cycles 1, 2, 8 and 9; $3
million; Park Improvements Project, $4 million; Firestone Beautification Project, $15 million; LED Street
Lighting Conversion Project, $3 million; Traffic Signal Improvement Project, $2 million.
Engineering Services - City Engineer, City of Lawndale, California. Mr. Murga served as City Engineer and
acting Director of Public Works during the Director’s absence. The assignment involved implementing
capital improvement projects, issuing Request for Proposals (RFPs) for various consultant services,
supervising public works inspections, implementing CDBG projects, supervising the Department of Public
Works, handling the Traffic Committee, attending City Council meetings, City Manager’s staff meeting,
managing department budget, and expenditures, coordinating with other City departments, coordinating
development, public works improvements, addressing citizens’ complaints, implementing NPDES
procedures, etc. Mr. Murga currently serves the City as Project Manager for the City’s Capital
Improvement Program.
Engineering Services - City Engineer, City of San Marino, California. Mr. Murga was responsible for
providing city engineering services to the City. Mr. Murga’s responsibilities included preparation of CIP
program; advising City of funding/grant opportunities; preparation of RFPs for various services; assisting
with project coordination and inspections; approve CIP progress payments; aid related to Subdivision Map
Act; review and approve grading plans.
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Johnny Ghazal, PE, QSD/P
Civil Plan Review
Education: BS, Civil Engineering, California Polytechnic State University, Pomona
Registration/
Certification:
Civil Engineer, CA No. 76395
Qualified SWPPP Developer (QSD) and Qualified SWPPP Practitioner (QSP) No.00849
Experience: 18 Years
Mr. Johnny Ghazal is a Project Manager at Willdan with over 18 years of diversified civil engineering
experience throughout California covering public works and private sector projects. His private sector
experience includes the design of master planned communities involving the preparation of tentative
tract maps, grading plans, improvement plans for streets, water & sewer, and storm drain facilities. Mr.
Ghazal's public sector experience includes the design of capital improvement projects for various County
and City jurisdictions involving street & storm drain improvements, plan review services, and City
engineering services.
Mr. Ghazal has assisted many jurisdictions with NPDES related compliance efforts involving preparation
and review of stormwater permit documents and inspection as it relates to both MS4 and Construction
General Permit requirements.
Summary of Experience
Civil Plan Check Services. Mr. Ghazal provides plan check services for multiple jurisdictions throughout
California. He is responsible for reviewing both private developer and capital improvement projects.
Current and recent review services include Grading & Erosion Control Plans, Storm Drain Plans, Drainage
Studies, Water & Sewer Improvement Plans, Street Improvement Plans, and Water Quality Management
Plans (WQMP) for the following agencies:
City of Fontana
City of La Quinta
City of Grand Terrace
City of Rialto
City of Moreno Valley
City of Lake Elsinore
City of San Bernardino
City of Highland
City of Loma Linda
March Joint Powers Authority
San Bernardino Associated Governments
County of San Bernardino
Morongo Band of Mission Indians
City Engineering Services, City of Grand Terrace. Mr. Ghazal served as Consulting City Engineer having
responsibilities for planning level reviews for conditions of approval, development plan reviews of private
projects, and review of capital project improvement plans. Mr. Ghazal worked closely with the City's
public works director on capital Improvement projects with responsibilities including preparation and
issuance of RFP’s, bidding assistance and project management for street improvements throughout the
City. Mr. Ghazal also assisted the City with their municipal NPDES compliance efforts.
On-Call Construction Management and Permit Support, Watershed Conservation Authority, California.
As the civil design lead for stormwater compliance on various park projects, Mr. Ghazal was responsible
for preparing Erosion and Sediment Control Plans (ESCP) per Los Angeles County requirements and
preparation of Storm Water Pollution Prevention Plans (SWPPP) for compliance with the State’s
Construction General Permit. Services also included onsite inspections and submittal of permit
documents (SWPPP annual reports, Notice of Terminations) into California’s SMARTS system.
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Chris O. Stone, PE
Project Manager II/Civil Plan Review
Education: Graduate Course, Mathematics, Oregon State University
Graduate Course, Engineering Mechanics, Montana State University
BS, Civil Engineering, Montana State University
Registration/
Certification:
Civil Engineer, Nevada No. 12379
Civil Engineer, Arizona, No. 55200
Experience: 15 Years
Mr. Chris Stone possesses expertise in transportation and traffic engineering, street and roadway engineering, water
and wastewater engineering, flood control hydrologic and hydraulic engineering, tract map and parcel mapping,
grading, and structural engineering. He has participated in all technical aspects of projects, including preliminary
engineering study and design; preparation of plans, specifications, and estimates; and peer review. His managerial
experience includes client relations, project pursuit, proposal preparation, project technical and budgetary control,
and invoicing.
Summary of Experience
Engineering Plan Review, Various, CA. Project Engineer responsible for reviewing engineering plans and documents
submitted by developers to the Agency for plan review. Documents reviewed have included grading plans, rough
grading plans, erosion control plans, drainage reports, Low Impact Development (LID) reports, storm drain plans,
stormwater pump station design plans, street improvement plans, sanitary sewer plans, sanitary sewer area studies,
water distribution plans, and encroachment permit applications. The documents are reviewed for conformance with
City standards supplemented by the Standard Plans and Specifications for Public Works Construction (Green Book)
and Caltrans Standard Plans. Reviews have been completed in both hard copy and electronic formats. Comments
are returned to the applicant as redlined plan comments and in a plan review comment document. Subsequent
reviews are performed to ensure that corrective actions have been performed by the applicant to adequately
address the comments. When completed, the documents are stamped as “approved” and returned to the City.
Reviews have been performed in the past 2 years for the following Southern California agencies:
Bell
Brea
Cerritos
El Monte
Fillmore
La Canada Flintridge
La Quinta
Los Alamitos
Manhattan Beach
Goleta
Rolling Hills Estates
Rosemead
San Bernardino County
Rolling Hill
Simi Valley
Ventura
West Covina
Paramount
Mall Plan Check Services, City of Manhattan Beach, CA. Project Engineer. Willdan is the project manager providing
Plan Check and Inspection Services for the Manhattan Beach Mall Expansion Project that involves all disciplines from
Building and Safety, Planning, Civil and Geotech. Coordination is made through City staff and Willdan reviewers, as
well as close coordination with the development team. There are weekly meetings, and all conditions of approval
are reviewed for completion.
Alameda Landing Plan Check, City of Alameda, CA. Project Manager. Performed plan checks for grading, street,
drainage, and water quality. The project is on the former Alameda Naval Air Station and is a mixed-use project to
include commercial and residential components. The development agreement required extensive infrastructure
improvements to support the project. All major components of public infrastructure including water, wastewater,
electrical, gas, storm drainage, stormwater treatment, roadway, and traffic facilities were involved. Responsibilities
included site visits; technical review of models, studies, improvement plans and detailed drawings for compliance
with city, district, state, and Federal standards and criteria; assuring that the intent of studies are fulfilled in design
and represented by design submittal; providing timely comments and recommendations for corrective actions
through a Plan Review Memo; meeting with developers and consultants to clarify requirements; and reviewing re-
submittals to ensure that corrective actions are undertaken. The entire review process was conducted utilizing a
proprietary electronic plan review system.
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 21
Kelsey Reed, CESSWI, QSP, HAZWOPER
Environmental Analyst III
Education: BS, Environmental Science and Resource Management, California State University, Channel Islands
Registration/
Certification:
Qualified Stormwater Practitioner, California Stormwater Quality Association No. 25680
Certified Erosion, Sediment and Storm Water Inspector, EnviroCert International, Inc. No. 4574
Rainwater/Stormwater Post-Construction BMP Inspection & Maintenance Certification
Certified Hazardous Waste Operations and Emergency Response (HAZWOPER)
Experience: 8 Years
Ms. Kelsey Reed has stormwater and public agency experience working for Willdan Engineering and
previously for the City of Camarillo. Ms. Reed now works with a variety of clients, assisting with
stormwater compliance services that vary from site inspections and illicit discharge response to funding
assistance and council report development.
Summary of Experience
NPDES/City Engineering Services, City of Westlake Village, CA. Ms. Reed has served as the City’s
Stormwater Program Manager for over four years. As an offsite extension of City staff, Ms. Reed ensures
the City is in compliance with the various minimum control measures of the MS4 Permit. This includes
construction site BMP inspections, illicit discharge response and resolution, annual training, public
outreach, and commercial and industrial site inspections. In addition to MS4 Permit compliance, Ms. Reed
actively represents the City’s interests at various stormwater meetings, such as the Malibu Creek
Watershed EWMP Group, and provides careful reviews of watershed and regulatory documents. Ms. Reed
played an active role in the review and comment of multiple drafts of the Regional MS4 Permit and ensured
the City was informed during the process. With the passage of Measure W in 2018, Ms. Reed ensured the
City was prepared to receive municipal return funds, including the development of annual plans and council
reports. Additionally, Ms. Reed continues to provide MS4 Permit annual reporting services to the City,
including the review and comment of the Malibu Creek Watershed EWMP Watershed Annual Report.
NPDES/EWMP Consulting Services, City of San Fernando, CA. Ms. Reed has played an active role MS4
Permit compliance support staff to the City. She routinely provides NSW outfall screening and source
identification, annual report preparation, public outreach, and annual City staff training. Additionally, Ms.
Reed represents the City’s interests in the Upper Los Angeles River Watershed EWMP Group and the Los
Angeles Permit Group. During the Regional MS4 Permit adoption process, Ms. Reed provided a thorough
review of the working and tentative drafts and provided comments on behalf of the City. Ms. Reed
previously assisted with the City's Proposition 1 application for the San Fernando Regional Park project that
provided $450,000 in design funds.
Stormwater Program Management, City of Agoura Hills, CA. Ms. Reed has been responsible for as-needed
assistance with MS4 Permit compliance. This includes NSW outfall screening, commercial facility
inspections, construction site BMP inspections, and annual reporting. Additionally, Ms. Reed keeps the City
informed of critical stormwater regulatory and watershed-based developments and represents the City’s
interests as-needed at various stormwater meetings.
City Engineering and Support NPDES Services, City of La Puente, CA. Ms. Reed provides as-needed
stormwater compliance services to the City. this includes compliance with MS4 Permit and reporting
requirements. Ms. Reed helped to develop the City’s response to the 13383 letter to address the State
Trash Policy and provides assistance with Measure W obligations. When requested, Ms. Reed provides City
representation at the Upper San Gabriel River EWMP Group and other various meetings.
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 22
Stormwater Program Management, City of Fillmore, CA. Ms. Reed provides partial MS4 Permit
compliance services to the City. This includes commercial and industrial inspections, annual staff training,
annual reporting services. Ms. Reed represents the city’s interests in the Ventura County Stormwater
Management Committee and Santa Clara River Watershed Group and updates staff of critical information
and deadlines as it pertains to the groups. With the recent adoption of the Regional MS4 Permit, Ms. Reed
has attended various meetings regarding the possibility of watershed management program (WMP)
development; she provides key information to the City that will help guide the City to make the critical
decision to join a WMP or not.
NPDES/Water Quality Consultant Services, City of Hidden Hills, CA. Ms. Reed has supported the City with
MS4 Permit compliance for over 6 years. Her duties have varied from annual report preparation to
compliance with minimum control measures. She annually helps the City demonstrate compliance with the
LA River Trash TMDL through the implementation of a daily generation rate study. She additionally provides
NSW outfall screening and source identification, illicit discharge response, and construction site
inspections. Ms. Reed has served as an advocate for the City in various stormwater groups and meetings,
such as the LA Permit Group, ULAR and MCW EWMP Groups, and funding committees.
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 23
Mayra Martinez
Environmental Analyst II
Education: BS, Environmental Science and Resource Management, California State University, Channel Islands
Registration: American Red Cross First Aid/CPR/AED
Experience: 7 Years
Ms. Mayra Martinez has previously worked for a consulting firm and local government agencies where
she provided support on sustainable practices including best management practices for agriculture in
Ventura County. In the last year, Ms. Martinez has focused her expertise to water quality and
conservation, joining Willdan in February 2020 to work primarily on stormwater quality compliance.
Relevant Experience
NPDES Consulting Services, City of San Fernando, CA. Ms. Martinez has played an active role in ensuring
NPDES Permit compliance to the City. She has assisted with implementation of the NPDES Permit,
watershed program, and monitoring program. She has performed various non-stormwater outfall
inspections, public outreach, and provides annual staff training on the Planning and Land Development
Program, Construction Development Program, and Illicit Discharge Program requirements of the MS4
Permit. She has also supported the trash daily generation rate study, to demonstrate compliance with the
Los Angeles River Trash TMDL. Ms. Martinez also represents the City’s interest in the Upper Los Angeles
River Watershed Group and attends meetings on the City’s behalf, provides report and document review
and comment, and updates the City on critical deadlines, milestones, and required actions.
NPDES Consulting Services, City of La Cañada Flintridge, CA. Ms. Martinez has actively supported the
City’s stormwater program by actively ensuring NPDES Permit compliance to the City. She has assisted
with the implementation of the Upper Los Angeles River watershed and monitoring program and the MS4
Permit. Ms. Martinez has performed non-stormwater outfall inspections and provides annual staff
training on NPDES required minimum control measures. In addition, she has also attended meetings on
behalf of the City and provides review and comment of documents related to the City’s watershed
program and Los Angeles Regional Water Quality Control Board. Ms. Martinez reports to the City on
critical material and timeframes to ensure all work is complete and deadlines are met.
NPDES Consulting Services, City of Hidden Hills, CA. Ms. Martinez has provided support to the City to
ensure MS4 Permit compliance. She has performed pre and post rain event construction site BMP
inspections, non-stormwater outfall screening, and illicit discharge investigations. She has also prepared
annual staff training on MS4 Permit related material, as applicable to the City. In addition to MS4
compliance, Ms. Martinez has represented the City’s interest in the Upper Los Angeles River and Malibu
Creek watershed groups and provides review and comment of related material on the City’s behalf.
NPDES Consulting Services, City of Westlake Village, CA. Ms. Martinez has actively supported the City’s
MS4 Permit compliance efforts over the past two years. She has ensured the City is in compliance with
the various minimum control measures of the MS4 Permit. This includes construction site BMP
inspections, non-stormwater inspections, illicit discharge investigations, and annual staff training. In
addition, Ms. Martinez supports the City’s watershed program and monitoring program and provides
review and comment of watershed program material on behalf of the City. Ms. Martinez reports directly
to City staff to provide updates on meetings, reports, and documents and maintains an open line of
communication to ensure all deadlines are met.
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 24
Kayla Urbina, EIT
Environmental Analyst I
Education: BS, Environmental Engineering, University of Southern California
Registration: American Red Cross First Aid/CPR/AED
California Engineer-in-Training (EIT) No. 176660
Experience: 2 Years
Ms. Kayla Urbina joined Willdan in 2022 to work primarily as onsite contract staff for the City of San
Fernando and assists the NPDES team with stormwater compliance services. Prior to her experience at
Willdan, she worked as an intern for the City of San Fernando’s Public Works Department and as a Civil
and Environmental Engineering Department grader while completing her degree.
Relevant Experience
NPDES Consulting Services, City of San Fernando, CA. Ms. Urbina has played an active role in ensuring
NPDES Permit compliance to the City. She has assisted with implementation of the NPDES Permit,
conducts non-stormwater outfall inspections, conducts public outreach for upcoming city projects and
potential grant opportunities, and performs routine construction inspections for the San Fernando
Regional Park Infiltration Project, a ULAR EWMP Regional Project. She also represents the City’s interest
in the Upper Los Angeles River Watershed Group and attends meetings on the City’s behalf such as the
Los Angeles Permit Group Meeting, and MS4 related workshops. Additionally, Ms. Urbina provides
administration assistance to the City of San Fernando Public Works Department including composing
engineer’s reports and coordinating with contractor and inspector for Pico Street Improvement Project
and collaborated with consultants to ensure preparation of bid package is on schedule for Glenoaks Bridge
Pedestrian Fencing Project. Perform field checks and research traffic calming measures for Safe Routes to
School Project (Cycles 1 & 2).
NPDES Consulting Services, City of La Cañada Flintridge, CA. Ms. Urbina assists the City with stormwater
compliance. She has performed non-stormwater outfall inspections, attended meetings on behalf of the
City, and has assisted in the development of the City’s NPDES annual report.
NPDES Consulting Services, City of Hidden Hills, CA. Ms. Urbina assists the City with implementation of
the NPDES Permit. She has attended meetings on behalf of the City, and has assisted in the development
of the City’s NPDES annual report.
NPDES Consulting Services, City of Canyon Lake, CA. Ms. Urbina has actively supported the City’s efforts
towards MS4 Permit compliance over the past year. She has represented the City’s interests in watershed
groups such as the Lake Elsinore/Canyon Lake TMDL Task Force and provides review and comment of
related material on the City’s behalf. She has also assisted the City with completion of annual reporting
required by state and federal regulations.
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 25
Mohammad Samiee, PE, QSD
Construction Manager/Public Works Observation
Profile Summary
Education: MS,Computer Science, West Coast University, Los Angeles, California
BS, Civil Engineering, California State Polytechnic University at Pomona
Registration: American Red Cross First Aid/CPR/AED
Civil Engineer, California, No. 46172
Registered QSD, California
Experience: 28 Years
Mohammad E. Samiee, PE, has more than 28 years of engineering experience including field engineering,
management and operations, contract administration. In addition to public works and infrastructure projects.
Mohammad has also supervised and reviewed geotechnical and grading reports, including preliminary geotechnical
studies for residential and commercial buildings such as level and hillside projects, drilling, sampling, continuous
logging laboratory testing and analysis of collected field and office data. His duties have included verification of
bottom of excavations prior to fill replacement; grading inspection; identifying groundwater; unstable slopes, faults,
ground substance and collapse; flood plain; and regional seismicity with adverse impact to the project, as well as
preparation of geotechnical reports with conclusions and recommendations.
Relevant Experience
San Bernardino Plan and Project Review, City of San Bernardino, California. Assistant Construction Manager.
Willdan reviews private developer projects spanning both on-site and off-site improvements. Review services cover
Final Parcel and Tract Maps, lot line adjustments, grading & erosion control plans, storm drain plans, hydrology,
water & sewer improvement plans, street improvement plans, signing & striping plans, traffic signal plans, storm
water pollution prevention plans (SWPPP), and water quality management plans (WQMP).
On-Call Public Works Services, City of Rialto, California. Assistant Construction Manager. Willdan was responsible
for providing construction support services on various city projects during construction, including the Community
Resource Center Project. This project involved the installation of ADA accessible pedestrian entrance ramps, an
ADA-compliant path of travel, and adjacent parking lot improvements. Total construction cost was approximately
$85,000.
County of Los Angeles Department of Public Works, On-Call Resident Engineer, Construction Inspection and
Welding Inspection Services, Los Angeles, CA. Resident Engineer. Providing construction inspection, resident
engineer, and welding inspection services to the County of Los Angeles on an as-needed basis, His responsibilities
include construction inspection, oversight, and enforcement of compliance with contract documents for
construction of various department roads, sewers, water, traffic signals and flood control projects. Mohammad is
responsible for bridge construction, rehabilitation, widening or seismic retrofit; dam rehabilitation; storm drain and
sewage pump plant construction or rehabilitation; major road reconstruction; construction of major storm drain
systems; and other public works projects. His duties include preparing and processing change orders, daily logs and
working statements; collecting work records; maintaining accurate records of work completed for payment
purposes; conducting employee interviews; preparing as- built plans; and performing other associated contract
administration tasks.
County of Los Angeles, Federal Emergency Management Agency (FEMA) Road Storm Damage Repair Project, Tuna
Canyon Road, Malibu, CA. Resident Engineer. For a project which involved storm damage repair for a portion of
Tuna Canyon Road, Mohammad was responsible for management and control during construction of a large
retaining wall with texture using tiebacks, caissons/grade beam system to support the road. His duties also included
coordination of the project with the County of Los Angeles and performing quality assurance inspection.
Packet Pg. 231
650 E. Hospitality Lane, Suite 400
San Bernardino, CA 92408-3586
909.386.0200 | 800.789.7517 | Fax: 909.888.5107
www.willdan.com
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ON-CALL PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
AND WILLDAN ENGINEERING
This Agreement is made and entered into as of March 1, 2023 by and between
the City of San Bernardino, a charter city and municipal corporation organized and
operating under the laws of the State of California with its principal place of business at
Vanir Tower, 290 North D Street, San Bernardino, CA 92401 (“City”), and Willdan
Engineering, a CORPORATION with its principal place of business at 2401 E. Katella
Avenue Suite 300, Anaheim, CA. 92806 (hereinafter referred to as “Consultant”). City
and Consultant are hereinafter sometimes referred to individually as “Party” and
collectively as the “Parties.”
RECITALS
A. City is a public agency of the State of California and is in need of
professional services for the following project:
Civil Engineering Design, Consulting and Project Management Services for:
1. Civil Engineering Design
2. Traffic
3. Structural Engineering
4. Environmental
5. Geotechnical Engineering
6. Survey
7. Landscape Consulting Services
8. Inspection and Management of Construction Project
9. Project Management/ Staff Augmentation
(hereinafter referred to as “the Project”).
B. Consultant is duly licensed and has the necessary qualifications to provide
such services.
C. The Parties desire by this Agreement to establish the terms for City to retain
Consultant to provide the services described herein.
NOW, THEREFORE, IT IS AGREED AS FOLLOWS:
AGREEMENT
1. Incorporation of Recitals. The recitals above are true and correct and are
hereby incorporated herein by this reference.
2. Services. Consultant shall provide the City with the services described in
the Scope of Services attached hereto as Exhibit “A.” The services shall be more
particularly described in the individual Task Order issued by the City or its designee. No
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services shall be performed unless authorized by a fully executed Task Order in the form
attached hereto as Exhibit “B”.
3. Professional Practices. All professional services to be provided by
Consultant pursuant to this Agreement shall be provided by personnel identified in their
proposal. Consultant warrants that Consultant is familiar with all laws that may affect its
performance of this Agreement and shall advise City of any changes in any laws that may
affect Consultant’s performance of this Agreement. Consultant further represents that no
City employee will provide any services under this Agreement.
4. Compensation.
a. Consultant shall receive compensation, including authorized
reimbursements, for all services rendered under this Agreement at the rates set forth in
the Schedule of Charges attached hereto as Exhibit “A” and incorporated herein by this
reference. The maximum compensation for services to be provided pursuant to each
Task Order shall be set forth in the relevant Task Order. The total aggregate
compensation paid to Consultant under this Agreement shall not exceed the amount set
forth in Section 2(b) below.
b. In no event shall the total amount paid for services rendered by
Consultant under this Agreement and all Task Orders issued hereunder exceed the sum
of $50,000 per assigned task order. This amount is to cover all related costs, and the
City will not pay any additional fees for printing expenses. Consultant may submit
invoices to City for approval. Said invoice shall be based on the total of all Consultant’s
services which have been completed to City’s sole satisfaction. City shall pay
Consultant’s invoice within forty-five (45) days from the date City receives said invoice.
The invoice shall describe in detail the services performed and the associated time for
completion. Any additional services approved and performed pursuant to this Agreement
shall be designated as “Additional Services” and shall identify the number of the
authorized change order, where applicable, on all invoices.
5.Additional Work. If changes in the work seem merited by Consultant or the
City, and informal consultations with the other party indicate that a change is warranted,
it shall be processed in the following manner: a letter outlining the changes shall be
forwarded to the City by Consultant with a statement of estimated changes in fee or time
schedule. An amendment to this Agreement shall be prepared by the City and executed
by both Parties before performance of such services, or the City will not be required to
pay for the changes in the scope of work. Such amendment shall not render ineffective
or invalidate unaffected portions of this Agreement.
a. Adjustments. No retroactive price adjustments will be considered.
Annual increases shall not exceed the percentage change in the Consumer Price
Index- All urban consumers, All Items - (Series ID# CUURS49CSA0) Riverside-
San Bernardino – Ontario, CA areas for the twelve (12) month period July through
July immediately preceding the adjustments and be subject to City’s sole discretion
and approved (if needed) for budget funding by the City Council.
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6. Term. The term of this Agreement shall be from March 1, 2023, to
November 16, 2027, unless earlier terminated as provided herein. Consultant shall
complete the services within the term of this Agreement and shall meet any other
established schedules and deadlines set forth in each individual Task Order issued by
the City. All applicable indemnification provisions of this Agreement shall remain in effect
following the termination of this Agreement.
7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be
maintained in accordance with generally recognized accounting principles and shall be
made available to City for inspection and/or audit at mutually convenient times for a period
of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence
pertaining to costs incurred shall be maintained by Consultant and made available at all
reasonable times during the contract period and for four (4) years from the date of final
payment under the contract for inspection by City.
8. Time of Performance. Consultant shall perform its services in a prompt and
timely manner and shall commence performance upon receipt of a Task Order from the
City to proceed.
9. Delays in Performance.
a. Neither City nor Consultant shall be considered in default of this
Agreement for delays in performance caused by circumstances beyond the reasonable
control of the non-performing Party. For purposes of this Agreement, such circumstances
include a Force Majeure Event. A Force Majeure Event shall mean an event that
materially affects the Consultant’s performance and is one or more of the following: (1)
Acts of God or other natural disasters occurring at the project site; (2) terrorism or other
acts of a public enemy; (3) orders of governmental authorities (including, without
limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals
by governmental authorities that are required for the services); and (4) pandemics,
epidemics or quarantine restrictions. For purposes of this section, “orders of
governmental authorities,” includes ordinances, emergency proclamations and orders,
rules to protect the public health, welfare and safety.
b. Should a Force Majeure Event occur, the non-performing Party shall,
within a reasonable time of being prevented from performing, give written notice to the
other Party describing the circumstances preventing continued performance and the
efforts being made to resume performance of this Agreement. Delays shall not entitle
Consultant to any additional compensation regardless of the Party responsible for the
delay.
c. Notwithstanding the foregoing, the City may still terminate this
Agreement in accordance with the termination provisions of this Agreement.
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10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes
and regulations of the federal, state and local government, including Cal/OSHA
requirements.
b. If required, Consultant shall assist the City, as requested, in obtaining
and maintaining all permits required of Consultant by federal, state and local regulatory
agencies.
c. If applicable, Consultant is responsible for all costs of clean up and/
or removal of hazardous and toxic substances spilled as a result of his or her services or
operations performed under this Agreement.
11. Standard of Care. Consultant’s services will be performed in accordance
with generally accepted professional practices and principles and in a manner consistent
with the level of care and skill ordinarily exercised by members of the profession currently
practicing under similar conditions.
12. Conflicts of Interest. During the term of this Agreement, Consultant shall at
all times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept
payment from or employment with any person or entity which will constitute a conflict of
interest with the City.
13. City Business Certificate. Consultant shall, prior to execution of this
Agreement, obtain and maintain during the term of this Agreement a valid business
registration certificate from the City pursuant to Title 5 of the City’s Municipal Code and
any and all other licenses, permits, qualifications, insurance, and approvals of whatever
nature that are legally required of Consultant to practice his/her profession, skill, or
business.
14. Assignment and Subconsultant. Consultant shall not assign, sublet, or
transfer this Agreement or any rights under or interest in this Agreement without the
written consent of the City, which may be withheld for any reason. Any attempt to so
assign or so transfer without such consent shall be void and without legal effect and shall
constitute grounds for termination. Subcontracts, if any, shall contain a provision making
them subject to all provisions stipulated in this Agreement. Nothing contained herein shall
prevent Consultant from employing independent associates and subconsultants as
Consultant may deem appropriate to assist in the performance of services hereunder.
15. Independent Consultant. Consultant is retained as an independent
contractor and is not an employee of City. No employee or agent of Consultant shall
become an employee of City. The work to be performed shall be in accordance with the
work described in this Agreement, subject to such directions and amendments from City
as herein provided. Any personnel performing the work governed by this Agreement on
behalf of Consultant shall at all times be under Consultant’s exclusive direction and
control. Consultant shall pay all wages, salaries, and other amounts due such personnel
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in connection with their performance under this Agreement and as required by law.
Consultant shall be responsible for all reports and obligations respecting such personnel,
including, but not limited to: social security taxes, income tax withholding, unemployment
insurance, and workers’ compensation insurance.
16. Insurance. Consultant shall not commence work for the City until it has
provided evidence satisfactory to the City it has secured all insurance required under this
section. In addition, Consultant shall not allow any subcontractor to commence work on
any subcontract until it has secured all insurance required under this section.
a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and
volunteers shall be named as additional insureds on Consultant’s and its subconsultants’
policies of commercial general liability and automobile liability insurance using the
endorsements and forms specified herein or exact equivalents.
b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the
performance of all work under this Agreement, in amounts not less than specified herein,
Commercial General Liability Insurance, in a form and with insurance companies
acceptable to the City.
(ii) Coverage for Commercial General Liability insurance shall be
at least as broad as the following:
Insurance Services Office Commercial General Liability
coverage (Occurrence Form CG 00 01) or exact equivalent.
(iii) Commercial General Liability Insurance must include
coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX)
exclusion deleted
(7) Contractual Liability with respect to this Contract
(8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions
limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits
by one insured against another; (3) products/completed operations liability; or (4) contain
any other exclusion contrary to the Agreement.
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(v) The policy shall give City, its elected and appointed officials,
officers, employees, agents, and City-designated volunteers additional insured status
using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements
providing the exact same coverage.
(vi) The general liability program may utilize either deductibles
or provide coverage excess of a self-insured retention, subject to written approval by the
City, and provided that such deductibles shall not apply to the City as an additional
insured.
c. Automobile Liability
(i) At all times during the performance of the work under this
Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury
and property damage including coverage for owned, non-owned and hired vehicles, in a
form and with insurance companies acceptable to the City.
(ii) Coverage for automobile liability insurance shall be at least
as broad as Insurance Services Office Form Number CA 00 01 covering automobile
liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials,
officers, employees, agents and City designated volunteers additional insured status.
(iv) Subject to written approval by the City, the automobile liability
program may utilize deductibles, provided that such deductibles shall not apply to the City
as an additional insured, but not a self-insured retention.
d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of
Section 3700 of the California Labor Code which requires every employer to be insured
against liability for workers’ compensation or to undertake self-insurance in accordance
with the provisions of that code, and he/she will comply with such provisions before
commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during
the term of this Agreement, at all times during the performance of the work under this
Agreement, the Consultant shall maintain full compensation insurance for all persons
employed directly by him/her to carry out the work contemplated under this Agreement,
all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the
Labor Code of the State of California and any acts amendatory thereof, and Employer’s
Liability Coverage in amounts indicated herein. Consultant shall require all
subconsultants to obtain and maintain, for the period required by this Agreement, workers’
compensation coverage of the same type and limits as specified in this section.
e. Professional Liability (Errors and Omissions)
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At all times during the performance of the work under this Agreement the
Consultant shall maintain professional liability or Errors and Omissions insurance
appropriate to its profession, in a form and with insurance companies acceptable to the
City and in an amount indicated herein. This insurance shall be endorsed to include
contractual liability applicable to this Agreement and shall be written on a policy form
coverage specifically designed to protect against acts, errors or omissions of the
Consultant. “Covered Professional Services” as designated in the policy must specifically
include work performed under this Agreement. The policy must “pay on behalf of” the
insured and must include a provision establishing the insurer's duty to defend.
f. Privacy/Network Security (Cyber)
At all times during the performance of work under this Agreement, the Designer
shall maintain privacy/network security insurance, in a form and with insurance
companies acceptable to the City, for: (1) privacy breaches, (2) system breaches, (3)
denial or loss of service, and (4) the introduction, implantation or spread of malicious
software code.
g. Minimum Policy Limits Required
(i) The following insurance limits are required for the
Agreement:
Combined Single Limit
Commercial General Liability $2,000,000 per occurrence/$4,000,000
aggregate for bodily injury, personal
injury, and property damage
Automobile Liability $1,000,000 per occurrence for bodily
injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate
(errors and omissions)
Cyber Liability $1,000,000 per occurrence and
aggregate
(ii) Defense costs shall be payable in addition to the limits.
(iii) Requirements of specific coverage or limits contained in this
section are not intended as a limitation on coverage, limits, or other requirement, or a
waiver of any coverage normally provided by any insurance. Any available coverage shall
be provided to the parties required to be named as Additional Insured pursuant to this
Agreement.
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h. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City
evidence of insurance from an insurer or insurers certifying to the coverage of all
insurance required herein. Such evidence shall include original copies of the ISO CG
00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of
Insurance (Acord Form 25-S or equivalent), together with required endorsements. All
evidence of insurance shall be signed by a properly authorized officer, agent, or qualified
representative of the insurer and shall certify the names of the insured, any additional
insureds, where appropriate, the type and amount of the insurance, the location and
operations to which the insurance applies, and the expiration date of such insurance.
i. Policy Provisions Required
(i) Consultant shall provide the City at least thirty (30) days prior
written notice of cancellation of any policy required by this Agreement, except that the
Consultant shall provide at least ten (10) days prior written notice of cancellation of any
such policy due to non-payment of the premium. If any of the required coverage is
cancelled or expires during the term of this Agreement, the Consultant shall deliver
renewal certificate(s) including the General Liability Additional Insured Endorsement to
the City at least ten (10) days prior to the effective date of cancellation or expiration.
(ii) The Commercial General Liability Policy and Automobile
Policy shall each contain a provision stating that Consultant’s policy is primary insurance
and that any insurance, self-insurance or other coverage maintained by the City or any
named insureds shall not be called upon to contribute to any loss.
(iii) The retroactive date (if any) of each policy is to be no later
than the effective date of this Agreement. Consultant shall maintain such coverage
continuously for a period of at least three years after the completion of the work under
this Agreement. Consultant shall purchase a one (1) year extended reporting period A)
if the retroactive date is advanced past the effective date of this Agreement; B) if the
policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made
policy with a retroactive date subsequent to the effective date of this Agreement.
(iv) All required insurance coverages, except for the professional
liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor
of the City, its officials, officers, employees, agents, and volunteers or shall specifically
allow Consultant or others providing insurance evidence in compliance with these
specifications to waive their right of recovery prior to a loss. Consultant hereby waives
its own right of recovery against City, and shall require similar written express waivers
and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each
insured against whom claims are made or suits are brought, except with respect to the
limits of liability. Further the limits set forth herein shall not be construed to relieve the
Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s
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indemnification obligations to the City and shall not preclude the City from taking such
other actions available to the City under other provisions of the Agreement or law.
j. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance
companies, as determined by the City, which satisfy the following minimum
requirements:
(1) Each such policy shall be from a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to
transact in the business of insurance in the State of California, or otherwise allowed
to place insurance through surplus line brokers under applicable provisions of the
California Insurance Code or any federal law.
k. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of
insurance coverage to be maintained by Consultant, and any approval of said insurance
by the City, is not intended to and shall not in any manner limit or qualify the liabilities
and obligations otherwise assumed by the Consultant pursuant to this Agreement,
including, but not limited to, the provisions concerning indemnification.
(ii) If at any time during the life of the Agreement, any policy of
insurance required under this Agreement does not comply with these specifications or is
canceled and not replaced, City has the right but not the duty to obtain the insurance it
deems necessary and any premium paid by City will be promptly reimbursed by
Consultant or City will withhold amounts sufficient to pay premium from Consultant
payments. In the alternative, City may cancel this Agreement.
(iii) The City may require the Consultant to provide complete
copies of all insurance policies in effect for the duration of the Project.
(iv) Neither the City nor the City Council, nor any member of the
City Council, nor any of the officials, officers, employees, agents or volunteers shall be
personally responsible for any liability arising under or by virtue of this Agreement.
l. Subconsultant Insurance Requirements. Consultant shall not allow
any subcontractors or subconsultants to commence work on any subcontract until they
have provided evidence satisfactory to the City that they have secured all insurance
required under this section. Policies of commercial general liability insurance provided
by such subcontractors or subconsultants shall be endorsed to name the City as an
additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact
same coverage. If requested by Consultant, City may approve different scopes or
minimum limits of insurance for particular subcontractors or subconsultants.
17. Indemnification.
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a. To the fullest extent permitted by law, Consultant shall defend (with
counsel reasonably approved by the City), indemnify and hold the City, its elected and
appointed officials, officers, employees, agents, and authorized volunteers free and
harmless from any and all claims, demands, causes of action, suits, actions, proceedings,
costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or
injury of any kind, in law or equity, to property or persons, including wrongful death,
(collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any
alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers,
employees, subcontractors, consultants or agents in connection with the performance of
the Consultant’s services, the Project, or this Agreement, including without limitation the
payment of all damages, expert witness fees, attorneys’ fees and other related costs and
expenses. This indemnification clause excludes Claims arising from the sole negligence
or willful misconduct of the City. Consultant's obligation to indemnify shall not be
restricted to insurance proceeds, if any, received by the City, the City Council, members
of the City Council, its employees, or authorized volunteers. Consultant’s indemnification
obligation shall survive the expiration or earlier termination of this Agreement.
b. If Consultant’s obligation to defend, indemnify, and/or hold harmless
arises out of Consultant’s performance as a “design professional” (as that term is defined
under Civil Code section 2782.8), then, and only to the extent required by Civil Code
section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation
shall be limited to the extent which the Claims arise out of, pertain to, or relate to the
negligence, recklessness, or willful misconduct of the Consultant in the performance of
the services or this Agreement, and, upon Consultant obtaining a final adjudication by a
court of competent jurisdiction, Consultant’s liability for such claim, including the cost to
defend, shall not exceed the Consultant’s proportionate percentage of fault.
18. California Labor Code Requirements. Consultant is aware of the
requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well
as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage
Laws"), which require the payment of prevailing wage rates and the performance of other
requirements on certain “public works” and “maintenance” projects. If the Services are
being performed as part of an applicable “public works” or “maintenance” project, as
defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such
Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the
City, its elected officials, officers, employees and agents free and harmless from any
claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to
comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and
all subcontractors to comply with all California Labor Code provisions, which include but
are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775),
employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor
Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815)
and debarment of contractors and subcontractors (Labor Code Section 1777.1).
If the Services are being performed as part of an applicable “public works” or
“maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the
Consultant and all subconsultants performing such Services must be registered with the
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Department of Industrial Relations. Consultant shall maintain registration for the duration
of the Project and require the same of any subconsultants, as applicable. This Project
may also be subject to compliance monitoring and enforcement by the Department of
Industrial Relations. It shall be Consultant’s sole responsibility to comply with all
applicable registration and labor compliance requirements.
19. Verification of Employment Eligibility. By executing this Agreement,
Consultant verifies that it fully complies with all requirements and restrictions of state and
federal law respecting the employment of undocumented aliens, including, but not limited
to, the Immigration Reform and Control Act of 1986, as may be amended from time to
time, and shall require all subconsultants and sub-subconsultants to comply with the
same.
20. Laws and Venue. This Agreement shall be interpreted in accordance with
the laws of the State of California. If any action is brought to interpret or enforce any term
of this Agreement, the action shall be brought in a state or federal court situated in the
County of San Bernardino, State of California.
21. Termination or Abandonment
a. City has the right to terminate or abandon any portion or all of the
work under this Agreement by giving ten (10) calendar days’ written notice to Consultant.
In such event, City shall be immediately given title and possession to all original field
notes, drawings and specifications, written reports and other documents produced or
developed for that portion of the work completed and/or being abandoned. City shall pay
Consultant the reasonable value of services rendered for any portion of the work
completed prior to termination. If said termination occurs prior to completion of any task
for the Project for which a payment request has not been received, the charge for services
performed during such task shall be the reasonable value of such services, based on an
amount mutually agreed to by City and Consultant of the portion of such task completed
but not paid prior to said termination. City shall not be liable for any costs other than the
charges or portions thereof which are specified herein. Consultant shall not be entitled
to payment for unperformed services, and shall not be entitled to damages or
compensation for termination of work.
b. Consultant may terminate its obligation to provide further services
under this Agreement upon thirty (30) calendar days’ written notice to City only in the
event of substantial failure by City to perform in accordance with the terms of this
Agreement through no fault of Consultant.
22. Attorneys’ Fees. In the event that litigation is brought by any Party in
connection with this Agreement, the prevailing Party shall be entitled to recover from the
opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by
the prevailing Party in the exercise of any of its rights or remedies hereunder or the
enforcement of any of the terms, conditions, or provisions hereof. The costs, salary, and
expenses of the City Attorney’s Office in enforcing this Agreement on behalf of the City
shall be considered as “attorneys’ fees” for the purposes of this Agreement.
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23. Responsibility for Errors. Consultant shall be responsible for its work and
results under this Agreement. Consultant, when requested, shall furnish clarification
and/or explanation as may be required by the City’s representative, regarding any
services rendered under this Agreement at no additional cost to City. In the event that an
error or omission attributable to Consultant’s professional services occurs, Consultant
shall, at no cost to City, provide all other services necessary to rectify and correct the
matter to the sole satisfaction of the City and to participate in any meeting required with
regard to the correction.
24. Prohibited Employment. Consultant shall not employ any current employee
of City to perform the work under this Agreement while this Agreement is in effect.
25. Costs. Each Party shall bear its own costs and fees incurred in the
preparation and negotiation of this Agreement and in the performance of its obligations
hereunder except as expressly provided herein.
26. Documents. Except as otherwise provided in “Termination or
Abandonment,” above, all original field notes, written reports, Drawings and
Specifications and other documents, produced or developed for the Project shall, upon
payment in full for the services described in this Agreement, be furnished to and become
the property of the City.
27. Organization. Consultant shall assign Fred Wickman as Project
Manager(s). The Project Manager shall not be removed from the Project or reassigned
without the prior written consent of the City.
28. Limitation of Agreement. This Agreement is limited to and includes only the
work included in the Project described above.
29. Notice. Any notice or instrument required to be given or delivered by this
Agreement may be given or delivered by depositing the same in any United States Post
Office, certified mail, return receipt requested, postage prepaid, addressed to the
following addresses and shall be effective upon receipt thereof:
CITY:
City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: Daniel Hernandez Agency
Director of Public Works, Operations,
and Maintenance
With Copy To:
City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
CONSULTANT:
Willdan Engineering
650 E. Hospitality Lane, Suite 400
San Bernardino, CA. 92408
Attn: Tyrone Peter, PE
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Attn: City Attorney
30. Third Party Rights. Nothing in this Agreement shall be construed to give
any rights or benefits to anyone other than the City and the Consultant.
31. Equal Opportunity Employment. Consultant represents that it is an equal
opportunity employer and that it shall not discriminate against any employee or applicant
for employment because of race, religion, color, national origin, ancestry, sex, age or
other interests protected by the State or Federal Constitutions. Such non-discrimination
shall include, but not be limited to, all activities related to initial employment, upgrading,
demotion, transfer, recruitment or recruitment advertising, layoff or termination.
32. Entire Agreement. This Agreement, including Exhibit “A,” represents the
entire understanding of City and Consultant as to those matters contained herein, and
supersedes and cancels any prior or contemporaneous oral or written understanding,
promises or representations with respect to those matters covered hereunder. Each
Party acknowledges that no representations, inducements, promises, or agreements
have been made by any person which are not incorporated herein, and that any other
agreements shall be void. This is an integrated Agreement.
33. Severability. If any provision of this Agreement is determined by a court of
competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such
determination shall not affect the validity or enforceability of the remaining terms and
provisions hereof or of the offending provision in any other circumstance, and the
remaining provisions of this Agreement shall remain in full force and effect.
34. Successors and Assigns. This Agreement shall be binding upon and shall
inure to the benefit of the successors in interest, executors, administrators and assigns
of each Party to this Agreement. However, Consultant shall not assign or transfer by
operation of law or otherwise any or all of its rights, burdens, duties or obligations without
the prior written consent of City. Any attempted assignment without such consent shall
be invalid and void.
35. Non-Waiver. The delay or failure of either Party at any time to require
performance or compliance by the other Party of any of its obligations or agreements shall
in no way be deemed a waiver of those rights to require such performance or compliance.
No waiver of any provision of this Agreement shall be effective unless in writing and
signed by a duly authorized representative of the Party against whom enforcement of a
waiver is sought. The waiver of any right or remedy with respect to any occurrence or
event shall not be deemed a waiver of any right or remedy with respect to any other
occurrence or event, nor shall any waiver constitute a continuing waiver.
36. Time of Essence. Time is of the essence for each and every provision of
this Agreement.
37. Headings. Paragraphs and subparagraph headings contained in this
Agreement are included solely for convenience and are not intended to modify, explain,
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or to be a full or accurate description of the content thereof and shall not in any way affect
the meaning or interpretation of this Agreement.
38. Amendments. Only a writing executed by all of the Parties hereto or their
respective successors and assigns may amend this Agreement.
39. City’s Right to Employ Other Consultants. City reserves its right to employ
other consultants, including engineers, in connection with this Project or other projects.
40. Prohibited Interests. Consultant maintains and warrants that it has neither
employed nor retained any company or person, other than a bona fide employee working
solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants
that it has not paid nor has it agreed to pay any company or person, other than a bona
fide employee working solely for Consultant, any fee, commission, percentage, brokerage
fee, gift or other consideration contingent upon or resulting from the award or making of
this Agreement. For breach or violation of this warranty, City shall have the right to
rescind this Agreement without liability. For the term of this Agreement, no official, officer
or employee of City, during the term of his or her service with City, shall have any direct
interest in this Agreement, or obtain any present or anticipated material benefit arising
therefrom.
41. Counterparts. This Agreement may be executed in one or more
counterparts, each of which shall be deemed an original. All counterparts shall be
construed together and shall constitute one single Agreement.
42. Authority. The persons executing this Agreement on behalf of the Parties
hereto warrant that they are duly authorized to execute this Agreement on behalf of said
Parties and that by doing so, the Parties hereto are formally bound to the provisions of
this Agreement.
43. Order of Precedence.
The following order and succession of the referenced documents shall govern in
the event of conflict between documents:
1. Amendment(s)
2. This Agreement
3. Task Orders
44. Electronic Signatures. Each Party acknowledges and agrees that this
Agreement may be executed by electronic or digital signature, which shall be considered
as an original signature for all purposes and shall have the same force and effect as an
original signature.
[SIGNATURES ON FOLLOWING PAGE]
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SIGNATURE PAGE FOR ON-CALL PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SAN BERNARDINO
AND WILLDAN ENGINEERING
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date
first written above.
CITY OF SAN BERNARDINO
APPROVED BY:
Charles E. McNeely
Interim City Manager
ATTESTED BY:
Genoveva Rocha
City Clerk
APPROVED AS TO FORM:
Best Best & Krieger LLP
City Attorney
WILLDAN ENGINEERING
Signature
Vanessa Munoz
Name
CEO/President
Title
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EXHIBIT A
Scope of Services / Schedule of Charges
This agreement assists the city with creating a long-term list of “Pre-Qualified
Civil Engineering Firms, Engineering Design Professionals and Related
Consultants”. The consultant shall provide the following services:
•Civil Engineering Design
- Designs for street construction (widening/reduction), pavement
projects (rehabilitation, reconstruction, median additions, ADA
compliant sidewalks and walkways, and ADA compliant access
ramp projects.
- Designs of infrastructure such as: wastewater pump/lift station,
wastewater force main pipeline, gravity pipelines, rehabilitation of
existing gravity and force main pipes. Preparation of wastewater
hydraulic analysis and modeling
- Designs storm drain infrastructure such as: storm drain pipeline and
ancillary structures, detention retention basin, and rehabilitation of existing
storm drain pipes. Preparation of hydrology and hydraulic studies, Master
Drainage studies, Water-Quality Master Plan (WQMP) and Storm Water
Pollution Prevention Plan (SWPPP).Design and implementation of quiet
zone infrastructures and devices at railroad crossings such as a 4 Quadrant
Crossing Gate.
•Traffic Control
- Traffic Engineering Consultants available to provide engineering
design services for new or modified traffic signals, traffic control,
signage and striping, lighting, signal interconnect (hardwire or
fiber optic cable), preparation of Signal Timing Plans and Traffic
Impact Studies, and any other traffic engineering related designs.
•Structural Engineering
- Provides structural calculations and design of retaining wall structure, soil
stabilization retaining structure, parking lot and street light foundation,
bridge foundation for various types of bridge construction such as pre-
fabricated bridges along with construction shoring.
- Provides structural inspection and analysis of existing buildings, newly
constructed buildings, life cycle analysis of existing structures, parking
structures, along with many other structural related designs.
•Environmental Consulting
- Prepare Initial Study Document.
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- Prepare environmental documents and technical studies in
accordance with the California Environmental Quality Act
(CEQA).
- Preparation of environmental documents and technical studies in
accordance with the National Environmental Policy Agency
(NEPA).
- Provide environmental monitoring services during construction
and other related environmental services.
•Geotechnical Engineering
- Perform geotechnical investigation to include site evaluation and
slope stability analysis.
- Prepare geotechnical studies, environmental site assessments,
and seismic analysis.
- Provide soils inspection, compaction testing, and materials
testing services to include field and laboratory testing of materials
to serve as quality assurance on construction projects in
accordance with project contract documents and applicable
International Code Council (ICC), Construction by Configuration
(CBC), American Society for Testing and Materials (ASTM),
American Concrete Institute (ACI), American Association of State
Highway and Transportation Officials (AASHTO), AWS
standards, codes, city ordinances, regulations, laws, and
common industry practices.
•Survey
- Collect existing ground elevation and topographic features.
- Provide targets for aerial survey.
- Provide construction staking for Public Works Capital
Improvement Projects.
- Tie out existing monuments and re-establish monuments pre and
post-construction.
- Prepare legal description and accompany plat for easements,
Right-of-Way acquisition, and Right-of-Way dedication.
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•Landscape Consulting Services
- Architect Consulting firms to provide landscape design and
irrigation for street medians, City buildings and parkways.
•Inspection and Management of Construction Project
- Provide Construction Inspection and Management services for the
construction of Capital Improvement Projects such as: pavement
construction projects, street widening, concrete sidewalk repair, street
median additions, ADA sidewalk and ramp construction, sewer and storm
drain pipe installation and rehabilitation, sewer and storm drain pump
station rehabilitation and construction, and parking structure rehabilitation
and new construction.
-
•Project Management/Staff Augmentation
- Provide services of leading a work team to achieve all project
goals within specified constraints.
- Planning, organizing, managing the completion of a project, while
ensuring that it delivers the expected results on time, on budget
and within a specific scope of services.
- Provide staffing services for filling short-term project positions for
Public Works on-call civil engineering design services.
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Schedule of Charges
Job Title Job Description Hourly Rate
KEY PERSONNEL
Principal-in-Charge Contract Manager $245
Project Manager IV Quality Control / Quality Assurance $212
Principal Project Manager Project Manager $216
Deputy Director Traffic Task Manager $220
Deputy Director Civil Task Manager $220
Principal Project Manager Survey Task Manager $216
Project Manager II Drainage Task Manager $187
Project Manager I Hydraulic Task Manager $169
Director Environmental Task Manager $226
Supervising Engineer Geotechnical Task Manager $199
Director Inspection and Construction Management Task Manager $226
Principal Project Manager Landscape Architecture Task Manager $216
Project Manager IV Structural Design Task Manager $212
TECHNICAL SUPPORT TEAM
Designer II Roadway Designer $166
Senior Designer I Roadway Designer $175
Senior Design Manager Traffic Designer $188
Design Manager Traffic Designer $185
Associate Engineer I Traffic Designer $170
Assistant Engineer IV Traffic Designer $165
Assistant Engineer III Traffic Designer $157
Assistant Engineer II Traffic Designer $148
Project Manager III Drainage Project Engineer $197
Senior Engineer II Hydraulic Project Engineer $188
Senior Designer II Hydrologic Analyst $184
Associate Engineer I Hydrologic / Roadway Designer $170
Assistant Engineer III Hydrologic / Roadway Designer $157
Assistant Engineer II Hydrologic / Roadway Designer $148
GIS Analyst II Hydrologic GIS Specialist $175
Geologist II Materials Testing $176
Supervisor – Survey & Mapping Mapping & Surveying $191
Senior Survey Analyst Mapping & Surveying $182
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Utility Coordinator Utility Coordination $167
Principal Planner Environmental Documentation Specialist $189
Supervising Engineer Regulatory Permit Specialist $199
Traffic Engineer II Transportation Project Engineer $212
Senior Engineer I Transportation Project Engineer $199
Project Manager II Transportation Studies Analyst $187
Assistant Engineer II Transportation Studies Analyst $148
Senior Landscape Architect Landscape Architecture Specialist $175
Associate Landscape Architect Landscape Architecture Specialist $160
City Engineer I Grant Funding Administration Specialist $212
Labor Compliance Manager Labor Compliance Specialist $166
Labor Compliance Specialist Labor Compliance Specialist $132
Plan Check Engineer Structural Design Engineer $183
Senior Public Works Observer Construction Observation $138*
Public Works Observer Construction Observation $138*
Administrative Assistant II Word Processing / File Management $109
If the city requires Consultant to hire additional Consultants perform any Additional Services, Consultant
shall be compensated therefore at the Consultant’s actual hourly rates plus 15%. Owner shall have the
authority to review and approve the rates of the consultant.
Name of Expenses
Mileage Current FTR mileage reimbursement rate
The Consultant and City shall use the City’s Preliminary Construction Budget to establish an estimate of
the Consultant’s Total Compensation based upon the following Fee Schedule:
Fee Schedule
Construction Costs % Rate Fee (100% OR Fraction Thereof)
First $250,000 10%$25,000
Next $250,000 10%$25,000
Next $500,000 8%$40,000
Next $500,000 8%$40,000
Next $2,000,000 6%$120,000
Excess of $5,000,000 5%$250,000
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EXHIBIT B
TASK ORDER
Task Order No. _______
Agreement: [INSERT TITLE OF AGREEMENT]
Consultant: WILLDAN ENGINEERS
The Consultant is hereby authorized to perform the following services subject to
the provisions of the Agreement identified above:
List any attachments: (Please provide if any.)
Dollar Amount of Task Order: Not to exceed $_____,_____.00
Completion Date:_____________
The undersigned Consultant hereby agrees that it will provide all equipment, furnish all
materials, except as may be otherwise noted above, and perform all services for the work
above specified in accordance with the Agreement identified above and will accept as full
payment therefore the amount shown above.
CITY OF SAN BERNARDINO WILL DAN ENGINEERS
Dated: Dated:
By: By:
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City of
San
Bernardino
February 10, 2023
Request for Proposal
Land Development and NPDES Program
Management Services
Packet Pg. 254
February 10, 2023
City of San Bernardino
Public Works Department
290 North D St
San Bernardino, CA 92401
Attention: Susan Pan, PE, QSD/QSP
Acting Deputy Public Works Director/City Engineer
Submitted via: Email
Subject: Proposal for Land Development and NPDES Program Management Services
The City of San Bernardino (City) is seeking professional engineering and program management services
related to implementing the City’s Land Development and National Pollutant Discharge Elimination
Systems (NPDES) programs. Willdan Engineering (Willdan) has been providing specialized solutions tailored
to the unique needs of municipalities and other local government agencies for over 59 years and with the
City of San Bernardino for 46 years. Our firm's commitment to responsive service and successful project
delivery has given us a reputation as a firm that can be trusted to listen and to deliver a product our clients
envision and embrace.
The Team - Willdan’s proposed Project Manager, Joseph Bellomo, PE, QSD/P is a Principal Project
Manager at Willdan, and he will have overall responsibility for the services we provide. Since 2004, Mr.
Bellomo and his team have implemented and managed all aspects of the municipal NPDES Permit for
many Willdan clients. Currently, he provides city engineering services to two cities and manages a team
that implements NPDES permit compliance programs for ten municipal clients in three counties under the
jurisdiction of two regional water quality control boards. For this contract, Mr. Bellomo will be supported
by Emilio De Murga, PE and Johnny Ghazal, PE, QSD/P, both of whom have experience of working for the
City and years of land development and plan checking experience. Supporting their efforts will be Kelsey
Reed, CESSWI, QSP, HAZWOPER, and a team of highly qualified Environmental Analysts and inspectors
capable of managing and implementing all aspects of the municipal, industrial, and construction general
NPDES permits.
The Approach - The services Mr. Ghazal currently provide the City coupled with Mr. De Murga’s previous
onsite support provided to the City will ensure a seamless transition from the current manager of Land
Development and coordination with City personnel and plan checking services. Willdan will provide 40
hours per week of onsite staffing divided between Mr. Bellomo, Mr. De Murga, and Mr. Ghazal, at highly
reduced hourly rates. They will be supported by the remaining team offsite. An onsite presence will
ensure proper communication with City leadership, and directions and guidance are effectively
disseminated to the City’s land development and inspection personnel.
The Availability - Willdan has been an integral part of the San Bernardino community since 1977.
Willdan's team will continue to be managed and coordinated through our local full-service San Bernardino
office, just 3.5 miles to the City’s office – making Willdan conveniently located and responsive to the City’s
requests. Willdan’s comprehensive capabilities will ensure continuity, efficiency, cost effectiveness,
quality, and adequate resources – and give the City maximum control over its workload. Willdan has the
capacity to rapidly reassign project workloads to an expanded team of subject matter experts from our
corporate resources to keep pace with the City’s requirements.
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We greatly appreciate this opportunity to provide you with our qualifications, and cost proposal for the
immediate need, and look forward to answering any questions that you have.
Respectfully submitted,
WILLDAN ENGINEERING
Adel M. Freij, PE
Director of City Engineering
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City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 3
Company Profile
Willdan Engineering (Willdan), a California corporation since 1964, is a subsidiary of Willdan Group, Inc.,
a publicly traded Delaware corporation. Services are provided to nation-wide clientele through our
subsidiary firms – Willdan Engineering, Willdan Energy Solutions, and Willdan Financial Services – that
offer a portfolio of diversified capabilities. Unique to Willdan is our
understanding of public agency needs and issues. We have supported the
implementation of community visions through planning, engineering,
construction management, building and safety, and staff augmentation for
over 59 years. Since its establishment in 1964, Willdan has expanded in size,
location, and service capabilities. Today, the firm provides a full range of
engineering and planning services. Willdan provides civil, special district,
and structural engineering; planning; financial and economic consulting;
geology and geotechnical engineering; environmental health and safety;
and energy efficiency solutions services.
Willdan specializes in solutions tailored to the unique needs of municipalities and other local government
agencies. Services range from full-time, in-house staffing to interim or part-time assistance on a project-
by-project basis. In addition to the significant portion of our staff that have served in public agency
management positions prior to joining Willdan, Willdan has had over a thousand assignments with over
90% of the cities and counties in California for building officials, city engineers, county engineers, county
roads supervisors, planning directors, traffic engineers, and other public agency staff members. With our
depth of experience, expertise, knowledge, and resources, Willdan can offer practical solutions that are
timely, cost effective, and that meet the needs of individual communities. The diversity of our staff’s
experience is an added value of our professional services.
Our understanding of public agency challenges and needs is what makes Willdan unique. To meet and,
on many occasions, exceed the expectation of our clients, Willdan fosters and instills a corporate culture
of Customer-First among our staff and in our day-to-day work environment. Looking out for the City's best
interests is at the forefront of everything we do. Our customer-focused philosophy is particularly evident
when dealing with complex situations and difficult challenges that are hard to resolve.
City’s Current Need
We understand the City is seeking a qualified firm to manage nine (9) City staff and plan check consultants
in delivering the land development and NPDES programs. The City processes roughly 1,000 land
development permit applications annually and include on-site improvement/grading permits, off-site
improvement permits, landscape plan permits, ROW encroachment permits, tract/parcel maps, lot line
adjustments, lot mergers, water quality management plans, best management practices plans, erosion
control plans, and stormwater pollution prevention plans (SWPPP).
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Scope of Services
Land Development Program Services
Willdan provides engineering plan review services for a variety of land development projects. The work
encompasses review of improvement plans, including street plans, traffic signal plans, striping plans,
drainage plans, roadway, sewer, water, grading plans, erosion and sediment control plans
and storm water quality and SWPPP documents. The Engineering review is done by
licensed civil engineers, with support from technical staff. Our civil engineers draw from
their municipal expertise to coordinate the land development review such that all agency
conditions of approval, regulatory permitting, engineering standards and policies are
complied with and that good engineering practices are followed in general. This includes
performing a project site visit, review, and application of information from the soils, geologic and seismic
reports, fire flow calculations, sewer reports, mapping and related documents, easements, cost estimates
and planning documents such as approved site plans and conditions of approval. The Willdan team is
adept at coordinating a complete land development review from project inception and conditioning
through approval and permitting and final as built and acceptance procedures. Willdan has developed a
detailed in-house civil review checklist specifically for use on City of San Bernardino projects. Our checklist
summarizes the City’s requirements and expectations to ensure all review staff perform consistent and
comprehensive reviews of each project.
Staff Augmentation
Our understanding of the needs and challenges facing public agencies is unmatched in the industry.
Willdan's professionals often serve to extend our clients' staff as city engineers and other
public agency positions ranging from full-time, in-house staffing to interim or part-time
assistance. We have highly trained, experienced staff to complete or enhance local
agency staffing. A significant portion of our staff has served in public agency
management positions prior to joining Willdan, infusing our organization with an in-
depth understanding of the issues driving local governments.
Electronic Plan Review
Willdan has long had the ability to provide plan review services electronically, at no additional cost to the
City or applicants. The many advantages of our “tree-saving” electronic plan review process includes the
elimination of the need for additional computer software or hardware–only an Internet connection is
necessary. Electronic plan review services are provided at the request of the applicant
or the agency we serve. Submittals are accepted in PDF format and reviewed in
Bluebeam. Willdan will review plans and can transmit the redlined plans back to the
applicant or designer via the website, along with the plan review comment sheet. This
service allows for on-line collaboration between the City, designer and plans examiner
to facilitate a complete understanding of plan review comments and can reduce
shipping, printing, and timelines for plan review processing for the applicant. Our EPR portal also serves
as an accurate log of all plans coming in and going out. City staff will have full access to the site and will
have the ability to check status, review redlines, comments, etc.
NPDES Program Management
Since the adoption of the first municipal NPDES Permit for Los Angeles County in June 1990, Willdan has
provided professional permit and Total Maximum Daily Load (TMDL) management and review services for
many municipalities. The following are various levels of services Willdan provides to its clients:
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Program Management – When called upon for help with NPDES Programs, the majority
of Willdan’s clients rely on the firm for full permit and TMDL program management
services. This typically includes the preparation of fiscal year budgets, reports, and
presentations to city staff and city council; preparation of annual reports and
presentations to regulators; development and management of service contracts,
multiagency agreements, and compliance programs; coordination with watershed partners, regulators
and at times non-governmental organizations and managing city service personnel.
Full/Partial Minimum Control Measure (MCM) Implementation – Using a full range of administrative and
field activities, Willdan has experience ensuring compliance with the Municipal NPDES Permit –
Stormwater Management Minimum Control Measures. This includes compliance activities associated
with public information and public participation, industrial/commercial (I/C) facilities, planning and land
development, development construction, public agency activities, and illicit discharge/illicit connection
management. We also augment our clients existing resources, as well as train city staff to take over NPDES
Permit requirements such as inspections or the entire compliance program.
Development Plan Review Services – As part of the project development review process required by past
Municipal NPDES Permits as well as the current Permit, Willdan provides professional engineering related
review services for public and private projects subject to the conditioning and approval for design and
implementation of stormwater mitigation measures. This includes Water Quality Management Plans
(WQMP) and Low Impact Development (LID) standards for new development, redevelopment, and SWPPP
for compliance with the State’s General Permit for construction activities. As a result, Willdan has a
comprehensive understanding of proper site design, source control measures and the ability to implement
appropriate best management practices (BMPs).
Watershed Management Plan/Program Group Representation – Willdan has in-depth knowledge of the
development and implementation of Watershed Management Programs (WMP). Throughout Willdan’s
participation in multiple WMP groups, our staff has negotiated multiagency contracts and agreements,
actively participated in the development process of the WMP and its Coordinated Integrated Monitoring
Program (CIMP) and has collaborated and participated in meetings with group partners and Regional
Water Quality Control Board (Regional Board) staff. In addition, Willdan has assisted in the development
of presentations to the Regional Board, multiagency agreements, CIMP implementation, and multiagency
cost-sharing formulas.
TMDL Programs and Studies – From the review of Regional Board developed draft Basin Plan
Amendments to addressing TMDL requirements, Willdan has years of experience. Quite often Willdan
finds itself representing multiple clients with a common interest in the same watershed. These situations
provide opportunities for our firm to take on lead watershed roles for the betterment of its clients,
especially concerning TMDLs. For example, on behalf of the cities of Agoura Hills, Hidden Hills, and
Westlake Village, Mr. Bellomo developed and currently manages, the Malibu Creek Watershed CIMP that
reduces the cost to each client on common tasks and ensures the issues of the clients are addressed with
efficiency. Another example is a project Willdan designed, managed, and inspected installation of
Connector Pipe Screens and Automatic Retractable Screens full capture devices for more the 20 municipal
clients in southern California putting those clients ahead of the regulatory curve on the State’s Trash Policy
and TMDLs.
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Additional Services
Labor Compliance
Willdan has provided Labor Compliance services for over 30 years. Our labor compliance staff have
completed monitoring and enforcement assignments for public agencies throughout
California. Willdan’s Labor Compliance Management process has been perfected through
continual reviews and updates. It maximizes efficiency and minimizes costs while optimizing
client comfort. We provide contractor support by phone and email to insure a smooth
process throughout the project. Our team can assist the City in compliance with applicable Federal, State,
County, and local labor laws.
Grant Writing and Administration for Local, State and Federal
Willdan offers expertise in funding sources to assist our clients with obtaining available funding for current
and future capital improvement projects. Our team offers vast knowledge of
local/state/federal funding availability, along with administration and
procurement requirements, for a wide variety of funding sources. Willdan's staff
members have prepared numerous funding and competitive grant applications for
various client cities. The applications generally require extensive research to
investigate facilities and existing conditions, soliciting support from local civic
groups, and completing a detailed cost estimate for project implementation. Willdan offers expertise in
grant writing and selecting winning projects. Our submittals have a greater than 50 percent award rate
on competitive state and federal grants.
In addition, Willdan's team possesses vast experience preparing and processing required Caltrans forms
for local agencies, including state and federal funding forms, checklists, invoices, and reports of
expenditures. Willdan has assisted local agencies at various project stages with state and federal funding,
from the initiating request to final invoicing. Willdan team members maintain quality relations with
Caltrans’ District Local Assistance. Willdan offers expertise in grant writing and selecting
winning projects. As can be seen in the table below, Willdan has an excellent track record
in pursuing and securing state/federal funding for various Cities and Counties in the last
five years totaling nearly $45 million. Willdan is thoroughly familiar with regulations
pertaining to expenditures of federal, state, county, and local funds, including:
Arterial Highway Rehabilitation Program (AHRP)
Surface Transportation Program Local (STPL)
Safe, Accountable, Flexible, Efficient
Transportation Equity Act (SAFETEA-LU)
Community Development Block Grant (CDBG)
Congestion Mitigation and Air Quality (CMQAQ)
Highway Bridge Program (HBP)
State Gas Tax
Active Transportation Program (ATP)
Highway Safety Improvement Program (HSIP)
MTA Call for Projects
Measure M, R and W
Proposition A and C
Proposition 1
Proposition 42
Proposition IB
SB1
Transportation Development Act (TDA)
Urban Greening
Various other grant and funding sources
This knowledge is critical in executing projects funded by federal or state programs that have special
permitting and reporting requirements. We have worked extensively for and with the CPUC, all Caltrans
Districts, Caltrans Division of Structures, Regional Water Quality Control Boards, and the U.S. Army Corps
of Engineers. We have processed numerous permits and approvals through FHWA, CPUC, FRA, CTC, CCC,
CDFW, RWQCB, etc. We are familiar with funding, permitting, and procedural requirements of these
Nearly $45
Million in
Funding in the
last 5 years
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agencies and have an excellent working relationship with the essential staff involved in local agency
programs. Our contacts with personnel in these agencies enable us to facilitate permit processing and
compliance when required.
Key Personnel
For our key personnel, we have selected individuals with extensive expertise and directly related
experience to ensure that services provided adhere to company-wide policies including the quality and
integrity of project deliverables and team performance. They are supported by a talented technical
support team ready to implement successful project delivery. The project manager selected to serve the
City is a highly qualified individual with the task-to-talent match to meet the City’s stated goals.
The Project Manager Joe Bellomo, PE, QSD/P, will be supported by Emilio De Murga, PE and Johnny
Ghazal, PE, QSD/P both of whom have experience of working for the City and possess years of land
development and plan checking experience. In addition, they will be assisted by Kelsey Reed, CESSWI,
QSP, HAZWOPER, and a team of highly qualified Environmental Analysts and inspectors. Additional
environmental, engineering, and inspection staff are available should the need arise. The following table
and summary of client services illustrates the experience of key personnel and their corresponding
services provided to municipal clients.
Services
Team Member
Joe
Bellomo
Emilio
Murga
Johnny
Ghazal
Kelsey
Reed
Mayra
Martinez
Kayla
Urbina
Mohammad
Samiee
Land Development
Experience
Onsite Staff Augmentation
Experience Managing Client
Personnel
NPDES Program
Management
Full MCM Implementation
Development Plan Review
Services
Regional BMP Development
Opportunities
Industrial/Commercial
Stormwater Inspections
Trash TMDL Compliance
Construction Site Inspection
Post Construction WQMP
Related Inspections
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Organizational Chart
Below is an organizational chart that highlights the services that will be provided. The three staff members
whose names in bold and blue font are the onsite contacts available for day-to-day support.
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Availability
Team Member Title
Onsite
Availability
Per Week
Availability Per
Week
Land Development Personnel
Joe Bellomo Project Manager 10 hours 25%
Emilio Murga City Engineer 30 hours 75%
Johnny Ghazal Senior Engineer 5 hours 20%
NPDES Personnel
Kelsey Reed Environmental Analyst III 20%*
Mayra Martinez Environmental Analyst II 20%*
Kayla Urbina Environmental Analyst I 16 hours 40%
Chris Stone Project Manager III 15%*
Mohammad Samiee, PE, QSD Inspector 15%*
*Variable work week with minimal high priority assignments that could have a greater availability if needed.
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Relevant Experience
We encourage the City to contact the references listed below; they are clients that have received similar
services as those we are proposing to provide to the City of San Bernardino.
City of San Fernando
117 MacNeil Street
San Fernando, CA ZIP
Contact: Mr. Matthew Baumgardner
Public Works Director
(818) 898-1237, mbaumgardner@sfcity.org
Dates: May 2012 – Current
Staff: Joe Bellomo, Emilio De Murga, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$300,000 Annually
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
City of Fillmore
250 Central Avenue
Fillmore, CA 93015
Contact: Mr. David Rowlands
City Manager
(805) 524-1500 ext. 209, drowlands@ci.fillmore.ca.us
Dates: September 2017 – Current
Staff: Joe Bellomo, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$4.2 Million through 6/30/2023
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
City of Westlake Village
31200 Oak Crest Drive
Westlake Village, CA 91361
Contact: Mr. Rob de Geus
City Manager
(818)706-1613, rob@wlv.org
Dates: July 2006 – Current
Staff: Joe Bellomo, Kelsey Reed, Mayra Martinez, Kayla Urbina
Total
Cost:
$800,000 Annually
Services
Provided
Onsite City Engineering/Land Development, NPDES Program Management, Inspection
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Fee Proposal
Willdan Engineering
February 10, 2023
Land Development and NPDES Program Management Services
These services shall be compensated based on the current applicable Willdan Engineering hourly rates
per the attached respective schedules of hourly rates that will be held unchanged for the 3-year duration
of the contract. The following modifications to the standard fee schedule will be applied to specific key
staff positions when performing the routine or on-site land development services and NPDES Program
Management related services only:
Reduced Hourly Rates
Principal Project Manager – Joe Bellomo, PE, QSD/P ................................ $200.00
City Engineer – Emilio De Murga, PE ......................................................... $175.00
Project Manager – Johnny Ghazal, PE, QSD/P ........................................... $118.00
Environmental Analyst III – Kelsey Reed, CESSWI, QSP, HAZWOPER ........ $145.00
Environmental Analyst II – Mayra Martinez .............................................. $140.00
Sr. Public Works Observer I – Mohammad Samiee, PE, QSD .................... $110.00
Special engineering and NPDES program assignments such as capital projects design, special studies and
public works projects that are in addition to the onsite staffing and NPDES program management will
utilize the standard hourly rate schedules on a following page. For these special assignments, Willdan will
submit a work plan to the City for approval describing the scope of work, technical approach, proposed
budget, and schedule. Upon approval from the City, Willdan will start work on these projects.
Annual Estimate for Land Development Management Services
For the City’s consideration, Willdan proposes meeting the demand for this item with 40 hours per week
of onsite staffing. Our plan is to cover Monday through Friday by providing Mr. De Murga three 10-hour
days, Mr. Ghazal one 5-hour day, and Mr. Bellomo one 5-hour day, per week. Based on the reduced rates
listed above, we are recommending an annual amount not-to-exceed total for this service of $410,000.
Annual Estimate for NPDES Program Management Services
For the City’s consideration, Willdan proposes an annual budget of $160,000 to fully manage the City’s
NPDES Program based on current Municipal NPDES Permit as well as the reduced rates listed above and
the following table.
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Resumes of Key Staff
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Joseph E. Bellomo, PE, QSD/P
Principal Project Manager
Education: BS, Civil Engineering, California State University, Los Angeles
Registration/
Certification:
Civil Engineer, CA No. 75564
Qualified SWPPP Developer (QSD) and Qualified SWPPP Practitioner (QSP) No. 20016
Experience: 25 Years
Mr. Joe Bellomo, prior to joining Willdan, worked in the Department of Health Services for the County of
Los Angeles as the Senior Environmental Health Technician for the Bureau of District Environmental Services
(DES). The Bureau of DES is responsible for managing impacts to public health at commercial food facilities
and housing in Los Angeles County. During his time in DES, Mr. Bellomo transitioned from conducting
inspections in the field to administrative responsibilities under the direct supervision of the Bureau Director
as the County began the restaurant grading program and reformation of food facility inspections. In January
2004, Mr. Bellomo joined Willdan as a Civil Engineer to work on various aspects of storm water and city
engineering. Since his start with the firm, Joe has used his experience and knowledge of the State and
Federal National Pollutant Discharge Elimination Systems (NPDES) program to manage compliance for many
of Willdan’s clients. The majority of Willdan’s NPDES related clients rely on Joe for full NPDES permit and
Total Maximum Daily Load (TMDL) program management services, formally or otherwise. This typically
includes the preparation of fiscal year budgets, reports, and presentations to city staff and city council,
preparation of annual reports and presentations to regulators; development and management of service
contracts, multiagency agreements, and compliance programs; coordination with watershed partners,
regulators and non-governmental organizations; and at times managing city service personnel. As a result,
Willdan has a comprehensive understanding of NPDES Permit requirements and the best approach to
implementation. Mr. Bellomo currently serves as the Deputy City Engineer in Westlake Village and Fillmore,
and currently manages a team solely dedicated to providing NPDES compliance services to Willdan clientele.
Summary of Experience
Staff Augmentation/NPDES/Construction Management/Federal Compliance, City of Fillmore, CA. Mr.
Bellomo served as the Deputy City Engineer and was responsible for the implementation of the Capital
Improvement Projects, compliance with various regulatory requirements associated with the NPDES
program, water and wastewater, parks, and other infrastructure. Mr. Bellomo has managed two rounds of
I/C inspections for the City. Services include federal compliance on four project packages of federally funded
construction projects. The scope of work includes constructability review of existing construction plan sets,
coordination of required design updates to the PS&E, advertise and award the construction contract, provide
construction management and varying levels of construction inspection, coordination of multiple
stakeholder groups for each project, and full administration of federal funding processing for projects at
various stages of approval to secure funds, ensure federal compliance during construction, and invoice
Caltrans for reimbursement of funds.
City Engineering and Storm Water Program Management, City of Westlake Village, CA. Mr. Bellomo
currently serves as the City’s Deputy City Engineer, however began working for the City in 2004 and served
as its Storm Water Program Manager from 2008 through 2018. He has been responsible for providing the
City municipal and construction NPDES program management, grant application and contract management,
NPDES staff training, program evaluation and reporting, community presentations, staff reports, and budget
reports; formalizing multi-agency watershed agreements, compliance with watershed TMDLs, and served as
the chair of the Malibu Creek Watershed Management Committee for the past nine years. During this period,
Joe has managed six rounds of I/C inspections for the City. Mr. Bellomo served as one of four members that
represented the LA Permit Group, a group that comprised of approximately 61 cities in Los Angeles County,
in the negotiation of the 2012 Municipal Separate Storm Sewer System (MS4) Permit. This Permit introduced
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the concept of compliance with water quality standards and limits through the development and
implementation of watershed management planning. This compliance strategy has since been used by other
Regional Boards throughout California, as well as other similar regulatory agencies in other states. While
serving as the Stormwater Program Manager for Westlake Village, Mr. Bellomo represented the City’s
interest with active participation in various Countywide funding programs such as the Integrated Regional
Water Management Plan (IRWMP) where Mr. Bellomo currently serves as the first alternate to the Chair of
the North Santa Monica Bay Sub-Regional Steering Committee and representative to the Greater Los Angeles
County Regional IRWMP Leadership Committee; alternate to the Executive Director of the Las Virgenes-
Malibu Council of Governments seat on the Safe, Clean Water Stakeholder Advisory Committee that’s
responsible for the development of Measure W; and served in technical groups such as the Los Angeles
Permit Group, the Watershed Management Modeling System Advisory Committee. His active participation
beyond the City’s boundaries ensures the best decisions and outcomes are made for the City.
Water Quality/ NPDES Compliance Services, City of San Fernando, CA. Project Manager. Willdan
implements the City's Enhanced Watershed Management Plan, Coordinated Integrated Watershed
Management Plan, and NPDES permits. We attended meetings on behalf of the client and provided
document review. Willdan was support staff with City Council report and presentations. Willdan also
conducted as needed briefings to the public, city staff, and City Council.
Stormwater Program Manager, City of Canyon Lake, CA. Project Manager. Willdan is responsible for full
compliance with the Municipal NPDES Permit, Total Maximum Daily Loads (TMDLs) in the Lake Elsinore and
Canyon Lake Watershed, as well as other NPDES regulations. Duties include developing a stormwater
pollution prevention plan (SWPPP) and Low Impact Develop plans for City projects, review and conditioning
private development plans, review and approval of WQMPs, developing and implementing special
monitoring studies to evaluate the City’s drainage and contribution relative to TMDLs for downstream
waterbodies, and developing storm water treatment approaches.
Water Quality Services, City of La Cañada Flintridge, CA. Project Manager. Willdan implements the City's
Enhanced Watershed Management Plan, Coordinated Integrated Watershed Management Plan, and NPDES
Program Management and is the representative to the Upper Los Angeles River Enhanced Watershed
Management Program Group. We attended meetings on behalf of the client, documented review and were
support staff with City Council report and presentations. Willdan also conducted as needed briefings to the
public, city staff, and City Council.
Water Quality Consultant Services, City of Hidden Hills, CA. Project Manager. Willdan is responsible for full
compliance with the Municipal NPDES Permit, Total Maximum Daily Loads (TMDLs) in the Los Angeles River
Watershed and Malibu Creek Watershed, as well as other NPDES regulations. Duties include developing a
stormwater pollution prevention plan (SWPPP) and Low Impact Develop plans for City projects, review
private development plans, developing and implementing special monitoring studies to evaluate the City’s
drainage and contribution relative to TMDLs for downstream waterbodies, and developing storm water
treatment approaches.
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Emilio Murga, PE
City Engineer
Education: California State University, Northridge
LA Valley Junior College
Registration/
Certification:
Civil Engineer, CA No. 54420
Experience: 34 Years
Mr. Emilio M. Murga joined Willdan in 2001 and has since provided project management, contract
administration, supervision of public works inspectors and City staff, coordination of various agencies and
consultants, and city engineering services to the Cities of Lawndale, Covina, San Marino, Hawaiian
Gardens, San Fernando, San Bernardino, and West Covina on an as-needed basis. He has assisted the City
Engineer of the Cities of South Gate, Bell Gardens, Maywood, and Inglewood on various projects, including
implementing and administering the design and construction of various capital improvement projects.
Mr. Murga is fluent in the Spanish language.
Summary of Experience
Development Review Services, Cities of Inglewood, Lynwood, and South Gate, California. Mr. Murga
provides development review services for these cities which includes the following:
Prepare Public Works development conditions (offsite improvements, traffic, street lighting, water,
sewer, drainage, storm drains, NPDES, subdivision requirements, etc.). Issue public works permits to
private development and utility companies. Provide public works inspections for offsite
improvements and others.
Close out public works permits and development projects. Ascertain public works development
conditions are met and completed.
Review of development projects from initial proposals to final plans, parcel maps, tract maps, site plan
reviews, etc. Process parcel maps and tract maps, prepare conditions, coordinate with developers and
private engineers.
Attend Planning Commission and City Council meetings to explain public works development
conditions. Coordinate with the Community Development Department, Fire Department, Police
Department, City of Utilities, utility companies, and other City departments, etc.
Review required engineering studies (drainage, traffic, parking, soils, etc.).
Provide coordination with City utilities and utility companies.
Consulting City Engineer, City of San Fernando, California. Mr. Murga provides city engineering services
and project manager services to include preparation of offsite improvements and development
conditions, review and process lot line/lot mergers, parcel and tract maps, review and process street
vacations and right-of-way dedications, provide engineering construction management for CIP projects
and private developments, coordination with CIP granting agencies and utilities.
Consulting City Engineer, City of West Covina, California. Mr. Murga coordinated engineering
development activities, processed parcel and tract maps, offsite improvements, and conditions,
coordinated the design and construction of CIP projects, coordinated Public Works maintenance activities,
traffic engineering tasks, reviewed/process 56-unit condo. Development on Sunset Ave., Porto’s Bakery
and Café development project.
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Consulting City Engineer, City of San Bernardino, California. Mr. Murga coordinated CIP projects, public
works inspection activities, assessment districts, engineering traffic matters, development activities,
including site plan reviews, and grading plans.
City Engineering Services City of Lynwood, California. Mr. Murga’s extensive public works experience was
gained during his tenure with the City of Lynwood, a City with a population of 80,000, where he served as
the Director of Public Works for 8 years and 4 years as Assistant Director of Public Works. He also held
the positions of Assistant and Associate Civil Engineer for 6 years while with that City. Mr. Murga was
employed with City of Lynwood for two tenures. First tenure, From September 1980 to April 1998. Second
tenure, May 2013 to November 2014. Retired from City of Lynwood November 2014.
Assistant City Engineer, City of South Gate, California. Mr. Murga oversaw the Engineering Division, CIP
program and a staff of eight engineers, support staff and public works inspector. Responsible for
implementation of $40 million CIP program, preparation of RFPs for consultant selection for design,
construction engineering and inspection. Overseeing the preparation of designs by consultants and staff.
Preparation of City Council reports, resolutions and ordinances, coordination with the City Attorney’s
office. Preparation of site plan reviews, parcel maps and development conditions. Subdivision process,
attend Planning Commission meetings to explain and answer questions regarding public works conditions.
Oversee the issuance of public works conditions and permits, inspection of private, utility, and public
improvements. Oversee the City’s NPDES program, coordinate with City’s NPDES consultant. Prepare and
coordinate applications by staff and consultants of various Federal and State grants (Call for Projects, EDA,
HSIP, etc.). Oversee department’s budget, prepare CIP annual budget, prepare multi-year CIP program.
