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HomeMy WebLinkAbout09-12-2023 Agenda PacketMayor and City Council of the City of San Bernardino Page 1 CITY OF SAN BERNARDINO AGENDA FOR THE SPECIAL 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 TUESDAY, SEPTEMBER 12, 2023 5:30 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: https://tinyurl.com/mccpubliccomments To view PowerPoint presentations, written comments, or any revised documents for this meeting date, select the link https://tinyurl.com/agendabackup From the City's homepage www.sbcity.org select the Government category ­> City Clerk ­> on the Navigation menu select Search for Records Online ­> Council Agendas ­> Current Year 2023­> Meeting Date Mayor and City Council of the City of San Bernardino Page 2 Printed {{meeting.compile_datetime}} 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 McNeely City Attorney Sonia Carvalho City Clerk Genoveva Rocha 5:30 P.M. INVOCATION AND PLEDGE OF ALLEGIANCE PUBLIC COMMENTS FOR ITEMS LISTED ON THE AGENDA CONSENT CALENDAR 1.Agreement with Southern California Edison (SCE) for Charge Ready Program. (Wards 1 & 3) p. 9 Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorizes the City Manager and staff to negotiate, finalize, and execute the draft SCE Charge Ready Charging Infrastructure and Rebate Participation Agreements, plans, amendments, and program required documents. DISCUSSION 2.Discussion of Debt Issuance Options for the City of San Bernardino p. 62 Recommendation: Receive and file a report on the options for debt issuance. 3.Establish the Economic Development Advisory Ad Hoc Sub­Committee (Wards 1 & 3) p. 70 Recommendation: 1.Adopt Resolution No. 2023­146 of the Mayor and City Council of the City of San Bernardino, California, establishing the Economic Development Advisory Ad Hoc Sub Committee. 2.Mayor to appoint three (3) Councilmembers to the sub­committee. Mayor and City Council of the City of San Bernardino Page 3 Printed {{meeting.compile_datetime}} 4.Strategic Initiatives (All Wards) p. 76 Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California: 1.Adopt Resolution No. 2023­144: a.Approving and authorizing the Agency Director of Administrative Services to amend the City of San Bernardino’s FY 2023/24 Operating Budget totaling $5,705,188 with $3,435,188 in General Fund Strategic Reserve appropriations, $1,700,000 in General Fund Capital Contingency Reserve appropriations, and $570,000 in Cultural Development Fund appropriations; and b.Approving the creation of the Economic Development Department; and c.Directing staff to prepare and bring back a revised City salary schedule to include any new positions that are budgeted. 2.Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the Strategic Initiatives for funding. 3.Direct staff to bring back Strategic Initiatives that require further Council review and approval. 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 Wednesday, October 4, 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. CERTIFICATION OF POSTING AGENDA I, Genoveva Rocha, CMC, City Clerk for the City of San Bernardino, California, hereby certify that the agenda for the September 12, 2023, Special 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 Feldheym Central Library located at 555 West 6th Street, San Bernardino, California, and on the City's website sbcity.org on Thursday, September 7, 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 4 Printed {{meeting.compile_datetime}} NOTICE OF A SPECIAL MEETING OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO DATE: Thursday, September 7, 2023 SUBJECT: Special Meeting on Tuesday, September 12, 2023 NOTICE IS HEREBY GIVEN that at the September 6, 2023, Regular Meeting the Mayor, with a consensus of the City Council of the City of San Bernardino, called a Special Meeting for Tuesday, September 12, 2023, at 5:30 p.m. Said meeting shall be for the purpose of considering the following: CONSENT CALENDAR 1. Agreement with Southern California Edison (SCE) for Charge Ready Program. (Wards 1 & 3) Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorizes the City Manager and staff to negotiate, finalize, and execute the draft SCE Charge Ready Charging Infrastructure and Rebate Participation Agreements, plans, amendments, and program required documents. DISCUSSION 2. Discussion of Debt Issuance Options for the City of San Bernardino Recommendation: Receive and file a report on the options for debt issuance. 3. Establish the Economic Development Advisory Ad Hoc Sub­Committee (Wards 1 & 3) Recommendation: 1. Adopt Resolution No. 2023­146 of the Mayor and City Council of the City of San Bernardino, California, establishing the Economic Development Advisory Ad Hoc Sub Committee. 2. Mayor to appoint three (3) Councilmembers to the sub­committee. 4. Strategic Initiatives (All Wards) Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California: 1. Adopt Resolution No. 2023­144: a. Approving and authorizing the Agency Director of Administrative Services to amend the City of San Bernardino’s FY 2023/24 Operating Budget totaling $5,705,188 with $3,435,188 in General Fund Strategic Reserve appropriations, $1,700,000 in General Fund Capital Contingency Reserve appropriations, and $570,000 in Cultural Development Fund appropriations; and b. Approving the creation of the Economic Development Department; and c. Directing staff to prepare and bring back a revised City salary schedule to include any new positions that are budgeted. 2. Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the Strategic Initiatives for funding. 3. Direct staff to bring back Strategic Initiatives that require further Council review and approval. Mayor and City Council of the City of San Bernardino Page 5 Printed {{meeting.compile_datetime}} 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 Wednesday, October 4, 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. Genoveva Rocha, CMC, City Clerk Mayor and City Council of the City of San Bernardino Page 6 Printed {{meeting.compile_datetime}} 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, 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 7 Printed {{meeting.compile_datetime}} 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 8 Printed {{meeting.compile_datetime}} ALTERNATE MEETING VIEWING METHOD: If there are issues with the main live stream for the Mayor and City Council you may view the alternate stream on TV3 https://reflect­sanbernardino.cablecast.tv/CablecastPublicSite/watch/1? channel=6 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) Submit a request to speak by 4:00 p.m. to https://tinyurl.com/mccpubliccomments or email publiccomments@sbcity.org. Please indicate whether you are speaking on an item on the agenda (identify the item number) or providing a general comment. Please use identifying information when submitting your request to speak such as a name or last four digits of your phone number so that staff can call on you. 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. For the Regular Meeting please log on no later than 15 minutes after the meeting start time. Mayor and City Council of the City of San Bernardino Page 9 Printed {{meeting.compile_datetime}} 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 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. 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: https://sbcity­org.zoom.us/j/6778459453?pwd=WHduYlU3clJxRklxTFJ2M2xtUlZhZz09 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 whether you are speaking remotely or in person you have an opportunity to speak until the Public Hearing has been closed. 