Aid on engineering matters to other City Departments. Prepare employee evaluations and address
personnel issues, interview and hire employee replacements. Prepare annual Street Lighting and
Landscape Assessment District. Update annual public works fee schedule. Review EIR/EIS for the I-710
Fwy. Project. Review various traffic and residents’ complaints and request, proposed solutions and
recommendations. Coordinate with Caltrans, Metro, LACDPW, Los Angeles County Sanitation District,
UPRR, Central Basin Water District, etc. Involved on the following CIP projects: Firestone
Boulevard/Atlantic Avenue Project, $8 million; Firestone Boulevard/I-710 Fwy. Bridge Widening, $14
million; Water and Sewer Improvements Project, $5 million; Safe Route to School, Cycles 1, 2, 8 and 9; $3
million; Park Improvements Project, $4 million; Firestone Beautification Project, $15 million; LED Street
Lighting Conversion Project, $3 million; Traffic Signal Improvement Project, $2 million.
Engineering Services - City Engineer, City of Lawndale, California. Mr. Murga served as City Engineer and
acting Director of Public Works during the Director’s absence. The assignment involved implementing
capital improvement projects, issuing Request for Proposals (RFPs) for various consultant services,
supervising public works inspections, implementing CDBG projects, supervising the Department of Public
Works, handling the Traffic Committee, attending City Council meetings, City Manager’s staff meeting,
managing department budget, and expenditures, coordinating with other City departments, coordinating
development, public works improvements, addressing citizens’ complaints, implementing NPDES
procedures, etc. Mr. Murga currently serves the City as Project Manager for the City’s Capital
Improvement Program.
Engineering Services - City Engineer, City of San Marino, California. Mr. Murga was responsible for
providing city engineering services to the City. Mr. Murga’s responsibilities included preparation of CIP
program; advising City of funding/grant opportunities; preparation of RFPs for various services; assisting
with project coordination and inspections; approve CIP progress payments; aid related to Subdivision Map
Act; review and approve grading plans.
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Johnny Ghazal, PE, QSD/P
Civil Plan Review
Education: BS, Civil Engineering, California Polytechnic State University, Pomona
Registration/
Certification:
Civil Engineer, CA No. 76395
Qualified SWPPP Developer (QSD) and Qualified SWPPP Practitioner (QSP) No.00849
Experience: 18 Years
Mr. Johnny Ghazal is a Project Manager at Willdan with over 18 years of diversified civil engineering
experience throughout California covering public works and private sector projects. His private sector
experience includes the design of master planned communities involving the preparation of tentative
tract maps, grading plans, improvement plans for streets, water & sewer, and storm drain facilities. Mr.
Ghazal's public sector experience includes the design of capital improvement projects for various County
and City jurisdictions involving street & storm drain improvements, plan review services, and City
engineering services.
Mr. Ghazal has assisted many jurisdictions with NPDES related compliance efforts involving preparation
and review of stormwater permit documents and inspection as it relates to both MS4 and Construction
General Permit requirements.
Summary of Experience
Civil Plan Check Services. Mr. Ghazal provides plan check services for multiple jurisdictions throughout
California. He is responsible for reviewing both private developer and capital improvement projects.
Current and recent review services include Grading & Erosion Control Plans, Storm Drain Plans, Drainage
Studies, Water & Sewer Improvement Plans, Street Improvement Plans, and Water Quality Management
Plans (WQMP) for the following agencies:
City of Fontana
City of La Quinta
City of Grand Terrace
City of Rialto
City of Moreno Valley
City of Lake Elsinore
City of San Bernardino
City of Highland
City of Loma Linda
March Joint Powers Authority
San Bernardino Associated Governments
County of San Bernardino
Morongo Band of Mission Indians
City Engineering Services, City of Grand Terrace. Mr. Ghazal served as Consulting City Engineer having
responsibilities for planning level reviews for conditions of approval, development plan reviews of private
projects, and review of capital project improvement plans. Mr. Ghazal worked closely with the City's
public works director on capital Improvement projects with responsibilities including preparation and
issuance of RFP’s, bidding assistance and project management for street improvements throughout the
City. Mr. Ghazal also assisted the City with their municipal NPDES compliance efforts.
On-Call Construction Management and Permit Support, Watershed Conservation Authority, California.
As the civil design lead for stormwater compliance on various park projects, Mr. Ghazal was responsible
for preparing Erosion and Sediment Control Plans (ESCP) per Los Angeles County requirements and
preparation of Storm Water Pollution Prevention Plans (SWPPP) for compliance with the State’s
Construction General Permit. Services also included onsite inspections and submittal of permit
documents (SWPPP annual reports, Notice of Terminations) into California’s SMARTS system.
Packet Pg. 273
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 20
Chris O. Stone, PE
Project Manager II/Civil Plan Review
Education: Graduate Course, Mathematics, Oregon State University
Graduate Course, Engineering Mechanics, Montana State University
BS, Civil Engineering, Montana State University
Registration/
Certification:
Civil Engineer, Nevada No. 12379
Civil Engineer, Arizona, No. 55200
Experience: 15 Years
Mr. Chris Stone possesses expertise in transportation and traffic engineering, street and roadway engineering, water
and wastewater engineering, flood control hydrologic and hydraulic engineering, tract map and parcel mapping,
grading, and structural engineering. He has participated in all technical aspects of projects, including preliminary
engineering study and design; preparation of plans, specifications, and estimates; and peer review. His managerial
experience includes client relations, project pursuit, proposal preparation, project technical and budgetary control,
and invoicing.
Summary of Experience
Engineering Plan Review, Various, CA. Project Engineer responsible for reviewing engineering plans and documents
submitted by developers to the Agency for plan review. Documents reviewed have included grading plans, rough
grading plans, erosion control plans, drainage reports, Low Impact Development (LID) reports, storm drain plans,
stormwater pump station design plans, street improvement plans, sanitary sewer plans, sanitary sewer area studies,
water distribution plans, and encroachment permit applications. The documents are reviewed for conformance with
City standards supplemented by the Standard Plans and Specifications for Public Works Construction (Green Book)
and Caltrans Standard Plans. Reviews have been completed in both hard copy and electronic formats. Comments
are returned to the applicant as redlined plan comments and in a plan review comment document. Subsequent
reviews are performed to ensure that corrective actions have been performed by the applicant to adequately
address the comments. When completed, the documents are stamped as “approved” and returned to the City.
Reviews have been performed in the past 2 years for the following Southern California agencies:
Bell
Brea
Cerritos
El Monte
Fillmore
La Canada Flintridge
La Quinta
Los Alamitos
Manhattan Beach
Goleta
Rolling Hills Estates
Rosemead
San Bernardino County
Rolling Hill
Simi Valley
Ventura
West Covina
Paramount
Mall Plan Check Services, City of Manhattan Beach, CA. Project Engineer. Willdan is the project manager providing
Plan Check and Inspection Services for the Manhattan Beach Mall Expansion Project that involves all disciplines from
Building and Safety, Planning, Civil and Geotech. Coordination is made through City staff and Willdan reviewers, as
well as close coordination with the development team. There are weekly meetings, and all conditions of approval
are reviewed for completion.
Alameda Landing Plan Check, City of Alameda, CA. Project Manager. Performed plan checks for grading, street,
drainage, and water quality. The project is on the former Alameda Naval Air Station and is a mixed-use project to
include commercial and residential components. The development agreement required extensive infrastructure
improvements to support the project. All major components of public infrastructure including water, wastewater,
electrical, gas, storm drainage, stormwater treatment, roadway, and traffic facilities were involved. Responsibilities
included site visits; technical review of models, studies, improvement plans and detailed drawings for compliance
with city, district, state, and Federal standards and criteria; assuring that the intent of studies are fulfilled in design
and represented by design submittal; providing timely comments and recommendations for corrective actions
through a Plan Review Memo; meeting with developers and consultants to clarify requirements; and reviewing re-
submittals to ensure that corrective actions are undertaken. The entire review process was conducted utilizing a
proprietary electronic plan review system.
Packet Pg. 274
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 21
Kelsey Reed, CESSWI, QSP, HAZWOPER
Environmental Analyst III
Education: BS, Environmental Science and Resource Management, California State University, Channel Islands
Registration/
Certification:
Qualified Stormwater Practitioner, California Stormwater Quality Association No. 25680
Certified Erosion, Sediment and Storm Water Inspector, EnviroCert International, Inc. No. 4574
Rainwater/Stormwater Post-Construction BMP Inspection & Maintenance Certification
Certified Hazardous Waste Operations and Emergency Response (HAZWOPER)
Experience: 8 Years
Ms. Kelsey Reed has stormwater and public agency experience working for Willdan Engineering and
previously for the City of Camarillo. Ms. Reed now works with a variety of clients, assisting with
stormwater compliance services that vary from site inspections and illicit discharge response to funding
assistance and council report development.
Summary of Experience
NPDES/City Engineering Services, City of Westlake Village, CA. Ms. Reed has served as the City’s
Stormwater Program Manager for over four years. As an offsite extension of City staff, Ms. Reed ensures
the City is in compliance with the various minimum control measures of the MS4 Permit. This includes
construction site BMP inspections, illicit discharge response and resolution, annual training, public
outreach, and commercial and industrial site inspections. In addition to MS4 Permit compliance, Ms. Reed
actively represents the City’s interests at various stormwater meetings, such as the Malibu Creek
Watershed EWMP Group, and provides careful reviews of watershed and regulatory documents. Ms. Reed
played an active role in the review and comment of multiple drafts of the Regional MS4 Permit and ensured
the City was informed during the process. With the passage of Measure W in 2018, Ms. Reed ensured the
City was prepared to receive municipal return funds, including the development of annual plans and council
reports. Additionally, Ms. Reed continues to provide MS4 Permit annual reporting services to the City,
including the review and comment of the Malibu Creek Watershed EWMP Watershed Annual Report.
NPDES/EWMP Consulting Services, City of San Fernando, CA. Ms. Reed has played an active role MS4
Permit compliance support staff to the City. She routinely provides NSW outfall screening and source
identification, annual report preparation, public outreach, and annual City staff training. Additionally, Ms.
Reed represents the City’s interests in the Upper Los Angeles River Watershed EWMP Group and the Los
Angeles Permit Group. During the Regional MS4 Permit adoption process, Ms. Reed provided a thorough
review of the working and tentative drafts and provided comments on behalf of the City. Ms. Reed
previously assisted with the City's Proposition 1 application for the San Fernando Regional Park project that
provided $450,000 in design funds.
Stormwater Program Management, City of Agoura Hills, CA. Ms. Reed has been responsible for as-needed
assistance with MS4 Permit compliance. This includes NSW outfall screening, commercial facility
inspections, construction site BMP inspections, and annual reporting. Additionally, Ms. Reed keeps the City
informed of critical stormwater regulatory and watershed-based developments and represents the City’s
interests as-needed at various stormwater meetings.
City Engineering and Support NPDES Services, City of La Puente, CA. Ms. Reed provides as-needed
stormwater compliance services to the City. this includes compliance with MS4 Permit and reporting
requirements. Ms. Reed helped to develop the City’s response to the 13383 letter to address the State
Trash Policy and provides assistance with Measure W obligations. When requested, Ms. Reed provides City
representation at the Upper San Gabriel River EWMP Group and other various meetings.
Packet Pg. 275
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 22
Stormwater Program Management, City of Fillmore, CA. Ms. Reed provides partial MS4 Permit
compliance services to the City. This includes commercial and industrial inspections, annual staff training,
annual reporting services. Ms. Reed represents the city’s interests in the Ventura County Stormwater
Management Committee and Santa Clara River Watershed Group and updates staff of critical information
and deadlines as it pertains to the groups. With the recent adoption of the Regional MS4 Permit, Ms. Reed
has attended various meetings regarding the possibility of watershed management program (WMP)
development; she provides key information to the City that will help guide the City to make the critical
decision to join a WMP or not.
NPDES/Water Quality Consultant Services, City of Hidden Hills, CA. Ms. Reed has supported the City with
MS4 Permit compliance for over 6 years. Her duties have varied from annual report preparation to
compliance with minimum control measures. She annually helps the City demonstrate compliance with the
LA River Trash TMDL through the implementation of a daily generation rate study. She additionally provides
NSW outfall screening and source identification, illicit discharge response, and construction site
inspections. Ms. Reed has served as an advocate for the City in various stormwater groups and meetings,
such as the LA Permit Group, ULAR and MCW EWMP Groups, and funding committees.
Packet Pg. 276
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 23
Mayra Martinez
Environmental Analyst II
Education: BS, Environmental Science and Resource Management, California State University, Channel Islands
Registration: American Red Cross First Aid/CPR/AED
Experience: 7 Years
Ms. Mayra Martinez has previously worked for a consulting firm and local government agencies where
she provided support on sustainable practices including best management practices for agriculture in
Ventura County. In the last year, Ms. Martinez has focused her expertise to water quality and
conservation, joining Willdan in February 2020 to work primarily on stormwater quality compliance.
Relevant Experience
NPDES Consulting Services, City of San Fernando, CA. Ms. Martinez has played an active role in ensuring
NPDES Permit compliance to the City. She has assisted with implementation of the NPDES Permit,
watershed program, and monitoring program. She has performed various non-stormwater outfall
inspections, public outreach, and provides annual staff training on the Planning and Land Development
Program, Construction Development Program, and Illicit Discharge Program requirements of the MS4
Permit. She has also supported the trash daily generation rate study, to demonstrate compliance with the
Los Angeles River Trash TMDL. Ms. Martinez also represents the City’s interest in the Upper Los Angeles
River Watershed Group and attends meetings on the City’s behalf, provides report and document review
and comment, and updates the City on critical deadlines, milestones, and required actions.
NPDES Consulting Services, City of La Cañada Flintridge, CA. Ms. Martinez has actively supported the
City’s stormwater program by actively ensuring NPDES Permit compliance to the City. She has assisted
with the implementation of the Upper Los Angeles River watershed and monitoring program and the MS4
Permit. Ms. Martinez has performed non-stormwater outfall inspections and provides annual staff
training on NPDES required minimum control measures. In addition, she has also attended meetings on
behalf of the City and provides review and comment of documents related to the City’s watershed
program and Los Angeles Regional Water Quality Control Board. Ms. Martinez reports to the City on
critical material and timeframes to ensure all work is complete and deadlines are met.
NPDES Consulting Services, City of Hidden Hills, CA. Ms. Martinez has provided support to the City to
ensure MS4 Permit compliance. She has performed pre and post rain event construction site BMP
inspections, non-stormwater outfall screening, and illicit discharge investigations. She has also prepared
annual staff training on MS4 Permit related material, as applicable to the City. In addition to MS4
compliance, Ms. Martinez has represented the City’s interest in the Upper Los Angeles River and Malibu
Creek watershed groups and provides review and comment of related material on the City’s behalf.
NPDES Consulting Services, City of Westlake Village, CA. Ms. Martinez has actively supported the City’s
MS4 Permit compliance efforts over the past two years. She has ensured the City is in compliance with
the various minimum control measures of the MS4 Permit. This includes construction site BMP
inspections, non-stormwater inspections, illicit discharge investigations, and annual staff training. In
addition, Ms. Martinez supports the City’s watershed program and monitoring program and provides
review and comment of watershed program material on behalf of the City. Ms. Martinez reports directly
to City staff to provide updates on meetings, reports, and documents and maintains an open line of
communication to ensure all deadlines are met.
Packet Pg. 277
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 24
Kayla Urbina, EIT
Environmental Analyst I
Education: BS, Environmental Engineering, University of Southern California
Registration: American Red Cross First Aid/CPR/AED
California Engineer-in-Training (EIT) No. 176660
Experience: 2 Years
Ms. Kayla Urbina joined Willdan in 2022 to work primarily as onsite contract staff for the City of San
Fernando and assists the NPDES team with stormwater compliance services. Prior to her experience at
Willdan, she worked as an intern for the City of San Fernando’s Public Works Department and as a Civil
and Environmental Engineering Department grader while completing her degree.
Relevant Experience
NPDES Consulting Services, City of San Fernando, CA. Ms. Urbina has played an active role in ensuring
NPDES Permit compliance to the City. She has assisted with implementation of the NPDES Permit,
conducts non-stormwater outfall inspections, conducts public outreach for upcoming city projects and
potential grant opportunities, and performs routine construction inspections for the San Fernando
Regional Park Infiltration Project, a ULAR EWMP Regional Project. She also represents the City’s interest
in the Upper Los Angeles River Watershed Group and attends meetings on the City’s behalf such as the
Los Angeles Permit Group Meeting, and MS4 related workshops. Additionally, Ms. Urbina provides
administration assistance to the City of San Fernando Public Works Department including composing
engineer’s reports and coordinating with contractor and inspector for Pico Street Improvement Project
and collaborated with consultants to ensure preparation of bid package is on schedule for Glenoaks Bridge
Pedestrian Fencing Project. Perform field checks and research traffic calming measures for Safe Routes to
School Project (Cycles 1 & 2).
NPDES Consulting Services, City of La Cañada Flintridge, CA. Ms. Urbina assists the City with stormwater
compliance. She has performed non-stormwater outfall inspections, attended meetings on behalf of the
City, and has assisted in the development of the City’s NPDES annual report.
NPDES Consulting Services, City of Hidden Hills, CA. Ms. Urbina assists the City with implementation of
the NPDES Permit. She has attended meetings on behalf of the City, and has assisted in the development
of the City’s NPDES annual report.
NPDES Consulting Services, City of Canyon Lake, CA. Ms. Urbina has actively supported the City’s efforts
towards MS4 Permit compliance over the past year. She has represented the City’s interests in watershed
groups such as the Lake Elsinore/Canyon Lake TMDL Task Force and provides review and comment of
related material on the City’s behalf. She has also assisted the City with completion of annual reporting
required by state and federal regulations.
Packet Pg. 278
City of San Bernardino
Proposal for Land Development and NPDES
Management Services
Page | 25
Mohammad Samiee, PE, QSD
Construction Manager/Public Works Observation
Profile Summary
Education: MS,Computer Science, West Coast University, Los Angeles, California
BS, Civil Engineering, California State Polytechnic University at Pomona
Registration: American Red Cross First Aid/CPR/AED
Civil Engineer, California, No. 46172
Registered QSD, California
Experience: 28 Years
Mohammad E. Samiee, PE, has more than 28 years of engineering experience including field engineering,
management and operations, contract administration. In addition to public works and infrastructure projects.
Mohammad has also supervised and reviewed geotechnical and grading reports, including preliminary geotechnical
studies for residential and commercial buildings such as level and hillside projects, drilling, sampling, continuous
logging laboratory testing and analysis of collected field and office data. His duties have included verification of
bottom of excavations prior to fill replacement; grading inspection; identifying groundwater; unstable slopes, faults,
ground substance and collapse; flood plain; and regional seismicity with adverse impact to the project, as well as
preparation of geotechnical reports with conclusions and recommendations.
Relevant Experience
San Bernardino Plan and Project Review, City of San Bernardino, California. Assistant Construction Manager.
Willdan reviews private developer projects spanning both on-site and off-site improvements. Review services cover
Final Parcel and Tract Maps, lot line adjustments, grading & erosion control plans, storm drain plans, hydrology,
water & sewer improvement plans, street improvement plans, signing & striping plans, traffic signal plans, storm
water pollution prevention plans (SWPPP), and water quality management plans (WQMP).
On-Call Public Works Services, City of Rialto, California. Assistant Construction Manager. Willdan was responsible
for providing construction support services on various city projects during construction, including the Community
Resource Center Project. This project involved the installation of ADA accessible pedestrian entrance ramps, an
ADA-compliant path of travel, and adjacent parking lot improvements. Total construction cost was approximately
$85,000.
County of Los Angeles Department of Public Works, On-Call Resident Engineer, Construction Inspection and
Welding Inspection Services, Los Angeles, CA. Resident Engineer. Providing construction inspection, resident
engineer, and welding inspection services to the County of Los Angeles on an as-needed basis, His responsibilities
include construction inspection, oversight, and enforcement of compliance with contract documents for
construction of various department roads, sewers, water, traffic signals and flood control projects. Mohammad is
responsible for bridge construction, rehabilitation, widening or seismic retrofit; dam rehabilitation; storm drain and
sewage pump plant construction or rehabilitation; major road reconstruction; construction of major storm drain
systems; and other public works projects. His duties include preparing and processing change orders, daily logs and
working statements; collecting work records; maintaining accurate records of work completed for payment
purposes; conducting employee interviews; preparing as- built plans; and performing other associated contract
administration tasks.
County of Los Angeles, Federal Emergency Management Agency (FEMA) Road Storm Damage Repair Project, Tuna
Canyon Road, Malibu, CA. Resident Engineer. For a project which involved storm damage repair for a portion of
Tuna Canyon Road, Mohammad was responsible for management and control during construction of a large
retaining wall with texture using tiebacks, caissons/grade beam system to support the road. His duties also included
coordination of the project with the County of Los Angeles and performing quality assurance inspection.
Packet Pg. 279
650 E. Hospitality Lane, Suite 400
San Bernardino, CA 92408-3586
909.386.0200 | 800.789.7517 | Fax: 909.888.5107
www.willdan.com
Packet Pg. 280
Proposal
Land Development
and
NPDES
Program Management
Services
Submitted To
City of SAN BERNARDINO
Office: 201 North E Street, 2nd floor
Mail: 290 North D Street
San Bernardino, CA 92401
Attn.: Susan Pan, P.E., QSD/QSP
Acting Deputy Public Works Dir./City Eng.
Submitted via email:
to: Pan_Su@sbcity.org
cc: Hernandez_Da@sbcity.org
Submitted By
TRANSTECH Engineers, Inc.
Contact Person for this Proposal:
Ali Cayir, PE, Principal
E: ali.cayir@transtech.org
E: rfp@transtech.org
C: 714-883-867
Packet Pg. 281
About Transtech Video Highlight:
CLICK HERE
www.transtech.org
855.595.2495 (toll-free)
February 10, 2023
City of SAN BERNARDINO
201 North E Street, 2nd floor; San Bernardino, CA 92401
Submitted via email: to: Pan_Su@sbcity.org; cc: Hernandez_Da@sbcity.org
Attn.: Susan Pan, P.E., QSD/QSP, Acting Deputy Public Works Director/City Engineer
Proposal, Land Development and NPDES Program Management Services
Dear Ms. Pan:
Transtech is pleased to submit this Proposal for the subject services. This Cover Letter provides an executive
summary of our qualifications relevant to the services requested.
Company Profile:
Established in 1989, Transtech (a California Corporation) has been in business for 33 years and provides municipal services
to approximately 70 public agencies. Our staff and resources include approximately 200 staff, including project managers,
civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors,
construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.
Our service capabilities include:
• Building & Safety Services, Building Official Building
Inspection, Plan Check
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Eng
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Eng
• Emergency, Support Services
One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers. We
serve as Building Official, Building Plans Examiner, Building Inspector, Permit Technician, City Engineer, City Traffic Engineer,
Map/Plan Checker, Public Works/Permit Inspector, CIP Manager, Construction Manager, Construction Inspector, Designer,
Federally Funded Project Manager and in other capacities for a number of public agencies. Several of our staff members
have worked for public agencies, including local cities and Caltrans. We are accustomed to working with governmental
agencies, and have a good understanding of public agency issues, procedures, and policies.
Transtech’s Plan Check and Inspection Capacity in numbers:
• We maintain and manage 25 electronic plan submittal portals.
• In 2022, we received and processed approximately 13,000 project applications, reviewed 96,000 documents and
performed 15,000 inspections.
Proposed Lead Staff Person for this Project- Michael Ackerman, PE, QSD, QSP, QISP:
Following is a summary of his qualifications:
Mr. Ackerman has over 25 years of experience. At Transtech, he has been working as a Sr. Engineer at various
Transtech City Engineering Contracts. He has a broad knowledge of municipal government operations, including
preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public,
various city departments, city council and other governmental agencies. He managed Engineering and CIP,
attended and coordinated with COG Regional Transportation Planning, GWMA Gateway Water Management
Association, and Los Angeles Upper Reach 2 Storm Water Management Group.
Mr. Ackerman prior experience includes working for the City of San Bernardino. He was involved in many projects
including Development Review and Plan Check, design and review of Street Improvement Plans, Rough and Precise
Grading Plans, Sewer Plans, Storm Drain Plans, Street Lighting Plans, Storm Water Pollution Prevention Plans, Water
Packet Pg. 282
February 10, 2023
City of SAN BERNARDINO
Attn.: Susan Pan, P.E., QSD/QSP, Acting Deputy Public Works Director/City Engineer
Page 2
www.transtech.org
855.595.2495 (toll-free) Proposal, Land Development and NPDES Program Management Services
Quality Management Plans, Geotechnical Reports, and Hydrology/Hydraulic Studies, land development, industrial,
commercial, residential, and transportation development projects including Tract and Parcel Maps. He also
directed and performed plan check of improvement plans submitted by developers to the City. Also, he
represented the City of San Bernardino at the South Tehachapi Management Team meetings, coordinated with San
Bernardino County Flood Control and FEMA for the certification of City levees and updating of the Flood Insurance
Rate Maps (FIRM), and oversaw permitting and tracking of Land Development Projects through the Division of Public
Works/Engineering. In addition, Mr. Ackerman has worked intimately with Planning and Building and Safety Divisions
on Land Development Projects.
His experience also includes working for Caltrans, District 8 as a civil transportation engineer where he was involved
in the design and construction of various projects.
Service Approach/Summary:
Initial Service Analysis: Initial Service Analysis:
If selected by the City, Transtech will conduct a review of existing process, and perform an operational, service and quality
assessment and efficiency. Based on this review, we will provide any recommendations we may have for any improvements
in service quality, efficiency, and effectiveness.
Process Streamlining:
• Identify and remove any barriers that may exist in order to effective and efficient delivery of services to the public.
• Improve by modifying or restructuring the day-to-day operations to eliminate, or significantly reduce areas of any
duplicative work, overlapping and conflicting rules, regulations, processes and procedures that might be confusing or
that add unnecessary time and cost to the delivery of serv ices.
• Note: Objective of streamlining is to “more effective and efficient administration and enforcement of the process,
codes and standards”. Streamlining is not regulatory abandonment.
Standards for Project Processing Protocol and Completion Goals and Deadlines:
• Establish deadlines and timeframes for processing applications.
• Stick to a strict approval protocol.
• Review and respond to each application should be according to pre-fixed time allotments without exception.
Performance Standards and Monitoring:
Transtech will also develop a monitoring method to document achievement of the performance, and that personnel are
providing helpful and courteous service to customers. The monitoring may include, but is not limited to, customer
feedback through written questionnaires, interviews, and observations at the counter and during permit inspections and
monthly statistical reports.
Transtech’s Plan Check Approach and Standards:
Electronic Plan Check Submittal Portal:
Transtech provides Electronic Plan Check. Please click here for a sample of our electronic plan check portal at one of our
contract Cities. We offer electronic plan check submittal portal to our client cities at no cost.
Virtual Counter Portal:
We offer virtual meetings with plan checkers. Please click here to explore the virtual plan check counter appointment
calendar for one of the Cities.
Transtech’s unique “Customer Care” approach in delivering Services in an efficient, cost-effective, and timely manner:
Transtech is well known in providing Cost Effective Services on time with a customer friendly and responsive approach.
Our services are founded on the principles of Total Quality Management for Total Customer Care.
We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing
the City with the highest quality product. Transtech has established guidelines and policies, including written manuals
on quality control, project management, and design procedures for its staff and for its contract cities. These guidelines
ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with
Packet Pg. 283
February 10, 2023
City of SAN BERNARDINO
Attn.: Susan Pan, P.E., QSD/QSP, Acting Deputy Public Works Director/City Engineer
Page 3
www.transtech.org
855.595.2495 (toll-free) Proposal, Land Development and NPDES Program Management Services
City’s specific procedures, standards, and requirements.
We start by working with the applicant early on and during plan review to help them prepare a set of plans which have
all of the required information clearly and logically presented.
Additionally, we never hesitate to make suggestions which help eliminate complicated details, reduce construction
costs, and/or provide details which are easy to verify in the field. Experience has taught us well that inspection time
and applicant frustration can both be substantially reduced, while increasing overall compliance, by producing a
better set of plans during the plan review process. And in the case of homeowners, this policy often demonstrates early
on that the City really is truly a partner in a process that can often be a source of stress and tension for many applicants,
and we fully understand that.
This policy reduces the number of plan review rechecks required, allows the applicant to obtain a permit much sooner,
and reduces the overall time our staff is required to spend on that particular plan.
Transtech provides all plan check comments on electronic files. All plan check comments are provided on pdf format
electronically, as well as hard copies. Plan review corrections are written clearly and are fully detailed to explain the
Code deficiency.
To help the applicant better understand the problem, Transtech provides as much information during plan review as
possible. We believe that if the applicant has a clear understanding of the problem, he or she can take the necessary
steps to correct the condition. This policy reduces the number of plan review rechecks required, allows the applicant
to obtain a permit much sooner, and reduces the overall time our staff is required to spend on that particular plan.
Unclear and/or cryptic corrections are never written, and all correction lists, except those written over the counter, are
typed and printed on a laser printer.
Our plan checkers confer early on and respond to questions from the architect, engineer, designer, applicant, etc.
When requested, our plan checkers also meet with the architect, engineer, designer, applicant, etc. at our offices to
answer questions or for rechecks where the plan corrections.
Our policy is to assist the architect, engineer, designer, applicant, etc. as much as possible, which helps eliminate
complicated details, reduce construction costs, and/or provide details which are easy to verify in the field.
All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride
in our “Same Day Response” motto.
Responsiveness is an integral part of Transtech’s “customer friendly” service approach.
We will strive to enhance the City’s image by public trust to be the most desirable community to live, invest and conduct
business.
Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the
City, City's patrons, responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public
related to our services.
We have a qualified team with large pool of well experienced in-house staff readily available with diversified and
extensive expertise, and will be able to respond to service requests and mobilize our resources quickly.
We have extensive experience working with Public Agencies in similar assignments. We are accustomed to
working with governmental agencies, and have a good understanding of public agency issues, procedures, and
policies. We believe our team is well qualified to perform the services requested:
Successfully providing similar services to many agencies for over 33 years.
Proven track record in on time and within budget project delivery.
Multi-disciplinary engineering consulting service capabilities to provide an array of municipal services.
Ability to work collaboratively with agencies, project applicants, and other stake holders, and communicate effectively
with diverse audiences and stakeholders at public forums.
Committed to producing a high-quality work product and deliver a high level of customer care.
Commitment of principal level management and involvement throughout the contract duration.
Well experienced in-house staff readily available to commence with the services upon City’s authorization.
Thank you for the opportunity to submit this proposal. Should you have any questions, or require additional
information, please contact the undersigned.
Sincerely,
Ali Cayir, PE, Principal
E: Ali.cayir@transtech.org; E: rfp@transtech.org; C: 714-883-8677
Packet Pg. 284
Table of Contents
Proposal
Land Development and NPDES Program Management Services
Our proposal includes information listed in RFP under “Proposal Content”, and is formatted per the sections
listed in the RFP under “Proposal Format”, as listed below:
Proposal Section Page
1. Perception Approach 1.1 – 1.5
1. Project understanding and perception 1.1
2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy 1.3
2. Methodology 2.1 – 2.5
1. Clearly state the methodology to be used in completing the Scope of Services 2.1
2. Provide QA/QC plan to ensure quality control for the duration of the project 2.5
3. Key Personnel 3.1 – 3.31
1. Experience of key personnel 3.1
2. Responsibilities to be assigned 3.3
3. Amount of each individual’s time to be allocated 3.3
4. Subconsultant(s) to be used (if any) 3.3
5. Resumes of key personnel 3.4
6. Project organization chart 3.31
4. Relevant Experience 4.1 – 4.10
5. Quality of Proposal 5.1 – 5.5
1. Proposal contains all minimum required items and is in proper format 5.1
2. All forms, including addenda (if any) have been completed and signed 5.2
6. Budget / Fee 6.1 – 6.2
Packet Pg. 285
Proposal Section 1
Perception Approach
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 286
1. Perception Approach 1.1
Proposal
Land Development and NPDES Program Management Services
1. Perception Approach
1. Project understanding and perception
2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy
1. Project understanding and perception
City’s Request for Proposals:
The City has requested proposals from on-call consultants for Land Development and NPDES Program
Management Services.
With recent changes to the Engineering Division, the Public Works Department seeks to issue a task order
consistent with the PSA to a consultant to provide professional engineering and program management
services related to implementing the City’s Land Development and NPDES Program.
The City of San Bernardino process about 1,000 land development permit applications per year. The land
development and NPDES permits processed including the on-site improvement/grading permit, off-site
improvement permit, landscape plan permit, ROW encroachment permit, tract/parcel map, lot line
adjustment, lot merger, Water quality management plan, best management practices plan, erosion control
plan, and stormwater pollution prevention plan.
Transtech Comment:
Transtech has extensive experience in the requested services. We have been in business for 33 years and provide
similar municipal services to approximately 70 public agencies. Our staff and resources include approximately 200
staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and
map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building
inspectors, planners and support personnel.
Transtech’s Plan Check and Inspection Capacity in numbers:
• We maintain and manage 25 electronic plan submittal portals.
• In 2022, we received and processed approximately 13,000 project applications, reviewed 96,000 documents and
performed 15,000 inspections.
Scope of Services:
The consultant shall provide professional services to manage 9 City staff and plan check consultants in
delivering the land development and NPDES programs. More specifically, program management services
shall include but are not limited to the following program activities:
1. Land Development Program
a. Process new land development project applications, collect application fees and development
impact fees.
b. Upload completed new applications to Dropbox folders and email consultants and Public Works staff.
c. Coordinate plan check review process with applicant and consultant.
d. When plan check is completed and approved, issue construction and encroachment permits, collect
permit fees.
e. Schedule and conduct pre-construction meeting.
Packet Pg. 287
1. Perception Approach 1.2
Proposal
Land Development and NPDES Program Management Services
f. Coordinate construction inspection activities with inspectors.
g. Construction completion close-out, as-built plans, bond release.
h. Development Environmental Review Committee and Planning projects review and provide
comments.
2. NPDES Program
a. Coordinate Water Quality Management Plan (WQMP) and Storm Water Pollution Prevention Plan
(SWPPP) plan check review process with applicant and consultant.
b. Review and approve non-category WQMP, Best Management Practices (BMP) plan, Erosion Control
Plan, SWPPP.
c. When plan check is completed and approved, issue construction permit, collect permit fees.
d. Schedule and conduct pre-construction meeting.
e. Coordinate construction activities with inspector.
f. Construction completion: WQMP maintenance Agreement signing and recording.
g. RWQCB Industrial Permits: regulatory compliance and annual reporting.
h. Manage MS4 Permit Compliance and regulatory updates. Respond to illicit
Transtech Comment:
• One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service
providers. Several of our senior staff members have previously worked for Public Agencies in various capacities,
such as Public Works Director, City Engineer, City Traffic Engineer, CIP Manager, Building Official, Planner, and
various other capacities.
• We have extensive experience working with Public Agencies in similar assignments. We are accustomed to
working with governmental agencies, and have a good understanding of public agency issues, procedures, and
policies.
Per information provided on City’s web site, City’s Current Plan Submittal/Check Process - City only
accepts hard copy submittals.
Packet Pg. 288
1. Perception Approach 1.3
Proposal
Land Development and NPDES Program Management Services
2. Approach to the project including steps to ensure ultimate compliance with
objectives of the work, quality and accuracy
Initial Service Analysis:
If selected by the City, Transtech will conduct a review of existing process, and perform an operational,
service and quality assessment and efficiency.
Based on this review, we will provide any recommendations we may have for any improvements in service
quality, efficiency, and effectiveness.
Elements of Service Analysis:
• Workflow.
o Do applications enter and proceed through the system efficiently?
o Are applicants submitting complete documents?
o What is the % of applications rejected and returned to applicants because it is incomplete for review requiring
resubmittal?
o Are inadequate submissions returned early or late in the process?
o Are all plan reviewers on a coordinated schedule for each submission or not?
• Workload.
o Does the system slow down because it is overloaded or inefficient?
o Are there any projections or plans to respond to future growth or decline?
• Personnel.
o Does everyone have the skills and training to provide quality and timely services?
• Organizational Issues.
o Is there efficient and effective collaboration between departments?
o Is there duplication of effort?
• Technical Expertise.
o Is technical expertise sufficient?
• Existing System/Technology.
o Is the existing system/technology being used effectively and efficiently>
• Cross-Departmental Communications and Coordination.
o What other departments must be coordinated with to process and complete a plan check (e.g. building,
planning, health, fire safety, etc.)?
o Is there effective interdepartmental cooperation?
o Does it need to be improved, if yes, how can communications be enhanced?
• Applicants.
o Are there any comments/complaints from applicants for any issues/problems?
o Are there any recommendations/suggestions from applicants for an improvements?
Creating Service Philosophy:
Creating a Service Philosophy is an important element in efficient and customer friendly service.
As a reference, Transtech’s Service Philosophy is provided below:
Transtech’s unique “Customer Care” approach in delivering Services in an efficient, cost-effective, and timely manner:
Transtech is well known in providing Cost Effective Services on time with a customer friendly and responsive approach.
Our services are founded on the principles of Total Quality Management for Total Customer Care.
We have a structured approach to execute projects in an efficient manner that makes Transtech capable of
providing the City with the highest quality product. Transtech has established guidelines and policies, including
written manuals on quality control, project management, and design procedures for its staff and for its contract cities.
These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in
compliance with City’s specific procedures, standards, and requirements.
Packet Pg. 289
1. Perception Approach 1.4
Proposal
Land Development and NPDES Program Management Services
We start by working with the applicant early on and during plan review to help them prepare a set of plans which
have all of the required information clearly and logically presented.
Additionally, we never hesitate to make suggestions which help eliminate complicated details, reduce construction
costs, and/or provide details which are easy to verify in the field. Experience has taught us well that inspection time
and applicant frustration can both be substantially reduced, while increasing overall compliance, by producing a
better set of plans during the plan review process. And in the case of homeowners, this policy often demonstrates
early on that the City really is truly a partner in a process that can often be a source of stress and tension for many
applicants, and we fully understand that.
This policy reduces the number of plan review rechecks required, allows the applicant to obtain a permit much
sooner, and reduces the overall time our staff is required to spend on that particular plan.
Transtech provides all plan check comments on electronic files. All plan check comments are provided on pdf
format electronically, as well as hard copies. Plan review corrections are written clearly and are fully detailed to
explain the Code deficiency.
To help the applicant better understand the problem, Transtech provides as much information during plan review as
possible. We believe that if the applicant has a clear understanding of the problem, he or she can take the necessary
steps to correct the condition. This policy reduces the number of plan review rechecks required, allows the applicant
to obtain a permit much sooner, and reduces the overall time our staff is required to spend on that particular plan.
Unclear and/or cryptic corrections are never written, and all correction lists, except those written over the counter,
are typed and printed on a laser printer.
Our plan checkers confer early on and respond to questions from the architect, engineer, designer, applicant, etc.
When requested, our plan checkers also meet with the architect, engineer, designer, applicant, etc. at our offices to
answer questions or for rechecks where the plan corrections.
Our policy is to assist the architect, engineer, designer, applicant, etc. as much as possible, which helps eliminate
complicated details, reduce construction costs, and/or provide details which are easy to verify in the field.
All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride
in our “Same Day Response” motto.
Responsiveness is an integral part of Transtech’s “customer friendly” service approach.
We will strive to enhance the City’s image by public trust to be the most desirable community to live, invest and
conduct business.
Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the
City, City's patrons, responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public
related to our services.
Process Streamlining:
• Identify and remove any barriers that may exist in order to effective and efficient delivery of services to
the public.
• Improve by modifying or restructuring the day-to-day operations to eliminate, or significantly reduce
areas of any duplicative work, overlapping and conflicting rules, regulations, processes and procedures
that might be confusing or that add unnecessary time and cost to the delivery of serv ices.
• Note: Objective of streamlining is to “more effective and efficient administration and enforcement of the
process, codes and standards”. Streamlining is not regulatory abandonment.
Standards for Project Processing Protocol and Completion Goals and Deadlines:
• Establish deadlines and timeframes for processing applications.
• Stick to a strict approval protocol.
• Review and respond to each application should be according to pre-fixed time allotments without
exception.
Goals and Results of Process Streamlining:
• Making the process simpler to understand, more convenient to use, more efficient, and more predictable.
• Meeting the demands of customers.
• Enabling staff to be project oriented rather than process oriented.
• Eliminating duplicate work.
Packet Pg. 290
1. Perception Approach 1.5
Proposal
Land Development and NPDES Program Management Services
• Providing greater control and flexibility in re-distributing workload.
• Enhancing customer service, and minimizing complaints processes.
Performance Monitoring:
Develop a monitoring method to document achievement of the performance, and that personnel are
providing helpful and courteous service to customers.
The monitoring may include, but is not limited to, customer feedback through written questionnaires,
interviews, and observations at the counter and during permit inspections and monthly statistical reports.
Packet Pg. 291
Proposal Section 2
Methodology
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 292
2.. Methodology 2.1
Proposal
Land Development and NPDES Program Management Services
2. Methodology
1. Clearly state the methodology to be used in completing the Scope of Services
2. Provide QA/QC plan to ensure quality control for the duration of the project
1. Clearly state the methodology to be used in completing the Scope of
Services
Following paragraphs describes Transtech’s general approach in plan check services:
Also see Proposal Section 1. Perception Approach, Sub-section 2. Approach to the project including steps to
ensure ultimate compliance with objectives of the work, quality and accuracy
Transtech’s unique “Customer Care” approach in delivering Building and Safety Services in an efficient, cost-effective,
timely and customer friendly manner:
Transtech is well known in providing Cost Effective Services on time with a customer friendly and responsive approach.
Our services are founded on the principles of Total Quality Management for Total Customer Care.
We have a structured approach to execute projects in an efficient manner that makes Transtech capable of
providing the City with the highest quality product. Transtech has established guidelines and policies, including
written manuals on quality control, project management, and design procedures for its staff and for its contract cities.
These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in
compliance with City’s specific procedures, standards, and requirements.
We start by working with the applicant early on and during plan review to help them prepare a set of plans which
have all of the required information clearly and logically presented.
Additionally, we never hesitate to make suggestions which help eliminate complicated details, reduce construction
costs, and/or provide details which are easy to verify in the field. Experience has taught us well that inspection time
and applicant frustration can both be substantially reduced, while increasing overall compliance, by producing a
better set of plans during the plan review process. And in the case of homeowners, this policy often demonstrates
early on that the City really is truly a partner in a process that can often be a source of stress and tension for many
applicants, and we fully understand that.
This policy reduces the number of plan review rechecks required, allows the applicant to obtain a permit much
sooner, and reduces the overall time our staff is required to spend on that particular plan.
Transtech provides all plan check comments on electronic files. All plan check comments are provided on pdf
format electronically, as well as hard copies. Plan review corrections are written clearly and are fully detailed to
explain the Code deficiency.
To help the applicant better understand the problem, Transtech provides as much information during plan review as
possible. We believe that if the applicant has a clear understanding of the problem, he or she can take the necessary
steps to correct the condition. This policy reduces the number of plan review rechecks required, allows the applicant
to obtain a permit much sooner, and reduces the overall time our staff is required to spend on that particular plan.
Unclear and/or cryptic corrections are never written, and all correction lists, except those written over the counter,
are typed and printed on a laser printer.
Our plan checkers confer early on and respond to questions from the architect, engineer, designer, applicant, etc.
When requested, our plan checkers also meet with the architect, engineer, designer, applicant, etc. at our offices to
answer questions or for rechecks where the plan corrections.
Our policy is to assist the architect, engineer, designer, applicant, etc. as much as possible, which helps eliminate
complicated details, reduce construction costs, and/or provide details which are easy to verify in the field.
All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride
in our “Same Day Response” motto.
Responsiveness is an integral part of Transtech’s “customer friendly” service approach.
We will strive to enhance the City’s image by public trust to be the most desirable community to live, invest and
Packet Pg. 293
2.. Methodology 2.2
Proposal
Land Development and NPDES Program Management Services
conduct business.
Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the
City, City's patrons, responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public
related to our services.
Plan Check Processing:
When a plan check order is received, it is logged and reviewed by Building Staff and then assigned to applicable plan
checkers. The plan check duration is monitored thru the plan check log data base, which generates messages at
identified intervals to inform plan checker and supervising Sr. Staff so that they are aware of how the progress and status
continuously. If any potential delay is monitored, necessary steps are taken, such as meeting with plan checker to review
the schedule, workload, performance, and identify actions, including assigning additional staff, if necessary, to ensure
timely completion of assignment.
Plan Check Coordination:
• Our plan checkers respond to questions from the architect, engineer, designer, applicant, etc. When requested, our
plan checkers also meet with the architect, engineer, designer, applicant, etc. at our offices to answer questions or
for rechecks.
• Our policy is to assist the architect, engineer, designer, applicant, etc. as much as possible, which helps eliminate
complicated details, reduce construction costs, and/or provide details which are easy to verify in the field. This
pro-active approach reduces inspection time and questions, and applicant frustration, while increasing overall
compliance, by producing a better set of plans during plan review process. Especially, when the applicant is a
homeowner trying to improve his/her property, this policy often demonstrates early on that the City really is here
to help.
Approach to Meeting with Applicants:
Our staff is available to applicants by phone and through email or through virtual meeting for questions or available to
meet for rechecks if necessary. Our policy is to meet with applicants virtually via TEAMS or ZOOM or when necessary, at
City Hall, but we also have an available facility at our office meetings with applicants.
Expedited/Off-Business Hours/Weekend Services:
If the City receives a request from applicants for expedited plan check services, Transtech staff is able to provide
additional resources to accommodate such a request. If the City requests inspection services, Transtech staff will provide
additional resources to accommodate inspection requests during off business hours and weekends.
Quick Turn Around and Expedited Service:
Transtech will provide plan checks on a quick turn-around schedule. Transtech also provides expedited service when
requested. Applicant will be able to see online on real time the progress of plan check submittals.
Weekend, Holiday & Atter Work Inspection:
Transtech is readily available and has the resources to provide weekend, holiday, and after-work hour inspections as
requested by the City Manager or designee.
Training Program:
We offer any City staff, who are involved in inspection, plan check and permit issuance, an option to participate in our
training program for code updates and process, as well as ICC certification training.
Other Services:
Transtech is a full-service municipal consulting firm that currently provides a variety of different city services for public
agencies. We understand that Transtech would be responsible for all correspondence related to activities of the Building
and Safety Division. In addition, Transtech would respond to any complaints, perform investigations, provide problem-
solving methods for unique or challenging plan check or code interpretation issues, provide report writing and policy &
Packet Pg. 294
2.. Methodology 2.3
Proposal
Land Development and NPDES Program Management Services
procedure recommendations, and attend City Council and Commission meetings as requested by the City Manager or
designee.
Virtual Counter:
• We offer virtual meetings with plan checkers.
• Sample of one of our virtual plan check counter appointment calendar:
South Pasadena Virtual Plan checker
https://outlook.office365.com/owa/calendar/TranstechEngineers@transtech.org/bookings/
Electronic Plan Check:
• Transtech provides Electronic Plan Check.
• Sample of one of our electronic plan check portals:
West Covina
https://gopost-transtech.eplansoftreview.com/#/login?portal=westcovinabldg
Following pages include sample snap shots of various types of electronic plan checks.
Packet Pg. 295
2.. Methodology 2.4
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 296
2.. Methodology 2.5
Proposal
Land Development and NPDES Program Management Services
2. Provide QA/QC plan to ensure quality control for the duration of the project
Our services are founded on the principles of Total Quality Management for Total Customer Care.
We have a structured approach to execute projects in an efficient manner that makes Transtech capable of
providing the City with the highest quality product.
Transtech has established guidelines and policies, including written manuals on quality control, project
management, and design procedures for its staff and for its contract cities. These guidelines ensure a
consistent approach to the execution of assignments undertaken by our organization in compliance with
City’s specific procedures, standards, and requirements.
Transtech provides all plan check comments on electronic files. All plan check comments are provided on
pdf format electronically, as well as hard copies. Plan review corrections are written clearly and are fully
detailed to explain the Code deficiency.
Our policy is to assist the architect, engineer, designer, applicant, etc. as much as possible, which helps
eliminate complicated details, reduce construction costs, and/or provide details which are easy to verify in
the field.
Also see Proposal Section 1. Perception Approach, Sub-section 2. Approach to the project including steps to
ensure ultimate compliance with objectives of the work, quality and accuracy.
Packet Pg. 297
Proposal Section 3
Key Personnel
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 298
3. Key Personnel 3.1
Proposal
Land Development and NPDES Program Management Services
3. Key Personnel
1. Experience of key personnel
2. Responsibilities to be assigned
3. Amount of each individual’s time to be allocated
4. Subconsultant(s) to be used (if any)
5. Resumes of key personnel
6. Project organization chart
1. Experience of key personnel
Professional Licenses by Board for Professional Engineers, Land Surveyors, and Geologists
Transtech Staff Members possess Professional Engineer Licenses in various engineering categories (i.e. Civil
Traffic, etc.)
ICC Certifications:
Licenses and Certificates of the Firm and Staff Members in Diversified Fields:
Transtech staff members have extensive experience and in-depth knowledge of applicable codes and regulations. Our
staff members are certified by the International Code Council (ICC). We have staff who have reached the highest
possible level of code administration with the Master Code Professional designation certification from the ICC. In addition,
some of our staff members are certified as Fire Plan Checkers and Inspectors, as we provide these services to some
agencies.
Following are various ICC certifications held by various staff members:
Building Official Certifications:
Certified Master Code Professional
Building Code Official
Building Official
Plan Check Certifications:
Residential Building Plans Examiner
Commercial Building Plans Examiner
California Building Plans Examiner
Certified Sustainability Professional
CalGreen Plans Examiner
Accessibility Plans Examiner
Commercial Energy Conservation Plans Examiner
Residential Plans Examiner
Mechanical Plans Examiner
Plumbing Plans Examiner
Electrical Plans Examiner
State of California Safety Assessment Program:
CalOES SAP Evaluator
Inspection Certifications:
Combination Inspector
Commercial Building Inspector
Residential Building Inspector
Accessibility Inspector
Commercial Energy Conservation Inspector
Electrical Inspector
Commercial Electrical Inspector
Packet Pg. 299
3. Key Personnel 3.2
Proposal
Land Development and NPDES Program Management Services
Residential Electrical Inspector
Residential Energy Conservation Inspector
Residential Building Inspector
Residential Mechanical Inspector
Mechanical Inspector
Commercial Mechanical Inspector
Plumbing Inspector
CalGreen Inspector
Building Inspector CBC
Building Inspector UBC
Plumbing Inspector UPC
California Building Inspector
California Commercial Plumbing Inspector
California Residential Mechanical Inspector
California Residential Mechanical Inspector
Additional Inspection Certifications:
IAPMO Plumbing, Mechanical Inspector
Fire Code Inspector
Fire Inspector II
California UST Inspector
Permit Technician Certification: Permit Technician
CACEO Certified Code Enforcement Officer
California State Fire Marshall Certifications:
Certified EMT1 (AED Certification), Driver Operator 1A, Driver Operator 1B, Driver Operator, Command 1A,
1B, 2A, Firefighter 1, 2, Hazardous Materials First Responder, Instructor 1A, 1B, Investigation, 1A,
Management, 1, Prevention, 1A, 1B, 1C, 1D, 2A, 3A,3B, ICS 100, 200, S-290, S-130, S-190, PC832 with Firearms.
Fire control 3, S-230 S-231 S-215, Fire Safety Officer
FEMA: IS 100, 200, 241, 242, 275, 700, 288, 800, 08-A, 1900
Also, our plan check engineers, who review maps and engineering plans are licensed as professional engineer
by the State of California Board for Professional Engineers, Land Surveyors, and Geologists (BPELSG).
In addition, some of our staff members are certified as Fire Plan Checkers and Inspectors, as we provide these
services to some agencies.
Our staff members are involved in many local and national International Code Council (ICC) and California
Building Officials (CALBO) committees, and are involved in the development of local and national guidelines
and codes for Building and Safety:
• Chair; ICC Sustainability Membership Council
• Chair; ICC LA Basin Chapter Inspection Committee
• Commissioner; ICC Codes & Standards Council
• Commissioner; CALBO Green Committee
• Commissioner; ICC/CALBO CA Exam Committee
• Commissioner; CALBO Outreach/Communications
Committee
• ICC Los Angeles Basin Chapter Board of Directors
• ICC Building Officials Membership Governing Council
• ICC Code Development Committee Vice Chair
• ICC Technology/Web Advisory Group
• IAS Accreditation Committee
• ICC LA Chapter Accessibility Committee
• Commissioner; CALBO State Licensing Boards Committee
Packet Pg. 300
3. Key Personnel 3.3
Proposal
Land Development and NPDES Program Management Services
2. Responsibilities to be assigned
Proposed Lead Staff Person for this Project- Michael Ackerman, PE, QSD, QSP, QISP: Transtech will assign
Michael Ackerman, PE, QSD, QSP, QISP as the Lead Staff Person for this Project.
Other technical support staff will be assigned as necessary.
3. Amount of each individual’s time to be allocated
Staff time will be as needed.
Sr. Level staff is anticipated to provide approx. 2 days on site support and 2 to 3 days off site support per week.
Other technical support staff is anticipated to provide approx. 2 to 3 days on site support and 2 days off site
support per week.
4. Subconsultant(s) to be used (if any)
Transtech has in-house staff to provide the requested services.
Packet Pg. 301
3. Key Personnel 3.4
Proposal
Land Development and NPDES Program Management Services
5. Resumes of key personnel
MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Sr. Engineer, Principal/Supervising Program Manager
Education
• Bachelor of Science in
Engineering, the University
of Iowa
• Land Development
Desktop, AutoCAD Civil
3D, and Microstation
Certification - Westech
College
Registration
• Registered Civil Engineer
Certifications
• Resident Engineer
Academy, Caltrans
• Water Pollution Control
Compliance on
Construction Sites for
Resident Engineers,
Caltrans
• Asphalt Pavement
Fundamentals: Design,
Construction, and
Rehabilitation
• Construction Program
Management Workshop,
FHWA
• Field Office Procedures
Course, Caltrans
• California Work Zone
Inspection – High Speed,
Caltrans
• Asphalt Concrete
Inspection and
Rehabilitation Strategies,
Caltrans
• CalOES SAP Evaluator
Highlights
• 20 years of experience in
Mr. Ackerman has approximately 25 years of experience. At Transtech, he has been
working as a Sr. Engineer at various Transtech City Engineering Contracts. He has a
broad knowledge of municipal government operations, including preparation and
presentation of staff reports/resolutions to city councils, committees and interaction
with public, various city departments, city council and other governmental agencies.
He managed Engineering and CIP, attended and coordinated with COG Regional
Transportation Planning, GWMA Gateway Water Management Association, and Los
Angeles Upper Reach 2 Storm Water Management Group.
Mr. Ackerman’s experience also includes working at various positions for public
agencies including:
• Caltrans:
Mr. Ackerman was a civil transportation engineer for Caltrans District 8 where he
was involved in the design and construction of various projects.
• Construction Division: In the Construction Division, Mr. Ackerman was Resident
Engineer for various projects, including:
o Watson Wash Bridge Replacement Right (Rte 40)
o Replacement of Drains and Earthwork (Rte 40)
o Fenner Overhead Bridge Replacement (Replacement of two bridges over
BNSF Railroad, Rte 40).
• Design Division: Designed plans, specifications, and estimates for the
rehabilitation of Route 10 freeway from the Riverside/San Bernardino County
line to Beaumont.
• Traffic Operations Division: Performed studies and analyses to interpret and
mitigate above average accident volume areas on highways and freeways.
Also, he performed traffic studies.
• City of San Bernardino:
Mr. Ackerman worked at the City of San Bernardino as a Civil Engineer. He was
involved in many projects including Development Review and Plan Check,
design and review of Street Improvement Plans, Rough and Precise Grading
Plans, Sewer Plans, Storm Drain Plans, Street Lighting Plans, Storm Water Pollution
Prevention Plans, Water Quality Management Plans, Geotechnical Reports, and
Hydrology/Hydraulic Studies, land development, industrial, commercial,
residential, and transportation development projects including Tract and Parcel
Maps. He also directed and performed plan check of improvement plans
submitted by developers to the City. Also, he represented the City of San
Bernardino at the South Tehachapi Management Team meetings, coordinated
with San Bernardino County Flood Control and FEMA for the certification of City
levees and updating of the Flood Insurance Rate Maps (FIRM), and oversaw
permitting and tracking of Land Development Projects through the Division of
Public Works/Engineering. In addition, Mr. Ackerman has worked intimately with
Planning and Building and Safety Divisions on Land Development Projects.
• City of Huntington Park:
Mr. Ackerman worked for the City as City Engineer. He was responsible for the
engineering operations, plan check, CIP Management.
Mr. Ackerman provides services to various Transtech Contract Cities as needed.
Following are various tasks representative of his general engineering experience:
• Planned, coordinated, and directed the activities of the Engineering Division;
• Supervised the preparation of designs, specifications, plans, estimates and
reports involved in the construction of public works engineering projects, such as
Packet Pg. 302
3. Key Personnel 3.5
Proposal
Land Development and NPDES Program Management Services
City Engineering.
• Experience includes
working for Caltrans and
Cities of San Bernardino
and Huntington Park.
• Extensive experience in
working with Caltrans.
• Extensive experience in
NPDES requirements.
• Extensive experience in
the management and
administration of federally
and state funded projects
in compliance with
Caltrans Local Assistance
Procedures Manual
(LAPM).
• Served as Resident
Engineer on several
Federally Funded Projects.
• Cal OSHA 10 hour
Construction Certified
storm drains, sewer systems, and water facilities;
• Reviewed and approved engineering plans, specification and contract
documents;
• Analyzed bids and supervises the preparation of contracts;
• Supervised building construction by outside contractors on special projects;
• Provided technical assistance and consults with other departments, agencies,
commission, and other bodies on engineering matters;
• Prepared reports for the various governing bodies concerning economic
comparison, environmental impact studies, subdivisions, land use conversion,
and capital improvements
• Planned, coordinated and directed the traffic engineering functions of the City
including traffic control device installations, traffic studies and local and regional
area traffic growth management;
• Site visits to various locations to conduct field and construction inspections,
surveying, and perform other engineering activities;
• Administered the use of revenue obtained through subventions from the State
and County;
• Represented the Division to other City departments, elected officials and outside
agencies; explained and justified Engineering Division programs, policies and
activities; negotiated and resolved sensitive, significant and controversial issues;
• Managed and participated in the development and administration of the
Engineering Division budget; participated in the preparation of and implement
budgetary adjustments;
• Coordinated Engineering Division activities with those of other departments and
outside agencies and organizations; provided staff assistance to the City
Manager and City Council; prepared and presented staff reports and other
necessary correspondence;
• Directed the work involved in the custody of maps, charts and other records
dealing with City owned facilities;
• Supervised and evaluated subordinate staff;
• Responded to citizen inquiries and resolve difficult and sensitive complaints; and
• Participated on a variety of boards and commissions; attended and
participated in professional group meetings; stayed abreast of new trends and
innovations in the engineering field.
Following are various projects representative of his Public Works Projects Experience:
Mr. Ackerman has also served as Project Design Engineer, Project Manager, and
Construction Manager/Resident Engineer on a number of projects. Partial listing of
projects representative of his project experience on recent projects include:
• Project Engineer for City of Commerce, Garfield Avenue Telegraph Road to Malt
Avenue Street Improvements; Eastern Avenue Pavement Overlay Stevens Thru
City Boundary; Garfield Avenue and Slauson Avenue Intersection
Improvements; Washington/Ayers Intersection: Prepared PS&E. Federally
funded projects as part of Stimulus Program.
• Project Engineer for City of Baldwin Park, Francisquito Avenue Overlay Project;
Ramona Boulevard Overlay Project: Prepared PS&E. Federally funded projects
as part of Stimulus Program.
• Project Engineer for City of San Bernardino, Sewer upgrade project: Preparation
of a project PS&E for upgrade of main sewer lines at various locations per the
City’s Sewer Master Plan.
• Project Engineer for City of Commerce - Master Sewer Study Telegraph Corridor
re-vitalization project: Documentation of existing system. Design capacity
analysis based upon land use designations. Produced master plan study report
for the project along with cost estimates.
• Resident Engineer for Rosemead Safety and Enhancement and ADA
Improvements Project. Served as the Resident Engineer for the Rosemead Safety
and Enhancement Project. The project includes widening and reconstruction of
Packet Pg. 303
3. Key Personnel 3.6
Proposal
Land Development and NPDES Program Management Services
2 miles of Rosemead Boulevard, including new medians, bike lanes, signals,
sidewalks, curb & gutter, street lighting, landscape, street scape. The project is
federally funded and is managed in compliance with Caltrans Local Assistance
Procedures Manual. Cost $20m.
• Principal CM/Resident Engineer for Valley Boulevard Rehabilitation and ADA
Improvements Project (Federally Funded), Alhambra: Project involved
reconstruction, pavement overlay, medians, landscape, curb and gutter,
sidewalk, traffic signals and other misc. improvements. Project was inspected
and managed in compliance with Caltrans Local Assistance Procedures
Manual. Project also involved coordination with Caltrans for work at the 710
Freeway ramps under Caltrans Encroachment Permit. Project was completed
in various phases, including nigh time construction for several phases, to minimize
inconvenience to public on this heavily travelled major Arterial.
• Principal CM/Resident Engineer for New Avenue, from North to South City Limit
Rehabilitation and ADA Improvements Project (Federally Funded), Alhambra:
Project involved reconstruction, pavement overlay, curb and gutter, sidewalk,
traffic signals and other misc. improvements. Project was inspected and
managed in compliance with Caltrans Local Assistance Procedures Manual.
Project also involved coordination with Caltrans for work at the I-10 Freeway
ramps under Caltrans Encroachment Permit.
• Principal CM/Resident Engineer for Garfield Rehabilitation and ADA
Improvements Project (Federally Funded), Alhambra: Project involved
reconstruction, pavement overlay, curb and gutter, sidewalk, and other misc.
improvements. Project was inspected and managed in compliance with
Caltrans Local Assistance Procedures Manual.
• Principal CM/Resident Engineer for City of San Bernardino, Via Duct
Boulevard/2nd Street Realignment Project: Prepared PS&E and served as
Construction Manager/Resident Engineer.
• Project Engineer for CSUSB (Cal State SB University) San Bernardino Main Access
Road: Prepared PS&E and provided construction administration for the project.
Project involved design of a new roadway for a length of approximately 1.5
miles, and include street, medians, landscape, lighting, traffic signals, water,
sewer, storm drain and various other utilities.
• Project Engineer for CSUSB (Cal State SB University) Perimeter Road for CSUSB
Palm Desert Campus: Prepared PS&E for the project. Improvements included
street, water, landscape, grading, drainage, street lighting and various other
improvements.
• Project Engineer for CSUSB (Cal State SB University): Campus Health Center
Expansion: Prepared PS&E for the project for grading, utilities and civil
engineering.
• Project Engineer for University of California, Riverside - West Campus
Infrastructure: Prepared West Campus Infrastructure Development
Design/Study, which identified utility and surface infrastructure requirements,
and how these improvements could be phased to accommodate proposed
campus growth, for an area of 236.8 acres to support approximately 5 million
gross square feet of academic, research, support, and student housing facilities.
• Project Engineer for City of San Bernardino Campus Parkway Roadway Design:
Prepared PS&E as well as provided construction management and inspection
services for the project. Improvements included street, water, sewer, storm drain,
landscape, street lighting, traffic signal, and signing and striping.
Packet Pg. 304
3. Key Personnel 3.7
Proposal
Land Development and NPDES Program Management Services
AARON MLYNARSKI, Office Engineer Support
EDUCATION
• BA, Business
Administration, Cal Baptist
University
HIGHLIGHTS:
• Strong Communication
and collaboration skills
• Preparation and
processing of Special
Studies (SWPPP, WQMP
and Hydrology)
• Experience in Public
Works, Building and
Safety, Planning and
Surveying
Mr. Mlynarski has approximately 20 years of experience. He serves as an Office
Engineer and provides technical and administrative support to Project Managers. His
experience includes CIP management support, coordination with City Departments,
Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants,
Contractors, Field Survey, Community Outreach and overall management and
coordination of a variety projects from design thru plan review and approvals and
construction. As Office Engineer, he assists Project Managers, Construction Mangers
and Resident Engineers with contract administration, RFI and submittals coordination,
document control, contract compliance, project coordination, project controls and
various other tasks.
As part of Transtech’s Municipal Services, Mr. Mlynarski also assists Project Managers,
and Engineers at various Transtech Contract Cities and performs various tasks
including:
• Prepare Staff Reports and Presentations for Council Meetings, Commission
Meetings, and Ad-Hoc Committees
• Prepare Requests for Qualifications and Proposals (RFQ’s and RFP’s) to hire
consultants and outside contractors to perform services for City projects.
• Analyze submitted proposals and bids
• Prepare staff reports for City Council meetings.
• Participate in the plan check, review, and processing of plans for private
developments affecting city streets, sewers, drains, and related public works
facilities and ensure that they all meet City imposed requirements.
• Coordinate with other departments such as Planning and Building Department for
Plan Checks
• Respond to inquiries and requests for information from the general public,
contractors, and other agencies.
• Prepare memos, letters, and field reports in the course of performing work.
• Attend and participate in meetings and conferences with City staff, consultants,
contractors, utility companies, and various stake holders regarding requirements for
public works projects, land development/subdivision projects and other matters
relating to areas of assigned responsibilities.
SWPPP (Special Studies):
• Prepare weekly logs for SWPPP compliance to provide to the LRP/owner.
• Inspect site BMP’s and other site conditions as needed for compliances.
• Prepare and file annual report with the State Waterboard.
• Prepare and file annual report with Caltrans.
• Advise and consult on SWPPP matters as requested by ownership.
• Processing the General Permit with the State Waterboard (NOI, Annual Report and
NOT)
SWPPP Projects:
• AMES Construction – 650,000 cubic yards of stockpile material. Branch Water
Pipeline Project, Mentone 2016-2017.
• SD Homes – 328 multi-family units on 19 acres, Redlands 2017-present.
• The Standard – 282 multi-family units. 9.54 acres, Redlands 2020-present.
• Eagle Yucaipa 55 – 96 senior rental units on 3.48 acres, Yucaipa 2018-2020.
• Loma Villas – 70 multi-family apartment units. 2.68 acres, San Bernardino 2020-
present.
• Grand Terrace Fleet Yard – Truck Storage Facility. 22 acres, Grand Terrace 2020-
present.
• Hesperia Senior 55 – 96 multi-family apartment units. 10.02 acres, Hesperia 2015-
present.
• Crystal Ridge – 89 lot single family development 2013-2018
Packet Pg. 305
3. Key Personnel 3.8
Proposal
Land Development and NPDES Program Management Services
Various other projects representative of his experience include:
• City of San Bernardino, Metrolink Parking Structure at Historic Santa Fe Rail Depot:
Mr. Mlynarski served as Office Engineer. Daily site walks, site photos and meeting
with sub-contractors and City staff to maintain an efficient construction schedule.
Coordinated application and plan submittals with the City’s Public Works and
Community Development Departments.
• City of San Bernardino Historic Renovation adoptive reuse of Santa Fe Rail Depot:
Mr. Mlynarski served as Assistant to Construction Manager. Managed RFI’s, Change
Orders and other documents between City staff, contractor and Construction
Manager.
• County of Los Angeles, Building Department Technician: Mr. Mlynarski served as
Building Technician and coordinated plan reviews and permit process. Mr. Mlynarski
was responsible for confirming and logging in permit information using multiple GIS
programs as the County of Los Angeles was transferring to a digital platform 2010-
2012.
• City of Alhambra: Mr. Mlynarski served as Building Technician and coordinated plan
reviews and permit process 2012-2013.
• City of South Pasadena: Mr. Mlynarski served as Building Technician and
coordinated plan reviews and permit process 2012.
• Waterman Gardens/Arrowhead Grove: Mr. Mlynarski served as a project
coordinator for the redevelopment of the low-income housing community. Mr.
Mlynarski was responsible for coordination between the County of San Bernardino
Housing Authority (SBCHA), National CORE, San Bernardino City agencies and
subcontractors. He was involved in all plan submittals, weekly meetings and permit
issuances 2015-present.
Technical Highlights:
Outlook, Adobe, HTML, Photoshop CS2, Image Ready CS2, Excel, Access, Power Point,
Word, Word Perfect
Packet Pg. 306
3. Key Personnel 3.9
Proposal
Land Development and NPDES Program Management Services
DENNIS TARANGO, CBO, ICC Certified Building Official, Plans Examiner, Inspector, Sr. Level Technical Support Staff
EDUCATION
• California State
Polytechnic University,
Pomona, Engineering
• Fresno State University,
Business Administration
• Rio Honda College,
General Studies
ICC CERTIFICATIONS
• Certified Building Official
• Building Plans Examiner
• Commercial Building
Inspector
• Building Inspector UBC
• Fire Plans Examiner
HIGHLIGHTS
• Currently on ICC
Sustainability
Membership Council
Governing Committee
• CalOES SAP Evaluator
Mr. Tarango has over 20 years of experience in the building and safety division. He
is experienced in managing building and safety departments of different
municipalities. Currently he is serving as Building Official for Transtech Contract
Cities. At Transtech, Mr. Tarango is responsible for the Building and Safety Division as
well as business development, client relations, and management oversight. With his
analytical and strategic management skills, he provides strong leadership and
develops staff to enhance the Departments abilities. Prior to working for Transtech,
Mr. Tarango served as Deputy Building Official, Plans Examiner, and Senior Building
Inspector for various local cities including the City of Diamond Bar, City of Yorba
Linda, and City of Hemet.
Mr. Tarango’s experience of building and safety operations, comes from working in
the capacity of Building Official, Acting Building Official, Deputy Building Official,
Plans Examiner and Building Inspector. He has comprehensive knowledge of
municipal government operations, including preparation and presentation of staff
reports and resolutions to city councils, committees and related interaction with
members of the public, other city departments and other governmental agencies.
He has extensive experience in construction codes, building and safety plan review
and inspection, code interpretations, and resolving code related construction and
plan review problems on a broad range of projects.
As Building Official, he provides necessary code interpretation in collaboration with
other City Departments and applicants on building and safety related issues. He
manages building and zoning code violations with the aid of the City Prosecutor to
abate violations. He also provides over the counter plan check as Building
Official/Plans Examiner.
As Plans Examiner, he is responsible for examination and approval of architectural
and structural plans submitted to municipalities for a wide variety of projects ranging
from small residential additions to large, multistory commercial and industrial
facilities.
As Building Inspector, he has inspected an array of projects ranging from small
residential additions to large complex multifamily, commercial, and industrial
facilities. He was also responsible for inspector training and development.
EXPERIENCE IN LARGE COMPLEX PROJECTS (PARTIAL LIST) IN WHICH BUILDING
OFFICIAL OVERSIGHT WAS PROVIDED:
• San Manuel Casino, Refresh Project ($200M): This three-year project was a multi-
phase remodel of the entire 400,00 SF casino floor including 5 new restaurants,
3 new bars, retail stores, food court, executive offices, chiller plant, bridge, and
50,000 SF of new gaming area. Transtech provided plan check, inspection,
Building Official services.
• County of Riverside Economic Development Agency, Facility Evaluation:
Located at 41888 Motor Car Pkwy Transtech provided Facility Evaluation
Services including an accessibility compliance review to allow the 297,033 SF 5-
story office building to operate as an essential services facility.
• County of Riverside Economic Development Agency, Facility Evaluation:
Located at 450 E. Alessandro Blvd Transtech provided Facility Evaluation
Services comprised of a high-level analysis of the structural system and a code
compliance evaluation of the entire 5 Acre property including a 16,826 SF office
building, outdoor theater, and several assessor structures.
• Temple City Camellia Square (Project Value: $15M): Transtech provided full plan
review as well as inspection services, the project included a shopping center
with an underground garage and 4 total buildings as follows: a one-story 6,600
SF building; a two-story 25,700 SF building, a two-story 4,500 SF building; and, a
Packet Pg. 307
3. Key Personnel 3.10
Proposal
Land Development and NPDES Program Management Services
two-story 43,400 SF building. This also included Map Check Services, including
review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final
Parcel Map, Off-site Improvements PW Inspection, and Building Inspection
Services for this project.
• Linden Walk Residential Development (Project Value: $18.5M): Transtech
provided full plan review as well as inspection services for this development
which included 74 Single Family Dwellings. This project is located in Temple City.
This also included Map Check Services, including review of Tentative Parcel
Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off-site
Improvements PW Inspection, and Building Inspection Services for this project.
• Blossom Walk Residential Development (Project Value: $5.7M): Transtech
provided full plan review as well as inspection services of for this development
which includes 24-unit condominiums and 4 single family homes. This project is
located in Temple City. This also included Transtech also provided Map Check
Services, including review of Tentative Parcel Map, Lot Line Adjustment,
Perfecting Deed and Final Parcel Map, Off-site Improvements PW Inspection,
and Building Inspection Services for this project.
• Pacific Plaza (Project Value: $30.3M): Located at 11 S 3rd St (condo) and 300 W
Main St (retail). Transtech provided full plan review as well as inspection services
of for this development which includes 120 condo units and retail space below.
This project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• The Alhambra (Project Value: $57.8M): Located at 88 S Garfield Avenue, 2 S
Garfield Avenue, 100 & 150 E Main St. Transtech provided full plan review as well
as inspection services of for this development which includes 260 apartment
units, 4-story parking garage, 72,000 sq ft 2-story retail building, 16,730 sq ft 1-
story retail building, and 23,000 sq ft 1-story retail building. This project is located
in Alhambra. This also included Map Check Services, including review of
Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel
Map, Off-site Improvements PW Inspection, and Building Inspection Services for
this project.
• Midwick Collection (Project Value: $13M): Located at 2400 S Fremont Avenue.
Transtech provided full plan review as well as inspection services of for this
development which includes 36 single family dwellings and 28 townhomes. This
project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• Casita de Zen (Project Value: $21M): Located at 28 N 3rd St (condo) and 235 W
Main St (retail). Transtech provided full plan review as well as inspection services
of for this development which includes mixed use project with 92 condos on
top, and retail on bottom. This project is located in Alhambra. This also included
Map Check Services, including review of Tentative Parcel Map, Lot Line
Adjustment, Perfecting Deed and Final Parcel Map, Off-site Improvements PW
Inspection, and Building Inspection Services for this project.
• Main Street Collection (Project Value: $23M): Located at 410 W Main Street.
Transtech provided full plan review as well as inspection services of for this
development which includes 4-story mixed-use project with 8,200 s ft retail
space, 52 condos, 9 live/work units, 19 townhomes, and 6 shopkeeper units. This
project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• 820 Mission Development LLC (Project Value: $10M): Located at 820 Mission St.
Transtech provided full plan review as well as inspection services of for this
development which includes construction of new office building with one
Packet Pg. 308
3. Key Personnel 3.11
Proposal
Land Development and NPDES Program Management Services
residential unit above, new 15 unit townhome cluster with office fronting Mission
Street with one-level subterranean parking, convert existing 3-story industrial
building into 9 residential units, construct 13 townhome units. This project is
located in South Pasadena.
• Alta Med Medical Group (Project Value: $4M): Located at 1900 E Slauson Ave.
Transtech provided full plan review as well as inspection services of for this
development which includes a new mixed-use building of office space and an
adult day care with new on grade parking. This project is located in Huntington
Park. This also included review of Tentative Parcel Map, Lot Line Adjustment,
Perfecting Deed and Final Parcel Map, Off-site Improvements PW Inspection,
and Building Inspection Services for this project.
AS PART OF THE ROLES AND RESPONSIBILITIES OF A BUILDING OFFICIAL, BELOW IS
PARTIAL LIST OF DUTIES AS IT RELATES TO THE ROLE OF CHIEF BUILDING OFFICIAL
POSITION:
• Manage multiple Building and Safety Departments and staff and provide any
other services as may be necessary for administration and enforcement of the
California Building Code and related codes, and applicable provisions of the
City’s Municipal Code.
• Represent City’s as its building official while interfacing with the public and other
agencies.
• Respond quickly in the event of a local, regional, or national emergency or
disaster, as building official.
• Read, interpret and analyze plans for major structures.
• Visit construction sites and conduct building code inspections when needed as
well as conduct job-site evaluations of construction projects for the purpose of
monitoring/enforcing compliance with approved plans and code
requirements.
• Oversee and participate in the management of a comprehensive building
department processes.
• Oversee, direct, and coordinate the work of building staff.
• Participate in the development and administration of the division goals,
objectives, and procedures.
• Prepare clear and concise administrative and financial reports as it related to
the building department.
• Work with professional architects, engineers, builders, and the general public
with a customer service approach.
• Formulate and apply uniform policies and standards for the building inspection
programs; formulate, interpret and explain specific building codes, ordinances
and administrative orders.
• Research regulations, procedures and/or technical materials relating to
building codes and enforcement.
• Represent the City before other agencies and groups on building inspection
and enforcement matters.
• Make effective presentations before large and small groups of people.
• Coordinate division services with other programs and services within the County
and with outside organizations, and agencies.
• Analyze problems, identify alternative solutions, project consequences of
proposed actions and implement recommendations in support of goals.
• Research, analyze, and evaluate new service delivery methods and
techniques.
• Interpret and apply federal, state, and local policies, laws, and regulations.
• Communicate clearly and concisely, both orally and in writing.
Packet Pg. 309
3. Key Personnel 3.12
Proposal
Land Development and NPDES Program Management Services
DAVID RAGLAND, PE, PLS, QSD, QSP, QISP, Sr. Engineer, Sr. Level Technical Support Staff
EDUCATION
• Humboldt State University,
CA, Bachelor of Science
REGISTRATION
• Registered Civil Engineer
• Licensed Land Surveyor
HIGHLIGHTS
• Civil engineer and land
surveyor with
approximately 30 years of
diverse experience in a
wide variety of projects.
• Managed numerous multi-
disciplinary teams dealing
with the planning,
engineering, entitlement,
environmental permitting,
development and
construction of urban and
rural development, and
public works projects.
• In the past 10 years, at
Transtech, has been
working as Engineering
Manager and providing
engineering services to
various Cities.
• Served as Principal Project
Manager for the design,
construction and
management of a variety
of projects, including:
o Major infrastructure
projects for public
agencies (Freeway
Interchanges,
Roadways, Water, Storm
Drain and Sewer
Facilities and Master
Plans).
o Commercial and Retail
Mr. Ragland is a civil engineer and land surveyor has over 35 years of diverse
experience in a wide variety of projects in civil engineering. He has managed
numerous multi-disciplinary teams dealing with the planning, engineering,
entitlement, environmental permitting, development and construction of urban and
rural development, and public works projects. His experience also includes special
emphasis on complex grading and hillside developments (has worked on the civil
engineering and development of more than 40,000 acres of hillside properties),
preparation of due diligence and project feasibility analysis, through conceptual
planning and design to entitlement and construction.
Following is a partial listing of projects representative of Mr. Ragland’s diversified
experience:
General Civil Engineering Projects:
• A number of projects in Los Angeles County, San Bernardino County and San
Diego County, including roadway, drainage, water, sewer improvements.
• Parkway Business Centre: Design and construction of the 460 Acre industrial
park including South Poway Parkway for ADI Properties, Inc. Also served as
Assessment Engineer for Communities Facilities District.
• Campus Parkway Roadway: Design of a new roadway for a length of
approximately 2 miles, and included street, medians, landscape, lighting, traffic
signals, water, sewer, storm drain and various other utilities.
• CalState University Main Access Road: Design of a new roadway for a length
of approximately 1.5 miles, and include street, medians, landscape, lighting,
traffic signals, water, sewer, storm drain and various other utilities.
• Cannon Roadway and Sewer: Design of approximately 2 miles of roadway and
36 inch sewer pipe and pump station. This project required careful
consideration to pipe buckling due to the extreme soils conditions of the Agua
Hedionda Lagoon. Special bedding techniques were used along with special
coupling of the pipes to allow for potential deflection as the bridge abutment
and road fill settled.
• Lopez Canyon Roadway and Sewer: Design and construction of over 5 miles of
roadway sewer ranging up to 36 inches in diameter.
• Sorrento Valley Boulevard: Design and construction of 4 miles of roadway.
Drainage and Sewer Projects:
• Northpark Boulevard Sewer Extension: Half mile gravity sewer main extension for
University Park Subdivision in the City of San Bernardino. Project required special
structural designs and encroachment permitting for crossing 100’ aqueduct
right-of-way.
• University Park Storm Drain Design: Design of storm drain system with pipes
ranging in size from 18 to 60 inches and trapezoidal channel design for 4500 cfs.
• Eagle Bice, Muscupiabe Land Area Infrastructure Master Plan (Devore area in
San Bernardino) Drainage, Sewer and Water Master Plan: Approximately 500
acre area for future 1,100 unit master planned community. The project also
included a full infrastructure (roadways, storm drain, water, sewer, parks, and
utilities) needs and assessment and cost analysis for this future development.
• San Elijo Ranch Drainage, Sewer and Water Master Plan, San Marcos: 2,000 acre
/ 3500 unit master planned community. The project included literally miles of
storm drain, sewer and water lines, sedimentation areas, pump stations, booster
stations, water reservoirs and force mains. Cannon Road Trunk Sewer and Pump
Station - Design of 8-12 inch gravity sewer, 6 and 8 inch force main, pump station
and wet well. City of Carlsbad
• Penasquitos Canyon Trunk Sewer: PS&E for two miles 36-inch gravity sewer
including design study reports. City of San Diego
• Ranch Santa Fe Road: Relocation and rehabilitation of 1.5 miles of sewer main.
Packet Pg. 310
3. Key Personnel 3.13
Proposal
Land Development and NPDES Program Management Services
Development.
o Master Planned
Communities.
o Residential
Development.
o Educational/University
Infrastructure Master
Plan Studies and
Development.
• Extensive experience in
working with Caltrans and
County of Los Angeles.
• Extensive experience in
NPDES requirements.
• Extensive experience in
the management and
administration of federally
and state funded projects
in compliance with
Caltrans Local Assistance
Procedures Manual
(LAPM).
• Estimated valuation of
projects that Mr. Ragland
has been involved is
approximately
$1,000,000,000.
City of San Marcos
• Arrowhead Springs Drainage, Sewer and Water Master Plan: 4,000-acre site at
the foothills of San Bernardino Mountains, and includes 1,500 to 2,000 residential
units, 1,000,000 square feet of commercial and office space, 199-acre/18-hole
public golf course, renovation and reuse of the historic Arrowhead Springs Hotel
with a new 115 room annex, new 300-room hotel, a conference center, 14-acre
corporate office area.
• Otay River hydrology study and dam breach analysis: 22,000 acre Otay Ranch
project in Chula Vista. Flows up to 33,000 cfs were studied for the Otay River.
Water Projects:
• City of San Diego, Green Valley Water line design and construction. 5000 feet,
30” Reinforced concrete water line and pressure reducing station and details
for connection to a 60-inch San Diego County Water Authority Pipeline.
• City of San Diego, Structural arch and encasement designs for road crossings
over various SDCWA pipelines up to 108 inches in diameter.
• City of San Diego, Design and construction of Mercy Road pressure booster.
• City of San Bernardino, Design of 3500 feet of 20 to 36 inch ductile iron water
transmission main for the development of University Park.
• City of San Bernardino, Design of over 10,000 feet of 8 thru 12 inch DIP water
main for water distribution.
• City of San Bernardino, Structural arch design for road crossing over the Dept of
Water Resources 109-inch Santa Ana pipeline.
• City of San Marcos Structural arch and encasement designs for road crossings
over various SDCWA pipelines up to 108 inches in diameter.
• Design of 30-inch CMLC steel water transmission main and pressure reducing
stations. Included structural designs for hanging the waterline on a bridge.
• City of Carlsbad, Design of many thousands of feet of PVC and DIP water lines
for multiple subdivisions in the City with Carlsbad Municipal Water District and
the Olivenhain Water District.