1 6 2 2 CONSENT CALENDAR City of San Bernardino Request for Council Action Date:September 12, 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:Agreement with Southern California Edison (SCE) for Charge Ready Program. (Wards 1 & 3) Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorizes the City Manager and staff to negotiate, finalize, and execute the draft SCE Charge Ready Charging Infrastructure and Rebate Participation Agreements, plans, amendments, and program required documents. Executive Summary Staff is requesting the Council to approve the execution of the agreements and purchase and installation of 30 EV charging station ports to be installed, 10 each, at the City Yard, City Hall, and Police Station. The cost to purchase and install the charging stations is estimated at $150,000 for the 30 charging ports including Public Works staff management, design, and administration fees. SCE will design and construct the infrastructure to facilitate 30 EV charging ports at three City Facilities (City Yard, Police Station, and City Hall) at no cost to the City. Background This $432M program was launched in the summer of 2021 with the goal of supporting the installation of approximately 38,000 charging ports across its service area over five years (2021-2025). This program supports the objectives of the SCAG Accelerated Electrification Team (AET), a cross departmental team, that supports the region’s objectives of Transportation Electrification and Clean Mobility across modes including passenger, freight, transit and micromobility.       Packet Pg. 9 1 6 2 2 Discussion The Charge Ready Program covers: Covers make-ready infrastructure up to charging station stub-outs (SCE built). Electric Vehicle Supply Equipment (EVSE) rebate to help offset equipment and installation costs. For multifamily Disadvantaged Community (DAC) customers, customers can choose to own EVSE and receive a rebate for maintenance and networking on top of the EVSE rebate. Rebates of up to $2,900 are available for each L2 charging port for DAC communities. This program provides significant financial and technical assistance to install charging stations. SCE will supply and install the step-down transformers, build the meter pedestals, and do the trenching up to the stub-outs free of charge. Staff’s estimate for the purchase and installation of the 30 charging station ports is $150,000. 2021-2025 Strategic Targets and Goals Reduce air pollution by encouraging the purchase and use of electric vehicles. Fiscal Impact There is no General Fund Impact associated with this action. Fund 111, AB2766 Air Quality has sufficient funds within the approved FY 23/24 budget. Conclusion It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorizes the City Manager and staff to negotiate, finalize, and execute the draft SCE Charge Ready Charging Infrastructure and Rebate Participation Agreements, plans, amendments, and program required documents. Attachments Attachment 1 - Draft Charging Infrastructure and Rebate Program Agreement for City Yard Attachment 2 - Draft Charging Infrastructure and Rebate Program Agreement for Police Station Attachment 3 - Draft Charging Infrastructure and Rebate Program Agreement for City Hall Ward: First Ward; Third Ward Synopsis of Previous Council Actions: None       Packet Pg. 10 Page | 1 9-2-2021 V2.7 Charge Ready Charging Infrastructure and Rebate Participation Agreement This Charge Ready Charging Infrastructure and Rebate Participation Agreement (Agreement) sets forth the terms and conditions for Program Participant to participate in the Program. Pursuant to the terms of this Agreement, SCE will (1) install the Infrastructure (as defined herein) at no cost to the Program Participant; and, (2) if applicable, remit the Charging Equipment Rebate, and/or the Maintenance and Networking Rebate after all terms and conditions have been met by the Program Participant. All Program Participants are eligible for no-cost installation of the utility-side and Customer-Side Make-Ready Infrastructure. Program Participant hereby agrees to the following terms and conditions of the Charge Ready Charging Infrastructure and Rebate Program (the “Program”). APPROVED CHARGING PORTS 1.Total Number of Approved Charging Ports: The commitment to procure and install the number of approved Charging Ports applies whether or not the Program Participant is eligible to also receive a rebate for the installed charging equipment, as SCE will design and install the Infrastructure based on this commitment. The Program Participant is required to install the quantity and power level of approved Charging Ports set forth in this Agreement. Failure to procure and install the agreed upon number may lead to termination of this Agreement, at SCE’s discretion. Number of Charging Ports and Power Levels approved by SCE. Power Level (L1) Port count: 0 Power Level (L2) Port count: 10 Power Level (DCFC) Port count: 0 2.Rebates (if applicable): 2.1.Charging Equipment Rebate       Packet Pg. 11 Page | 2 9-2-2021 V2.7 If Program Participant is eligible to receive a rebate for the purchase and installation of charging equipment, the rebate amount paid to the Program Participant will be reduced to ensure that when combined with any other third- party rebates or incentives, the total rebate received by Program Participant does not exceed the Program Participant’s total costs for procuring and installing the equipment. Following the successful installation of the Charging Equipment, the Program Participant will certify whether it has received any other third-party rebates or incentives, so that SCE can determine the appropriate rebate payment. The following table reflects that rebate values in effect at the time this agreement was issued: Charging Infrastructure and Rebate DAC Excluding Fortune 1000* Multi-Family Others Including Fortune 1000* L2 $2,900 $1,450 $725 2.2.Maintenance and Networking Rebate This rebate option is only available to Multi-Family Property sites located in a designated top quartile DAC. The rebate provides a one-time payment intended to offset the maintenance, networking and warranty costs associated with owning and operating L2 charging equipment. This rebate is intended to cover most of the costs associated with 10 years of the equipment’s operation. The total rebate received by Program Participant will not exceed the Program Participant’s actual costs. APPROVED SITE LOCATION AND DESIGN 3.Description of Approved Location at the Site: Brief description of the mutually approved location on the Program Participant’s Site where Infrastructure will be installed. Site Description: City Corporate Yard CNG station Site Address: 234 S MOUNTAIN VIEW AVE, SAN BERNARDINO, CA, 92408 4.Conceptual Design of the Infrastructure deployment at Program Participant’s Site:       Packet Pg. 12 Page | 3 9-2-2021 V2.7 Program participant has reviewed and approved the Conceptual Design, as provided by SCE, showing the location within the Site where SCE will deploy the charging infrastructure. MAKE-READY INFRASTRUCTURE WORK 5.The Make-Ready Infrastructure: If the Program Participant elects to have SCE install the entire Make-Ready Infrastructure, SCE will do so at no cost to the Program Participant. In this case, the Make-Ready Infrastructure will be part of the “Infrastructure” as defined in this Agreement. SCE-installed Customer-Side Make-Ready Infrastructure. PROGRAM PARTICIPATION TERMS AND CONDITIONS Program Participant agrees that its participation in the Program is subject to the following terms and conditions: 6.Definitions: 6.1.AHJ – Authority Having Jurisdiction: The responsible government entity having geographically-based jurisdiction that typically approves, inspects, and permits construction projects (e.g., City, County, Fire, Division of State Architect, etc.). 6.2.Approved Product List: The list of Charging Equipment qualified by SCE and meeting SCE’s technical requirements. Program Participant must select Charging Equipment from the Approved Product List to receive applicable Charging Equipment Rebate (if available). 6.3.Disadvantaged Communities as defined by CalEPA: see Disadvantaged Communities. 6.4.Charging Equipment: Qualifying Charging Equipment that meets the technical specifications set forth by SCE. Charging Equipment that qualifies for the Rebate, if available, are listed in the Approved Product List, which can be found on SCE’s website at www.SCE.com/APL. See also Power Levels. 6.5.Charging Equipment Supplier: The entity from which the Charging Equipment is purchased. 6.6.Charging Equipment Rebate: Financial reimbursement paid to an eligible Program Participant, or its designee, pursuant to this Agreement, to off-set a portion of the purchase of approved Charging Equipment.       Packet Pg. 13 Page | 4 9-2-2021 V2.7 6.7.Charging Ports: See Charging Stations. 6.8.Charging Stations – EV Charging Equipment: EV Charging Equipment interconnects with the electricity grid at a charging site to an electric vehicle, whether using alternating current (AC) or direct current (DC). An individual charging station unit may contain one or more charging ports for the purpose of connecting the electric vehicle to a grid connected power source capable of recharging the vehicle’s battery pack. The individual connectors of the Charging Station are referred to as ports (referred to in this agreement as Charging Ports). Each charging station may charge one or more vehicles depending on the number of ports with which each unit is equipped. For dual-port stations, power cannot be throttled during non-DR events and each port must be able to deliver full power to both vehicles that are charging simultaneously. For example, a dual-port L2 station rated at 7.2 kW must be able to deliver 7.2 kW of power to both vehicles when two vehicles are charging simultaneously. 6.9.Commitment Period: The ten (10) year period where Program Participant must maintain all Charging Equipment in working order at the Site. The Commitment Period will commence on the In-Service Date of the Charging Equipment. 6.10.Conceptual Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. 6.11.California Public Utilities Commission (CPUC): The California state regulatory agency that is responsible for regulating privately owned electric, natural gas, telecommunications, water, railroad, rail transit, and passenger transportation companies. 6.12.CPUC’s Transportation Electrification Safety Requirements Checklist: The Safety Requirements Checklist applies to CPUC- Approved Transportation Electrification Programs and can be downloaded from: www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx? id=6442458882 6.13.Customer-Side Infrastructure: See “Make-Ready Infrastructure.” 6.14.Customer-Side Make-Ready Rebate: The rebate intended to offset a portion of the Participant’s costs if Participant elects to perform the Customer-Side Make-Ready Infrastructure work, following the completed       Packet Pg. 14 Page | 5 9-2-2021 V2.7 installation of the Make-Ready Infrastructure and submission of required documentation. 6.15.Demand Response: Demand Response (DR) programs encourage a reduction of electricity use during certain time periods, typically during on-peak hours or when demand for electricity is high, and/or can provide incentives to use electricity during periods of excess generation or when demand for electricity is lower. 6.16.Disadvantaged Communities (DACs): Census tracts in SCE’s service territory with a top quartile score according to California Environmental Protection Agency’s California Communities Environmental Health Screening Tool. SCE will use the current applicable version of the CalEnviroScreen tool to verify site status. 6.17.Enrollment Portal: The website where Program Participants can apply for the Program, check application status, and upload most required documents. 6.18.Electric Vehicle Infrastructure Training Program (EVITP) Certification: The document certifying an electrician has gone through the Electric Vehicle Infrastructure Training Program process. For more information, please visit https://www.evitp.org. 6.19.Fortune 1000: Fortune 1000 companies include companies listed on the Fortune 1000 list, subsidiaries of Fortune 1000 companies, corporate stores of Fortune 1000 companies, and international companies with annual revenue at or above the lowest cutoff point in Fortune 1000. 6.20.Final Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. The Final Design is the engineered construction drawing submitted for permitting and will be completed after this Agreement is executed and prior to start of construction. 6.21.Final Invoice: Statement of the total amount paid by Program Participant to Charging Equipment Supplier(s) for the purchase, and installation of the Charging Equipment. 6.22.Grant of Easement: A contractual agreement to grant right of way for SCE to construct, maintain, operate, and repair any SCE-installed infrastructure.       Packet Pg. 15 Page | 6 9-2-2021 V2.7 6.23.In-Service Date: The earliest date on which the EV Charging Equipment is installed and operational. 6.24.Infrastructure: The necessary Infrastructure on both the utility-side and customer-side of the electric meter (i.e., “make-ready”) that SCE will design, construct, and install at no cost to the Program Participant pursuant to this Program. Infrastructure, as defined herein, does NOT include (1) purchase or installation of the Charging Equipment; or (2) the customer-side portion of the Make-Ready Infrastructure, if the Program Participant elects the self-installed Customer-Side Make-Ready Infrastructure option. 6.25.Make-Ready Infrastructure: Infrastructure located on both the utility-side and customer-side of the meter is also referred to as the Make-Ready Infrastructure. The Utility-Side Infrastructure includes all infrastructure work from SCE’s distribution system to a new circuit panel that will be installed to support EV charging. SCE will always be responsible for designing, procuring, installing, and maintaining the necessary infrastructure located on the utility side of the meter. The Customer-Side Make-Ready Infrastructure includes all infrastructure from the new panel that will be set as part of the Utility-Side Infrastructure work, up to the first point of interconnection with the Participant’s Charging Equipment. Participants will have the option to have SCE perform the Customer-Side Make-Ready Infrastructure work or perform that work themselves and qualify to receive the Customer-Side Make-Ready Rebate. 6.26.Make-Ready Rebate: See Customer-Side Make-Ready Rebate. 6.27.Multi-Family Property (also referred to as multi-unit dwelling, or MUD). The definition for enhance rebate qualifying sites include: 6.27.1.Residential properties – Structures that are designed to accommodate two or more tenants with shared parking areas. 6.27.2.Apartment Buildings – Structure(s) containing two or more dwelling units that may also include common areas and facilities, e.g., entrances, lobby, elevators or stairs, mechanical space, walks, grounds, recreational facilities, and parking both covered and open. 6.27.3.Retirement Communities, Townhomes, Condominiums – Residential communities with shared parking areas managed by an HOA or an equivalent association.       Packet Pg. 16 Page | 7 9-2-2021 V2.7 6.27.4.Mobile Home Parks – Residential mobile home communities with shared parking areas. 6.27.5.University & Military Housing – Student or military housing units or apartments with individual cooking facilities (except conventional dormitories and barracks with cafeteria type kitchens). 6.27.6.Timeshares – Vacation property communities with shared parking areas managed by an HOA or an equivalent association. 