Master Plans:
• San Elijo Hills Specific Plan. Provided planning, engineering, surveying services for
the design and development of the 2,000 acre 3,500 dwelling unit Specific Plan
and Master Tentative Map.
• Shandin Hills Specific Plan. Provided planning engineering services for the
preparation of the Specific Plan and Tentative Map. The project is a proposed
240 acre 1049 dwelling unit community.
• Arrowhead Springs Specific Plan (including annexation into the City): 4,000-acre
site, which includes 1,500 to 2,000 residential units, 1,000,000 square feet of
commercial and office space, 199-acre/18-hole public golf course, renovation
and reuse of the historic Arrowhead Springs Hotel with a new 115 room annex,
new 300-room hotel, a conference center, 14-acre corporate office area.
• Eagle Bice, Muscupiabe Land Area Infrastructure Master Plan Drainage, Sewer
and Water Master Plan: Approximately 500 acre area for future 1,100 unit
master planned community. The project also included a full infrastructure
(roadways, storm drain, water, sewer, parks, and utilities) needs and assessment
and cost analysis for this future development.
• University Development Master Plan: Approximately 200 acre site in association
with the City of San Bernardino, Watson Development and Cal-State SB for the
development of 200 residential, mixed use, live-work, retail, office and student
housing, educational and training facilities and offices for Cal State SB University.
Packet Pg. 311
3. Key Personnel 3.14
Proposal
Land Development and NPDES Program Management Services
AYLA JEFFERSON, CBO, CSP ICC Certified Building Official, Plans Examiner, Inspector, Sr. Level Technical Support Staff
EDUCATION
• Rio Honda College, CE
• Bosphorous Univ, Turkey
• Athanee Royal, Belgium
CERTIFICATIONS
• ICC Certifications:
Building Code Official,
Certified Building Official,
Certified Sustainability
Professional,
Accessibility Inspector,
Accessibility Plans
Examiner,
Building Plans Examiner,
California Building Plans
Examiner,
CalGreen Plans Examiner
and Inspector,
Building Inspector CBC,
Building Inspector UBC,
Plumbing Inspector UPC,
California Commercial
Plumbing Inspector,
Residential Mechanical
Inspector,
California Residential
Mechanical Inspector,
Permit Technician
• IAPMO Certifications:
Plumbing Inspector
Mechanical Inspector
• CalOES Certifications:
SAP Evaluator
Ms. Jefferson has over 25 years of experience in private and governmental sector.
She has extensive experience in managing building and safety departments of
different municipalities under Transtech contracts. Ms. Jefferson holds over 15
International Code Council issued professional certifications including Certified
Building Code Official and 2 IAPMO certifications.
She has served as Building Official, Deputy Building Official, Plan Checker, Code
Enforcement Official, Community Improvement Coordinator, Planning Technician,
and Inspector for various municipalities. As Building Official, she provides necessary
code interpretations, and coordinates with agency staff and departments, and
applicants on building and safety related issues. She handles building and zoning
code violations as well as working in coordination with the City Prosecutor to abate
violations. She also provides over the counter plan check as Deputy Building
Official/Plans Examiner. She has broad knowledge of municipal government
operations, including preparation and presentation of staff reports and resolutions
to city councils, committees and related interaction with members of the public,
other city departments and other governmental agencies. She has extensive
experience in construction codes, building and safety plan review and inspection,
code interpretations, and resolving code related construction and plan review
problems on a broad range of projects.
She also coordinates code adoptions for Transtech contract cities. She is involved
on various ICC boards, and has served and/or currently serving on a number of ICC
Councils, Committees and Boards, locally and nationally. She also served on Calbo
Green Committee on State level. She was also appointed as the first national Chair
to the ICC Sustainability Membership Council. Ms. Jefferson is responsible for the
management of Transtech’s Building and Safety Department, and coordination
with Transtech’s municipal clients. With her analytical and strategic management
skills, she provides strong leadership, develops and collaborates with primary
contacts to protect and to enhance Transtech’s position in specific proceedings;
she facilitates and maintains close, long-term working relationships with
municipalities in the building and safety realm.
HIGHLIGHTS
She served as Chair and Vice Chair on ICC Sustainability Membership Council (2011-
2019) ; Served Calbo State Licensing Boards Committee (2019-2022); Served Calbo
Community & Outreach Committee (2018) ; Served ICC/Calbo California Codes
Exam Committee; Served on ICC Codes & Standards Council; Served Calbo Green
Committee; Chaired ICC Los Angeles Basin Chapter Inspection Committee
EXPERIENCE IN LARGE COMPLEX PROJECTS (PARTIAL LIST) IN WHICH BUILDING
OFFICIAL OVERSIGHT WAS PROVIDED:
• Temple City Camellia Square (Project Value: $15M): Transtech provided full plan
review as well as inspection services, the project included a shopping center
with an underground garage and 4 total buildings as follows: a one-story 6,600
SF building; a two-story 25,700 SF building, a two-story 4,500 SF building; and, a
two-story 43,400 SF building. This also included Map Check Services, including
review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final
Parcel Map, Off-site Improvements PW Inspection, and Building Inspection
Services for this project.
• Linden Walk Residential Development (Project Value: $18.5M): Transtech
provided full plan review as well as inspection services for this development
which included 74 Single Family Dwellings. This project is located in Temple City.
Packet Pg. 312
3. Key Personnel 3.15
Proposal
Land Development and NPDES Program Management Services
This also included Map Check Services, including review of Tentative Parcel
Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off-site
Improvements PW Inspection, and Building Inspection Services for this project.
• Blossom Walk Residential Development (Project Value: $5.7M): Transtech
provided full plan review as well as inspection services of for this development
which includes 24-unit condominiums and 4 single family homes. This project is
located in Temple City. This also included Transtech also provided Map Check
Services, including review of Tentative Parcel Map, Lot Line Adjustment,
Perfecting Deed and Final Parcel Map, Off-site Improvements PW Inspection,
and Building Inspection Services for this project.
• Pacific Plaza (Project Value: $30.3M): Located at 11 S 3rd St (condo) and 300 W
Main St (retail). Transtech provided full plan review as well as inspection services
of for this development which includes 120 condo units and retail space below.
This project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• The Alhambra (Project Value: $57.8M): Located at 88 S Garfield Avenue, 2 S
Garfield Avenue, 100 & 150 E Main St. Transtech provided full plan review as well
as inspection services of for this development which includes 260 apartment
units, 4-story parking garage, 72,000 sq ft 2-story retail building, 16,730 sq ft 1-
story retail building, and 23,000 sq ft 1-story retail building. This project is located
in Alhambra. This also included Map Check Services, including review of
Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel
Map, Off-site Improvements PW Inspection, and Building Inspection Services for
this project.
• Midwick Collection (Project Value: $13M): Located at 2400 S Fremont Avenue.
Transtech provided full plan review as well as inspection services of for this
development which includes 36 single family dwellings and 28 townhomes. This
project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• Casita de Zen (Project Value: $21M): Located at 28 N 3rd St (condo) and 235 W
Main St (retail). Transtech provided full plan review as well as inspection services
of for this development which includes mixed use project with 92 condos on
top, and retail on bottom. This project is located in Alhambra. This also included
Map Check Services, including review of Tentative Parcel Map, Lot Line
Adjustment, Perfecting Deed and Final Parcel Map, Off-site Improvements PW
Inspection, and Building Inspection Services for this project.
• Main Street Collection (Project Value: $23M): Located at 410 W Main Street.
Transtech provided full plan review as well as inspection services of for this
development which includes 4-story mixed-use project with 8,200 s ft retail
space, 52 condos, 9 live/work units, 19 townhomes, and 6 shopkeeper units. This
project is located in Alhambra. This also included Map Check Services,
including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed
and Final Parcel Map, Off-site Improvements PW Inspection, and Building
Inspection Services for this project.
• City of Alhambra, Civic Center Library Project ($25M): Transtech provided plan
check, inspection, construction management and owner representative
services, the project included construction of a 45,000 SF Library with an
underground parking garage.
• 820 Mission Development LLC (Project Value: $10M): Located at 820 Mission St.
Transtech provided full plan review as well as inspection services of for this
development which includes construction of new office building with one
residential unit above, new 15 unit townhome cluster with office fronting Mission
Street with one-level subterranean parking, convert existing 3-story industrial
building into 9 residential units, construct 13 townhome units. This project is
Packet Pg. 313
3. Key Personnel 3.16
Proposal
Land Development and NPDES Program Management Services
located in South Pasadena.
• Alta Med Medical Group (Project Value: $4M): Located at 1900 E Slauson Ave.
Transtech provided full plan review as well as inspection services of for this
development which includes a new mixed-use building of office space and an
adult day care with new on grade parking. This project is located in Huntington
Park. This also included review of Tentative Parcel Map, Lot Line Adjustment,
Perfecting Deed and Final Parcel Map, Off-site Improvements PW Inspection,
and Building Inspection Services for this project.
AS PART OF THE ROLES AND RESPONSIBILITIES OF A BUILDING OFFICIAL, BELOW IS
PARTIAL LIST OF DUTIES AS IT RELATES TO THE ROLE OF CHIEF BUILDING OFFICIAL
POSITION:
• Manage multiple Building and Safety Departments and staff and provide any
other services as may be necessary for administration and enforcement of the
California Building Code and related codes, and applicable provisions of the
City’s Municipal Code.
• Represent City’s as its building official while interfacing with the public and other
agencies.
• Respond quickly in the event of a local, regional, or national emergency or
disaster, as building official.
• Read, interpret and analyze plans for major structures.
• Visit construction sites and conduct building code inspections when needed as
well as conduct job-site evaluations of construction projects for the purpose of
monitoring/enforcing compliance with approved plans and code
requirements.
• Oversee and participate in the management of a comprehensive building
department processes.
• Oversee, direct, and coordinate the work of building staff.
• Participate in the development and administration of the division goals,
objectives, and procedures.
• Prepare clear and concise administrative and financial reports as it related to
the building department.
• Work with professional architects, engineers, builders, and the general public
with a customer service approach.
• Formulate and apply uniform policies and standards for the building inspection
programs; formulate, interpret and explain specific building codes, ordinances
and administrative orders.
• Research regulations, procedures and/or technical materials relating to
building codes and enforcement.
• Represent the City before other agencies and groups on building inspection
and enforcement matters.
• Make effective presentations before large and small groups of people.
• Coordinate division services with other programs and services within the County
and with outside organizations, and agencies.
• Analyze problems, identify alternative solutions, project consequences of
proposed actions and implement recommendations in support of goals.
• Research, analyze, and evaluate new service delivery methods and
techniques.
• Interpret and apply federal, state, and local policies, laws, and regulations.
• Communicate clearly and concisely, both orally and in writing.
Packet Pg. 314
3. Key Personnel 3.17
Proposal
Land Development and NPDES Program Management Services
ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, CPESC, LEED AP, D.WRE, Sr. Engineer, Sr. Level Technical Support Staff
Education
• BS Civil Engineering
• MBA
Registration
• Registered Civil Engineer
• Certified Professional in
Erosion & Sediment
Control (#4174). CASQA
QSD and QSP, July 2010
• Certified Professional in
Stormwater Quality
(#232)
• Trainer of Record for QSD
and QSP, California
Construction General
Permit, CASQA, July 2010
• USGBC LEED Accredited
Professional (AP), May
2009
• GIS, and Programming
for GIS Certificates:
California State
Polytechnic University
Pomona, 2000
• California Emergency
Management Agency,
CalEMA, Disaster Safety
Assessment Program,
SAP, Volunteer
#SAP62639. Certified OES
SAP Coordinator,2008.
Certified CalEMA Trainer
for SAP
• OSHA Hazardous Waste
Operations and
Emergency Response
(HAZWOPER, 29 CFR
1910.120)
• OSHA Confined Space
Entry (29 CFR 1910.146).
Certified OSHA
Supervisor’s Health and
Safety training
Mr. Mazboudi has 34 years of progressively responsible, diversified experience in
public works, engineering, utilities, development engineering, facilities
maintenance, sustainability, environmental programs and project management in
both the public and private sector, supported by a strong educational background
in civil engineering, geographic information systems, water quality/urban runoff,
business administration and environmental programs.
At Transtech, Mr. Mazboudi has been working as a Sr. Engineer at various Transtech
Contact Cities. He has served at various Cities under Transtech’s City Engineering
Contracts, including South El Monte, Maywood, and Commerce, and managed
Engineering staff and CIP Programs.
Mr. Mazboudi has a broad knowledge of municipal government operations,
including preparation and presentation of staff reports/resolutions to city councils,
committees and interaction with public, various city departments, city council and
other governmental agencies.
Mr. Mazboudi’s responsibilities included:
• Planned, coordinated, and directed the activities of the Engineering Division;
Public Works
• Supervised the preparation of designs, specifications, plans, estimates and
reports involved in the construction of public works engineering projects, such
as storm drains, sewer systems, and water facilities;
• Reviewed and approved engineering plans, specification and contract
documents;
• Analyzed bids and supervises the preparation of contracts;
• Provided technical assistance and consults with other departments, agencies,
commission, and other bodies on engineering matters;
• Prepared reports for the various governing bodies;
• Represented City Engineering Division to other City departments, elected
officials and outside agencies;
• Managed and participated in the development and administration of the
Public Works Department and Engineering Division budget and CIP budget;
participated in the preparation of and implement budgetary adjustments;
• Coordinated Engineering Division activities with those of other departments
and outside agencies and organizations;
• Presented staff reports at City Council and Commissions Meetings.
• Supervised and evaluated subordinate staff;
• Responded to citizen inquiries and resolve difficult and sensitive complaints;
Mr. Mazboudi’s prior experience includes:
City of San Clemente - Public Works Department
Deputy Public Works Director/Engineering
Manage the Engineering division of the Public Works department, including
Development Engineering and encroachment permit section, traffic and
transportation section, street and CIP section, CMMS and GIS section.
Responsible for the preparation of the City's CIP budget including utilities (water,
sewer and drainage), facilities, parks and recreation, street pavement and
maintenance, traffic signals. In addition, he was responsible for the preparation
of the Engineering Division's operation budget and assisted the Public Works
Director in the preparation of the department's operational budget and annual
strategies. Manage the City's emergency planning and disaster preparedness
and responsible for all EOC operation. Manage the City's traffic division including
oversight and approval and recommendation to the City Council of all traffic
calming requests and striping modifications, traffic signal projects,
Packet Pg. 315
3. Key Personnel 3.18
Proposal
Land Development and NPDES Program Management Services
• Cross Connection Control
Specialist and Backflow
prevention Devices
testing and maintenance
training
• FEMA Floodplain
Manager Certification,
1999, Community Rating
System Certificate, CRS,
Aug 2010
• Fellow Member ASCE
• Diplomate in Water
Resources Engineering
from the American
Academy of Water
Resources
Highlights
• 34 years of past
experience in City Public
Works
• Deputy Public Works
Director/ Engineering, City
of San Clemente Public
Works
• Engineering Services
Manager, City of Laguna
Niguel Public Works
• Senior Civil Engineer,
Environmental Division
Manager, Public
Works/Utilities Department,
City of San Juan
Capistrano
• Associate Civil
Engineer/Development
Engineer, City of
Westminster
• Assistant Civil Engineer/
CIP, City of La Habra
synchronization and bike lane projects. Ensure compliance with all
environmental requirements including CEQA/NEPA, NPDES (Stormwater
requirements), solid waste and recycling, air quality, floodplain and grants as it
relates to CIPs and developments and coordinates with the Utilities department
incorporation of Water Quality Management Plans, WQMPs in new
developments and inspections. Prepared and acted as project manager on all
pavement projects including slurry seals, overlays and reconstruction.
City of Laguna Niguel - Public Works Department
Engineering Services Manager
Plan, direct, manage and oversee the day-to-day operation and activities of
the Public Works and Engineering Department, including capital project
improvements, traffic and transportation, sustainability and environmental
programs, maintenance of facilities, parks, open space and public right of way.
Coordinate assigned activities with other City departments and outside
agencies. Provide technical and professional assistance to the Public Works
Director and act as Director of Public Works and Engineering in his absence.
Oversee, review and accept final engineering plans and specifications for
public works, private developments, and permits. Select, train, motivate and
evaluate department personnel; coordinate staff training; work with employees
to correct deficiencies; implement disciplinary procedures. Manage and
participate in the development and administration of the department operating
and capital improvement budgets. Managed the City’s Environmental division
including the stormwater quality program, solid waste/recycling, and wetlands
maintenance. Managed the design and construction of the City’s community
center building and community pool and site improvements and the
construction of bridge and wetland at Crown Valley Park. Managed the
construction of the City’s pickle ball courts.
Atkins Global Consulting (www.atkinsglobal.com)
Assigned under Atkins Contract as Director/Vice Secretary General, Economic
Cities Authority, Saudi Arabia
Responsible for planning, organizing, directing and coordinating all Planning
and Oversight (P&O) Division activities to fulfill the Economic Cities Authority
(ECA) obligations for Economic Cities (EC) program development under ECA
Board of Director strategies. Provided leadership for the development and
maintenance of a high-performance division team. Division included Enterprise
Portfolio Management Office, Inspection and code compliance, Urban
Planning, Real Estate and Municipal Affairs. Delivered the EC Development
Program. Supervised project execution; and ensured the EC development
program and projects were delivered to the terms of the ECA and Master
Developer contract in compliance with standards of quality, safety, and
performance expectations. Reviewed processes and approved efficient
operations of the division. Negotiated with master developers on various
activities and resolved high level issues. Negotiated with EMAAR, KAEC master
developer.
City of San Juan Capistrano - Public Works/Utilities Department
Senior Civil Engineer/Environmental Division Manager
Managed the following programs:
• Stormwater/watershed and National Pollution Discharge Elimination System
(NPDES)
• Sanitary sewer, Fat, Oil and Grease (FOG) program, and California State
Waste Discharge Requirements compliance.
• Solid waste and recycling. Oversaw the City’s solid waste franchise
agreement.
• Used oil and household hazardous waste programs
• Green Building, sustainability and air quality. Wrote environmental articles
Packet Pg. 316
3. Key Personnel 3.19
Proposal
Land Development and NPDES Program Management Services
bi-weekly in local newspapers.
• Provided regular presentations on sustainability and environmental
programs to local businesses, chamber of commerce, Rotary Club and
other local groups. Worked with local businesses to audit and identify
opportunities to green the businesses including increase recycling efforts,
energy and water conservation.
• Floodplain Management, Community Rating System (CRS) and National
Flood Insurance Program for compliance with FEMA regulations.
• South Orange County Wastewater Authority, (SOCWA) coordination.
Represented the City at SOCWA’s Engineering and Technical Advisory
Committees.
• Member of the South Orange County Joint Regional Water Supply System
Team.
• Oversee the City’s air quality regulations and all SC AQMD permits
• Developed the City’s sustainability charter, solar incentive program and
green procurement policy.
• Managed the City’s energy conservation program and the development of
the City’s energy masterplan.
• Supervised the Public Works Permit Processing division, encroachment and
transportation permits.
• Department safety officer. Developed the City’s Illness and Injury Prevention
Plan, IIPP, and a member of the City’s Safety Committee. Member of the
City’s EOC team, positions held are Alternate Operations Chief, Utilities
liaison and represent the City on the Water Emergency Response of Orange
County.
City of Westminster- Public Works Department
Associate Civil Engineer/Development Engineer
Responsible for the review and approval of all developments in the City,
including encroachment in the Public Right of Way and issuance of
encroachment and transportation permits. Developed and Implemented the
City’s GIS system.
City of La Habra - Public Works Department
Assistant Civil Engineer/Capital Improvement Projects
Responsible for developing the City’s 7 Year CIP budget and designing, bidding,
construction and project management of the City’s CIP, including paving,
sidewalks, water, sewer and storm drain. Issued encroachment and
transportation permits and reviewed and provided comments on private
developments.
Consulting Services - Various private firms, CA
Project Manager
Managed from bidding through construction grading, paving and concrete
work projects. Managed the construction of a 240 townhome construction
project. Managed the construction of a flood control channel in Camarillo.
Managed the construction various facilities including Azusa Pacific University
Performing Art Center, Life Pacific University in San Dimas, Lereta campus in
Pomona and others.
Special International Projects:
US Green Building Council (www.usgbc.org)
Egyptian Green Building Council (EGBC)
February 2009
Represented the US Green Building Council, to assist in the formation and
establishment of the EGBC. Provided lectures on the role of government in
Packet Pg. 317
3. Key Personnel 3.20
Proposal
Land Development and NPDES Program Management Services
Green Building and on the US Green Building Program, LEED.
USAID International Development Agency (www.usaid.gov)
In partnership with USAID and ICMA Kingdom of Jordan Commercial/Industrial
Environmental Audit
Sep 2009
In partnership with USAID and ICMA, developed a training manual for the audit
of commercial and industrial facilities in Jordan. Provided training and lectures
to Environmental Ministry staff and local municipalities representatives.
Performed audits in Jordan and provided recommendations to the Minister of
the Environment and the Minister of Local Government.
Academic Position:
Adjunct Professor: Goldenwest College, Huntington Beach, CA, October 2012-
May 2013 Lectured on and taught Sustainability and Zero Waste for
Communities. The course was part of the College Resource Management
Program and encouraged the development of students work for cities with an
understanding of green and sustainable programs.
Professional Affiliations:
• County of Orange Stormwater Program, General Permittee Committee Chair:
2004, 2005, 2009-2014
• County of Orange Stormwater Program, Public Education Committee Chair:
2003, 2004, 2005
• County of Orange Stormwater Program Trash and Debris Task Force 2005- 2008,
Chair 2009-2014
• Chair of the San Juan Creek Watershed Committee 2005- 2011-2014
• Chair of the South Orange County Team Arundo Committee, 2005-2014
• Chair of the San Juan Capistrano’s Committee on Sustainability and the
Environment 2006-2014
• Member of the American Society of Civil Engineers (ASCE)
o Secretary of the LA Section 2016-18
o Orange County Past President, 2011-12
o OC Branch President 2010-11
o Vice-President, 09-10
o Treasurer, 2008-09.
o Secretary, 2007-08
o Branch newsletter editor, 2007-2008
o OC Legislative Committee Chair 2006-2007
o Member of the Sustainability Committee 2009-10
o National ASCE Committee on Critical Infrastructure (2011-14)
• ASCE Fellow
• Diplomate in Water Resources Engineering, D.WRE by the American Academy
of WRE
• California ASCE Disaster Preparedness and Response/Safety Assessment
Program Chair,2021, 2009-11, Member of the Cal EMA DSW Committee
• Member of the American Public Works Association (APWA), Member of the
National Solid Waste Management Committee, 2006- 2011. Member of APWA
National Disaster Preparedness Committee 2013-14
• Member of Orange County Chapter, US Green Building Council, USGBC
Advocacy Committee 2006-2010
• Represented ASCE on the Presidential Policy Directive on Critical Infrastructure
Security and Resilience.
Awards:
• 2019 ASCE OC Outstanding Civil Engineer in the Public Sector Award.
• 2012 South Coast Air Quality Management District “Model Community
Packet Pg. 318
3. Key Personnel 3.21
Proposal
Land Development and NPDES Program Management Services
Achievement Clean Air” Award
• 2012 ASCE California “Outstanding Branch Officer” Award. Received grade
of FELLOW in ASCE
• 2011 ASCE “Citizen Engineer”, 2010 ASCE California “Outstanding Civil
Engineer in Community Service”
• 2009 ASCE OC Sustainability project of the Year award. 2008 APWA project of
the Year Award.
• 2007 APWA Southern California “NPDES Public education program of the Year
Award”
• 2005 ASCE “Government Engineer of Merit Award”, nominated “Government
Engineer of the Year Award”
• 2005 Orange County Engineering Council “Outstanding Environmental
Engineering Merit Award”
• 2000 City of Westminster “Public Servant of the Year Award” for dedication
and excellence
Articles, Publications And Speaking Arrangements:
• Solid waste articles in the APWA Reporter, 2007, 2008, 2009, 2010. ASCE
newsletter, 2006-2010
• Co-Author of The Solid Waste Manager’s Reference guidebook, published by
APWA 2009.
• Speaker at USGBC conference, “Greening the Orange” 2008, ASCE Speakers
series, “Green Civil Engineers ”2008, APWA International Congress, “Zero in on
Zero Waste” 2007, Zero Waste Conference 2006
• Speaker at Headwaters Ocean Conference 2013, “Infrastructure Controls in
Orange County”.
Packet Pg. 319
3. Key Personnel 3.22
Proposal
Land Development and NPDES Program Management Services
MOHAMMAD MOSTAHKAMI, PE, Sr. Engineer, Sr. Level Technical Support Staff
Education
• MS and BS Civil
Engineering
Registration
• Registered Civil Engineer
Highlights
• 35 years of past
experience in City
Engineering
• Was Active member of
Metro Technical Advisory
Committee, Gateway
Cities Council of
Government
Transportation Committee,
I-710 Major Corridor
Technical Advisory
Committee and Gateway
Water Management
Authorities
• Extensive experience in
management of Federal,
State, Metro and other gran
funded Public Works and Pa
projects
• Extensive experience in
preparation of 5 year CIP
and annual operating
budget and
administration
• Extensive experience in
management and
administration of traffic
control system, traffic
signal synchronization,
traffic calming and traffic
safety enhancement
• NPDES and TMDL
Compliance activities
Mr. Mostahkami has over 35 years of experience and has worked for various Public
Agencies as Public Works Director, City Engineer, Project Engineer, Plan Checker,
Designer, including for the Cities of
• Downey, Public Works Director
• South Gate, Sr. Engineer, City Engineer, Public Works Director
• Arcadia, Civil Engineer
He has a broad knowledge of municipal government operations, including
preparation and presentation of staff reports/resolutions to city councils, committees
and interaction with public, various city departments, city council and other
governmental agencies.
City of Downey, CA
Director of Public Works 2014 - 2018
Provided oversight, support and direction of the operation of the Public Works
involving engineering, construction, operation and maintenance of water
production and distribution, maintenance of sewer lines and storm drains,
administration of street sweeping activities and management of solid waste
disposal, and weed abatement, the operations of street maintenance, equipment
maintenance and facilities upkeep, the operation of the Engineering Division
including Traffic Engineering, Office Engineering and Capital Improvements,
beverage and oil recycling program, directed the compilation of reports, technical
studies and research activities. Prepared the Departmental Annual Budget, review
maintenance schedules and methods of performance, directed training activities;
promoted safety programs and safe work practices, advised on personnel
recruitment and reviewed performance evaluations, , participated in a public Works
and other internal and external Committees, Commissions meetings as necessary,
conferred with developers, businesses and residents on respective matters,
developed short and long range department goals and objectives, policies and
procedures, oversaw compliance of City’s NPDES and TMDL compliance regulations
, oversaw development and implementation of public improvements associated
with developments, participated in various community functions , secured grants
from Federal, State, Metro, etc., performed other related duties as assigned,.
City of South Gate, CA
Director of Public Works/ City Engineer 2010 - 2014
Provided oversight, support and direction of the operation of the Public Works
involving engineering, construction, operation and maintenance of water
production and distribution, maintenance of sewer lines and storm drains,
administration of street sweeping activities and management of solid waste
disposal, and weed abatement, the operations of street maintenance, equipment
maintenance and facilities upkeep, the operation of the Engineering Division
including Traffic Engineering, Office Engineering and Capital Improvements,
beverage and oil recycling program, directed the compilation of reports, technical
studies and research activities. Prepared the Departmental Budget, reviewed
maintenance schedules and methods of performance, directed training activities;
promoted safety programs and safe work practices, advised on personnel
recruitment and reviewed performance evaluations, performed other related duties
as assigned, participated in various community functions and outside Committees,
secured grants from Federal, State, Metro, etc.
City of South Gate, CA
City Engineer 2002 – August 2010
Responsible for day to day operation of the engineering division including planning,
directing, organizing, coordinating, supervising, and reviewing the functions,
programs and projects of the engineering divisions; assisted in the General Plan
Packet Pg. 320
3. Key Personnel 3.23
Proposal
Land Development and NPDES Program Management Services
experience
• Secured over $60 million in
SR2S, HSIP, Measure R and
M Metro Early Action Call
for project, AQMD and
other grant funds.
Circulation Element update, prepared RFQ, RFP and Consultant Agreements,
selected, supervised and evaluated consulting services, reviewed subdivision and
land developments, addressed citizen complaints and inquiries, coordinated public
works activities with other City departments and outside agencies, involved in right
of way acquisition for a major intersection widening project, completed CIP projects
including but not limited to: streets, sewers lighting, water main replacement and
upgrade, wells and reservoirs, drainage system, traffic signal ,etc. participated in
various community functions and outside committees, secured Federal , State , and
County grants, assumed functions of Director of Public Works during his absence,
etc.
City of South Gate, CA
Assistant City Engineer 2001 -2002
Responsible for planning, directing, organizing and supervising civil engineering
work, implementation of CIP projects, preparation of operating budget and CIP,
preparation of RFQ, RFP, agreement, resolution, ordinance, agenda reports and
recommendations for City Council, securing Federal, State , Metro,… grants;
responding to citizen inquiries and concerns, promoting staff development and
motivation, review of major development EIR and other CEQA documents,
coordinating public works activities with other City departments and outside
agencies, participating in selection and training of division personnel, etc.
City of South Gate, CA
Senior Civil Engineer 1997-2001
Under general direction of the Director of Public Works reviewed and supervised
preparation of engineering plans and specifications for construction of public works
projects, managed and administered construction contracts, supervised and
participated in development of plans, specifications, estimates and work orders for
public works construction projects, supervised work of subordinate engineering
personnel, prepared reports and recommendations as appropriate, prepared RFQ,
RFP and Agreement for Federal and State funded project consultants and prepared
public works conditions of approval for multiple residential, commercial and
industrial developments.
City of Arcadia, CA
Assistant City Engineer 1994- 1997
Responsible for : planning, directing, organizing and supervising civil engineering
work, NPDES compliance activities, preparation of Pavement Management System,
Sewer and Drainage Master Plan, overseeing design and construction inspection of
CIP projects, traffic engineering , preparing conditions of approval for development,
reviewing tract and parcel maps and development plans, securing and
administering various grants, preparing CIP and annual budget, selecting and
training of division personnel, preparing agenda reports,…
City of Arcadia, CA
Senior Civil Engineer 1991 - 1994
Under general direction of the City Engineer and Director of Public Works managed
the Engineering Division. Coordinated work with other departments, public and
private agencies and consultants. Performed office and field engineering work,
prepared special studies and reports for City Council, oversaw capital improvement
program and acted as Assistant City Engineer.
City of Arcadia, CA
Associate Civil Engineer 1989 - 1991
Coordinated engineering work with other departments, public and private agencies
and consultants, performed complex professional and technical office and field
engineering work, evaluated, developed and implemented various engineering
and department procedures, etc.
Packet Pg. 321
3. Key Personnel 3.24
Proposal
Land Development and NPDES Program Management Services
City of Arcadia, CA
Assistant Civil Engineer 1985 - 1989
Performed professional engineering work in connection with a wide variety of civil
engineering projects, prepared plans, specifications and administered various
public works projects, reviewed projects to determine scope and preliminary project
costs, prepared plans to provide project concept and criteria for field inspection
and final estimates, prepared design plans and specifications, contract documents,
estimates and reports for streets, sewers and storm drains and performed hydraulic
studies for sump pumps and drainage areas.
Packet Pg. 322
3. Key Personnel 3.25
Proposal
Land Development and NPDES Program Management Services
KAREN VIGIL, PTP, EIT, Associate Engineer, Office Engineer Support Staff
Education
• BS, Civil Engineering, Cal
Poly Pomona 2013
Registration
• Professional
Transportation Planner
(PTP)
• Road Safety Professional
(RSP)
Highlights
• Serves as a Traffic
Analysts and Associate
Engineer for several
Traffic Authorities and
Traffic Commissions.
• Serves as assistant to City
Engineer/Public Works
Director preparing
budgeting, contract
management, staff
report writing, and misc.
items.
• Bilingual in both written
and spoken Spanish
• Extensive experience in
diagram and conceptual
preparation for design.
• Secured over $15M in
federal and state grant
funds for various
agencies
• Completed Caltrans
Resident Engineer
Academy, very familiar
with the management
and administration of
federally funded projects
in compliance with
Caltrans Local Assistance
Procedures Manual
(LAPM).
Ms. Vigil has over 5 years of experience. He has been providing support services on
various projects and various Cities under Transtech’s Municipal Engineering
Contracts as associate/office engineer. She also coordinates public works
encroachment permits, and inspections at the engineering departments at various
cities.
She has worked in the Public Works Department and Building and Safety
Department and assists in the preparation of staff reports, contract administration,
RFP preparation, bid analysis, budgeting, traffic safety and calming studies, stop
and signal warrants/studies, traffic impact studies, traffic calming reports, parking
studies, and responding to requests from Public and City Officials. She also prepares
grant applications for transportation related projects including detailed figures,
diagrams, and exhibits.
Ms. Vigil completed Caltrans Resident Engineer Academy, very familiar with the
management and administration of federally and state funded projects in
compliance with Caltrans Local Assistance Procedures Manual (LAPM).
Examples of her project experience includes:
City of Commerce (City of Commerce is a Contract City. Transtech serves as City’s
Contract Engineering and Building and Safety Department. Transtech staff
members serve as City Engineer, City Traffic Engineer, Building Official, CIP Manager,
Plan Checker, Inspector).
Staff Augmentation, Capital Projects Management Support, Technical and
Administrative Support to City Engineer, Public Works Permits Review and
Processing, Coordination with Developers and City Departments for the review and
processing of Development Projects Applications and Submittals.
Public Works Department Experience: As part of Transtech’s Municipal Services, Ms.
Vigil worked for one year in the City of Rosemead as assistant to the Public Works
Director/City Engineer. Her tasks included the following:
• Prepare Staff Reports and Presentations for Council Meetings, Commission
Meetings, and Ad-Hoc Committees
• Prepare Requests for Qualifications and Proposals (RFQ’s and RFP’s) to hire
consultants and outside contractors to perform services for City projects.
• Analyze submitted proposals and bids
• Prepare staff reports for City Council meetings.
• Prepare staff reports for Traffic Commission items.
• Participate in City Council and Traffic Commission Meetings.
• Participate in the processing of plans for private developments affecting city
streets, sewers, drains, and related public works facilities and ensure that they
all meet City imposed requirements. Coordinate with other departments such
as Planning and Building Department for Plan Checks
• Respond to inquiries and requests for information from the general public,
contractors, and other agencies.
• Prepare memos, letters, and field reports in the course of performing work.
• Attend and participate in meetings and conferences with City boards and
commissions, City departments, public officials, professional organizations and
contractors regarding requirements for public works projects, land
development/subdivision projects and other matters relating to areas of
assigned responsibilities.
• Prepare a variety of reports, correspondence and special studies.
Experience in Traffic and Transportation Engineering: As part of Transtech’s
Municipal Services Contracts, Ms. Vigil also assists in the preparation of traffic safety
Packet Pg. 323
3. Key Personnel 3.26
Proposal
Land Development and NPDES Program Management Services
• Cal OSHA 10 hour
Construction Certified
and calming studies, stop and signal warrants/studies, traffic impact studies,
calming reports, responding to requests from Public and City Officials. She also
attends Traffic Commission meetings and assists in presentations of reports. (Cities
she was involved include: Temple City, South El Monte, Alhambra, Rosemead, West
Covina, Commerce, Monterey Park, Cudahy, San Marino)
Experience in Grant Writing: Ms. Vigil also assist in the preparation of grant
applications for transportation projects, awarded grants she worked on include:
• City of Monterey Park: 2018 ATP-4, Citywide School and xwalk Safety
Improvements Project, $1,367,000
• City of Monterey Park: 2018 HSIP Cycle 9, Signal Safety Enhancement Project,
$540,000
• City of Alhambra: HSIP Cycle 9, Ped Safety Improvements at Signalized
Intersections, $600,000
• City of South El Monte: 2018 HSIP-9, Signal Safety Enhancement Project, $876,000
• City of Commerce: 2018-19 Rubberized Pavement Grant Program (Cal Recycle),
$348,600
• City of Commerce: 2016-17 Rubberized Pavement Grant Program (Cal Recycle),
$281,400
• City of Rosemead: 2015 Metro Call for Projects, Garvey Avenue Regional Access
& Capacity Improvement Project, $2,315,305
• City of Rosemead: 2015 HSIP-7, Installation of HAWK system, Award Amount:
$241,300
• City of Monterey Park: 2015 Metro (MTA) Call for Projects, Monterey Pass Road
Complete Streets Bike Project, Award Amount: $1,993,627
• City of Alhambra: 2013 Metro (MTA) Call for Projects, Alhambra Ped
Improvement/Walking Viability Project on Valley, $323,427
• City of San Gabriel: 2015 HSIP-7, Signal Safety Enhancements Project, $569,800
• City of San Gabriel: 2016 HSIP-8, Install overhead flashing beacon, $270,200
• City of Huntington Park: 2015 ATP-3 Citywide Uncontrolled Crosswalk Pedestrian
Safety Enhancement Project, $1,757,000
• City of Huntington Park: 2016(ATP-2, Uncontrolled Crosswalk SRTS Ped Safety,
$1,032,000
• City of Cudahy: 2015 ATP-2, Wilcox Avenue Complete Streets and SRTS Project,
$1,344,000
• City of Cudahy: 2015 Metro Call for Projects, Cudahy City Wide Complete
Streets Improvement Project, $2,134,449
• City of Cudahy: 2015 HSIP-7, Salt Lake Ave Safety Project, $363,180
• City of Cudahy: 2016 ATP-3, Atlantic Ave Bicycle and Ped Enhancement Project,
$1,784,000
• City of Pico Rivera: 2016 HSIP-8, Sign Improvements, $696,300
• City of Commerce: 2013 Metro Call for Projects, Commerce Goods Movement
Atlantic Blvd: Washington to Como, $631,137
• City of Commerce: 2016-17 Rubberized Pavement Grant Program (Cal Recycle),
$281,400
Packet Pg. 324
3. Key Personnel 3.27
Proposal
Land Development and NPDES Program Management Services
JULIE ROBBINS, ICC Certified Permit Technician, Permit Process Technical Support Staff
EDUCATION
• B.A. in Business
Administration, Los
Angeles Harbor College
(current)
• BA in Political Science,
University of LaVerne
• Associate’s in Business
Administration;
Paralegal Education;
Political Science;
General Education;
SCACEO Code
Enforcement Courses,
Rio Hondo Community
College
ICC CERTIFICATIONS
• ICC Certified Permit
Technician
HIGHLIGHTS
• Spanish Speaker
• CACEO Certified Code
Enforcement Officer,
CCEO
• Certified Hearing Officer
• PC832 Modules I, II and
III
• Microsoft Excel,
PowerPoint, Word,
Outlook, QuickBase,
Access
• Notary Public
Mrs. Robbins has approximately 34 years of City Government and Building and
Safety experience. Mrs. Robbins has been working in Transtech’s Building and Safety
department in various contract cities performing various clerical and technical
duties in support of Building Inspections, Plan Checkers, and the Building Official.
Some of her duties include representing the Code Enforcement, Permit Processing,
and Building profession. She is highly organized, and proficient in record keeping,
tracking and report writing. Mrs. Robbins is also proficient in Parking Citation
Enforcement, Administrative Citations and as a Hearing Officer as well as a
Municipal Building Permit Technician; and in Short Term Rental Enforcement and
investigations. She can provide leaderships skills and build and maintain professional
internal and external partnerships with her peers and community. She is proficient in
all Building Department functions, including Permit Technician, Plan Check routing
and submittal, Program Management and the following Code Enforcement
programs: Medical Marijuana enforcement, Weed Abatement, Property
foreclosures, and the Vehicle Abatement (AVA) Program. She is also highly skilled in
field investigations, various computer programs, administrative duties and Code
Enforcement tracking systems. This program is still in place today. She is currently
continuing her education to obtain her bachelor’s degree, and she takes every
opportunity to obtain knowledge that will make her more successful in her career
and an asset to her employer, through ICC and CALBO. Prior to working for Transtech
Engineers Mrs. Robbins worked for the Orange County Public Works Department.
Knowledge of Building and Safety Procedures:
• Procedures and techniques of permit processing and process for plan review
and inspection.
• Building and zoning codes and ordinances enforced by the city.
• Customer Service principles and practices including conflict resolution.
• Processes for compiling and analyzing data for special projects.
• Effectively communicate clearly and concisely, both orally and in writing.
• Interpret and explain policies and regulations accurately and tactfully to the
public.
Previous Experience
Management Analyst (Through HR Green California Inc.)
Some of her responsibilities included handling the day to day operation of the DPC
in processing and routing plans and planning checks and permits for issuance.
During her time there, Mrs. Robbins also helped enforce the Municipal Code for
various municipalities that for HRGreen California, Inc. and supervised the Program
Management and Code Enforcement Officers. She has also worked for numerous
California cities in which she performed administrative and parking citation hearings
for appellants contesting parking citations or administrative citations issued by the
cities. She has conducted research and used her expertise in enforcing the
Municipal Code to ascertain where citations were being administered justifiably by
the jurisdictions. Mrs. Robbins was instrumental in developing the Code Enforcement
POST Certified, Education System which trains Code Enforcement Officers
throughout the State of California in their job functions through CACEO (formally
SCACEO). Her duties as Permit Technician and Code Enforcement officer has
serviced over ten cities, two counties, and four private corporations.
Hearing Officer (Various Jurisdiction)
Perform Administrative and Parking Citation Hearings for Appellants contesting
parking citations or Administrative Citations issued by the Cities. Conduct research,
and use her expertise in enforcing the Municipal Code, to ascertain whether
Citations are being administered justifiably by the jurisdictions. The Hearings relate
to Parking, Building and Safety, and Zoning violations. Presently conduct Hearings,
via telephone, in person or in writing, and administer all administrative work for
Packet Pg. 325
3. Key Personnel 3.28
Proposal
Land Development and NPDES Program Management Services
several jurisdictions, such as the following:
• City of Garden Grove
• City of Placentia
• City of Whittier
• City of Ventura
• City of Corona
• City of Norco
• City of Claremont
• City of Glendora
• City of Yorba Linda
• City of Santa Clara
• City of San Fernando
• County of Riverside Code Enforcement and Animal Control
• And other jurisdictions as needed
Permit technician Duties, Code Enforcement and Administrative duties for the
following jurisdictions and employers (1986-2012). 30-year career as a Code
Enforcement Officer, at various jurisdictions, has given me the experience,
networking and compassion for the job. I have had the privilege of working with,
and for, some very exemplary employees and Municipalities
• County of Orange
• Garden Grove
• Laguna Hills
• City of Downey
• City of Arcadia
• City of Manhattan Beach
• City of Los Alamitos
• County of Los Angeles
• City of Desert Hot Springs
• City of Lawndale
• City of Jurupa Valley
• City of Laguna Hills
• Berryman & Heniger
• JAS Pacific
• RKA Civil Engineers
• HRGreen, California, Inc.
Packet Pg. 326
3. Key Personnel 3.29
Proposal
Land Development and NPDES Program Management Services
ALI CAYIR, PE, Sr. Engineer
Education
• BS Engineering
• MBA
• Project/Construction
Management, UC Irvine
Registration
• Registered Civil Engineer
• Licensed Gen Contractor A
• Licensed Gen Contractor B
Highlights
• Over 35 years of
experience in City
Engineering.
• Served as contract City
Engineer, Interim PW
Director, City Traffic
Engineer for many Cities.
• Extensive experience in the
management and
administration of federally
and state funded projects
in compliance with
Caltrans Local Assistance
Procedures Manual
(LAPM).
• Served as Resident
Engineer on several
Federally Funded Projects.
Mr. Cayir has over 35 years of experience in engineering. He has participated on
numerous multi-disciplinary teams dealing with the planning and development of
civil and traffic engineering, urban and rural development, and public works
projects. He served as Principal Project Manager for the design, construction and
management of a variety of projects, including:
• Public Works and Infrastructure Improvements
• Educational and University Campuses
• Institutional
• Commercial and Retail
• Transportation and Parking Facilities
• Residential and Master Community Development
Mr. Cayir served as contract City Engineer, Traffic Engineer and Interim Public Works
Director for many municipalities in Southern California.
He has a broad knowledge of municipal government operations, including
preparation and presentation of staff reports/resolutions to city councils,
committees and interaction with public, various city departments, city council and
other governmental agencies.
Construction Management Experience
Mr. Cayir has served as CM, PM, RE for numerous construction projects. He has
extensive experience in Federally Funded Projects. Mr. Cayir also served as contract
City Engineer for many municipalities. Some of the significant projects where Mr.
Cayir served as CM/PM/RE/Project Principal include:
• Washington Boulevard Widening and Reconstruction Project (Federally
Funded), City of Commerce/Caltrans ($40m). Transtech provided CM/Resident
Engineer, Inspector, Office Engineer Services. The project includes widening
and reconstruction of 2.7 miles of Roadway (including approx. 3,500 tons
rubberized AC overlay). The project is federally funded and being managed in
compliance with Caltrans Local Assistance Procedures Manual.
• Rosemead Boulevard Improvements Project, City of Tempe City (Federally
Funded) ($20m). Transtech provided CM/Resident Engineer, Inspector, Office
Engineer Services. The project included widening and reconstruction of 2 miles
of roadway (including approx. 6,000 tons rubberized AC overlay). The project
was federally funded and managed in compliance with Caltrans Local
Assistance Procedures Manual.
• Cactus Avenue and Nason Street Improvements and 135’ Span Bridge Project,
City of Moreno Valley ($21m). Transtech provided CM/Resident Engineer,
Inspector, Office Engineer Services. The funding included State Local
Partnership Program (SLPP) grant and was inspected and managed in
compliance with Caltrans Local Assistance Procedures Manual.
• Rte 71/Mission Bl Grade Separation Project (Federally Funded) City of Pomona
($40m). Transtech provided CM/Resident Engineer, Inspector, Office Engineer
Services. Project was inspected and managed in compliance with Caltrans
Local Assistance Procedures Manual. Caltrans was the oversight/jurisdictional
Agency.
• City of Commerce, Rosewood Community Center. Transtech was retained by
the City to take over the management of this multimillion dollar facility which
was 2 years behind schedule. Within 5 months, Transtech brought the
construction to substantial completion level allowing the City to start the move-
in process, and 2 months after, the facility was opened to public use. Currently,
Transtech is assisting the City in claims analysis and change order resolution.
Construction Cost: $15m.
• Ontario Great Park DB (Design-Build Project). ($45M). The project is being
delivered under DB delivery. Transtech is City’s Owner’s
Packet Pg. 327
3. Key Personnel 3.30
Proposal
Land Development and NPDES Program Management Services
Representative/Program Manager
• City of Alhambra Downtown Revitalization Program: Involved 11 projects,
including Renaissance Plaza (multi-plex theater, public plaza with fountain and
unique art features, restaurants, retail, 800 space parking structure), Fremont
Plaza (modifications/reconstruction of existing buildings for lease by ToysRUs
and Party City, construction of a new 30,000 SF store for PetSmart, and various
other retail buildings) and Downtown Revitalization (modification/upgrade of
existing buildings for Starbucks, 4 Restaurants and various retail businesses), 4
parking structures. (Cost: $80m).
Civil Engineering Experience
• CSUSB (Cal State SB University) San Bernardino Main Access Road: Prepared
PS&E and provided construction administration for the project. Cost $5m.
• I-710 Freeway Interim Improvements and Fremont Widening and
Reconstruction: Transtech provided Turn-key Services, including Program
Management, Construction Management, Design, Surveying, Right-of-Way
Engineering, and Environmental. The project included major roadway
improvements, removal/demolition of various buildings for additional right-of-
way and reconstruction of buildings behind new right-of-way, traffic signals,
infrastructure, utilities, pavement, drainage, water, sewer, landscape, street
lighting, traffic signal, pavement improvements. Project was funded by Federal
Funds, and was managed and inspected in compliance with Caltrans Local
Assistance Procedures Manual. (Cost $15m).
• University Park Development/San Bernardino: The project included 2 miles of
new roadway, sewer, water, utility and extensive hill side grading for a master
planned residential and commercial development on 130-acre site across from
the San Bernardino State University. Cost $40m.
• Valley Boulevard Widening and Reconstruction project which is funded by State
and Federal funds and required complete project and environmental report,
including Right-of-Way, Relocation, SHPO, NEPA, SEQA, Noise, Parking,
Economic, Hazardous Materials technical studies, and processed through
Caltrans and FHWA. Construction cost ($6m).
• Carlsbad to San Diego Rail Trail Project Report, which is funded by State and
Federal funds and required complete project and environmental report,
including Right-of-Way, Relocation, SHPO, NEPA, SEQA, Noise, Parking,
Economic, Hazardous Materials technical studies, and processed through
Caltrans and FHWA.
• Alameda Corridor Agency East (ACE) Rail Grade Crossing Improvement Project
encompassing 6 agencies and 14 locations in Los Angeles County. Work
involved roadway realignment and reconstruction, signalization, traffic control,
and construction phasing as well as related improvements such as storm drain,
water, sewer landscaping, underground utilities, etc. Cost $5,000,000.
Traffic Engineering Experience
• Design and management of a variety of traffic and transportation engineering
projects, including traffic signals (more than 1000 locations), traffic signal
interconnect system, street lighting, traffic control, signing and striping design;
signal timing and coordination studies; traffic signal management studies; traffic
safety projects (OTS) including traffic control device inventories and speed
surveys; traffic impact and parking studies for more than 100 projects; and
feasibility studies for traffic control measures, freeway access, bikeways and
street improvements. Mr. Cayir has also served as consultant Traffic Engineer for
various agencies in Southern California.
Packet Pg. 328
3. Key Personnel 3.31
Proposal
Land Development and NPDES Program Management Services
6. Project Organization Chart
CITY DESIGNATED STAFF
MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Principal/Supervising Program Manager
AARON MLYNARSKI, Office Engineer Support
DENNIS TARANGO, CBO, ICC Certified Building Official, Plans Examiner, Inspector, Sr. Level Technical Support Staff
DAVID RAGLAND, PE, PLS, QSD, QSP, QISP, Sr. Engineer, Sr. Level Technical Support Staff
AYLA JEFFERSON, CBO, CSP ICC Certified Building Official, Plans Examiner, Inspector, Sr. Level Technical Support Staff
ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, CPESC, LEED AP, D.WRE, Sr. Engineer, Sr. Level Technical Support Staff
MOHAMMAD MOSTAHKAMI, PE, Sr. Engineer, Sr. Level Technical Support Staff
KAREN VIGIL, PTP, EIT, Associate Engineer, Office Engineer Support Staff
JULIE ROBBINS, ICC Certified Permit Technician, Permit Process Technical Support Staff
Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and
respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200,
including building officials, plan checkers, inspectors, permit technicians, engineers, project managers, designers, plan
checkers, inspectors, construction managers, traffic and transportation analysts, technicians, support personnel.
Contract Principal
Ali Cayir, PE
Packet Pg. 329
Proposal Section 4
Relevant Experience
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 330
4. Relevant Experience 4.1
Proposal
Land Development and NPDES Program Management Services
4. Relevant Experience
Following are examples of few municipal service contracts representative of Transtech’s
experience in the requested services:
CITY OF ALHAMBRA (Year started and completed: 1993 – Ongoing Service)
Contact: Andrew Ho, Community Development Director; T: 626-570-5041; E:
andrewho@cityofalhambra.org
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering
Services; Traffic Engineering; CIP Management; Federally Funded Project
Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF SOUTH PASADENA (Year started and completed: 1999 – Ongoing Service)
Contact: Angelica Frausto-Lupo, Community Development Director; T: 626-403-7222;
E: afraustolupo@southpasadenaca.gov
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection)
CITY OF TEMPLE CITY (Year started and completed: 2012 – Ongoing Service)
Contact: Bryan Cook, City Manager; T: 626-285-2171; E: bcook@templecity.us
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering
Services; Traffic Engineering; CIP Management; Federally Funded Project
Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF MONTEREY PARK (Year started and completed: 2013 – Ongoing Service)
Contact: Ron Bow, City Manager; T: 626-307-1255; E: rbow@montereypark.ca.gov
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering
Services; Traffic Engineering; CIP Management; Federally Funded Project
Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF WEST COVINA (Year started and completed: 2019 – Ongoing Service)
Contact: David Carmany, City Manager; T: 626-939-8401; E: dcarmany@westcovina.org
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering
Services; Traffic Engineering; CIP Management; Federally Funded Project
Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF COMMERCE (Year started and completed: 2003 – Ongoing Service)
Packet Pg. 331
4. Relevant Experience 4.2
Proposal
Land Development and NPDES Program Management Services
Contact: Vilko Domic, Assistant City Manager; T: 323-722-4805; E: vilkod@ci.commerce.ca.us
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering
Services; Traffic Engineering; CIP Management; Federally Funded Project
Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF AZUSA (Year started and completed: 2019 – Ongoing Service)
Contact: Sergio Gonzalez, City Manager; T: 626-812-5239; E: sergio.gonzalez@azusaca.gov
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection)
CITY OF BELL (Year started and completed: 2015 – Ongoing Service)
Contact: Manuel Acosta, Community Development Director, T: (323) 588-6211, E:
macosta@cityofbell.org
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection)
Please see reference letters on following pages from above references:
Packet Pg. 332
4. Relevant Experience 4.3
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 333
4. Relevant Experience 4.4
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 334
4. Relevant Experience 4.5
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 335
4. Relevant Experience 4.6
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 336
4. Relevant Experience 4.7
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 337
4. Relevant Experience 4.8
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 338
4. Relevant Experience 4.9
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 339
4. Relevant Experience 4.10
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 340
Proposal Section 5
Quality of Proposal
Proposal
Land Development and NPDES Program Management Services
Packet Pg. 341
5. Quality of Proposal 5.1
Proposal
Land Development and NPDES Program Management Services
5. Quality of Proposal
1. Proposal contains all minimum required items and is in proper format
2. All forms, including addenda (if any) have been completed and signed
1. Proposal contains all minimum required items and is in proper format
Our proposal contains all minimum required items and is in proper format.
Our proposal includes information listed in RFP under “Proposal Content”, and is formatted
per the sections listed in the RFP under “Proposal Format”, as listed below:
Proposal Content: A responsive proposal shall contain the following documentation:
1. Cover Letter- Proposals shall include a letter signed by a principal or authorized representative
who can make legally binding commitments for the entity.
2. Understanding of Need- Proposal shall include an outline which demonstrates the firm’s
understanding of the project goals and objectives and scope of work, and most of all, familiarity
with the existing condition and needs. This outline should include the firm’s anticipated approach
toward providing required services, tasks necessary for its successful completion, and suggestions
or special concerns of which the City should be made aware.
3. Scope of Services- Proposal shall include a Scope of Services which details the consultant’s
approach towards completing the project, work phases, the tasks to be accomplished and the
deliverables to be provided, based upon the requested Scope of Services included in this RFP.
4. QA/QC Plan- Provide QA/QC plan to ensure quality control for the duration of the project which
shall include maintaining organization and communication over the entire project team, cost and
schedule monitoring and constructability review of project plans, specifications and estimates
upon their completion.
5. Key Personnel- Consultants shall list key personnel as well as subconsultants, if any, they propose
to use on their respective project team. Resumes, limited to one page maximum, shall be included
for each key personnel and subconsultant(s). In addition, this section of the proposal shall include
a project organization chart with each key individual and subconsultant(s) listed by position or
title. Furthermore, a table shall be included listing each key individual and subconsultant(s) by
position or title along with percentage of each individual’s and subconsultant’s time (by
percentage) to be devoted to this project.
6. Relevant Experience- This section of the proposal shall include a list of at least three (3) relevant or
similar projects completed by the project team within the past five years. Each project included
shall have a description of the project, name of the client, reference representing client who can
be contacted regarding the project along with contact information, year completed and total
project cost.
7. Fee Proposal- The consultant’s fee proposal shall be submitted concurrently with the technical
proposal. The fee proposal shall include a competitive fee which outlines the hours to complete
the scope of services along with personnel to be involved in the project with the number of hours
by personnel to be assigned by task and hourly rate.
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5. Quality of Proposal 5.2
Proposal
Land Development and NPDES Program Management Services
Our proposal includes all information listed in RFP under “Proposal Content”, which is
recited above.
Proposal Format: Proposal shall, at a minimum, contain a detailed Scope of Services
and be formatted to include the following sections. The basis of consultant selection for
this project will be based on the following criteria:
1. Perception Approach
2. Methodology
3. Key Personnel- This section of the proposal shall be formatted as follows:
4. Relevant Experience- T
5. Quality of Proposal
6. Budget/Fee-
Our proposal is formatted per the sections listed in the RFP under “Proposal Format”,
which is also recited above.
2. All forms, including addenda (if any) have been completed and signed
All forms, including addenda (if any) have been completed and signed.
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5. Quality of Proposal 5.3
Proposal
Land Development and NPDES Program Management Services
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5. Quality of Proposal 5.4
Proposal
Land Development and NPDES Program Management Services
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5. Quality of Proposal 5.5
Proposal
Land Development and NPDES Program Management Services
Our proposal is emailed to Pan_Su@sbcity.org with cc to Hernandez_Da@sbcity.org
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Proposal Section 6
Budget / Fee
Proposal
Land Development and NPDES Program Management Services
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6. Budget / Fee 6.1
Proposal
Land Development and NPDES Program Management Services
6. Budget / Fee
Staff time will be allocated as needed / as requested by the City.
Sr. Level Staff:
Sr. Level staff is anticipated to provide approx. 2 days on site support and 2 to 3 days off site support per
week.
Lower Level Support Staff:
Other technical support staff is anticipated to provide approx. 2 to 3 days on site support and 2 days off
site support per week.
Invoicing will be based on actual hours per Transtech current hourly rates in effect at the time service is
provided.
Please see below for Transtech’s current Hourly Rate Schedule for all staff classifications.
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6. Budget / Fee 6.2
Proposal
Land Development and NPDES Program Management Services
Field Technician $80 -$90 Labor Compliance Analyst $140 -$145
Engineering Technician $90 -$100 Funds Coordinator $145 -$155
Assistant CAD Drafter $100 -$115 Office Engineer $140 -$150
Senior CAD Drafter $115 -$130 Construction Inspector $135 -$145
Associate Designer $130 -$145 Senior Construction Inspector $145 -$155
Senior Designer $145 -$160 Construction Manager $155 -$175
Design Project Manager $180 -$190 Resident Engineer $175 -$190
Assistant Engineer $110 -$120
Associate Civil Engineer $135 -$145 Public Works Inspector $135 -$145
Senior Civil Engineer $190 -$210 Senior Public Works Inspector $145 -$155
Traffic Analyst Technician $95 -$105 Supervising PW Inspector $155 -$165
Associate Traffic Analyst $140 -$150
Senior Traffic Analyst $150 -$160 Survey Analyst $140 -$145
Professional Transportation Planner $160 -$175 Senior Survey Analyst $145 -$150
Traffic Engineer Technician $90 -$100 2-Man Survey Crew $330 -$340
Associate Traffic Engineer $135 -$145 Survey & Mapping Specialist $175 -$185
Traffic Engineer $160 -$175 Licensed Land Surveyor $200 -$210
Senior Traffic Engineer $175 -$195
Project Manager $175 -$195 Funds Analyst $140 -$145
Senior Project Manager $195 -$215 Senior Funds Analyst $145 -$155
Deputy City Engineer $160 -$180 Grant Writer $160 -$170
City Engineer $180 -$195 Funds & Grant Project Manager $180 --$190
Principal Engineer $195 -$215
Community Development Technician $75 -$85
Permit Technician $70 -$80 Planning Technician $85 -$95
Plan Check Technician/Analyst $100 -$120 Assistant Planner $95 -$115
Building Inspector $120 -$125 Associate Planner $115 -$135
Senior Inspector $125 -$135 Senior Planner $135 -$160
Plans Examiner/Checker $135 -$150 Planning Manager $160 -$180
Plan Check Engineer $150 -$160
Deputy Building Official $150 -$160 Administrative/Clerical $65 --$75
Building Official $160 -$170 Project Accountant $75 --$85
TRANSTECH ENGINEERS, INC.
SCHEDULE OF HOURLY RATES
Effective through June 30, 2023
Rates are average ranges, negotiable and can be adjusted to establish a fee for each assignment based on the specific project’s scope,
when such projects are identified by the City.
The above fees are increased each year July 1st automatically by the percentage change Los Angeles-Long Beach-Anaheim California Consumer
Price Index-All Urban Consumers (“CPI-U”) for the preceding twelve-month period as calculated for February by the U.S. Department of Labor
Bureau of Labor Statistics and published by the United States Bureau of Labor Statistic.
FUNDING & GRANT WRITING
PLANNING
ADMINISTRATIVE STAFF
SURVEY AND MAPPING
PUBLIC WORKS INSPECTION
BUILDING & SAFETY
ENGINEERING CONSTRUCTION MANAGEMENT
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations and Maintenance
Department:Public Works
Subject:Bid Rejection for Construction Contract Award –
Citywide Pavement Rehabilitation (21 Locations)
(Wards All)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, adopt Resolution No. 2023-035 rejecting bids for construction of the
Citywide Pavement Rehabilitation at 21 locations.
Background
The City of San Bernardino is responsible for maintaining streets citywide. On
November 24, 2021, a Pavement Management Analysis (PMA) was completed which
used scientific methods to rate the condition of all public streets in the City. Street
segments (intersection to intersection) were rated based on Remaining Service Life
(RSL) in years with a rating of 20 representing the condition of a recently completed
street. Segments with RSL between 20 and 10 are usually maintained using crack
sealing and slurry sealing. Segments with an RSL of 10 or less are generally in need
of major maintenance, usually consisting of mill and overlay. Segments with RSL less
than 5 require complete removal and replacement.
In anticipation of this work, the citywide pavement rehabilitation for 21 locations
(Project No’s 8834, 8835, 8836, 8837, 8838, 8839, 8840, 8842, 8843, 8844, 8845,
8846, 8847, 8849, 8851, 8852, 8853, 8854, 8855, 8856, 8857) were included in the FY
2021/22 Capital Improvement Plan (CIP), which was adopted on June 16, 2021, by the
Mayor and City Council. The CIP established Measure S and Measure I funding in the
amount of $5,855,000 for the project to rehabilitate following locations:
•Belleview Street from Mt. Vernon Avenue to K Street (Ward 3)
•27th Street from Davidson Avenue to Little Mountain Drive. (Ward 2)
•Temple Street from Medical Center Drive to End (Ward 6)
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•Alameda Street from Rialto Avenue to Newport Avenue (Ward 1)
•H Street from Highland Avenue to 27th Street (Ward 7)
•Oak Street from K Street to Eureka Avenue (Ward 3)
•Sonora Drive from Ralston Avenue to Palmyra Drive (Ward 7)
•6th Street from Meridian Avenue to Pepper Avenue (Ward 6)
•Guthrie Street from Pacific Street to Sunrise Lane (Ward 2)
•Oak Street from Arrowhead Avenue to E Street (Ward 3)
•16th Street from Sierra Way to Mt. View Avenue (Ward 2)
•Business Center Drive from Hospitality Lane to Commerce Center (Ward 3)
•35th Street from Mountain View Avenue to Belle Street. (Ward 2)
•Tamarisk Avenue from Atchison Street to South End (Ward 3)
•2nd Street from Lena Road to Tippecanoe Avenue (Ward 1)
•13th Street from Waterman Avenue to Sierra Way (Ward 2)
•Vanderbilt Way from Waterman Avenue to Carnegie Drive (Ward 3)
•43rd Street from Sepulveda Avenue to East End (Ward 4)
•Ohio Avenue from Palm Avenue to Olive Avenue (Ward 5)
•Dallas Avenue from Spruce Street to Etiwanda Avenue (Ward 6)
•33rd Street from E Street to H Street (Ward 7)
Plans and specifications were prepared with the proposed scope of work at the
locations to include pavement rehabilitation and providing missing sidewalk and ADA
access ramps.
Discussion
Project 13511 to provide pavement rehabilitation, was advertised for public bidding on
December 12 and 13, 2022, in the San Bernardino County Sun Newspaper, F. W.
Dodge, Construction Bid Board, High Desert Plan Room, San Diego Daily Transcript,
Sub-Hub Online Plan Room, Reed Construction Data, Bid America Online,
Construction Bid Source, Bid Ocean, the City’s websites, and the San Bernardino Area
Chamber of Commerce.
Three sealed bids were received and opened on January 12, 2023. The lowest
apparent bidder was Matich Corporation of San Bernardino, California, with a bid of
$14,272,200. The lowest bid is significantly above the budget allocated for the citywide
pavement rehabilitation for 21 locations. Staff recommends that the City reject all bids
submitted for the subject project at this time.
Public Code Section 20166 states that the Mayor and City Council has the authority to
reject all bids and the notice inviting bids. The specification reiterates the same
authority. Staff will reevaluate the project, evaluate additional funding sources and
readvertise once a strategy is reached on how to improve bid results or reduce the
scope.
2021-2025 Strategic Targets and Goals
This project is consistent with Key Target No. 1f: Improved Operational & Financial
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Capacity. This project will contribute to financial stability by creating an asset
management plan.
Fiscal Impact
Funding for this project was previously established in the adopted FY 2021/22 CIP
budget in amount of $5,835,695. The lowest bid received was $14,272,200. To complete
the project, there would need to be funding appropriated from the city’s reserves which
is not being proposed at this time. As indicated in the discussion section, staff will
reevaluate the scope to determine how to best deliver the desired outcome.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, adopt Resolution No. 2023-035 rejecting bids for construction of the
Citywide Pavement Rehabilitation at 21 locations.
Attachments
Attachment 1 – Resolution No. 2023-035
Attachment 2 – Location Map
Ward:
All Wards
Synopsis of Previous Council Actions:
June 16, 2021 Mayor and City Council adopted Resolution No. 2021-138 approving
Capital Improvement Program FY 2021/22.
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Resolution No. 2023-035
Resolution No. 2023-035
March 1, 2023
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RESOLUTION NO. 2023-035
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
REJECTING BIDS FOR SPECIAL PROVISION 13511 -
CONSTRUCTION OF CITYWIDE PAVEMENT
REHABILITATION AT TWENTY-ONE LOCATIONS
WHEREAS, the Public Works Department is responsible for maintaining streets
Citywide; and
WHEREAS, the City previously approved funding in the total amount of $5,855,000 in
the City’s Capital Improvement Plan for the construction of Citywide pavement rehabilitation at
twenty-one locations; and
WHEREAS, plans and specifications (Special Provision No. 13511– Construction of
Citywide Pavement Rehabilitation at Twenty-One Locations “Project”) were released for bid on
November 24, 2022, soliciting bids for twenty-one project sites as a single collective project; and
WHEREAS, sealed bids were received from three bidders on January 12, 2023; and
WHEREAS, the cost submittals resulting from the solicitation far exceed the Project
funding available.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. The City Manager or his designee is hereby authorized and directed to reject
all bids for project entitled “Pavement rehabilitation at twenty-one locations”, Special Provisions
No. 13511 pursuant to California Public Contract Code Section 20166 and San Bernardino
Municipal Code Section 3.04.070(E).
SECTION 3.The City Council finds this Resolution is not subject to the California
Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA
applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 4.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
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Resolution No. 2023-035
Resolution No. 2023-035
March 1, 2023
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APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-035
Resolution No. 2023-035
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-035, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDRA _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations, and Maintenance
Department:Public Works
Subject:Resolution Rejecting Construction Bids for Speicher
Park Renovation (Ward 7)
Recommendation:
Adopt Resolution No. 2023-036 of the Mayor and City Council of the City of San
Bernardino, California, Rejecting Construction Bids for Speicher Park Renovation.
Background
In June of 2021, the County of San Bernardino Board of Supervisors passed the San
Bernardino County Local Fiscal Recovery Fund Spending Plan to spend its $423.5M
allotment of American Rescue Plan Act (ARPA) funding to support recovery efforts
post pandemic. Also, San Manuel Band of Mission Indians supports programs that
closely align with their pillars of giving: Inspiring Our Future through Education,
Preserving Cultural Traditions & Empowering Indian Country, Empowering Lives, and
Reinforcing Safe and Resilient Communities.
The rehabilitation of Speicher Memorial Park was submitted to both San Bernardino
County and San Manuel Band of Mission Indians for funding. The County of San
Bernardino awarded $950,000 and San Manuel Band of Mission Indians awarded
$1,000,000 for improvements to Speicher Memorial Park. On September 21, 2022, the
Mayor and City Council accepted the grants and Authorized the Agency Director of
Administrative Services to amend the FY2022/23 Budget to appropriate $1,950,000 in
grant funding for Speicher Memorial Park improvement project.
Discussion
The Speicher Park renovation project includes demolition and replacement of the
existing building, field lighting upgrades, installation of synthetic turf, leveling and
renovation of baseball field, new scoreboards, bleachers, water fountains, concrete
paving, prefabricated concession stands with bathrooms, ADA accessible facilities
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and general amenities improvements. The notice inviting bids was advertised for public
bidding on December 16, 2022, and December 22, 2022, in the San Bernardino County
Sun Newspaper, Bid America Plan Room, E-Bid Board Plan Room, and City’s website.
Sealed bids were received and opened on January 12, 2023. The City received only
one bid as follows:
Bidder City Base Bid
Quality Light & Electrical City of Bloomington $ 6,494,181.00
The City has reviewed the bid package and confirmed that Quality Light & Electric of
City of Bloomington, California, is the lowest responsible and responsive bidder, with
a total bid amount of $6,494,181.00. Since City received only one bid and the lowest
bid is significantly above the Engineer’s overall estimate, staff recommends that the
City rejects the bid submitted for the subject project at this time.
The Public Code Section 20166 states that the Mayor and City Council has the
authority to reject all bids. In addition, the notice inviting bids and the specification
reiterates the same authority. Staff will reevaluate the project, work with the Parks and
Recreations Management team to revise the scope of work, and re-advertise in a
manner that improves bid results.
2021-2025 Strategic Targets and Goals
This project is consistent with the Key Target No. 2: Focused, Aligned Leadership and
Unified Community through the opportunity to improve city parks, increase community
engagement and involvement in city-run recreation activities, and Key Target No. 3:
Improved Quality of Life through encouraging active lifestyles and crime reduction
through built environment and increased community visibility.
Fiscal Impact
There is no fiscal impact with this action. Available funding for this project is $1,950.000
and lowest bid received was $6,494,181.00.
Conclusion
It is recommended that the Mayor and City Council adopt Resolution No. 2023-036 of
the Mayor and City Council of the City of San Bernardino, California, rejecting the bids
for Speicher Park Renovation.
Attachments
Attachment 1 Resolution No. 2023-036
Ward:
Seventh Ward
Synopsis of Previous Council Actions:
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Sep. 21, 2022 Mayor and City Council approved Resolution No. 2022-205,
accepting Grant Funds in the amount of $1,000,000 from the San
Manuel Band of Mission Indians and $950,000 from the County of
San Bernardino.
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Resolution No. 2023-036
Resolution 2023-036
March 1, 2023
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RESOLUTION NO. 2023-036
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
ADOPTING RESOLUTION NO. 2023 REJECTING BIDS
FOR THE SPEICHER PARK RENOVATION
WHEREAS, on September 21, 2022, the Mayor and City Council accepted the grants from
the County of San Bernardin in the amount of $950,000 and San Manuel Band of Mission Indians
in the amount of $1,000,000 for improvements to Speicher Park; and
WHEREAS, plans and specifications were released for bid on January 5, 2022, one bid
was received.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. Mayor and City Council hereby authorize and direct the City Manager to
reject all bids for project entitled “Speicher Park Renovation” Special Provisions No. 13574
pursuant to California Public Contract Code Section 20166 and San Bernardino Municipal Code
Section 3.04.070(E).
SECTION 3.The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 4.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
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Resolution No. 2023-036
Resolution 2023-036
March 1, 2023
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Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-036
Resolution 2023-036
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-036, adopted at a regular meeting held on the 01 day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations and Maintenance
Department:Public Works
Subject:Resolution Accepting the Local Roadway Safety Plan
(LRSP) (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, adopt Resolution No. 2023-037, accepting the Local Roadway Safety
Plan (LRSP).
Background
The City applied and was awarded grant funding for the preparation of the Local
Roadway Safety Plan (LRSP) through the California Department of Transportation
grant program. Completion of Local Roadway Safety Plan (LRSP) is required for the
city to be eligible for future Highway Safety Improvement Program (HSIP) funding.
On February 3, 2021, the Mayor and City Council adopted Resolution No 2021-23
accepting the Local Roadway Safety Plan (LRSP) grant in the amount of $180,000;
approve grant matching funds in the amount of $20,000 from Local Regional
Circulation Funds. On October 6, 2021, the Mayor and the City Council adopted
Resolution No. 2021-244, approving the award of a Professional Services
Agreement in the amount of $177,999.64 for the preparation of the Local Roadway
Safety Plan (LRSP) with KOA Corporation (KOA).
Discussion
A Local Roadway Safety Plan (LRSP) provides a framework for organizing
stakeholders to identify, analyze, and prioritize roadway safety improvements on
local and rural roads. Preparing the Local Roadway Safety Plan (LRSP) provides
an opportunity to address unique roadway safety needs in San Bernardino while
contributing to the success of the State’s Strategic Highway Safety Plan.
Staff and KOA developed a process that is tailored to the community’s needs and
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issues. It began with safety data analysis and stakeholder engagement, resulting in
the selection of areas of emphasis. Examples of areas of emphasis may include
places that experience unsafe speeds, pedestrian safety, and intersection
accidents. The process would further help the Mayor and City Council to prioritize
future safety improvements on the arterial streets within the City of San Bernardino.
The Local Roadway Safety Plan (LRSP) report has been prepared per California
Department of Transportation Local Roadway Safety Plan (LRSP) guidelines and
the California Department of Transportation Local Safety Manual (LRSM) version
1.6, dated June 2022.
The general content of the Local Roadway Safety Plan (LRSP) report follows this
outline:
1. Crash data source and analysis techniques.
2. Crash data analysis results and highest occurring crash types.
3. High risk corridor and intersection analysis and safety countermeasures.
4. Cost estimates of recommended improvements.
5. Prioritization of projects based on cost-benefit ratio and effectiveness of
safety improvements.
The City has received Highway Safety Improvement Program (HSIP) grants in the
past. The completion of Local Roadway Safety Plan (LRSP) will ensure that the City
continues to meet the eligibility requirement to apply and receive future Highway
Safety Improvement Program (HSIP) funds. In addition, the Local Roadway Safety
Plan (LRSP) will build the foundation for a comprehensive identification of safety
issues and subsequent development of improvements.
Lastly, staff presented the Local Roadway Safety Plan (LRSP) to the City’s Public
Safety and Human Relations Commission (PSHRC) at its January 9, 2023, meeting.
The Commission has recommended the acceptance of the plan.
2021-2025 Strategic Targets and Goals
This project is consistent with Key Target No. 3c: Improved Quality of Life -
Constantly evaluate public safety service delivery models to enhance the quality of
service. Preparing the Local Roadway Safety Plan (LRSP) provides an opportunity
to address unique roadway safety needs in San Bernardino while contributing to the
success of the State’s Strategic Highway Safety Plan.
Fiscal Impact
There is no fiscal impact to accepting the Local Roadway Safety Plan (LRSP). All
future CIP projects stemming from the LSRP will be budgeted in accordance with
the City’s annual budget.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, adopt Resolution No. 2023-037, accepting the Local Roadway Safety
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Plan (LRSP).
Attachments
Attachment 1 – Resolution No. 2023-037
Attachment 2 – Local Roadway Safety Plan (LRSP) Report
Attachment 3 – Appendix A - Concepts and Cost Estimates
Attachment 4 – Appendix B - SB Countermeasures
Attachment 5 – Appendix C - Countermeasures Reference
Attachment 6 – Appendix D - PCF Glossary
Attachment 7 – Presentation
Ward:
All Wards
Synopsis of Previous Council Actions:
February 3, 2021 Resolution No. 2021-23 Council acceptance of the LRSP
grant in the amount of $180,000; approving grant matching
funds in the amount of $20,000 from Local Regional
Circulation Funds.
October 6, 2021 Resolution No. 2021-244 Award Professional Service
Agreement for (LRSP) to KOA Corporation.
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Resolution No. 2023-037
Resolution 2023-037
March 1, 2023
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RESOLUTION NO. 2023-037
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
ACCEPTING THE LOCAL ROADWAY SAFETY PLAN
(LRSP) PREPARED BY KOA CORPORATION
WHEREAS, the City of San Bernardino Public Works Department is responsible for the
preparation of federal and state aid transportation related to funding applications. This includes
the assessment and implementation of safety measures adjacent to schools and throughout the
City of San Bernardino, evaluation of stop sign installations, parking restrictions, and painted
curbs for loading and unloading of passenger and commercial vehicles; and
WHEREAS, on February 3, 2021, the Mayor and City Council adopted Resolution No
2021-23 accepting the Local Roadway Safety Plan (LRSP) grant in the amount of $180,000;
approving grant matching funds in the amount of $20,000 from Local Regional Circulation
Funds; and
WHEREAS, in March 2021, staff solicited proposals for the preparation of the LRSP
and in April 2021, received proposals from six firms; and
WHEREAS, in June 2021, staff conducted interviews for the top three firms for the
selection of the firm to be awarded a Professional Services Agreement for the preparation of the
Local Roadway Safety Plan (LRSP) Report; and
WHEREAS, on October 6, 2021, the Mayor and City Council adopted Resolution No.
2021-244, approving the award of a Professional Service Agreement in the amount of
$177,999.64 for the preparation of the LRSP with KOA Corporation; and
WHEREAS, the approval of the LRSP would enable City staff to submit the Highway
Safety Improvement Program (HSIP) grant applications, with the goal of receiving funds to
implement the LRSP priority projects.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2.Accept the Local Roadway Safety Plan (LRSP) report and
recommendations.
SECTION 3.The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on
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the environment. Where it can be seen with certainty, as in this case, that there is no possibility
that the activity in question may have a significant effect on the environment, the activity is not
subject to CEQA.