6.27.7.Public Parking with Dedicated Overnight Resident Passes – Public parking lots designated for nearby multi-family residents for overnight parking. Charging Stations can be open for public use during day-time hours. 6.28.Network Service Provider: The third-party entity that will provide Network Services for the Charging Equipment. The Network Service Provider will be required to transmit port level data and other information to SCE complying with Program requirements. 6.29.Ports: See Charging Stations. 6.30.Power Levels: Charging Equipment Power Levels. Level 1 (L1) Charging: Low power charging, typically at or below 120 volts. Level 2 (L2) Charging: Medium power charging, typically delivered between 220 and 240 volts. Direct Current Fast Charging (DCFC): Charging equipment that provide a high-power DC current, and for this program at least 50 kW, to the electric vehicle's battery without passing through any onboard AC/DC converter, which means the current is connected directly to the battery. 6.31.Preliminary Design: The set of engineered, working drawings of the Infrastructure. The design includes project specifications, conduit routing, electrical equipment specifications and calculations, project related Site improvements and construction details 6.32.Program: Also referred to as the Charge Ready Charging Infrastructure and Rebate Program. This Program is designed to help Program Participants install the charging infrastructure needed to enable drivers to refuel their light-duty electric vehicles.       Packet Pg. 17 Page | 8 9-2-2021 V2.7 6.33.Program Guidelines: Program reference documents developed by SCE that provide program information, including but not limited to the program participation requirements. 6.34.Program Participant: The SCE non-residential entity that enters into this Agreement. 6.35.Property Owner/Site Owner: Individual or entity authorized representative of entity holding title in the Site where the Charging Equipment and Infrastructure will be located. 6.36.Rebate Payment: The payment made by SCE to Program Participant, or its designated assignee, after the eligible Program Participant procures and installs the Charging Equipment, meets the qualification requirements for the Customer-Side Make-Ready Rebate, and/or the Maintenance and Networking Rebate, in accordance with this Agreement, as verified by SCE, in SCE’s sole discretion. 6.37.Site: The premises, owned, leased or operated by Program Participant, where the Charging Equipment will be installed. 6.38.Time-of-Use (TOU) Rate Plans: Rate plans which feature energy charges that vary based on the time of day, the day of the week, and the season. Some plans also include demand charges that are based on the maximum amount of electricity your business uses at once. 6.39.Utility-Side Infrastructure: See Make-Ready Infrastructure. 7.Eligibility. Program Participant certifies that it meets, and will continue to meet throughout its participation in the Program, all eligibility requirements of the Program, including, but not limited to: 7.1.Program Participant is a non-residential SCE entity with at least one active service account. 7.2.The installation site is located in SCE’s service territory. 7.3.Program Participant agrees to provide, or cause the Site Owner to provide, SCE with the rights of way across public or private property (as applicable) and to obtain any necessary permits to install Charging Equipment, without cost to SCE. 7.4.Program Participant will comply with all Program requirements outlined in the Charge Ready Program Guidelines. 8.Additional Representations of Program Participant during the Term of the Agreement.       Packet Pg. 18 Page | 9 9-2-2021 V2.7 Program Participant: 8.1.Program Participant agrees to purchase and install the Charging Equipment, as set forth in this Agreement. Program Participant agrees that the number of Charging Ports and their charging power level set forth in Section 1 cannot be modified after execution of this Agreement, without express written consent of SCE, at SCE’s discretion. 8.2.All charging equipment must be selected from SCE’s Approved Product List (APL) or otherwise approved by SCE for installation under this Program, in a quantity approved by SCE. 8.3.Program Participant agrees to have APL listed charging equipment installed by a qualified C-10 licensed and insured contractor. 8.4. Agrees to ensure their EVSE equipment installer follows all relevant State and local codes, and AHJ permitting requirements. All installed equipment must be correctly rated for the location where it will be installed (outdoor rated if applicable, conforming with ventilation requirements). The EV charging current shall not exceed 80% of the branch circuit rating. All EVSE installations must comply with the SB350 safety requirement checklist. 8.5.Agrees to ensure their EVSE equipment installer will not install and energize any EVSE or associated equipment capable of generation or bidirectional operation without Permission to Operate from SCE. 8.6.Agrees to procure, own, install, operate, and maintain the Charging Equipment in good working order at the site for a minimum of ten (10) years from the In-Service Date of Charging Equipment (“Commitment Period”). 8.7.Agrees that, if at any time during the Commitment Period the Charging Equipment is replaced, only SCE approved EVSE will be installed and all associated costs will be the responsibility of the Program Participant. 8.8.Agrees to contract with a qualified electric vehicle charging equipment Network Service Provider approved by SCE to record and transmit EV charging usage and other data to SCE. 8.9.Program Participant authorizes SCE to act on Program Participant’s behalf to voluntarily grant a Third Party access to receive information relating to Charging Station data, billing records, billing history, pricing information, and all meter usage data used for bill calculation for all       Packet Pg. 19 Page | 10 9-2-2021 V2.7 meters participating in this Program. This authorization expires ten (10) years from the Charging Equipment’s In-Service Date. 8.10.Program participant authorizes the use of the collected Charging Station and related meter and billing data for regulatory reporting, program evaluation, industry forums, case studies or other similar activities, in accordance with applicable laws and regulations. 8.11.Acknowledges and agrees that the actual Make-Ready Infrastructure may vary from the Conceptual Design, if, in SCE’s sole discretion, actual Site conditions or AHJ direction requires such changes. 8.12.Acknowledges that funding pursuant to this Agreement is only reserved after SCE receives a copy of this Agreement signed by Program Participant and Property Owner (if different from Program Participant). The Program Participant also acknowledges that reserved funding may be withdrawn, and SCE may terminate this Agreement, both in SCE’s sole discretion, if Program Participant breaches the Agreement. 8.13.Agrees to comply with the established timelines and required documentation set forth in the Program Guidelines. 8.14.Represents and warrants that if Program Participant has applied for or received any other incentives or rebates for the Charging Equipment, Customer-Side Make-Ready Infrastructure, or Charging Equipment Maintenance and Networking program Participant shall notify SCE of any such incentives or rebates as soon as reasonably practicable. In the event that any such incentives or rebates, when combined with Program rebates, would reimburse Program Participant for more than 100 percent of their costs, SCE shall decrease the issued rebate amount if not yet paid, or if already paid, submit a reimbursement request to the Program Participant for the amount of the Rebate Payment exceeding 100 percent of the Participants costs. 8.15.Program Participant agrees that the electricity meter(s) associated with the EV charging equipment will be provided service under a TOU rate plan. 8.16.Participants must enroll in at least one qualifying Demand Response Program. 8.17.Agrees to ensure information of newly installed Charging Equipment, if accessible to the general public, will be registered with the US Department of Energy’s Alternative Fuel Data Center (https://       Packet Pg. 20 Page | 11 9-2-2021 V2.7 afdc.energy.gov/stations/#/analyze), and with the US Department of Energy’s EV Charging Station Locations mapping tool, accessible at (https://www.afdc.energy.gov/fuels/electricity_locations.html#/find/ nearest?fuel=ELEC), and that only one set of information is reported between the Program Participant and Charging Equipment Supplier. 8.18.Agrees to submit a completed IRS tax form W-9, and California Franchise Tax Board form 590 if applicable, or to provide line items from those forms as SCE may request, in order for SCE to process any Rebate Payment. 8.19.Represents and warrants that the execution and delivery of this Agreement, and the performance by Program Participant of its obligations under this Agreement, have been duly and validly authorized, and this Agreement is a legal, valid and binding obligation of Program Participant. 8.20.SCE, at its sole discretion and in accordance with its applicable tariffs, design standards, and AHJ permitting requirements, will locate, design, and install the utility-side, and possibly the customer-side Infrastructure depending on the Participants choice. SCE is responsible for all costs associated with Infrastructure deployed by SCE pursuant to this Agreement. 8.21.SCE will pay the Charging Equipment Rebate, if applicable, after SCE has verified correct installation of the Charging Equipment, consistent with this Agreement, subject to Program Participant meeting all Program requirements. The actual Charging Equipment Rebate Payment amount shall not exceed the actual reasonable costs of the Charging Equipment, and its installation, as set forth in the Final Invoice(s) and consistent with the Program Participant’s contract with the Charging Equipment Supplier(s) and installers. 8.22.SCE will pay the Maintenance and Networking Rebate to qualifying participants following the installation of the Charging Equipment and subject to Program Participant meeting all Program requirements. 8.23.For sites that qualify to participate under the Multi-Family Property sites definition by providing Public Parking with Dedicated Overnight Resident Passes, Participant agrees to ensure that overnight parking will be reserved and dedicated for nearby multi-family residents for the duration of the commitment period.       Packet Pg. 21 Page | 12 9-2-2021 V2.7 8.24.Agrees to participate in SCE sponsored customer satisfaction and other surveys following completion of the Project, upon request of SCE. 9.Term and Termination: 9.1.Term: The term of this Agreement shall begin upon the date that both Parties have signed the Agreement and end ten (10) years from the In- Service Date of the Charging Equipment, unless otherwise terminated earlier pursuant to this Agreement (“Term”). 9.2.Termination: If the Program Participant fails to comply with any of the terms and conditions of this Agreement, SCE, in its sole discretion, may terminate this Agreement after sending Program Participant a notice of default that remains uncured for five (5) business days from receipt, except in the case of a safety or security violation, in which case, SCE may terminate the Agreement immediately and take all other necessary actions, including but not limited to, disconnecting power to the Charging Equipment, in SCE’s sole discretion, to cure such safety or security violation(s). 9.3.Termination Costs: If this Agreement is terminated prior to the end of the Term because (1) Program Participant terminates its participation in this Program, (2) Program Participant, prior to the end of the Commitment Period, fails to install, or removes without replacing, the Charging Equipment or Program Participant-owned make-ready infrastructure, if applicable; or (3) SCE terminates this Agreement due to Program Participant’s failure to comply with the terms and conditions of the Agreement, in accordance with Section 9.b. (Termination) hereof, the Program Participant shall pay (a) all costs actually incurred, or committed to be incurred, by SCE, as of the termination date, in connection with designing and deploying the Infrastructure at the Site; and (b) the Rebate Payment (if already paid). If the Charging Equipment or the Make-Ready Infrastructure, if applicable, are installed, the amount due to SCE for both (a) and (b) above will be prorated over a ten-year period, beginning from the In-Service Date of the Charging Equipment. SCE will invoice the Program Participant for such costs, and Program Participant shall pay such invoice within sixty (60) days of receipt. 10.Indemnification and Liability; No Representations or Warranties 10.1.Program Participant understands that SCE makes no representations regarding manufacturers, dealers, contractors, materials or workmanship       Packet Pg. 22 Page | 13 9-2-2021 V2.7 of the Charging Equipment. Further, SCE makes no warranty, whether express or implied, including without limitation the implied warranties of merchantability and fitness for any particular purpose, use, or application of the products and services under the Program. Program Participant agrees that SCE has no liability whatsoever concerning (1) the quality, safety or installation of such products, including their fitness for any purpose, (2) the workmanship of any third parties, (3) the installation or use of the products. Program Participant hereby waives any and all claims against SCE, its parent companies, directors, officers, employees, or agents, arising out of activities conducted by or on behalf of SCE under the Program. Without limiting the generality of the foregoing, Neither SCE nor Program Participant shall be liable hereunder for any type of damages, whether direct, or indirect, incidental, consequential, exemplary, reliance, punitive or special damages, including damages for loss of use, regardless of the form of action, whether in contract, indemnity, warranty, strict liability or tort, including negligence of any kind. 10.2.Indemnification of SCE. To the fullest extent permitted by law, Program Participant shall, at SCE’s request, indemnify, defend, and hold harmless SCE, and its parent company, subsidiaries, affiliates, and their respective shareholders, officers, directors, employees, agents, representatives, successors, and assigns (collectively, the “Indemnified Parties”), from and against any and all claims, actions, suits, proceedings, losses, liabilities, penalties, fines, damages, costs, or expenses, including without limitation reasonable attorneys’ fees (a “Claim”), resulting from (a) any breach of the representations, warranties, covenants, or obligations of Program Participant under this Agreement, (b) any act or omission of Program Participant, whether based upon Program Participant’s negligence, strict liability, or otherwise, in connection with the performance of this Agreement, or (c) any third-party claims of any kind, whether based upon negligence, strict liability, or otherwise, arising out of or connected in any way to Program Participant’s performance or nonperformance under this Agreement. This indemnification obligation shall not apply to the extent that such injury, loss, or damage is caused by the sole negligence or willful misconduct of SCE. 10.3. Responsibility for Repairs. If Participant -installed equipment damages SCE-owned Infrastructure, Participant will be responsible for any costs       Packet Pg. 23 Page | 14 9-2-2021 