SECTION 4.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-037, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of
____________ 2023.
Genoveva Rocha, CMC, City Clerk
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City of San Bernardino
LOCAL ROADWAY SAFETY PLAN
NOVEMBER 2022
Prepared for: City of San Bernardino Department of Public Works 201B North E Street San Bernardino, CA 92401
Prepared By:
2141 W Orangewood Ave
Orange, CA 92868
T: 714.573.0317 | F: 714.573.9584
www.koacorp.com
JC13054
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TABLE OF CONTENTS
1.0 EXECUTIVE SUMMARY 1
1.1 Overview ............................................................................................................................................................................... 1
1.2 Prominent Collision Patterns ........................................................................................................................................ 1
1.3 Safety Emphasis Areas .................................................................................................................................................... 2
2.0 INTRODUCTION 2
2.1 Four E’s of Safety ............................................................................................................................................................... 2
2.2 Purpose of the LRSP......................................................................................................................................................... 2
2018 Systemic Safety Analysis Report (SSAR) 2
2.3 City of San Bernardino .................................................................................................................................................... 3
2.4 LRSP Overview.................................................................................................................................................................... 4
2.4.1 Data Collection 4
2.4.2 Safety Data Analysis 4
2.4.3 Identify Safety Measures 4
2.4.4 Develop Safety Projects & Cost Estimates 4
2.5 Policy and Programming Summary ........................................................................................................................... 4
2.5.1 City of San Bernardino General Plan – Circulation Element (2005) 5
2.5.2 City of San Bernardino General Plan – Public Facilities and Services Element (2005) 6
2.5.3 San Bernardino Active Transportation Plan (2022) 6
2.5.4 San Bernardino County Regional Safe Routes to School Plan (2015, 2017) 8
2.5.5 SBCTA Non-Motorized Transportation Plan (2018) 9
2.5.6 Other Planning Documents 11
3.0 METHODOLOGY 13
3.1 Collision Data Sources ................................................................................................................................................. 13
3.1.1 SWITRS 13
3.1.2 OTS 13
3.2 Stakeholder Outreach .................................................................................................................................................. 13
3.2.1 San Bernardino Police Department 13
3.2.2 San Bernardino City Unified School District (SBCUSD) 14
3.2.3 San Bernardino Neighborhood Associations Council 14
3.2.4 City Services Request System 14
3.3 Identifying Locations for Engineering Countermeasures ............................................................................... 15
3.3.1 Ranking Function 16
3.3.2 Average Crash Frequency 16
3.3.3 Crash Rate 16
3.3.4 EPDO Score Weights 16
3.4 Proposing Engineering Countermeasures ............................................................................................................ 17
4.0 SYSTEMIC SAFETY ANALYSIS: COLLISION TRENDS AND PATTERNS 18
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4.1 Total Collisions and Collision Modes ..................................................................................................................... 18
4.2 Collisions by Facility Type ........................................................................................................................................... 26
4.3 City of San Bernardino vs. County of San Bernardino ...................................................................................... 29
4.4 San Bernardino vs. Similarly Sized Cities ............................................................................................................... 32
5.0 TRANSPORTATION SAFETY EMPHASIS AREAS 34
5.1 Pedestrian Safety............................................................................................................................................................ 34
5.2 Unsafe Speeds ................................................................................................................................................................. 35
5.3 Intersection Safety ......................................................................................................................................................... 36
5.4 Driving or Bicycling Under the Influence .............................................................................................................. 37
5.5 School Collisions ............................................................................................................................................................ 38
5.6 Top Collision Locations ................................................................................................................................................ 40
6.0 ENGINEERING COUNTERMEASURES 42
6.1 Identified Project Locations ....................................................................................................................................... 44
6.1.1 Identified Roadway Segments 44
6.1.2 Identified Intersections 44
6.2 Roadway Segment Recommendations .................................................................................................................. 45
6.2.1 Kendall Drive (University Parkway to H Street) 45
6.2.2 9th Street (Waterman Avenue to Del Rosa Drive) 47
6.2.3 Rialto Avenue (between Pepper Avenue and Muscott Street) 49
6.2.4 Meridian Avenue (between Etiwanda Street and Rialto Avenue) 50
6.2.5 E Street (between CA-210 Overcrossing and Fairway Drive) 51
6.2.6 Lynwood Drive/30th Street (between San Gabriel Street and Cedar Street) 52
6.3 Intersection Recommendations ................................................................................................................................ 53
6.3.1 Highland Avenue and Eucalyptus Drive 53
6.3.2 9th Street and Sierra Way 55
6.3.3 Cajon Boulevard and Medical Center Drive 56
6.3.4 E Street and Valley Street 58
6.3.5 E Street / Inland Center Drive and Mill Street 59
6.3.6 G Street and Inland Center Drive 61
6.3.7 Meridian Avenue and Rialto Avenue 63
6.3.8 E Street and Kendall Drive (North of 36th Street) 65
6.3.9 Rialto Avenue and F Street 67
6.3.10 E Street and 21st Street 68
6.3.11 E Street and 9th Street 68
6.3.12 5th Street and Victoria Avenue 69
6.3.13 E Street and Orange Show Road 71
7.0 NON-ENGINEERING SAFETY MEASURES 73
7.1 Driving Under the Influence ....................................................................................................................................... 73
7.1.1 Education 73
7.1.2 Enforcement 73
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7.1.3 Funding Sources 73
7.2 Speeding ........................................................................................................................................................................... 74
7.2.1 Education 74
7.2.2 Enforcement 74
7.2.3 Funding Sources 75
7.3 Pedestrians and Bicyclists ........................................................................................................................................... 75
7.3.1 Education 75
7.3.2 Enforcement 75
7.3.3 Funding Sources 76
7.4 School Collisions ............................................................................................................................................................ 76
7.4.1 Education 76
7.4.2 Enforcement 77
7.4.3 Funding Sources 77
7.5 Emergency Vehicles ...................................................................................................................................................... 77
8.0 SAFETY PROJECTS 78
8.1 Project Scopes and Benefit Calculations ............................................................................................................... 78
8.2 Cost Estimate ................................................................................................................................................................... 79
8.3 Benefit/Cost Ratio .......................................................................................................................................................... 79
8.4 Funding Sources ............................................................................................................................................................. 81
LIST OF FIGURES
Figure 2.1: San Bernardino Citywide Collision Map (2016-2020) .......................................................................................................... 3
Figure 2.2 – City of San Bernardino Active Transportation Plan Network ......................................................................................... 7
Figure 2.3: Safe Routes to School Focus Areas and Proposed Commute Network ....................................................................... 9
Figure 2.4: City of San Bernardino Bicycle Facilities, Planned and Existing .................................................................................... 10
Figure 3.1 311 Service Request – Traffic Safety Requests ..................................................................................................................... 15
Figure 4.1: Total Collisions by Year ................................................................................................................................................................. 18
Figure 4.2: Automobile Collisions by Year ................................................................................................................................................... 19
Figure 4.3: Pedestrian, Bicycle, and Truck Collisions by Year ............................................................................................................... 19
Figure 4.4: Collision Share by Mode, All Collisions and KSI Collisions ............................................................................................. 20
Figure 4.5: Collision Share by Type, Total Collisions and KSI Collisions .......................................................................................... 21
Figure 4.6: Collisions by Primary Collision Factor (PCF) ......................................................................................................................... 22
Figure 4.7: Top Collision Types and Primary Collision Factors ............................................................................................................ 23
Figure 4.8: Collisions by Lighting Conditions ............................................................................................................................................. 24
Figure 4.9: Pedestrian and Bicyclist Collisions by Facility Type ........................................................................................................... 24
Figure 4.10: Annual Collisions by Year and Severity ................................................................................................................................ 25
Figure 4.11: Traffic Injuries and Fatalies by Age ........................................................................................................................................ 25
Figure 5.1: Pedestrian Collision Heat Map .................................................................................................................................................. 35
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Figure 5.2: Unsafe Speed Collision Heat Map ............................................................................................................................................ 36
Figure 5.3: Intersection Safety Collision Heat Map .................................................................................................................................. 37
Figure 5.4: DUI Collision Heat Map ................................................................................................................................................................ 38
Figure 5.5: School Collision Map ..................................................................................................................................................................... 39
Figure 6.1 – Recommendation Corridors & Intersections ..................................................................................................................... 45
Figure 6.1: Kendall Drive Collision History ................................................................................................................................................... 46
Figure 6.2 – 9th Street Recommendations – Typical Cross Section .................................................................................................... 47
Figure 6.2: 9th Street Collision History ........................................................................................................................................................... 48
Figure 6.4: Rialto Avenue Collision History ................................................................................................................................................. 49
Figure 6.5: Recommended Rialto Avenue Median and Sidewalk Countermeasures .................................................................. 50
Figure 6.6: Meridian Avenue Collision History ........................................................................................................................................... 51
Figure 6.7: E Street Collision History .............................................................................................................................................................. 52
Figure 6.8: Highland Avenue And Eucalyptus Drive Collision History .............................................................................................. 54
Figure 6.9: Highland Avenue And Eucalyptus Drive Design Concept ............................................................................................... 55
Figure 6.10: 9th Street and Sierra Way Design Concept ......................................................................................................................... 56
Figure 6.11: Cajon Boulevard and Medical Center Drive Collision History ..................................................................................... 57
Figure 6.12: Cajon Boulevard and Medical Center Drive Design Concept ..................................................................................... 58
Figure 6.13: E Street and Valley Street Design Concept ........................................................................................................................ 59
Figure 6.14: E Street, Inland Center Drive, and Mill Street Collision History .................................................................................. 60
Figure 6.15: E Street, Inland Center Drive, and Mill Street Design Concept .................................................................................. 61
Figure 6.16: G Street and Inland Center Drive Collision History ......................................................................................................... 62
Figure 6.17: G Street and Inland Center Drive Design Concept .......................................................................................................... 63
Figure 6.18: Meridian Avenue and Rialto Avenue Collision History .................................................................................................. 64
Figure 6.19: Meridian Avenue and Rialto Avenue Design Concept ................................................................................................... 65
Figure 6.20: E Street and Kendall Drive Collision History ...................................................................................................................... 66
Figure 6.21: E Street and Kendall Drive Design Concept ....................................................................................................................... 67
Figure 6.22: Rialto Avenue and F Street Design Concept ...................................................................................................................... 68
Figure 6.23: E Street and 9th Street Collision History ............................................................................................................................... 69
Figure 6.24: 5th Street and Victoria Avenue Collision History .............................................................................................................. 70
Figure 6.26: E Street and Orange Show Road Collision History .......................................................................................................... 72
LIST OF TABLES
Table 3.1: Collision Crash Values and EPDO Score .................................................................................................................................. 17
Table 4.1: Collision Share by Facility Type ................................................................................................................................................... 26
Table 4.2: Collision Types by Facility Type ................................................................................................................................................... 27
Table 4.3: Primary Collision Factor by Facility Type ................................................................................................................................. 27
Table 4.4: Street Lighting by Facility Type ................................................................................................................................................... 28
Table 4.5: Broadside Collisions by Facility Type ........................................................................................................................................ 29
Table 4.6: Rear-End Collisions by Facility Type .......................................................................................................................................... 29
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Table 4.7: Total Collision Comparison, San Bernardino City vs. County .......................................................................................... 30
Table 4.8: KSI Collision Comparison, San Bernardino City vs. County .............................................................................................. 30
Table 4.9: Collision Type Comparison, San Bernardino City vs. County .......................................................................................... 31
Table 4.10: PCF Comparison, San Bernardino City vs. County ............................................................................................................. 31
Table 4.11: 2017-19 OTS Rankings, City of San Bernardino ................................................................................................................. 33
Table 5.1: Top 10 Collisions for Intersections ............................................................................................................................................. 40
Table 5.2: Top 10 Collisions for Non-Signalized Intersections ............................................................................................................ 40
Table 5.3: Top 10 Collisions for Roadway Segments ............................................................................................................................... 41
Table 6.1: Safety Countermeasures Applied to San Bernardino LRSP .............................................................................................. 42
Table 7.1: Driving Under the Influence Program Funding Sources ................................................................................................... 74
Table 7.2: Speeding Program Funding Sources ........................................................................................................................................ 75
Table 7.3: Pedestrian and Bicycle Program Funding Sources .............................................................................................................. 76
Table 7.4: Pedestrian and Bicycle Program Funding Sources .............................................................................................................. 77
Table 3.1: Collision Crash Values and EPDO Score .................................................................................................................................. 78
Table 8.2: Benefits/Cost Ratio Analysis by Safety Project ...................................................................................................................... 80
Table 8.3: Transportation Safety Funding Sources Summary .............................................................................................................. 82
APPENDICES
Appendix A – Priority Project Concepts & Cost Estimates
Appendix B – Benefit-Cost Ratio Analysis
Appendix C – LRSM Countermeasure Index
Appendix D – PCF Glossary
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1.0 EXECUTIVE SUMMARY
The California Department of Transportation (Caltrans) established a program for cities to prepare a Local Roadway Safety Plan (LRSP) to identify safety needs and recommend projects to address these needs. This document serves as the LRSP for the City of San Bernardino.
1.1 OVERVIEW
An LRSP analyzes collision data, assesses infrastructure deficiencies through an inventory of roadway system elements, and identifies roadway safety solutions on a citywide basis. The LRSP was created by the State to help local agencies develop safety projects that can be submitted for funding by the Highway Safety Improvement Program (HSIP). HSIP cycles require an LRSP or equivalent plans such as a Vision Zero Plan or System Safety Analysis Report. This document will guide roadway safety measures that can be achieved through a variety of funding sources, including but not limited to HSIP.
This report has been prepared per Caltrans LRSP guidelines and the Caltrans Local Roadway Safety Manual (LRSM) version 1.6 dated June 2022. The general content of this LRSP report follows this outline:
• Crash data source and analysis techniques
• Crash data analysis results and highest occurring crash types
• High-risk corridor and intersection analysis and safety countermeasures
• Cost estimates of recommended improvements
• Prioritization of projects based on cost-benefit ratio and effectiveness of safety improvement
• Strategies for safety project implementation
• Traffic safety analysis based on Office of Traffic Safety (OTS) data
The LRSP fulfills the following purposes:
• Identify the highest occurring collision types and the roadway characteristics contributing to the
collisions.
• Identify high-risk corridors and intersections.
• Propose safety countermeasures to address the safety issues.
• Prioritize safety improvement projects based on benefit/cost ratio and other considerations.
1.2 PROMINENT COLLISION PATTERNS
The collision trend analysis draws from the five years of data obtained from SWITRS collision records. From January 1, 2016 to December 31, 2020, 8,855 collisions occurred in the City of San Bernardino,
inclusive of collisions on both City streets and state highways (such as SR-66 or SR-18) within the City.
Collisions on the Interstate system and grade separated state highways (such as I-215 or SR/I-210) were
not included; collisions at the intersection of highway ramps and a local street were included. These
collisions occurred on alignments that are grade-separated from City streets, and not part of the scope of
this analysis or in the immediate jurisdiction of the City. Out of the collisions within the City’s jurisdiction,
311 resulted in fatal or severe injuries.
Five years of collision records were utilized from January 2016 to December 2020, adhering to the
maximum period permitted by the HSIP for a safety infrastructure project application for federal funding. The collisions were categorized by severity, collision type, Primary Collision Factor (referred to as “PCF”, is the probable, main factor that contributing to the cause of the collision, as determined by the officer
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taking the collision report.), involved parties, lighting conditions, and facility type (signalized
intersections, non-signalized intersections, and mid-block locations). The following summarizes the
collision patterns within the City:
• The most common collision types were broadside, rear-end, sideswipe, and hit object.
• Pedestrian-related collisions accounted for approximately 6% of total collisions, but about 33% of fatal and severe injury collisions.
• The most common Primary Collision Factors (PCFs) for broadside collisions are automobile right-of-way violations and signals/signage violations.
• The most common Primary Collision Factor (PCF) for rear-end collisions is unsafe speed.
1.3 SAFETY EMPHASIS AREAS
The following transportation safety emphasis areas were identified based on the collision data analysis:
• Pedestrian Safety
• Unsafe Speeds
• Intersection Safety
• Driving Under the Influence
• School Collisions
The LRSP recommends engineering and non-engineering countermeasures which help to address the identified emphasis areas derived from the collision analysis. Concerns and recommended improvements were discussed with City staff and stakeholders, including law enforcement and the fire department, Omnitrans, Caltrans, school districts and neighborhood association representatives.
Some of the engineering countermeasures recommended for multiple locations in the City include:
• Upgrade intersection pavement markings
• Improve signal hardware: lenses, back-plates with retroreflective borders, mounting, size, and
number
• Install pedestrian crossing at uncontrolled locations
• Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs
Additionally, engineering analysis recommended other safety countermeasures to address high collision
locations on a location by location basis. Funding for engineering countermeasures listed in the LRSP are
available from the Highway Safety Improvement Program (HSIP) and funding sources listed below.
In addition to the infrastructure improvements mentioned above, non-engineering safety measures
address traffic safety concerns through education, encouragement, and enforcement. Several state and
federal grant programs offer funds for non-engineering roadway safety projects, listed below:
• CTC Active Transportation Program
• SCAG Sustainable Communities Grant Program
• USDOT Safe Streets and Roads for All
• CA Office of Traffic Safety Grants (Non-engineering countermeasures)
In addition to these programs, the 2021 Infrastructure Investment and Jobs Act (IIJA) has begun to program additional discretionary grant and formula funding programs focused on roadway safety, active transportation and mobility technology improvements. These programs should be considered as they are programmed and incorporated into the City’s infrastructure funding strategies.
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2.0 INTRODUCTION
KOA Corporation (KOA) has been retained by the City of San Bernardino to develop a Local Roadway Safety Plan (LRSP). Traditionally, agencies have selected safety projects based on historical crash records, focusing on sites with a concentration of recent severe collisions. By contrast, the LRSP shares a similar framework with the California Statewide Strategic Highway Safety Plan (SHSP), which focuses on
engineering and non-engineering solutions to roadway safety issues. The LRSP identifies the most
common collision categories across a roadway network to target projects that address the factors
associated with those categories. By focusing on causal factors rather than collisions, the LRSP allows
agencies to assess risks before a collision occurs. Systemic improvements target a broader geography
than the traditional spot location improvements. The systemic project selection favors the broad
implementation of cost-effective countermeasures.
2.1 FOUR E’S OF SAFETY
The LRSP not only focuses on engineering improvements to mitigate crashes, but also addresses other safety improvements in key areas that include enforcement, education, and emergency services. According to the SHSP 2020-2024, two-thirds of all crashes are the result of aggressive driving. Male
drivers are more likely to be at fault in aggressive driving-related crashes regardless of age. Making
roadways safer requires the Four E’s to be involved (Engineering, Enforcement, Education, and Emergency
Services). Working together with the Four E’s at the jurisdiction level will help make city roads safer
through a comprehensive. Recently, Federal and State agencies have also considered Emerging
Technologies and Equity as additional E’s to improve traffic safety. For instance, considering the use of
emerging technologies such as “smart” traffic signal equipment can serve to connect vehicles and traffic
control systems to enhance traffic safety.
2.2 PURPOSE OF THE LRSP
The LRSP systematically identifies and analyzes safety problems and recommends safety improvements. Preparing the LRSP facilitates collaboration through the development of partnerships between San
Bernardino and stakeholders, which includes the city’s Police and Fire Departments, school districts
serving the City, relevant transportation agencies, the County of San Bernardino Public Health
Department, and community groups such as the San Bernardino Neighborhood Council. The results of
the LRSP are summarized with a set of systemic recommendations to be implemented citywide, and a
prioritized list of improvements and actions at specific locations. The LRSP offers a proactive approach to
addressing roadway safety needs in San Bernardino.
2018 SYSTEMIC SAFETY ANALYSIS REPORT (SSAR)
In 2018, the City completed a Systemic Safety Analysis Report, which undertook similar analytical
approach to analyzing crash patterns in San Bernardino. The SSAR was also focused on assessing the sign
and signal infrastructure in the City, and provided a limited set of recommendations, including:
• Sign replacements to improve retro-reflectivity
• Advanced dilemma detection and signal timing improvemetns on five major arterials
• Various traffic signal hardware improvements citywide
The SSAR also had less focus on stakeholder outreach and policy or programming recommendations.
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Nonetheless, the City was awarded $9.8 million in HSIP funds to implement many of the SSAR’s
recommended improvements.
2.3 CITY OF SAN BERNARDINO
San Bernardino is the largest incorporated city in, and county seat of,. San Bernardino County, California.
According to the 2010 US Census, San Bernardino had a population of 222,101; the US Census estimated
the 2021 population at 222,203.
Based on the Statewide Integrated Traffic Records System (SWITRS) database, from 2016 to 2020, a total
of 8,855 collisions occurred in the City of San Bernardino, inclusive of collisions on both City streets and
state highways (such as SR-66 or SR-18) within the City. Collisions on the Interstate system and grade
separated state highways (such as I-215 or SR/I-210) were not included; collisions at the intersection of
highway ramps and a local street were included. These collisions occurred on alignments that are grade-separated from City streets, and not part of the scope of this analysis or in the immediate jurisdiction of the City. Out of these collisions, 311 resulted in fatal or severe injuries. Figure 2.1 is a heat map of all collisions citywide, and locations counts of where collisions resulted in serious injury or death.
Figure 2.1: San Bernardino Citywide Collision Map (2016-2020)
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2.4 LRSP OVERVIEW
The following sections include a brief description of the tasks associated with the development of this
LRSP, with a more detailed description of each task in subsequent sections of this document.
2.4.1 DATA COLLECTION
A comprehensive Geographic Information Systems (GIS) project database was developed by utilizing the
following data:
• Five years (1/1/2016 to 12/31/2020) of collision data collected via the SWITRS collision database
• Traffic count information
• Base map with street centerlines, traffic signal locations, and other contextual information
2.4.2 SAFETY DATA ANALYSIS
Following collection of data, the collision data was analyzed for San Bernardino. Collisions were
compared to the safety emphasis areas as defined in the California SHSP. The safety data analysis is summarized in Section 4 of this document. The transportation emphasis areas are identified based on the collision data analysis and are discussed in Section 5 of this document.
High Priority Challenge Areas:
• Pedestrian Safety
• Unsafe Speed
• Intersection Safety
• Driving Under the Influence
• School Collisions
2.4.3 IDENTIFY SAFETY MEASURES
In coordination with city staff, a list of engineering-related safety countermeasures and non-engineering
safety measures were developed for use as recommendations in this LRSP. These countermeasures are
discussed in Section 6 and Section 7 of this document.
2.4.4 DEVELOP SAFETY PROJECTS & COST ESTIMATES
Roadways and intersections were ranked based on the collision frequency and EPDO (equivalent property
damage only) scores. The top locations of interest were investigated to determine appropriate safety
improvements. The improvements include new traffic signals, additional signal heads at existing
signalized intersections, and new bicycle facilities. Planning-level cost estimation are provided for each
safety project. The list of safety projects are prioritized based on the following considerations:
• Benefit/Cost Ratio (for engineering solutions only)
• Funding availability for engineering and non-engineering programs
• Stakeholder input
• Other factors recommended by city staff
The safety projects and cost estimates are discussed in Section 8 of this document.
2.5 POLICY AND PROGRAMMING SUMMARY
The following section includes a information about the various planning and policy documents that
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support increased roadway safety in the City of San Bernardino. Several of them are in the process of
being updated at the time of the LRSP’s writing (General Plan Elements, SRTS Phase IV Implementation).
All page numbers reference the individual plan documents, several of which employ section page
numbering, instead of a standard page numbering sequence.
2.5.1 CITY OF SAN BERNARDINO GENERAL PLAN – CIRCULATION ELEMENT (2005)
The purpose of the Circulation Element is to “design and improve a circulation system to meet the current and future needs of all its residents” (p. 6-1). Its Vision Statement includes a desire to “expand the safety of our streets and neighborhoods” (p. 6-3).
The Element is heavily reliant on Level of Service (LOS) standards as they relate to traffic congestion (p. 6-15). The City considers minimum acceptable levels of service as “C” for roadways and “D” for intersections
(p. 6-16). Mitigation measures in the Element prioritize LOS improvement (p. 6-19).
Mobility Priorities
The Element outlines the following vision as the basis for safe travel in San Bernardino:
Our street system needs to be safe, not only for vehicular travel, but for pedestrians and bicyclists too. Our street system needs to accommodate more than cars. Pedestrians, bicyclists, as well as landscaping, signs, gateways, and infrastructure all need to coexist within our street right-of-ways in a manner that is safe and aesthetically pleasing. Advanced technologies in traffic control and operations should be employed to maximize the capacity and efficiency of the arterial system (p. 6-23).
Goals and Policies
Circulation Element goals that are consistent with roadway safety include:
• Goal 6.1: Provide a well-maintained street system. (p. 6-23)
• Goal 6.3: Provide a safe circulation system. (p. 6-24)
• Goal 6.5: Develop a transportation system that reduces conflicts between commercial trucking, private/public transportation, and land uses. (p. 6-27)
• Goal 6.6: Promote a network of multi-modal transportation facilities that are safe, efficient, and connected to various points of the City and the region. (p. 6-28)
City policies that are consistent with roadway safety include:
• Policy 6.1.1: Maintain and rehabilitate all components of the circulation system, including roadways, sidewalks, bicycle facilities and pedestrian facilities. (p. 6-23)
• Policy 6.2.5: Design roadways, monitor traffic flow, and employ traffic control measures (e.g. signalization, access control, exclusive right and left turn-turn lanes, lane striping, and signage) to
ensure City streets and roads continue to function safely within our Level of Service standards. (p. 6-
24)
• Policy 6.2.6: Improve intersection operations by modifying signal timing at intersections and
coordinating with other signals, as appropriate. (p. 6-24)
• Policy 6.2.7: Install new signals as warranted. (p. 6-24)
• Policy 6.3.2: Discourage high speeds and through traffic on local streets through traffic control
devise such as signage, speed bumps, etc. as acceptable by the local neighborhood. (p. 6-25)
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• Policy 6.3.5: Limit direct access from adjacent private properties to arterials to maintain an efficient
and desirable quality of traffic flow. (p. 6-25)
• Policy 6.3.6: Locate new development and their access points in such a way that traffic is not encouraged to utilize local residential streets and alleys. (p. 6-25)
• Policy 6.3.7: Require that adequate access be provided to all developments in the City including secondary access to facilitate emergency access and egress. (p. 6-25)
2.5.2 CITY OF SAN BERNARDINO GENERAL PLAN – PUBLIC FACILITIES AND SERVICES ELEMENT (2005)
This Element intends to promote “high quality public services and facilities such as fire protection, law enforcement, libraries, and schools [which] significantly influence the health and viability of our residential, commercial, and industrial communities” (7-2).
It also notes: “Our two major educational institutions, California State University, San Bernardino and the
San Bernardino Valley College, must be fully integrated with the rest of the City through physical
linkages…” (p. 7-2)
Goals and Priorities
Policies consistent with roadway safety include:
• Policy 7.2.2: Assess the effects of increases in development density and related traffic congestion on the provision of adequate facilities and services ensuring that new development will maintain fire protection services of acceptable levels. (p 7-7)
2.5.3 SAN BERNARDINO ACTIVE TRANSPORTATION PLAN (2022)
The City of San Bernardino Active Transportation Plan (adopted by Council in July 2022) promotes a
walkable and bikeable future for the City of San Bernardino. It establishes a number of goals and
recommendations that seek safety improvements for pedestrians and cyclists using roadways in the City,
and lays out a roadmap for the implementation of active transportation facilities, programs and policy
change recommendations. The ATP’s proposed network, which includes multi-modal corridors, school
routes, and community connectors, is shown in Figure 2.2.
Goals (p. 44)
• Connectivity: Improve the walkability and bikeability of the City of San Bernardino by creating a
local network of connected bicycle and pedestrian facilities.
• Local Access & Mobility: Provide the City of San Bernardino residents greater access to transit, jobs,
goods, services, schools, and parks without the need to drive a car.
• Safety: Improve the overall safety of people walking, biking, and riding public transportation in the
City of San Bernardino through infrastructure and programming strategies.
• Health & Environment: Prioritize strategies that will improve public health conditions and reduce
the impacts of driving on the environment in the City of San Bernardino.
• Funding & Implementation: Provide strategies to fund and implement infrastructure and non-
infrastructure programs that support Plan recommendations.
Strategies (p. 44)
The Plan recommends a number of strategies within each goal; the following strategies pertain to
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roadway safety:
• Strategy 1.3: Develop Standard Plans for common active transportation infrastructure such as
sidewalks, driveways, curb ramps, crosswalks, pedestrian-scale lighting, and bike facilities.
• Strategy 2.6: Develop a comprehensive citywide streetscape plan.
• Strategy 3.2: Provide traffic calming infrastructure improvements and identify opportunities to update signal timing and phasing at locations with high collision frequencies across the city. Reference the Local Road Safety Plan for projects.
• Strategy 3.3: Conduct a study to re-evaluate speeds along the City’s roadways in response to Assembly Bill 43, Traffic Safety.
• Strategy 3.4: Assess and implement enhanced crossing treatments to reduce pedestrianautomobile
collisions at multi-lane crossings, including median refuge islands, rapid-rectangular flashing
beacons, pedestrian hybrid beacons, raised crosswalks, and other treatments.
• Strategy 3.6: Develop a program to review traffic signal locations with prohibited pedestrian
crossings and where feasible and appropriate, modify to restore prohibited crossings.
Figure 2.2 – City of San Bernardino Active Transportation Plan Network
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2.5.4 SAN BERNARDINO COUNTY REGIONAL SAFE ROUTES TO SCHOOL PLAN (2015, 2017)
The San Bernardino County Regional Safe Routes to School Plan establishes a strategic vision for the safety and accessibility of non-motorized transportation networks around San Bernardino County schools. Phase I was completed in 2015, and Phase II was completed in 2017. Among the listed objectives of Phases I and II of the Plan are:
• Integrate Safe Routes to School corridors with Countywide active transportation efforts including the other components of the [County] Active Transportation Plan.
• Address both actual and perceived safety concerns, together with strategies that could significantly decrease bicycle and pedestrian facilities and injuries.
• Define a series of possible implementation efforts to identify and remove barriers, over time, to
active transportation for all of the schools in the County.
• Develop a student data collection strategy to document the benefits of active transportation in order
to leverage more SRTS funding for local jurisdicitons.
Pertaining to roadway safety and interaction with other documents in place, the Plan notes:
• Many of the Non-Motorized Transportation Plan (NMTP) proposed facilities are bike lanes or routes
on major roads, which are considered unsuitable for children getting to school, due to high vehicular
speeds and volumes.
• Five schools noted significant barriers to implementing SRTS programs at their schools. Reasons
cited include parents, guardians, and babysitters that choose to not follow the traffic rules or pick
up/drop off guidelines, a lack of sidewalks, parental concerns about trip distances and traffic safety,
liability concerns about walk to school programs, and not knowing about the options.
Figure 2.3 below shows the SRTS focus areas and the long-term approach to an active transportation school commute network. Class II and Class III facilities are only considered acceptable for school trip usage if the streets are below 30 mph. Phase III of the SRTS implemented SRTS Education, Encouragement, Enforcement, and Evaluation programming at 25 priority schools; Phase IV will continue Phase III’s work at the remaining 33 schools, adding an Equity programming category to the implementation plan.
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Figure 2.3: Safe Routes to School Focus Areas and Proposed Commute Network
2.5.5 SBCTA NON-MOTORIZED TRANSPORTATION PLAN (2018)
The 2018 San Bernardino County Transportation Authority Non-Motorized Transportation Plan (NMTP)
seeks to develop a “cohesive, integrated plan” to expand the network of active transportation
infrastructure throughout the entirety of San Bernardino County.
Goals (NTMP p. ES-4)
• Increased bicycle and pedestrian access - Expand bicycle and pedestrian facilities and access
within and between neighborhoods, to employment centers, shopping areas, schools, and
recreational sites.
• Increased travel by cycling and walking - Make the bicycle and walking an integral part of daily life
in San Bernardino County, particularly (for bicycle) for trips of less than five miles, by implementing
and maintaining a bikeway network, providing end-of-trip facilities, improving bicycle/transit
integration, encouraging bicycle use, and making bicycling safer and more convenient.
• Routine accommodation in transportation and land use planning - Routinely consider bicyclists
and pedestrians in the planning and design of land development, roadway, transit, and other
transportation facilities, as appropriate to the context of each facility and its surroundings.
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• Improved bicycle and pedestrian safety - Encourage local and statewide policies and practices that
improve bicycle and pedestrian safety.
• Improvement of the pedestrian environment on major regional arterials and at regional activity
centers. (NTMP p. ES-9)
System Recommendations
• Develop a better “sense of a [bicycle] system” through improved signage, markings, and way-finding
for both cyclists and pedestrians. (p. ES-8)
• Generally speaking, bike paths that cross roadways with Average Daily Trips (ADTs) over 15,000
vehicles will require signalization, grade separation, flashing LED beacons, crossing islands, other
devices, or a combination of such features. Roundabouts can provide desirable treatment for a bike
path intersecting with roadways where the bike path is not next to a parallel street. (p. 6-4)
• Lighting should be provided where commuters will likely use the bike path in the evenings. (p. 6-5)
• Bike boxes as a traffic-calming measure (p. 6-22)
• Completion of local sidewalk systems (p. 6-31)
Figure 2.4: City of San Bernardino Bicycle Facilities, Planned and Existing
Source: SBCTA Non-Motorized Transportation Plan, 2018
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2.5.6 OTHER PLANNING DOCUMENTS
San Bernardino Countywide Transportation Plan (2015)
The purpose of the San Bernardino Countywide Transportation Plan (CTP) is to lay out a strategy for long
term investment in and management of San Bernardino County’s transportation assets, with the
following stated goals and objectives:
• Improve safety and mobility for all modes of travel in San Bernardino County by residents,
businesses, employees, students and visitors. (p. ES-5)
• Reduce collision rates (p. ES-6)
• Encourage local and statewide policies and practices that improve bicycle and pedestrian safety (p.
II-33)
• Improving pedestrian safety and access through more adequate transportation infrastructure and inclusive land use (p. II-36)
• Vehicle to vehicle communication technology (as a long-term future consideration) (p. VI-7)
SCAG Connect SoCal Plan (2020)
The purpose of the Southern California Association of Governments (SCAG) Connect SoCal Plan is to establish a long-term cohesive regional vision for the build-out of the transportation network within the SCAG region (which includes San Bernardino County). It notes the following about traffic safety:
• Unsafe speed is the primary collision factor in the SCAG region, accounting for about 30 percent of collisions. (p. 36)
• Approximately 90 percent of collisions are occurring in urban areas, with most taking place on local roads, not highways. (p. 36)
• 65% of fatalities and serious injuries occur on less than 1.5% of the region’s roadway network (p. 37)
• The active transportation investments in Connect SoCal are allocated across a range of active transportation strategies that address planning, policy making and implementation for both short and regional trips. Additionally, they are designed to improve environmental justice outcomes and enhance the safety and comfort of people walking and bicycling. (p. 68)
Waterman + Baseline Specific Plan (2015)
This specific plan establishes a land use and development framework, identifies transportation and infrastructure improvements, and serves as a marketing tool for attracting developers to key sites and for boosting economic development in Central San Bernardino.
It identifies the following issues in the Waterman-Baseline area (p. 6-2):
• Sidewalks are not continuous or wheelchair accessible
• Drivers don’t watch for pedestrians
• Cars travel at unsafe speeds
• More lighting is needed
It also identifies the following as potential countermeasures (p. 6-2):
• New street signage
• Improve sidewalks
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• Reduce speeding through curb bulb-outs and other traffic calming measures
San Bernardino County Regional Greenhouse Gas Reduction Plan (2014)
This plan, adopted in 2014, summarizes the actions that each city has selected in order to reduce GHG
emissions, state-mandated actions, GHG emissions avoided in 2020 associated with each local and state
action, and each city’s predicted progress towards their selected GHG reduction goal. The plan mostly
addresses energy sources and VMT reduction, but includes some information pertaining to safety:
• Develop and implement a bicycle safety education program to teach drivers and bike riders the laws,
riding protocols, routes, safety tips, and emergency maneuvers to increase confidence, safety, and
frequency of use for new and existing bike riders. (p. 4-17)
The plan states that travel modes should shift away from the automobile, but avoids specific
countermeasures and design elements to promote such changes.
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3.0 METHODOLOGY
3.1 COLLISION DATA SOURCES
This analysis was supported by collision data from the California Highway Patrol’s Statewide Integrated
Traffic Records System (SWITRS), which documented collisions within the City of San Bernardino between
January 1, 2016 and December 31, 2020. Additionally, the California Office of Traffic Safety Rankings
(OTS) most currently available collision ranking for year 2019 was reviewed.
3.1.1 SWITRS
The California Highway Patrol’s SWITRS collects and processes data on reported collisions throughout the state of California. The online SWITRS application provides geographically- and temporally-targeted collision reports in an electronic format. KOA used SWITRS to evaluate data on collisions in the City of San Bernardino between 2016 and 2020, both in aggregate and classified by control type (signalized, non-signalized, and mid-block locations).
3.1.2 OTS
The California Office of Traffic Safety (OTS) Safety Rankings compare traffic safety statistics among cities
in California with similar populations, with a focus on the number of collisions where people are killed or
seriously injured (KSI). Cities can use these comparisons to see the areas in which they are improving
traffic safety outcomes, and where they can make improvements. In the OTS Collision Ranking system,
San Bernardino belongs to Group B, which contains 59 cities (58 cities in 2017) with a population
between 100,001 and 250,000. The LRSP drew on 2017-2019 OTS Safety Rankings to help inform the
development of safety emphasis areas.
3.2 STAKEHOLDER OUTREACH
In addition to using analytical methods to identify locations for treatments and make recommendations, the LRSP also focuses on partnerships with the community to give input into this process and provide feedback on areas that the LRSP should focus on. Stakeholder meetings took place on December 14,
2021 and July 19, 2022. These meetings were attended by representatives from the San Bernardino Police
Department, San Bernardino City Unified School District, and representatives from the San Bernardino
Neighborhood Association Council, which consists of 34 active Neighborhood Assocations representing
different communities within the City of San Bernardino. The stakeholder outreach process also analyzed
reports from the City’s Services Request System that involved residents reporting roadway safety issues
3.2.1 SAN BERNARDINO POLICE DEPARTMENT
San Bernardino Police Department (San Bernardino PD) considers speeding a major safety issue in the
City, especially along State Route 18, Tippecanoe Avenue, and 5th Street. San Bernardino PD also cites
street racing and “street takeovers” as a major issue, particularly affecting the south side of the City.
Baseline Street is considered a major focus area for both pedestrian safety and DUI activity. San
Bernardino PD uses OTS grants to fund some of their enforcement and education programs. San
Bernardino PD uses SWITRS guidelines for traffic collision data collection and does not collect data on
non-injury incidents.
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3.2.2 SAN BERNARDINO CITY UNIFIED SCHOOL DISTRICT (SBCUSD)
The San Bernardino City Unified School District (SBCUSD) supports pedestrian hybrid beacon (HAWK)
installations at various locations. Some SBCUSD schools (e.g. Pacific High School) have in-ground pedestrian beacons, but SBCUSD noted that they were often ineffective at busy school crossings, and not well adhered-to by drivers. SBCUSD has its own Police Department, which uses OTS grants for enforcement-type activities such as crosswalk violations. SBCUSD also uses OTS grants for educational programs, informational banners, and events such as Walk to School Day.
Although some SBCUSD students use school buses, the vast majority are responsible for their own travel to and from school, which consists of a mix of travel modes between walking, biking, and being dropped off by car. SBCUSD also noted that driving for pick-up and drop-off is more common than in prior
generations, which walked and biked more. Top concerns cited by parents include speeding and illegal
parking. Top locations of concern include Lynwood Drive, between Sterling Avenue and Del Rosa Avenue,
and 48th Street (full corridor).
SBCUSD also expressed interest in developing a better understanding the patterns of collisions related to school trips. This can be the studied further through analysis and field observations or walk audits around
specific school sites, potentially as an evaluative component of the Regional SRTS Plan.
3.2.3 SAN BERNARDINO NEIGHBORHOOD ASSOCIATIONS COUNCIL
The North End Neighborhood Association cited Waterman Avenue and 30th Street as an area of safety
concern due to high traffic volumes. Other intersections mentioned by various Neighborhood
Associations include Waterman Avenue and Marshall Boulevard, Mountain View Avenue and Marshall
Boulevard, Kendall Drive and University Parkway, Kendall Drive and Little Mountain Drive, the CA-210
offramp onto Waterman Avenue, I-10 off ramps at Waterman Avenue and Tippecanoe Avenue, and the
Kendall Drive to E Street transition.
Other issues mentioned include semi-trailer trucks parking on residential streets, excessive potholes and
roads in need of resurfacing, and storm drains unable to keep up with rainfall during rainstorms. They also considered it important to look to speeding and unsafe driving countermeasures beyond signage, supporting an end goal of changing driver behavior when possible.
The Neighborhood Associations Council has proposed collaboration with Davidson Elementary School to make walking safer and more desirable around the school.
3.2.4 CITY SERVICES REQUEST SYSTEM
City staff provided anonymized data from the City’s Services Request System that included complaints related to excessive speeding, requests for speed bump installation, and other general traffic safety requests, between 2017-2021. Service requests are submitted by either calling the City directly, or with the GO SBCity mobile application. The 196 request locations were geocoded to the intersection level, then aggregated to show areas of overlap with high frequencies of collisions where the primary collsion factor was coded as Unsafe Speed in the SWITRS database. See Figure 3.1, which shows the two datasets overlapping to identify focuse areas for speeding-related countermeasures.
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Figure 3.1 311 Service Request – Traffic Safety Requests
3.3 IDENTIFYING LOCATIONS FOR ENGINEERING COUNTERMEASURES
Crash data analysis for this LRSP was conducted using collision data from the SWITRS collision database. The collision records include a variety of information about each collision, including the location, date, time of the day, crash type, crash severity, primary violation category, transportation mode of the
involved parties, and movement of the involved parties prior to the collision. Per California state law,
motor vehicle collisions must be reported when vehicle or property damage exceeds $1,000, or when any
of the parties suffer an injury or fatality. Collisions with no injured parties or little property damage might
not be reported and, therefore, are not included in the collision database.
Caltrans’ Local Roadway Safety, A Manual for California’s Local Road Owners 1 (LRSM) encourages a pro-active rather than reactive approach to safety issue identification. Traditionally, agencies using a reactive
approach have located and implemented safety projects solely based on recent crashes, specific crash
concentrations, or safety issues raised by stakeholders. A pro-active approach is preferred, according to
the LRSM, because with traditional methods, “crash concentrations and crash trends may be missed if
1 Version 1.6, April 2022
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local agencies rely exclusively on these identifiers for their roadway safety effort.” A pro-active approach
would identify safety improvements by analyzing the safety of the entire roadway network. For this
document, the process for identifying candidate locations for safety improvements considers any one of
the following three factors:
• An extensive crash history at high-collision frequency locations providing insight into which roadway characteristics are associated with certain types of crashes
• Professional engineering judgment regarding the availability of feasible engineering countermeasures to fix the safety issues
• Applicability of the engineering countermeasures at other locations with roadway characteristics associated with similar types of crashes regardless of their crash history
The LRSM guidelines require analyzing at least three to five years of the most recent crash data. Five
years-worth of collision data from January 2016 to December 2020 was reviewed for the San Bernardino
LRSP. Five years of crash data usage adheres to the maximum threshold permitted by the Highway Safety
Improvement Program (HSIP) for a safety infrastructure project application for federal funding.
3.3.1 RANKING FUNCTION
A candidate intersection or roadway segment for safety improvements does not necessarily need to
demonstrate a history of high or severe collisions to be considered for further evaluation. However,
locations with high numbers of collisions are often good starting points for safety analysis due to the rich
information provided by the collision history. Three ranking methods were utilized to identify high
collision frequency intersections and roadway segments: Average Crash Frequency, Crash Rate, and
Equivalent Property Damage Only (EPDO) scores. A brief description of each of the methods is provided
in the following sections.
3.3.2 AVERAGE CRASH FREQUENCY
Average Crash Frequency is the most basic method for assessing collision incidence. The analysis tallies the numbers of collisions at each location in the roadway network, both in aggregate and by a category of interest (e.g. level of severity, collision type, and others). The analysis then ranks intersections or roadway segments based on the collisions’ frequency.
3.3.3 CRASH RATE
The Crash Rate method goes a step beyond average crash frequency, normalizing facilities’ crash frequency by the amount of vehicle traffic or travel. This method divides the number of collisions (or
collisions in a particular category) by the quantity of Million Entering Vehicles (for intersections) or 100
Million Vehicle Miles Traveled (for roadway segments). While the Crash Rate method accounts for
differences in facilities’ length and traffic volume, it may instead unduly favor low-volume and low-
collision roadways where countermeasures produce the lowest net benefit for travelers.
3.3.4 EPDO SCORE WEIGHTS
Equivalent Property Damage Only (EPDO) scores assign weighting factors to crashes by severity relative
to property damage only (PDO) collisions. The weight generally reflects an order of magnitude difference
between the cost of fatal/severe injury crashes and non-severe injury collisions. The weights by crash
severity come from the 2022 Local Roadway Safety Manual.
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Table 3.1: Collision Crash Values and EPDO Score
Collision Severity Location Type Crash Cost EPDO Score Value
Fatality (K) and Severe Injury (A)
Signalized Intersection $1,787,000 119.93
Non-Signalized Intersection $2,843,000 190.81
Combined (KA) Roadway $2,461,000 165.17
Evedident Injury - Other Visible (B) Any $159,900 10.73
Possible Injury–Complaint of Pain (C) Any $90,900 6.10
Property Damage Only (O) Any $14,900 1.00
Source: Appendix D of the Caltrans LRSM, 2022 EPDO scores are useful for a benefit-to-cost analysis as collision costs can be translated into measurable benefits from installing improvements that reduce the collisions in question. However, EPDO scores may
place undue weight on the injury outcomes of previous collisions rather than overall trends suggested by
collision patterns regardless of injury outcome. Furthermore, a location’s EPDO score could be inflated by
a fatal or severe collision caused by DUI or other factors that cannot be remedied by engineering
countermeasures alone.
3.4 PROPOSING ENGINEERING COUNTERMEASURES
After ranking the intersections and roadway segments, the following steps were used to propose engineering countermeasures:
• Develop citywide collision maps for dominant collision types. Identify high-risk locations by collision
type.
• Review crash details (party involved, movement before the crash, primary collision factor, violation
code, time of the day, and others) at high-risk locations. Obtain detailed police reports from the City
and reviewed for all the fatal and severe injury collisions.
• Manually create collision diagrams for high-risk locations. Review field conditions through physical
site visits in the City. Assess the nature of prevalent crash types with respect to the intersection’s
control type, geometrical features, and signal phasing/timing.
• Evaluate and screen countermeasures from the LRSM or Crash Modification Factor (CMF)
Clearinghouse (http://www.cmfclearinghouse.org/), a searchable database that can be easily queried
to identify CMFs and Crash Reduction Factors (CRFs).
• Identify intersections/roadway segments that do not have a demonstrated crash history but
resemble other locations with documented crash history and risk factors. Once identified, these
locations can be analyzed through the steps mentioned above.
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4.0 SYSTEMIC SAFETY ANALYSIS: COLLISION TRENDS AND
PATTERNS
4.1 TOTAL COLLISIONS AND COLLISION MODES
The collision trend analysis draws from the five years of data obtained from the SWITRS database. From January 1, 2016 to December 31, 2020, 8,855 collisions occurred in the City of San Bernardino, inclusive of collisions on both City streets and state highways (such as State Route 66 or 18) within the City. Collisions on the Interstate system and grade separated state highways (such as I-215 or SR/I-210) were not included; collisions at the intersection of highway ramps and a local street were included. These collisions occurred on alignments that are grade-separated from City streets, and not part of the scope of this
analysis or in the immediate jurisdiction of the City. Out of these collisions, 311 resulted in fatal or severe
injuries.
Figure 4.1 highlights the annual number of collisions per year over the five-year period from January 1,
2016 to December 31, 2020). Overall, collision totals remained relatively consistent between 2016 and
2018. Starting in 2019, collisions increased by 16% to 2,017, but then declined by 22% in 2020 to 1,572,
the lowest value for the entire collision analysis period. This sharp decline may be related to several
factors, but one explanation is that the reduced rates of travel related to the COVID-19 pandemic
reduced the overall collision risk in the City. However, many other cities in California also saw an increase
in traffic collisions in 2020, so the cause should not be assigned solely to this reason alone.
Figure 4.1: Total Collisions by Year
Source: SWITRS, 2016-2020
Figure 4.2 shows year-by-year totals of automobile collisions, which were by far the most common
collision mode, and were the primary driver of the pattern as overall collisions, including their largest
decline in in 2020.
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Figure 4.2: Automobile Collisions by Year
Source: SWITRS, 2016-2020
Figure 4.3 highlights pedestrian, bicycle, motorcycle, and truck-involved collisions per year. Pedestrian
collisions fluctuated up and down between 2016 and 2020 by as much as 38% year on year, but overall
declined to a low of 72 by 2020. Pedestrian collisions were by far the highest non-automobile collision
type, with a total of 493 over the analysis period. Truck and motorcycle collisions also saw large
fluctuations year to year. Truck collisions hit their high of 74 in 2018, and followed a decline by 2020.
Motorcycle collisions, experienced an increase from 2016 to 2017, followed by a general decline as well, with their lowest year in 2020. Bicycle collisions saw a general decline overall from 2016 to 2020, with a low of 22 in 2020.
Figure 4.3: Pedestrian, Bicycle, and Truck Collisions by Year
Source: SWITRS, 2016-2020
Figure 4.4 illustrates the collision percentages by mode relative to the share of fatal and severe injury (KSI) collisions. The difference between the two values demonstrates that these more vulnerable mobility
groups (people walking, biking, or riding motorcycles) are likelier to have a disproportionately higher
injury and fatality rate compared to drivers. The highest number of collisions by mode are automobile
related at 85%, however, this mode was less than half of KSI collisions (41%); when compared to
pedestrian collisions that accounted for only 6% of the collisions regardless of severity, but 33% of KSI
collisions. Motorcycles collisions were a small share of all collisions (4%), but accounted for 18% of KSI
collisions. These stark differences in KSI vs all collisions demonstrate that people walking and riding
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motorcycles have a much higher risk of being killed or severely injured in a collision. While those modes
have less protection than someone driving (lack of airbags, vehicle frame, and other safety features found
in autos), additional infrastructure to increase the safety for those modes can help to offset the existing
increased risk.
Bicycle collisions demonstrated a smaller relative risk compared to pedestrians, which is unusual. While the share of KSI collisions (5%) is still higher than for any severity of collision (2%), it is much lower than the differential for pedestrian collisions. However, what this may demonstrate is not that the risk for people riding bicycles is low, and therefore not an area of concern, but rather the risk for people walking is so much higher, and should be addressed immediately.
Figure 4.4: Collision Share by Mode, All Collisions and KSI Collisions
Source: SWITRS, 2016-2020
Figure 4.5 summarizes all collisions by type, as well as each collision type’s share of KSI collisions. Broadside collisions are the most frequent type, accounting for approximately 30% of the total collisions, it represents only an 11% share of the KSI collisions. Collision types that have a higher chance of being a fatal or causing severe injury are: head-on, (14%), pedestrian (31% KSI), and overturned vehicle (4%) collisions. The highest disparity between the number of total collisions and KSI collision share
corresponds to pedestrian collisions, which make up only 6% of the total collisions but are 31% of the KSI
collisions. Head-on collisions had a slightly higher frequency of KSI to total collisions (14% vs 12%), as did
overturned vehicle (2% vs 4%), but these collision types are due to the type and forces the of impact
between two vehicles, rather than the increased risk to the human body that is hit by a moving vehicle.
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Figure 4.5: Collision Share by Type, Total Collisions and KSI Collisions
Source: SWITRS, 2016-2020
Figure 4.6 summarizes the Primary Collision Factor (PCF) for all collisions over the past five years based on a 14 PCF categories. The PCF is the leading cause of the collision based on the opinion of the officer
who completed the collision report at the scene. Among all collisions, improper turning (26%), unsafe
speed (23%), automobile right-of-way (15%) and traffic sign or signal violations (12%) were the top four
primary collision factors.
However, when comparing the share of total collisions to the share of collisions where a person was
killed or severely injured (KSI), several specific categories stand out. If the level of risk for all roadway
users was equal, it would be expected that the share of KSI collisions would be roughly equal for various
PCFs, regardless of mode. However, since non-automotive roadway users are more vulnerable to injury
and death that people in vehicles (due to the presence of multiple safety systems in most vehicles,
including seatbelts, airbags, and the vehicle frame and body which absorb impact forces), some PCFs will
carry a higher share of KSI collisions versus all collisions. Pedestrian violation collisions comprise only
2.8% of all collisions, but are 19.7% of KSI collisions, indicating that there is a higher risk of injury or death for people walking; a ratio of nearly 7:1 for KSI collisions. Second to pedestrian violations in the ratio of KSI collisions (3.5%) to all collisions (1%) is the Pedestrian ROW PCF. While not truly interchangeable with the Pedestrian Violation PCF, this also indicates a need for a safer walking experience in the City.
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Figure 4.6: Collisions by Primary Collision Factor (PCF)
Source: SWITRS, 2016-2020
Figure 4.7 outlines the primary collision factors linking to San Bernardino’s top four collision types (broadside, rear end, hit object, and vehicle/pedestrian, respectively). The top cause of broadside
collisions are due to right-of-way violations and not following traffic signs or signals properly, and a
smaller share due to improper turning. The majority of these collisions occurred at signalized
intersections (58%), which is consistent with the collision type and primary cause. Countermeasures that
address turning movements are most appropriate for this combination, which accounts for 20% of all
collisions citywide. Rear end collisions are overwhelmingly caused by unsafe speeds (63%), and 65% of all
rear end collisions occurred at signalized intersections. Reducing intersection approach speeds can help
address this, as well as including the causes of distracted driving in collision reports. Of the 8,855
collisions from 2016 to 2020, only 5% of the collision records included information about driver
inattention.
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Figure 4.7: Top Collision Types and Primary Collision Factors
Source: SWITRS, 2016-2020
Figure 4.8 compares the roadway lighting conditions versus the percentage of KSI collisions. As presented, the majority of collisions (55%), but only 35% of KSI collisions, occur during the daytime. However, much greater share of KSI collisions occur at night (59%), even when street lights are present (51%). Even though there are fewer hours in a day for nighttime driving, and being a much smaller overall
share of all collisions (34%), there is a higher risk of a KSI collision occurring when it is dark. This may
indicate the need for additional review of high-frequency collisions areas where street lighting is present,
and determining if there is a need to adjust the spacing or brightness of the existing street lights.
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Figure 4.8: Collisions by Lighting Conditions
Source: SWITRS, 2016-2020
Figure 4.9 shows pedestrian-vehicle collisions by facility type. The high rate of pedestrian collisions at
signalized intersections (53%), regardless of other collision factors, could indicate a need to review and
enhance pedestrian protection at intersections.
Figure 4.9: Pedestrian and Bicyclist Collisions by Facility Type
Source: SWITRS, 2016-2020
Figure 4.10 illustrates the severity of traffic collisions over the five-year period. Fatal collisions fluctuated between 2016 and 2018, and ultimately declined to their lowest annual number (5 collisions) in 2020. Collisions that resulted in a severe injury did the opposite, and steadily increased from 2016 (40 collisions) to 2020 )55 collisions. Injury, complaint of pain, and property damage only (PDO) collisions stayed relatively consistent across the analysis period, never increasing by more than 10%, with the
exception of 2019, which saw an overall increase in collisions regardless of severity. In 2019, injury
collisions increased by 34%, however complaint of pain and property damage only (PDO) collisions only
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increased 10% and 16%, respectively.
Figure 4.10: Annual Collisions by Year and Severity
Source: SWITRS, 2016-2020
Figure 4.11 presents a summary of traffic collisions and fatal or severe injury collisions (KSI) by age group.
While there is a large variability in the total number of collisions versus KSI collisions for each age group,
the proportion of collisions to KSI is relatively consistent for each age group, with deaths making up
approximately 5-7% of the combined collisions over the five-year period. Younger (18 years and younger)
and older victims (56 years and older) have slightly elevated risk of collisions resulting in severe injury or
death (7-9%), which may be more related to the risk of traumatic injury at those ages than any
infrastructure, engineering, or other traffic safety programming.
Figure 4.11: Traffic Injuries and Fatalies by Age
Source: SWITRS, 2016-2020
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4.2 COLLISIONS BY FACILITY TYPE
Collision patterns by facility type (intersections vs. mid-block locations) were analyzed by using SWITRS
data from 2016 to 2020. This analysis was used to determine the effect of access control and intersection
geometry on collision frequency. Intersections are defined as any location where two streets cross,
excluding unnamed alleys and non-signalized driveways. The analysis classifies collisions by facility type
as follows:
• Collisions that occurred within 250 feet of signalized intersections are considered signalized intersection collisions;
• Collisions that occurred within 150 feet of non-signalized intersections are considered non-signalized intersection collisions; and
• Collisions that occur more than 250 feet away from any signalized intersection and more than 150 feet away from any non-signalized intersection are classified as mid-block collisions.
These definitions are consistent with the definition of intersections in the Caltrans Local Roadway Safety
Manual, and are also consistent with the accepted statewide methodology for calculating the equivalent
property damage only (EPDO) value for used to calculate the benefit-cost ratio of proposed safety
countermeasures.
Table 4.1 shows the total number of collisions associated with each type of facility. 49% of all collisions
occurred at signalized intersections, 37% occurred at non-signalized intersections, and only 15% occurred
at mid-block locations. The high share of collisions occurring at signalized intersections is not unusual,
where there is often elevated risk where major streets cross. The high rate of collisions at intersections,
regardless of control type, could be reduced by systemic countermeasures across the city that slow
speeds and clarify users’ right of way when proceeding through intersections. This is supported by the
review of collision PCFs across the city, which indicated that unsafe speeds, unsafe turning, and right of
way violations were the most common factors that could be countered by changes thoughtful changes in
intersection design infrastructure. Speed reduction measures in particular would increase safety for all
modes, which is a major factor in KSI collisions involving pedestrians.
Table 4.1: Collision Share by Facility Type
Category Signalized Non-Signalized Mid-Block Total Collisions % Collisions % Collisions %
All Collisions 4,311 49% 3,258 37% 1,286 15% 8,855
Pedestrian Collisions 259 53% 167 34% 67 14% 493
Bicycle Collisions 91 50% 63 35% 28 15% 182
Motorcycle Collisions 138 44% 121 39% 53 17% 312
Truck Collisions 161 53% 98 32% 47 15% 306
Source: SWITRS, 2016-2020
Table 4.2 shows how the collision type share varies by location. Broadside collisions comprise the largest
share of collisions at signalized and non-signalized intersections (36% and 28%, respectively). Rear-end
collisions are the second most common (33%) at signalized intersections, which are typically along
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arterial corridors with higher speeds, and the third most common at non-signalized intersections (19%).
Non-signalized intersections see a slightly different trend, with sideswipes being the second most
common (18%) after broadsides. At mid-block locations, hit object collisions (23%) are most prevalent,
while sideswipe and rear-end collisions comprise the second- and third-largest categories (19% for both).
Table 4.2: Collision Types by Facility Type
Collision Type
Signalized Non-Signalized Mid-Block Total
Collisions % Collisions % Collisions % Collisions Share
Broadside 1,532 36% 914 28% 192 15% 2,638 30%
Rear End 948 22% 536 16% 249 19% 1,733 20%
Sideswipe 560 13% 595 18% 239 19% 1,394 16%
Hit Object 399 9% 542 17% 301 23% 1,242 14%
Head-On 510 12% 381 12% 161 13% 1,052 12%
Vehicle/Pedestrian 268 6% 164 5% 58 5% 490 6%
Overturned 43 1% 50 2% 55 4% 148 2%
Other 46 1% 71 2% 28 2% 145 2%
Not Stated 5 0% 5 0% 2 0% 12 0%
Total 4,311 100% 3,258 100% 1,285 100% 8,854 100%
Source: SWITRS, 2016-2020
Table 4.3 compares Primary Collision Factors (PCFs) by facility type. Regardless of location, unsafe speed and improper turning are the most significant factors in the City’s collision data, followed by the combination of various intersection-related factors, which include automobile right of way, and traffic signs and signals. These account for between 43% and 64% of collisions based on the facility type, and 50% of all collisions in the city. At mid-block locations, the high rates of unsafe speed and improper turning may indicate that there are right of way or visibility issues at driveway locations, which should be evaluated at high-frequency locations.
Table 4.3: Primary Collision Factor by Facility Type
PCF Category Signalized Non-Signalized Mid-Block Collisions % Collisions % Collisions % Total
Improper Turning 871 20% 1,032 32% 462 36% 2,365
Unsafe Speed 1,013 23% 709 22% 342 27% 2,064
Automobile Right of Way 658 15% 584 18% 98 8% 1,340
Traffic Signals and Signs 874 20% 196 6% 13 1% 1,083
Unknown 187 4% 147 5% 57 4% 391
Under the Influence 149 3% 107 3% 58 5% 314
Pedestrian Violation 118 3% 79 2% 51 4% 248
Unsafe Starting or Backing 48 1% 98 3% 50 4% 196
Other Improper Driving 79 2% 60 2% 32 2% 171
Wrong Side of Road 43 1% 60 2% 31 2% 134
Not Stated 38 1% 46 1% 17 1% 101
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Pedestrian Right of Way 66 2% 26 1% 1 0% 93
Other Than Driver (or Pedestrian) 24 1% 31 1% 29 2% 84
Unsafe Lane Change 39 1% 27 1% 14 1% 80
Improper Passing 15 0% 30 1% 13 1% 58
Following Too Closely 42 1% 10 0% 4 0% 56
Other Hazardous Violation 39 1% 6 0% 7 1% 52
Hazardous Parking 4 0% 6 0% 2 0% 12
Other Equipment 1 0% 2 0% 2 0% 5
Impeding Traffic 2 0% 1 0% 1 0% 4
Brakes 1 0% 1 0% 1 0% 3
Lights - 0% - 0% 1 0% 1
Total 4,311 100% 3,258 100% 1,286 100% 8,855
Table 4.4 shows the relationship between street lighting conditions and facility type. At all location types,
most collisions occurred in daylight (55% of all collisions). Most collisions that occurred in the dark were
in the presence of functioning street lights (34% of all collisions), and at signalized intersections. 51% of
all KSI collisions occurred at night where street lights were present, with the majority of those collisions
(78 out of 160) occurring at signalized intersections.
Table 4.4: Street Lighting by Facility Type
Signalized Non-Signalized Mid-Block Total
Collisions % Collisions % Collisions % Collisions %
Daylight 2,429 56% 1,769 54% 634 49% 4,832 55%
Dark - Street Lights 1,502 35% 1,086 33% 446 35% 3,034 34%
Dusk - Dawn 168 4% 135 4% 55 4% 358 4%
Not Stated 152 4% 118 4% 38 3% 308 3%
Dark - No Street Lights 49 1% 141 4% 105 8% 295 3%
Dark - Street Lights Not Functioning 11 0% 9 0% 8 1% 28 0%
Total 4,311 100% 3,258 100% 1,286 100% 8,855 100%
Source: SWITRS, 2016-2020
As shown in Table 4.2, broadside collisions were the most common collision type in San Bernardino from
2016 to 2020. Automobile right-of-way, signs/signals, and improper turning violations were the highest-
occurring primary collision factor (PCF) in broadside collisions. Table 4.5 provides a summary of broadside collisions with these “intersection factor” PCFs by facility type. 83% of broadside collisions resulted from intersection factors, with the highest share of those at signalized intersections (84% of). Additionally, 38% of broadside collisions were left turn related, and 58% of those were also at signalized intersections.
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Table 4.5: Broadside Collisions by Facility Type
Facility Broadside Collision
Broadside Collision w/ Intersection Factor*
% Intersection Factor % Left-Turn Related
Signalized 1,532 1,289 84% 36%
Non-
Signalized
914 767 84% 44%
Mid-Block 192 135 70% 50%
Source: SWITRS, 2016-2020
Rear-end collisions were the second most-prevalent collision type (20% of all collisions). Typically, rear-
end collisions are a result of a motorists traveling at unsafe speeds as the primary collision factor, with
additional secondary factors such as distracted driving or following too closely, a statement supported by collision data. Table 4.6 tabulates rear-end collisions, and of those, collisions caused by unsafe travel speeds. Rear-end collisions resulting from unsafe travel speeds was highest (76%) at signalized intersections, with non-signalized and mid-block collisions at just under 50%. Second to speeding was improper turning (14%), which is related to individual behavioral choices rather than roadway design or infrastructure. Other common contributing factors such as unsafe starting/backing, or driving under the influence were much lower, causing no more than 5% of all rear-end collisions.
Table 4.6: Rear-End Collisions by Facility Type
Facility Rear End Rear End and Unsafe Speed % Unsafe Speed Distracted Driver
Alcohol-Involved
Signalized 948 717 76% 18 163
Non-Signalized 536 258 48% 10 97
Mid-Block 249 117 47% 4 47
Source: SWITRS, 2016-2020
4.3 CITY OF SAN BERNARDINO VS. COUNTY OF SAN BERNARDINO
SWITRS data was extracted for the entire County of San Bernardino using the same five-year period from
January 2016 to December 2020 to compare the characteristics of injury and fatality collisions in the County of San Bernardino with the City of San Bernardino. In order to make a meaningful comparison of the two datasets, collisions on State highways were excluded from the County data, so that it was consistent with the City data. Highway speeds and operating conditions are significantly different from those on local roadways, with fewer turning movements, bicycle and pedestrian prohibitions, and an overall higher design and travel speed. As shown in Table 4.7, between 2016 and 2020, the City had a total of 8,855 collisions on local streets. With a 2020 population of 222,101, this amounts to 7,974 collisions per million residents, per year over the five-year period. In all of San Bernardino County during
the same period, there were a total of 140,083 collisions, at a rate of 12,842 collisions per one million
residents per year. Thus, the City had a substantially lower collision rate than the County.
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Table 4.7: Total Collision Comparison, San Bernardino City vs. County
Measure City of San Bernardino County of San Bernardino
Population (2020 Census) 222,101 2,181,654
Total Collisions 8,855 140,083
Annual Collisions per Million Residents 7,974 12,842
KSI Collisions 311 5,127
KSI (% of Total) 3.5% 3.7%
Pedestrian Collisions 493 2,878
Pedestrian (% of Total) 5.6% 2.1%
Bicycle Collisions 182 1,589
Bicycle Collisions (% of Total) 2.1% 1.1%
Source: SWITRS, 2016-2020. U.S. Decennial Census
The City had a slightly lower percentage of KSI collisions (3.5% vs. 3.7%), but pedestrian-involved collision percentages were nearly double in the City (5.6% vs. 2.1%). Bicycle KSI collision share was also higher in
the City (2.1% and 1.1%, respectively).
Table 4.8 focuses on the KSI collision share differences between the City and County. While the City did
have a lower rate of KSI collisions per million residents compared to the County, both had an equal share
of fatal collisions (1%) from total collisions, as well as nearly equal rates of severe injury collisions (2.6%
and 2.7% respectively. In addition, both pedestrian and bicycle KSI collision shares in the City were
double than the County (1.2%/0.2% vs 0.6%/0.1%, respectively). The City did have a lower rate of KSI
collisions for pedestrian collisions (20% vs 29%), however this is significantly higher than the KSI share of
all collisions regardless of mode, which was only 3.5% citywide (see Table 4.7). The same trend was true for bicycle KSI collisions, which was 1% lower in the City, but at 8.8%, still much higher than the 3.5% share for all collisions citywide. These results indicate that while the City has a lower rate of KSI collisions than the County, it still needs to evaluate and implement countermeasures to improve safety for people walking and riding bicycles.
Table 4.8: KSI Collision Comparison, San Bernardino City vs. County
Measure City of San Bernardino County of San Bernardino
Population (2020 Census) 222,101 2,181,654
Fatal & Severe Collisions (KSI) 8,855 140,083
Annual KSI Collisions per Million Residents 7,974 12,842
Fatal Collisions 88 1,381
Fatal (% of KSI) 1.0% 1.0%
Severe Injury Collisions 227 3,746
Severe Injury (% of KSI) 2.6% 2.7%
Pedestrian KSI Collisions 103 850
Pedestrian (% of KSI) 1.2% 0.6%
Pedestrian KSI Collisions (% of All Pedestrian Collisions) 20.9% 29.5%
Bicycle KSI Collisions 16 148
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Bicycle KSI Collisions (% of KSI) 0.2% 0.1%
Bicycle KSI Collisions (% of All Bicycle Collisions) 8.8% 9.3%
Source: SWITRS, 2016-2020
Table 4.9 summarizes the SWITRS data by collision type for the City and County. Both the City and County had similar rates of occurrence for most collision types However, there was a much higher share
of head-on collisions in the City (4.6% greater), and a higher share of pedestrian collisions (2.7% higher).
Table 4.9: Collision Type Comparison, San Bernardino City vs. County
Collision Type City of San Bernardino County of San Bernardino Difference
Broadside 29.7% 29.9% -0.2%
Rear End 19.5% 24.3% -4.8%
Sideswipe 15.8% 15.3% 0.5%
Hit Object 14.1% 15.0% -0.9%
Head-On 11.8% 7.2% 4.6%
Vehicle/Pedestrian 5.5% 2.8% 2.7%
Overturned 1.7% 2.2% -0.5%
Other 1.7% 1.8% -0.1%
Not Stated 0.1% 1.5% -1.3% Source: SWITRS, 2016-2020
Table 4.10 compares PCFs for the City and the County. As with collision type, the most frequent PCF categories in the City is mostly aligned with that of the County. In both geographies, unsafe speed,
automobile right-of-way, and improper turning comprise the top three PCF categories. Improper turning
factors are 7.4% higher in the City than the County, and a slightly higher rate of traffic sign/signal
violation- collisions (2.6% higher). The City has a lower share of DUI collisions (4.4 % lower), but there is
no immediate factor in the collision data that explains that difference.
Table 4.10: PCF Comparison, San Bernardino City vs. County
Collision Type City of San Bernardino County of San Bernardino Difference
Improper Turning 27.1% 19.6% 7.4%
Unsafe Speed 23.5% 25.6% -2.1%
Automobile Right of Way 15.2% 17.5% -2.2%
Traffic Signals and Signs 12.3% 9.7% 2.6%
Unknown 4.4% 3.7% 0.7%
Driving or Bicycling Under the
Influence of Alcohol or Drug 3.7% 8.0% -4.4%
Pedestrian Violation 2.8% 1.4% 1.4%
Unsafe Starting or Backing 2.2% 3.2% -1.0%
Other Improper Driving 2.1% 0.8% 1.3%
Wrong Side of Road 1.5% 2.8% -1.3%
Pedestrian Right of Way 1.0% 0.7% 0.3%
Other Than Driver (or Pedestrian) 1.0% 1.3% -0.3%
Unsafe Lane Change 0.9% 2.5% -1.5%
Improper Passing 0.7% 1.3% -0.6%
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Collision Type City of San Bernardino County of San Bernardino Difference
Following Too Closely 0.6% 0.9% -0.3%
Other Hazardous Violation 0.6% 0.6% -
Hazardous Parking 0.1% 0.2% -
Other Equipment 0.1% 0.1% -
Impeding Traffic - 0.1% -
Brakes - - -
Lights - - - Source: SWITRS, 2016-2020
4.4 SAN BERNARDINO VS. SIMILARLY SIZED CITIES
In the State of California’s OTS Collision Ranking system, San Bernardino is part of Group B. This group
consists of 59 cities (58 in 2017) in the state of California with a population between 100,001 and 250,000.
Table 4.11 shows the City’s 2019 fatal and severe injury collisions ranking among the cities in Group B (1 being the highest/worst and 59 being the lowest/best). The City’s traffic safety indicators ranks higher than the County’s in several areas based on the OTS rankings over time, when compared to the citywide crash analysis results.
• The City ranked 2nd for underage, alcohol-involved collisions that led to fatal or injured parties in 2019, which was a significant increase from previous years. It is ranked 29th for all alcohol-involved collisions for ages 21-34, but more than half (57%) of all alcohol-involved collisions in the City were the fault of people 34 or younger.
• The City was ranked in the top ten for motorcycle (8th) and pedestrian (7th) collisions. This is in line with the share of KSI collisions for those modes in the citywide analysis, where they comprised 51%
of all KSI collisions.
• Pedestrian collisions involving children and seniors were also ranked very high, worsening over the
past three years of data, indicating that additional protection for these vulnerable groups is needed.
• Speed related collisions during the nighttime (9:00 PM – 2:59 AM) ranked 3rd overall, and hit and run collisions were ranked highest in the entire Group B.
• The OTS ranking for bicycle collisions is 51/59, and 55/59 for bicyclists under the age of 15, one of
the best rankings for Group B, and a general improvement since 2017.
Compared to the collisions rankings from the previous two years (2017 and 2018), the categories that
rank higher over time are underage DUI collisions, motorcycle, and pedestrian collisions were ranked the
same or worse by 2019. Total fatal or injury collisions also worsened in 2019, up 175 from 2017. DUI
arrests also decreased between 2017 and 2019, but the City was still ranked 12th for their group of cities.
The City’s rate of fatal/injury collisions per million miles traveled also increased from 2017 to 2019, from
622 to 752 collisions.
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Table 4.11: 2017-19 OTS Rankings, City of San Bernardino
Categories 2017 2018 2019
Collisions Rank Collisions Rank Collisions Rank
Total Fatal and Injury 1,429 14/58 1,353 17/59 1,604 7/59
Alcohol Involved 138 13/58 154 9/59 157 8/59
Had Been Drinking Driver < 21 4 32/58 6 16/59 8 2/59
Had Been Drinking Driver 21 – 34 32 29/58 40 18/59 18 29/59
Motorcycles 82 5/58 48 29/59 53 8/59
Pedestrians 120 7/58 98 15/59 117 7/59
Pedestrians < 15 4 52/58 13 9/59 11 11/59
Pedestrians 65+ 5 44/58 9 26/59 14 13/59
Bicyclists 44 35/58 42 40/59 24 51/59
Bicyclists < 15 4 44/58 4 38/59 1 55/59
Composite 703 12/58 637 15/59 749 8/59
Collision Types
Speed Related 198 19/58 168 31/59 218 12/59
Nighttime (9:00pm – 2:59am) 177 3/58 134 14/59 176 3/59
Hit and Run 154 2/58 135 8/59 172 1/59
Other Measures
DUI Arrests 276 12/58 288 16/59 238 12/59
Daily VMT 2,297,620 2,250,310 2,132,450
Fatal/Injury Collisions per million miles 622 601 752
Source: OTS 2017, 2018, 2019
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5.0 TRANSPORTATION SAFETY EMPHASIS AREAS
Transportation safety emphasis areas provide a strategic framework for developing and implementing the Local Roadway Safety Plan (LRSP). The emphasis areas provide the City of San Bernardino the areas to focus on when developing projects and programs based on the LRSP. The implementation of the emphasis areas should directly relate to the goals, policies, and strategies of the LRSP.
Based on the collision data analysis conducted for the City and trends in the OTS rankings, the following
transportation safety emphasis areas were identified:
• Pedestrian Safety
• Unsafe Speed
• Intersection Safety
• Driving Under the Influence
• School Collisions
The following section explains how each area was selected based on the aforementioned collision
analysis.
5.1 PEDESTRIAN SAFETY
Pedestrians are among the most vulnerable roadway users. Pedestrian commuters in suburban communities are often too young or old to drive, or lack the means to purchase a car. Broad streets with
narrow sidewalks, long crossing distances, and limited crossing opportunities can make walking not only
uncomfortable, but especially unsafe when people are crossing the street. Unsafe speeds can also
increase the likelihood of death or serious injury if a cyclist or pedestrian is struck by a vehicle. A
pedestrian or cyclist getting hit by a car traveling at 35+ mph is at a very high risk for fatal injury. Vehicles
traveling at unsafe speeds increase the energy of an impact, and also result in a motorist having less
reaction time and ability to avoid a collision due to increased stopping distance and greater risk of losing
control of the vehicle. While pedestrian-involved collisions comprised only 6% of total collisions in San
Bernardino, they accounted for 33% of KSI collisions.
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Figure 5.1: Pedestrian Collision Heat Map
5.2 UNSAFE SPEEDS
Speeding-involved collisions are the second-most frequent collision factor city-wide, with the majority of rear-endings (the most common PCF across all collisions) being caused by speeding.
The level of risk for injury when vehicles are traveling above 35 miles per hour increases dramatically,
even with a “slight” increase in speed (5-10 MPH). Speed-related collision reductions could be achieved
with a combination of traffic calming countermeasures, speed limit reductions where permitted under
state and local guidance, and education or enforcement campaigns that focus on corridors with a high
frequency of speeding (based on collision history, outreach and police citation data). Vehicles traveling at
unsafe speeds create an elevated level of risk for all roadway users, but especially people walking or
bicycling, whose safety is an overarching emphasis area for this entire LRSP. In addition to the above
approaches, roadway and intersection design that re-allocates the roadway cross section to different travel modes (motor vehicle, pedestrians, bicyclists) can provide redundancy to elevated vehicle speeds; this can also be combined with vertical separation elements like bollards, medians, or raised pavement.
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Figure 5.2: Unsafe Speed Collision Heat Map
5.3 INTERSECTION SAFETY
The improper turning and automobile ROW collision factors are present across many of the collision types in the City, and carry a higher risk of injury or death if it results in broadside collision.
Both a systemic review of all intersections, and a focused review of turning-related collisions at signalized
intersections will indicate where additional protected turning movements, warning signage, leading
pedestrian intervals, or other countermeasures could be implemented. For all of these countermeasures,
the goal should be to separate modes in time and space, thus removing conflict points, and improve
safety, especially for pedestrians and turning vehicles. Where there are high frequencies of pedestrian or
bicycle collisions, curb radii at intersections can be decreased to reduce turning speeds and increase
pedestrian visibility, prohibiting right-turn-on-red where intersection operation permits it, and striping
conflict zones at intersections and approaches to clearly indicate space for people walking or riding. Other design changes like stop bar set-backs, bicycle boxes, and two-stage turn queue boxes can also enhance bicycle safety at intersections. Countermeasures like these would complement the emphasis
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area focused on pedestrian and bicycle safety, and improving intersection safety for all modes and users.
Figure 5.3: Intersection Safety Collision Heat Map
5.4 DRIVING OR BICYCLING UNDER THE INFLUENCE
Driving under the influence (DUI) is responsible for 3.6% of collisions in the City and 7.3% of KSI collisions. DUI collisions are consistently present in the PCF cause for two of the four most common
collision types (rear-end and hit object), reinforcing the trend that DUIs play an outsized role in causing
traffic collisions, especially KSI collisions. Figure 5.4 shows the locations of DUI-related collisions in the
City, with notable concentrations occurring in the downtown areas along Baseline Street and Highland
Avenue, as well as a high concentration along Mt. Vernon Avenue north of 5th Street.
In the California OTS rankings, from 2017 to 2019, San Bernardino ranked 13th, 9th, and 8th among Group
B cities (out of 59) for alcohol-involved collisions. In 2019, the City ranked 2nd in collisions where people
under 21 had been drinking. Reducing DUI collisions will require a long-term strategy to educate a broad
spectrum of stakeholders. This could include education programs for drivers, funding “ride-home”
programs in partnership with local businesses that serve alcohol, and DUI checkpoints on weekends and
in the evenings, when these collisions most frequently occur.
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Figure 5.4: DUI Collision Heat Map
5.5 SCHOOL COLLISIONS
The final Safety Emphasis Area consists of collisions near schools, particularly affecting travel to and from
schools. While specific destination data is not readily available in SWITRS or OTS databases, certain filters
can help with narrowing collision records to place a greater emphasis on school collisions. 515 collisions
met the criteria of occurring within 750 feet of a public school and taking place on a weekday. Within
these geographic areas, 96.8% (515 of 532) collisions took place on weekdays. Of the 515 weekday
collisions, 50 collisions (9.7%) met the additional criteria of involving a pedestrian and/or cyclist.
Countermeasures such as upgraded pedestrian crossings and Rectangular Rapid Flashing Beacons
(RRFBs) can mitigate these types of collisions. Figure 5.5 shows the locations of schools within the city,
and the school-adjacent collisions (and highlighting non-motorized user collisions within that group).
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Figure 5.5: School Collision Map
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5.6 TOP COLLISION LOCATIONS
This is a general process for identifying potential locations by ranking intersections and roadway segments based on Crash Frequency and EPDO score. The ranking is a quantitative method used to evaluate a particular corridor segment and compare it with other segments. This tool is intended to streamline the collision analysis and the selection process for potential locations, but is by no
means the sole determining factor.
Table 5.1: Top 10 Collisions for Intersections
ID Intersection Grand Total Fatal Severe Injury Visible Injury Complaint of Pain Property Damage Broadside Rear End Sideswipe Hit Object Head-On Vehicle/ Pedestrian Overturned Other EPDO
Score
Collision
Frequency Rank
1 30th St & Waterman Ave 55 0 1 6 26 22 25 9 7 3 7 3 1 0 364.94 1
2 Waterman Ave & 40th St 44 0 1 10 17 16 18 9 10 4 2 0 0 1 346.96 2
3 Highland Ave & Arden Ave 39 0 0 6 11 22 15 11 8 3 1 0 0 1 153.50 3
4 E St & Orange Show Rd 33 0 0 6 9 18 15 7 4 1 2 3 0 1 137.30 4
5 Foothill Blvd & Meridian Ave 30 0 0 10 15 5 11 10 3 2 1 3 0 0 203.83 5
6 E St & Mill St 26 0 0 5 9 12 6 10 4 2 3 1 0 0 120.56 6
7 SR-18 & Old Waterman Canyon Rd 24 0 2 9 7 6 7 0 2 8 2 0 3 2 385.15 7
8 Highland Ave & Eucalyptus Dr 23 0 0 4 14 5 9 8 2 0 2 2 0 0 133.34 8
9 E St & 16th St 21 0 0 0 9 12 10 2 6 3 0 0 0 0 66.91 9
10 Rancho Ave & Foothill Blvd 20 2 2 6 6 4 8 2 4 4 1 1 0 0 584.72 10
Table 5.2: Top 10 Collisions for Non-Signalized Intersections
ID Intersection Grand Total Fatal Severe Injury Visible Injury Complaint of Pain Property Damage Broadside Rear End Sideswipe Hit Object Head-On Vehicle/ Pedestrian Overturned Other EPDO Score
Collision Frequency Rank
1 21st St & Mountain View Ave 17 0 0 3 10 4 14 0 2 0 0 0 1 0 97.20 1
2 E St & 36th St 16 0 1 1 5 9 5 0 1 10 0 0 0 0 241.04 2
3 J St & Rialto Ave 16 0 0 3 8 5 7 0 2 1 6 0 0 0 86.00 2
4 D St & 10th St 15 0 0 4 6 5 5 0 4 3 3 0 0 0 84.53 4
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ID Intersection Grand Total Fatal Severe Injury Visible Injury Complaint of Pain Property Damage Broadside Rear End Sideswipe Hit Object Head-On Vehicle/ Pedestrian Overturned Other EPDO Score
Collision Frequency Rank
5 Waterman Ave & 29th St 15 0 0 1 9 5 7 2 3 0 3 0 0 0 70.64 4
6 Highland Ave & Rockford Ave 14 0 2 3 5 4 7 3 0 0 3 1 0 0 448.31 6
7 Dallas Ave & Foothill Blvd 14 0 0 2 6 6 3 4 1 3 2 1 0 0 64.07 6
8 6th St & Sierra Way 14 0 0 2 6 6 7 1 4 1 0 0 0 1 64.07 6
9 Waterman Ave & I-10 13 0 0 2 7 4 7 1 1 0 4 0 0 0 68.17 9
10 Cajon Blvd & Medical Center Dr 9 1 1 0 2 5 2 2 0 2 2 1 0 0 398.81 10
Table 5.3: Top 10 Collisions for Roadway Segments
ID Roadway From To Grand Total Fatal Severe Injury Visible Injury Complaint of Pain Property Damage Only Collisions per Mile Broadside Rear End Sideswipe Hit Object Head-On Vehicle - Pedestrian Overturned Other EPDO Score
Collision Frequency Rank
13 Baseline St Pepper Ave Tippecanoe Ave 745 12 28 107 279 319 274 235 174 95 74 74 71 10 12 7,967 1
10 Waterman
Ave 28th St Washington
Ave 562 6 12 83 218 243 423 172 144 84 49 61 43 4 5 4,622 2
5 Highland Ave Waterman Ave Palm Ave 456 4 16 61 177 198 164 157 99 66 44 48 34 1 7 4,331 3
3 9th St G St Del Rosa Dr 345 5 11 73 121 135 64 134 80 50 18 33 18 5 7 3,576 4
7 Sierra Wy 40th St 4th St 313 1 9 61 101 141 78 115 65 49 27 30 16 4 7 2,611 5
4 Rialto Ave Pepper Ave Tippecanoe Ave 297 2 4 68 99 124 97 111 34 42 26 52 20 7 5 2,177 6
1 Kendall Dr University Pkwy E St 178 8 6 35 57 72 44 46 36 22 26 32 8 5 3 2,474 7
6 Tippecanoe Ave Baseline St Orange Show Rd 165 3 4 37 52 69 178 51 33 24 33 16 5 2 1 1,623 8
9 Mill St G St Tippecanoe Ave 153 3 4 20 47 79 70 41 37 20 27 20 3 2 3 1,420 9
11 Victoria Ave Lynwood Dr Highland Ave 70 0 1 7 36 26 11 15 29 9 2 10 4 0 1 441 10
2 Little
Mountain Dr Kendall Dr Edgehill Rd 62 1 6 11 19 25 83 13 4 5 13 14 0 11 2 1,098 11
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6.0 ENGINEERING COUNTERMEASURES
The recommended Engineering Countermeasures (improvements to enhance transportation safety) address the emphasis areas on bicyclists, speeding/rear-end collisions and emergency medical services. Five years of collision data from January 2016 to December 2020 were utilized to conduct a more in-depth review of the collision data. Safety countermeasures for the identified candidate locations were
selected based on the following collision patterns:
• Collision severity
• Lighting conditions
• Involved parties, especially bicyclists and pedestrians
• Type of collision
• Primary collision factor
• Movements of the involved parties preceding the occurrence of the collision
Table 6.1 summarizes the list of safety countermeasures included in the LRSM and applied to the LRSP as
a set of primary recommendations. The table summarizes each countermeasure’s applicable crash types,
crash reduction factor (CRF), project life of the recommended improvement, maximum reimbursement
percentage, and the opportunity for a systemic approach.
Table 6.1: Safety Countermeasures Applied to San Bernardino LRSP
CM No. Countermeasure Name Crash Type CRF Expected Life (Years) HSIP Eligibility Systemic Opportunity?
S01 Add intersection lighting (NS.I.) Night 40% 20 90% Medium
S02 Improve signal hardware: lenses, back-plates with retroreflective borders, mounting, size, and number All 15% 10 90% Very High
S03 Improve signal timing (coordination, phases, red, yellow, or operation) All 15% 10 50% Very High
S06 Install left-turn lane and add turn phase (signal has no left-turn lane or phase before) All 55% 20 90% Low
S07 Provide protected left turn phase (left turn
lane already exists) All 30% 20 90% High
S09 Install raised pavement markers and striping (Through Intersection) All 10% 10 90% Very High
S18PB Install pedestrian crossing (S.I.) P & B 25% 20 90% High
S21PB Modify signal phasing to implement a Leading Pedestrian Interval (LPI) P&B 60% 10 90% Very High
NS01 Add intersection lighting Night 40% 20 90% Medium
NS03 Install signals All 30% 20 90% Low
NS06 Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs All 15% 10 90% Very High
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CM No. Countermeasure Name Crash
Type CRF Expected Life
(Years)
HSIP
Eligibility
Systemic
Opportunity?
NS07 Upgrade intersection pavement markings (NS.I.) All 25% 10 90% Very High
NS09 Install flashing beacons as advance
warning (NS.I.) All 30% 10 90% High
NS14 Install raised median on approaches (NS.I.) All 25% 20 90% Medium
NS18 Install left-turn lane (where no left-turn lane exists) All 35% 20 90% Low
NS19PB Install raised median (refuge islands) P&B 45% 20 90% Medium
NS20PB Install pedestrian crossing at uncontrolled locations (new signs and markings only) P & B 25% 10 90% High
NS21PB Install/upgrade pedestrian crossing at uncontrolled locations (with enhanced safety features) P & B 35% 20 90% Medium
NS23PB Install Pedestrian Signal (including Pedestrian Hybrid Beacon (HAWK)) P & B 55% 20 90% Low
R08 Install raised median All 25% 20 90% Medium
R14 Road Diet (Reduce travel lanes and add a
two way left-turn and bike lanes) All 35% 20 90% Medium
R21 Improve pavement friction (High Friction Surface Treatments) All 55% 10 90% High
R22 Install/Upgrade signs with new fluorescent sheeting (regulatory or warning) All 15% 10 90% Very High
R28 Install edge-lines and centerlines All 25% 10 90% Very High
R31 Install edgeline rumble strips/stripes All 15% 10 90% High
R32PB Install bike lanes P&B 35% 20 90% High
R33PB Install separated bike lanes P&B 45% 20 90% High
R34PB Install sidewalk/pathway (to avoid walking along roadway) P&B 80% 20 90% Medium
Source: Local Roadway Safety Manual, Version 1.6 April 2022
The countermeasure numbers (“CM No.” column) in Table 6.1 represent the ID number for the types of
improvements that are eligible for HSIP funding, and correspond to the countermeasure IDs used in the
2022 LRSM. Throughout this document, countermeasures that are referenced from LRSM will be
accompanied by an ID number, and those that are not referenced from the LRSM will be described only.