V2.7 associated with making any necessary repairs. If SCE identifies an improper installation of Participant-installed equipment, Participant agrees to pay for and be responsible for making any necessary corrections in the manner requested by SCE. 10.4.Defense of Claim. If any Claim is brought against the Indemnified Parties, Program Participant, at SCE’s request, shall assume the defense of such Claim, with counsel reasonably acceptable to the Indemnified Parties, unless in the opinion of counsel for the Indemnified Parties a conflict of interest between the Indemnified Parties and Program Participant may exist with respect to such Claim. If a conflict precludes Program Participant from assuming the defense, then Program Participant shall reimburse the Indemnified Parties on a monthly basis for the Indemnified Parties’ defense costs through separate counsel of the Indemnified Parties’ choice. If Program Participant assumes the defense of the Indemnified Parties with acceptable counsel, the Indemnified Parties, at their sole option and expense, may participate in the defense with counsel of their own choice without relieving Program Participant of any of its obligations hereunder. 11.Miscellaneous All Applicable Tariffs Apply. All applicable SCE tariffs apply to service provided pursuant to this Agreement, with the following exceptions: 11.1.Rules 15 and 16. Distribution Line and Service Extensions: Because SCE will design and install the Infrastructure at no cost to Program Participant, sections in Rules 15 and 16 that address applicant responsibilities or options are not applicable to Program Participants while participating in the Charge Ready Charging Infrastructure and Rebate Program. This may include, but is not limited to, allowances, contributions or advances, payments, refunds, and design and installation options. This exception does not apply to certain responsibilities found in Rule 16, such as, but not limited to, Section A.10, providing rights of way or easements; Section A.11, providing access to the location; and Section D.1, providing a clear route for the Service Extension. 11.2.Survival. Program Participant’s obligation to pay Termination Costs and to indemnify the Indemnified Parties shall survive the expiration or termination of this Agreement.       Packet Pg. 24 Page | 15 9-2-2021 V2.7 11.3.Assignment. Program Participant shall not assign this Agreement without the prior written consent of SCE; to be granted or denied in SCE’s sole discretion. Any assignment and assumption shall be in a form acceptable to SCE, in SCE’s sole discretion. 11.4.All applicable SCE tariffs apply to service provided pursuant to this Agreement including, but not limited to, the applicable provisions of SCE’s Charge Ready Program (CRP) Tariff Schedule filed with the California Public Utilities Commission. This Agreement shall be subject to such changes or modifications by the Public Utilities Commission of the State of California, as said Commission may, from time to time, direct in the exercise of its jurisdiction. 11.5.Should a conflict exist between the Charge Ready Program Guidelines and this Agreement, then this Agreement shall control with respect to such conflict. 11.6.Incentives and Rebates are taxable and if greater than $600 will be reported to the IRS unless the payee is exempt. SCE will report the rebate as income on IRS Form 1099. The payee should consult its tax advisor concerning the taxability of the Rebate Payment. This Agreement can be signed electronically. If wet signature required, this Agreement can be downloaded and signed. Following signature, the Program Participant can upload the completed Agreement. SCE will verify for completeness and accuracy and will execute the Agreement and reserve funding accordingly. AGREEMENT BY PROGRAM PARTICIPANT By signing this document, you represent that the information provided in this Agreement is true, accurate and complete, and that you will comply with the terms and conditions set forth in this Agreement. You also represent and warrant that you are a duly authorized representative of Program Participant with the requisite authority to enter into this Agreement. For federal government Program Participants, you must be a Contracting Officer authorized to enter into this Agreement. Name of Program Participant: SAN BERNARDINO, CITY OF Name of Program Participant Representative: ______________________________________________       Packet Pg. 25 Page | 16 9-2-2021 V2.7 Title of Program Participant Representative: _______________________________________________ I certify that the information provided is accurate and complete and that I have authority to sign this Agreement on behalf of Applicant. ________________________________________________ Signature Date: ______________ AGREEMENT BY PROPERTY OWNER (If Program Participant is the Property Owner, no separate signature is required.) By signing this document, you represent and warrant that you are a duly authorized representative of the owner of the property on which the Site is located and that you have the requisite authority to consent to the use of the property in the manner set forth in this Agreement. You also represent that Property Owner hereby approves the installation and operation of the Infrastructure and the Charging Equipment, as well as any other necessary equipment to deploy the Charging Equipment pursuant to the Program as described in this Agreement. You further agree to execute the Easement Agreement within thirty (30) calendar days after Easement Agreement is provided by SCE. Name of Property Owner Representative: ___________________________________________ Title of Property Owner Representative: ___________________________________________ I certify that I have authority to sign this Agreement on behalf of the Property Owner. ________________________________________ Signature Date:       Packet Pg. 26 Page | 17 9-2-2021 V2.7 Endnotes       Packet Pg. 27 Page | 1 9-2-2021 V2.7 Charge Ready Charging Infrastructure and Rebate Participation Agreement This Charge Ready Charging Infrastructure and Rebate Participation Agreement (Agreement) sets forth the terms and conditions for Program Participant to participate in the Program. Pursuant to the terms of this Agreement, SCE will (1) install the Infrastructure (as defined herein) at no cost to the Program Participant; and, (2) if applicable, remit the Charging Equipment Rebate, and/or the Maintenance and Networking Rebate after all terms and conditions have been met by the Program Participant. All Program Participants are eligible for no-cost installation of the utility-side and Customer-Side Make-Ready Infrastructure. Program Participant hereby agrees to the following terms and conditions of the Charge Ready Charging Infrastructure and Rebate Program (the “Program”). APPROVED CHARGING PORTS 1.Total Number of Approved Charging Ports: The commitment to procure and install the number of approved Charging Ports applies whether or not the Program Participant is eligible to also receive a rebate for the installed charging equipment, as SCE will design and install the Infrastructure based on this commitment. The Program Participant is required to install the quantity and power level of approved Charging Ports set forth in this Agreement. Failure to procure and install the agreed upon number may lead to termination of this Agreement, at SCE’s discretion. Number of Charging Ports and Power Levels approved by SCE. Power Level (L1) Port count: 0 Power Level (L2) Port count: 10 Power Level (DCFC) Port count: 0 2.Rebates (if applicable): 2.1.Charging Equipment Rebate       Packet Pg. 28 Page | 2 9-2-2021 V2.7 If Program Participant is eligible to receive a rebate for the purchase and installation of charging equipment, the rebate amount