The City of San Bernardino is also in the project delivery phase of a multi-year HSIP Cycle 9 funding award implementation to improve 224 signalized intersections and multiple corridors across the city,
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including new signal heads, pedestrian countdown signals and pushbuttons, advanced dilemma zone detection and other related intersection improvements. In order to not duplicate these improvements with similar recommendations from the LRSP’s analysis, those locations were not included for new improvements in the identified project locations. This will also allow for an appropriate post-construction evaluation of the Cycle 9 improvements; future LRSP updates may assess the potential need for additional improvements at these recently improved locations.
6.1 IDENTIFIED PROJECT LOCATIONS
The lists below of roadway segment and intersection project recommendations are the results of the collision analysis, development of safety emphasis areas, incorporation of stakeholder feedback and alignment with supporting City, regional, and state policies. The recommendations may change once in-depth engineering and feasibility review is completed, funding potential assessed, or additional stakeholder feedback is received. Once they are presented to residents and community members and reviewed by other City departments, final design and implementation may differ from what is presented in the LRSP.
6.1.1 IDENTIFIED ROADWAY SEGMENTS
According to the City’s Circulation Element of the General Plan, all roadways within the City are classified
into the following categories of roadways: Freeways, Major Arterials, Secondary Arterials, Collector
Streets, and Local Streets.
Six roadway segments of various categories were selected for focused analysis, and subsequent
development of safety improvement recommendations:
1. Kendall Drive (between University Parkway and H Street)
2. 9th Street (between Waterman Avenue and Del Rosa Drive)
3. Rialto Avenue (between Pepper Avenue and Muscott Street)
4. Meridian Avenue (between Etiwanda Street and Rialto Avenue)
5. E Street (between CA-210 overcrossing and Fairway Drive)
6. Lynwood Drive (between San Gabriel Street and Cedar Street)
6.1.2 IDENTIFIED INTERSECTIONS
All intersections located on City streets in the public right-of-way were included in the safety analysis, and were reviewed using industry standard crash frequency and “EPDO” methods. 14 intersections were identified as having opportunities for roadway safety countermeasures:
1. Highland Avenue and Eucalyptus Drive 2. 9th Street and Sierra Way 3. Cajon Boulevard and Medical Center Drive 4. E Street and Valley Street 5. E Street, Inland Center Drive, and Mill Street 6. G Street and Inland Center Drive 7. Meridian Avenue and Rialto Avenue
8. E Street and Kendall Drive
9. Rialto Avenue and F Street
10. E Street and 21st Street
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11. E Street and 9th Street 12. 5th Street and Victoria Avenue 13. Richardson Street and San Bernardino Avenue 14. E Street and Orange Show Road
Figure 6.1 – Recommendation Corridors & Intersections
6.2 ROADWAY SEGMENT RECOMMENDATIONS
6.2.1 KENDALL DRIVE (UNIVERSITY PARKWAY TO H STREET)
This segment on Kendall Drive between University Parkway and H Street is approximately 2.0 miles long. The average daily traffic (ADT) of the segment was 14,458 in 2021. The width of the segment is
approximately 75 feet wide along most of the length, widening to 80 feet near the southern end south of
Little Mountain Road. The roadway carries four lanes and a two-way left-turn lane, with a speed limit of
50 mph. This segment serves as a major connection between communities in north San Bernardino,
(including Kendall Hills, Verdermont, Shandin Hills, and Arrowhead Farms) with Downtown and other
parts of the city. It is also a major access corridor for California State University, San Bernardino. The
segment is primarily residential frontage along the northern half, and a mix of retail businesses and
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residential uses along the southern half. Between F Street and H Street, there are no bike lanes, and there is a sidewalk on the south side; the north side has a curb and mainly consists of driveways, parking lots, and vegetation. Between 40th Street and F Street, there are sidewalks on both sides of the roadway, with no bike lanes. Between Little Mountain Drive and 40th Street, there are bike lanes on both sides and a continuous sidewalk on the south side, while the north sidewalk is intermittent. Between University Parkway and Little Mountain Drive, there are sidewalks on both sides and one bike lane on the north side.
154 collisions in total have occurred on this segment from January 2016 to December 2020, with ten
resulting in either fatality or severe injury. 44 collisions (28.6%) were broadside, 35 collisions (22.7%) were
rear-end, and 27 collisions (17.5%) were head-on. Unsafe speeds were the most common Primary
Collision Factor, with 36 collisions (23.4%), followed by improper turning at 33 collisions (22.7%) and
automobile right-of-way violation at 31 collisions (20.8%). The segment of Kendall Drive between
University Parkway and E Street, which this segment (University Parkway to H Street) mostly
encompasses, ranks at 7th in collision frequency and 6th in EPDO score among roadway segments in the
City.
Figure 6.1: Kendall Drive Collision History
The following countermeasures are recommended for this corridor:
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- R33PB2: Install Class IV separated bike lanes with parking protection along both sides of the corridor.
o Remove center two-way left turn lane (TWLT) to create space along the roadway.
o Create left-turn pockets and receiving pockets where necessary.
- R34PB: Install a new sidewalk on the north side of Kendall Drive between 4th Avenue and Mountain Drive, and
south of Western Avenue, along existing gaps where no sidewalk currently exists.
- NS21PB: Upgrade to continental crosswalks along entire corridor at all existing marked crossings, and install
amber crosswalks at locations along school routes.
- NS03: Signalize intersection of Kendall Drive and Lakewood Drive to shorten the un-signalized segment,
providing speed control and create a safer pedestrian crossing opportunity.
- NS14: Prohibit left turns from southbound 3rd Avenue to eastbound Kendall Drive with a directional median on
3rd Avenue.
- Install green bicycle conflict striping at driveways and through intersections.
- Evaluate the potential to lower speed limits along the corridor in tandem with other design changes
o Install additional speed limit signs along each roadway segment if the operating speed limit is lowered
o Assembly Bill 43 (CA) allows a 5-10 mph reduction in speed limits along higher-density commercial or
residential corridors, or corridors with “vulnerable users, such as children, seniors, people with mobility
issues, or the unhoused”.
6.2.2 9TH STREET (WATERMAN AVENUE TO DEL ROSA DRIVE)
This segment is approximately 1.0 miles long. The curb-to-curb width is approximately 68 feet at the
easternmost portion, with narrows to approximately 64 feet at the bridge crossing East Twin Creek, and
maintains this width to Waterman Avenue. The roadway is four lanes wide with a two-way center left turn
lane along the entire extent. Parking is currently permitted on both sides of the entire segment, except
for the portion in front of Sierra High School.
Figure 6.2 – 9th Street Recommendations – Typical Cross Section
There are no bicycle facilities along this segment. Sierra High School and Robertson Elementary School both have their parking lots and pick-up/drop-off areas on this street. The segment also contains
2 If applying for HSIP funds, this would not count as countermeasure R14-Road Diet, which specifies a two-way left turn lane and travel lane reductions.
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commercial uses and light industrial uses which include automotive services and a school bus yard, as well as an apartment complex, mobile home parks, and an RV park.
148 collisions in total have occurred along this segment, including nine resulting in fatalty or severe injury. 57 collisions (38.5%) were broadside, 35 collisions (23.6%) were rear-end, and 21 collisions (14.2%) were sideswipe. The four most common Primary Collision Factors are improper turning at 33 collisions (22.3%), unsafe speeds at 31 collisions (20.9%), automobile right-of-way violation at 26 collisions (17.6%),
and traffic signals/signs at 24 collisions (16.2%).
Figure 6.2: 9th Street Collision History
The following countermeasures are recommended for this corridor:
- R14: Reduce one travel lane in each direction, install class II bike lanes (R32PB), retain current parking configuration.
- Install green bicycle conflict striping at driveways and through intersections.
- Install cross-hatched edge line striping wherever parking is currently prohibited to maintain lane widths and bike lane space.
At the intersection of 9th Street and Preston Street:
- NS23PB: Install pedestrian hybrid beacon (HAWK) crosswalk along west leg of the intersection.
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- NS19PB: Install concrete pedestrian refuge island to protect pedestrians using HAWK crosswalk.
- Install green bicycle conflict striping at driveways and through intersections.
See Appendix A for a complete concept drawing of the improvements proposed on 9th Street.
6.2.3 RIALTO AVENUE (BETWEEN PEPPER AVENUE AND MUSCOTT STREET)
This segment is approximately 1.75 miles long. Rialto Avenue has four lanes along most of this segment,
with the exception of a 0.5-mile segment between Meridian Avenue and Macy Street which is two lanes.
The segment passes through residential, commercial, and industrial areas, including an at-grade crossing
of BNSF rail right-of-way and a bridge over a BNSF railyard. The segment does not have consistent
sidewalk coverage.
A total of 109 collisions have taken place on this corridor, including five resulting in fatality or severe injury. The most common Primary Collision Factors (PCFs) are improper turning (24.8%), unsafe speed (19.3%), automobile right-of-way violation (17.4%) and traffic signals and signs (15.6%). The most common collision types are broadside (30.3%) and head-on (20.2%).
Figure 6.4: Rialto Avenue Collision History
The following countermeasures are recommended for this corridor:
- R32PB: Add bike lanes eastbound (Class IV) and westbound (Class II)
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o Bi-directional Class IV lanes are possible but would require adjusting intersection approach striping or
providing additional intersection striping to delineate Class IV path across intersections.
o R31 (Optional): If bicycle infrastructure will require more advanced planning/engineering, install edgeline/rumble strips to delineate lane boundaries.
- R34PB: Install new sidewalk along the south side of Rialto Avenue to fill sidewalk gaps between Pepper Avenue and Muscott Street.
o At Rancho Ave/Rialto Ave, direct pedestrians to cross and walk along the southern sidewalk only, which will align with existing railroad overcrossing’s sidewalk, and avoid conflicts with intermodal facilities on north side of Rialto Avenue (between Rancho Avenue and Pico Avenue)
o Consider restricting parking on the south side of Rialto Avenue between Pepper Avenue and Rancho Avenue, to limit demand (and associated conflicts) for crossing to large mobile home parks on the
north side, and to create adequate ROW for bicycle facilities or sidewalks. Crossings are limited in this area, with pedestrians potentially crossing midblock to avoid inconveniently diverting to a marked
crossing.
- R08: Install median along Rialto Avenue, running from 400 feet E of Rancho Avenue and ending 575 feet E of Pennsylvania Avenue.
o Include a break in the median for the Rialto Avenue and Pennsylvania Avenue intersection.
o Do not include a break at Rialto Avenue and Arrow Route intersection (restrict traffic to right-on/right-
off only, as left turning vehicles can use Pennsylvania Avenue for access).
- R31: Install edge-line rumble strips between Rancho Avenue and Muscott Street to address head-on, hit-object, and run off road collisions. Figure 6.5: Recommended Rialto Avenue Median and Sidewalk Countermeasures
6.2.4 MERIDIAN AVENUE (BETWEEN ETIWANDA STREET AND RIALTO AVENUE)
This segment is approximately 1.0 miles long. The roadway segment is has one travel lane in each
direction, serving primarily residential areas and providing a connection to the commercial corridor along
Foothill Boulevard to the south, approaching Baseline Road to the north, and access to Myers Elementary
School north of Etiwanda Street.
A total of 68 collisions have taken place on this corridor, including two resulting in severe injury. The
most common Primary Collision Factors (PCFs) are improper turning (29.4%), unsafe speed (22.1%), and
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automobile right-of-way violation (14.7%). The most common collision types are broadside (27.9%) and rear end (23.5%).
Figure 6.6: Meridian Avenue Collision History
The corridor provides an opportunity to link to the Caltrans Route 66 Complete Streets project, which is
currently in the design phase. The following countermeasures are recommended:
- NS20PB: Install continental crosswalks across Meridian at 6th Street (ADA curb ramps), midblock crossing at Nicholson Park, 2nd Street, Rialto Avenue, 7th Street.
o NS08/NS09: Consider advance flashing beacons at these intersections to warn motorists of stop controls.
- S01: Improve intersection lighting at Etiwanda Avenue.
- Reduce speed limit from 40 mph to 35 mph through California Assembly Bill 43 regulations.
6.2.5 E STREET (BETWEEN CA-210 OVERCROSSING AND FAIRWAY DRIVE)
This segment is approximately 5.3 miles long and passes through various neighborhoods within the City
of San Bernardino, including Downtown. The segment crosses several major arterial roads at signalized
intersections, as well as minor crossings and commercial or residential driveways.
A total of 406 collisions have taken place on this corridor, including 9 resulting in fatality or severe injury. The most common Primary Collision Factors (PCFs) are unsafe speed (23.6%), improper turning (18.2%), traffic signals and signs (17.5%), and automobile right-of-way violation (15.5%). The most common
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collision types are broadside (33.3%) and rear end (23.2%).
The following countermeasures are recommended for this corridor:
- NS20PB: Stripe continental crosswalks at all arterial and collector street intersections along E Street for major crossings in all directions.
o Stripe continental crosswalks at Mall Way and the Orange Show Event Center entrance.
Figure 6.7: E Street Collision History
6.2.6 LYNWOOD DRIVE/30TH STREET (BETWEEN SAN GABRIEL STREET AND CEDAR STREET)
This segment is approximately ¼ mile long. The roadway is named 30th Street as it approaches from the west; as it intersects with Lynwood Drive, it assumes the name Lynwood Drive as it continues eastward.
The roadway is four lanes with a center yellow line and has an approximate width of 65 feet. The segment
contains sharp corners and signage warning to approach the turns with caution.
A total of 16 collisions have occurred on this corridor, including two that resulted in fatality or severe
injury. The most common Primary Collision Factors (PCFs) are unsafe speeds (31.3%), automobile right-
of-way violation (25.0%), and improper turning (25.0%). The most common collision types are hit object
(37.5%) and broadside (31.3%).
The following countermeasures are recommended for this corridor:
- R21: Improve pavement friction to reduce stopping distances for vehicles that would otherwise depart the
roadway or hit an object if they are unable to stop in time.
- R28: Install/upgrade edgelines and centerlines
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o Install raised pavement markers to warn motorists when they are approaching the outside edge of the
lane, and narrow the outside lane where possible (it is currently 20’ wide in both directions)
o Upgrade centerline to double-yellow with hatching in the middle to separate vehicles traveling in
opposite directions. Include raised pavement markers along the edge of each double yellow centerline
to warn motorists when they are approaching the inside edge of the lane.
6.3 INTERSECTION RECOMMENDATIONS
6.3.1 HIGHLAND AVENUE AND EUCALYPTUS DRIVE
This location is a non-signalized three-way intersection between a major arterial road and a minor road. Highland Avenue is a four-lane arterial road with a two-way left-turn lane. The south sidewalk extends 370 feet west of the intersection to the CA-210 offramp and 400 feet east of the intersection to a private lot, and then continues eastward intermittently. The north sidewalk begins at the intersection and
continutes eastward. There is no sidewalk in front of the vacant lot northwest of the intersection, but
there is a dirt path connecting to the nearest sidewalk. Eucalyptus Drive is a two-lane minor road that
leads to a residential neighborhood; a sidewalk exists on the east side that faces a commercial shopping
center, but ends at the end of that lot. Both sides of Highland Avenue have commercial uses fronted by
parking lots.
23 collisions in total have occurred at this intersection. The two most common collision types are
broadside at 9 collisions (55.3%) and rear-end at 8 collisions (34.8%). The two most common Primary
Collision Factors are automobile right-of-way violation at 10 collisions (43.5%) and unsafe speeds at 9
collisions (55.3%).
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Figure 6.8: Highland Avenue And Eucalyptus Drive Collision History
The following countermeasures are recommended for this intersection:
- NS23PB: Install pedestrian hybrid beacon (HAWK) crosswalk – Install at NE corner of Eucalyptus Drive and 450’
east of I-210 southbound off-ramp, at the end of the curb taper.
o Will require new pole and mast arm for beacon installation in each direction.
o Include pedestrian push buttons and warning signage on new pole and mast arm.
o Will require minor relocation of transit stop signs to provide clear
- NS19PB: Install concrete pedestrian refuge island to protect pedestrians using HAWK crosswalk.
o Allow sufficient clearance for left turns onto Highland Avenue from southbound Eucalyptus Drive and
northbound shopping center driveway
- NS06: Install new advance warning signage for new HAWK crosswalk (pedestrian crossing, indicator arrow,
stop here on red, etc.) as advance warning to prepare drivers to stop.
o NS09 (Optional): Provide enhanced protection by installing advance warning beacons with warning
signage, and synchronize HAWK beacon and advance warning beacons operation.
- Relocate bus stop signage as needed to accommodate the above improvements
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Figure 6.9: Highland Avenue And Eucalyptus Drive Design Concept
6.3.2 9TH STREET AND SIERRA WAY
This location is a signalized intersection of two arterial roads. 9th Street has four travel lanes and a two-
way left-turn lane. Sierra Way is two lanes with left turn pockets at the intersection. Left turns are
protective-permissive in the north-south direction and fully protected in the east-west direction.
Sidewalks and standard crosswalks exist on all sides of the intersection. The area around the intersection
is primarily residential, with some commercial uses adjacent to the intersection.
Two collisions have taken place at this intersection, one of them being a broadside collision between a
motor vehicle and a bicycle which resulted in visible injury, and the other being a sideswipe collision
between a motor vehicle and a bicycle which occurred at night, resulting in a complaint of pain.
The following countermeasures are recommended for this intersection:
- S01: Add intersection lighting with luminaire lighting and mast arm
- Relocate existing push buttons to new push button posts.
- S02 (Optional): Install nearside signals eastbound and westbound on 9th Street
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Figure 6.10: 9th Street and Sierra Way Design Concept
6.3.3 CAJON BOULEVARD AND MEDICAL CENTER DRIVE
This location is a non-signalized three-way intersection between two two-lane roads. Stop controls exist
on Medical Center Drive, while traffic on Cajon Boulevard does not stop. The intersection is located in a
primarily rural and industrial area, with approaches in each direction coming from long straightaways
with little by the side of each road. There are no sidewalks, bike lanes, or crosswalks in the vicinity of the
intersection.
A total of 9 collisions have occurred at this intersection. The most common Primary Collision Factors
(PCFs) are automobile right-of-way violation and improper turning, at 33% each, and the most common
collision types are broadside, rear-end, head-on, and hit object, all at 22% each.
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Figure 6.11: Cajon Boulevard and Medical Center Drive Collision History
The following countermeasures are recommended for this location:
- NS01: Add intersection lighting to northeast or northwest corner.
- NS18: Install left turn lane for Medical Center Drive.
- NS06: Install additional warning signage for all approaches.
- NS07: Upgrade intersection pavement markings.
- Adjust lane striping to balance out lane widths and shoulder widths.
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Figure 6.12: Cajon Boulevard and Medical Center Drive Design Concept
6.3.4 E STREET AND VALLEY STREET
This is a three-way signalized intersection. Both roads carry one lane of traffic in each direction with dedicated left-turn lanes. E Street contains the sBX bus rapid transit corridor in its median, which is
separated from general traffic and is a part of the signal phasing. Traffic on nearby driveways along E
Street cannot cross the sBX corridor. Left turns are protected for southbound traffic. Northbound traffic
on E Street has a dedicated U-turn lane and signal phase (which contains standard left-turn signal heads).
The intersection contains standard crosswalks on the south and east legs of the intersection.
A total of two collisions have occurred at this intersection. Both were vehicle-pedestrian collisions
resulting in a complaint of pain.
The following countermeasures are recommended for this location:
- S21PB: Implement a Leading Pedestrian Interval (LPI)
- S02: Install nearside vehical signal heads with retroreflective yellow borders
- Convert existing crosswalks to continental striping
- (Optional) Replace northbound left-turn signal head with a U-turn signal head
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Figure 6.13: E Street and Valley Street Design Concept
6.3.5 E STREET / INLAND CENTER DRIVE AND MILL STREET
This is a five-way signalized intersection between major roads. All streets are four lanes, with Inland Center Drive and Mill Street containing two-way left turn lanes. E Street contains the sBX bus rapid transit
corridor in the median, which is separated from general traffic and is a part of the signal phasing. Traffic
on nearby driveways along E Street cannot cross the sBX corridor. Left turns are protected in all
directions. This intersection contains standard crosswalks on the north, west, and east legs of the
intersection.
A total of 26 collisions have occurred at this location. The most common Primary Collision Factors (PCFs)
are unsafe speed (36.0%), improper turning (16.0%), and traffic signals and signs (16.0%). This collision
history indicates that the location could benefit from greater clarity in signage and lane markings. The
most common collision types are rear end (38.5%) and broadside (23.1%).
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Figure 6.14: E Street, Inland Center Drive, and Mill Street Collision History
The following countermeasures are recommended for this location:
- S18PB: Install pedestrian crossings in the southeast corner across Inland Center Drive and across E Street.
- S02: Upgrade vehicle signal heads with retroreflective yellow borders.
- Upgrade all existing crosswalks to continental striping.
- (Optional) Upgrade overhead signage at intersection approaches to indicate which streets each lane leads to.
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Figure 6.15: E Street, Inland Center Drive, and Mill Street Design Concept
6.3.6 G STREET AND INLAND CENTER DRIVE
This location is a four-way signalized intersection between a major and minor road that also includes an
access point to the Inland Center Mall parking lot. Inland Center Drive has four lanes, a median barrier, and dedicated left turn lanes. G Street has two lanes and a center two-way left-turn lane. Left turns are protective-permissive along Inland Center Drive and fully permissive along G Street and for traffic exiting Inland Center mall. G Street contains Class II bike lanes in each direction, while Inland Center drive has a two-way pedestrian and bicycle path that originates from the intersection and continues southwest. Aside from the path, there are no sidewalks on either street.
A total of 11 collisions have occurred at this location. The most common Primary Collision Factors (PCFs) are automobile right-of-way violatioin (36.4%) and traffic signals and signs (27.3%). The most common collision type is overwhelmingly broadside (72.7%).
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Figure 6.16: G Street and Inland Center Drive Collision History
The following countermeasures are recommended for this location:
- S03: Improve northbound left turn lane detection.
o Consider flashing yellow arrow signals in all directions.
- S02: Upgrade vehicle signal heads with retroreflective yellow borders.
- R33PB: Extend Class I path on the north side of the street, from G Street to E Street (including bridge crossing).
- Upgrade all existing crosswalks to continental striping.
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Figure 6.17: G Street and Inland Center Drive Design Concept
6.3.7 MERIDIAN AVENUE AND RIALTO AVENUE
This location is a four-way signalized intersection. Rialto Avenue has two lanes and a two-way left-turn lane, with a 45 mph speed limit. Meridian Avenue has two lanes and a center yellow line on the northbound and southbound approaches to the intersection. Left turns are protective-permissive for east-west traffic on Rialto Avenue and fully permissive for north-south traffic on Meridian Avenue. The intersection contains standard crosswalks on all legs. Sidewalks only exist on one side of each street; sidewalks originate from the northwest and southeast corners, while sidewalks do not exist on the other corners or on either street’s approach to those corners. The uses surrounding the neighborhood are almost exclusively residential, with a shopping center approximately 750 feet west of the intersection.
A total of 15 collisions have occurred at this location, with one resulting in severe injury. The most
common Primary Collision Factors (PCFs) are improper turning (40.0%) and unsafe speed (26.7%). The
most common collision types are broadside (26.7%), vehicle/pedestrian (20.0%), head-on (20.0%), and hit
object (20.0%).
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Figure 6.18: Meridian Avenue and Rialto Avenue Collision History
The following countermeasures are recommended for this location:
- S02: Consider replacing five-section protective-permissive left turn with flashing yellow arrows.
- S03: Improve signal timing. Review yellow and all-red timing parameters.
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Figure 6.19: Meridian Avenue and Rialto Avenue Design Concept
6.3.8 E STREET AND KENDALL DRIVE (NORTH OF 36TH STREET)
This is a non-signalized three way intersection between a major arterial road and a minor street. Kendall
Drive has four lanes and a left-turn pocket for northbound traffic. Southbound traffic approaches
downhill after climbing over the Shadin Hills. From the northwest corner, E Street is a minor, two-lane
residential street. Kendall Drive assumes the name of E Street as it continues south from the intersection.
Kendall Drive/E Street does not have edge lines as it tracks through the intersection. There are no marked
crosswalks at this intersection. Uses around the intersection are primarily residential.
A total of 11 collisions have occurred at this location. The most common Primary Collision Factor (PCF) is overwhelmingly unsafe speed (81.8%). The most common collision types are sideswipe and hit object, at 27.3% each.
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Figure 6.20: E Street and Kendall Drive Collision History
The following countermeasures are recommended for this location:
- NS07: Restripe southbound E Street approach and stop bar to be perpendicular to centerline of Kendall Drive.
o Install a striped bulb out on the west edge of the intersection to orient traffic to the new stop bar and
provide better sightline angles.
- R28: Provide an edge line for southbound Kendall Drive through the curve as it approaches and departs the
intersection.
- NS06: Consider warning signs with flashing beacon or a speed feedback sign for southbound traffic at the
intersection approach and departure from the intersection.
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Figure 6.21: E Street and Kendall Drive Design Concept
6.3.9 RIALTO AVENUE AND F STREET
This is a three-way signalized intersection that includes a bus-only fourth leg that serves as the entrance
and exit for the San Bernardino Transit Center. Both roads are four lanes wide; Rialto Avenue also
includes a two-way left-turn lane. Left turns are protective-permissive for east-west traffic. Both roads
have sidewalks on both sides, and there are standard crosswalks on all legs of the intersection. There are
no bike lines on either street, but Rialto Avenue is marked with shared lane markings. This location, in
Downtown San Bernardino, is surrounded by almost exclusively commercial uses.
A total of 7 collisions have occurred at this intersection. The most common Primary Collision Factors
(PCFs) are automobile right-of-way violation (42.9%) and pedestrian violation (28.6%). The most common
collision types are vehicle/pedestrian (42.9%) and broadside (28.6%).
The following countermeasures are recommended for this location:
- R32PB: Add bike lanes along Rialto Avenue
- S21PB: Implement Leading Pedestrian Intervals (LPIs) for northbound and southbound pedestrian movements
o (Optional) Install curb bulb-outs
- (Optional) Upgrade existing crosswalks to continental striping.
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Figure 6.22: Rialto Avenue and F Street Design Concept
6.3.10 E STREET AND 21ST STREET
This is an non-signalized four-way intersection with a 75-foot offset as 21st Street crosses E Street. E
Street is a major arterial road with four lanes of traffic. 21st Street is a minor residential street, Traffic on
21st Street has stop controls, while traffic on E Street does not stop. The intersection is approximately 250
feet south of an sBX bus rapid transit stop. The area around the intersection is residential with
commercial corridors along E Street and nearby Highland Avenue, which is approximately 350 feet north. San Bernardino High School is ¼ mile south of the intersection. There are no marked crosswalks at this intersection.
A total of 9 collisions have taken place at this intersection, including two resulting in severe injury. The most common Primary Collision Factors (PCFs) are pedestrian violation (33%) and improper turning (22%). The most common collision types are broadside (44%) and vehicle/pedestrian (33%).
The following countermeasures are recommended for this location:
- NS06: Add new warning signage prohibiting pedestrians crossing E Street at 21st Street, directing pedestrians
to cross at Highland Avenue to the north or at 20th Street to the south
6.3.11 E STREET AND 9TH STREET
This is a four-way signalized intersection between two major roads. E Street contains two lanes of general
traffic with dedicated left turn lanes, while 9th Street contains four lanes and a two-way left-turn lane. E
Street contains the sBX bus rapid transit corridor in its median, which is separated from general traffic
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and is a part of the signal phasing. Traffic on nearby driveways along E Street cannot cross the sBX corridor. Left turns are protective-permissive for east-west traffic on 9th Street and fully protected for north-south traffic on E Street. There are currently standard crosswalks on all legs of the intersection.
A total of 10 collisions have taken place at this location, including one resulting in severe injury. The most common Primary Collision Factors (PCFs) are traffic signals and signs (33%), pedestrian violation (22%), and improper turning (22%). The most common collision types are broadside (30%), sideswipe (20%), and
vehicle/pedestrian (20%).
Figure 6.23: E Street and 9th Street Collision History
The following countermeasures are recommended for this location:
- S21PB: Modify signal phasing to implement a Leading Pedestrian Interval (LPI)
o Northbound and southbound crossings are highly recommended, but all four crossings can be
considered.
- Upgrade existing crosswalks to continental striping.
6.3.12 5TH STREET AND VICTORIA AVENUE
This is a four-way signalized intersection between two major roads. Victoria Avenue contains four lanes
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of traffic without left turn lanes, while 5th Street contains two lanes of traffic as it approaches from the west, and four lanes of traffic with a two-way left-turn lane as it approaches from the east. Left turns are fully permissive in all directions. There are currently standard crosswalks on all legs of the intersection, with inconsistent sidewalk coverage nearby. 5th Street has Class II bike lanes. The intersection is located in a primarily industrial area with some residential uses nearby.
If 5th Street between Victoria Avenue and Roberts Street will be widened to accommodate additional
logistics facilities on the north and south, it is critical that those improvements be paid through
development fees and delivered by the City, or as part of the facility’s construction.
A total of 10 collisions have taken place at this location, with the most common Primary Collision Factor
(PCF) being automobile right-of-way violation (40.0%). The most common collision type is
overwhelmingly broadside (80.0%).
Figure 6.24: 5th Street and Victoria Avenue Collision History
The following countermeasures are recommended for this location:
- S06: Install northbound and southbound left turn lanes.
- S07: Provide protected left turn phase for eastbound and westbound traffic.
- S02: Improve signal heads (increased size, retroreflective back plates, near side signal heads for left turns).
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6.3.13 E STREET AND ORANGE SHOW ROAD
This location is a four-way signalized intersection between major arterial roadways. E Street contains two lanes of general traffic with dedicated left-turn lanes, while Orange Show Road contains four lanes and a two-way left-turn lane as it approaches from the east, and four lanes from the west that are joined by two left-turn lanes and a dedicated right-turn lane. E Street contains the sBX bus rapid transit corridor in its median, which is separated from general traffic and sBX operations are incorporated into the
corridor’s signal phasing. Traffic on nearby driveways along E Street cannot cross the sBX corridor. Left
turns are fully protected in the intersection. There are currently standard crosswalks on all legs of the
intersection.
A total of 33 collisions have taken place at this location. The most common Primary Collision Factors
(PCFs) are unsafe speed and automobile right-of-way violation (24.2% each). The most common collision
types are broadside (45.5%), rear end (21.2%), and sideswipe (12.1%).
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Figure 6.26: E Street and Orange Show Road Collision History
The following countermeasures are recommended for this location:
- S21PB: Evaluate potential for LPI across all legs; examine need for complementary right turn on red (RTOR)
restriction.
- S09: Add guidance striping across the intersection for BRT lanes; consider using high-visibility, colored striping
to clearly delineate lane assignment at the intersection approach and crossing the intersection.
o Consider guidance striping for northbound/southbound left turn lanes on Orange Show Road to help
vehicles avoid accidentally entering the BRT lanes.
- S02: Upgrade vehicle signal heads with retro-reflective yellow borders, increased signal lens sizes, etc.
- Upgrade existing crosswalks to continental striping
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7.0 NON-ENGINEERING SAFETY MEASURES
This section presents the non-infrastructure solutions to San Bernardino’s roadway safety needs. The programs will promote safe behavior in each plan’s identified transportation safety emphasis areas through education, law enforcement, and encouragement.
7.1 DRIVING UNDER THE INFLUENCE
Driving Under the Influence (DUI) remains a major issue in the City of San Bernardino, ranking 8th in collisions involving DUI among cities of similar size in California, and ranking 2nd in collisions involving DUI with a driver under the age of 21. Therefore, education and enforcement meant to address DUI should work to target underage drinking but also address DUIs from drivers of all age groups.
7.1.1 EDUCATION
• The San Bernardino City Unified School District can consider incorporating Every 15 Minutes 3 into the curriculum. The Every 15 Minutes program is a two-day program focusing on high school juniors and seniors. The program challenges them to think about drinking, driving, personal safety, the
responsibility of making decisions, and the impact their decisions have on their family, friends, and
community. The program is funded through OTS grants and California Highway Patrol mini-grants.
• The California Department of Alcoholic Beverage Control (ABC) operates the Licensee Education on
Alcohol and Drugs (LEAD) training program for store managers and employees on how to sell
alcohol safely, responsibly, and legally, with an emphasis on preventing sales to minors and clearly
intoxicated customers 4. This program is voluntary and free through OTS grants.
• Collaborate with Mothers Against Drunk Driving (MADD) to implement their Teen Influencer Institute
Program for San Bernardino, which trains middle and high school students on how to be effective
peer-to-peer educators.
7.1.2 ENFORCEMENT
• Provide training to San Bernardino Police Department for finding DUIs and other driving behaviors.
• Monitor local liquor stores and bars suspected of selling alcohol to minors.
• Set up police checkpoints at night to enforce DUI and California's Graduated Licensing Law. The
Graduated Licensing Law prohibits children under age 18 from driving with someone under the age
of 21 between 11 pm and 5 am without an adult (25 years or older) supervising.
7.1.3 FUNDING SOURCES
Table 7.1 presents potential funding sources for the programs addressing Driving Under the Influence.
3 https://www.chp.ca.gov/programs-services/programs/youth-programs/every-15-minutes
4 https://www.abc.ca.gov/education/lead-training/
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Table 7.1: Driving Under the Influence Program Funding Sources
Description Responsible Agency Funding Source
EDUCATION
Establish and stage an Interactive Simulation program for high school students – Every 15 Minutes. The Interactive Simulation program aims to challenge high school juniors and seniors about drinking, driving, and mature decision-making.
San Bernardino City Unified School
District OTS Grants
Promote Licensee Education on Alcohol and Drugs (LEAD) certification for store managers and employees on how to sell alcohol safely, responsibly, and legally.
City of San Bernardino Department
of Community and Economic Development, City of San Bernardino Department of Parks, Recreation & Community Services
OTS Grants
Collaborate with Mothers Against Drunk Driving (MADD) to implement peer-to-peer education among middle and high school students through MADD’s Teen Influencer Institute Program.
San Bernardino City Unified School District OTS Grants
ENFORCEMENT
Monitor local liquor stores and bars suspected of selling alcohol to
minors. San Bernardino Police Department OTS Grants
Set up police checkpoints at night to enforce DUIs and California's
Graduated Licensing Law. San Bernardino Police Department OTS Grants
7.2 SPEEDING
Speeding contributes significantly to crash frequency and severity. For instance, a car hitting a pedestrian
is eight times more likely to kill that pedestrian when moving at 40 miles per hour than when moving at
20 miles per hour. San Bernardino ranked 12th in speed-related collisions among cities with similar sizes
in California. Unsafe speeds were responsible for 23.2% of all collisions and 22.3% of KSI collisions in the
City between 2016 and 2020, which makes it the number-one most-common Primary Collision Factor for
collisions resulting in fatality and/or severe injury.
The following safety (non-engineering) programs or program elements can be considered to address rear
ends and speeding-related crashes.
7.2.1 EDUCATION
• Create a social media campaign to help drivers become more aware of how their speed impacts the
risk of death for vulnerable road users. This campaign could be led by the City of San Bernardino
Department of Public Works or the San Bernardino Police Department.
7.2.2 ENFORCEMENT
• Deploy San Bernardino Police Department officers equipped with radar or LIDAR technology at strategic locations to ticket speeding drivers.
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7.2.3 FUNDING SOURCES
Table 7.2 presents potential funding sources for the programs addressing speeding.
Table 7.2: Speeding Program Funding Sources
Description Responsible Agency Funding Source
EDUCATION
Create a social media campaign warning of the dangers of speeding.
City of San Bernardino Department of Public Works, San Bernardino Police Department OTS Grants
ENFORCEMENT
Deploy police officers equipped with radar or
LIDAR technology at strategic locations to ticket
speeding drivers.
San Bernardino Police Department OTS Grants
7.3 PEDESTRIANS AND BICYCLISTS
Pedestrians and cyclists are a highly vulnerable set of road users, particularly at night. San Bernardino ranked 7th in pedestrian-involved collisions among cities of similar size in California. The City also ranked 3rd in nighttime collisions among the same group. While motorists have a responsibility to drive safely,
pedestrians and cyclists can also take steps to enhance their own safety through increased awareness and
measures to make themselves more visible.
The following safety (non-engineering) programs or program elements can be considered to address
pedestrian and bicycle crashes:
7.3.1 EDUCATION
• Implement a “See and Be Seen” pedestrian and cyclist safety campaign which includes signal wrap
artwork and signage.
• Support adult bicycle rider skills classes, such as those offered by the League of American Bicyclists.
• Offer student pedestrian and bicycle traffic safety education in schools. Lessons related to walking
can include the danger of walking with distractions, while bicycle lessons can include helmet and
bicycle fit, hand signals, and riding safely with traffic.
• The City can collaborate with community-based organizations to hold events where safety equipment is distributed to the public, especially for outreach in low-income communities and bilingual/trilingual communities.
• Create a partnership between local agencies and SCAG to launch a Go Human campaign, which encourages drivers to slow down and watch for people walking and biking. SCAG co-brands its Go Human safety advertisements with partner logos and provides them at no cost. Local jurisdictions, agencies, non-profits, and community-based organizations can request print or digital material.
7.3.2 ENFORCEMENT
• Offer diversion classes for bicycle riders who have been cited for traffic violations. These classes
would help bicyclists learn about rights and responsibilities without issuing punitive consequences
that adversely affect their driving record.
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7.3.3 FUNDING SOURCES
Table 7.3 presents potential funding sources for the programs addressing pedestrian and bicycle safety.
Table 7.3: Pedestrian and Bicycle Program Funding Sources
Description Responsible Agency Funding Source
EDUCATION
Implement a “See and Be Seen” campaign for pedestrians and cyclists
City of San Bernardino Department of Community and Economic Development, City of San Bernardino Department of Parks, Recreation & Community Services
OTS Grants
Support adult bicycle rider skills classes. City of San Bernardino, League of American Bicyclists OTS Grants
Offer student pedestrian and bicycle traffic safety education. San Bernardino City Unified School District OTS Grants
Partner with SCAG Go Human campaign to encourage drivers to slow down and watch for people walking and biking.
City of San Bernardino Department of Public Works, City of San Bernardino Department of Public Health, SCAG
SCAG*
ENFORCEMENT
Offer diversion classes for bicycle riders. City of San Bernardino OTS Grants
*Resources are offered free of charge.
7.4 SCHOOL COLLISIONS
While trips to and from school are not specifically measured in SWITRS or OTS data, the available data is comprehensive enough to make inferences about school trips. As mentioned in Section 3, a total of 515 collisions met the criteria of occurring within 750 feet of a public school and taking place on a weekday, which accounts for 5.8% of all collisions within the City. Additionally, the City ranks 11th in collisions involving pedestrians under the age of 15 among cities of similar size in California.
The following safety (non-engineering) programs or program elements can be considered to address
school trip collisions:
7.4.1 EDUCATION
• Expand the existing “I Drive 25 or Less” campaign held by the San Bernardino City Unified School
District to increase awareness of speed limits in school zones. The current campaign includes vehicle
bumper stickers. The program can be expanded to include signage and more large-scale media
campaigns.
• Implement Walking School Buses and Bike Trains, which are regularly-held gatherings where adults
accompany students on a pre-planned walking or biking route to school. By gathering in groups,
students may be less likely to be involved in a vehicle collision than when walking alone.
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• Implement a program that solicits feedback on safety issues encountered by students and parents while traveling to and from school, which could be funded through the SCAG Sustainable Communities Program under the category of Civic Engagement, Equity, and Environmental Justice.
7.4.2 ENFORCEMENT
• Offer Deploy police officers equipped with radar or LIDAR technology at locations near schools where speeding is prevalent and ticket speeding drivers.
7.4.3 FUNDING SOURCES
Table 7.4 presents potential funding sources for the programs addressing Speeding.
Table 7.4: Pedestrian and Bicycle Program Funding Sources
Description Responsible Agency Funding Source
EDUCATION
Expand existing “I Drive 25 or Less” campaign. San Bernardino City Unified School
District OTS Grants
Implement Walking School Buses and Bike Trains. San Bernardino City Unified School
District OTS Grants
Implement a program that solicits feedback on safety issues encountered by students and parents while traveling to and from school.
San Bernardino City Unified School District, San Bernardino County Department of Public Health, SCAG SCAG
ENFORCEMENT
Deploy police officers equipped with radar or LIDAR technology at locations near schools where speeding is prevalent and ticket speeding drivers. San Bernardino Police Department OTS Grants
7.5 EMERGENCY VEHICLES
A total of 182 collisions were related to an emergency vehicle in San Bernardino from 2016 to 2020. The City of San Bernardino has its own Police Department. Since 2016, the City has used San Bernardino
County Fire Department for its fire services.
Emergency Vehicle Preemption (EVP) systems may not be provided at all major intersections in the City.
Signal preemption allows emergency vehicles to interrupt a normal signal cycle in order to proceed
through the intersection more quickly and under safer conditions. An EVP system may assist emergency
vehicles traveling through traffic prone areas when responding to an emergency call. Implementation of
the EVP system citywide may improve the emergency response team’s response time.
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8.0 SAFETY PROJECTS
This chapter provides the project scope, collision reduction benefits calculation, cost estimation, and Benefit to Cost (B/C) ratio analysis. It will also also outline the project prioritization process based on the
State’s HSIP Analyzer tool used to evalueate HSIP grant applications.
8.1 PROJECT SCOPES AND BENEFIT CALCULATIONS
The development of project scopes involves identifying one or more specific countermeasures at potential locations for safety improvements. Expected benefits are derived by applying the proposed countermeasures and corresponding Crash Reduction Factors (CRFs) to the expected crashes. This involves:
• Identifying the current number of crashes without treatment
• Applying CRFs by type and severity
• Applying a benefit value by crash severity
• Calculating the annual collision reduction benefits and multiplying by the project life in years
Caltrans has established some key requirements and procedures for its calls-for-projects to allow
agencies maximum flexibility in combining countermeasures and locations into a single project while
ensuring all projects can be consistently ranked on a statewide basis. These include:
• Only a maximum of three individual countermeasures can be utilized in the B/C ratio for a project’s
location type (e.g. three signalized countermeasures and one non-signalized countermeasure is
acceptable for a systemic project).
An engineer determining the benefits of newly installed infrastructure first determines the number of
collisions with the potential to be prevented by the improvement. The engineer then applies the CRF,
which gives the rough percentage of crashes that would be prevented. The next step in estimating the overall benefit of a proposed improvement project is multiplying the expected reduction in crashes by a generally accepted value for the “cost” of crashes. The expected “benefit” value for a project is the expected “reduction in costs” value from reducing future crashes. The values weights by crash severity come from the 2022 Local Roadway Safety Manual.
Table 3.1: Collision Crash Values and EPDO Score
Collision Severity Location Type Crash Cost EPDO Score Value
Fatality (K) and Severe Injury (A)
Signalized Intersection $1,787,000 119.93
Non-Signalized Intersection $2,843,000 190.81
Combined (KA) Roadway $2,461,000 165.17
Evident Injury - Other Visible (B)
All Location Types
$159,900 10.73
Possible Injury–Complaint of Pain
(C) $90,900 6.10
Property Damage Only (O) $14,900 1.00
Source: Appendix D, Caltrans Local Roadway Safety Manual, 2022
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN PAGE 79
The final step in calculating the total safety project benefits is to divide the benefits by the number of years the collision data was collected (five years for this project) and multiply this value by the project life in years.
The safety project scopes are listed in Table 8.1, including the applicable countermeasure category for each improvement and benefits calculated according to the method above.
It is important to note that while the HSIP cost/benefit ratio process provides a well-documented and
rigorous approach for developing and prioritizing projects, it is not the only way that a project or location
can be prioritized to assess systemic safety improvements. Nor do agencies have to limit their funding
source to HSIP alone. Many of the projects described in Section 6.0 would be eligible for funding from
several of the grant programs listed in Section 8.5.
8.2 COST ESTIMATE
Planning-level cost estimates were developed for each countermeasure. Cost estimates were prepared based on recent bid tabulations and estimates of current construction costs consisting of unit-based cost estimates and contingencies. The costs include construction costs and include estimates engineering and administrative costs. A contingency is added to the construction cost of each project depending on the
complexity of the scope. The engineering and administration cost is assumed to be 25 percent of the
total construction cost, including the contingency. While some projects only utilize planning level costs to
determine their BCR, with pre-determined costs for each countermeasure, more detailed design concepts
and cost estimates were completed as examples of projects that could be transformative for locations
with particularly high collision frequencies or unique circumstances. Those more detailed cost estimates,
along with the project concepts, can be found in Appendix A.
8.3 BENEFIT/COST RATIO
A Benefit/Cost Ratio (BCR) is the ratio of a project's benefits relative to its costs, and both are expressed in monetary terms. The BCR is calculated by taking a project’s overall benefit and dividing it by the overall project cost. Projects with a higher BCR mean greater benefits relative to costs, while a lower BCR
means fewer benefits than costs. All project costs, from planning and design through construction
completion are included when calculating the BCR.
Based on Caltrans’s need for a fair, data-driven, statewide project selection process for HSIP call-for-
projects, the benefit and cost calculations were completed using the same process shown in the HSIP
Analyzer to calculate the B/C ratio of the project. The B/C ratios were used to identify the projects with
high cost-effectiveness that may have a greater chance of receiving federal funding in Caltrans call-for-
projects. Table 8.2 summarizes the B/C ratio proposed safety projects. The benefit/cost ratio is calculated
according to the HSIP Analyzer from the HSIP grant application. Appendix B includes a full summary of
each project countermeasure and associated costs. Note that, while BCR is the primary selection criteria
for HSIP applications, the City can always turn to other funding sources that use different selection
criteria entirely.
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN PAGE 80
Table 8.2: Benefits/Cost Ratio Analysis by Safety Project
Location CM # Collision Reduction Benefits Project Cost Estimate Benefit/Cost Ratio (BCR)
Cajon Boulevard & Medical Center Drive NS01, NS18, NS06, NS07 $17,669,540 $9,820.00 1,799.34
E Street & 21st Street NS06 $1,848,990 $2,700.00 684.81
9th Street & Sierra Way S01, S02 $4,686,270 $8,780 533.74
9th Street & Preston Street/Valencia Avenue NS23PB, NS19PB $25,026,400 $99,895 250.53
E Street (CA-210 to Fairway Drive) NS20PB $1,838,450 $7,430.00 247.44
E Street & 9th Street NS20PB, S21PB $4,017,270 $23,530 170.73
E Street & Valley Street S21PB, S02 $2,237,490 $23,800 94.01
Highland Avenue & Eucalyptus Drive/Rockford Avenue NS23PB, NS19PB, NS06 $30,690,800 $352,752.00 87.00
30th Street (San Gabriel Street to Cedar Street) R21, R28 $13,988,440 $162,819.60 85.91
Meridian Avenue & Rialto Avenue S02, S03 $900,090 $14,700 61.23
9th Street (Waterman Avenue to Del Rosa Drive) R14, R32PB $47,038,880 $919,272.00 51.17
E Street, Inland Center Drive, & Mill Street S18PB, S02 $1,068,140 $26,480 40.34
Rialto Avenue (Pepper Avenue to Muscott Street) R32PB, R34PB, R08, R31 $32,865,280 $858,467.43 38.28
Rialto Avenue & F Street R32PB, S21PB $1,739,380 $47,421.02 36.68
Meridian Avenue (Etiwanda Street to Rialto Avenue) NS20PB, NS09 $3,518,500 $107,150.00 32.84
E Street & Orange Show Road S21PB, S09, S02 $1,515,690 $57,330 26.44
Kendall Drive (University Drive to H Street) R34PB, NS21PB, NS03, NS14, R33PB $65,378,060 $2,645,900.00 24.71
N. E Street & Kendall Drive NS07, R28, NS09 $717,470 $32,485.80 22.09
Richardson Street & San Bernardino Avenue S02, R22 $702,090 $32,180 21.82
G Street & Inland Center Drive S03, R33PB, S02 $2,476,170 $122,086 20.28
5th Street & Victoria Avenue S06, S07, S02 $4,639,800 $1,132,700 4.10
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8.0 SAFETY PROJECTS
CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN PAGE 81
8.4 FUNDING SOURCES
Several state and federal grant programs offer to fund engineering and non-engineering roadway safety
projects. The California Department of Transportation’s (Caltrans) Active Transportation Program (ATP)
encourages bicycle and pedestrian use in the state by funding programs that increase bike or pedestrian
mode share or improve bicycle or pedestrian safety. Caltrans also administers the Sustainable
Communities Grant Program, which awards grants to municipal projects that reduce greenhouse gas
emissions and support multi-modal transportation. The Sustainable Communities Program prioritizes
projects that solicit stakeholder and community engagement and support state policies like the 2040
California Transportation Plan. The California Office of Traffic Safety awards grants for projects addressing
any one or more of ten priority areas, including Driving Under the Influence, Distracted Driving,
Pedestrian and Bicycle Safety, Police Enforcement, Safety Data Collection, and Marketing/Publicity Campaigns.
At the federal level, the Safe Streets and Roads For All program (SS4A) the primary goal to support increased roadway safety through proven countermeasures and program deployment. The Advanced Transportation Technologies & Innovative Mobility Deployment Program (ATTAIN) funds technology to promote safety and efficiency in the transportation system, which can be used to deploy extensive signal system interconnections and upgrades that increase safety on major arterials. The Highway Safety Improvement Program (HSIP) funds roadway safety improvements on any public roadway, which is distributed through State and local programs (California swaps federal HSIP funds with State highway
funds, so HSIP funded projects are almost completely funded with State, rather than federal funds,
reducing the administrative burden). In addition to these programs, the 2021 Infrastructure Investment and Jobs Act (IIJA) has begun to program additional discretionary grant and formula funding programs focused on roadway safety, active transportation and mobility technology improvements. These programs, and others that stem from new or re-purposed revenue streams in the State, should be considered as they are programmed and incorporated into the City’s infrastructure funding strategies. Table 8.3 provides a list of eligible programs and the funding sources for related to transportation safety.
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8.0 SAFETY PROJECTS
CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN PAGE 82
Table 8.3: Transportation Safety Funding Sources Summary
Oversight Agency Source Eligible Programs Areas Addressed
Federal Highway Administration (FHWA)
Highway Safety Improvement Program (HSIP)
Any work on public roads, bikeways and pedestrian
paths/trails “that improves the safety for its users”. For the most part, only engineering projects are eligible, but the FAST act also permits funding for data collection by law enforcement1, 2. Funding awards are adminsitered by the State through a bi-annual funding call for projects.
Data Collection, Countermeasure Implementation
Federal Highway Administration
(FHWA)
Advanced Transportation
Technologies &
Innovative Mobility Deployment (ATTAIN)
Funds advanced transportation and congestion management technologies to improve safety, efficiency and performance. Examples of funded project types include advanced traveler
information systems and data collection and analysis efforts3.
The City can partner with the County or SCAG on innovation-focused projects that support the goals of the ATTIMD program.
Digital Enforcement;
Technology Partnerships
Federal Highway Administration (FHWA)
Surface Transportation Block Grant
Program (STBG)
Provides flexible funding that may be used by States and localities for projects to preserve and improve the conditions and performance on any Federal-aid highway, bridge and tunnel projects on any public road, pedestrian and bicycle infrastructure, and transit capital projects, including intercity
bus terminals4.
Active Transportation
US Department of Transportation
Safe Streets and Roads for All (SS4A)
The purpose of SS4A grants is to improve roadway safety by significantly reducing or eliminating roadway fatalities and serious injuries through safety action plan development and implementation focused on all users, including pedestrians, bicyclists, public transportation users, motorists, personal conveyance and micromobility users, and commercial vehicle operators.
Roadway Safety, Active Transportation, Planning & Design, Education and Enforcement, Data Collection
California Department of
Transportation
(Caltrans)
Active Transportation
Program (ATP)
Local government projects that improve the safety or increase the mode share of bicycling and walking. Additional
program objectives include reducing emissions and
enhancing public health5.
Bicycle and Pedestrian Education and
Enforcement
California Department of Transportation (Caltrans)
Sustainable Communities Grant Program
The program awards "Competitive Grants" to local governments. These grants prioritize projects that reduce Greenhouse Gas Emissions, support multi-modal transportation, involve stakeholder/ community engagement and support related plans like the California Transportation Plan and California Complete Streets Framework6 .
Active Transportation, Speed, Education
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8.0 SAFETY PROJECTS
CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN PAGE 83
Oversight Agency Source Eligible Programs Areas Addressed
San Bernardino County Transportation Authority (SBCTA)
Measure I Transportation Funds
Measure I is the half-cent sales tax collected throughout San
Bernardino County for transportation improvements, including major arterial projects, grade separations, and local street improvements. The City of San Bernardino can designate safety projects for inclusion in their annual Measure I capital project plans.
Countermeasure Implementation, Active Transportation, Preventative Maintenance
California Office of Traffic Safety Office of Traffic Safety (OTS) Grants
Programs should address one of ten priority areas (eight are
listed to the right). Grant recipients should expect to wait up to 90 days before being reimbursed/funded, and should be able to provide traffic safety data to justify funded programs7.
Alcohol-Impaired Driving, Drug-Impaired Driving, Police Traffic
Services, Roadway Safety
and Traffic Records, Emergency Medical Services, Occupant Protection, Pedestrian and Bicycle Safety, Public Relations/Advertising/ Marketing
California Air
Resources Board
Sustainable
Transportation Equity Program (STEP)
Aims to address community residents’ transportation needs, increase access to key destinations, and reduce greenhouse
gas emissions by funding planning, clean transportation, and supporting projects particularly in disadvantaged and low-income communities via two types of grants: Planning and Capacity Building Grants and Implementation Grants.
Countermeasure
Implementation
Sources:
1. Highway Safety Improvement Program Guidelines, September 2021
2. Highway Safety Improvement Program, Pub. L. No. 148, 23 US Code (2015). https://www.law.cornell.edu/uscode/text/23/148. 3. Federal Highway Administration. Bipartisan Infrastructure Law Funding Programs. https://www.fhwa.dot.gov/bipartisan-infrastructure-law/attain.cfm
4. Federal Highway Administration. Surface Transportation Block Grant Program (STBG). https://www.fhwa.dot.gov/specialfunding/stp/ 5. California Transportation Commission. 2023 Active Transportation Program Guidelines. March 16, 2022. Resolution G-22-30. 6. California Department of Transportation. Sustainable Transportation Planning Grant Program 2022-23 Grant Application Guide. September 2021. 7. California Office of Traffic Safety Grant Manual for Federal Fiscal Year 2022. October 2021.
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN
APPENDIX A
PRIORITY PROJECT CONCEPTS & DETAILED COST ESTIMATES
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN
APPENDIX B
BENEFIT/COST RATIO ANALYSIS
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN
APPENDIX C
LOCAL ROADWAY SAFETY MANUAL COUNTERMEASURE INDEX
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CITY OF SAN BERNARDINO | LOCAL ROADWAY SAFETY PLAN
APPENDIX D
PCF GLOSSARY
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Orange, California 92868
2141 W. Orangewood Ave., Suite A
Tel: (714) 573-0317 Fax: (714) 573-9534
Packet Pg. 472
COUNTER
MEASURE ITEM DESCRIPTION ESTIMATED
QUANTITY
UNIT OF
MEASURE
UNIT
PRICE ITEM TOTAL
CIVIL
Demo/unclassified excavation 130 CY $350 $45,500
Native fill 115 CY $60 $6,900
Install curb and gutter 800 LF $65 $52,000
Install 4" PCC sidewalk 4,794 SF $15 $71,910
Install curb ramp 2 EA $6,500 $13,000
$189,310
SIGNING AND STRIPING
Remove striping 3,715 LF $1 $3,715
Install limit line striping 1,051 LF $3 $3,153
Install white continental crosswalk 5,547 SF $4 $22,188
Install yellow continental crosswalk 2,616 SF $4 $10,464
$39,520
TRAFFIC SIGNAL
Install new traffic signal 1 LS $500,000 $500,000
$500,000
SIGNING AND STRIPING
Remove striping 57,941 LF $1.00 $57,941
Remove pavement marking 32 EA $300 $9,600
Install striping (solid) 23,341 LF $1.40 $32,677
Install striping (dashed) 15,870 LF $1.80 $28,566
Install striping (double yellow) 11,815 LF $2.20 $25,993
Install green conflict zone striping 5,291 LF $15 $79,365
Install pavement marking 134 EA $500 $67,000
Remove sign and post (R1-1 at 3rd Ave) 1 EA $150 $150
Install sign panel and post 20 EA $550 $11,000
Install sign panel - R2-1(40) 4 EA $500 $2,000
Remove sign panel - R2-1(50) 4 EA $50 $200
Install K71-Type bollard delineator 332 EA $225 $74,700
Install red curb 415 LF $2 $830
$390,022
CIVIL
Demo/unclassified excavation 10 CY $350 $3,500
Native fill 10 CY $60 $600
Install curb only 102 LF $50 $5,100
Install 4" PCC sidewalk 407 SF $15 $6,105
SIGNING AND STRIPING
Remove striping 30 LF $1 $30
Remove pavement marking 1 EA $300 $300
Install limit line 12 LF $3.50 $42
Install pavement marking 1 EA $500 $500
$16,177
$1,135,029
$113,503
$50,000
$20,000
$120,000
$80,840
$113,503
$120,000
$525,863
$442,194
$2,720,932
STORM WATER BEST MANAGEMENT PRACTICES (BMPs)
30% CONTINGENCY
INFLATION ADJUSTMENT (3% PER YEAR @ 6 YEARS)
GRAND TOTAL
MOBILIZATION & DEMOBILIZATION
TRAFFIC CONTROL, PUBLIC CONVENIENCE AND SAFETY
CONSTRUCTION SURVEY AND MONUMENTATION
FINAL DESIGN
CONSTRUCTION MANAGEMENT AND INSPECTION
PROJECT MANAGEMENT
R33PB
COUNTERMEASURE SUBTOTAL
NS14
COUNTERMEASURE SUBTOTAL
TOTAL FOR BASE BID ITEMS
NS21PB
COUNTERMEASURE SUBTOTAL
NS03
COUNTERMEASURE SUBTOTAL
CITY OF SAN BERNARDINO
KENDALL DRIVE BETWEEN UNIVERSITY PARKWAY AND H STREET
PRELIMINARY ENGINEER'S COST ESTIMATE
R34PB
COUNTERMEASURE SUBTOTAL
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Orange, California 928682141 W. Orangewood Ave., Suite ATel: (714) 573-0317 Fax: (714) 573-9534 Packet Pg. 474
COUNTER
MEASURE ITEM DESCRIPTION ESTIMATED
QUANTITY
UNIT OF
MEASURE
UNIT
PRICE ITEM TOTAL
TRAFFIC SIGNAL (HAWK)
Install Type 332 cabinet with 2070 controller complete 1 EA $25,000 $25,000
Install Type III-BF service pedestal complete 1 EA $10,000 $10,000
Install Type 19 standard and foundation complete 1 EA $12,000 $12,000
Install Type 24 standard and foundation complete 1 EA $17,000 $17,000
Install 30' mast arm complete 1 EA $3,600 $3,600
Install 35' mast arm complete 1 EA $4,200 $4,200
Install 3-12" LED vehicle head with mounting 4 EA $1,200 $4,800
Install Type B pedestrian push button 2 EA $750 $1,500
Install LED countdown pedestrian head with mounting 2 EA $1,600 $3,200
Install sign on mast arm 2 EA $800 $1,600
Install sign on pole 4 EA $250 $1,000
SIGNING AND STRIPING
Relocate bus sign 1 EA $250 $250
$84,150
SIGNING AND STRIPING
Remove striping 310 LF $1 $310
Install striping 172 LF $3.00 $516
Install white continental crosswalk 980 SF $4.00 $3,920
CIVIL
Install curb ramp 2 EA $6,500 $13,000
$17,746
CIVIL
Demo/unclassified excavation 10 CY $350 $3,500
Native fill 52 CY $60 $3,120
Install curb only 130 LF $50 $6,500
Install sidewalk 175 SF $15 $2,625
$15,745
CIVIL
Install tubular hand railing 12 LF $225 $2,700
$2,700
SIGNING AND STRIPING
Install sign panel and post 4 EA $550 $2,200
$2,200
$122,541
$12,254
$6,000
$5,000
$40,000
$28,200
$12,254
$1,000
$68,175
$57,328
$352,752
OTHER SUBTOTAL
OTHER
COUNTERMEASURE SUBTOTAL
NS06
CITY OF SAN BERNARDINO
HIGHLAND AVENUE AND EUCALYPTUS DRIVE
PRELIMINARY ENGINEER'S COST ESTIMATE
NS23PB
COUNTERMEASURE SUBTOTAL
OTHER
OTHER SUBTOTAL
NS19PB
COUNTERMEASURE SUBTOTAL
18% INFLATION (3% PER YEAR @ 6 YEARS)
GRAND TOTAL
CONSTRUCTION SURVEY AND MONUMENTATION
FINAL DESIGN
CONSTRUCTION MANAGEMENT AND INSPECTION
PROJECT MANAGEMENT
STORM WATER BEST MANAGEMENT PRACTICES (BMPs)
30% CONTINGENCY
TOTAL FOR BASE BID ITEMS
MOBILIZATION & DEMOBILIZATION
TRAFFIC CONTROL, PUBLIC CONVENIENCE AND SAFETY
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Orange, California 92868
2141 W. Orangewood Ave., Suite A
Tel: (714) 573-0317 Fax: (714) 573-9534
Packet Pg. 476
COUNTER
MEASURE ITEM DESCRIPTION ESTIMATED
QUANTITY
UNIT OF
MEASURE
UNIT
PRICE ITEM TOTAL
TRAFFIC SIGNAL (HAWK)
Install Type 332 cabinet with 2070 controller complete 1 EA $25,000 $25,000
Install Type III-BF service pedestal complete 1 EA $10,000 $10,000
Install Type 1-A standard and foundation complete 1 EA $3,650 $3,650
Install Type 19 standard and foundation complete 2 EA $12,000 $24,000
Install 25' mast arm complete 2 EA $3,300 $6,600
Install 3-12" LED vehicle head with mounting 2 EA $1,200 $2,400
Install Type B pedestrian push button 2 EA $750 $1,500
Install LED countdown pedestrian head with mounting 2 EA $1,600 $3,200
Install sign on mast arm 2 EA $800 $1,600
Install sign on pole 4 EA $250 $1,000
$78,950
SIGNING AND STRIPING
Remove striping 480 LF $1 $480
Install striping 25 LF $3 $75
Install yellow continental crosswalk 290 SF $4 $1,160
CIVIL
Install curb ramp 2 EA $6,500 $13,000
$14,715
CIVIL
Demo/unclassified excavation 9 CY $350 $3,150
Native fill 6 CY $60 $360
Install curb only 120 LF $50 $6,000
Install sidewalk 322 SF $15 $4,830
$14,340
CIVIL
Install tubular hand railing 12 LF $225 $2,700
$2,700
SIGNING AND STRIPING
Install sign panel and post 2 EA $550 $1,100
$1,100
SIGNING AND STRIPING
Remove pavement marking 21 EA $300 $6,300
Remove striping 17,975 LF $1 $17,975
Install pavement marking 70 EA $500 $35,000
Install striping 37,240 LF $3 $111,720
Install green conflict zone striping 2,770 LF $15 $41,550
Install sign panel and post 11 EA $550 $6,050
$212,545
$310,010
$31,001
$12,000
$5,000
$55,000
$28,200
$31,001
$120,000
$177,664
$149,396
$919,272
NS06
COUNTERMEASURE SUBTOTAL
CITY OF SAN BERNARDINO
9TH STREET BETWEEN WATERMAN AVENUE AND DEL ROSA AVENUE
PRELIMINARY ENGINEER'S COST ESTIMATE
OTHER SUBTOTAL
COUNTERMEASURE SUBTOTAL
NS23PB
OTHER
NS19PB
COUNTERMEASURE SUBTOTAL
OTHER
OTHER SUBTOTAL
TOTAL FOR BASE BID ITEMS
MOBILIZATION & DEMOBILIZATION
TRAFFIC CONTROL, PUBLIC CONVENIENCE AND SAFETY
R14
COUNTERMEASURE SUBTOTAL
18% INFLATION (3% PER YEAR @ 6 YEARS)
GRAND TOTAL
CONSTRUCTION SURVEY AND MONUMENTATION
FINAL DESIGN
CONSTRUCTION MANAGEMENT AND INSPECTION
PROJECT MANAGEMENT
STORM WATER BEST MANAGEMENT PRACTICES (BMPs)
30% CONTINGENCY
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J:\2021\JC13054_San Bernardino_LRSP\Documents\Report\03_LRSP Report\Appendix\SB_Countermeasure BCR.xlsx - All_Locations Page 1
#Location Type CM #Countermeasure
Names Description Collision
Type CRF Project Life
(Years)
No. of
Preventable
Collisions
Collision
EPDO
Collision
Reduction
Benefits
Cost ($)
Estimate
Benefit/Cost
Ratio (BCR)
HSIP Max
Share
1.01 Non-Signalized NS01 Add intersection lighting
(NS.I.)
Additional intersection lighting at NE or NW corner of intersection (based on
available ROW)Night 40%20 3 $2,872,800 $4,596,480 $4,960.00 926.71 90%
1.02 NS18 Install left-turn lane (where no
left-turn lane exists)
Restripe to eastbound left turn lane for NORTHBOUND left from Medical
Center Dr.All 35%20 9 $5,942,300 $8,319,220 $810.00 10,270.64 90%
1.03
NS06
Install/upgrade larger or
additional stop signs or other
intersection
warning/regulatory signs
Additional warning signage for all approaches (W4-4aP for Medical Center
Drive, SW4-1 for SOUTHBOUND Cajon Boulevard)All 15%10 9 $5,942,300 $1,782,690 $3,375.00 528.20 90%
1.04 NS07 Upgrade intersection
pavement markings (NS.I.)
Add additional markings for southbound/northbound approaches to as
advance warning to complement improved signage (NS06)All 25%10 9 $5,942,300 $2,971,150 $675.00 4,401.70 90%
2.01
Non-Signalized NS07
Upgrade intersection
pavement markings (NS.I.)
Restripe the southbound E Street approach and stop bar so it is perpendicular
to the centerline of Kendall Drive. Install a striped bulb out on the west edge
of the intersection to orient traffic to the new stop bar, and provide a less
extreme angle for sight lines. Relocate the stop sign to align with new stop bar
position and bulb out.
All 25%10 10 $515,000 $257,500 $13,500.00 19.07 90%
2.02 Roadway R28 Install edge-lines and
centerlines
Provide an edge line for southbound Kendall Drive through the curve as it
approaches and departs the E Street intersection All 25%10 10 $515,000 $257,500 $4,985.80 51.65 90%
2.03
Non-Signalized NS09
Install flashing beacons as
advance warning (NS.I.)
Consider warning signs with flashing beacon or a speed feedback sign for
southbound traffic at the intersection approach and departure the intersection All 15%10 11 $674,900 $202,470 $14,000.00 14.46 90%
3.01 Non-Signalized NS23PB Install Pedestrian Hybrid
Beacon (HAWK)
Install at NE corner of Eucalyptus Drive and 450’ east of I-210 SOUTHBOUND
off-ramp, at the end of the curb taper.
Pedestrian
and Bicycle 55%20 7 $6,133,500 $13,493,700 90%
3.02 NS19PB Install raised medians (refuge
islands)
Install concrete pedestrian refuge island to protect pedestrians using HAWK
crosswalk.
Pedestrian
and Bicycle 45%20 7 $6,133,500 $11,040,300 90%
3.03
NS06
Install/upgrade larger or
additional stop signs or other
intersection
warning/regulatory signs
Install new advance warning signage for new HAWK crosswalk (pedestrian
crossing, indicator arrow, etc.) as advance warning to prepare drivers to stop.All 25%10 47 $12,313,600 $6,156,800 90%
4
4.01
E Street & 21st Street Non-Signalized NS06
Install/upgrade larger or
additional stop signs or other
intersection
warning/regulatory signs
Add warning signage prohibiting crossing across E Street, directing
pedestrians to cross at Highland Avenue to the north or at 20th Street to the
south All 15%10 9 $6,163,300 $1,848,990 $2,700.00 684.81 90%
5.01 Signalized NS20PB Upgrade pedestrian crossing Stripe continental crosswalks on all legs of the intersection.Pedestrian
and Bicycle 25%10 10 $2,363,100 $1,181,550 $7,430.00 159.02 90%
5.02
S21PB
Modify signal phasing to
implement a Leading
Pedestrian Interval (LPI)
Northbound and southbound only Pedestrian
and Bicycle 60%10 10 $2,363,100 $2,835,720 $16,100.00 176.13 90%
6.01 Signalized S01 Add intersection lighting (S.I.)Install a new streetlight on the southwest corner Night 40%20 13 $2,407,800 $3,852,480 $1,080.00 3,567.11 90%
6.02 S02 Improve signal hardware Install nearside signals eastbound and westbound on 9th Street All 15%10 18 $2,779,300 $833,790 $7,700.00 108.28
7.01 9th Street & Preston Street/Valencia
Avenue Non-Signalized NS23PB Install Pedestrian Hybrid
Beacon (HAWK)
Install a HAWK pedestrian signal (if it meets the required warrant) or an RRFB Pedestrian
and Bicycle 55%20 6 $6,256,600 $13,764,520 $84,150.00 163.57 90%
7.02 NS19PB Install raised medians / refuge
islands (NS.I.)
Install concrete pedestrian refuge island to protect pedestrians using HAWK
crosswalk.
Pedestrian
and Bicycle 45%20 6 $6,256,600 $11,261,880 $15,745.00 715.27 90%
8.01
Signalized S06
Install left-turn lane and add
turn phase (signal has no left-
turn lane or phase before)
Install northbound and southbound left turn lanes
All 55%20 10 $1,254,000 $2,758,800 $375,000.00 7.36 90%
8.02 S07 Add left turn phase Add left turn phase for eastbound and westbound traffic All 30%20 10 $1,254,000 $1,504,800 $750,000.00 2.01 90%
8.03 S02 Improve signal hardware Improve signal heads (increased size, retroreflective back plates, near side
signal heads for left turns).All 15%10 10 $1,254,000 $376,200 $7,700.00 48.86 90%
9.01 Signalized S02 Improve signal hardware Upgrade vehicle signal heads with retro-reflective yellow borders, increased
signal lens sizes, etc.All 15%10 5 $2,074,600 $622,380 $7,700.00 80.83 90%
9.02 Roadway R22 Install/upgrade signs Install school crossing warning signage along Richardson Street between San
Bernardino and the City limits at I-10.All 15%10 3 $265,700 $79,710 $24,480.00 3.26 90%
1
2
3
Cajon Boulevard & Medical Center Drive
N. E Street & Kendall Drive
Highland Avenue & Eucalyptus
Drive/Rockford Avenue $352,752.00 87.00
5 E Street & 9th Street
6 9th Street & Sierra Way
8 5th Street & Victoria Avenue
9 Richardson Street & San Bernardino
Avenue
7
Packet Pg. 478
J:\2021\JC13054_San Bernardino_LRSP\Documents\Report\03_LRSP Report\Appendix\SB_Countermeasure BCR.xlsx - All_Locations Page 2
#Location Type CM #Countermeasure
Names Description Collision
Type CRF Project Life
(Years)
No. of
Preventable
Collisions
Collision
EPDO
Collision
Reduction
Benefits
Cost ($)
Estimate
Benefit/Cost
Ratio (BCR)
HSIP Max
Share
10.01
Signalized S21PB
Modify signal phasing to
implement a Leading
Pedestrian Interval (LPI)
Evaluate potential for LPI across all legs; examine need for complementary
right turn on red (RTOR) restriction Pedestrian
and Bicycle 60%10 3 $410,700 $492,840 $32,200.00 15.31 90%
10.02
S09
Install raised pavement
markers and striping
(Through Intersection)
Add guidance striping across the intersection for BRT lanes; consider using
high-visibility, colored striping to clearly delineate lane assignment at the
intersection approach and crossing the intersection
All 10%10 33 $2,045,700 $409,140 $2,030.00 201.55 90%
10.03
S02
Improve signal hardware:
lenses, back-plates with
retroreflective borders,
mounting, size, and number
Upgrade signal hardware with retro-reflective borders
All 15%10 33 $2,045,700 $613,710 $23,100.00 26.57 90%
11.01
Signalized S03
Improve signal timing
(coordination, phases, red,
yellow, or operation)
Fix northbound left turn lane detection (when observed in the field, it was
intermittent; unsure if it is dynamic based on time-of-day); Consider flashing
yellow arrow signals
All 15%10 11 $2,045,700 $613,710 $7,000.00 87.67 50%
11.02 Roadway R33PB Install Separated Bike Lanes Complete Class I path on the north side of the street, from G St to E St
(including bridge crossing)
Pedestrian
and Bicycle 45%20 2 $992,900 $1,787,220 $107,386.36 16.64 90%
11.03
Signalized S02
Improve signal hardware:
lenses, back-plates with
retroreflective borders,
mounting, size, and number
Upgrade signal heads with retro-reflective borders
All 15%10 11 $250,800 $75,240 $7,700.00 9.77 90%
12.01 Signalized S18PB Install pedestrian crossing
(S.I.)
Consider installing new pedestrian crosswalks to the Southeast corner across
Inland Center Drive and across E Street
Pedestrian
and Bicycle 25%20 2 $992,900 $992,900 $3,380.00 293.76 90%
12.02
S02
Improve signal hardware:
lenses, back-plates with
retroreflective borders,
mounting, size, and number
Upgrade signal hardware with retro-reflective borders
All 15%10 26 $250,800 $75,240 $23,100.00 3.26 90%
13.01
Signalized S21PB
Modify signal phasing to
implement a Leading
Pedestrian Interval (LPI)
Modify signal phasing to implement a Leading Pedestrian Interval (LPI)Pedestrian
and Bicycle 60%10 3 $1,796,400 $2,155,680 $16,100.00 133.89 90%
13.02
S02
Improve signal hardware:
lenses, back-plates with
retroreflective borders,
mounting, size, and number
Install nearside vehicle signal heads with retro-reflective yellow borders. Install
new signal heads with U-turn arrow instead of left-turn arrow.All 15%10 7 $272,700 $81,810 $7,700.00 10.62 90%
14.01 Roadway R32PB Install Bike Lanes Add bike lanes eastbound and westbound (consider Class IV if adequate
space)
Pedestrian
and Bicycle 35%20 7 $401,300 $561,820 $31,321.02 17.94 90%
14.02
Signalized S21PB
Modify signal phasing to
implement a Leading
Pedestrian Interval (LPI)
Implement leading pedestrian intervals for northbound and southbound
pedestrian movements Pedestrian
and Bicycle 60%10 3 $981,300 $1,177,560 $16,100.00 73.14 90%
15.01
Signalized S02
Improve signal hardware:
lenses, back-plates with
retroreflective borders,
mounting, size, and number
Consider replacing five-section protective-permissive left turn with flashing
yellow arrows All 15%10 15 $479,700 $143,910 $7,700.00 18.69 90%
15.02
S03
Improve signal timing
(coordination, phases, red,
yellow, or operation)
Review yellow and all-red timing parameters
All 15%10 15 $2,520,600 $756,180 $7,000.00 108.03 50%
16.01
Roadway R34PB
Install sidewalk/pathway (to
avoid walking along roadway)
Install a new sidewalk on the north side of Kendall Drive between 4th Avenue
and Mountain Drive, and south of Western Avenue, along existing gaps where
no sidewalk currently exists.
Pedestrian
and Bicycle 80%20 2 $10,847,200 $34,711,040 90%
16.02 Non-Signalized NS21PB Upgrade pedestrian crossing Upgrade to continental crosswalks along entire corridor at all existing marked
crossings, and install amber crosswalks at locations along school routes.Pedestrian
and Bicycle 35%20 3 $3,002,900 $4,204,060 90%
16.03
NS03
Install signals Signalize intersection of Kendall Drive and Lakewood Drive to shorten the un-
signalized segment, providing speed control and create a safer pedestrian
crossing opportunity.
All 30%20 12 $3,024,800 $3,629,760 90%
Meridian Avenue & Rialto Avenue15
16 Kendall Drive (University Drive to H
Street)$2,645,900.00 24.71
Rialto Avenue & F Street
11
14
10 E Street & Orange Show Road
G Street & Inland Center Drive
12 E Street, Inland Center Drive, & Mill
Street
13 E Street & Valley Street
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J:\2021\JC13054_San Bernardino_LRSP\Documents\Report\03_LRSP Report\Appendix\SB_Countermeasure BCR.xlsx - All_Locations Page 3
#Location Type CM #Countermeasure
Names Description Collision
Type CRF Project Life
(Years)
No. of
Preventable
Collisions
Collision
EPDO
Collision
Reduction
Benefits
Cost ($)
Estimate
Benefit/Cost
Ratio (BCR)
HSIP Max
Share
16.04
Roadway R33PB
Install Separated Bike Lanes Install Class IV separated bike lanes with parking protection along both sides
of the corridor. Remove center two-way left turn lane (TWLT) to create space
along the roadway. Create left-turn pockets and receiving pockets where
necessary.
Pedestrian
and Bicycle 45%20 12 $5,810,000 $10,458,000 90%
16.05 Non-Signalized NS14 Install raised median on
approaches (NS.I.)
Prohibit left turns from southbound 3rd Avenue to eastbound Kendall Drive
with a directional median on 3rd Avenue.All 25%20 9 $12,375,200 $12,375,200 90%
17.01 Roadway R32PB Install bike lanes Add bike lanes eastbound (Class IV) and westbound (Class II)Pedestrian
and Bicycle 35%20 9 $12,375,200 $17,325,280 $80,325.00 215.69 90%
17.02
R34PB
Install sidewalk/pathway (to
avoid walking along roadway)
Install continuous sidewalk along south side of Rialto Avenue to fill gaps
between Pepper Avenue to Muscott Street Pedestrian
and Bicycle 80%20 9 $3,319,200 $10,621,440 $342,329.55 31.03 90%
17.03
R08
Install median Install median between Rancho Avenue and Muscott Street. Include a break in
the median for the Rialto Avenue and Pennsylvania Avenue intersection. Do
not include a break at Rialto Avenue and Arrow Route intersection (restrict
traffic to right-on-right-off, as left turners could easily use Pennsylvania
Avenue for access)
All 25%20 10 $3,319,200 $3,319,200 $434,520.00 7.64 90%
17.04 R31 Install edge-line rumble
strips/stripes
Install edge-line rumble strips between Rancho Avenue and Muscott Street All 15%10 10 $5,331,200 $1,599,360 $1,292.89 1,237.04 90%
18
18.01 Meridian Avenue (Etiwanda Street to
Rialto Avenue)Non-Signalized NS20PB
Install pedestrian crossing at
uncontrolled locations (new
signs and markings only)
Continental crosswalks across Meridian at 6th Street (ADA curb ramps),
midblock crossing at Nicholson Park, 2nd Street, Rialto Avenue, 7th Street.Pedestrian
and Bicycle 25%10 1 $5,331,200 $2,665,600 $37,150.00 71.75 90%
18.02 NS09 Install Flashing Beacons Consider advance flashing beacons at the above intersections to warn
motorists of stop sign control.All 15%10 12 $2,843,000 $852,900 $70,000.00 12.18 90%
19
19.01
E Street (CA-210 to Fairway Drive)Non-Signalized NS20PB
Install pedestrian crossing at
uncontrolled locations (new
signs and markings only)
Stripe continental crosswalks at all arterial and collector street intersections
along E Street for major crossings in all directions Pedestrian
and Bicycle 25%10 41 $3,676,900 $1,838,450 $7,430.00 247.44 90%
20.01
Roadway R14
Road Diet (Reduce travel
lanes and add a two way left-
turn and bike lanes)
Apply road diet with bike lane and buffer from Waterman Avenue to
Tippecanoe Avenue, and potentially prohibit parking on the south side of 9th
Street
All 35%20 37 $21,108,500 $29,551,900 90%
20.02 Roadway R32PB Install Bike Lanes Install buffered bike lanes along segment Pedestrian
and Bicycle 35%20 15 $12,490,700 $17,486,980 90%
21.01
Roadway R21
Improve pavement friction Improve pavement friction to reduce stopping distances for vehicles that
would otherwise depart the roadway or hit an object if they are unable to stop
in time.
All 55%10 16 $11,257,900 $12,383,690 $142,045.45 87.18 90%
21.02 R28 Install edge-lines and
centerlines
Install edge lines and double-yellow centerlines with raised pavement
markings All 25%10 16 $3,209,500 $1,604,750 $20,774.15 77.25 90%
20 9th Street (Waterman Avenue to Del
Rosa Drive)
21 30th Street (San Gabriel Street to Cedar
Street)
Rialto Avenue (Pepper Avenue to
Muscott Street)17
$919,272.00 51.17
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LOCAL ROADWAY SAFETY MANUAL REFERENCE
The following codes are used to denote specific safety countermeasures from the Local Roadway Safety Manual (2022). While these are not a complete list of potential improvements for each location, these are the countermeasures that are eligible for reimbursement from the 2022
Highway Safety Improvement Program (HSIP).
SIGNALIZED INTERSECTION COUNTERMEASURES
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
S01 Lighting Add intersection lighting (S.I.) Night 40% 20 90% Medium
S02 Signal Mod. Improve signal hardware: lenses, back-plates with retroreflective borders, mounting, size, and number All 15% 10 90% Very High
S03 Signal Mod. Improve signal timing (coordination, phases, red, yellow, or operation) All 15% 10 50% Very High
S04* Signal Mod. Provide Advanced Dilemma Zone Detection for high speed approaches All 40% 10 90% High
S05 Signal Mod. Install emergency vehicle pre-emption systems Emergency Vehicle 70% 10 90% High
S06 Signal Mod. Install left-turn lane and add turn phase (signal has no left-turn lane or phase before) All 55% 20 90% Low
S07 Signal Mod. Provide protected left turn phase (left turn lane already exists) All 30% 20 90% High
S08 Signal Mod. Convert signal to mast arm (from pedestal-mounted) All 30% 20 90% Medium
S09 Operation/ Warning Install raised pavement markers and striping (Through Intersection) All 10% 10 90% Very High
S10 Operation/ Warning Install flashing beacons as advance warning (S.I.) All 30% 10 90% Medium
S11 Operation/ Warning Improve pavement friction (High Friction Surface Treatments) All 55% 10 90% Medium
S12 Geometric Mod. Install raised median on approaches (S.I.) All 25% 20 90% Medium
S13PB Geometric Mod. Install pedestrian median fencing on approaches P & B 35% 20 90% Low
S14 Geometric Mod. Create directional median openings to allow (and restrict) left-turns and U-turns (S.I.) All 50% 20 90% Medium
S15 Geometric Mod. Reduced Left-Turn Conflict Intersections (S.I.) All 50% 20 90% Medium
S16 Geometric Mod. Convert intersection to roundabout (from signal) All Varies 20 90% Low
S17PB Ped and Bike Install pedestrian countdown signal heads P & B 25% 20 90% Very High
S18PB Ped and Bike Install pedestrian crossing (S.I.) P & B 25% 20 90% High
S19PB Ped and Bike Pedestrian Scramble P & B 40% 20 90% High
Packet Pg. 481
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
S20PB Ped and Bike Install advance stop bar before crosswalk (Bicycle Box) P & B 15% 10 90% Very High
S21PB Ped and Bike Modify signal phasing to implement a Leading Pedestrian Interval (LPI) P & B 60% 10 90% Very High
*CM S04 has been deleted in the HSIP Cycle 11 call for projects.
NON-SIGNALIZED INTERSECTION COUNTERMEASURES
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
NS01 Lighting Add intersection lighting (NS.I.) Night 40% 20 90% Medium
NS02 Control Convert to all-way STOP control (from 2-way or Yield control) All 50% 10 90% High
NS03 Control Install signals All 30% 20 90% Low
NS04 Control Convert intersection to roundabout (from all way stop) All Varies 20 90% Low
NS05 Control Convert intersection to roundabout (from stop or yield control on minor road) All Varies 20 90% Low
NS05mr Control Convert intersection to mini-roundabout All 30% 20 90% Medium
NS06 Operation/ Warning Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs All 15% 10 90% Very High
NS07 Operation/ Warning Upgrade intersection pavement markings (NS.I.) All 25% 10 90% Very High
NS08 Operation/ Warning Install Flashing Beacons at Stop-Controlled Intersections All 15% 10 90% High
NS09 Operation/ Warning Install flashing beacons as advance warning (NS.I.) All 30% 10 90% High
NS10 Operation/ Warning Install transverse rumble strips on approaches All 20% 10 90% High
NS11 Operation/ Warning Improve sight distance to intersection (Clear Sight Triangles) All 20% 10 90% High
NS12 Operation/ Warning Improve pavement friction (High Friction Surface Treatments) All 55% 10 90% Medium
NS13 Geometric Mod. Install splitter-islands on the minor road approaches All 40% 20 90% Medium
NS14 Geometric Mod. Install raised median on approaches (NS.I.) All 25% 20 90% Medium
NS15 Geometric Mod. Create directional median openings to allow (and restrict) left-turns and U-turns (NS.I.) All 50% 20 90% Medium
NS16 Geometric Mod. Reduced Left-Turn Conflict Intersections (NS.I.) All 50% 20 90% Medium
NS17 Geometric Mod. Install right-turn lane (NS.I.) All 20% 20 90% Low
NS18 Geometric Mod. Install left-turn lane (where no left-turn lane exists) All 35% 20 90% Low
Packet Pg. 482
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
NS19PB Ped and Bike Install raised medians / refuge islands (NS.I.) P & B 45% 20 90% Medium
NS20PB Ped and Bike Install pedestrian crossing at uncontrolled locations (new signs and markings only) P & B 25% 10 90% High
NS21PB Ped and Bike Install/upgrade pedestrian crossing at uncontrolled locations (with enhanced safety features) P & B 35% 20 90% Medium
NS22PB Ped and Bike Install Rectangular Rapid Flashing Beacon (RRFB) P & B 35% 20 90% Medium
NS23PB Ped and Bike Install Pedestrian Signal (including Pedestrian Hybrid Beacon (HAWK)) P & B 55% 20 90% Low
ROADWAY COUNTERMEASURES
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
R01 Lighting Add segment lighting Night 35% 20 90% Medium
R02 Remove/Shield
Obstacles Remove or relocate fixed objects outside of Clear Recovery Zone All 35% 20 90% High
R03 Remove/ Shield
Obstacles Install Median Barrier All 25% 20 90% Medium
R04 Remove/ Shield
Obstacles Install Guardrail All 25% 20 90% High
R05 Remove/ Shield
Obstacles Install impact attenuators All 25% 10 90% High
R06 Remove/ Shield
Obstacles Flatten side slopes All 30% 20 90% Medium
R07 Remove/ Shield Obstacles Flatten side slopes and remove guardrail All 40% 20 90% Medium
R08 Geometric Mod. Install raised median All 25% 20 90% Medium
R09 Geometric Mod. Install median (flush) All 15% 20 90% Medium
R10PB Geometric Mod. Install pedestrian median fencing on approaches P & B 35% 20 90% Low
R11 Geometric Mod. Install acceleration/ deceleration lanes All 25% 20 90% Low
R12 Geometric Mod. Widen lane (initially less than 10 feet) All 25% 20 90% Medium
R13 Geometric Mod. Add two-way left-turn lane All 30% 20 90% Medium
R14 Geometric Mod. Road Diet (Reduce travel lanes and add a two way left-turn and bike lanes) All 35% 20 90% Medium
Packet Pg. 483
No. Type Countermeasure Name Crash Type CRF Expected Life (Years)
HSIP Funding Eligibility
Systemic Approach Opportunity?
R15 Geometric Mod. Widen shoulder All 30% 20 90% Medium
R16 Geometric Mod. Curve Shoulder widening (Outside Only) All 45% 20 90% Medium
R17 Geometric Mod. Improve horizontal alignment (flatten curves) All 50% 20 90% Low
R18 Geometric Mod. Flatten crest vertical curve All 25% 20 90% Low
R19 Geometric Mod. Improve curve super-elevation All 45% 20 90% Medium
R20 Geometric Mod. Convert from two-way to one-way traffic All 35% 20 90% Medium
R21 Geometric Mod. Improve pavement friction (High Friction Surface Treatments) All 55% 10 90% High
R22 Operation/ Warning Install/Upgrade signs with new fluorescent sheeting (regulatory or warning) All 15% 10 90% Very High
R23 Operation/ Warning Install chevron signs on horizontal curves All 40% 10 90% Very High
R24 Operation/ Warning Install curve advance warning signs All 25% 10 90% Very High
R25 Operation/ Warning Install curve advance warning signs (flashing beacon) All 30% 10 90% High
R26 Operation/ Warning Install dynamic/variable speed warning signs All 30% 10 90% High
R27 Operation/ Warning Install delineators, reflectors and/or object markers All 15% 10 90% Very High
R28 Operation/ Warning Install edge-lines and centerlines All 25% 10 90% Very High
R29 Operation/ Warning Install no-passing line All 45% 10 90% Very High
R30 Operation/ Warning Install centerline rumble strips/stripes All 20% 10 90% High
R31 Operation/ Warning Install edge line rumble strips/stripes All 15% 10 90% High
R32PB Ped and Bike Install bike lanes P & B 35% 20 90% High
R33PB Ped and Bike Install Separated Bike Lanes P & B 45% 20 90% High
R34PB Ped and Bike Install sidewalk/pathway (to avoid walking along roadway) P & B 80% 20 90% Medium
R35PB Ped and Bike Install/upgrade pedestrian crossing (with enhanced safety features) P & B 35% 20 90% Medium
R36PB Ped and Bike Install raised pedestrian crossing P & B 35% 20 90% Medium
R37PB Ped and Bike Install Rectangular Rapid Flashing Beacon (RRFB) P & B 35% 20 90% Medium
R38 Animal Install animal fencing Animal 80% 20 90% Medium
Packet Pg. 484
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Glossary of Primary Collision Factor (PCF) Terms
PCF Category Description
Driving Under Influence Driving or bicycling while under the influence of alcohol or
drug
Unsafe Speed Driving at a speed unsafe for the conditions
Following Too Closely Following a vehicle at a distance too close for the speed
and conditions
Wrong Side of Road Driving on the wrong side of the road
Improper Passing
Ignoring proper protocol when passing a vehicle (e.g.
passing across center lane without clearance, passing on
the right, passing in a no-passing zone, departing the
roadway to pass, passing a school bus when lights are
flashing, giving inadequate space)
Unsafe Lane Change Changing lanes in a situation where there is insufficient
clearance, and/or no turn signal was used
Improper Turning
Turning at a distance unnecessarily far from a curb, turning
without using turn signals, or making a type of turn
prohibited by signage
Automobile Right of Way Making a maneuver without respecting the right-of-way of
another driver
Pedestrian Right of Way Making a maneuver from a motor vehicle without
respecting the right-of-way of a pedestrian
Pedestrian Violation Making a maneuver as a pedestrian without respecting the
right-of-way of a motor vehicle
Traffic Signals and Signs Collision was caused by inadequate, inconsistent, and/or
confusing signage
Hazardous Parking Parking a vehicle in an unsafe location that leaves it
vulnerable to collisions
Impeding Traffic
Driving at an unnecessarily slow speed, or coming to a
complete stop, that impedes or blocks the normal and
reasonable movement of traffic
Unsafe Starting or Backing Moving a vehicle forwards or backwards from a stop
without sufficient clearance
Lights Driving without proper lighting for the conditions, or
lighting failure
Brakes Failure of vehicle brakes
Other Equipment Failure of vehicle equipment other than lights or brakes
Other Hazardous Violation Hazardous behavior not listed here
Other Improper Driving Driving recklessly without regard for safety
Other Than Driver (or Pedestrian)Collision was caused by another person not affected by
the collision
Pedestrian or "Other" Under the Influence Collision was caused by a pedestrian under the influence
of alcohol or drug
Fell Asleep Driver fell asleep while driving
Packet Pg. 485
Title: Local Roadway Safety Plan
(LRSP)
Presented by: Daniel Hernandez, Agency Director of Public
Works, Operations and Maintenance & Jonathan Raspa, KOA
Senior Associate Planner
Packet Pg. 486
Project Purposes & Goals
1 Systemic approach to address transportation safety issues through
various “E”s
2 Facilitate collaboration among the City and other stakeholders
3 Identify competitive projects for HSIP applications
4 Define a procedure to continuously evaluate and update the LRSP
Packet Pg. 487
Related City Planning Projects
Currently Ongoing
- General Plan Update
- Truck Routes Study
- Downtown Specific Plan
Completed
- Systemic Safety Analysis Report (2018)
- Active Transportation Plan (2022)
Packet Pg. 488
Collision Data Analysis
Safety Emphasis Areas:
1.Pedestrian Safety
2.Unsafe Speeds
3.Intersection Safety
4.Driving Under the
Influence
5.School Collisions
Packet Pg. 489
Stakeholder Engagement
Internal & External Stakeholders
•Police Department
•SB City Unified School District
•SB Neighborhood Association Council
•City Services Request System
Packet Pg. 490
Recommended Improvements
Intersections:
1.Highland Ave & Eucalyptus Dr
2.9th St & Sierra Way
3.Cajon Blvd & Medical Center Dr
4.E St & Valley St
5.E St/Inland Center Dr & Mill St
6.G St & Inland Center Dr
7.Meridian Ave & Rialto Ave
8.E St & Kendall Dr
9.Rialto Ave & F St
10.E St & 21st Str
11.E St & 9th St
12.5th St & Victoria Ave
13.Richardson St & San Bernardino Ave
14.E St & Orange Show Rd
Corridors:
1.Kendall Dr: University Pkwy – H St
2.9th Street: Waterman Ave – Del Rosa Dr
3.Rialto Ave: Pepper Ave – Muscott St
4.Meridian Ave: Etiwanda St – Rialto Ave
5.E St: SR-210 – Fairway Dr
6.Lynwood Dr: San Gabriel St – Cedar St
Packet Pg. 491
HSIP Project Concept Plan
Kendall Drive Corridor: Active Mobility Safety Improvements
Packet Pg. 492
Questions?
Packet Pg. 493
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CONSENT CALENDAR
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeeley, Interim City Manager;
Darren L. Goodman, Chief of Police
Department:Police
Subject:Acceptance of FY 2022 Edward Byrne Justice
Assistance Grant (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino
California, adopt Resolution No. 2023-038, authorizing:
1. The City Manager to accept the 2022 Edward Byrne Justice Assistance Grant, and
2. The Agency Director of Administrative Services to amend the FY2022/23 Adopted
Budget by $213,617 in both revenue and expenditures.
Background
The San Bernardino Police Department is a sub-recipient of the Edward Byrne
Memorial Justice Assistance Grant (JAG) through the County of San Bernardino. The
JAG grant is a formulary grant that is allocated based on population and a three-year
average of reported violent crime. The City of San Bernardino has been designated a
disparate jurisdiction, which allows the City to receive one-and-one half the County
allocation. San Bernardino County serves as the grant recipient, administrator and
fiscal agent for the JAG program funds and is allowed to charge each jurisdiction a 5%
administrative fee from the jurisdiction’s allocation. JAG grants are cash grants paid in
advance with no requirement for matching funds.
Discussion
The San Bernardino Police Department has received a grant award in the amount of
$213,617 for FY 2022 for the grant period of 10/1/2021 through 9/30/2025. The grant
was awarded to the City on September 26, 2022, with agreements sent for final
approval on December 20, 2022. Two projects have been proposed for the FY 2022
JAG grant; each project is technology based and responds to the need to improve the
Department’s ability to extract valuable information from mobile devices and the
internet.
Packet Pg. 494
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2021-2025 Strategic Targets and Goals
The request to authorize the receipt, obligation and expenditure of the FY2022 Edward
Byrne Memorial Justice Grant aligns with Goal No. 1. Improved Operational & Financial
Capacity: Implement, maintain, and update a fiscal accountability plan.
Fiscal Impact
There is no General Fund impact to the City with this recommendation as there is no
grant-match requirement. The FY 2022/23 Operating Budget will be amended in both
revenues and expenditures by $213,617.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California, adopt Resolution No. 2023-038, authorizing:
1. The City Manager to accept the 2022 Edward Byrne Justice Assistance Grant, and
2. The Agency Director of Administrative Services to amend the FY2022/23 Adopted
Budget by $213,617 in both revenue and expenditures.
Attachments
Attachment 1 - Resolution No. 2023-038
Attachment 2 – Grant Award
Attachment 3 – JAG 2022 – Interlocal Agreement
Ward:
All Wards
Synopsis of Previous Council Actions:
July 20, 2022 Mayor and City Council adopted Resolution 2022-147, accepting the
2020 & 2021 JAG grants in the total amount of $379,025.
July 20, 2020 Mayor and City Council adopted Resolution 2020-220, accepting the
2017, 2018 & 2019 JAG grants in the total amount of $533,314.
Nov 7, 2016 Mayor and City Council adopted Resolution 2016-230, accepting the
2016/17JAG grants in the total amount of $154,574.
May 2, 2016 Mayor and City Council adopted Resolution 2016-87, accepting the
2015/16 JAG grants in the total amount of $136,504.
June 16, 2014 Mayor and City Council adopted Resolution 2014-17, accepting the
2014/15 JAG grants in the total amount of $142,943.
August 5, 2013 Mayor and City Council adopted Resolution 2013-230, accepting the
2013/14 JAG grants in the total amount of $130,007.
Packet Pg. 495
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May 7, 2012 Mayor and City Council adopted Resolution 2012-75, accepting the
2012/13 JAG grants in the total amount of $136,168.
Packet Pg. 496
Resolution No. 2023-038
Resolution 2023-038
March 1, 2023
Page 1 of 3
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RESOLUTION NO. 2023-038
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
AUTHORIZING THE CITY MANAGER TO ACCEPT THE
2022 EDWARD BYRNE JUSTICE ASSISTANCE GRANT,
AND THE AGENCY DIRECTOR OF ADMINISTRATIVE
SERVICES TO AMEND THE FY2022/23 ADOPTED
BUDGET BY $213,617 IN BOTH REVENUE AND
EXPENDITURES.
WHEREAS, the City of San Bernardino is a sub-recipient to the County of San Bernardino
for the Edward Byrne Memorial Justice Assistance Grant and;
WHEREAS, the City of San Bernardino has been awarded the 2022 Edward Byrne Justice
Memorial Justice Assistance Grant in the amount of $213,617
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. The City Manager is authorized to execute the 2022 Sub Award Grant
Agreement for the Edward Byrne Memorial Justice Assistance Grant Program and the Interlocal
Agreement between the City of San Bernardino and County of San Bernardino attached hereto as
Exhibit “A” and Exhibit “B”, and by this reference made a part thereof.
SECTION 3. The Agency Director of Administrative Services is hereby authorized and
directed to appropriate revenue and expenditures in the amount of $213,617 and incorporate the
changes into the FY2022/23 Adopted Budget.
SECTION 4.The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 5.Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 6. Effective Date. This Resolution shall become effective immediately.
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Resolution No. 2023-038
Resolution 2023-038
March 1, 2023
Page 2 of 3
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APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-038
Resolution 2023-038
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-038, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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INTERLOCAL AGREEMENT
BETWEEN THE TOWNS OF APPLE VALLEY AND YUCCA VALLEY, THE CITIES OF
ADELANTO, BARSTOW, CHINO, COL TON, FONTANA, HESPERIA, HIGHLAND,
MONTCLAIR, ONTARIO, RANCHO CUCAMONGA, REDLANDS, RIALTO, SAN
BERNARDINO, UPLAND, VICTORVILLE, YUCAIPA, AND SAN BERNARDINO COUNTY, CA
CONCERNING DISTRIBUTION OF THE
2022 JUSTICE ASSISTANCE GRANT AWARD
This Agreement is made and entered into this 15th day of November , 2022, by and between SAN
BERNARDINO COUNTY, acting by and through its governing body, the Board of
Supervisors (hereinafter referred to as "COUNTY"), and the aforementioned TOWNS (hereinafter
referred to as "TOWNS") and named CITIES (hereinafter referred to as "CITIES"), acting by and
through their respective governing bodies, the Town Councils and City Councils, all of whom are
situated within San Bernardino County, State of California, as follows:
WHEREAS, each governing body, in performing governmental functions or in paying for
the performance of governmental functions hereunder, shall make that performance or those
payments from current revenues legally available to that party; and
WHEREAS, each governing body finds that the performance of this Agreement is in the
best interests of all parties, that the undertaking will benefit the public, and that the division of
costs fairly compensates the performing party for the services or functions under this Agreement;
and
WHEREAS, the COUNTY agrees to release to TOWNS and CITIES their respective grant
allocation from the JAG Award within sixty (60) days upon receipt of funds, less five percent (5%)
for administrative fees, as reflected on Appendix 1 here attached and hereby incorporated by
reference as part of this agreement; and COUNTY agrees to use the five percent (5%) of JAG
award funds received from TOWNS and CITIES under this agreement for administrative fees
toward the administration of TOWNS' and CITIES' programs during the entire permissible
duration of said programs; and TOWNS and CITIES agree to deposit their JAG award funds into
a separate trust account in accordance with JAG guidelines; and TOWNS and CITIES each agree
to the five percent (5%) reduction of their respective grant allocation from the JAG award, as
reflected on Appendix 1 for administrative fees toward the administration of this program; and
additionally the TOWNS and CITIES each agree that it is their responsibility to ensure these funds
are expended in accordance with JAG guidelines, and that the interest generated from such funds
shall be solely applied and expended in accordance with these same JAG guidelines; and
WHEREAS, the TOWNS, CITIES and COUNTY believe it to be in their best interests to
reallocate the JAG funds,
NOW THEREFORE, the COUNTY and TOWNS and CITIES agree as follows:
Section 1.
COUNTY agrees to release to TOWNS and CITIES their respective grant allocation from the JAG
Award within sixty (60) days upon receipt of funds, less five percent (5%) for administrative fees,
as reflected in Appendix 1 here attached and hereby incorporated by reference as part of this
Agreement, and; COUNTY agrees to use the five percent (5%) of JAG award funds received from
MOU -2022 Justice Assistance Grant Page 1
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DISCUSSION
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Barbara Whitehorn, Agency Director of Administrative Services
Department:Finance
Subject:Fiscal Year 2022/23 Mid-Year Update (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Receive and file the Fiscal Year 2022/23 Mid-Year Budget Report; and
2. Adopt Resolution No. 2023-039 Authorizing the Agency Director of
Administrative Services to amend the Fiscal Year 2022/23 Operating Budget by
$5,914,730 as outlined in the Fiscal Year 2022/23 Mid-Year Budget Report.
Background
In December 2022, the Mayor and City Council received the first quarter report for Fiscal
Year 2022/23 and amended the budget accordingly. The first quarter report included
information on higher-than-expected revenues at the close of Fiscal Year 2021/22 as well
as detailed information on General Fund revenue trends and expenditures. The Mid-Year
Report for Fiscal Year 2022/23 is a continuation of the budget monitoring and
performance for the year. Included in this report is a review of the City’s revenue trends
and projections, as well as a review of the General Fund expenditures and projections for
the remainder of the fiscal year. The Mid-Year Budget Report is an important opportunity
to review projected revenues and expenditures for the remainder of the fiscal year and
consider critical needs that require additional funding. This Mid-Year Report also previews
revenue expectations and cost projections for the biennial update for FY 2023/24.
Discussion
Following the first quarter report, the City’s finance team worked in close partnership with
departments to put together a mid-year review of the operating budgets. Each department
prepared revenue estimates and projected expenses for the remainder of the year. In
reviewing the budget performance with departments, the City’s Finance Department and
Budget Division identified areas in which there are potential savings to utilize for
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department needs, and the areas in which additional support is needed for the remainder
of the fiscal year. Further into this report, there is a detailed outline of the General Fund
expenditures and operating budgets. Most of the departments remain within target for the
year; however, some departments have experienced unforeseen expenditures that
require additional funding.
As the City continues to grow and rebuild, additional programs and positions have been
funded, aligning with the Mayor and City Council’s goals for investments within the City.
The requests before the Mayor and City Council to review for additional funding have
been thoroughly reviewed by the City’s Budget and Finance team in partnership with the
City Manager’s Office. As departments work to execute the programs that were funded
with the first quarter update, the requests brought forth at this time address only the most
essential funding needs as identified by the City Manager’s Office and Finance
Department. These requests supplement the ongoing work within the departments and
expand the ability for these teams to meet the needs of the community. The requests are
detailed below with the fiscal impact for this fiscal year and includes any on-going fiscal
impacts where relevant.
Overall, the projected expenditures in the General Fund through the end of the fiscal year
are $192,083,271 and revenues are projected to be $199,266,023. The difference in the
projected revenues and expenditures for the operating budget allows the City to maintain
healthy reserves and remain fiscally sound; however, it is important to note that given the
current additions to the budget from the time of adoption through the first quarter update,
any additional significant investments outside of those presented in this report would
result in the use of fund balance.
General Fund Revenue Trends
The City of San Bernardino continues to operate in a period of growth, with positive
revenue trends year-to-date through December 31, 2022. Overall, revenues are trending
either on budget for the projected budgeted amount or slightly higher. The primary drivers
of the City’s revenue continue to be from Sales and Use Tax and Measure S; however,
revenue from other categories such as charges for services, intergovernmental, and
licenses and permits are trending slightly higher than the adopted budget for the fiscal
year as well. The review below covers some of the primary areas in which revenue
projections vary from the amended budget.
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Charges for Services
This revenue stream is comprised of fees the City collects from services provided to the
community. Most notable in this category are plan check fees, code single family
inspection fee (SFIF), miscellaneous police receipts, program and facility use fees, as
well as a number of other fees within this category. A revenue trend analysis was recently
completed, and the results suggest that these revenues will continue to trend higher than
budget. As departments continue to recruit and fill vacant positions, some of these
revenue categories will grow further. Staff continues to monitor economic indicators that
influence this revenue category, and the FY 2023/24 revenue budget will be updated
accordingly.
Intergovernmental
The primary driving force behind the revised revenue projection in this category is the
service agreement the San Bernardino International Airport Authority (SBIAA) and the
City entered into for two SBPD police officers to be assigned to SBIAA with the launch of
commercial flights.
Sales & Use Tax and Measure S Transaction & Use Tax (TUT)
The City is primarily a sales-tax dependent City, with Sales and Use Tax, and the Measure
S Transaction and Use Tax representing nearly 50% of the FY 2022/23 General Fund
revenues in the adopted budget. Sales tax receipts are reported and remitted to the State
on a monthly basis, and the City receives its remittance two months after the taxes are
Adopted Budget Amended Budget Actual Through
12/31/22 Proj ections FY 23
Charges for services 8,232,400$ 8,394,734$ 4,272,626$ 10,335,402$
Fines and forfeitures 1,365,500$ 1,365,500$ 439,139$ 1,050,200$
Franchise Tax 11,781,000$ 11,781,000$ 3,226,322$ 11,781,000$
Intergovernmental 2,367,000$ 2,525,670$ 418,361$ 2,702,000$
Investment income 525,000$ 525,000$ 393,323$ 575,000$
Licenses & permits 12,430,000$ 12,430,000$ 6,795,420$ 12,488,000$
Miscellaneous 1,181,556$ 1,181,556$ 577,179$ 1,495,386$
Other Taxes 7,656,000$ 7,656,000$ 3,774,353$ 7,756,000$
Property Taxes 22,500,000$ 22,500,000$ 320,550$ 21,436,789$
Sales and Use Tax 50,000,000$ 50,000,000$ 19,130,065$ 52,000,000$
Taxes -$ -$ 488$ -$
Use of Money and Property 529,000$ 529,000$ 143,621$ 646,246$
Utility Users Tax 21,430,500$ 21,430,500$ 14,227,743$ 23,000,000$
Cannabis Tax 4,000,000$ 4,000,000$ 605,692$ 4,000,000$
Measure S Tax 46,000,000$ 46,000,000$ 16,884,229$ 50,000,000$
General Fund Total 189,997,956$ 190,318,960$ 71,209,112$ 199,266,023$
CITY OF SAN BERNARDINO REVENUE ESTIMATES
FY 2022-2023
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collected. The mid-year update reflects two months’ worth of sales tax receipts, and the
revenue collections continue to stay on budget, trending just slightly higher than the
amended budgeted amount.
Because sales tax is a volatile revenue stream, staff monitors economic indicators and
evaluates local, state, and national trends to predict the potential impact of shifts in
interest rates, inflation, and consumer confidence on the City’s revenue. Over the last few
months, marginal improvements in inflation in various industries have helped the national
economy, but inflation remains high, and interest rates are at their highest since 2007. In
contrast, consumer spending remained strong during the holiday season, and national
economists are not predicting a significant slow-down in spending. This is in part due to
the high level of savings that many households built up during the pandemic; overall
savings accumulated nationwide reached more than $2.3 trillion. Nevertheless, as a City
that is largely dependent on volatile revenue streams that are largely influenced by
consumer confidence, the City should exercise prudence in budgeting. With the higher
cost of utilities, food, and other necessities, there is the potential for households to begin
to limit discretionary spending. With strong spending, household savings rates dropped
to their lowest since 2005 in October 2022 at 2.3%, but have started to climb slightly,
reaching 3.4% in December, a potential leading indicator of softening discretionary
spending, which could negatively impact the City’s largest source of revenue.
Sales & Use Tax
Staff remains conservative with revenue projections. Based on collections year-to-
date, economic indicators, and trend analyses, Sales and Use Tax is projected to
end the year over the amended budget amount of $50 million by 4%, with total
estimated collections of $52 million for the fiscal year.
Measure S
Like the sales and use tax, this transaction and use tax represents a considerable
portion of the City’s General Fund revenue and continues to perform well. The
actual collections to date are slightly higher than originally projected. Based on
collections year-to-date, economic indicators and trend analyses, staff is
estimating that the revenue stream will continue doing well and is projected to end
the year 8.7% over the budgeted amount of $46 million, with estimated collections
of $50 million.
Cannabis Revenue
Cannabis revenue comprises approximately two percent of the total revenue for the City.
The revenue comes to the City through permit application and regulatory fees, special
events, as well as the cannabis tax which comprises the largest component. Revenues
for mid-year are low due to late payment of taxes. Staff anticipates that it will end the year
at the adopted budget amount. Staff in both Economic Development and Business
Registration are working with the companies that are late paying to expedite payment.
Licenses and Permits
Revenue from various licenses and permits are currently trending higher than budgeted
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due to the increased numbers of permits issued by the city. The increase in development
activity within the community is reflected in the increase in building, mechanical and
various other permit fees.
Property Taxes
The City receives two payments from the County of San Bernardino for Vehicle License
Fees (VLF) in lieu of Property Tax. These are received in January and June. The snapshot
above captures revenue collected through the end of December 2022 and therefore
doesn’t reflect the payment the City received in January.
General Fund Expenditures
Departments continue to recruit for positions to ensure a high level of service, and to staff
programs and initiatives that positively impact the community. During the mid-year review
process, the Finance team reviews the actual expenditures year-to-date with each
department, and projects areas that may need additional funding through the end of the
fiscal year due to unexpected expenses.
The chart below provides a snapshot of the General Fund current year-to-date
transactions through December 2022 and the anticipated projections through the end of
the fiscal year. Most of the departments remain on track for the fiscal year with a few
exceptions that will require additional funding as outlined below.
Budget Amendments Current Service Levels:
In reviewing the operating budget expenditures at mid-year a few critical items were
identified that will require additional budget amendments. Staff is requesting that the
Mayor and City Council approve the following budget amendments due to unforeseen
expenses:
Department Adopted Budget Amended Budget Actual Through
12/31/22
Estimated Year-
End FY 23
Variance Est.
Year-End to
Amended
Mayor's Office 377,224$ 377,135$ 160,850$ 377,135$ -$
City Council 931,882$ 939,459$ 544,742$ 939,459$ -$
City Clerk's Office 1,486,807$ 1,863,641$ 599,646$ 1,853,304$ (10,337)$
Legal Services 3,176,084$ 3,278,996$ 1,691,079$ 4,278,996$ 1,000,000$
General Government 15,685,165$ 16,011,961$ 6,335,737$ 17,311,961$ 1,300,000$
City Manager's Office 2,331,558$ 2,360,906$ 1,008,327$ 2,360,906$ -$
Human Resources 2,508,177$ 2,550,908$ 897,810$ 2,550,908$ -$
Finance 6,000,647$ 6,002,026$ 2,709,074$ 5,988,843$ (13,183)$
Community & Economic Development 9,647,543$ 12,115,904$ 4,460,136$ 11,929,822$ (186,082)$
Police 106,395,588$ 108,693,077$ 64,708,530$ 107,977,823$ (715,254)$
Parks Recreation & Community Services 4,596,710$ 4,800,802$ 2,031,699$ 4,800,802$ -$
Public Works, Operations & Maintenance 26,567,943$ 28,330,794$ 10,201,938$ 25,497,715$ (2,833,079)$
Library 2,633,501$ 2,743,043$ 1,165,292$ 2,626,197$ (116,846)$
Special Assesment District 150,000$ 34,004$ -$ 150,000$ 115,996$
Total General Fund Expenditures 182,488,829$ 190,102,656$ 96,514,860$ 188,643,871$ (1,458,785)$
CITY OF SAN BERNARDINO GENERAL FUND EXPENDITURE ESTIMATES
FY 2022-2023
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Internal Service Funds
Internal Service Funds provide services to internal departments within the City. Costs in
these funds are distributed to departments within the General Fund as a transfer, and any
increase is a cost to the General Fund.
Liability Fund
The Liability Fund maintains a balance from which claims liabilities are paid. The General
Fund pays into this fund annually to ensure that there is adequate funding to pay
estimated claims. As of December 8, 2022, the Human Resources Department has
expensed a total of approximately $3 million, exceeding the original adopted budget of
$2.4 million. Due to higher than anticipated settlement agreements, staff is recommending
an addition of $2 million in FY 2022/23 to cover these additional expenses. Legal Services
has also informed staff that an additional $2 million will probably be necessary in FY
2023/24 should current litigation be settled and paid sooner than anticipated.
Fleet Services Fund
The Fleet Services Fund is an internal service fund in which costs for vehicle maintenance
program for the City are recorded. Due to the increasing rates of utilities, the adopted
budget amount in the fund is insufficient. Staff recommends an addition of $56,000 in FY
2022/23 to cover the additional expense in Fleet Services.
Information Technology Fund
The Information Technology (IT) Fund is an internal service fund which includes all costs
associated with providing IT services city-wide. The IT department not only provides
computer, email, phone, virtual meeting, and remote assistance, but also supports staff
at more than 40 locations throughout the City through its Local Area Networks (LAN) and
Wide Area Networks (WAN). For many years the City was not fully capable of enhancing
the networks or expanding the services offered by IT due to limited funds. As the City
invests in services city-wide by adding personnel, and expanding or adding locations,
there is a direct impact to the IT Department that the Department’s current budget does
not currently support. Additionally, IT staff has identified many systems city-wide that are
nearing end-of-life and need immediate replacement, storage devices are nearing full
capacity, and necessary security enhancements are needed to continue to protect the
City. Outdated and obsolete systems put the City in a vulnerable position.
All necessary additions are described below as well as the budgetary impacts for the
current fiscal year. In total, staff is recommending an addition of $949,060 to the IT
Department budget in FY 2022/23. It is important to note that these are one-time capital
purchases and will have an estimated on-going cost of approximately $94,000 in the
following years for software licensing and maintenance.
Data Center Replacement. The City currently has data centers at various locations.
Each have systems that allow for nightly backup of the City’s servers. The backup
is then stored on storage devices that have 30TB of capacity and are nearing full
capacity. If these devices are not upgraded to allow for a larger capacity, the City
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could risk being unable to properly restore data, restore documents, or fulfill Public
Records Act requests in a timely manner. The estimated cost to upgrade the
devices to a total capacity of 60TB is approximately $150,000 for FY 2022/23.
Virtual Server Replacement. In addition to the data centers located at City Hall and
the Police Department, are the VxRail systems located at both locations. The
VxRail system are virtual servers that are the foundation for critical software
systems used city-wide. Some of these systems include the financial system,
payroll system, Computer Aided Dispatch system, and Document Imaging System.
The current VxRail system is nearing end of warranty and nearing full storage
capacity. Replacement of the current system to obtain a newer data center
infrastructure is estimated to cost approximately $500,000 for FY 2022/23.
Email Storage Upgrade. Storage for emails resides on the servers located at City
Hall and the Police Department; all emails have migrated to the Office 365 cloud-
based solution. The software used at both locations to back up emails is no longer
compatible with Office 365’s cloud-based solution or Microsoft OneDrive.
Upgrading the software that is currently used will allow for compatibility between
the two systems and will assist in the fulfillment of Public Records Act requests.
The upgrade to this system is estimated to be approximately $32,000 for FY
2022/23.
Access Control System. The City also has access control system servers at two
different locations that are currently operating on old hardware and unsupported
software. Replacement of these different systems is crucial to the security access
of the City’s property entrance points. These systems could be replaced with a
single cloud-hosted solution that can provide uniformity and be more easily
managed. The cost of this is estimated to be approximately $100,000 for FY
2022/23.
Document Management System. The document management system used by the
City requires an upgrade due to the system changing licensing models. To
continue with the current system and allow accessibility for necessary users, and
addition of other users, the City must move into this new licensing model. This
upgrade also aligns with the updated Records Management Policy that was
recently taken to, and approved by, council. The cost of this upgrade is estimated
to be approximately $75,000 for FY 2022/23.
Multi-Factor Authentication. The Police Department uses mobile computers for
field operations. These computers run on programs that access criminal offender
record information (CORI). The Criminal Justice Information System (CJIS) has
enacted new requirements for protecting CORI which requires agencies to
implement a multi-factor process that prevents unauthorized access to systems
that provide CORI. To comply with CJIS regulations, the Police Department will be
given licensing to allow for two-factor authentication. The cost of this
implementation is estimated to be approximately $34,560 for FY 2022/23.
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Social Media Management. The City currently operates on several social media
platforms with dozens of accounts spread throughout the city departments and
have become cumbersome and time consuming to manage and monitor all
accounts. The City is looking to implement a social media management solution to
avoid regulatory infractions around administrative and user permissions within
internal teams, individuals, and content being published. In order to consolidate
the social media platforms, a software service that provides a unified dashboard
for the management of all social media users is needed. The cost of a software
service like this is estimated to cost approximately $23,000 for FY 2022/23.
Laptops. Human Resources (HR) and IT have occasional needs to work offsite
due to the nature of their work. Issues that need to be addressed immediately could
arise when the necessary personnel are not onsite. If an individual that is needed
to handle a task is not in the office, but could do the task remotely, the individual
would need to have the resources to do so - such as a City-owned laptop. It is
beneficial to use City-owned laptops as opposed to personal laptops to ensure
ease of access to necessary information and data security. IT can use a Mobile
Device Manager to help with remote assistance and inventory as well. If a laptop
user needs support, the staff is familiar with the city-owned laptops and can offer
immediate support. Also, in the event that the City-owned laptop were lost or
stolen, it can be locked or wiped remotely. A total of 23 laptops are needed for an
estimated cost of approximately $34,500 in FY 2022/23.
General Fund Departments
Legal Services
The City has seen an increase in tort litigation since exiting the Chapter 11 Bankruptcy.
The City no longer enjoys the benefits of the bankruptcy protection and plaintiffs' attorneys
once again see the City as a viable target for litigation. Most of the budget and costs
associated with the Legal Services Office are driven by specialized legal counsel retained
for specific projects and large cases; not the municipal legal services retainer with BB&K
for day-to-day legal work and review. Like many fields, professional services are subject
to the same inflationary pressures affecting other sectors of the economy. As the City
continues to address several complex and high-profile cases that have proven difficult to
resolve, staff is recommending an increase of $1,000,000 to allow for outside specialized
legal counsel to continue to serve the City. Staff anticipates that this increase will be on-
going until all complex and high-profile cases have been settled. It should be noted that,
despite inflationary pressures, the overall cost of legal services remains significantly lower
with contracted legal services than the City paid when it had an in-house City Attorney's
Office. Additionally, attorneys’ fees and costs represent a smaller portion of the City’s
governmental expenses today than they did prior to the transition.
General Government
The General Government Department functions as the budgetary mechanism to account
for costs that are not directly applicable to any one department. All utility accounts that
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the City pays are housed in this department excluding Animal Services and Fleet
Services. Due to the increasing rates of utilities, the adopted budget amount estimated
City-wide has proven inadequate. Staff recommends an addition of $1.3 million to cover
the additional cost for the remainder of the fiscal year and anticipates the need to increase
this account for FY 2023/24.
Community, Housing, and Economic Development
In December 2021, during the Fiscal Year 2021/22 1st Quarter Report, three analysts
were added to the Housing Division to allow the City to move away from using contracted
staff to manage the Housing programs. At the time, the Housing Division was severely
understaffed, and the short-term solution was to have contracted staff overseeing the
Housing programs and initiatives. Having in-house personnel allows for more direct City
involvement in implementing and managing the Community Development Block Grant
(CDBG), Emergency Services Grant (ESG), Home Investment Partnership Act (HOME),
and other grant funded programs. These analyst positions were proposed to be funded
in part through CDBG. The Housing Division is now fully staffed in FY 2022/23, and with
the addition of the three analysts, the personnel expense total exceeds the allowable
administration cost percentage for CDBG. To comply with the CDBG allowable
administration percentage, a portion of personnel expenses must be funded through the
General Fund on an on-going basis. Staff recommends amending the Division’s General
Fund budget by $446,699 for FY 2022/23. The increase for the FY 2023/24 budget will
be approximately $610,000.
Transparency & Accountability
In December 2021, the Council approved amendments to the City’s Municipal Code that
granted authority to the City’s finance team to make administrative transfers within the
City’s budget. These amendments enabled greater flexibility to transfer available
resources within a given fund between departments and allowed finance staff to allocate
salary or personnel savings to operating expenses. For those departments that had small
deficits due to unforeseen costs, the finance staff will transfer funds from personnel
savings or from other areas within department budgets to cover the difference. For
example, a department may have a deficit due to a vacation payout for an employee who
departed from the City. While unexpected, the cost is covered through transfers from
salary savings within the department or within the organization. This doesn’t impact the
total expenditures, or the spending authority granted to staff through the adoption of the
budget.
Budget Amendments- Increasing Service Levels
During the mid-year review with departments the following requests were identified to
meet the on-going demand for services in the community. These requests increase the
current service level and require additional funding. Staff is recommending the approval
of the following amendments to the Fiscal Year 2022/23 operating budget:
City Clerk
The City Clerk’s Office is requesting an addition of an Executive Assistant position to their
team. This is a position that existed in the department prior to bankruptcy but was left
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unfilled for years as the City worked to reach financial stability. The work of this position
was divided amongst staff members to provide the necessary support that is needed from
the Clerk’s Office to other departments and to the public. This position is crucial in the
department to provide a wide array of complex, diverse and confidential secretarial,
administrative, and executive support services. The estimated cost and impact to the
General Fund for the addition of this position is estimated to be $65,457 for FY 2022/23
and $100,272 for FY 2023/24.
The City Clerk’s Office is also requesting funds to obtain qualified, temporary contracted
services to address the backlog of meeting minutes. Using a contracted service that can
focus solely on the preparation of minutes from calendar years 2020, 2021 and 2022
would clear 155 hours of meeting minutes in approximately six months. The meeting
minutes are extremely important for the City as a whole to provide staff direction after
meetings regarding the actions taken by Council on projects, agreements, and specific
general government business. This would be a one-time, one-year contract and is
estimated to cost $25,000 for FY 2022/23.
Library
The Library is requesting the addition of two full-time Library Technicians. Several rounds
of recruitment for part-time positions in the department have been unsuccessful and
retention of the current part-time employees has also proven to be difficult. Though there
have been small additions to the full-time staff previously, the branch libraries continue to
be staffed at a minimum and have yet to return to pre-bankruptcy hours of operation,
though they have expanded hours significantly in the last two years. The addition of two
Library Technicians would greatly enhance the level of public services that the libraries
could offer the community. Savings in part-time salaries will be used to cover a portion of
the costs for these positions. The estimated remainder of costs and impact to the General
Fund for these positions is estimated to be $18,184 for FY 2022/23 and $142,000 for FY
2023/24.
Animal Services Fund
The Animal Services Fund is a special revenue fund that is majority supported through a
General Fund operating transfer. Animal Services is requesting three additional full-time
positions. The increase in staffing levels for the Department is a critical need due to the
large number of animal intakes. For comparison purposes, a study was conducted by
staff to compare staffing levels in other agencies. The study showed that no surrounding
city, or any other city in California, came close to number of animal intakes at the City of
San Bernardino’s Animal Services. The total intake for dogs and cats in calendar year
2022 for the City was 5,156. The only agencies in California with similar intake numbers
were Ventura County, with an area covering 2,200 square miles, with an intake of 6,015
animals, and Contra Costa County, with an area covering 716 square miles with an intake
of 6,152 animals (calendar year 2021). These agencies have staffing levels of 76 and 83
full-time employees, respectively. The City’s Animal Services Department functions with
only 25 full-time staff.
The Animal Services Department has no Deputy Director and no mid-level managers.
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Lacking this crucial backup, the Director must fulfill the management duties for the entire
operation. With service demands that are increasing and showing no signs of slowing,
this is an unsustainable staffing model. To continue to provide the high level of service
that has become the standard for the City of San Bernardino Animal Services, the
Department needs an Animal Services Manager, Animal Services Supervisor, and an
additional Animal Control Officer to support the Field Unit.
Savings are available within the Department budget due to the Animal License Inspector
and Veterinarian positions proving difficult to fill. Staff is proposing reallocating the funds
assigned to the vacant Animal License Inspector positions to partially cover the three
proposed additional positions during this fiscal year. The savings would be used to cover
a portion of the salaries and benefits, costs of an additional vehicle, as well as supplies
and uniforms for the new team members. Additional funds would nevertheless be required
to support the additional employees. The estimated impact to the General Fund for these
positions is $54,340 for FY 2022/23 and $322,688 for FY 2023/24.
2021-2025 Strategic Targets and Goals
Receiving and Filing the FY 2022/23 Mid-Year Budget Update Report aligns with Key
Target No. 1: Improved Operational & Financial Capacity. Updated revenue and
expenditure projections provide the Mayor and City Council with important information
and analysis needed to make financial decisions impacting the City.
Fiscal Impact
Summary of the requested budget amendments are listed below:
Department Item Description Request Type FY 23 Impact FY 24 Impact
Animal Services
Animal Services Manager, Supervisor, and
Animal Control Officer On-Going 54,340$ 322,688$
CED Adminstration costs for Housing Division On-Going 446,699$ 610,000$
City Clerk Executive Assistant to the City Clerk On-Going 65,457$ 100,272$
City Clerk Contracted services for minutes backlog One-time 25,000$ -$
Fleet Services Increase of utility costs One-time 56,000$ -$
General Government Increase of utility costs On-Going 1,300,000$ 1,300,000$
Human Resources Liability Claims On-Going 2,000,000$ 2,000,000$
Information Technology Data center replacement One-time 150,000$ 11,750$
Information Technology Virtual server replacement One-time 500,000$ 11,750$
Information Technology Email storage upgrade One-time 32,000$ 11,750$
Information Technology Access control system replacement One-time 100,000$ 11,750$
Information Technology Document Management system upgrade One-time 75,000$ 11,750$
Information Technology Multi-Factor authentication PD One-time 34,560$ 11,750$
Information Technology Social media management system One-time 23,000$ 11,750$
Information Technology 23 Laptops (14 IT, 9 HR)One-time 34,500$ 11,750$
Legal Services
Increase of costs for specialized legal
counsel On-Going 1,000,000$ 1,000,000$
Library Two full-time Library Technicians On-Going 18,174$ 142,000$
5,914,730$ 5,568,960$ Total Mid-Year Budget Requests:
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Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Receive and file the Fiscal Year 2022/23 Mid-Year Budget Report; and
2. Adopt Resolution No. 2023-039 Authorizing the Agency Director of
Administrative Services to amend the Fiscal Year 2022/23 Operating Budget by
$5,914,730 as outlined in the Fiscal Year 2022/23 Mid-Year Budget Report.
Attachments
1. Attachment 1 - Resolution No. 2023-039 Fiscal Year 2022-23 Budget
Amendments
2. Attachment 2 - Fiscal Year 2022-2023 Mid-Year Report Presentation
Ward:
All Wards
Synopsis of Previous Council Actions:
June 1, 2022 The Mayor and City Council adopted Resolution No. 2022-102
approving the City of San Bernardino’s Operating Budget and Capital
Improvement Program (CIP) for Fiscal Year 2023 and Fiscal Year
2024.
December 7, 2022 The Mayor and City Council received and filed the 1st Quarter Budget
Report for Fiscal Year 2022/23 and adopted Resolution No. 2022-
268 approving the amendments for the 1st Quarter Report.
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Resolution No. 2023-039
Resolution No. 2023-039
March 1, 2023
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RESOLUTION NO. 2023-039
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
AUTHORIZING THE AGENCY DIRECTOR OF
ADMINISTRATIVE SERVICES TO AMEND THE FY
2022/23 OPERATING BUDGET IN THE AMOUNT OF
$5,914,730 FOR THE AMOUNTS DETAILED IN THE MID
YEAR FISCAL YEAR 2022/23 REPORT
WHEREAS, the City of San Bernardino is in a period of growth and development; and
WHEREAS, departments continue to focus on improving external and internal customer
services; and
WHEREAS, in order to make necessary improvements some departments require
additional funding.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. That the Mayor and City Council hereby authorize the Agency Director of
Administrative Services to amend the Fiscal Year 2022/23 Operating Budget in the amount of
$5,914,730 as detailed in the Mid-Year Fiscal Year 2022/23 Report.
SECTION 3. That the City Council finds this Resolution is not subject to the California
Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA
applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 4. Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 5. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of March 2023.
Helen Tran, Mayor
City of San Bernardino
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Resolution No. 2023-039
Resolution No. 2023-039
March 1, 2023
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Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-039
Resolution No. 2023-039
March 1, 2023
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-039, adopted at a regular meeting held on the 1st day of March 2023 by the
following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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FY 2022/23 Mid-Year Report
Barbara Whitehorn, Agency Director of Administrative
Services
Zuyva Ruiz, Budget Division Manager
March 1, 2023
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FY 2022/23 Mid-Year Report
Ø Presentation Overview
•Mid-Year Review
•Budget Monitoring & Evaluation
•Proposed Amendments
•Questions/Discussion
2
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REVENUE REVIEW
FY 2022/23
3
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FY 2022/23 Mid Year Revenues
4
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FY 2022/23 Mid Year Revenues
5
2023
Revenue
ON budget
2023
Revenue
BELOW
budget
2023
Revenue
EXCEEDING
budget
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FY 2022/23 Mid Year Revenues
•Strong Revenue Performance
•Revised year-end projections for Sales & Use Tax as well as Measure S
Revenue
•Strong performance in categories:
•Charges for Services
•Intergovernmental
•Licenses and Permits
•Continuous monitoring of revenues to prepare updates for FY
2023/24
6
Revenue Performance
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BUDGET PERFORMANCE
FY 2022/23
7
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FY 2022/23 Mid-Year Expenditures
8
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FY 2022/23 Mid-Year Expenditures
9
Department Budget Performance
•On Track
•Most departments are either at or below targets
(inclusive of 1st Quarter additions)
•Utilizing savings to cover unexpected expenses
•Over Budget
•Legal Services, General Government, Liability Fund,
Fleet Services Fund
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Internal Service Funds
10
Budget Amendments
Liability Fund
•$2,000,000 increase in FY 2022/23 – higher than anticipated
settlements
Fleet Services Fund
•$56,000 to cover increased costs of utilities
Information Technology Fund
•$949,060 one-time capital investment in necessary
technology infrastructure
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Internal Service Funds
11
•$150,000 - Data Center
replacement
•$500,000 - Virtual Server
replacement
•$32,000 - Email storage upgrade
•$100,000 - Access control system
replacement
•$75,000 – Document management
system upgrade
•$34,560 - Multi-Factor
authentication – PD
•$23,000 - Social media
management system
•$34,500 – 23 Laptops
Information Technology Fund
Budget Amendments
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General Fund Departments
12
Budget Amendments
Legal Services:
•$1,000,000 for on-going outside specialized legal
counsel
General Government:
•$1,300,000 to cover increased costs of utilities city-
wide
Community, Housing, and Economic Development:
•$446,699 for Housing Division personnel costs
General Fund – Current Service Levels
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INCREASING SERVICE LEVELS
MEETING THE NEEDS OF THE COMMUNITY
FY 2022/23
13
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Budget Planning and and Identified Needs
14
City Clerk’s Office
Challenges:
•Understaffed as compared to demands for service
•Large backlog of meeting minutes
Requests:
•1 full-time Executive Assistant position
•$65,457 in FY 2022/23 and $100,272 in FY 2023/24
•Contracted temporary services to clear backlog of meeting
minutes
•$25,000 in FY 2022/23 one-time expense
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Budget Planning and and Identified Needs
15
Challenges:
•Understaffed; expanded hours, still not at pre-bankruptcy levels
•Unsuccessful recruitments and retention of part-time
employees
Request:
•2 full-time Library Technicians
•$18,184 in FY 2022/23 and $142,000 in FY 2023/24
Library
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Budget Planning and Identified Needs
16
Challenges:
•Extremely high animal intake; comparable to counties
•Understaffed with high-level service demands
•Lacking crucial backup for Director
Requests:
•3 full-time positions: (1) Animal Services Manager, (1) Animal Services Supervisor, (1) Animal Control Officer
•$54,340 in FY 2022/23 and $322,688 in FY 2023/24
Animal Services
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Mid-Year Budget Amendment Summary
17
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BUDGET LOOK AHEAD
FY 2022/23
18
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Mid-Year
Review
(March 1, 2023)
Year 2 Budget
Updates
(Starting March
2023)
FY 2024 Budget
Adoption
(June 7, 2023)
Biennial Budget Fiscal Year 2022-23 to 2023-24 Timeline
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DISCUSSION
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DISCUSSION
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager
Daniel Hernandez, Agency Director of Public Works,
Operations and Maintenance
Department:Public Works
Subject:Introduce Ordinance No. MC-1612 Amending Section
8.24.050 of the Municipal Code (Notification of
Administrative Hearing) (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Introduce, read by title only, and waive further reading of Ordinance No. MC-
1612 amending Section 8.24.050 of the San Bernardino Municipal Code
regarding notification of administrative hearing decision and final report of
delinquent solid waste charges to affected persons.
Background
On April 1, 2016, as part of the City of San Bernardino’s Bankruptcy Recovery Plan,
the City of San Bernardino contracted with Burrtec Waste Industries to provide solid
waste, recycling, and right of way clean up services.
San Bernardino Municipal Code Section 8.24.050 provides that in the event the bill
for solid waste collection service together with any late charge thereon is not paid in
full within thirty days after the date of mailing the notice of delinquency to the
property owner and tenant pursuant to Chapter 8.24.050(B), the franchised hauler
may assign such bill to the City for collection through the initiation of special
assessment and lien proceedings.
Discussion
Pursuant to San Bernardino Municipal Code Section 8.24.050(E), property owners
and tenants are mailed a notice of an administrative hearing to impose a special
assessment and lien against a property for unpaid delinquent solid waste charges.
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Following the administrative hearing, San Bernardino Municipal Code Section
8.24.050(F) provides that the City Manager shall send a copy of the administrative
hearing decision and final report of delinquent solid waste charges to both Council
and the property owners and tenants. Following the hearing, a letter with a website
link to the order and report is mailed to the property owners and tenants.
In an effort to streamline the administrative hearing process, which will provide
information more expediently, consolidate the number of mailings sent to the
property owners and tenants to one letter, reduce staff administrative time, and save
on printing and mailing costs, the City wishes to amend San Bernardino Municipal
Code Section 8.24.050 to allow the City to provide the website link to property
owners and tenants in advance, by including the link in the mailed notice of the
administrative hearing regarding the proposed special assessment and lien to be
imposed against the property receiving solid waste services.
2021-2025 Strategic Targets and Goals
Amending San Bernardino Municipal Code Section 8.24.050 aligns with Key Target
No. 1b: Continue to seek opportunities to secure long-term revenue sources as
special assessment and lien proceedings enable the waste hauler to continue
providing mandatory waste removal services throughout the City despite non-paying
customers and saves on printing and mailing costs.
Fiscal Impact
No fiscal impact to the City. The City of San Bernardino and Burrtec Waste will
continue to recover the amounts owed for services provided to the customers.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Introduce, read by title only, and waive further reading of Ordinance No. MC-
1612 amending Section 8.24.050 of the San Bernardino Municipal Code
regarding notification of administrative hearing decision and final report of
delinquent solid waste charges to affected persons.
Attachments
Attachment 1 Redline Section 8.24.050 Failure to Pay
Attachment 2 Clean – Ordinance No. MC-1612
Ward:
All Wards
Synopsis of Previous Council Actions:
November 7, 2016 The Mayor and City Council adopted Ordinance No. MC-
1431 amending San Bernardino Municipal Code, Title 8,
Health and Safety, Article 24.
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8.24.050 Failure to Pay.
A. Failure to Pay for Solid Waste Collection Service.
The franchised hauler shall be entitled to payment from the property owner, tenant
or any other subscribing person on behalf of the property owner for any services
rendered or to be rendered. Solid waste collection service shall not be discontinued
for residential customers by reason of any failure to pay the charges for such
service. The franchised hauler may temporarily suspend services if a commercial
customer has been delinquent in payment for a period of at least forty-five (45) days
in accordance with the terms of the franchise agreement.
B. Notification of Delinquency.
1. Customers (owners or tenants) who have not remitted required payment
within forty-five (45) days after the date of billing shall be notified by the
franchised hauler on forms that contain a statement that if payment is not
received within fifteen (15) days from the date of the notice, the delinquent
and unpaid charges, including a 10% penalty and 1.5% monthly interest,
may be placed on the San Bernardino County annual secured property tax
rolls and that any amount owing would then become a lien on the property.
Contractor shall provide such notice to customers as is required under
Proposition 218 to include notification via U.S. Mail to the current billing
address on file.
2. All notices pursuant to this division shall be made to the property owner, if
the property owner is the subscriber, or else to the property owner and tenant
or any other subscribing person on behalf of the property owner. The form
of delinquency notice shall be approved by the City Manager.
C. Assignment of Delinquent Account.
In the event the bill for Solid Waste collection service together with any late charge
thereon is not paid in full within thirty (30) days after the date of mailing the notice
of delinquency to the property owner and tenant pursuant to Chapter 8.24.050(B),
the franchised hauler may assign such bill to the City for collection through the
initiation of lien and special assessment proceedings. The assignment shall include
the name and address of the property owner and tenant, the assessor's parcel number
of the premises, the period of Solid Waste collection service covered by the bill,
the amount owed for such service, the amount of any late charge and such other
information as requested by the City Manager, together with a copy of the notices
of delinquency mailed or otherwise delivered to the property owner and tenant with
proof of service.
D. Initiation of Special Assessment and Lien.
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Upon the City's receipt of the assignment from the franchised hauler, the City
Manager shall prepare a report of delinquency delinquent Solid Waste collection
service charges and initiate proceedings to create a special assessment and lien on
the premises to which the Solid Waste collection service was provided. The City
Manager shall fix a time, date and place for an administrative hearing by the City
Manager to consider any objections or protests to his or her report.
E. Notice of Administrative Hearing on Special Assessment and Lien.
The City Manager shall send written notice of the administrative hearing to the
property owner and tenant of the premises against which the special assessment and
lien will be imposed at least ten (10) days prior to the hearing date. The notice shall
be mailed to each person to whom such premises is assessed in the latest equalized
assessment roll available on the date the notice is mailed, at the address shown on
said assessment roll or as known to the City Manager. A copy of the notice shall
also be mailed to the franchised hauler. Said notice shall set forth the amount of
delinquent Solid Waste collection service charges, the amount of any late charge
thereon, and shall inform the recipient of the possible levy of a special assessment
and lien on the premises and administrative charges as provided in this division.
Said notice shall also inform the property owner and tenant of the time, date and
place of the administrative hearing and the subsequent public hearing to be
conducted by the Common Council, include a link to the webpage on which the
administrative hearing order and final report in 8.24.050(F) will be posted and
advise the property owner and tenant of his or her right to appear at both the
administrative hearing and the public hearing to state his or her objections to the
report or the proposed special assessment and lien.
F. Administrative Hearing on Special Assessment and Lien.
At the time and place fixed for the administrative hearing, the City Manager shall
hear and consider any objections or protests to his or her report. The City Manager
may correct or modify the report as he or she deems appropriate, based upon the
evidence presented at the hearing, and shall notify the affected persons of his or
herpost a copy of the decision on the City website. The City Manager shall
thereupon submit a final report to the Common Council for confirmation and shall
furnish post a copy of such final report on the City websiteto all the persons to
whom notice was sent pursuant to this division.
G. Public Hearing on Special Assessment and Lien.
The Common Council shall conduct a public hearing to consider the City Manager's
final report at the time and place set forth in notice described in Chapter
8.24.050(E). At such hearing, any interested person shall be afforded the
opportunity to appear and present evidence as to why the final report, or any portion
thereof, should not be confirmed. The Common Council's review shall be limited
to the administrative record and evidence presented at the City Manager's
administrative hearing. The Common Council may adopt, revise, reduce or modify
Packet Pg. 583
any charge shown in the final report or overrule any or all objections as it deems
appropriate, based upon the evidence presented at the hearing. If the Common
Council is satisfied with the final report as rendered or modified, the Common
Council shall confirm such final report by resolution. The decision by the Common
Council on the final report and any objections or protests thereto, shall be final and
conclusive.
H. Recording of Lien.
Upon confirmation by the Common Council of the final report, the City Manager
shall cause to be recorded in the office of the recorder for San Bernardino, a lien
against each premises described in the final report for the amount of delinquent
Solid Waste collection service charges and late charges as confirmed by the
Common Council by resolution. The lien shall also include such additional
administrative charges as established by resolution of the Common Council. All
affected property owners persons to whom notice was sent pursuant to this division
shall be notified by the City Manager that the delinquent Solid Waste collection
service charges, late charges and administrative charges are due and payable to the
City and that said lien has been recorded.
I. Levy of Special Assessment.
Upon confirmation by the Common Council of the City Manager's final report, as
rendered or modified, the delinquent Solid Waste collection service charges, late
charges and administrative charges contained therein shall constitute a special
assessment levied upon the premises against which such charges have been
imposed. The City Manager shall file a copy of the final report, together with a
certified copy of the resolution by the Common Council confirming the same, with
the tax collector for San Bernardino County with instructions to enter the delinquent
Solid Waste collection service charges, late charges and administrative charges as
special assessments against the respective premises described in the City Manager's
lien report. The tax collector shall include such special assessment on the next
regular bill for secured property taxes sent to the property owner.
J. Collection of Special Assessment.
The special assessment shall be collected at the same time in the same manner and
frequency and by the same persons as ordinary municipal taxes, and shall be subject
to the same interest and penalties and the same procedure of sale as provided for
delinquent ordinary municipal taxes. The special assessment shall be subordinate
to all existing special assessment liens previously imposed upon the premises and
paramount to all other liens except those for state, county and municipal taxes, with
which it shall be upon parity. Each special assessment shall continue until all of the
delinquent Solid Waste collection service charges, late charges and administrative
charges due and payable thereon are paid in full. All laws applicable to the levy,
collection and enforcement of municipal taxes shall be applicable to such special
assessment.
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Ordinance No. MC-1612
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ORDINANCE NO. MC-1612
AN ORDINANCE OF THE MAYOR AND CITY COUNCIL OF THE CITY
OF SAN BERNARDINO, CALIFORNIA, AMENDING SECTION 8.24.050
OF THE SAN BERNARDINO MUNICIPAL CODE REGARDING
NOTIFICATION OF ADMINISTRATIVE HEARING DECISION AND
FINAL REPORT OF DELINQUENT SOLID WASTE CHARGES TO
AFFECTED PERSONS
WHEREAS, the City of San Bernardino, California (“City”), is a chartered city and
municipal corporation, duly organized under the California Constitution and laws of the State of
California; and
WHEREAS, the San Bernardino Municipal Code section 8.24.050(F) provides that
following an administrative hearing to impose a special assessment and lien against a property for
unpaid delinquent solid waste charges, the City Manager shall send a copy of the administrative
hearing decision and final report of delinquent solid waste charges to both Council and the
delinquent property owners and customers; and
WHEREAS, following the administrative hearing, the City mails a letter to property
owners and customers with a website link to the order and report; and
WHEREAS, the City wishes to amend San Bernardino Municipal Code section
8.24.050(F) to allow the City to provide the website link to property owners and customers in
advance, by including the link in the mailed notice of the administrative hearing regarding the
proposed special assessment and lien to be imposed against the property receiving solid waste
services to provide information more expediently and save on printing and mailing costs.
THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO DO
ORDAIN AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are hereby incorporated herein
by this reference.
SECTION 2.The City Council hereby amends sections 8.24.050 to read in full as follows:
8.24.050 Failure to Pay.
A. Failure to Pay for Solid Waste Collection Service.
The franchised hauler shall be entitled to payment from the property owner, tenant
or any other subscribing person on behalf of the property owner for any services
rendered or to be rendered. Solid waste collection service shall not be discontinued
for residential customers by reason of any failure to pay the charges for such
service. The franchised hauler may temporarily suspend services if a commercial
customer has been delinquent in payment for a period of at least forty-five (45) days
in accordance with the terms of the franchise agreement.
B. Notification of Delinquency.
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Ordinance No. MC-1612
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2
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1. Customers (owners or tenants) who have not remitted required payment
within forty-five (45) days after the date of billing shall be notified by the
franchised hauler on forms that contain a statement that if payment is not
received within fifteen (15) days from the date of the notice, the delinquent
and unpaid charges, including a 10% penalty and 1.5% monthly interest,
may be placed on the San Bernardino County annual secured property tax
rolls and that any amount owing would then become a lien on the property.
Contractor shall provide such notice to customers via U.S. Mail to the
current billing address on file.
2. All notices pursuant to this division shall be made to the property owner, if
the property owner is the subscriber, or else to the property owner and tenant
or any other subscribing person on behalf of the property owner. The form
of delinquency notice shall be approved by the City Manager.
C. Assignment of Delinquent Account.
In the event the bill for Solid Waste collection service together with any late charge
thereon is not paid in full within thirty (30) days after the date of mailing the notice
of delinquency to the property owner and tenant pursuant to Chapter 8.24.050(B),
the franchised hauler may assign such bill to the City for collection through the
initiation of lien and special assessment proceedings. The assignment shall include
the name and address of the property owner and tenant, the assessor's parcel number
of the premises, the period of Solid Waste collection service covered by the bill,
the amount owed for such service, the amount of any late charge and such other
information as requested by the City Manager, together with a copy of the notices
of delinquency mailed or otherwise delivered to the property owner and tenant with
proof of service.
D. Initiation of Special Assessment and Lien.
Upon the City's receipt of the assignment from the franchised hauler, the City
Manager shall prepare a report of delinquent Solid Waste collection service charges
and initiate proceedings to create a special assessment and lien on the premises to
which the Solid Waste collection service was provided. The City Manager shall fix
a time, date and place for an administrative hearing by the City Manager to consider
any objections or protests to his or her report.
E. Notice of Administrative Hearing on Special Assessment and Lien.
The City Manager shall send written notice of the administrative hearing to the
property owner and tenant of the premises against which the special assessment and
lien will be imposed at least ten (10) days prior to the hearing date. The notice shall
be mailed to each person to whom such premises is assessed in the latest equalized
assessment roll available on the date the notice is mailed, at the address shown on
said assessment roll or as known to the City Manager. A copy of the notice shall
also be mailed to the franchised hauler. Said notice shall set forth the amount of
delinquent Solid Waste collection service charges, the amount of any late charge
thereon, and shall inform the recipient of the possible levy of a special assessment
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and lien on the premises and administrative charges as provided in this division.
Said notice shall also inform the property owner and tenant of the time, date and
place of the administrative hearing and the subsequent public hearing to be
conducted by the Common Council, include a link to the webpage on which the
administrative hearing order and final report in 8.24.050(F) will be posted and
advise the property owner and tenant of his or her right to appear at both the
administrative hearing and the public hearing to state his or her objections to the
report or the proposed special assessment and lien.
F. Administrative Hearing on Special Assessment and Lien.
At the time and place fixed for the administrative hearing, the City Manager shall
hear and consider any objections or protests to his or her report. The City Manager
may correct or modify the report as he or she deems appropriate, based upon the
evidence presented at the hearing, and shall post a copy of the decision on the City
website. The City Manager shall thereupon submit a final report to the Common
Council for confirmation and shall post a copy of such final report on the City
website.
G. Public Hearing on Special Assessment and Lien.
The Common Council shall conduct a public hearing to consider the City Manager's
final report at the time and place set forth in notice described in Chapter
8.24.050(E). At such hearing, any interested person shall be afforded the
opportunity to appear and present evidence as to why the final report, or any portion
thereof, should not be confirmed. The Common Council's review shall be limited
to the administrative record and evidence presented at the City Manager's
administrative hearing. The Common Council may adopt, revise, reduce or modify
any charge shown in the final report or overrule any or all objections as it deems
appropriate, based upon the evidence presented at the hearing. If the Common
Council is satisfied with the final report as rendered or modified, the Common
Council shall confirm such final report by resolution. The decision by the Common
Council on the final report and any objections or protests thereto, shall be final and
conclusive.
H. Recording of Lien.
Upon confirmation by the Common Council of the final report, the City Manager
shall cause to be recorded in the office of the recorder for San Bernardino, a lien
against each premises described in the final report for the amount of delinquent
Solid Waste collection service charges and late charges as confirmed by the
Common Council by resolution. The lien shall also include such additional
administrative charges as established by resolution of the Common Council. All
affected property owners shall be notified by the City Manager that the delinquent
Solid Waste collection service charges, late charges and administrative charges are
due and payable to the City and that said lien has been recorded.
I. Levy of Special Assessment.
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Upon confirmation by the Common Council of the City Manager's final report, as
rendered or modified, the delinquent Solid Waste collection service charges, late
charges and administrative charges contained therein shall constitute a special
assessment levied upon the premises against which such charges have been
imposed. The City Manager shall file a copy of the final report, together with a
certified copy of the resolution by the Common Council confirming the same, with
the tax collector for San Bernardino County with instructions to enter the delinquent
Solid Waste collection service charges, late charges and administrative charges as
special assessments against the respective premises described in the City Manager's
lien report. The tax collector shall include such special assessment on the next
regular bill for secured property taxes sent to the property owner.
J. Collection of Special Assessment.
The special assessment shall be collected at the same time in the same manner and
frequency and by the same persons as ordinary municipal taxes, and shall be subject
to the same interest and penalties and the same procedure of sale as provided for
delinquent ordinary municipal taxes. The special assessment shall be subordinate
to all existing special assessment liens previously imposed upon the premises and
paramount to all other liens except those for state, county and municipal taxes, with
which it shall be upon parity. Each special assessment shall continue until all of the
delinquent Solid Waste collection service charges, late charges and administrative
charges due and payable thereon are paid in full. All laws applicable to the levy,
collection and enforcement of municipal taxes shall be applicable to such special
assessment.
SECTION 3.Effective Date. This Ordinance shall take effect thirty (30) days after its
adoption.
SECTION 4.Severability. If any section, subsection, subdivision, paragraph, sentence,
clause or phrase of this ordinance, or any part thereof, is for any reason held to be unconstitutional,
such decision shall not affect the validity of the remaining portion of this Ordinance or any part
thereof. The City Council hereby declares that it would have passed each section, subsection,
subdivision, paragraph, sentence, clause or phrase thereof, irrespective of the fact that any one or
more section, subsection, subdivision, paragraph, sentence, clause or phrase be declared
unconstitutional. If for any reason any portion of this Ordinance is found to be invalid by a court
of competent jurisdiction, the balance of this Ordinance shall not be affected.
SECTION 5.Certification. The City Clerk of the City of San Bernardino shall certify to
the adoption of this Ordinance and cause publication to occur in a newspaper of general circulation
and published and circulated in the City in a manner permitted under section 36933 of the
Government Code of the State of California.
SECTION 6.CEQA. The City Council finds that this Ordinance is not subject to the
California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will
not result in a direct or reasonably foreseeable indirect physical change in the environment) and
15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines
(California Code of Regulations, Title 14, Chapter 3) because it has no potential for resulting in
physical change to the environment, directly or indirectly.
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APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the
City Clerk this XXth day of , 2023.
__________________________________
Helen Tran, Mayor
City of San Bernardino
Attest:
__________________________________
Genoveva Rocha, CMC, City Clerk
Approved as to form:
__________________________________
Sonia Carvalho, City Attorney
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Ordinance No. MC-1612, introduced by the City Council of the City of San Bernardino, California,
at a regular meeting held the 1st day of March 2023. Ordinance No. MC-1612 was approved,
passed and adopted at a regular meeting held the XX day of , 2023
by the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
______________________________
Genoveva Rocha, CMC, City Clerk
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PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely; Nathan Freeman, Agency Director of
Community, Housing, and Economic Development
Department:Community, Housing, & Economic Development (CED)
Subject:Public Hearing on Annexation No. 31 to Community
Facilities District 2019-1 (Ward 3)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Hold a Public Hearing; and
2. Adopt Resolution No. 2023-040 of the Mayor and City Council of the City of San
Bernardino, California, calling an election to submit to the qualified electors the
question of levying a special tax within the area proposed to be annexed to
Community Facilities District No. 2019-1 (Maintenance Services) (Annexation No.
31); and
3. Hold a special landowner election and canvass the election; and
4. Adopt Resolution No. 2023-041 of the Mayor and City Council of the City of San
Bernardino, California, declaring election results for Community Facilities District
No. 2019-1 (Maintenance Services) (Annexation No. 31); and
5. Introduce, read by title only, and waive further reading of Ordinance No. MC-1613
of the Mayor and City Council of the City of San Bernardino, California, amending
Ordinance No. MC-1522 and levying special taxes to be collected during Fiscal
Year 2023-2024 to pay annual costs of the maintenance and servicing of
landscaping, lighting, water quality improvements, graffiti, streets, street sweeping,
parks and trail maintenance, a reserve fund for capital replacement, and
administrative expenses with respect to City of San Bernardino Community
Facilities District No. 2019-1 (Maintenance Services); and
6. Schedule the adoption of Ordinance No. MC-1613 for March 15, 2023.
Background
On January 18, 2023, the Mayor and City Council adopted Resolution No. 2023-017,
a Resolution of Intention to annex territory into Community Facilities District No. 2019-1
(Maintenance Services) of the City of San Bernardino (the “Resolution of Intention”),
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pursuant to the provisions of the “Mello-Roos Community Facilities Act of 1982”. A
public hearing was set for March 1, 2023, on the proposed annexation of the said
territory into the community facilities district. As required by the Resolution of Intention,
a boundary map was recorded on January 19, 2023, at 1:24 p.m. in Book 90 Page 92,
Document No. 2023-0013741 of Maps of Assessment and Community Facilities
Districts with the San Bernardino County Recorder.
The Resolution of Intention was adopted by the Mayor and City Council in response to
a petition filed by the property owner of approximately 13.28 gross acres of a zoned
commercial property within the City, requesting that the City assist them in annexing
their property into CFD No. 2019-1 under the Mello-Roos Act. The proposed project
will consist of a truck and trailer parking facility. The State legislature enacted the Mello-
Roos Act in 1982 to assist public agencies in financing certain public improvements by
either issuing tax exempt securities that are repaid by annual levy of special taxes, or
to provide for the financing of on-going public services. The landowner requested the
City annex into CFD No. 2019-1 to levy a special tax to cover the costs associated with
the maintenance of public improvements. The public facilities and services proposed
to be financed within the territory to be annexed to the District are the following:
1. Public lighting and appurtenant facilities, including streetlights within public rights-
of-way and traffic signals; and
2. Maintenance of streets, including pavement management; and
3. City and County costs associated with the setting, levying and collection of the
special tax, and in the administration of the District including the contract
administration and for the collection of reserve funds.
The proposed area to be annexed into the CFD will be included in Tax Zone 32 and is
located north of W Rialto Ave and east of N Rancho Ave, as shown in Attachment #12.
The maximum annual special tax for this development has been calculated to be $452
per acre for FY 2023/24. This tax rate includes a Maximum Special Tax A of $358 per
acre per year for maintenance services of public facilities and a Maximum Annual
Special Tax B (Contingent) of $94 per acre per year. Special Tax B (Contingent) is for
the maintenance and operation of the improvements described in Exhibit “B” attached
hereto. If the Property Owners Association (POA) were to default of its obligation to
maintain such improvements, the City would be able to collect funds to pay for those
services. Annual Special Tax A and Annual Special Tax B (Contingent) rate are
proposed to escalate each year at the greater of Consumer Price Index (CPI) or 2%.
The property owners have agreed to initiate and conduct the CFD annexation
proceedings pursuant to the Mello-Roos Act of 1982. The property owners have
submitted a “Consent and Waiver” form on file in the City Clerk’s Office to initiate and
conduct proceedings pursuant to the Mello-Roos Act in 1982, for the annexation into
the CFD and consenting to the shortening of election time requirements, waiving
analysis and arguments, and waiving all notice requirements relating to the conduct of
the election.
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In order to annex property to CFD No. 2019-1 pursuant to the provisions of California
Government Code Section 53311 et seq., the City must adopt a series of three
statutorily required Resolutions and an Ordinance which are summarized below.
•Resolution declaring City intent to annex territory to Community Facilities District No.
2019-1 including the boundary of the area to be annexed and the rate and method
of apportionment of special taxes within the annexation area (the special tax applies
only to properties within the annexation area), adopted January 18, 2023.
•Resolution calling an election to submit to the qualified electors the question of
levying a special tax within the area proposed to be annexed to the District.
•Resolution declaring the results of the election and directing the recording of the
notice of special tax lien.
•Amend the Ordinance and order the levy and collection of special taxes in the
District.
With the adoption of the Resolutions and the first reading of the amended Ordinance,
the second reading of the amended Ordinance would be scheduled for March 15,
2023.
Discussion
The Resolution of Intention called for a public hearing to be held on March 1, 2023, on
the issue of the annexation of territory into CFD No. 2019-1. Under the Mello-Roos
Act, the Mayor and City Council must hold the public hearing and consider any protests
against the formation of the CFD. If the owners of one half or more of the land within
the proposed boundaries of the CFD file written protests against the establishment of
the CFD, the Council may not create the CFD. If a majority protest is not filed, the
Mayor and City Council may adopt the resolution establishing the CFD.
Adoption of Resolution No. 2019-178 on July 17, 2019, established CFD 2019-1,
pursuant to the requirements of Government Code Section 53325.1. After a CFD is
formed, the Mello-Roos Act requires that for any annexations into the CFD an election
be held on the question of whether the proposed special taxes should be levied. The
election requires a two-thirds vote in favor of levying the special tax. The landowners
filed waivers with respect to the conduct of the election pursuant to Government Code
Sections 53326(a) and 53327(b), meaning that the time limits and procedural
requirements for conducting an election under the Mello-Roos Act do not have to be
followed. Accordingly, City staff has already mailed the election ballots to the
landowners and required the ballots to be returned by the close of the public hearing.
If the Mayor and City Council adopt Resolution No. 2023-040 it may immediately
proceed to the opening of the ballots and adopt Resolution No. 2023-041 declaring the
results of the election.
2021-2025 Strategic Targets and Goals
This project is consistent with Key Target No 1. Improved Operational & Financial
Capacity and Key Target No. 4: Economic Growth & Development. This project will
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contribute to ensure that the City is clean and attractive and provide infrastructure
designed for long term economic growth.
Fiscal Impact
The individual property owners in the CFD will be responsible for annual payments of
special taxes. It is estimated, upon full completion of the development, there will be an
annual collection of special tax revenues of approximately $4,760 from Special Tax A
to be used to pay for maintenance costs within the development.
On March 1 of each year, every taxable unit for which a building permit has been
issued within the boundaries of the CFD, will be subject to the special tax for the
ensuing Fiscal Year. If the anticipated costs of maintaining the facilities in any given
Fiscal Year, prior to buildout of the project, exceeds the special tax revenues available
from parcels for which building permits have been issued, then the special tax may
also be applied to property within recorded final subdivision maps, as well as other
undeveloped property within the boundaries of the CFD.
All costs associated with annexation into the CFD have been borne by the Developer.
By annexing into the CFD, the costs of maintaining improvements located within the
development will be financed through special taxes levied on the parcels within CFD
No. 2019-1 and not through the City’s General Fund.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Hold a Public Hearing; and
2. Adopt Resolution No. 2023-040 of the Mayor and City Council of the City of San
Bernardino, California, calling an election to submit to the qualified electors the
question of levying a special tax within the area proposed to be annexed to
Community Facilities District No. 2019-1 (Maintenance Services) (Annexation No.
31); and
3. Hold a special landowner election and canvass the election; and
4. Adopt Resolution No. 2023-041 of the Mayor and City Council of the City of San
Bernardino, California, declaring election results for Community Facilities District
No. 2019-1 (Maintenance Services) (Annexation No. 31); and
5. Introduce, read by title only, and waive further reading of Ordinance No. MC-1613
of the Mayor and City Council of the City of San Bernardino, California, amending
Ordinance No. MC-1522 and levying special taxes to be collected during Fiscal
Year 2023-2024 to pay annual costs of the maintenance and servicing of
landscaping, lighting, water quality improvements, graffiti, streets, street sweeping,
parks and trail maintenance, a reserve fund for capital replacement, and
administrative expenses with respect to City of San Bernardino Community
Facilities District No. 2019-1 (Maintenance Services); and
6. Schedule the adoption of Ordinance No. MC-1613 for March 15, 2023.
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Attachments
Attachment 1 - Resolution No. 2023-040- Resolution Calling Election
Attachment 2 - Exhibit A Description of Territory
Attachment 3 - Exhibit B Rate and Method of Apportionment
Attachment 4 - Exhibit C Special Election Ballot
Attachment 5 - Resolution No. 2023-041- Resolution Declaring Election Results
Attachment 6 - Exhibit A Certificate of Election Results
Attachment 7 – Ordinance No. MC-1613
Attachment 8 - Exhibit A Description of Services
Attachment 9 - Exhibit B Parcel List
Attachment 10 – Signed Petition and Waiver
Attachment 11 - PowerPoint Presentation
Attachment 12 - Project Map
Ward:
Third Ward
Synopsis of Previous Council Actions:
June 5, 2019: Mayor and City Council adopted Resolution No. 2019-81, a Resolution
of Intention to form Community Facilities District No. 2019-1
(Maintenance Services) of the City of San Bernardino (the “Resolution of
Intention”), pursuant to the provisions of the “Mello-Roos Community
Facilities Act of 1982.”
July 17, 2019: Resolution No. 2019-178 was adopted establishing Community
Facilities District No. 2019-1; Resolution No. 2019-179 was adopted
declaring election results for Community Facilities District No. 2019-1;
and first reading of Ordinance No. MC-1522 levying special taxes to be
collected during FY 2019-20 to pay annual costs of maintenance,
services and expenses with respect to Community Facilities District No.
2019-1.
August 7, 2019: Final reading of Ordinance No. MC-1522 levying special taxes to be
collected during FY 2019-20 to pay annual costs of maintenance,
services and expenses with respect to Community Facilities District No.
2019-1.
January 18, 2023: Mayor and City Council adopted Resolution No. 2023-017, a
Resolution of Intention to annex territory into Community Facilities District
No. 2019-1 (Maintenance Services) of the City of San Bernardino (the
“Resolution of Intention”), pursuant to the provisions of the “Mello-Roos
Community Facilities Act of 1982”.
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RESOLUTION NO. 2023-040
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA,
CALLING AN ELECTION TO SUBMIT TO THE
QUALIFIED ELECTORS THE QUESTION OF LEVYING A
SPECIAL TAX WITHIN THE AREA PROPOSED TO BE
ANNEXED TO COMMUNITY FACILITIES DISTRICT NO.
2019-1 (MAINTENANCE SERVICES) (ANNEXATION NO.
31)
WHEREAS, the Mayor and City Council (the “City Council”) of the City of San
Bernardino (the “City”), adopted its Resolution No. 2019-081, (the “Resolution of Intention”) (i)
declaring its intention to establish Community Facilities District No. 2019-1 (Maintenance
Services) (the “CFD No. 2019-1”) pursuant to the Mello-Roos Community Facilities Act of 1982
(the “Act”), commencing with Section 53311 of the California Government Code (the
“Government Code”), (ii) proposing to levy a special taxes within CFD No. 2019-1 pursuant to
the terms of the Act to fund the cost of providing maintenance services (the “Services”) described
in Exhibit B of the Resolution of Intention, and
WHEREAS, the City Council set a public hearing for July 17, 2019, after which the
Council adopted Resolution No. 2019-178 forming the CFD No. 2019-1 and calling a special
election at which the questions of levying a special tax and establishing an appropriations limit
with respect to the CFD No. 2019-1 were submitted to the qualified electors within the CFD No.
2019-1; and
WHEREAS, on July 17, 2019, the City Council adopted Resolution No. 2019-179
declaring the results of the special election and finding that more than two-thirds (2/3) of all votes
cast at the special election were cast in favor of the proposition presented, and such proposition
passed; and
WHEREAS, the City Council is authorized by Article 3.5 (commencing with Section
53339) of Chapter 2.5 of Part 1 of Division 2 of Title 5 of the Government Code as amended (the
"Act"), to annex territory into an existing community facilities district by complying with the
procedures set forth in said Article 3.5; and
WHEREAS, the City Council on January 18, 2023, duly adopted Resolution No. 2023-
017 (the “Resolution of Intention”) declaring its intention to annex certain territory to CFD No.
2019-1 (Maintenance Services) and to levy a special tax within that territory to pay for certain
services and setting a time and place for the public hearing on the proposed annexation for March
1, 2023; and
WHEREAS, the territory proposed to be annexed is identified in a map entitled
"Annexation Map No. 31 Community Facilities District No. 2019-1 (Maintenance Services)" a
copy of which was recorded, on January 19, 2023, in Book 90 of Maps of Assessment and
Community Facilities Districts at Page 92, in the office of the San Bernardino County Recorder;
and
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WHEREAS, pursuant to the Act and the Resolution of Intention, a noticed public hearing
was convened by the City Council on March 1, 2023, not earlier than the hour of 7:00 p.m. at the
Bing Wong Auditorium of the Norman F. Feldheym Public Library at 555 W. 6th Street, San
Bernardino, California, 92410, relative to the proposed annexation of said territory to CFD No.