paid to the Program Participant will be reduced to ensure that when combined with any other third- party rebates or incentives, the total rebate received by Program Participant does not exceed the Program Participant’s total costs for procuring and installing the equipment. Following the successful installation of the Charging Equipment, the Program Participant will certify whether it has received any other third-party rebates or incentives, so that SCE can determine the appropriate rebate payment. The following table reflects that rebate values in effect at the time this agreement was issued: Charging Infrastructure and Rebate DAC Excluding Fortune 1000* Multi-Family Others Including Fortune 1000* L2 $2,900 $1,450 $725 2.2.Maintenance and Networking Rebate This rebate option is only available to Multi-Family Property sites located in a designated top quartile DAC. The rebate provides a one-time payment intended to offset the maintenance, networking and warranty costs associated with owning and operating L2 charging equipment. This rebate is intended to cover most of the costs associated with 10 years of the equipment’s operation. The total rebate received by Program Participant will not exceed the Program Participant’s actual costs. APPROVED SITE LOCATION AND DESIGN 3.Description of Approved Location at the Site: Brief description of the mutually approved location on the Program Participant’s Site where Infrastructure will be installed. Site Description: Police Department Fleet parking lot Site Address: 710 N D ST, SAN BERNARDINO, CA, 92401 4.Conceptual Design of the Infrastructure deployment at Program Participant’s Site:       Packet Pg. 29 Page | 3 9-2-2021 V2.7 Program participant has reviewed and approved the Conceptual Design, as provided by SCE, showing the location within the Site where SCE will deploy the charging infrastructure. MAKE-READY INFRASTRUCTURE WORK 5.The Make-Ready Infrastructure: If the Program Participant elects to have SCE install the entire Make-Ready Infrastructure, SCE will do so at no cost to the Program Participant. In this case, the Make-Ready Infrastructure will be part of the “Infrastructure” as defined in this Agreement. SCE-installed Customer-Side Make-Ready Infrastructure. PROGRAM PARTICIPATION TERMS AND CONDITIONS Program Participant agrees that its participation in the Program is subject to the following terms and conditions: 6.Definitions: 6.1.AHJ – Authority Having Jurisdiction: The responsible government entity having geographically-based jurisdiction that typically approves, inspects, and permits construction projects (e.g., City, County, Fire, Division of State Architect, etc.). 6.2.Approved Product List: The list of Charging Equipment qualified by SCE and meeting SCE’s technical requirements. Program Participant must select Charging Equipment from the Approved Product List to receive applicable Charging Equipment Rebate (if available). 6.3.Disadvantaged Communities as defined by CalEPA: see Disadvantaged Communities. 6.4.Charging Equipment: Qualifying Charging Equipment that meets the technical specifications set forth by SCE. Charging Equipment that qualifies for the Rebate, if available, are listed in the Approved Product List, which can be found on SCE’s website at www.SCE.com/APL. See also Power Levels. 6.5.Charging Equipment Supplier: The entity from which the Charging Equipment is purchased. 6.6.Charging Equipment Rebate: Financial reimbursement paid to an eligible Program Participant, or its designee, pursuant to this Agreement, to off-set a portion of the purchase of approved Charging Equipment.       Packet Pg. 30 Page | 4 9-2-2021 V2.7 6.7.Charging Ports: See Charging Stations. 6.8.Charging Stations – EV Charging Equipment: EV Charging Equipment interconnects with the electricity grid at a charging site to an electric vehicle, whether using alternating current (AC) or direct current (DC). An individual charging station unit may contain one or more charging ports for the purpose of connecting the electric vehicle to a grid connected power source capable of recharging the vehicle’s battery pack. The individual connectors of the Charging Station are referred to as ports (referred to in this agreement as Charging Ports). Each charging station may charge one or more vehicles depending on the number of ports with which each unit is equipped. For dual-port stations, power cannot be throttled during non-DR events and each port must be able to deliver full power to both vehicles that are charging simultaneously. For example, a dual-port L2 station rated at 7.2 kW must be able to deliver 7.2 kW of power to both vehicles when two vehicles are charging simultaneously. 6.9.Commitment Period: The ten (10) year period where Program Participant must maintain all Charging Equipment in working order at the Site. The Commitment Period will commence on the In-Service Date of the Charging Equipment. 6.10.Conceptual Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. 6.11.California Public Utilities Commission (CPUC): The California state regulatory agency that is responsible for regulating privately owned electric, natural gas, telecommunications, water, railroad, rail transit, and passenger transportation companies. 6.12.CPUC’s Transportation Electrification Safety Requirements Checklist: The Safety Requirements Checklist applies to CPUC- Approved Transportation Electrification Programs and can be downloaded from: www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx? id=6442458882 6.13.Customer-Side Infrastructure: See “Make-Ready Infrastructure.” 6.14.Customer-Side Make-Ready Rebate: The rebate intended to offset a portion of the Participant’s costs if Participant elects to perform the Customer-Side Make-Ready Infrastructure work, following the completed       Packet Pg. 31 Page | 5 9-2-2021 V2.7 installation of the Make-Ready Infrastructure and submission of required documentation. 6.15.Demand Response: Demand Response (DR) programs encourage a reduction of electricity use during certain time periods, typically during on-peak hours or when demand for electricity is high, and/or can provide incentives to use electricity during periods of excess generation or when demand for electricity is lower. 6.16.Disadvantaged Communities (DACs): Census tracts in SCE’s service territory with a top quartile score according to California Environmental Protection Agency’s California Communities Environmental Health Screening Tool. SCE will use the current applicable version of the CalEnviroScreen tool to verify site status. 6.17.Enrollment Portal: The website where Program Participants can apply for the Program, check application status, and upload most required documents. 6.18.Electric Vehicle Infrastructure Training Program (EVITP) Certification: The document certifying an electrician has gone through the Electric Vehicle Infrastructure Training Program process. For more information, please visit https://www.evitp.org. 6.19.Fortune 1000: Fortune 1000 companies include companies listed on the Fortune 1000 list, subsidiaries of Fortune 1000 companies, corporate stores of Fortune 1000 companies, and international companies with annual revenue at or above the lowest cutoff point in Fortune 1000. 6.20.Final Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. The Final Design is the engineered construction drawing submitted for permitting and will be completed after this Agreement is executed and prior to start of construction. 6.21.Final Invoice: Statement of the total amount paid by Program Participant to Charging Equipment Supplier(s) for the purchase, and installation of the Charging Equipment. 6.22.Grant of Easement: A contractual agreement to grant right of way for SCE to construct, maintain, operate, and repair any SCE-installed infrastructure.       