2019-1. At the hearing, the testimony of all interested persons for or against the annexation of the
territory or the levying of the special taxes will be heard. If and to the extent participation in the
March 1, 2023, meeting must occur by teleconference, videoconference, or other electronic means
authorized by the Ralph M. Brown Act or an Executive Order of the Governor of California, the
means and methods for participating the meeting shall be posted on the Agenda for said meeting,
which shall be posted at least 72 hours prior to the meeting on the City of San Bernardino
(www.sbcity.org), and outside of the Bing Wong Auditorium of the Norman F. Feldheym Public
Library at 555 W. 6th Street, San Bernardino, California, 92410. A copy of the Agenda will be
made available upon request to the San Bernardino City Clerk's office at 909-384-5002; and
WHEREAS, written protests have not been filed by fifty percent (50%) or more of the
registered voters residing within the CFD No 2019-1, or by fifty percent (50%) or more of the
registered voters residing within the territory to be annexed, or by the owners of one-half (1/2) or
more of the area within the CFD No. 2019-1, or by the owners of one-half (1/2) or more of the
territory to be annexed; and
WHEREAS, the Mayor and City Council has determined that there are fewer than twelve
registered voters residing in the territory proposed to be annexed to the CFD No. 2019-1 and that
the qualified electors in such territory are the landowners; and
WHEREAS, on the basis of all of the foregoing, the City Council has determined at this
time to call an election to authorize the annexation of territory to the CFD No. 2019-1 and the
levying of a special tax as described in Exhibit “A” hereto; and
WHEREAS, the City Council has received a written instrument from each landowner in
the territory proposed to be annexed to the CFD No. 2019-1 consenting to the shortening of
election time requirements, waiving analysis and arguments, and waiving all notice requirements
relating to the conduct of the election; and
WHEREAS, the City Clerk has concurred in the election date set forth herein.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2.Conformation of Finding in Resolution of Intention. The City Council
reconfirms all of its findings and determinations as set forth in the Resolution of Intention.
SECTION 3.Findings Regarding Protests. The City Council finds and determines that
written protests to the proposed annexation of territory to the CFD No. 2019-1 and the levy of the
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special tax within such territory are insufficient in number and in amount under the Act, and the
City Council hereby further orders and determines that all such protests are hereby overruled.
SECTION 4.Findings Regarding Prior Proceedings. The City Council finds and
determines that all prior proceedings had and taken by the City Council, with respect to the
annexation of territory to CFD No. 2019-1, are valid and in conformity with the requirements of
the Act.
SECTION 5. Levy of Special Tax. As stated in the Resolution of Intention, except where
funds are otherwise available, subject to the approval of the qualified electors of territory proposed
to be annexed to CFD No. 2019-1, a special tax sufficient to pay the costs of the Services (including
incidental expenses as described in the Resolution of Intention), secured by recordation of a
continuing lien against all nonexempt real property in CFD No. 2019-1, will be levied annually in
CFD No. 2019-1. The rate and method of apportionment, and manner of collection of the special
tax are specified in Exhibit “B” hereto.
SECTION 6. Apportionment of Tax. The special tax as apportioned to each parcel is
based on the cost of making the Services available to each parcel, or other reasonable basis, and is
not based on or upon the ownership of real property.
SECTION 7. Tax Roll Preparation. The office of the Public Works Director, 201 North
“E” Street, San Bernardino, California 92410, is hereby designated as the office that will be
responsible for annually preparing a current roll of special tax levy obligations by assessor’s parcel
number and that will be responsible for estimating future special tax levies pursuant to Government
Code section 53340.2. The Public Works Director may cause these functions to be performed by
his or her deputies, assistants, or other designated agents.
SECTION 8. Accountability Measures. Pursuant to Section 50075.1 of the California
Government Code, the City shall create a separate account into which tax proceeds will be
deposited; and the Public Works Director annually shall file a report with the City Council that
will state (a) the amount of funds collected and expended and (b) the status of the Services financed
in CFD No. 2019-1.
SECTION 9. Special Election; Voting Procedures. The City Council hereby submits the
questions of levying the special tax within the territory proposed to be annexed to the qualified
electors, in accordance with and subject to the Act. The special election shall be held on March 1,
2023, and shall be conducted as follows:
(a) Qualified Electors. The City Council hereby determines that the Services are
necessary to meet increased demands placed upon the City as a result of development occurring
within the boundaries of CFD No. 2019-1. Because fewer than twelve registered voters resided
within the territory proposed to be annexed to CFD No. 2019-1 on January 4, 2023 (a date within
the 90 days preceding the close of the public hearing on the territory proposed to be annexed to
CFD No. 2019-1), the qualified electors shall be the landowners within territory proposed to be
annexed, and each landowner who was the owner of record at the close of the hearing shall have
one vote for each acre or portion of an acre of land that such landowner owns within the territory
proposed to be annexed to CFD No. 2019-1.
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(b) Consolidation of Elections; Combination of Propositions on Ballot. The
election on the question of levying the special tax and establishing an appropriations limit for CFD
No. 2019-1 shall be consolidated, and the two proportions shall be combined into a single ballot
proposition for submission to the voters, as authorized by Government Code Section 53353.5.
(c) Mail Ballot Election. Pursuant to Government Code section 53327.5, the
election shall be conducted as a mail ballot election. The City Council hereby ratifies the City
Clerk’s delivery of a ballot to each landowner within the territory proposed to be annexed to CFD
No. 2019-1. The City Council hereby ratifies the form of the ballot, which is attached hereto as
Exhibit “C”.
(d) Return of Ballots. The City Clerk shall accept the ballots of the landowners up
to 7:00 p.m. on March 1, 2023. The City Clerk shall have available ballots that may be marked at
the City Clerk’s office on the election day by voters. Once all qualified electors have voted, the
City Clerk may close the election.
(e) Canvass of Election. The City Clerk shall commence the canvass of the returns
of the special election as soon as the election is closed (on March 1, 2023, or when all qualified
electors have voted) at the City Clerk’s office. At the conclusion of the canvass, the City Clerk
shall declare the results of the election.
(f) Declaration of Results. The City Council shall declare the results of the special
election following the completion of the canvass of the returns and shall cause to be inserted into
its minutes a statement of the results of the special election as ascertained by the canvass of the
returns.
SECTION 10. Filing of Resolution and Map with City Clerk. The City Council hereby
directs the City Clerk to file a copy of this resolution and the annexation map of the boundaries of
CFD No. 2019-1 in her office.
SECTION 11. The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 12. Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 13. Effective Date. This Resolution shall become effective immediately.
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Resolution No. 2023-040
Resolution 2023-040
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APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this ____ day of ____________ 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Resolution No. 2023-040
Resolution 2023-040
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-040, adopted at a regular meeting held on the ___ day of _______ 2023 by
the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
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EXHIBIT A
DESCRIPTION OF PROPOSED TERRITORY TO BE ANNEXED
The City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services) (the “CFD
No. 2019-1”) Annexation No. 31 is currently comprised of one (1) parcel, located within the City
boundaries. The property is identified by the following San Bernardino County Assessor's Parcel Number
(APN).
APN Owner Name
0142-211-29 Elliot Precision Block Co.
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EXHIBIT B
City of San Bernardino 1
Community Facilities District No. 2019-1 (Maintenance Services)
RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX FOR
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
OF THE CITY OF SAN BERNARDINO
A Special Tax (the “Special Tax”) shall be levied on and collected from each Assessor’s Parcel (defined
below) in Community Facilities District No. 2019-1 (Maintenance Services) (the “CFD No. 2019-1” or
“CFD”; defined below), in each Fiscal Year, (defined below), commencing in the Fiscal Year beginning July
1, 2019, in an amount determined by the City Council of the City of San Bernardino, acting in its capacity
as the legislative body of CFD No. 2019-1, by applying the rate and method of apportionment set forth
below. All of the real property in CFD No. 2019-1, unless exempted by law or by the provisions herein,
shall be taxed to the extent and in the manner provided herein.
A. DEFINITIONS
“Acre” or “Acreage” means the land area of an Assessor’s Parcel as shown on any Assessor’s Parcel
Map, or if the land area is not shown on the Assessor’s Parcel Map, the land area as shown on the
applicable Final Map, or if the area is not shown on the applicable Final Map, the land area shall be
calculated by the Administrator.
“Administrative Expenses” means the actual or reasonably estimated costs directly related to the
formation, annexation, and administration of CFD No. 2019-1 including, but not limited to: the costs
of computing the Special Taxes and preparing the annual Special Tax collection schedules (whether
by the City or designee thereof or both); the costs to the City, CFD No. 2019-1, or any designee thereof
associated with fulfilling the CFD No. 2019-1 disclosure requirements; the costs associated with
responding to public inquiries regarding the Special Taxes; the costs of the City, CFD No. 2019-1 or
any designee thereof related to an appeal of the Special Tax; and the City's annual administration fees
including payment of a proportional share of salaries and benefits of any City employees and City
overhead whose duties are related to the administration and third party expenses. Administrative
Expenses shall also include amounts estimated or advanced by the City or CFD No. 2019-1 for any
other administrative purposes of CFD No. 2019-1, including attorney's fees and other costs related to
commencing and pursuing to completion any foreclosure of delinquent Special Taxes.
“Administrator” means the City Manager of the City of San Bernardino, or his or her designee.
“Approved Property” means all Assessor’s Parcels of Taxable Property that are included in a Final
Map that was recorded prior to the March 1 preceding the Fiscal Year in which the Special Tax is being
levied, and that have not been issued a building permit on or prior to the March 1 preceding the Fiscal
year in which the special tax is being levied.
“Assessor’s Parcel” means a lot or parcel of land that is identifiable by an Assessor’s Parcel Number
by the County Assessor of the County of San Bernardino.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by
Assessor’s Parcel Number.
“Assessor’s Parcel Number” means that identification number assigned to a parcel by the County
Assessor of the County.
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Community Facilities District No. 2019-1 (Maintenance Services)
“Building Square Footage” or “BSF” means the floor area square footage reflected on the original
construction building permit issued for construction of a building of Non-Residential Property and any
Building Square Footage subsequently added to a building of such Taxable Property after issuance of
a building permit for expansion or renovation of such building.
“Calendar Year” means the period commencing January 1 of any year and ending the following
December 31.
“CFD” or “CFD No. 2019-1” means the City of San Bernardino Community Facilities District No. 2019-
1 (Maintenance Services).
“City” means the City of San Bernardino.
“Contingent Special Tax B Requirement” means that amount required in any Fiscal Year, if the POA
is unable to maintain the Service(s) to: (i) pay the costs of Services incurred or otherwise payable in
the Calendar Year commencing in such Fiscal Year; (ii) fund an operating reserve for the costs
of Services as determined by the Administrator; less a credit for funds available to reduce the annual
Special Tax B (Contingent) levy as determined by the Administrator.
“County” means the County of San Bernardino.
“Developed Property” means all Assessor’s Parcels of Taxable Property for which a building permit
for new construction has been issued on or prior to March 1 preceding the Fiscal Year in which the
Special Tax is being levied.
“Exempt Property” means all Assessors’ Parcels designated as being exempt from the Special Tax as
provided for in Section G.
“Final Map” means a subdivision of property by recordation of a final map, parcel map, or lot line
adjustment, pursuant to the Subdivision Map Act (California Government Code Section 66410 et seq.)
or recordation of a condominium plan pursuant to California Civil Code 1352 that creates individual
lots for which building permits may be issued without further subdivision.
“Fiscal Year” means the period from and including July 1st of any year to and including the following
June 30th.
“Land Use Category” or “LUC” means any of the categories contained in Section B hereof to which an
Assessor’s Parcel is assigned consistent with the land use approvals that have been received or
proposed for the Assessor’s Parcel as of March 1 preceding the Fiscal Year in which the Special Tax is
being levied.
“Maximum Special Tax” means either Maximum Special Tax A and/or Maximum Special Tax B
(Contingent), as applicable.
“Maximum Special Tax A” means the Maximum Special Tax A, as determined in accordance with
Section C below that can be levied in any Fiscal Year on any Assessor's Parcel of Taxable Property
within CFD No. 2019-1.
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“Maximum Special Tax B (Contingent)” means the Maximum Special Tax B (Contingent), as
determined in accordance with Section C below that can be levied in any Fiscal Year on any Assessor's
Parcel of Taxable Property within CFD No. 2019-1.
“Multi-Family Residential Property” means any Assessor’s Parcel of residential property that consists
of a building or buildings comprised of attached Residential Units sharing at least one common wall
with another unit.
“Non-Residential Property” or “NR” means all Assessor's Parcels of Taxable Property for which a
building permit(s) was issued for a non-residential use. The Administrator shall make the
determination if an Assessor’s Parcel is Non-Residential Property.
“Property Owner’s Association” or “POA” means the property owner’s association or homeowner’s
association established to maintain certain landscaping within a Tax Zone.
“Proportionately” means for Taxable Property that is: (i) Developed Property, that the ratio of the
actual Special Tax levy to the Maximum Special Tax is the same for all Parcels of Developed Property
with the same Tax Zone, (ii) Approved Property, that the ratio of the actual Special Tax levy to the
Maximum Special Tax is the same for all Parcels of Approved Property with the same Tax Zone, and
(iii) Undeveloped Property that the ratio of the actual Special Tax levy per acre to the Maximum
Special Tax per acre is the same for all Parcels of Undeveloped Property with the same Tax Zone.
“Residential Unit” or "RU" means a residential unit that is used or intended to be used as a domicile
by one or more persons, as determined by the Administrator.
“Residential Property” means all Assessor’s Parcels of Taxable Property upon which completed
Residential Units have been constructed or for which building permits have been or may be issued for
purposes of constructing one or more Residential Units.
“Service(s)” means services permitted under the Mello-Roos Community Facilities Act of 1982
including, without limitation, those services authorized to be funded by CFD No. 2019-1 as set forth
in the documents adopted by the City Council at the time the CFD was formed.
“Single Family Residential Property” means any residential property other than Multi-Family
Residential Property on an Assessor’s Parcel.
“Special Tax(es)” means the Special Tax A and/or Special Tax B (Contingent) to be levied in each Fiscal
Year on each Assessor’s Parcel of Taxable Property.
“Special Tax A” means the annual special tax to be levied in each Fiscal Year on each Assessor’s Parcel
of Taxable Property to fund the Special Tax A Requirement.
"Special Tax A Requirement" means for each Tax Zone, that amount to be collected in any Fiscal Year
to pay for certain costs as required to meet the needs for such Tax Zone of CFD No. 2019-1 in both
the current Fiscal Year and the next Fiscal Year. The costs to be covered shall be the direct costs for
maintenance services including but not limited to (i) maintenance and lighting of parks, parkways,
streets, roads and open space, (ii) maintenance and operation of water quality improvements, (iii)
public street sweeping, (iv) fund an operating reserve for the costs of Services as determined by the
Administrator, and (v) Administrative Expenses. Under no circumstances shall the Special Tax A
Requirement include funds for Bonds.
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“Special Tax B (Contingent)” means the Special Tax B (Contingent) to be levied in each Fiscal Year on
each Assessor’s Parcel of Taxable Property to fund the Contingent Special Tax B Requirement, if
required.
"Taxable Property" means all Assessor’s Parcels within CFD No. 2019-1, which are not Exempt
Property.
“Taxable Unit” means a Residential Unit, Building Square Footage, or an Acre.
"Tax Zone" means a mutually exclusive geographic area, within which particular Special Tax rates may
be levied pursuant to this Rate and Method of Apportionment of Special Tax. Appendix C identifies
the Tax Zone in CFD No. 2019-1 at formation; additional Tax Zones may be created when property is
annexed into the CFD.
"Tax Zone 1" means the specific geographic area identified on the CFD Boundary Map as Tax Zone 1.
"Tract(s)" means an area of land; i) within a subdivision identified by a particular tract number on a
Final Map, ii) identified within a Parcel Map; or iii) identified within lot line adjustment approved for
subdivision.
“Undeveloped Property” means, for each Fiscal Year, all Taxable Property not classified as Developed
Property or Approved Property.
B. ASSIGNMENT TO LAND USE CATEGORIES
For each Fiscal Year, all Assessor’s Parcels of Taxable Property within CFD No. 2019-1 shall be classified
as Developed Property, Approved Property, or Undeveloped Property, and shall be subject to the levy
of Special Taxes as determined pursuant to Sections C and D below. Assessor’s Parcels of Developed
Property and Approved Property shall be classified as either Residential Property or Non-Residential
Property. Residential Property shall be further classified as Single Family Residential Property or
Multi-Family Residential Property and the number of Residential Units shall be determined by the
Administrator.
C. MAXIMUM SPECIAL TAX RATES
For purposes of determining the applicable Maximum Special Tax for Assessor’s Parcels of Developed
Property and Approved Property which are classified as Residential Property, all such Assessor’s
Parcels shall be assigned the number of Residential Unit(s) constructed or to be constructed thereon
as specified in or shown on the building permit(s) issued or Final Map as determined by the
Administrator. For Parcels of undeveloped property zoned for development of single family attached
or multi-family units, the number of Residential Units shall be determined by referencing the
condominium plan, apartment plan, site plan or other development plan, or by assigning the
maximum allowable units permitted based on the underlying zoning for the Parcel. Once a single
family attached or multi-family building or buildings have been built on an Assessor's Parcel, the
Administrator shall determine the actual number of Residential Units contained within the building
or buildings, and the Special Tax A levied against the Parcel in the next Fiscal Year shall be calculated
by multiplying the actual number of Residential Units by the Maximum Special Tax per Residential
Unit identified for the Tract below or as included in Appendix A as each Annexation occurs.
For purposes of determining the applicable Maximum Special Tax for Assessor’s Parcels of Developed
Property and Approved Property which are classified as Non-Residential Property, all such Assessor’s
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Parcels shall be assigned the number of Building Square Footage or Acres as shown on the Final Map
as determined by the Administrator. Once the Administrator determines the actual number of
Building Square Footage or Acres for the Assessor’s Parcels, the Special Tax A levied against the
Assessor’s Parcel in the next Fiscal Year shall be calculated by multiplying the number of Building
Square Footage or Acres by the Maximum Special Tax per Taxable Unit identified for the Tax Zone
below or as included in Appendix A as each Annexation occurs.
1. Special Tax A
a. Developed Property
(i) Maximum Special Tax A
The Maximum Special Tax A for each Assessor’s Parcel of Developed Property shall be specific
to each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019-1,
the rate and method adopted for the annexed property shall reflect the Maximum Special Tax
A for the Tax Zones annexed and included in Appendix A. The Maximum Special Tax A for
Developed Property for Fiscal Year 2019-2020 within Tax Zone 1 is identified in Table 1 below:
TABLE 1
MAXIMUM SPECIAL TAX A RATES
DEVELOPED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum
Special Tax A
1 TR 17170 Single Family Residential Property RU $961
(ii) Increase in the Maximum Special Tax A
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Developed
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items)
for Los Angeles - Riverside - Orange County (1982-84 = 100) since the beginning of the
preceding Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
(iii) Multiple Land Use Categories
In some instances an Assessor's Parcel of Developed Property may contain more than one
Land Use Category. The Maximum Special Tax A that can be levied on an Assessor's Parcel
shall be the sum of the Maximum Special Tax A that can be levied for each Land Use Category
located on that Assessor's Parcel. For an Assessor's Parcel that contains more than one land
use, the Acreage of such Assessor's Parcel shall be allocated to each type of property based
on the amount of Acreage designated for each land use as determined by reference to the
site plan approved for such Assessor's Parcel. The Administrator's allocation to each type of
property shall be final.
b. Approved Property
The Maximum Special Tax A for each Assessor’s Parcel of Approved Property shall be specific to
each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019-1, the rate
and method adopted for the annexed property shall reflect the Maximum Special Tax A for the
Tax Zone annexed and included in Appendix A. The Maximum Special Tax A for Approved property
Fiscal Year 2019-20 within Tax Zone 1 is identified in Table 2 below:
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TABLE 2
MAXIMUM SPECIAL TAX A RATES
APPROVED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum
Special Tax A
1 TR 17170 Single Family Residential RU $961
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Approved Property
shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los Angeles
- Riverside - Orange County (1982-84 = 100) since the beginning of the preceding Fiscal Year, or ii)
by two percent (2.0%), whichever is greater.
c. Undeveloped Property
The Maximum Special Tax A for each Assessor’s Parcel of Undeveloped Property shall be specific
to each Tax Zone within the CFD. When additional property is annexed into CFD No. 2019-1, the
rate and method adopted for the annexed property shall reflect the Maximum Special Tax A for
the Tax Zone annexed and included in Appendix A. The Maximum Special Tax A for Undeveloped
Property for Fiscal Year 2019-20 within Tax Zone 1 is identified in Table 3 below:
TABLE 3
MAXIMUM SPECIAL TAX A RATES
UNDEVELOPED PROPERTY
Tax Zone Tracts Taxable Unit Maximum Special Tax A
1 TR 17170 Acre $4,338
On each July 1, commencing on July 1, 2020 the Maximum Special Tax A for Undeveloped Property
shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los Angeles
- Riverside - Orange County (1982-84 = 100) since the beginning of the preceding Fiscal Year, or ii)
by two percent (2.0%), whichever is greater.
2. Special Tax B (Contingent)
The City Council shall levy Special Tax B (Contingent) only in the event the POA defaults in its obligation
to maintain the Contingent Services, which default shall be deemed to have occurred, as determined by
the Administrator, in each of the following circumstances:
(a) The POA files for bankruptcy;
(b) The POA is dissolved;
(c) The POA ceases to levy annual assessments for the Contingent Services; or
(d) The POA fails to provide the Contingent Services at the same level as the City provides similar
services and maintains similar improvements throughout the City and within ninety (90) days
after written notice from the City, or such longer period permitted by the City Manager, fails
to remedy the deficiency to the reasonable satisfaction of the City Council.
a. Developed Property
(i) Maximum Special Tax B (Contingent)
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The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is
shown in Table 4 and shall be specific to each Tax Zone within the CFD. When additional
property is annexed into CFD No. 2019-1, the rate and method adopted for the annexed
property shall reflect the Maximum Special Tax B (Contingent) for each Tax Zones annexed
and included in Appendix A. The Maximum Special Tax B (Contingent) for Fiscal Year 2019-20
within Tax Zone 1 is identified in Table 4 below:
TABLE 4
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
DEVELOPED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Single Family Residential Property RU $0
(ii) Increase in the Maximum Special Tax B (Contingent)
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for
Developed Property shall increase by i) the percentage increase in the Consumer Price Index
(All Items) for Los Angeles - Riverside - Orange County (1982-84 = 100) since the beginning of
the preceding Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
(iii) Multiple Land Use Categories
In some instances an Assessor's Parcel of Developed Property may contain more than one
Land Use Category. The Maximum Special Tax B (Contingent) that can be levied on an
Assessor's Parcel shall be the sum of the Maximum Special Tax B (Contingent) that can be
levied for each Land Use Category located on that Assessor's Parcel. For an Assessor's Parcel
that contains more than one land use, the Acreage of such Assessor's Parcel shall be allocated
to each type of property based on the amount of Acreage designated for each land use as
determined by reference to the site plan approved for such Assessor's Parcel. The
Administrator's allocation to each type of property shall be final.
b. Approved Property
The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is shown
in Table 5 and shall be specific to each Tax Zone within the CFD. When additional property is
annexed into CFD No. 2019-1, the rate and method adopted for the annexed property shall reflect
the Maximum Special Tax B (Contingent) for the Tax Zone annexed and included in Appendix A.
The Maximum Special Tax B (Contingent) for Fiscal Year 2019-20 within the Tax Zone is identified
in Table 5 below:
TABLE 5
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
APPROVED PROPERTY
Tax
Zone Tract Land Use Category
Taxable
Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Single Family Residential Property RU $0
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for Approved
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items) for
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Los Angeles - Riverside - Orange County (1982-84 = 100) since the beginning of the preceding
Fiscal Year, or ii) by two percent (2.0%), whichever is greater.
c. Undeveloped Property
The Maximum Special Tax B (Contingent) for each Assessor’s Parcel of Taxable Property is shown
in Table 6 and shall be specific to each Tax Zone within the CFD. When additional property is
annexed into CFD No. 2019-1, the rate and method adopted for the annexed property shall reflect
the Maximum Special Tax B (Contingent) for the Tax Zone annexed and included in Appendix A.
The Maximum Special Tax B (Contingent) for Fiscal Year 2019-20 within the Tax Zone is identified
in Table 6 below:
TABLE 6
MAXIMUM SPECIAL TAX B (CONTINGENT) RATES
UNDEVELOPED PROPERTY
Tax Zone
Tracts Taxable Unit
Maximum Special
Tax B (Contingent)
1 TR 17170 Acre $0
On each July 1, commencing on July 1, 2020 the Maximum Special Tax B (Contingent) for Undeveloped
Property shall increase by i) the percentage increase in the Consumer Price Index (All Items) for Los
Angeles - Riverside - Orange County (1982-84 = 100) since the beginning of the preceding Fiscal Year,
or ii) by two percent (2.0%), whichever is greater.
D. METHOD OF APPORTIONMENT OF ANNUAL SPECIAL TAX
1. Special Tax A
Commencing with Fiscal Year 2019-20 and for each following Fiscal Year, the Council shall determine
the Special Tax A Requirement and shall levy the Special Tax A on all Assessor’s Parcels of Taxable
Property until the aggregate amount of Special Tax A equals the Special Tax A Requirement for each
Tax Zone. The Special Tax A shall be levied for each Fiscal Year as follows:
First: The Special Tax A shall be levied Proportionately on all Assessor’s Parcels of Developed
Property within each Tax Zone up to 100% of the applicable Maximum Special Tax to satisfy the Special
Tax A Requirement for such Tax Zone;
Second: If additional moneys are needed to satisfy the Special Tax A Requirement for a Tax Zone
after the first step has been completed, the Special Tax A shall be levied Proportionately on each
Parcel of Approved Property within such Tax Zone up to 100% of the Maximum Special Tax A for
Approved Property;
Third: If additional monies are needed to satisfy the Special Tax A Requirement for a Tax Zone
after the first two steps has been completed, the Special Tax A shall be levied Proportionately on all
Assessor’s Parcels of Undeveloped Property within such Tax Zone up to 100% of the Maximum Special
Tax A for Undeveloped Property.
2. Special Tax B (Contingent)
Commencing with Fiscal Year in which Special Tax B (Contingent) is authorized to be levied and for
each following Fiscal Year, the City Council shall determine the Contingent Special Tax B (Contingent)
Requirement for each Tax Zone, if any, and shall levy the Special Tax on all Assessor’s Parcels of
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Taxable Property within such Tax Zone until the aggregate amount of Special Tax B (Contingent) equals
the Special Tax B ( Contingent) Requirement for such Tax Zone. The Special Tax B (Contingent) Shall
be levied for each Fiscal Year as follows:
First: The Special Tax shall be levied Proportionately on all Assessor’s Parcels of Developed
Property for a Tax Zone up to 100% of the applicable Maximum Special Tax B (Contingent) to satisfy
the Contingent Special Tax B Requirement;
Second: If additional moneys are needed to satisfy the Contingent Special Tax B Requirement after
the first step has been completed, the Special Tax B (Contingent) shall be levied Proportionately on
each Parcel of Approved Property within such Tax Zone up to 100% of the Maximum Special Tax B
(Contingent) for Approved Property;
Third: If additional monies are needed to satisfy the Contingent Special Tax B Requirement after
the first two steps has been completed, the Special Tax B (Contingent) shall be levied Proportionately
on all Assessor’s Parcels of Undeveloped Property within such Tax Zone up to 100% of the Maximum
Special Tax B (Contingent) for Undeveloped Property.
E. FUTURE ANNEXATIONS
It is anticipated that additional properties will be annexed to CFD No. 2019-1 from time to time. As
each annexation is proposed, an analysis will be prepared to determine the annual cost for providing
Services. Based on this analysis, the property to be annexed, pursuant to California Government Code
section 53339 et seq. will be assigned to the appropriate Maximum Special Tax rate for the Tax Zone
when annexed and included in Appendix A.
F. DURATION OF SPECIAL TAX
For each Fiscal Year, the Special Tax A shall be levied as long as the Services are being provided.
For each Fiscal Year, the Special Tax B (Contingent) shall be levied as long as the Contingent Services
are being provided.
G. EXEMPTIONS
The City shall classify as Exempt Property within CFD No. 2019-1, any Assessor’s Parcels; (i) which are
owned by, irrevocably offered for dedication, encumbered by or restricted in use by any public entity;
(ii) with public or utility easements making impractical their utilization for other than the purposes set
forth in the easement; (iii) which are privately owned but are encumbered by or restricted solely for
public uses; or (iv) which is in use in the performance of a public function as determined by the
Administrator.
H. APPEALS
Any property owner claiming that the amount or application of the Special Taxes are not correct may
file a written notice of appeal with the City not later than twelve months after having paid the first
installment of the Special Tax that is disputed. A representative(s) of CFD No. 2019-1 shall promptly
review the appeal, and if necessary, meet with the property owner, consider written and oral evidence
regarding the amount of the Special Tax, and rule on the appeal. If the representative’s decision
requires that the Special Tax for an Assessor’s Parcel be modified or changed in favor of the property
owner, a cash refund shall not be made, but an adjustment shall be made to the Special Tax on that
Assessor’s Parcel in the subsequent Fiscal Year(s).
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Community Facilities District No. 2019-1 (Maintenance Services)
I. MANNER OF COLLECTION
The Special Tax shall be collected in the same manner and at the same time as ordinary ad valorem
property taxes, provided, however, that CFD No. 2019-1 may collect the Special Tax at a different time
or in a different manner if necessary to meet its financial obligations.
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Community Facilities District No. 2019-1 (Maintenance Services)
APPENDIX A
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
COST ESTIMATE
Special Tax A Services - The estimate breaks down the costs of providing one year's maintenance
services for Fiscal Year 2023-24. These services are being funded by the levy of Special Tax A for
Community Facilities District No. 2019-1.
TAX ZONE 32
PM 20334
Item Description Estimated Cost
1 Lighting $300
2 Streets $3,415
3 Reserves $45
4 Admin $1,000
Total $4,760
Special Tax B Contingent Services – The estimate in the table below breaks down the costs of
providing one year’s contingent maintenance services for Fiscal Year 2023-24. If necessary, these
services will be funded by the levy of Special Tax B (Contingent) for Community Facilities District
No. 2019-1 Tax Zone 32.
TAX ZONE 32 (CONTINGENT SERVICES)
PM 20334
Item Description Estimated Cost
1 Streets $242
2 Admin $1,000
Total $1,242
TAX ZONE 32
FY 2023-24 MAXIMUM SPECIAL TAX RATES
DEVELOPED PROPERTY AND APPROVED PROPERTY
Land Use
Category
Taxable
Unit
Maximum
Special Tax A
Maximum
Special Tax B
Non-Residential Property Acre $358 $94
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Community Facilities District No. 2019-1 (Maintenance Services)
TAX ZONE 32
FY 2023-24 MAXIMUM SPECIAL TAX RATES
UNDEVELOPED PROPERTY
Taxable
Unit
Maximum
Special Tax A
Maximum
Special Tax B
Acre $358 $94
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Community Facilities District No. 2019-1 (Maintenance Services)
TAX ZONE SUMMARY
Annexation
Tax
Zone
Tract
APN
Fiscal
Year
Maximum
Special Tax A
Maximum
Special Tax B
Subdivider
Original 1 17170 2019-20 $961 / RU $0 / RU Santiago Communities, Inc.
1 2 17329 2019-20 $473 / RU $0 / RU JEC Enterprises, Inc.
2 3 PM 19814 2020-21 $608 / Acre $0 / Acre GWS #4 Development, LLC
3 4 0266-041-39 2019-20 $1,136 / Acre $0 / Acre Devore Storage Facility, LLC
4 5 TR 20006 2020-21 $344 / RU $57 / RU TH Rancho Palma, LLC
5 6 PM 19701 2020-21 $1,895 / Acre $528 / Acre Strata Palma, LLC
6 7 PM 20112 2020-21 $3,197 / Acre $0 / Acre San Bernardino Medical Center LLC
7 8 TR 20293 2021-22 $2,913 / Acre $334 / Acre ICO Fund VI, LLC
8 9 LM 2019-021 2021-22 $815 / Acre $232 / Acre TR 2600 Cajon Industrial LLC
9 10 TR 20189 2021-22 $490 / Acre $154 / Acre Central Commerce Center, LLC
10 11 LD 1900086 2021-22 $1,472 / Acre $0 / Acre Lankershim Industrial, LLC
11 12 TR 20305 2022-23 $175 / Acre $0 / Acre Prologis, LP
12 13 LLA 2020-004 2022-23 $1,169 / Acre $0 / Acre Dreamland Real Estate Holdings
13 14 TR 5907 2022-23 $2,268 / Acre $0 / Acre Magic Laundry Services, Inc.
14 15 0136-191-21 2022-23 $5,277 / Acre $0 / Acre Ahmad Family Trust
15 16 TR 20216 2022-23 $7,089 / Acre $0 / Acre Gateway SB, LLC
16 17 TR 20145 2022-23 $646 / RU $0 / RU RCH-CWI Belmont, LP
17 18 CUP 20-07 2022-23 $7,433 / Acre $0 / Acre George A. Pearson
18 19 TR 20258 2022-23 $588 / RU $0 / RU RGC Family Trust
19 20 LM 21-10 2022-23 $5,284 / Acre $0 / Acre 170 East 40th Street, LLC
20 21 LM 22-04 2022-23 $6,397 / Acre $0 / Acre 108 Highland, LP
21 22 LM 2021-013 2022-23 $807 / Acre $0 / Acre SBABP IV, LLC
22 23 TR 4592 2022-23 $847 / Acre $320 / Acre 1300 E Highland Ave LLC
23 24 LLA 2020-005 2022-23 $1,385 / Acre $978 / Acre Vone SB, LLC
24 25 TR 20494 2022-23 $174 / RU $17 / RU PI Properties, LLC
25 26 TR 20495 2022-23 $204 / RU $45 / RU Pacific West Company, et al.
26 To Be Determined
27 28 PM 20320 2022-23 $1,851 / Acre $292 / Acre SB Drake Central Avenue LLC
28 29 TR 17329 2023-24 $347 / RU $0 / RU Verdemont Ranch 20, LLC
29 30 LL 2022-11 2022-23 $922 / Acre $372 / Acre CIVF VI – CA1W01, LLC
30 31 PM 20143 2022-23 $2,957 / Acre $1,855 / Acre California Cajun Properties LLC
31 32 PM 20334 2023-24 $358 / Acre $94 / Acre Elliott Precision Block Co.
32 33 PM 3613,
4230 & 4250 2022-23 $1,094 / Acre $186 / Acre S.B. Universal Self Storage LLC
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Community Facilities District No. 2019-1 (Maintenance Services)
Annexation
Tax
Zone
Tract
APN
Fiscal
Year
Maximum
Special Tax A
Maximum
Special Tax B
Subdivider
33 34 PM 20392 2023-24 $2,785 / Acre $158 / Acre GWS#7 Development, LLC
34 35 CUP 21-16 2023-24 $533 / Acre $193 / Acre MLG SB Land LLC &
Grandfather’s Land Holdings LLC
ESCALATION OF MAXIMUM SPECIAL TAXES
On each July 1, commencing on July 1, 2020 the Maximum Special Tax shall increase by i) the
percentage increase in the Consumer Price Index (All Items) for Los Angeles - Riverside - Orange
County (1982-84 = 100) since the beginning of the preceding Fiscal Year, or ii) by two percent
(2.0%), whichever is greater.
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Community Facilities District No. 2019-1 (Maintenance Services)
APPENDIX B
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
DESCRIPTION OF AUTHORIZED SERVICES
The services which may be funded with proceeds of the special tax of CFD No. 2019-1, as provided by
Section 53313 of the Act, will include all costs attributable to maintaining, servicing, cleaning, repairing
and/or replacing landscaped areas (may include reserves for replacement) in public street right-of-ways,
public landscaping, public open spaces and other similar landscaped areas officially dedicated for public
use. These services including the following:
(a) maintenance and lighting of parks, parkways, streets, roads and open space, which
maintenance and lighting services may include, without limitation, furnishing of electrical power to street
lights and traffic signals; repair and replacement of damaged or inoperative light bulbs, fixtures and
standards; maintenance (including irrigation and replacement) of landscaping vegetation situated on or
adjacent to parks, parkways, streets, roads and open space; maintenance and repair of irrigation facilities;
maintenance of public signage; graffiti removal from and maintenance and repair of public structures
situated on parks, parkways, streets, roads and open space; maintenance and repair of playground or
recreation program equipment or facilities situated on any park; and
(b) maintenance and operation of water quality improvements which include storm drainage
and flood protection facilities, including, without limitation, drainage inlets, catch basin inserts, infiltration
basins, flood control channels, fossil fuel filters, and similar facilities. Maintenance services may include
but is not limited to the repair, removal or replacement of all or part of any of the water quality
improvements, fossil fuel filters within the public right-of-way including the removal of petroleum
hydrocarbons and other pollutants from water runoff, or appurtenant facilities, clearing of inlets and
outlets; erosion repairs; and cleanup to improvements, and other items necessary for the maintenance,
servicing; or both of the water quality basin improvements within flood control channel improvements;
and
(c) public street sweeping, on the segments of the arterials within the boundaries of CFD No.
2019-1; as well as local roads within residential subdivisions located within CFD No. 2019-1; and any
portions adjacent to the properties within CFD No. 2019-1; and
In addition to payment of the cost and expense of the forgoing services, proceeds of the special tax may
be expended to pay “Administrative Expenses,” as said term is defined in the Rate and Method of
Apportionment.
The above services shall be limited to those provided within the boundaries of CFD No. 2019-1 or for the
benefit of the properties within the boundaries of CFD No. 2019-1, as the boundary is expanded from time
to time by anticipated annexations, and said services may be financed by proceeds of the special tax of
CFD No. 2019-1 only to the extent that they are in addition to those provided in the territory of CFD No.
2019-1 before CFD No. 2019-1 was created.
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Community Facilities District No. 2019-1 (Maintenance Services)
APPENDIX C
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
PROPOSED BOUNDARIES AND POTENTIAL ANNEXATION AREA BOUNDARIES
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EXHIBIT C
CITY OF SAN BERNARDINO
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
ANNEXATION NO. 31
(March 1, 2023)
This ballot is for the use of the authorized representative of the following owner of land within
Community Facilities District No. 2019-1 (Maintenance Services) (“CFD No. 2019-1”) of the City
of San Bernardino:
Name of Landowner Number of Acres Owned Total Votes
Elliot Precision Block Co. 13.28 14
According to the provisions of the Mello-Roos Community Facilities Act of 1982, and resolutions
of the City Council (the “Council”) of the City of San Bernardino (the “City”), the above-named
landowner is entitled to cast the number of votes shown above under the heading “Total Votes,”
representing the total votes for the property owned by said landowner. The City has sent the
enclosed ballot to you so that you may vote on whether or not to approve the special tax.
This special tax ballot is for the use of the property owner of the parcels identified below, which
parcels are located within the territory proposed to form the CFD No. 2019-1, City of San
Bernardino, County of San Bernardino, State of California. Please advise the City Clerk, at (909)
384-5002 if the name set forth below is incorrect or if you are no longer one of the owners of these
parcels. This special tax ballot may be used to express either support for or opposition to the
proposed special tax. To be counted, this special tax ballot must be signed below by the owner
or, if the owner is not an individual, by an authorized representative of the owner. The ballot must
then be delivered to the City Clerk, either by mail or in person, as follows:
Mail
Delivery: If by mail, place ballot in the return envelope provided, and mail no later than
February 15, 2023, two calendar weeks prior to the date set for the election.
Mailing later than this deadline creates the risk that the special tax ballot may not
be received in time to be counted.
Personal
Delivery: If in person, deliver to the City Clerk at any time up to 7:00 p.m. on March 1, 2023,
at the Clerk’s office at 201 N. “E” Street, Bldg A, City of San Bernardino, CA 92401.
However delivered, this ballot must be received by the Clerk prior to the close of the public
meeting on March 1, 2023.
Very truly yours,
Genoveva Rocha, CMC, City Clerk
Packet Pg. 621
TO CAST THIS BALLOT, PLEASE RETURN THIS ENTIRE PAGE.
OFFICIAL SPECIAL TAX BALLOT
Name & Address of Property Owner: Assessor’s Parcel Number(s):
Elliot Precision Block Co.
Attn: Melvin G. Elliot
157 N. Rancho Ave.
San Bernardino, CA 92410
0142-211-29
CITY OF SAN BERNARDINO
COUNTY OF SAN BERNARDINO, STATE OF CALIFORNIA
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
AN “X” OR OTHER MARK WILL CAST ALL VOTES ASSIGNED TO THIS BALLOT
SPECIAL TAX BALLOT MEASURE MARK “YES” OR “NO”
WITH AN “X”:
Shall the City Council of the City of San Bernardino be authorized to
levy a special tax on an annual basis at the rates and apportioned
as described in Exhibit C to the Resolution Declaring its Intention to
Annex territory to Community Facilities District No. 2019-1
(Maintenance Services) adopted by the City Council on January 18,
2023 (the “Resolution”), which is incorporated herein by this
reference, within the territory identified on the map entitled
“Annexation Map No. 31 of Community Facilities District No. 2019-1
(Maintenance Services) City of San Bernardino” to finance certain
services as set forth in Section 4 to the Resolution (including
incidental expenses), and shall an appropriation limit be established
for the Community Facilities District No. 2019-1 (Maintenance
Services) in the amount of special taxes collected?
YES _________
NO _________
Certification for Special Election Ballot
The undersigned is an authorized representative of the above-named landowner and is the
person legally authorized and entitled to cast this ballot on behalf of the above-named landowner.
I declare under penalty of perjury under the laws of the State of California that the foregoing is
true and correct and that this declaration is executed on ____________, 20__.
Melvin G. Elliot
President
Signature
Print Name
Title
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Resolution No. 2023-041
Resolution No. 2023-041
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RESOLUTION NO. 2023-041
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA
DECLARING ELECTION RESULTS FOR COMMUNITY
FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE
SERVICES) (ANNEXATION NO. 31)
WHEREAS, the Mayor and City Council (the "City Council") of the City of San
Bernardino (the "City") has heretofore conducted proceedings for the area proposed to be annexed
to Community Facilities District No. 2019-1 (Maintenance Services) (the "CFD No. 2019-1") of
the City of San Bernardino, including conducting a public hearing pursuant to Section 53339.5 of
the Government Code; and
WHEREAS, at the conclusion of said public hearing, the Mayor and City Council adopted
a Resolution No. 2023-041 calling a special election for March 1, 2023, and submitting to the
qualified electors of the territory to be annexed to the CFD No. 2019-1 the question of levying
special taxes on parcels of taxable property therein for the purpose of providing certain services
which are necessary to meet increased demands placed upon the City as a result of the development
of said real property as provided in the form of special election ballot; and
WHEREAS, a Certificate of Election Results, attached thereto as Exhibit A, dated March
1, 2023, executed by the City Clerk (or, in the absence of the City Clerk, the Acting City Clerk –
in either case, the “Clerk”), has been filed with this Council, certifying that a completed ballot has
been returned to the Clerk for each landowner-voter(s) eligible to cast a ballot in said special
election, with all votes cast as “Yes” votes in favor of the ballot measure, and further certifying on
said basis that the special mailed-ballot election was closed; and
WHEREAS, this Council has received, reviewed and hereby accepts the Clerk’s
Certificate of Election Results and wishes by this resolution to declare the results of the special
mailed-ballot election.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1.The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2.Ballot Measure. This Council hereby finds, determines and declares that
the ballot measure submitted to the qualified electors of the territory to be annexed to CFD No.
2019-1 has been passed and approved by those qualified electors in accordance with Sections
53328 and 53329 of the Government Code.
SECTION 3.Annexation. This Council hereby finds, determines and declares that
pursuant to Section 53339.8 of the Government Code, the Mayor and City Council is authorized
to determine that the territory to be annexed has been added to and become a part of the CFD No.
2019-1 with full legal effect, and the Mayor and City Council is also authorized, pursuant to said
Packet Pg. 623
Resolution No. 2023-041
Resolution No. 2023-041
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Section 53339.8, to annually levy special taxes within the territory to be annexed to pay the costs
of the services to be provided by the CFD No. 2019-1 as specified in Resolution No. 2023-017
adopted by the Mayor and City Council on January 18, 2023. The boundaries of the territory
annexed are shown on the map entitled, "Annexation Map No. 31 Community Facilities District
No. 2019-1 (Maintenance Services)" a copy of which was recorded, on January 19, 2023, in Book
90 of Maps of Assessment and Community Facilities Districts at Page 92, in the office of the San
Bernardino County Recorder.
SECTION 4.Notice of Special Tax Lien. Pursuant to Section 53339.8 of the Government
Code and Section 3117.5 of the Streets and Highways Code, the City Clerk shall cause to be filed
with the County Recorder of the County of San Bernardino an amendment of the notice of special
tax lien and a map of the amended boundaries of the CFD No. 2019-1 including the annexed
territory.
SECTION 5. The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 6. Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 7. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this ___ day of __________ 2023.
Helen Tran, Mayor
City of San Bernardino
Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
Packet Pg. 624
Resolution No. 2023-041
Resolution No. 2023-041
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Resolution No. 2023-041, adopted at a regular meeting held on the ___ day of _______ 2023 by
the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________
2023.
Genoveva Rocha, CMC, City Clerk
Packet Pg. 625
EXHIBIT A
CITY OF SAN BERNARDINO
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
ANNEXATION NO. 31
CERTIFICATE OF ELECTION RESULTS
I, the undersigned, being the City Clerk or the Acting City Clerk, as the case may
be, hereby certify:
In connection with the special mailed-ballot election called by the City Council (the
“City Council”) of the City of San Bernardino (the “City”) on this same date in the proceedings of
the City Council for the annexation of territory to the above-entitled community facilities district, I
personally received (a) a signed and dated waiver and consent form and (b) a signed, dated and
marked election ballot(s) on behalf of the owner(s) listed below, the entity named as the sole
landowner of the land within the boundary of the above-entitled community facilities district in the
Certificate Regarding Registered Voters and Landowners, dated January 4, 2023, and on file in
the office of the City Clerk of the City in connection with the City Council actions on that date.
Copies of the completed waiver and consent form and the completed ballot received by me and
on file in my office are attached hereto.
Following such receipt, I have personally, and in the presence of all persons
present, reviewed the ballot to confirm that it is properly marked and signed, and I hereby certify
the result of that count to be that the ballot was cast in favor of the measure.
Based upon the foregoing, all votes that were cast having been cast “Yes”, in favor
of the ballot measure, the measure has therefore passed.
Landowner
Qualified
Landowner Votes Votes Cast YES NO
Elliot Precision Block Co.14 14
I declare under penalty of perjury under the laws of the State of California that the
foregoing is true and correct and that this declaration is executed on ____________, 2023.
Genoveva Rocha, CMC
City Clerk
City of San Bernardino
By:
(Attach completed copies of Waiver/Consent and Ballot)
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Ordinance No. MC-1613
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ORDINANCE NO. MC-1613
AN ORDINANCE OF THE MAYOR AND CITY COUNCIL
OF THE CITY OF SAN BERNARDINO, CALIFORNIA,
AMENDING ORDINANCE NO. MC-1522 AND LEVYING
SPECIAL TAXES TO BE COLLECTED DURING FISCAL
YEAR 2023-2024 TO PAY THE ANNUAL COSTS OF THE
MAINTENANCE AND SERVICING OF LANDSCAPING,
LIGHTING, WATER QUALITY IMPROVEMENTS,
GRAFFITI, STREETS, STREET SWEEPING, PARKS AND
TRAIL MAINTENANCE, A RESERVE FUND FOR
CAPITAL REPLACEMENT, AND ADMINISTRATIVE
EXPENSES WITH RESPECT TO CITY OF SAN
BERNARDINO COMMUNITY FACILITIES DISTRICT NO.
2019-1 (MAINTENANCE SERVICES)
WHEREAS, the Mayor and City Council (the "City Council") of the City of San
Bernardino (the "City") has heretofore adopted Resolution No. 2019-81, stating that a community
facilities district to be known as "City of San Bernardino Community Facilities District No. 2019-1
(Maintenance Services), County of San Bernardino, State of California" (the "Community
Facilities District"), is proposed to be established under the provisions of Chapter 2,5
(commencing with Section 53311) of Part 1 of Division 2 of Title 5 of the California Government
Code, commonly known as the "Mello-Roos Community Facilities Act of 1982" (the "Act"), and
fixing the time and place for a public hearing on the formation of the Community Facilities District;
and
WHEREAS, notice was published and mailed to the owners of the property in the
Community Facilities District as required by law relative to the intention of the City Council to
establish the Community Facilities District and the levy of the special taxes therein to provide
certain services, and of the time and place of said public hearing; and
WHEREAS, on March 1, 2023, at the time and place specified in said published and
mailed notice, the City Council opened and held a public hearing as required by law relative to the
formation of the Community Facilities District, the levy of the special taxes therein and the
provision of services by the Community Facilities District; and
WHEREAS, at the public hearing all persons desiring to be heard on all matters pertaining
to the formation of the Community Facilities District, the levy of the special taxes and the provision
of services therein were heard, and a full and fair hearing was held; and
WHEREAS, subsequent to said hearing, the City Council adopted resolutions entitled
"Resolution of the City Council of the City of San Bernardino Establishing Calling An Election
for the Purpose of Submitting the Question of the Levy of the Proposed Special Tax to the
Qualified Electors of the Proposed Community Facilities District; Authorizing the Levy of Special
Taxes; and Establishing the Appropriations Limit for the Proposed Community Facilities District"
(the "Resolution of Formation") which resolution established the Community Facilities District,
authorized the levy of a special tax within the District, and called an election within the District on
Packet Pg. 627
Ordinance No. MC-1613
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the proposition of levying a special tax, and establishing an appropriations limit within the District;
and
WHEREAS, an election was held within the Community Facilities District in which the
sole eligible landowner elector approved said propositions by more than the two-thirds vote
required by the Act.
THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO DO
ORDAIN AS FOLLOWS:
SECTION 1.Findings. It is necessary that the City Council of the City of San Bernardino
levy special taxes pursuant to Sections 53340 of the Government Code to provide and finance the
costs of certain types of services, and related costs within the Community Facilities District,
including (i) the maintenance and servicing of landscaping, lighting, water quality improvements,
graffiti, streets, street sweeping, and park maintenance, (ii) a reserve fund for capital replacement,
and (iii) administrative expenses, all as more completely described in Exhibit "A" to Resolution
No. 2019-81, attached hereto and by this reference made a part hereof.
SECTION 2.Levy of Special Taxes. Special taxes shall be and are hereby levied for the
Fiscal Year 2023-2024, and each Fiscal Year thereafter, on all parcels of real property within the
District which are subject to taxation, which are identified in Exhibit "B" attached hereto. Pursuant
to said Section 53340, such special taxes shall be collected in the same manner as ordinary ad
valorem property taxes are collected and shall be subject to the same penalties and the same
procedure, sale, and Lien priority in case of delinquency as is provided for ad valorem taxes.
SECTION 3.Transmittal to County. The City Clerk shall immediately following
adoption of this ordinance transmit a copy hereof to the Board of Supervisors and the County
Auditor of the County of San Bernardino together with a request that the special taxes as levied
hereby be collected on the tax bills for the parcels identified in Exhibit "B" hereto, along with the
ordinary ad valorem property taxes to be levied on and collected from the owners of said parcels.
SECTION 4.Authorization to Publish Ordinance. City Clerk of the City of San
Bernardino shall certify to the adoption of this Ordinance and cause publication to occur in a
newspaper of general circulation and published and circulated in the City in a manner permitted
under section 36933 of the Government Code of the State of California.
SECTION 5.Effective Date. This ordinance shall become effective thirty (30) days after
its adoption.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this ____ day of _______, 2023.
Helen Tran, Mayor
City of San Bernardino
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Ordinance No. MC-1613
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Attest:
Genoveva Rocha, CMC, City Clerk
Approved as to form:
Sonia Carvalho, City Attorney
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Ordinance No. MC-1613
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CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of
Ordinance No. MC-1613, introduced by the City Council of the City of San Bernardino, California,
at a regular meeting held the ____ day of ______, 2023. Ordinance No. MC-1613 was approved,
passed and adopted at a regular meeting held the ____ day of ______, 2023 by the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ____ day of _____, 2023.
Genoveva Rocha, CMC, City Clerk
Packet Pg. 630
EXHIBIT A
DESCRIPTION OF AUTHORIZED SERVICES
The services which may be funded with proceeds of the special tax of CFD No. 2019-1, as provided by
Section 53313 of the Act, will include all costs attributable to maintaining, servicing, cleaning, repairing
and/or replacing landscaped areas (may include reserves for replacement) in public street right-of-ways,
public landscaping, public open spaces and other similar landscaped areas officially dedicated for public
use. These services including the following:
(a) maintenance and lighting of parks, parkways, streets, roads and open space, which
maintenance and lighting services may include, without limitation, furnishing of electrical power to street
lights and traffic signals; repair and replacement of damaged or inoperative light bulbs, fixtures and
standards; maintenance (including irrigation and replacement) of landscaping vegetation situated on or
adjacent to parks, parkways, streets, roads and open space; maintenance and repair of irrigation facilities;
maintenance of public signage; graffiti removal from and maintenance and repair of public structures
situated on parks, parkways, streets, roads and open space; maintenance and repair of playground or
recreation program equipment or facilities situated on any park; and
(b) maintenance and operation of water quality improvements which include storm drainage
and flood protection facilities, including, without limitation, drainage inlets, catch basin inserts, infiltration
basins, flood control channels, fossil fuel filters, and similar facilities. Maintenance services may include but
is not limited to the repair, removal or replacement of all or part of any of the water quality improvements,
fossil fuel filters within the public right-of-way including the removal of petroleum hydrocarbons and other
pollutants from water runoff, or appurtenant facilities, clearing of inlets and outlets; erosion repairs; and
cleanup to improvements, and other items necessary for the maintenance, servicing; or both of the water
quality basin improvements within flood control channel improvements; and
(c) public street sweeping, on the segments of the arterials within the boundaries of CFD No.
2019-1; as well as local roads within residential subdivisions located within CFD No. 2019-1; and any
portions adjacent to the properties within CFD No. 2019-1.
In addition to payment of the cost and expense of the forgoing services, proceeds of the special tax may
be expended to pay “Administrative Expenses,” as said term is defined in Exhibit B to this resolution of
intention.
The above services shall be limited to those provided within the boundaries of CFD No. 2019-1 or for the
benefit of the properties within the boundaries of CFD No. 2019-1, as the boundary is expanded from time
to time by anticipated annexations, and said services may be financed by proceeds of the special tax of
CFD No. 2019-1 only to the extent that they are in addition to those provided in the territory of CFD No.
2019-1 before CFD No. 2019-1 was created.
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EXHIBIT B
COMMUNITY FACILITIES DISTRICT NO. 2019-1 (MAINTENANCE SERVICES)
SPECIAL TAX FISCAL YEAR 2023-24
(Effective as of March 15, 2023)
ASSESSOR'S PARCEL NUMBERS
Annexation Owner Assessor's Parcel Numbers
Original Formation Cauffman Family Trust 4/20/98
0142-811-01 thru -13 and
0142-811-14
Cauffman Family Trust 5/4/11 0142-041-52
1 17329, LLC 0261-031-10, -13, 0261-771-01
thru -29 and 0348-111-52
2 GWS #4 Development, LLC 0141-431-24
3 Devore Storage Facility, LLC 0266-041-39
4 TH Rancho Palma, LLC
0261-761-01 thru -65 and
0261-762-01 thru -72
5 Strata Palma, LLC 0261-182-41
6 San Bernardino Medical Center, LLC 0147-114-20 and -21
7 ICO Fund VI, LLC
0281-441-01 thru -56 and
0281-442-01 thru -55
8 TR 2600 Cajon Industrial LLC 0148-122-04
9 Central Commerce Center, LLC 0280-151-29
10 Lankershim Industrial, LP 1192-311-01
11 Prologis, LP
0137-011-01, -31, 0137-051-27,
0137-052-46, 0274-011-11, -12, -
34, -35, -42, -43
12 Dreamland Real Estate Holdings 0281-061-35
13 Magic Laundry Services, Inc. 0141-282-05 and -06
14 Ahmad Family Trust 0136-191-21
15 Gateway SB, LLC 0134-054-33, -40, -44
16 RCH-CWI Belmont, LP 0261-712-01 thru -16
17 George A. Pearson 0142-212-18
18 RGC Family Trust 0142-325-04
19 170 East 40th Street, LLC 0154-242-22 and -23
20 108 Highland, LP 0150-221-78
21 SBABP IV, LLC 0136-371-36, -37, -40, -43
22 1300 E Highland Ave LLC 0150-471-04, -05, -06, -07, -08
23 Vone SB, LLC 0272-161-17 and -18
24 PI Properties, LLC 0143-191-59
25
Pacific West Company, Chenmei
Cheng, Ann C. Lau, and Hanhsing Li 0285-211-05, -21, -22, -23, -25
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Annexation Owner Assessor's Parcel Numbers
26 To Be Determined
27 SB Drake Central Avenue, LLC 0280-032-07 thru -11, -13, -14, -
15, -37 and -38
28 Verdemont Ranch 20, LLC 0348-111-51
29 CIVF VI – CA1W01, LLC 0280-051-11, -12, -15
30 California Cajun Properties LLC 0261-182-43
31 Elliott Precision Clock Co. 0142-211-29
32 S.B. Universal Self Storage LLC 0266-021-17, -18, -27, -32, -33,
-34, -38, -39, -40, -41
33 GWS #7 Development LLC 0280-171-13, -14, -15, -16, -18,
-19 and 0280-191-05 thru -10
34 MLG SB Land, LLC &
Grandfather’s Land Holdings, LLC 0280-091-27
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Public Hearing
CFD No. 2019-1 Annexation No. 31:
PM 20334 (Elliott Precision Block Co.)
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Public Hearing on CFD 2019-1 Annexation No. 31
Recommended Action
1. City Council initiate annexation of territory to City of San Bernardino Community Facilities District No. 2019-1 (Maintenance Services) ("CFD No. 2019-1" or "CFD") by taking the following actions:
a. Hold public hearing,
b. Adopt a Resolution calling the election,
c. Hold a special landowner election and canvass the election,
d. Adopt a Resolution declaring results of special landowner election;
and
2. Upon approval of the preceding resolutions, Introduce, read by title only, and waive further reading of Ordinance No. MC-____ amending Ordinance No MC-1522 and levying and apportioning the special tax in CFD No. 2019-1 (as it now exists and will exist in the future); and
3. Schedule the adoption of the Amended Ordinance for March 15, 2023.
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Public Hearing on CFD 2019-1 Annexation No. 31
Discussion:
•The Property Owner, Elliott Precision Block Co., has requested the City assist them in annexing
territory into CFD No. 2019-1 to cover the costs associated with the maintenance of Public
Improvements.
•The area proposed within Annexation No. 31 includes one (1) parcel, APN 0142-211-29.
•On January 18, 2023 the City Council adopted Resolution No. 2023-017, a Resolution of Intention
to annex these properties into CFD No. 2019-1 and hold a Public Hearing on March 1, 2023. The
property owner consented to waiving certain time restriction and conduct the election the same
night.
•The proposed maximum annual tax of $358 per acre for Special Tax A will be included in CFD No.
2019-1 as Tax Zone 32.
•The maximum annual tax is proposed to escalate each year at the greater of Consumer Price Index
(CPI) or 2%.
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Discussion (Cont.)
•The services, which may be funded with proceeds of the special tax include:
•All costs attributable to Maintenance of median landscaping and other public improvements
installed within the public rights-of-way
•Public lighting including streetlights and traffic signals,
•Maintenance of streets, including pavement management, and street sweeping,
•Maintenance and operation of water quality improvements including storm drainage and
flood protection facilities
•In addition to the costs of the forgoing services, proceeds of the special tax may be expended
to pay administrative expenses and for the collection of reserve funds.
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Project Location
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Public Hearing on CFD 2019-1 Annexation No. 31
Fiscal Impact:
•It is anticipated that at build-out the total Special Tax revenues to pay for maintenance
costs will be approximately $4,758. All costs associated with the annexation is borne by the
Developer. There is no fiscal impact to the City’s General Fund.
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Questions?
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PENSYLVANIA AVERANCHO AVENAR ANG A S T
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SIERRA WAYNINTH ST
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MAGNOLIA AVE
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4TH STRANCHO AVE17 TH S T
BASE LINE ST
SECOND S T
PEPPER AVPACIFIC ST
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CFD N O. 2019-1 (M AINTEN ANCE SERVICES)ANNEXATION NO. 31
PROJECT MAP
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PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Charles E. McNeely, Interim City Manager;
Nathan Freeman, Agency Director of Community, Housing,
and Economic Development
Department:Community, Housing, & Economic Development (CED)
Subject:Substantial Amendment to the Fiscal Year 2022-2023
Annual Action Plan – HOME Investment Partnership
American Rescue Plan Program (HOME-ARP) (All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Conduct a Public Hearing of the draft HOME Investment Partnership Allocation and
Substantial Amendment to the Fiscal Year 2022-2023 Approved Action Plan; and
2. Authorize the Interim City Manager, or his designee, to execute any further
documents as may be necessary to effectuate the submittal of the Substantial
Amendment to the Fiscal Year 2022-2023 Action Plan.
Background
On March 11, 2021, the American Rescue Plan Act of 2021 (ARP) was signed into law.
To address the need for homelessness assistance and supportive services, $5 billion
in federal ARP funds were appropriated to be administered through the federal HOME
Investment Partnerships Program (HOME).
On April 8, 2021, the U.S. Department of Housing and Urban Development (HUD)
allocated HOME-ARP funds to grantees using the HOME formula established in 24
CFR 92.50 and 92.60. As a recipient of HOME funds, the City of San Bernardino (City)
is eligible to receive a HOME-ARP allocation in the amount of $5,058,437.
On July 20, 2022, the Mayor and City Council conducted a public hearing and adopted
the Fiscal Year 2022-2023 Annual Action Plan as an application for funding under
Community Development Block Grant (CDBG), Home Investment Partnerships
(HOME), and Emergency Solutions Grant (ESG) programs. Per 24 CFR 570.200(h)
and 24 CFR 92.212(b), the City is required to amend the Fiscal Year 2022-2023 Annual
Action Plan as a request for HOME-ARP pre-award costs.
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HOME-ARP funds can be used to fund activities that primarily benefit qualifying
individuals and families who are homeless, at risk of homelessness, or in other
vulnerable populations. These activities include:
•Development and support of affordable housing;
•Tenant-based rental assistance (TBRA);
•Provision of supportive services; and
•Acquisition and development of non-congregate shelter units.
To receive its HOME-ARP funds, in addition to amending the 2022-2023 Annual Action
Plan, the City must also engage in a consultation and public participation processes,
develop a HOME-ARP allocation plan that meets the HUD requirements, and submit
it to HUD as a substantial amendment to the City’s Fiscal Year 2022-2023 Annual
Action Plan. Specifically, the HOME-ARP allocation plan must describe how the City
intends to distribute HOME-ARP funds, including how it will use these funds to address
the needs of HOME-ARP qualifying populations.
On February 1, 2023, the Mayor and City Council adopted Resolution No. 2023-028
declaring a Homelessness State of Emergency. It is anticipated that HOME-ARP funds
will provide additional financial resources to support the unhoused community by
providing low-barrier shelter access, supportive services, and case management.
Discussion
In accordance with the City’s Citizen Participation Plan, a substantial amendment to
the Annual Action Plan is required when the City:
•Changes allocation priorities.
•Expects to carry out a new or existing activity while using funds that have not been
covered by the Consolidated Plan or included in the approved Action Plan.
•Change the purpose, scope, location, or beneficiaries of an activity (any activity
whose funding allocation is increased by more than 50% will constitute a
substantial amendment).
The City intends to allocate an additional $4,299,672 of HOME-ARP funds to assist in
the financial support needed in the designing, construction, and operation of the City’s
future Navigation Center. The Navigation Center will assist the City’s vulnerable
homeless populations with income stabilization services, job training, mental health
services, case management, and non-congregate shelter units. The HOME-ARP
Program allows for up to 15% ($758,766) of the funds to be utilized for program
administration.
Lastly, the Navigation Center activity is aligned with the City’s Consolidated Plan,
Continuum of Care initiatives to provide emergency, temporary accommodations for
the City’s homeless populations in the City of San Bernardino.
Lastly, the City will address and incorporate comments received during the 30-day
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public commenting time-frame between February 6, 2023, and March 7, 2023 and a
public hearing will be held on March 1, 2023. The item will return to the Mayor and City
Council on March 15, 2023 for approval.
2021-2025 Strategic Targets and Goals
Submittal of the Substantial Amendment and HOME-ARP Allocation Plan aligns with
Key Target No. 1: Improved Operational & Financial Capacity, by securing a funding
allocation for housing, and Key Target No. 3: Improved Quality of Life, by securing
additional funds to reduce the burden of homelessness through engagement,
collaboration, and alignment with other entities.
Fiscal Impact
There is no fiscal impact to the General Fund associated with this report.
Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino,
California:
1. Conduct a Public Hearing of the draft HOME Investment Partnership Allocation and
Substantial Amendment to the Fiscal Year 2022-2023 Approved Action Plan; and
2. Authorize the Interim City Manager, or his designee, to execute any further
documents as may be necessary to effectuate the submittal of the Substantial
Amendment to the Fiscal Year 2022-2023 Action Plan.
Attachments
Attachment 1 FY 2022-2023 Action Plan
Attachment 2 Draft FY2022-2023 Substantial Amendment
Attachment 3 Draft HOME-ARP Allocation Plan
Attachment 4 Resolution No. 2023- Proclaiming Homelessness
Local Emergency
Ward:
All Wards
Synopsis of Previous Council Actions:
July 20, 2022 The Mayor and City Council conducted a Public Hearing and
adopted the Fiscal Year 2022-2023 Annual Plan as an
application for funding under Community Development Block
Grant (CDBG), Home Investment Partnerships (HOME), and
Emergency Solutions Grant (ESG) programs and authorized
the City Manager or designee to take any further actions and
execute any further documents as are necessary to effectuate
the submittal of the Draft HUD Fiscal Year 2022-23 Annual
Action Plan and Certification to HUD.
June 15, 2022 The Mayor and City Council of the City of San Bernardino,
California, conduct public hearing No. 1 on the review of the
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draft Fiscal Year 2022-2023 Annual Action Plan (AAP)
associated with the Community Development Block Grant,
HOME Investment Partnerships and Emergency Solutions
Grant Programs.
February 1, 2023 The Mayor and City Council approved Resolution No. 2023-
028 Declaring a Homelessness State of Emergency.
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Each year, the US Department of Housing and Urban Development (HUD) provides funding for housing
and community development programs to the City of San Bernardino, specifically Community
Development Block Grant (CDBG) and other federal housing funds. To receive these funds, the City must
complete a report every five years called the Consolidated Plan. The Consolidated Plan is carried out
through Annual Action Plans, which provide a concise summary of the actions, activities, and the specific
federal and non-federal resources that will be used each year to address the priority needs and specific
goals identified by the Consolidated Plans.
The City is an entitlement jurisdiction and will receive the following federal grants:
•Community Development Block Grant (CDBG)
•HOME Investment Partnerships Program (HOME)
•Emergency Solutions Grant (ESG)
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The City of San Bernardino has identified a range of housing and community development needs in
accordance with the structure presented in HUD regulations affordable housing, homelessness, and
non-housing community development. Priority is assigned based on the level of need demonstrated by
the data collected during the plan preparation, specifically in the Needs Assessment and the Market
Analysis, the information gathered during the consultation and citizen participation process, and the
availability of resources to address these needs. Based on these components, housing needs are
considered a high priority, particularly low-income ownership housing and transitional housing with
supportive services for the homeless population. Out of the top ten priority needs, the feedback from
citizen participation indicated that the top four pressing concerns of the City are:
•Homelessness and homelessness issues (i.e., supportive housing)
•Access to affordable housing
•Street infrastructure (i.e., road maintenance and street lighting)
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•Joblessness/job creation
Priorities Objectives/Goals
The following goals outlined in the Consolidated Plan and to be implemented during the FY 22-23
Annual Action Plan are listed below:
1.Promote Economic Development: Repayment of debt service for the Arden Guthrie Project
which will create 214 jobs.
2.Fair Housing: Support fair housing services, landlord/tenant mediation, and housing counseling
services.
3.Expand Homeownership Opportunities: Fund construction of three (3) single family homes,
city-wide where opportunities exist for infill housing for low to moderate income households
whose incomes will range from 50% to 80% of Area Median Income (AMI).
4.New Affordable Housing Construction or Rehabilitation: Assist with new affordable housing
construction or rehabilitation projects.
5.Improve Facilities and Infrastructure: Improve selected streets resulting from new Infill Housing
projects. The following streets will be improved: 10th between F Street and G Street (1st Ward)-
multiple APN- 30,000 SF; 49th Street between Sepulveda Avenue and End (4th Ward)- Multiple
APN- 65,000 SF; Rialto Avenue from Mt. Vernon and Muscott to Bridget (3rd Ward) Multiple
APN-180,000 SF.
Summary of some of the findings used to determine priority needs
•222,101 persons reside in San Bernardino (US Census Bureau 2020) comprising of 59,770
households.
•Approximately 23.7% live in poverty
•San Bernardino County homeless count data have indicated a need to support programs that
serve people experiencing homelessness. The 2020 PIT count for the City is 1,056 which
accounts for 34% of San Bernardino County’s total count.
•City provides for and residents benefits from participating in homelessness and homelessness
issues (i.e., supportive housing), access to affordable housing, street infrastructure (i.e., road
maintenance and street lighting) and joblessness/job creation.
•The creation City uses CDBG funds for public services, public facilities and improvements,
housing activities, and planning and administrative costs. The CDBG program’s primary objective
is to develop viable urban communities by providing decent housing, a suitable living
environment, and economic opportunities, principally for persons of low and moderate income.
Funds can be used for a wide array of activities, including housing rehabilitation,
homeownership assistance, lead-based paint detection and removal, construction or
rehabilitation of public facilities and infrastructure, removal of architectural barriers, public
services, rehabilitation of commercial or industrial buildings, and loans or grants to businesses.
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3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
Preserve and rehabilitate existing single-family dwellings – The Owner-Occupied Housing
Rehabilitation Program provided financial assistance to income-qualified, San Bernardino homeowners
for repairs to their homes. The program serviced five owner occupied Housing Rehabilitation projects.
Expand Homeownership opportunities and assist homebuyers with the purchase of affordable
housing In FY 21-22, the City completed the construction on Three (3) homes on an infill lot to create
affordable housing opportunities. This program improves neighborhoods by utilizing vacant and blighted
lots for new owner-occupied housing. The City and their CHDO partner, Neighborhood housing
Partnership Services, are marketing these affordable units for sale to households at 50% to 80% of AMI
for the County of San Bernardino.
Provide Supportive Services - Homeless / Non-Homeless Special Needs - In FY 21-22, the City utilized
HOME program income for the Arrowhead Grove, formerly known as Waterman Gardens Public Housing
Community, for phase 2 of the multi-phase Rental Assistance Demonstration (RAD) project. Phase two
entails the building of 147 affordable units for mixed-income family apartments to households with 30%
to 60% of AMI.
Promote Economic Development - In partnership with the Inland Empire Small Business Development
Center, the City promoted and hosted small business/entrepreneur workshops. 12 San Bernardino small
businesses were assisted. Due to the COVID-19 pandemic, workshops had to be postponed.
Improve Public Facilities and Infrastructure - In FY 21-22, the City worked on the following projects
which are expected to be completed by September of 2022: 532 Ramona Avenue (Ward 1); 2129 Wall
Avenue (Ward 2); 938 N. G Street (Ward 2); 140 W. 13th Street (Ward 2); 2060 E. 18th Street (Ward 7);
Grape Street (Walnut and Mill) (Ward 3); and Davidson Avenue (Baseline to 14th) (Ward-6).
Fair Housing - The Inland Fair Housing and Mediation Board provided landlord-tenant counseling and
other fair housing services to eliminate identified impediments to fair housing through education,
enforcement, and testing to approximately 3,300 persons in the City.
Planning and Administration: Provided funds for planning and administration of CDBG, HOME and ESG.
Provide rental assistance and preserve existing affordable rental housing - In FY 21-22, 105.4 units
were monitored and 75.8 were physically inspected to ensure units remained affordable and habitable.
Expand the affordable housing inventory through new construction - In FY 21-22, the fourth phase of
construction commenced on the site of the former Waterman Gardens Public Housing community (now
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called Arrowhead Grove), which resulted in a total of 184 mixed-income family apartments. Arrowhead
Grove will provide 147 affordable one- to four-bedroom family units with an additional 35 market-rate
units interspersed across the site and two units for property managers. In addition to the new units
constructed, a new traffic signal and bus shelter were installed.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
The development of the action plan was aligned with the goals of the Consolidated plan. To solicit
public input during the development of the Consolidated Plan, the City conducted the following
meetings:
•Virtual Community Workshop.
•Stakeholder Interviews; and
•Online Survey.
The Action Plan will be discussed in a publicly noticed meeting where opportunity for public comment is
provided. The first public hearing for the draft FY 22-23 Annual Action Plan to City Council was held on
June 15, 2022. The draft plan will be made available for public review between June 15, 2022, and July
20, 2022 on the City's website. The public review period for the Draft 2022-23 Action Plan will be
published in the Sun (English), and El Chicano (Spanish).
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
The top three infrastructure needs that were identified in the Consolidated Plan were street
improvements, street lighting, and tree planting/urban greenery. City-facility needs identified were
community centers, park and recreational facilities, and youth centers. For housing needs, the top three
identified were:
1. First-time home buyer assistance
2. Owner-occupied rehabilitation
3. Renter-occupied housing rehabilitation
Respondents also identified two primary homeless needs:
1. Permanent supportive housing with social services
Transitional housing (short-term up to 6 months
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6. Summary of comments or views not accepted and the reasons for not accepting them
No comments or views were not accepted by the City.
7. Summary
The City has taken diligent and good faith efforts to reach all segments of the community that may
benefit from the City’s CDBG, HOME, and ESG programs. PR-05 Lead & Responsible Agencies – 91.200(b)
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PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
program and funding source.
Agency Role Name Department/Agency
Lead Agency SAN BERNARDINO
CDBG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA Administrator
HOME Administrator SAN BERNARDINO Community and Economic Development Department
ESG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative (optional)
The City’s Community and Economic Development Department administers, implements, and monitors activities and projects funded through
the federal grants. The Community and Economic Development Department is responsible for developing and carrying out the priorities and
goals established in the Consolidated Plan. In addition, the Department works collaboratively with the Public Works Department, City Parks and
Recreation Department, City Manager’s Office, City Council, and the CDBG Ad Hoc Committee to develop goals and priorities for the current year
that is aligned with the Consolidated Plan and address the needs of the residents of San Bernardino.
Consolidated Plan Public Contact Information
For matters concerning the City of San Bernardino’s CDBG, HOME, and ESG programs, please contact:
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Ms. Marim Fam
Finance Department
201 N. E Street, 3rd Floor
San Bernardino, CA 92418
(909) 384-5345
fam_ma@sbcity.org
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City views the Consolidated Plan and Annual Action Plan as an opportunity to engage the
community in the CDBG, HOME, and ESG investment process. The City encourages their residents to
voice their needs and concerns regarding homelessness, affordable housing, and community
development. All members of the public, especially those living in low- and moderate-income
neighborhoods, are encouraged to participate in the planning stages. The goal of the consultation
process was to gather data to help determine the priority needs. The City also coordinates and
collaborates with various service providers to identify specific needs or certain vulnerable populations.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l))
•The City has been working in partnership with the Housing Authority of the County of San
Bernardino (HACSB) and County Community Development and Housing Agency to redevelop
251 units of public housing at the former Waterman Gardens public housing project (now
known as Arrowhead Grove). The City is also working in partnership with National CORE, an
Inland Empire CHDO, and the Housing Authority of the County of San Bernardino in the
development of Arrowhead Grove.
•The City partners with Neighborhood Partnership Housing Services (NPHS), a CHDO, for the
administration of an owner-occupied, single family rehabilitation program.
•Housing Partners I, also a CHDO, and NPHS partners with the City to build new single family,
ownership housing on vacant and blighted lots throughout the city, in order to increase
homeownership among households at and below 80% of Area Median Income.
•The City coordinates with the County Department of Behavioral Health (DBH) in an ongoing
exchange of information and resources available to persons who are experiencing homelessness
and mental health crises. The City has also partnered with DBH in the Golden Apartments
project where DBH provides the case management services for the formerly homeless residents
who live with mental illness.
•The City has also been working on investment strategies for housing and health with Dignity
Health. Dignity Health’s Community Investment program provided a $1.2 million dollar loan for
the construction (which is currently underway) of Arrowhead Grove Phase 3, which will result in
the construction of a 184 mixed income development, with 147 units reserved for low-income
households.
•The City has been consulting with the Housing Authority of the County of San Bernardino and
the Community Development and Housing Agency of the County of San Bernardino concerning
lead-based paint hazards as it relates to rehabilitation of owner-occupied single-family
homes. The City has also consulted with HUD’s environmental office regarding lead-based paint
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and staff attended the most recent lead-based paint training provided onsite at the HUD Los
Angeles office.
•The City has been in coordination with the San Bernardino Unified School District with their
Uplift San Bernardino initiative. Uplift San Bernardino is focused on the future of the youth
community, such as launching the future workforce into local jobs; ignite Upward Mobility in the
community; convene leadership work groups to change systems & policies; effectively inspire
community voice & engagement to inform better decisions & increase access to opportunities
especially for youth; create shared understanding of issues & opportunities based on research &
data; mobilize people and resources to fill in gaps identified between systems and promote
accountability through a transparent history of Uplift’s decisions, progress, & learning.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City recognizes the needs to address people experiencing homelessness, particularly the chronically
homeless populations. The City collaboratively works with four entities throughout the County of San
Bernardino. The following entities are:
1) Interagency Council on Homelessness
2) Homeless Provider Network
3) Central Valley Steering Committee
4) San Bernardino County Behavioral Health Administration, Office of Homeless Services
These entities comprise of policy-making bodies, advisory groups of faith-based and non-profit housing
organizations, collaborative organization among City jurisdictions, and committees established
specifically to assist those experiencing homelessness. The “10-Year Strategy to End Homelessness in
San Bernardino County” guides the actions and serves as a blueprint to end homelessness in the County
of San Bernardino.
Concurrently, the City of San Bernardino also actively participates in the Continuum of Care (CoC) and is
fully supportive of the objectives of the 10-Year Strategy to End Homelessness in San Bernardino County
plan. Bessine Richard represents the City on the board of the Interagency Council on Homelessness. The
City’s Police Department support and participates in the Point-in-Time (PIT) Homeless County. The
Community & Economic Department requires their ESG subrecipients to participate in the CoC’s
Homeless Management Information System (HMIS). This software application is designed to collect
client-level data and data on the provision of housing and services to homeless individuals, families, and
person at-risk of homelessness. Lastly, the City funds four organizations through the ESG programs that
provide street outreach, emergency shelter, homeless prevention services, rapid rehousing and HMIS.
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Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City closely works with the CoC and attends its regularly scheduled meetings and trainings in the
area of homelessness. The City consults with the Interagency Council on Homelessness (ICH), which has
not less than one former homeless member, in regard to funding recommendations. The discussions at
the ICH meetings are comprised of updates on HMIS and a monthly data quality report is provided
illustrating the number of clients enrolled in the non-profit organizations using HMIS. The updates are
helpful in evaluating the outcomes of projects and activities assisted with ESG. Other topics of discussion
include presentations to the Office of Homeless Services on activities from the San Bernardino County
Reentry Collaborative regarding workshop meetings to discuss updating their strategic plan, and a
Community Recidivism Reduction Program. A Veterans Initiative from the Housing Authority of the
County of San Bernardino (HACSB) has continued to develop creative and effective ways to address the
needs of the County’s homeless veterans. Over the past year, HASCB, along with the support and efforts
of our affiliate non-profits, KEYS and HP1 Inc., has created housing opportunities for homeless veterans.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction’s consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
Agency/Group/Organization Dignity Health St Bernardine Medical Center
Agency/Group/Organization Type Health Agency
Major Employer
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
1
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of City of San Bernardino and
participated in a community workshop. The anticipated outcomes are increased
commitment to affordable housing/economic investment in the community.
Agency/Group/Organization Neighborhood Partnership Housing Services, Inc. (NPHS)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
2
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated
outcomes are increased commitment to affordable housing and infrastructure
investment in the community.
Agency/Group/Organization Lutheran Social Services of Southern California
Agency/Group/Organization Type Services - Housing
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
3
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated
outcomes are increased commitment to affordable housing/economic
investment in the community
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Agency/Group/Organization Housing Authority of the County of San Bernardino
Agency/Group/Organization Type PHA
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
4
Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated
outcomes are increased commitment to affordable housing/economic
investment in the community.
Agency/Group/Organization City of San Bernardino - Housing
Agency/Group/Organization Type Other government - Local
5
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Economic Development
Lead-based Paint Strategy
Hazard Mitigation
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Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The Public Works Department has an ongoing internal coordination process with
the Housing Department for projects and plans funded through CDBG. The
coordination provides the City with input regarding hazard mitigation and a
continued open channel with resilience agencies (agencies whose primary
responsibilities include the management of flood prone areas, public land or
water resources and emergency management agencies) in the development of its
plan. The IT Department has an ongoing coordination process with the Housing
Department for projects and plans funded through CDBG. The internal
coordination provides the City with input regarding broadband (broadband
internet service providers, organizations engaged in narrowing the digital divide)
in the development of its plan.
Identify any Agency Types not consulted and provide rationale for not consulting
No agency types were excluded from engagement. For future planning processes, the City will make a special effort to include specified
organizations that provide a wide range of services to the residents of San Bernardino.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals
of each plan?
Continuum of Care Continuum of Care Alliance Potential funding allocations to address homeless needs will
complement the COC Strategy.
10-Year Strategy to End
Homelessness Continuum of Care Alliance Funding allocations to address homeless needs will be consistent
with the 10-Year Strategy to End Homelessness.
City of San Bernardino 2013 -
2021 Housing Element
City of San Bernardino Department of
Community Development
Potential funding allocations to address housing needs that will
complement the 2013-2021 Housing Element
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals
of each plan?
Housing Authority of the County
of San Bernardino
Housing Authority County of San
Bernardino (HACSB)
The City will support HACSB's efforts on public housing and the
ongoing partnership on Waterman Gardens
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
During the preparation of the Consolidated plan, City staff, along with assistance from their consultant, worked to engage a wide array of
residents and stakeholder for the community outreach process. The City engaged residents and stakeholders through a community survey,
stakeholder interviews, and community meetings. Various service providers, such as Health Agencies and Homeless Service providers, were
included.
Stakeholders and residents provided feedback on priorities, housing problems and possible solutions. They were asked to provide input on how
the City should spend their CDBG, HOME and ESG funding.
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City published will notice for public hearings and 30-day public review of the FY 2022-2023 Annual Action Plan in El Chicano and the San
Bernardino Sun. The report will be made available on the City’s website at the Community and Economic Development Department. In addition,
notification of the Virtual Community Workshop was posted to the City’s social media account.
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Citizen Participation Outreach
Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1 Newspaper Ad
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
No responses were
received.
No responses
were received.N/A
http:iecn.com/newspaper
s/el-chicano/
https://www.sbsun.com
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Sort Ord
er
Mode of Outrea
ch
Target of Outre
ach
Summary of
response/attenda
nce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
2 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted Housing
No responses were
received.
No responses
were received.N/A www.sbcity.org/housing
3 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Members of the
public attended
the July 20, 2022
public hearing.
No comments
received N/A
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
San Bernardino, like many other jurisdictions is faced with the challenging task of meeting increasing needs with fluctuating and/or decreasing
federal and state resources.
The figures shown in the Anticipated Resources table below reflect HUD's current allocation. The figure for "Expected Amount Available for
Remainder of Con Plan" anticipates the level of funding using the current year allocations and projecting those allocations over the remaining
years covered by the Consolidated Plan. If there are any cuts to the City's allocation over the coming years, the City will adjust this figure
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accordingly and prepare the Annual Action Plans reflective of the funding reality.
Anticipated Resources
Expected Amount Available Year 1ProgramSource
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 3,112,512 0 0 3,112,512 6,400,000
Funding for program year 2022
includes the Cityâ¿¿s HUD
allocation.
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Expected Amount Available Year 1ProgramSource
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New construction
for ownership
TBRA 1,569,520 200,000 0 1,769,520 2,900,000
The City plans to invest its HOME
dollars affordable housing projects;
Infill Housing Program
(homeownership)
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Expected Amount Available Year 1ProgramSource
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental
assistance)
Rental Assistance
Services
Transitional
housing 278,068 37,512 0 315,580 560,000
ESG monies will fund subrecipients to
assist people experiencing
homelessness with Emergency Shelter
(ES), HMIS, Motel Vouchers, Rapid Re-
Housing, Rental Assistance,
Homelessness Prevention (HP) and
Financial Assistance.
Other public -
federal
Admin and
Planning
Overnight shelter
Rapid re-housing
(rental
assistance)
Other 0 0 0 0 0
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Expected Amount Available Year 1ProgramSource
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Other public -
federal
Admin and
Planning
Public
Improvements
Other 0 0 0 0 0
Other public -
federal
Public
Improvements
Rental Assistance
Services
Other 0 0 0 0 0
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The City will focus on leveraging its federal resources with state, local, and private capital in order to develop quality and decent affordable
housing for San Bernardino residents. Additional funds to serve the needs of lower- and moderate-income residents were derived from a variety
of other sources, including:
Federal Resources
•Section 8 Housing Choice Voucher Program
•Federal Low-Income Housing Tax Credit Program
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•Tax Exempt Bond Financing
•Community Investment Funds from Dignity Health
State Resources
•Tax Exempt bonds
•State Low-Income Housing Tax Credit Program
•No Place Like Home
•Community Reinvestments Funds
•Permanent Local Housing Allocation (PLHA) from California State Department of Housing
•Veteran Housing and Homeless Prevention Program
Local Resources
•San Bernardino County Continuum of Care
•Housing Authority of San Bernardino County (HACSB)
Private Resources
•Dignity Health
•San Manuel Band of Mission Indians
•San Bernardino Unified School District
•City of San Bernardino Successor Housing Agency
Per HUD regulations, ESG recipients must match 100 percent of their ESG annual allocation. For those organizations that received ESG funds,
agencies met the match requirement through utilization of volunteerism, in-kind contributions, and funds from other local, state, and federal
programs.
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In addition, HUD requires HOME recipients to match 25 percent of their HOME annual allocation. In accordance with 24 CFR 92.222, when a
local jurisdiction meets one of the distress criteria, it is determined to be in fiscal distress and receives a 50 percent reduction of match. The FY
2021-2022 match reductions are not available as of date of this writing. However, in FY 2022-2023, the City received a 100 percent match
reduction due to severe fiscal distress. The City of San Bernardino will continue to leverage its HOME funds with other housing resources as
required. Any funds that are used in a HOME activity in excess of the required match will be documented by the City and reported to HUD as
part of the Consolidated Annual Performance and Evaluation Report each year.
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If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
With the dissolution of the redevelopment agency, successor agencies with real property assets are
required to dispose of the properties pursuant to the City’s Long-Range Property Management Plan or
Housing Asset Transfer (HAT) Plan. The Successor Agency has transferred all property listed on the
Housing Asset Transfer list to the City as the Successor Housing Agency. The City will determine the
development and/or disposition of these properties in the following months.
Discussion
The Housing Successor Agency has a disposition plan for the parcels and the City will retain some for
economic development purposes, sell a number of the parcels and retain others for housing. The
majority of the properties are single family parcels that the city intends to utilize for the construction of
single-family ownership housing.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Promote Economic
Development
2020 2025 Economic
Development
CityWide Promote Economic
Development
CDBG:
$788,803
Jobs created/retained: 214
Jobs
2 Fair Housing 2020 2025 Non-Housing
Community
Development
CityWide Fair Housing CDBG:
$73,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 2700 Persons
Assisted
3 Expand Home
Ownership
2020 2025 Affordable
Housing
CityWide
LMI Areas
of the City
Expand Home
Ownership
HOME:
$755,000
Homeowner Housing Added: 3
Household Housing Unit
4 New Affordable
Rental Housing
2020 2025 Affordable
Housing
CityWide
LMI Areas
of the City
New Affordable
Rental Housing
HOME:
$857,568
Rental units constructed: 15
Household Housing Unit
5 Improve Facilities
and Infrastructure
2020 2025 Non-Housing
Community
Development
CityWide Improve Facilities
and Infrastructure
CDBG:
$1,628,207
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 1500 Persons Assisted
6 Provide Homeless
and Homeless
Prevention Services
2020 2025 Homeless CityWide Provide Homeless
and Homeless
Prevention Services
ESG:
$318,580
Homelessness Prevention: 612
Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
7 Planning and
Administration
2020 2025 Program
administration
funds
CityWide Planning and
Administration
CDBG:
$622,502
HOME:
$156,952
ESG:
$20,855
Other: 1 Other
Table 6 – Goals Summary
Goal Descriptions
Goal Name Promote Economic Development1
Goal
Description
Section 108 Loan Repayment: Debt service repayment for Arden Guthrie Project. The project will create 214 jobs.
Goal Name Fair Housing2
Goal
Description
Eliminate identified impediments to fair housing through education, enforcement, and testing. Assist 2,700 households.
Goal Name Expand Home Ownership3
Goal
Description
Infill Housing Project to create a total of six (6) new houses throughout San Bernardino and will also include down payment
assistance for first-time homebuyers between 70%-80% AMI.
Goal Name New Affordable Rental Housing4
Goal
Description
Create new affordable rental units
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Goal Name Improve Facilities and Infrastructure5
Goal
Description
Goal Name Provide Homeless and Homeless Prevention Services6
Goal
Description
Provide funding to assist homeless individuals and those with special needs with supportive services; includes funding for
emergency shelters, rapid rehousing, homelessness prevention, street outreach, and HMIS costs. 612 persons to be
assisted.
Goal Name Planning and Administration7
Goal
Description
The City will implement the goals and objectives of the Consolidated Plan by delivering a variety of housing and community
development programs and activities. The City will also continue to comply with the planning and reporting requirements
of the Consolidated Plan regulations and CDBG, HOME and ESG regulations. Annually, the City will monitor its use of
CDBG, HOME and ESG funds to ensure effective and appropriate use of funds.
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Projects
AP-35 Projects – 91.220(d)
Introduction
With its CDBG, HOME, and ESG funds, the City of San Bernardino will fund FY2022-2023 eligible projects
in the following categories: promote economic development, fair housing, expand homeownership
opportunities, new affordable rental housing, improve public facilities and infrastructure, provide
supportive services to homeless individuals and those with special needs, and program planning and
administration.
Projects
#Project Name
1 Section 108 Loan Repayment
2 Street Improvement Project
3 Fair Housing
4 Infill Housing Project
5 CDBG Administration
6 ESG - Homeless Services - Provide Supportive Services and ESG Administration
7 HOME Administration
8 Affordable Housing
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
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AP-38 Project Summary
Project Summary Information
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Project Name Section 108 Loan Repayment
Target Area CityWide
Goals Supported Promote Economic Development
Needs Addressed Promote Economic Development
Funding CDBG: $788,803
Description Section 108 Loan Repayment Program in order to pursue physical and
economic revitalization that will provide jobs.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
214 families will be employed at project completion.
Location Description 17.43 acre commercial property located along Highland Avenue
between Arden Street and Guthrie Street in the City of San Bernardino.
1
Planned Activities The City has moved forward with the sale of the property and using
Section 108 loan for the repayment of the Arden Guthrie Project.
Project Name Street Improvement Project
Target Area LMI Areas of the City
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $1,628,207
Description Three (3) streets have been identified for sidewalk replacement and
ADA accessibility improvements.
Target Date 6/30/2023
2
Estimate the number
and type of families
that will benefit from
the proposed
activities
Area with an average income level of 30% to 50% of AMI will benefit of
the improvements made to these streets.
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Location Description The City has proposed to fund Citywide Pavement Rehabilitation.
1. 10th between F Street and G Street (1st Ward)- multiple APN-
30,000 SF
2. 49th Street between Sepulveda Avenue and End (4th Ward)-
Multiple APN- 65,000 SF
3. Rialto Avenue from Mt. Vernon and Muscott to Bridget (3rd
Ward) Multiple APN-180,000 SF
Planned Activities Street improvements and ADA compliance
Project Name Fair Housing
Target Area CityWide
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $73,000
Description
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
This program will benefit approximately 2,700 Low/Moderate Income
Households/Tenants.
Location Description Citywide
3
Planned Activities IFHMB will provide investigation, education, reconciliation, and/or
referral of housing discrimination complaints free of charge in the City of
San Bernardino. IFHMB offers workshops to educate housing providers,
tenants, homeowners, and financial and lending institutions on fair
housing laws.
Project Name Infill Housing Project
Target Area CityWide
Goals Supported Expand Home Ownership
Needs Addressed Expand Home Ownership
Funding HOME: $937,000
4
Description Infill Housing Project construction of new houses by two developers â¿¿
Mary Erickson Community Housing (MECH) and Neighborhood
Partnership Housing Services (NPHS).
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Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
The program will create 6 new houses. Additionally, three homebuyers
with AMI’s between 70%-80% will receive down payment assistance up
to $100,000 each to purchase one of three infill homes.
Location Description Citywide
Planned Activities COnstruction of new homes
Project Name CDBG Administration
Target Area CityWide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $622,502
Description The City will implement the goals and objectives of the Action Plan by
delivering a variety of housing and community development programs
and activities. The City will also continue to comply with the planning
and reporting requirements of the Action Plan regulations and CDBG,
HOME and ESG regulations. Assist homeless and special needs
populations with supportive services. Funding for various Emergency
Solutions Grant Program Projects to include Emergency Shelter, Rapid
Rehousing, Homelessness Prevention, Street Outreach and HMIS costs.
Annually, the City will monitor its use of CDBG, HOME and ESG funds to
ensure effective and appropriate use of funds.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
N/A
Location Description 210 N E Street
San Bernardino, CA 92401
5
Planned Activities Grant and Project Management
Project Name ESG - Homeless Services - Provide Supportive Services and ESG
Administration
6
Target Area CityWide
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Goals Supported Provide Homeless and Homeless Prevention Services
Planning and Administration
Needs Addressed Provide Homeless and Homeless Prevention Services
Planning and Administration
Funding ESG: $315,580
Description The City will implement the goals and objectives of the Action Plan by
delivering a variety of housing and community development programs
and activities. The City will also continue to comply with the planning
and reporting requirements of the Action Plan regulations and CDBG,
HOME and ESG regulations. Assist homeless and special needs
populations with supportive services. Funding for various Emergency
Solutions Grant Program Projects to include Emergency Shelter, Rapid
Rehousing, Homelessness Prevention, Street Outreach and HMIS costs.
Annually, the City will monitor its use of CDBG, HOME and ESG funds to
ensure effective and appropriate use of funds.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
N/A
Location Description 210 North E Street
San Bernardino, CA 92401
Planned Activities Assist homeless and special needs populations with supportive services.
Funding for various Emergency Solutions Grant Program Projects to
include Emergency Shelter, Rapid Rehousing, Homelessness Prevention,
Street Outreach and HMIS costs.
Project Name HOME Administration
Target Area CityWide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
7
Funding HOME: $156,952
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Description The City will implement the goals and objectives of the Action Plan by
delivering a variety of housing and community development programs
and activities. The City will also continue to comply with the planning
and reporting requirements of the Action Plan regulations and CDBG,
HOME and ESG regulations. Assist homeless and special needs
populations with supportive services. Funding for various Emergency
Solutions Grant Program Projects to include Emergency Shelter, Rapid
Rehousing, Homelessness Prevention, Street Outreach and HMIS costs.
Annually, the City will monitor its use of CDBG, HOME and ESG funds to
ensure effective and appropriate use of funds.
Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed
activities
N/A
Location Description 210 North E Street
San Bernardino, CA 92401
Planned Activities Grant and Program Management
Project Name Affordable Housing
Target Area CityWide
Goals Supported New Affordable Rental Housing
Fair Housing
Needs Addressed Expand Home Ownership
New Affordable Rental Housing
Funding HOME: $675,568
Description Construction of Single-Family homes and loans for rehabilitation of
single family homes. Applicant incomes are to be at or below 80% of
Area Median Income.
Target Date 6/30/2023
8
Estimate the number
and type of families
that will benefit from
the proposed
activities
6 families will be assisted
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Location Description Location has not been determined. However, the project will take place
within the City of San Bernardino. Once the location has been selected
and approved, staff will notify HUD.
Planned Activities Construction of Permanent Supportive Housing (PSH) project for very
low to low income residents
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City will use its funding for FY 2022-2023 to fund a variety of housing, community development,
economic development, and capital improvement projects. The majority of federal funds will be used to
finance projects targeting low- to moderate-income individuals and families throughout the City.
CDBG Benefit Service Areas are defined as geographic locations within the City of San Bernardino where
51 percent or more of the households in those areas are low- to moderate-income.
The City of San Bernardino has become increasingly diverse in its racial and ethnic makeup. Over the
past decades the City has seen a shift from a non-Hispanic, White majority to a Hispanic Origin
majority. According to the U.S. 2020 Census, approximately 66.2 percent of the population is of
Hispanic Origin, 14.4 percent is Non-Hispanic, White, 13.2 percent is Black, and 4.1 percent is Asian, and
8.1 percent is comprised of two or more races.
See attached maps in the Action Plan document as a reference to the geographic distribution.
Geographic Distribution
Target Area Percentage of Funds
CityWide 30
LMI Areas of the City 70
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The funding available under the 2022-2023 Action Plan may be used to meet a variety of community
development and housing needs. As part of the development of the 2022-2023 Action Plan, the City
established priority needs based on an in-depth analysis of the several factors housing, homelessness,
poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to
pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this
document. The City’s primary intent is to spend its CDBG funds in predominantly low-income
neighborhoods where residents have the greatest need for housing/services.
Discussion
As noted previously, the City does not allocate funds on a geographic basis, instead, funds are allocated
to organizations that provide low-income households with housing and supportive services. On an
annual basis, the City prioritizes the use of its CDBG funding for housing and community development
activities, including preservation and conservation of affordable housing and activities that serve low-
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and moderate-income households.
Public improvements and public facilities are qualified as benefitting low- and moderate-income
persons. Activities identified under the public service category and targeted to special needs populations
are offered on a citywide basis and/or where resources can be coordinated with existing facilities or
services.
The City of San Bernardino does not have any Neighborhood Revitalization Strategy Areas (NRSA) within
its City’s boundaries.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As a reflection of the Housing Needs Assessment of the 2020-2024 Consolidated Plan, housing problems
within the City of San Bernardino include: 1) Units with physical defects; 2) overcrowded conditions; and
3) housing cost burden. The City will use CDBG and HOME funds to pursue three affordable housing
goals: 1) Preserve and Rehabilitation Housing, 2) Expand Home Ownership Opportunities
Preserve and Rehabilitate Housing
Approximately 67 percent of both owner-occupied housing (18,125) and rental units (20,735) were built
prior to 1980. In general, housing begins to require major repairs after 30 or 40 years of age. Those
repairs could include important health and safety repairs such as for heating/air systems, roof, kitchen
appliances, bathroom or kitchen plumbing, and insulation. Many low- to moderate-income households
may be unable to afford these needed repairs. In the City of San Bernardino, substandard housing
conditions may consist of the following: structural hazards, poor construction, inadequate maintenance,
faulty wiring, plumbing, fire hazards, and inadequate sanitation. Substandard units suitable for
rehabilitation are those units where the total rehabilitation costs do not exceed 25 percent of the after-
rehabilitation value (Data Source: 2011-2015 ACS).
Expand Home Ownership Opportunities
There is a need for affordable housing in San Bernardino. The most prevalent housing problems within
the City is cost burden and overcrowded conditions. San Bernardino has a population of 214,115
persons and a total of 57,547 households. Nearly 59 percent of households in San Bernardino (33,760
total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income
(HAMFI).
Families who pay more than 30 percent of their income for housing are considered cost burdened and
may have difficulty affording necessities such as food, clothing, transportation, and medical
care. Overcrowded conditions exist when more people are living within a single dwelling than there is
space for, so that movement is restricted, privacy is compromised and levels of stress increase.
Low-moderate income (LMI) renter households experience housing problems at a higher rate (60
percent) than LMI owner households (44 percent).
Many of San Bernardino’s extremely low-income households (42 percent) are small families (four
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persons or less), which shows a need for smaller (one, two, or three bedroom) affordable housing units.
The City’s housing market has increased over the past few years. In 2015, the median income in the City
was $37,047, a 16 percent increase, with an MHV of $159,800, which would make most homeowners
cost burdened. In 2020, the median income in the City was $49,287, a 18 percent increase, with an MHV
of $272,600, which would make most homeowners cost burdened.
Based on the 2015-2019 ACS, the median income would be sufficient for a renter to afford $1,059 in
housing costs per month, which includes rent and utilities, and not be cost burdened; 37 percent of the
City’s renter population pays $999 or less per month.
One Year Goals for the Number of Households to be Supported
Homeless 600
Non-Homeless 349
Special-Needs 0
Total 949
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 600
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 600
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
The table “One Year Goals for the Number of Households to be Supported” consists of 349 non-
homeless households to be supported. New Infill Housing construction of three (3) for-sale single family
homes citywide is planned (incomes will range from 50% to 80% of Area Median Income (AMI)).
Below is a continuation of the introduction discussion above.
Provide Assistance to Renter Households
The City has a significant inventory of publicly assisted rental housing affordable to low-income
households. Eighteen affordable rental housing developments in the City offer income/rent restricted
housing for approximately 2,205 very low-income households. A total of 15 projects, with a combined
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total of 1,627 affordable units, are at risk of losing their affordability status. HACSB does not anticipate
losing affordable housing units due to expiration of contracts in the next five years. These projects are
technically considered at risk of converting to market-rate housing. However, most of these projects are
non-profit owned senior housing which will receive priority for rental of subsidy contracts with
HUD. Therefore, it is unlikely that the projects will convert to market-rate housing.
Nonetheless, the City will periodically reach out to owners of assisted projects to understand their
intentions for opting out of the Housing Choice Voucher Program or pursuing financial restructuring in
order to extend the terms of affordability.
The City also will continue to work with qualified Community Housing Development Organizations
(CHDO) to acquire and construct or rehabilitate multifamily housing as long-term affordable housing for
lower-income households.
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AP-60 Public Housing – 91.220(h)
Introduction
Public housing and other assisted housing programs are crucial elements of the City’s efforts to address
affordable housing needs of low- and moderate-income families, senior citizens, disabled individuals,
and other individuals.
The City falls within the jurisdiction of the Housing Authority of the County of San Bernardino (HACSB).
This agency administers the Housing Choice Voucher Program, which provides rental assistance to
eligible residents of San Bernardino by providing monthly rental assistance to participants who want to
rent from a private landlord but cannot afford the full monthly rental payment. The Housing Choice
Voucher program is funded by the U.S. Department of Housing and Urban Development (HUD).
In 2019, the latest year for which data is available, HACSB provided 10,798 housing choice vouchers
throughout San Bernardino County, assisting 25,331 individuals. Of those 10,798 housing choice
vouchers, 2,694 were issued to San Bernardino City residents.
The City will continue to support the efforts of HACSB in the administration of the Housing Choice
Voucher and maximize the use of those funds and other resources in San Bernardino.
Actions planned during the next year to address the needs to public housing
To assist HACSB in addressing public housing needs, the City will do the following:
Monitor At-Risk Units
The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk
units affordable and utilize, if feasible, local incentives to preserve any at-risk units.
Support and Assist Local Non-Profit Organizations
In order to develop or preserve the City’s affordable housing stock, the City will provide technical and/or
financial assistance to local non-profit organizations that provide affordable housing.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Because the City does not own any public housing units, the City has not taken efforts to encourage
public housing residents to become more involved in management and participate in homeownership.
However, the City collaborates with the Housing authority of the County of San Bernardino to encourage
public housing residents to contribute and participate in the management and HACSB has a
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homeownership program for residents of public housing.
As for homeownership opportunities, the City has initiated an 750 Housing Program that will acquire
distressed properties within San Bernardino, rehabilitate them and sell them to income qualified
homebuyers. The City will work with HACSB, to identify any households who may be eligible for the
Housing Choice Voucher Program.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The Housing Authority of the County of San Bernardino has not been designated as troubled. Actually, it
has a moving to work designation which is a designation that a limited number of PHAs across the
country have.
Discussion
There is no discussion relative to the designation of the county PHA.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
According to the San Bernardino County 2020 Homeless PIT Count, there were 1,056 homeless persons
in the City. A total of 183 individuals were sheltered, 50 in transitional housing, and 823 were
unsheltered. To address this issue, the City will allocate approximately $294,725 in ESG funds to
homeless service providers who are skilled at transitioning homeless individuals and families from
homelessness to permanent housing through a variety of activities including street outreach, homeless
prevention, rapid re-housing, emergency shelter and essential services
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City is an active member of the San Bernardino CoC and fully supports the goals and objectives of
the San Bernardino County 10-Year Strategy to End Homelessness. To reach out to homeless persons
and assess their individual needs, the City will continue to support the CoC’s coordinated entry system,
2-1-1 San Bernardino County. The Coordinated Entry System will provide people who are at imminent
risk of becoming homeless (HUD Homeless definition (Category 2) with problem solving support to
retain current housing or to locate get housing placement.
The City is continuing its contract in FY 2022-2023 with Step Up On Second, with the goal of reaching
150 homeless persons through street outreach, providing social service referrals to those persons and
facilitating the placement of 13 homeless persons into permanent housing.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City will continue to fund Lutheran Social Services Southern California (LSSC) to provide an
emergency men’s shelter. LSCC will provide 150 homeless persons in the City of San Bernadino with
emergency shelter.
The City has partnered with Step Up on Second to provide street outreach services to 150 homeless
persons and assist them with obtaining their vital documents, housing navigation, transportation to
appointments and placement in permanent housing.
The City will also be working with the Salvation Army to provide emergency shelter for 100 persons,
focusing on women and women with children. The Salvation Army San Bernardino Hospitality House
operates several programs within its 21-room facility. Currently there are 21 units/rooms of transitional
housing for families, three units/rooms set-aside for emergency shelter for families and one room with
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six beds for single females experiencing homelessness. Total residential capacity is 82 beds but is often
over capacity due to cribs and family size.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every
community in the region. As the largest community in the County, the City also serves as a hub for
service providers. The City supports the efforts of the network of agencies working to end homelessness
through the Regional Continuum of Care Strategy. The Continuum of Care Strategy involves four key
components, one of which is homeless prevention. The provision of preventative services will decrease
the number of households and individuals who will become homeless and require emergency shelters
and assistance. The City is working to prevent persons from becoming homeless by funding emergency
rental assistance for households at-risk of homelessness.
Utilizing its HOME dollars, the City funded the acquisition of the Golden Apartments a 21-unit apartment
complex that has been rehabilitated and converted into 38 one-bedroom apartments of supportive
housing for homeless persons. Residents moved into their new one-bedroom flats in December
2019. Golden has onsite health and mental health services available through the Department of
Behavioral Health and Molina Health.
San Bernardino County’s 10-Year Strategy for Ending Homelessness was recalibrated in 2013 to focus on
a rapid re-housing approach that is also consistent with a Housing First Model. This approach is intended
to minimize the amount a time an individual or family remains homeless or in shelters. The Housing First
Model also focuses on homeless prevention by emphasizing the need to keep individuals and families in
their current housing if appropriate.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The City will continue to support the regional CoC’s efforts to implement the San Bernardino County 10-
Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge
planning in order to prevent people from becoming homeless when they are discharged from
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correctional, foster care, health care, or mental health care systems. The McKinney-Vento Act requires
that State and local governments have policies and protocols in place to ensure that persons being
discharged from a publicly funded institution or system of care are not discharged immediately into
homelessness. In order to meet HUD’s requirements, the 10-Year Strategy has established a Discharge
Planning Committee to focus on improving coordination between discharge planning agencies, local
government, and homeless service providers in order to implement a “zero tolerance” plan that will
prevent persons being discharged into homelessness.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The City recognizes that barriers to affordable housing exist and continues to employ strategies to
overcome them. Policies can create barriers to the production of affordable housing and residential
investment because such factors increase costs. The high cost of affordable housing and residential
investment can be contributed to the following:
Lack of Affordable Housing Funds: The availability of funding for affordable housing has been severely
affected by the dissolution of redevelopment agencies. Prior to 2012, redevelopment activities and
funding were the City’s primary tool for assisting with neighborhood revitalization efforts and
production of affordable housing. The loss of this funding represents a constraint for the City of San
Bernardino’s efforts to continue to support neighborhood revitalization. Now the City relies on private
resources, federal grant programs, state resources, and philanthropy to fund affordable housing
projects.
Environmental Protection: State law (California Environmental Quality Act and California Endangered
Species Act) and federal law (National Environmental Policy Act and Federal Endangered Species Act)
regulations require environmental review of proposed discretionary projects (e.g., subdivision maps, use
permits, etc.). Costs and time delay resulting from the environmental review process are also added to
the cost of housing.
Site Improvements: Many parts of San Bernardino are undeveloped and lack adequate pedestrian and
automobile infrastructure to support new residential subdivisions. All new residential development is
required to provide sidewalk with curbs and gutters and must be served by appropriate roadways
consistent with the General Plan Circulation Element and adopted road development standards. The
cost of these improvements increases the cost of development but is necessary to facilitate pedestrian
and vehicular access and movement in the City.
Planning and Development Fees: Planning and development impact fees, such as for transportation,
water, and sewer infrastructure improvements, often add to the overall cost of development. The City’s
fees reflect the fair share of the costs of providing permitting, infrastructure, and services for new
residences.
Permit and Processing Procedures: Builders and developers frequently cite the cost of holding land
during the evaluation and review process as a significant factor in the cost of housing. The City of San
Bernardino’s development review process is designed to accommodate growth without compromising
quality. Project quality is of critical concern, as the City faces challenges in securing foreclosed single-
family homes and poorly maintained multifamily complexes.
State and Federal Davis-Bacon Prevailing Wages: The State Department of Industrial Relations (DIR)
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expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to
the overall cost of development. A prevailing wage must also be paid to laborers when federal funds are
used to pay labor costs for any project over $2,000 or on any multi-family project over eight units. Based
on discussions with developers, various prevailing wage requirements typically inflate the development
costs by 35 percent.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City undertook a major effort to eliminate constraints, with respect to land use regulations, by
developing and adopting a new Development Code that unified and simplified the City’s development
regulations and processes. That effort was followed by a reorganization of the City to unify the various
development-related departments into a single Community Development Department and a one-stop
permit counter. The City has made the following additional amendments to the Municipal Code in order
to further reduce barriers to affordable housing:
1. General Lot Consolidation Incentive - Small, individual lots offer limited development potential,
and generally cannot support onsite property management. Development opportunities could
be increased through a small-lot consolidation program that offers a 15 percent density bonus
for projects with a residential component that are committing to a maintenance plan and having
on-site management. The City is anticipating amending the Development Code to incentivize lot
Consolidation.
2. Density Bonus Provisions - Density bonus projects can be an important source of housing for
lower-and moderate-income households. The City anticipates amending the Development Code
to reflect the latest amendments to State density bonus law.
3. Transitional and Supportive Housing - The City plans to amend the Development Code to
adequately define transitional and permanent supportive housing and permit these uses based
on unit type, in accordance with Senate Bill 2.
4. Streamlined Processing - The City is committed to continuing the streamlining of development
activities and regulations and will continue to analyze potential programs that seek to eliminate
land use constraints, particularly as related to the provision of new housing and rehabilitation of
existing housing. The City amended its Development Code in 2012 to make it more user-friendly
and to minimize confusion for staff and the development community. As part of the
Development Code update, the City also introduced a new streamlined type of Conditional Use
Permit: the Minor Use Permit (MUP). The MUP is reviewed by the Development/Environmental
Review Committee rather than the Planning Commission, which requires less staff time (and a
relatively shorter process for developers), lower fees, and can be used in lieu of a CUP for
certain qualified projects.
5. The City will update its General Plan.
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Discussion:
To address housing affordability and the lack of monetary resources for affordable housing, the
Consolidated Plan calls for the investment of CDBG and/or HOME funds to preserve and rehabilitate
housing units and provide homeownership opportunities to low and moderate-income households.
For FY 2022-2023, the City will continue to fund its Infill Housing Program and its Owner-Occupied
Residential Rehabilitation Program (OORP). The OORP will be funded with carryover funds from last
year that were not fully expended. Through the City’s Infill Housing Program, the City will acquire,
rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low- and
moderate-income households. The Owner-Occupied Residential Rehabilitation Program will provide
deferred loans for the rehabilitation of single-family units owned by low and moderate-income
households.
Although the City no longer has access to redevelopment funds, the City will continue to leverage its
CDBG and HOME funds to attract private and other available public resources, including land conveyed
to the City for the purpose of creating affordable housing for low- and moderate- income households.
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AP-85 Other Actions – 91.220(k)
Introduction:
Priority Needs established in the FY 2020-2024 Five-Year Consolidated Plan, which forms the basis for
establishing objectives and outcomes in the FY 2022-2023 One-Year Action Plan, are as follows:
High Priority
•Preserve and Rehabilitate Housing
•Expand Homeownership Opportunities
•Provide Homeless and Homeless Prevention Services
Low Priority
•New Affordable Rental Housing
•Improve and Expand existing Community Facilities and Infrastructure to meet current and future
needs
•Eliminate identified impediments to fair housing through education, enforcement, and testing
•Planning and Administration – CDBG, HOME, ESG
•New Affordable Housing Construction or Rehabilitation
•Expand Homeownership opportunities – Infill Housing
•First-Time Homeownership – CHDO 15% set-aside
Actions planned to address obstacles to meeting underserved needs
To address obstacles to meeting underserved needs, the City will allocate CDBG, uncommitted HOME
and ESG funds through the Action plan in projects that provide financing for the affordable housing
development, housing rehabilitation, job creation, public facility/infrastructure improvements and
homeless prevention. Lack of resources is the primary obstacle to meeting underserved needs. In order
to leverage additional ongoing resources for housing and homeless services, the City is applying for the
Permanent Local Housing Allocation (PLHA) funds which are administered by the State Department of
Housing and Community Development. It anticipated that in the 2021 the City can receive up to $1.6
million in PLHA funds.
The City will also support HACSB’s efforts to obtain additional rental assistance funding, especially for
seniors and lower-income households.
Actions planned to foster and maintain affordable housing
The City will continue to invest HOME funds to expand the supply of affordable housing and will use
HOME funds to preserve and maintain existing affordable housing through the City of San Bernardino’s
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Owner-Occupied Rehabilitation Loan Program. The City will continue this program using re-programmed
funds from the previous year’s allocation.
Actions planned to reduce lead-based paint hazards
To reduce lead-based paint hazards, housing constructed prior to 1978 and assisted through the City of
San Bernardino’s Owner-Occupied Residential Rehabilitation Program will be tested for lead-based paint
hazards. If lead based-paint hazards are found, safe work practices or abatement procedures will be
included in the scope of work for the rehabilitation of the housing unit. All procedures will be in
compliance with 24 CFR Part 35.
Actions planned to reduce the number of poverty-level families
For FY 2022-2023, the City will support:
•An Infill Housing Program that will acquire and rehabilitate/construct underutilized properties
within the City and when complete sell these homes to low- and moderate-income households
•Service providers who can provide street outreach, rapid-rehousing, homeless prevention,
emergency shelter, and other essential services to homeless and near-homeless persons and
families.
•The improvement of streets, along with the Infill Housing that will be taking place. These
improvements will have a greater impact in the neighborhoods.
•The efforts of HACSB, who provides rental assistance and conventional housing to low-income
households.
•The efforts of the CoC, San Bernardino County Behavioral Health Administration, Office of
Homeless Services and various Homeless Service Agencies to provider public and social services
to residents living in poverty, including health services, counseling, educational programs, food
distribution, academic and vocational training, youth services, and senior services.
•The goals and objectives of San Bernardino County 10-Year Strategy to End Homelessness.
The CoC’s coordinated entry system, 2-1-1 San Bernardino County that provides persons who are at
imminent risk of becoming homeless with problem solving support to retain current housing or to locate
another housing placement.
Actions planned to develop institutional structure
During the next year, the San Bernardino Community & Economic Development Department will
continue consulting with and inviting a wide variety of agencies and organizations (i.e., CoC, HACSB,
National CORE, County of San Bernardino Community Development and Housing Agency, etc.) involved
with the delivery of housing and social services to low- and moderate-income San Bernardino
residents. This will allow to coordinate the City's activities by not duplicating efforts and to know what
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other agencies are doing. Currently, the City is working with the Center for Community Investment and
Dignity Health (Accelerating investments for Healthy Communities). The City's collaboration with CCI
and Dignity Health has resulted in the investment of $1.2 million in permanently affordable rental
housing in the City. These types of collaborations build the capacity for the City to continue providing
affordable housing.
Actions planned to enhance coordination between public and private housing and social
service agencies
During the next year, the San Bernardino Community & Economic Development Department will
continue consulting with a wide variety of agencies and organizations such as HACSB, County Workforce
Development, County Department of Behavioral Health and County Office on Aging and Adult Services
involved with the delivery of housing, supportive services and economic development to low- and
moderate- income San Bernardino residents. Workforce Development, for example, provides job
placement services for person in the County and also provides up to three months of paid on the job
training and any equipment that an employee may require to carry their new job. In the realm of
economic development, the City recently established a partnership with the Mexican Consulate’s
“Emprendedoras” program. The program partners with the Small Business Administration and the City’s
Micro Enterprise program to provide Spanish language training for persons interested in launching a
small business or expanding an existing small business. Through the City’s partnership with the
“Emprendedoras” program, the City will cross promote the services available through Workforce
Development.
Discussion:
The implementation of the FY 2021-2022 Action Plan will invest federal resources to address obstacles
to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint
hazards, inspection of HOME units, reduce the number of families living in poverty, develop institutional
structure, and enhance coordination between public and private housing and social service agencies.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
In the implementation of programs and activities under the 2021-2022 Action Plan, the City of San
Bernardino will follow all HUD regulations concerning the use of program income, forms of investment,
overall low-and moderate-income benefit for the CDBG program and recapture requirements for the
HOME program. The years 2020, 2021 and 2022 are used to determine that an overall benefit of 80% of
CDBG funds is used to benefit persons of low and moderate income.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan.0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income:0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income.Overall Benefit - A consecutive period
of one, two or three years may be used to determine that a minimum overall
benefit of 70% of CDBG funds is used to benefit persons of low and moderate
income. Specify the years covered that include this Annual Action Plan.80.00%
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
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as follows:
The City does not anticipate using other forms of investment beyond those identified in Section
92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
HOME Recapture Provision If Buyer at any time during the Period of Affordability sells or transfers
the Eligible Property, whether voluntarily or involuntarily due to foreclosure or other circumstance,
the following provisions shall apply, pursuant to 24 C.F.R. Part 92.254:
(a) If Buyer sells or transfers the Eligible Property within the first two years of the Period of
Affordability, City shall recover from the Net Proceeds, if any, the entire amount of the HOME
Subsidy, or such lesser amount as the Net Proceeds may permit to be recovered. The Net Proceeds
are the sales price paid to Buyer minus repayment of loans that are superior in priority to this
Affordable Housing Covenant and the Deed of Trust securing it, and any closing costs.
(b) If Buyer sells or transfers the Eligible Property after occupying the Eligible Property for at least
two years (24 months from the Delivery Date), City’s recovery from the Net Proceeds shall equal the
amount of the HOME Subsidy, reduced by a percentage determined by dividing the number of
Buyer’s full years of occupation of the Eligible Property by the number of years of the Period of
Affordability, and multiplying the result by 100. In calculating recapture of the HOME subsidy only
full 12-month periods of occupancy will be utilized in the calculation. For example, if Buyer sells or
transfers the Eligible Property during the third year, before the completion of the full third year of a
ten-year Period of Affordability, the percentage reduction of the amount of the HOME Subsidy to be
recovered by City shall equal 20 percent:
(2 years ÷ 10 years) × 100 = 20. Assuming sufficient Net Proceeds, City would recover 80 percent of
the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net
Proceeds, whatever the amount.
(c) In no event shall City’s recovery exceed the amount of the Net Proceeds.
The City requires that its CHDO/subrecipients, who carry out HOME funded ownership
programs, utilize the noted recapture provisions, which are part of the affordability covenant
executed by the homeowner and recorded against the property.
In its homeownership and single-family rehabilitation programs the City utilizes the homeownership
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limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Measured from the Delivery Date and determined based on the amount of the HOME Subsidy, as
follows:
Amount of HOME Subsidy Period of Affordability
Less than $15,000 5 years
$15,000 to $40,000 10 years
More than $40,000 15 years
The City's affordability covenant requires that HOME units acquired with HOME funds remain
affordable for the period noted based on the amount of HOME subsidy. The City requires that its
CHDO/subrecipients who carry out HOME funded ownership programs utilize the noted recapture
provisions, which are part of the affordability covenant executed by the homeowner and recorded
against the property.
In its homeownership and single-family rehabilitation programs the City utilizes the homeownership
limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
The City will not be undertaking any refinancing of existing debt secured by multifamily housing that
is rehabilitated with HOME funds. The City will not undertake the refinancing of single-family units
rehabilitated with HOME funds. With regard to eligible beneficiaries, the City will adhere to the
requirements under 24 CFR 2.203 with regard to income determinations; 92.216 with respect to
incomes of applicants; 92.253 with regard to tenant protections and selection and other HOME
regulatory requirements that ensure beneficiaries are not precluded from participating in HOME
funded programs.
The City utilizes Notice of Funding Availability and Requests for Proposals to solicit applications for
funding under the HOME program. Solicitations for applications are conducted as funds are
available for various programs and/or when contracts and renewal periods with applicants
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expire and new NOFAs and RPS are released.
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1.Include written standards for providing ESG assistance (may include as attachment)
See Attachment under Admin - IDIS (AD-26).
2.If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system.
The Continuum of Care (CoC) is led by the County of San Bernardino, Department of Behavioral
Services. The Coordinated Entry System, referred to as 211 San Bernardino County, is operated by
the United Way of San Bernardino County and provides free and confidential information and
referral service to persons in need of help connecting with various free or low-cost health and
human service providers.
211 San Bernardino County, is available 24 hours a day, 7 days a week by dialing 2-1-1 in San
Bernardino County or by dialing the toll-free number at 1-888-435-7565. Bilingual staff is available
to assist English and/or Spanish speaking callers. However, if another language is need, 211 San
Bernardino County, utilizes a translation line that can assist in disseminating information in over 150
languages. 211 San Bernardino County is also available by going to http://211sb.org.
Within the City’s ESG written agreement, the Subrecipient must agree to coordinate and integrate,
to the maximum extent practicable, ESG-funded activities with other programs targeted to homeless
people in the area covered by the Continuum of Care or area over which the services are
coordinated to provide a strategic, community-wide system to prevent and end homelessness.
3.Identify the process for making sub-awards and describe how the ESG allocation available to
private nonprofit organizations (including community and faith-based organizations).
The City of San Bernardino will competitively procure for services that will meet the goals and
objectives of the City’s Consolidated Plan and San Bernardino Continuum of Care’s (CoC) 10-Year
Plan to End Homelessness.
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The application review process has three phases. In the first phase, all applications are reviewed by
the Community and Economic Development Department staff for completeness and eligibility under
the Federal program guidelines. Eligible programs and projects are then reviewed according to their
contribution to the goals and objectives of the City’s approved Consolidated Plan and CoC’s 10-Year
Plan to End Homelessness. Preference is given if a program has the ability to help the City meet
federal program objectives and local priorities. Organizational capacity, experience, and past
performance are also considered.
Based on this review, Community and Economic Development Department staff prepares general
funding recommendations. Lastly, a public hearing before City Council will be held to consider the
2021-2022 Draft Annual Action Plan. The City Council adopts the Annual Action Plan, which acts as
the CDBG, HOME and ESG program annual budget. Upon completion of this process, the City
forwards the adopted Annual Action Plan to the U.S. Department of Housing and Urban
Development for approval.
4.If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
The City of San Bernardino attends and participates, on a quarterly basis, the Interagency Council on
Homelessness (ICH). The ICH is a vital component of the San Bernardino County Homeless
Partnership. The ICH serves as the policy making body of the Partnership and oversees the
implementation of the 10-Year Strategy to End Homelessness in San Bernardino County. The ICH will
focus on resource development to insure the funding of homeless projects and 10-Year Strategy
recommendations. In addition, ICH serves as the HUD-designated primary decision-making group
and oversight board of the City of San Bernardino & County (hereinafter referred to as the
“geographic area”) Continuum of Care for the Homeless (CA-609) funding process, (hereinafter
referred to as the “CoC”). There are currently former homeless individuals that participate in the
policy making decisions of the CoC, regarding facilities or services that receive ESG funding from the
City.
The ICH is charged with directing, coordinating, and evaluating all of the activities related to
implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to
report progress on the implementation of the 10-Year Strategy to their colleagues and constituents
following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless
providers and stakeholders throughout San Bernardino County in order to carry out implementation
activities and will develop resources to insure the funding of homeless projects and 10-Year Strategy
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recommendations.
As the oversight board of the CoC, the ICH duties are: 1. To ensure that the CoC is meeting all of the
responsibilities assigned to it by the United States Department of Housing and Urban Development
(HUD) regulations including: a. The operation and oversight of the local CoC; b. Designation and
operation of a Homeless Management Information System (HMIS); i. Designate a single HMIS for the
geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known
as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and
Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in
compliance with all requirements prescribed by HUD. c. The development of a CoC plan that
includes outreach, engagement, assessment, annual gap analysis of the homeless needs and
services available, prevention strategies, shelter and housing supportive services, and HUD CoC
annual and biennial requirements; 2. To represent the relevant organizations and projects serving
homeless subpopulations; 3. To support homeless persons in their movement from homelessness to
economic stability and affordable permanent housing within a supportive community; 4. To be
inclusive of all the needs of all of geographic area’s homeless population, including the special
service and housing needs of homeless sub-populations; 5. To facilitate responses to issues and
concerns that affect the agencies funded by the CoC that is beyond those addressed in the annual
CoC application process; 6. To consult with recipients and sub-recipients of CoC funding to establish
performance targets appropriate for population and program type, monitor recipient and sub-
recipient performance, evaluate outcomes, and take action against poor performers; and 7. To
evaluate outcomes of projects funded under the County of San Bernardino CoC program including
the ESG.
5.Describe performance standards for evaluating ESG.
ESG Subrecipients must demonstrate the financial management and programmatic expertise to
successfully develop, design, implement, and monitor the ESG-funded activities.
ESG Subrecipients must participate in HMIS and be able to meet all federal, State of California, and
City of San Bernardino requirements relative to the ESG program, specifically those concerning
equal opportunity and fair housing, affirmative marketing, environmental review, displacement,
relocation, acquisition, labor, lead-based paint, conflict of interest, debarment and suspension, and
flood insurance.
Under the City ESG agreement, ESG Subrecipient are required to conduct an initial evaluation to
determine the eligibility of each individual or family’s eligibility for ESG assistance and the amount
and types of assistance the individual or family needs to regain stability in permanent housing.
All subrecipient providers should meet or exceed project quality goals established by HUD and CoC
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guidelines which include the following: At least 80 percent of project participants either remained
in permanent housing or exited to permanent housing; At least 20 percent or more of project
participants have employment income (or other sources such as SSI and/or SSDI, for those who are
not employable); At least 54 percent of project participants increased their income from sources
other than employment in a given operating year; At least 56 percent of project participants
obtained mainstream benefits; and 100 percent of the project participants came from the street or
other locations not meant for human habitation, emergency shelters, or safe havens. In addition,
PSH providers must: Implement a housing first approach. Fill vacant beds with only chronically
homeless persons.
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Attachments
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Citizen Participation Comments
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Grantee SF-424's and Certification(s)
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SUBSTANTIAL AMENDMENT
2022-2023 ANNUAL ACTION PLAN
HOME-ARP FUNDS
2
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Background:
On March 11, 2021, the American Rescue Plan Act of 2021 (ARP) was passed to provide
support for individuals experiencing homelessness, are at risk of homelessness, and
vulnerable populations through housing and supportive services. Through ARP, the City
of San Bernardino was eligible to receive additional funds through the HOME Investment
Partnerships Program (HOME-ARP) administered through the United States Department
of Housing and Urban Development (HUD). Eligible activities include providing supportive
services, affordable housing, non-congregate shelter (NCS), and tenant-based rental
assistance (TBRA). Per 24 CFR 570.200(h) and 24 CFR 92.212(b), the City is required
to amend the 2022-2023 Annual Action Plan as a request for HOME-ARP pre-award
costs.
In accordance with the City’s Citizen Participation Plan, a substantial amendment to the
Annual Action Plan is required when the City:
•Changes allocation priorities
•Expects to carry out a new or existing activity while using funds that has not
been covered by the Consolidated Plan or included in the approved Action
Plan;
•Change the purpose, scope, location, or beneficiaries of an activity (Any activity
whose funding allocation is increased by more than 50% will constitute a
substantial amendment.
Proposed Amendment to 2022-2023 Annual Action Plan:
The City will allocate additional $5,058,437 of HOME-ARP funds to assist in the financial
support needed to design, construction, and operations of a Navigation Center. The
Navigation Center will assist City’s vulnerable homeless populations with income
stabilization services, job training, mental health services, case management and non-
congregate shelter units.
Lastly, the Navigation Center activity is aligned with the City’s Consolidated Plan,
Continuum of Care initiatives to provide emergency, temporary accommodations for the
City’s homeless populations in the City of San Bernardino.
These activities are eligible under HOME-ARP and would further the City’s support
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unhoused populations including homeless veterans, victims of domestic violence, those
with mental and physical challenges and needs as well as underserved populations.
Public Comments:
The City of San Bernardino will address and incorporate comments received during the
30-day public commenting timeframe between February 9, 2023, and March 11, 2023. A
public hearing will be held on March 1, 2023. After public comments are received, the
item will go before Council on March 15, 2023 for final approval.
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Michael Baker International
DRAFT HOME-ARP Allocation Plan
FEBRUARY 3, 2023
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Table of Contents
Consultation.....................................................................................................................................2
Consultations Summary...............................................................................................................3
Homeless as defined in 24 CFR 91.5...........................................................................................4
At Risk of Homelessness as defined in 24 CFR 91.5..................................................................4
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking,
or Human Trafficking..................................................................................................................5
Other populations requiring services or housing assistance to prevent homelessness and other
populations at greatest risk of housing instability .......................................................................5
Public Participation..........................................................................................................................5
Needs Assessment and Gaps Analysis.............................................................................................6
Describe the size and demographic composition of qualifying populations within the PJ’s
boundaries:...................................................................................................................................7
Homeless as defined in 24 CFR 91.5.......................................................................................7
At Risk of Homelessness as defined in 24 CFR 91.5..............................................................8
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault,
Stalking, or Human Trafficking...............................................................................................9
Other populations requiring services or housing assistance to prevent homelessness and other
populations at greatest risk of housing instability ...................................................................9
Describe the unmet housing and service needs of qualifying populations, including but not
limited to:.................................................................................................................................9
Identify and consider the current resources available to assist qualifying populations,
including congregate and non-congregate shelter units, supportive services, TBRA, and
affordable and permanent supportive rental housing: ...........................................................10
Identify any gaps within the current shelter and housing inventory as well as the service
delivery system:.....................................................................................................................11
Identify the characteristics of housing associated with instability and an increased risk of
homelessness if the PJ will include such conditions in its definition of “other populations” as
established in the HOME-ARP Notice:.................................................................................12
Identify priority needs for qualifying populations:.................................................................12
Explain how the level of need and gaps in its shelter and housing inventory and service
delivery systems based on the data presented in the plan were determined:.........................13
HOME-ARP Activities..................................................................................................................13
Describe the method for soliciting applications for funding and/or selecting developers,
service providers, subrecipients and/or contractors and whether the PJ will administer
eligible activities directly:.....................................................................................................13
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Use of HOME-ARP Funding...................................................................................................13
Additional narrative, if applicable:.......................................................................................14
HOME-ARP Production Housing Goals........................................................................................14
Preferences.....................................................................................................................................14
HOME-ARP Refinancing Guidelines............................................................................................15
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Consultation
Before developing its plan, a PJ must consult with the CoC(s) serving the jurisdiction’s geographic
area, homeless and domestic violence service providers, veterans’ groups, public housing agencies
(PHAs), public agencies that address the needs of the qualifying populations, and public or private
organizations that address fair housing, civil rights, and the needs of persons with disabilities, at a
minimum. State PJs are not required to consult with every PHA or CoC within the state’s
boundaries; however, local PJs must consult with all PHAs (including statewide or regional PHAs)
and CoCs serving the jurisdiction.
Summarize the consultation process:
The City selected relevant service providers in the area that are best suited to provide detailed
information on the service provision landscape for each qualifying population throughout the City.
Each group was consulted using a uniform set of interview questions, discussing needs for all
qualifying populations. The wide range of groups included fair housing groups, public housing
agencies, veterans’ groups, domestic violence groups, public organizations addressing the needs
of qualifying populations, and organizations addressing fair housing, civil rights, and the needs of
persons with disabilities.
List the organizations consulted, and summarize the feedback received from these entities.
Agency/Org
Consulted
Type of
Agency/Org
Qualifying
Population
Served
Method of
Consultation Feedback
Celebration City
Community
Development
Private Agency All Interview See
Summary.
Lutheran Social
Services Southern
California
Homeless
Services
All Interview See
Summary.
Partners Against
Violence
Domestic
Violence
All Interview See
Summary.
Step Up on Second Homeless
Services,
Agency that
Addresses Fair
Housing/Civil
Rights/Persons
with Disability
Homeless, At-
Risk of
Homelessness
Interview See
Summary.
Reentry
Community and
Housing
Supportive
Fair Housing,
Homeless
Services
Homeless, At-
Risk of
Homelessness,
Other
Interview See
Summary.
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Services Populations
City of San
Bernardino
Public Agency All Interview See
Summary.
Deborah Robertson
Foundation
Private Agency ???Interview See
Summary.
City of San
Bernardino Police
Public Agency Homeless,
Victims of
Domestic
Violence
Interview See
Summary.
San Bernardino
County Continuum
of Care
Continuum of
Care
All Interview See
Summary.
Veterans’
Group
Interview See
Summary.
Public Housing
Authority
Interview See
Summary.
Consultations Summary
Interviews were conducted with service providers throughout the City using a uniform question
set. The goal was to establish characteristics, needs, and gaps for the City’s current qualifying
populations.
When asked to rank the needs of qualifying populations, the top choice across all interviews was
tied between non-profit operating funding and non-profit capacity building. This was closely
followed by supportive services. These needs helped to guide this allocation. The least common
choice of need for all interviews was Tenant-Based Rental Assistance (TBRA).
The most commonly cited gap within service provision or housing inventory was found to be the
lack of shelter beds. This common acknowledgement heavily aligns with forthcoming data in the
Needs Assessment and Gap Analysis, which shows a large gap in shelter resources. Almost 97%
of the City’s homeless are thus unsheltered. A few other gaps that were commonly cited were also
related to this issue, including Lack of Low-Barrier, Non-Congregate Shelters for Individuals and
Families, and Lack of Housing/Homeless Prevention Programs.
The top three priority needs specifically for supportive services, according to respondents, were
Drug Abuse/Addiction Services, Mental Health Services, and Life Skills Training. Once again,
this adds strength to data in the following section, which shows that of the 989 homeless
individuals in the City, 831 struggle with a disability or health condition, including mental health
disabilities and substance use disabilities, among others.
Organizations that were consulted indicated a rate of 62% likelihood to apply for Homeless
Prevention Services Funding, but they were less favorable for housing counseling, which had a
46% likelihood to apply for Housing Counseling Funding. All organizations except for 3 said
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housing counseling services such as housing search, landlord/tenant rights, budgeting, and credit
education/repair programs have a significant impact on the community. One organization indicated
No, and two others indicated that they were Not Sure. Organizations stated that help is needed
from foundations and individual donors to help fill fundraising gaps that grants may not cover, and
they stated a need for transitional housing.
When asked about what sorts of projects would benefit the City, respondents most commonly said
emergency housing was needed, but also that street outreach programs and engagement teams may
be useful for the City.
For consultation results on each Qualifying Population, see the summaries below:
Homeless as defined in 24 CFR 91.5
Nearly half of all consultations (46%) dealt directly with self-identified Homeless Service
Providers, but the needs of this population were present in all consultations. Specifically,
consultations pointed towards an additional need of support across shelter and housing programs.
Lack of low-barrier shelters, and lack of shelters beds were two of the top three identified largest
gaps for all consultations
At Risk of Homelessness as defined in 24 CFR 91.5
Homelessness Prevention Services were the second most identified priority need for qualifying
populations across all consultations, trailing behind Lack of Shelters, and 52% indicated they
would be looking to apply for additional Homeless Prevention Services funding to fill existing
gaps in capacity. This would help extend the existing shelter programs and provide additional
services. These findings helped identify the shelter program as a recipient of this allocation.
Additionally, 90+% of consultations saw organizations state that housing counseling services have
a significant impact on our community. This specifically includes services such as housing search,
landlord/tenant rights, budgeting, and credit education/repair programs.
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault,
Stalking, or Human Trafficking
When consultations shifted to identifying needs for specific supportive services, drug
abuse/addiction services and mental health services wer the most commonly cited response.
Additionally, domestic violence services was cited as a top five need for supportive services.
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Other populations requiring services or housing assistance to prevent homelessness and
other populations at greatest risk of housing instability
Drug Abuse/Addiction Services were the most commonly cited need for supportive services while
Life Skills Training and services for Persons with Disabilities were commonly cited need for
supportive services across all consultations.
Additional Notes:
Veterans agencies in the San Bernardino City area and Housing Authority of the County of San
Bernardino have been contacted numerous times to participate in consultations, but the City has
yet to receive a response.
Public Participation
PJs must provide for and encourage citizen participation in the development of the HOME-ARP
allocation plan. Before submission of the plan, PJs must provide residents with reasonable notice
and an opportunity to comment on the proposed HOME-ARP allocation plan of no less than 15
calendar days. The PJ must follow its adopted requirements for “reasonable notice and an
opportunity to comment” for plan amendments in its current citizen participation plan. In addition,
PJs must hold at least one public hearing during the development of the HOME-ARP allocation
plan and prior to submission.
For the purposes of HOME-ARP, PJs are required to make the following information available to
the public:
The amount of HOME-ARP the PJ will receive, $5,058,437
The range of activities the PJ may undertake: Development of Non-Congregate Shelter
Describe the public participation process, including information about and the dates of the
public comment period and public hearing(s) held during the development of the plan:
San Bernardino conducted wide stakeholder interview and survey process with the primary
consultation groups as well as other social service and interested organizations. Thirteen
stakeholders participated in a survey process. Public meeting and comment period are as follows:
•Public comment period: February 9, 2023, to March 11, 2023
•Public hearing: March 1, 2023
•Item returns to Council for approval: March 15, 2023
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Describe any efforts to broaden public participation:
A PJ must consider any comments or views of residents received in writing, or orally at a public
hearing, when preparing the HOME-ARP allocation plan. Public meetings were held with
stakeholders, online survey and public comment in area newspapers and final public hearing.
Summarize the comments and recommendations received through the public participation
process:
The public comment period and public hearing are yet to be held.
Summarize any comments or recommendations not accepted and state the reasons why:
All comments were accepted.
Needs Assessment and Gaps Analysis
PJs must evaluate the size and demographic composition of qualifying populations within its
boundaries and assess the unmet needs of those populations. In addition, a PJ must identify any
gaps within its current shelter and housing inventory as well as the service delivery system. A PJ
should use current data, including point in time count, housing inventory count, or other data
available through CoCs, and consultations with service providers to quantify the individuals and
families in the qualifying populations and their need for additional housing, shelter, or services.
The PJ may use the optional tables provided below and/or attach additional data tables to this
template.
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Homeless Needs Inventory and Gap Analysis Table
Homeless
Current Inventory (County)Homeless Population (City)Gap Analysis
Family Adults Only Vets Family Adults Only
# of
Beds
# of
Units
# of
Beds
# of
Units
# of
Beds
Family
HH (at
least 1
child)
Adult
HH
(w/o
child)
Vets Victims
of DV # of
Beds
# of
Units
# of
Beds
# of
Units
Emergency
Shelter 282 90 448 -0
Transitional
Housing 199 60 153 -15
Permanent
Supportive
Housing
714 240 977 -776
Other Permanent
Housing -
Sheltered
Homeless -32 --
Unsheltered
Homeless 989 166 166
Current Gap --811 -
Suggested Data Sources: 1. Point in Time Count (PIT); 2. Continuum of Care Housing Inventory Count (HIC); 3.
Consultation
Housing Needs Inventory and Gap Analysis Table
Non-Homeless
(City)
Current Inventory Level of Need Gap Analysis
# of Units # of Households # of Households
Total Rental Units 31,175
Rental Units Affordable to HH at 30% AMI
(At-Risk of Homelessness)3,105
Rental Units Affordable to HH at 50% AMI
(Other Populations)8,530
0%-30% AMI Renter HH w/ 1 or more severe
housing problems
(At-Risk of Homelessness)
8,295
30%-50% AMI Renter HH w/ 1 or more
severe housing problems
(Other Populations)
3,385
Current Gaps 8,635
Suggested Data Sources: 1. American Community Survey (ACS); 2. Comprehensive Housing
Affordability Strategy (CHAS)
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Describe the size and demographic composition of qualifying populations within the PJ’s
boundaries:
Homeless as defined in 24 CFR 91.5
As identified in the 2022 Point In Time report prepared by the San Bernardino County Homeless
Partnership, a total of 1,021 unhoused individuals lived in the City of San Bernardino. Of the 1,025
unhoused, 989 were unsheltered (96.9 percent) and 32 were sheltered (3.1 percent). Unsheltered
homeless are individuals or families not housed in a shelter and whose primary nighttime residence
is public/private place not designed for or ordinarily used as a regular sleeping accommodation for
human beings. These are people living on the street or in makeshift shelters (tents, boxes),
motorhomes (RV), vans, or cars. Sheltered homeless are individuals or families living in a
supervised operated shelter to provide temporary living arrangement.
Of the 989 unsheltered homeless in the City, volunteers were able to administer 537 surveys for
additional information. This included demographic data and other important subpopulation
information.
Overall, 69.3 percent of individuals were male while 30.0 percent were female. The most common
races were White (48.2 percent), Black or African American (24.4 percent) and Multiple Races
(17.1 percent). In total, 39.1 percent of individuals were Hispanic or Latino. For age distribution,
the most common age bracket was 25-39 (37.8 percent), followed by 40-49 (21.6 percent) and 55-
61 (14.2 percent). Seniors (62+) represented 10.4 percent of the homeless population.
One-hundred forty-four (144) individuals became homeless for the first time during the past 12
months (26.8 percent). Additionally, disabilities are a common issue within the population.
Specifically, 57.9 percent indicated a substance use problem disability, 44.1 percent indicated a
mental health disability, 23.8 percent indicated a physical disability, and 11.9 percent indicated
developmental disability.
Other data points showed that 59 percent of those surveyed were Chronically Homeless. Also, 16.9
percent have a chronic health condition that is life threatening such as heart, lung, liver, kidney, or
cancerous disease. And finally, there were 5.6 percent of individuals that were Veterans, 3.5
percent of individuals have HIV/AIDS, and 21 percent were released from a correctional
institution withing the past year.
At Risk of Homelessness as defined in 24 CFR 91.5
As shown above in the Housing Needs Inventory and Gap Analysis Non-Homeless Table, there
are significant totals of at-risk homeless within San Bernardino. First, there are a total of 3,105
occupied or for-sale rental units within the City that are affordable for households making 0-30%
AMI. However, there are 10,495 renters in the City in this income bracket. That creates a gap of
7,390 households that will struggle to find housing that is affordable within this income group,
which is defined as at-risk of homelessness. Additionally, there are 5,425 occupied or for-sale
rental units within the City that are affordable for households making 30-50% AMI. However,
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there are 6,670 renters in the City in this income bracket. That creates a gap of 1,245 households
that will struggle to find housing that is affordable within this income group. The total of both
income groups creates a total gap of 8,635 affordable units.
There is also data indicating severe housing problems for renters within these groups, which puts
some households at the risk of homelessness. Of these 10,495 renters in the 0-30% income group,
79.0 percent experience a severed housing problem, such as severe housing cost burden of 50%.
Additionally, there are 6,670 renters in the 30-50% income group, and 50.7 percent of these renters
experience a severe housing problem. For San Bernardino, households in these groups are more
likely to be at-risk-of-homelessness.
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault,
Stalking, or Human Trafficking
The Point in Time count report specified 36 individuals that were victims of domestic violence
within the County, and there were 36 of these individuals specifically in the City of San
Bernardino. This population has increased since 2020.
Other populations requiring services or housing assistance to prevent homelessness and
other populations at greatest risk of housing instability
As described in San Bernardino’s Consolidated Plan, supportive housing services are needed for
the City’s elderly (26,174 individuals, 11.9% of the City population), persons with disabilities
(26,498 individuals, 12.5% of the City population), developmentally disabled persons, veterans
(6,062 individuals, 3.8% of the City population), persons with addictions, and those living with
HIV/AIDS. Elderly persons may require long-term supportive housing that includes long-term
assisted living, transportation, and nursing care. While many disabled persons can live and work
independently within a conventional housing environment, more severely disabled individuals
require a group living environment where supervision is provided. The most severely disabled
individuals may require an institutional environment where medical attention and physical therapy
are provided. Those suffering from substance abuse might require counseling or case management
and a short-term housing solution while undergoing rehabilitation. Other more challenging or on-
going conditions might require supportive services that include long-term assisted living, as well
as transportation and nursing care. Persons with HIV are often able to live independently as
advances in medical treatment enable persons with HIV to lead normal lives. However, persons
living with AIDS may require long-term supportive housing as their health conditions deteriorate
and impact their ability to work. The Point-in-Time count identified numerous individuals in these
populations that were homeless within the City of San Bernardino, as stated previously. There
were 30 homeless veterans in the City, in addition to 19 homeless HIV/AIDS individuals, and 831
individuals with either a physical disability, developmental disability, mental health disability,
substance use disability, or a chronic life-threatening heart condition.
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Describe the unmet housing and service needs of qualifying populations, including but not
limited to:
•Sheltered and unsheltered homeless populations;
•Those currently housed populations at risk of homelessness;
•Other families requiring services or housing assistance or to prevent homelessness; and,
•Those at greatest risk of housing instability or in unstable housing situations:
While homelessness is a complex problem with many causes, the high cost of housing is a
significant contributor. Rising housing costs that have exceeded growth in wages, particularly for
low-income households, put San Bernardino residents at risk of housing instability and
homelessness. To measure the number of homeless persons in San Bernardino, the City relies on
point in time surveys prepared by the San Bernardino Homeless Partnership. Population estimates
for people experiencing homelessness are difficult to quantify. Census information is often
unreliable due to the difficulty of efficiently counting a population without permanent residences.
Given this impediment, local estimates of the homeless and anecdotal information are often the
source of population numbers. As stated earlier however, there is a population of 1,021 homeless
individuals in San Bernardino as of the 2022 Point in Time Count, and a potential gap of
affordability for 8,635 at-risk households. There is also an extremely high proportion of at-risk
families (79%) that already experience severe housing problems. These populations are in the most
unstable housing situations.
In addition to the at-risk population, there are gaps facing the existing homeless community. This
is shown by the vast differences between the unsheltered and sheltered population within the City.
As stated previously, there are 989 unsheltered in the City, opposed to only 32 sheltered. There is
a lack of shelter beds for these individuals in the City.
There also appears to be a lack of space in the City to house other populations, including those
with disability, those fleeing from domestic violence, and veterans. In the City alone, there are 36
unhoused victims of domestic violence, 30 veterans, and 831 disabled/health condition individuals.
This shows the gaps in the shelter network, and a lack of services for these individuals.
Identify and consider the current resources available to assist qualifying populations,
including congregate and non-congregate shelter units, supportive services, TBRA, and
affordable and permanent supportive rental housing:
The City of San Bernardino assists homeless populations through funding supportive service
providers in the community. The City has traditionally provided funding through the ESG program
to support services that include emergency shelter, rapid rehousing, homelessness prevention,
street outreach, and HMIS costs.
According to the City’s Consolidated Plan, many organizations in San Bernardino, including
businesses, civic groups, corporations, educational institutions, faith-based organizations, local
government, and nonprofit agencies, provide financial assistance, food, health care, clothing, legal
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assistance, public assistance, rental assistance, and utility assistance at little or no cost. Mainstream
benefit programs such as CalFresh, Medicaid/Medi-Cal, Social Security Disability Income (SSDI),
Supplemental Security Income (SSI), and Veteran’s Benefits are available to homeless persons in
the City.
Additionally, the Homeless Provider Network (HPN) acts as an advocate for homeless populations
and those at risk of becoming homeless. The HPN facilitates the collaboration between the public
and private sectors to coordinate services to assist and prevent homelessness. Member
organizations of the HPN meet monthly.
Additionally, the Homeless Provider Network (HPN) acts as an advocate for homeless populations
and those at risk of becoming homeless. The HPN facilitates the collaboration between the public
and private sectors to coordinate services to assist and prevent homelessness. Member
organizations of the HPN meet monthly.
The City works with various agencies and provides referrals for services to homeless populations
and those at risk of homelessness:
•Community Action Partnership of San Bernardino County – provides homeless persons
and those at risk of homelessness with temporary rental assistance, financial literacy
education, and linkages to other support services.
•Family Service Association of Redlands – provides emergency shelter (motel vouchers),
wraparound services, and case management to prevent homelessness.
•Lutheran Social Services – 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.
•Step Up on Second – provides supportive services which begin with engagement and street
outreach activities.
•The Salvation Army Hospitality House – provides emergency shelter, referrals to
permanent housing services, and meals to families and single females experiencing
homelessness.
•Other agencies in the County providing services to address homelessness include:
o Catholic Charities San Bernardino
o High Desert Homeless Services, Inc.
o Victor Valley Family Resource Center
Time for Change Foundation provides emergency shelter services to women and children as well
as permanent housing. Helping Hands Pantry, a food bank, serves the communities of the County
of San Bernardino; programs include a mobile food pantry and the College Student Food
Assistance Program for students who do not have the resources to buy enough food.
Identify any gaps within the current shelter and housing inventory as well as the service
delivery system:
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As shown in the Housing Needs Inventory and Gap Analysis Homeless Table, there is a lack of
Emergency Shelter, Transitional Housing, and Permanent Supportive Housing in the City. Within
this area, there are only 45 emergency shelter beds, transitional housing beds, and Permanent
Supportive Housing beds within this area despite there being 989 unsheltered homeless. This
leaves a gap of 957 beds for individuals. As stated in the other Non-Homeless Table, there is a gap
of affordable housing options for 8,635 households.
Identify the characteristics of housing associated with instability and an increased risk of
homelessness if the PJ will include such conditions in its definition of “other populations”
as established in the HOME-ARP Notice:
These populations would include Seniors, Large Families, Persons with Disabilities, Veterans,
Victims of Domestic Violence, Persons with HIV/AIDS, and Single Parents. These populations
align with characteristics of housing need, as identified by the Consolidated Plan, including but
not limited to:
Seniors – Due to their fixed incomes, increasing medical needs and mobility challenges, seniors
require accessible housing in close proximity to healthcare facilities and ease of transit. Seniors
also need rehabilitation services to maintain and improve the condition of their housing.
Additionally, seniors often need rental assistance through housing vouchers due to their fixed
incomes.
Disabled - Disabled individuals would require not only housing assistance in the form of rental
and mortgage subsidies, but also group housing with accessibility features that would be ideal for
people with mobility issues and sensory limitations. Their housing needs will also require ease of
access to transit, shopping and healthcare facilities. They may also require specialized medical
care and education, especially for the developmentally disabled. Additionally, disabled individuals
who have been discharged from medical/healthcare facilities might also need transitional housing.
Large Families and Families with Female Heads of Households - Large families need low-cost
housing that require a minimum of 3 bedrooms to accommodate all members in the home
sufficiently. Families with Female Heads of Households may not only require affordable housing
assistance, but those with children also need accessibility to healthcare facilities and educational
institutions. Child Care assistance for those who are not of school-going age may also be required.
These same needs may also apply to large families
Identify priority needs for qualifying populations:
The Consolidated Plan highlights current needs for qualifying populations and needs for the entire
City. This includes identified priority needs to:
•Preserve and Rehabilitate Housing
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•Expand Homeownership
•Provide Homeless and Homeless Prevention Services
•Create New Affordable Rental Housing
•Promote Economic Development (Micro-Enterprise)
•Improve Facilities and Infrastructure
•Pursue Fair Housing
Explain how the level of need and gaps in its shelter and housing inventory and service
delivery systems based on the data presented in the plan were determined:
These gaps were determined from data provided by Point in Time Counts, Housing Inventory
Counts, American Community Survey (ACS) Data, and Comprehensive Housing Affordability
Strategy (CHAS) Data. The first two sources showed the existing homeless populations, and the
existing housing they may access. The next two data sources identified additional populations
based on income and housing problems. These populations are at high risk of becoming homeless.
There is a need for housing inventory and service systems to account for these at-risk populations
as well, to avoid becoming overrun.
HOME-ARP Activities
Describe the method for soliciting applications for funding and/or selecting developers, service
providers, subrecipients and/or contractors and whether the PJ will administer eligible activities
directly:
The City of San Bernardino intends to work with operators to design, construct, and operate a
shelter and navigation center to be located in the City.
If any portion of the PJ’s HOME-ARP administrative funds were provided to a subrecipient or
contractor prior to HUD’s acceptance of the HOME-ARP allocation plan because the
subrecipient or contractor is responsible for the administration of the PJ’s entire HOME-ARP
grant, identify the subrecipient or contractor and describe its role and responsibilities in
administering all of the PJ’s HOME-ARP program:
Not applicable.
PJs must indicate the amount of HOME-ARP funding that is planned for each eligible HOME-
ARP activity type and demonstrate that any planned funding for nonprofit organization operating
assistance, nonprofit capacity building, and administrative costs is within HOME-ARP limits. The
following table may be used to meet this requirement.
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Use of HOME-ARP Funding
Funding Amount Percent of the
Grant
Statutory
Limit
Supportive Services
Acquisition and Development of Non-
Congregate Shelters
$4,299,672
Tenant Based Rental Assistance (TBRA)
Development of Affordable Rental Housing
Non-Profit Operating %5%
Non-Profit Capacity Building %5%
Administration and Planning $758,765 %15%
Total HOME ARP Allocation $5,058,437
Additional narrative, if applicable:
Describe how the characteristics of the shelter and housing inventory, service delivery system,
and the needs identified in the gap analysis provided a rationale for the plan to fund eligible
activities:
The City of San Bernardino intends to allocate its HOME-ARP funds evenly to one activity:
1) Non-Congregate Shelter and Navigation Center ($4,299,672)
The city owns a 2.48 acre property that will be adaptively reused and converted for a non-
congregate homeless shelter that will include space for needed homeless and homeless prevention
services. The City intends to competitively bid through an RFP process the project’s design
planning and engineering, and construction. The City also intends to interview area social services
and shelter operators to find a qualified operator for the shelter. The Navigation Center will include
space for a variety of operation needs and needed services:
•Identification documentation, mailbox, storage locker, and pet kennel area
•Income stabilization guidance
•Job training/placement workstation and training area
•Office space for mental health services, substance abuse recovery, case management, and
housing navigation
HOME-ARP Production Housing Goals
Estimate the number of affordable rental housing units for qualifying populations that the PJ
will produce or support with its HOME-ARP allocation:
Not Applicable
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Describe the specific affordable rental housing production goal that the PJ hopes to achieve and
describe how it will address the PJ’s priority needs:
Not Applicable
Preferences
Identify whether the PJ intends to give preference to one or more qualifying populations or a
subpopulation within one or more qualifying populations for any eligible activity or project:
Existing Coordinated Entry System (CES) preferences will be used, pursuant to the operator’s
current waiting list.
If a preference was identified, explain how the use of a preference or method of prioritization
will address the unmet need or gap in benefits and services received by individuals and families
in the qualifying population or category of qualifying population, consistent with the PJ’s needs
assessment and gap analysis:
The preference of CES is consistent with the Needs Assessment and Gap Analysis, this will help
fill the gap of shelter beds in the City.
If a preference was identified, describe how the PJ will use HOME-ARP funds to address the
unmet needs or gaps in benefits and services of the other qualifying populations that are not
included in the preference:
The Plan is also supporting navigation services that will be open to all qualifying populations to
help fill gaps and unmet needs. The property operations shall work in tandem with the Continuum
of Care and the Coordinated Entry System to with regards to case selection.
HOME-ARP Refinancing Guidelines
If the PJ intends to use HOME-ARP funds to refinance existing debt secured by multifamily rental
housing that is being rehabilitated with HOME-ARP funds, the PJ must state its HOME- ARP
refinancing guidelines in accordance with. The guidelines must describe the conditions under with
the PJ will refinance existing debt for a HOME-ARP rental project, including:
•Establish a minimum level of rehabilitation per unit or a required ratio between rehabilitation
and refinancing to demonstrate that rehabilitation of HOME-ARP rental housing is the primary
eligible activity
Not Applicable
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•Require a review of management practices to demonstrate that disinvestment in the property
has not occurred; that the long-term needs of the project can be met; and that the feasibility of
serving qualified populations for the minimum compliance period can be demonstrated.
Not Applicable
•State whether the new investment is being made to maintain current affordable units, create
additional affordable units, or both.
Not Applicable
•Specify the required compliance period, whether it is the minimum 15 years or longer.
Not Applicable
•State that HOME-ARP funds cannot be used to refinance multifamily loans made or insured
by any federal program, including CDBG.
Not Applicable
•Other requirements in the PJ’s guidelines, if applicable:
Not Applicable
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Resolution No. 2023-028
Resolution No. 2023-028
February 1, 2023
Page 1 of 6
RESOLUTION NO. 2023-028
RESOLUTION OF THE MAYOR AND CITY COUNCIL OF
THE CITY OF SAN BERNARDINO, CALIFORNIA
PROCLAIMING THE EXISTENCE OF A LOCAL
EMERGENCY CAUSED BY CONDITIONS AND
THREATENED CONDITIONS OF HOMELESSNESS
WITHIN THE CITY OF SAN BERNARDINO, WHICH IF
NOT CORRECTED, CONSTITUTES AN IMMINENT AND
PROXIMATE THREAT TO THE SAFETY OF PERSONS
AND PROPERTY IN THE CITY
WHEREAS, San Bernardino Municipal Code Section 2.46.050(A) designates the City
Manager as the Director of Emergency Services (“Director”); and
WHEREAS, San Bernardino Municipal Code Section 2.46.090(A)(1) empowers the
Director to request the Mayor and City Council to proclaim the existence or threatened existence
of a “local emergency”; and
WHEREAS, San Bernardino Municipal Code Section 2.46.020 defines an “emergency”
as an “actual or threatened existence of conditions of disaster or of extreme peril to the safety of
persons and property within [the] jurisdiction…which conditions are or are likely to be beyond the
control of services, personnel, equipment, and facilities of the City, requiring the combined forces
of other political subdivisions to combat”; and
WHEREAS, California Senate Bill 330, approved by the Governor on October 9, 2019,
provided that California has a housing supply and affordability crisis of historic proportions, where
“[t]he consequences of failing to effectively and aggressively confront this crisis are hurting
millions of Californians, robbing future generations of the chance to call California home, stifling
economic opportunities for workers and businesses, worsening poverty and homelessness, and
undermining the state’s environmental and climate objectives”; and
WHEREAS, the California legislature has acknowledged the importance of combating
homelessness and the crisis of housing supply which is supported by California Labor Code
Section 1720(c)(4) where prevailing wage rates do not apply to the construction of rehabilitation
of affordable housing units for low or moderate income persons; and
WHEREAS, in efforts to combat the housing crisis, the California Legislature has
recognized that local governments play a key role in the development of affordable housing,
evidenced by California Government Code Section 65584, which mandates California cities,
towns and counties to undertake all necessary actions to promote and facilitate the development
of housing for its residents, for all income levels; and
WHEREAS, in conjunction with the State’s directives to combat homelessness and
address the housing crisis, the City of San Bernardino (“City”) has designated significant resources
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Resolution No. 2023-028
Resolution No. 2023-028
February 1, 2023
Page 2 of 6
to address homelessness in the City, but the threat to life and property remains at stake beyond the
control of the services, personnel, equipment, and facilities of this City, requiring the combined
forces of other political subdivisions to combat this crisis; and
WHEREAS, the City has at any given time approximately 1,350 people experiencing
homelessness Citywide; and
WHEREAS, according to City’s 2022 Point in Time Count, the number of people
experiencing homelessness in the City increased dramatically in recent years, with an overall rise
in homelessness of 175% since 2017; and
WHEREAS, people experiencing homelessness suffer disproportionately from mental and
physical health ailments and require assistance from the City of San Bernardino, San Bernardino
County Behavior Health Department, and other local, state, and federal health agencies and non-
profit organizations to provide the necessary public services; and
WHEREAS, the homelessness crisis confronting the City has grown both incrementally
and exponentially, leading to death, illness, and deplorable living conditions; and
WHEREAS, the State of California’s COVID-19 State of Emergency, which has provided
resources to keep many San Bernardino residents from falling into homelessness, ends on February
28, 2023, thus requiring immediate action in order to create replacement and additional housing
and shelter, and in order to support the necessary infrastructure and laws required to protect and
provide that shelter and housing; and
WHEREAS, the displacement of the number of people living on the streets of the City
today is a daily recurring emergency, empowering the City Council to declare a state of emergency,
no less than if the emergency was caused by an earthquake, fire, or flood; and
WHEREAS, the City’s ability to mobilize local resources, coordinate interagency response,
accelerate procurement of housing units, use mutual aid, and seek assistance and potential
reimbursement by the State and Federal governments will be critical to successfully responding to
this homelessness crisis; and
WHEREAS, during the pendency of the existence of a local emergency, the City Council
shall retain its full authority to consider a variety of City ordinances to codify the measures
necessary to address this homelessness crisis; and
WHEREAS, on October 27, 2022 the City Council conducted a Homeless Workshop; and
WHEREAS, during the Homeless Workshop staff provided a goal for the City to have
approximately 595 shelter beds. The City currently has only 170 active shelter beds, and is in
immediate need of approximately 425 shelter beds to reach the goal of 595 shelter beds; and
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Resolution No. 2023-028
Resolution No. 2023-028
February 1, 2023
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WHEREAS, notwithstanding that the City Council has been and is acting with urgency,
including implementing of a Homeless Action Plan which provides a roadmap to house San
Bernardino residents and building an unprecedented number of supportive housing units and
shelter beds, an emergency declaration is necessary to mobilize resources, save lives, and provide
for the public health, welfare, and safety of all; and
WHEREAS, the City will be setting up a Homeless Task Force, made up of City leaders,
department heads, service providers and advocates that will meet regularly to monitor the
Homeless Action Plan’s progress; and
WHEREAS, the City has responded to the rapid increase in its homeless population with
unprecedented investments into homelessness solutions, including a commitment of over $20
million from its American Rescue Plan Act resources to fund the Homeless Action Plan; and
WHEREAS, the magnitude of loss of life, the continued and disproportionate impact
of the COVID-19 pandemic, and the persistent discriminatory impacts of a lack of housing
warrant and necessitate that the City Council declare the existence of a local emergency; and
WHEREAS, the benefits of this emergency declaration, coupled with past and future
actions by the City Council to address the homelessness crisis, will help ensure that this local
emergency will be of a temporary nature.
BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF
SAN BERNARDINO AS FOLLOWS:
SECTION 1. The above recitals are true and correct and are incorporated herein by this
reference.
SECTION 2. Pursuant to California Government Code Section 8630 and San Bernardino
Municipal Code section 2.46.090(A)(1), the City Council hereby finds and proclaims the existence
of a local emergency caused by conditions or threatened conditions of homelessness in San
Bernardino which, if not corrected, constitutes a threat to the safety of persons and property within
the territorial limits of the City beyond the control of the services, personnel equipment, and
facilities of the City.
SECTION 3. The City Manager is hereby authorized to furnish information, to enter into
agreements, including, but not limited to, applications and agreements for grant funding, and to
take all actions necessary to obtain emergency assistance from State and federal agencies to
implement preventive measures to protect and preserve the City within the scope of the local
emergency hereby declared. Section 2.46.110 of the San Bernardino Municipal Code provides that
any expenditures made in connection with the emergency activities, including mutual aid
activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants
and property of the City. City staff are hereby directed to provide the City Council with a report
of actions taken under this Resolution at the next practicable opportunity, and no less than on a
monthly basis.
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SECTION 4. The City shall coordinate its efforts to address this proclaimed emergency
with the other local jurisdictions, the County of San Bernardino, the State of California, and the
federal government.
SECTION 5. The City of San Bernardino requests the Governor and State Legislature to
declare a state of emergency to combat homelessness and direct resources to support the efforts
of major cities in the State of California to address the problem.
SECTION 6. This Proclamation of Emergency shall sunset on February 1, 2024, subject
to being renewed. The setting of a specific time frame allows for actions to be taken to make
permanent, necessary structural changes. Pursuant to California Government Code Section 8630,
the Mayor and City Council shall, by minute action, review the need for continuing the local
emergency at least once every 60 days until it terminates the local emergency.
SECTION 7. Pursuant to Government Code section 3100, in protection of the health and
safety and preservation of the lives and property of the people from emergencies which result in
conditions of extreme peril to life, property and resources, all public employees are hereby declared
disaster service workers subject to such disaster service activities as may be assigned to them by
their superiors or by law.
SECTION 8. The Mayor and City Council finds this Resolution is not subject to the
California Environmental Quality Act (CEQA) in that the activity is covered by the general rule
that CEQA applies only to projects which have the potential for causing a significant effect on the
environment. Where it can be seen with certainty, as in this case, that there is no possibility that
the activity in question may have a significant effect on the environment, the activity is not subject
to CEQA.
SECTION 9. Severability. If any provision of this Resolution or the application thereof
to any person or circumstance is held invalid, such invalidity shall not affect other provisions or
applications, and to this end the provisions of this Resolution are declared to be severable.
SECTION 10. Effective Date. This Resolution shall become effective immediately.
APPROVED and ADOPTED by the City Council and signed by the Mayor and attested
by the City Clerk this 1st day of February, 2023.
_______________________
Helen Tran, Mayor
City of San Bernardino
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February 1, 2023
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Attest:
__________________________________
Genoveva Rocha, CMC, City Clerk
Approved as to form:
__________________________________
Sonia R. Carvalho, City Attorney
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Resolution No. 2023-028
Resolution No. 2023-028
February 1, 2023
Page 6 of 6
CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss
CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of Resolution
No. 2023-028, adopted at a regular meeting held at the 1st day of February, 2023 by the following vote:
Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this 2nd day of February 2023.
______________________________
Genoveva Rocha, CMC, City Clerk
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ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS
City of San Bernardino
Request for Council Action
Date:March 1, 2023
To:Honorable Mayor and City Council Members
From:Damon L. Alexander, Council Member, 7th Ward
Department:Council Office
Subject:City Organization Realignment (All Wards) – Council
Member Alexander
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