Packet Pg. 32 Page | 6 9-2-2021 V2.7 6.23.In-Service Date: The earliest date on which the EV Charging Equipment is installed and operational. 6.24.Infrastructure: The necessary Infrastructure on both the utility-side and customer-side of the electric meter (i.e., “make-ready”) that SCE will design, construct, and install at no cost to the Program Participant pursuant to this Program. Infrastructure, as defined herein, does NOT include (1) purchase or installation of the Charging Equipment; or (2) the customer-side portion of the Make-Ready Infrastructure, if the Program Participant elects the self-installed Customer-Side Make-Ready Infrastructure option. 6.25.Make-Ready Infrastructure: Infrastructure located on both the utility-side and customer-side of the meter is also referred to as the Make-Ready Infrastructure. The Utility-Side Infrastructure includes all infrastructure work from SCE’s distribution system to a new circuit panel that will be installed to support EV charging. SCE will always be responsible for designing, procuring, installing, and maintaining the necessary infrastructure located on the utility side of the meter. The Customer-Side Make-Ready Infrastructure includes all infrastructure from the new panel that will be set as part of the Utility-Side Infrastructure work, up to the first point of interconnection with the Participant’s Charging Equipment. Participants will have the option to have SCE perform the Customer-Side Make-Ready Infrastructure work or perform that work themselves and qualify to receive the Customer-Side Make-Ready Rebate. 6.26.Make-Ready Rebate: See Customer-Side Make-Ready Rebate. 6.27.Multi-Family Property (also referred to as multi-unit dwelling, or MUD). The definition for enhance rebate qualifying sites include: 6.27.1.Residential properties – Structures that are designed to accommodate two or more tenants with shared parking areas. 6.27.2.Apartment Buildings – Structure(s) containing two or more dwelling units that may also include common areas and facilities, e.g., entrances, lobby, elevators or stairs, mechanical space, walks, grounds, recreational facilities, and parking both covered and open. 6.27.3.Retirement Communities, Townhomes, Condominiums – Residential communities with shared parking areas managed by an HOA or an equivalent association.       Packet Pg. 33 Page | 7 9-2-2021 V2.7 6.27.4.Mobile Home Parks – Residential mobile home communities with shared parking areas. 6.27.5.University & Military Housing – Student or military housing units or apartments with individual cooking facilities (except conventional dormitories and barracks with cafeteria type kitchens). 6.27.6.Timeshares – Vacation property communities with shared parking areas managed by an HOA or an equivalent association. 6.27.7.Public Parking with Dedicated Overnight Resident Passes – Public parking lots designated for nearby multi-family residents for overnight parking. Charging Stations can be open for public use during day-time hours. 6.28.Network Service Provider: The third-party entity that will provide Network Services for the Charging Equipment. The Network Service Provider will be required to transmit port level data and other information to SCE complying with Program requirements. 6.29.Ports: See Charging Stations. 6.30.Power Levels: Charging Equipment Power Levels. Level 1 (L1) Charging: Low power charging, typically at or below 120 volts. Level 2 (L2) Charging: Medium power charging, typically delivered between 220 and 240 volts. Direct Current Fast Charging (DCFC): Charging equipment that provide a high-power DC current, and for this program at least 50 kW, to the electric vehicle's battery without passing through any onboard AC/DC converter, which means the current is connected directly to the battery. 6.31.Preliminary Design: The set of engineered, working drawings of the Infrastructure. The design includes project specifications, conduit routing, electrical equipment specifications and calculations, project related Site improvements and construction details 6.32.Program: Also referred to as the Charge Ready Charging Infrastructure and Rebate Program. This Program is designed to help Program Participants install the charging infrastructure needed to enable drivers to refuel their light-duty electric vehicles.       Packet Pg. 34 Page | 8 9-2-2021 V2.7 6.33.Program Guidelines: Program reference documents developed by SCE that provide program information, including but not limited to the program participation requirements. 6.34.Program Participant: The SCE non-residential entity that enters into this Agreement. 6.35.Property Owner/Site Owner: Individual or entity authorized representative of entity holding title in the Site where the Charging Equipment and Infrastructure will be located. 6.36.Rebate Payment: The payment made by SCE to Program Participant, or its designated assignee, after the eligible Program Participant procures and installs the Charging Equipment, meets the qualification requirements for the Customer-Side Make-Ready Rebate, and/or the Maintenance and Networking Rebate, in accordance with this Agreement, as verified by SCE, in SCE’s sole discretion. 6.37.Site: The premises, owned, leased or operated by Program Participant, where the Charging Equipment will be installed. 6.38.Time-of-Use (TOU) Rate Plans: Rate plans which feature energy charges that vary based on the time of day, the day of the week, and the season. Some plans also include demand charges that are based on the maximum amount of electricity your business uses at once. 6.39.Utility-Side Infrastructure: See Make-Ready Infrastructure. 7.Eligibility. Program Participant certifies that it meets, and will continue to meet throughout its participation in the Program, all eligibility requirements of the Program, including, but not limited to: 7.1.Program Participant is a non-residential SCE entity with at least one active service account. 7.2.The installation site is located in SCE’s service territory. 7.3.Program Participant agrees to provide, or cause the Site Owner to provide, SCE with the rights of way across public or private property (as applicable) and to obtain any necessary permits to install Charging Equipment, without cost to SCE. 7.4.Program Participant will comply with all Program requirements outlined in the Charge Ready Program Guidelines. 8.Additional Representations of Program Participant during the Term of the Agreement.       Packet Pg. 35 Page | 9 9-2-2021 V2.7 Program Participant: 8.1.Program Participant agrees to purchase and install the Charging Equipment, as set forth in this Agreement. Program Participant agrees that the number of Charging Ports and their charging power level set forth in Section 1 cannot be modified after execution of this Agreement, without express written consent of SCE, at SCE’s discretion. 8.2.All charging equipment must be selected from SCE’s Approved Product List (APL) or otherwise approved by SCE for installation under this Program, in a quantity approved by SCE. 8.3.Program Participant agrees to have APL listed charging equipment installed by a qualified C-10 licensed and insured contractor. 8.4. Agrees to ensure their EVSE equipment installer follows all relevant State and local codes, and AHJ permitting requirements. All installed equipment must be correctly rated for the location where it will be installed (outdoor rated if applicable, conforming with ventilation requirements). The EV charging current shall not exceed 80% of the branch circuit rating. All EVSE installations must comply with the SB350 safety requirement checklist. 8.5.Agrees to ensure their EVSE equipment installer will not install and energize any EVSE or associated equipment capable of generation or bidirectional operation without Permission to Operate from SCE. 8.6.Agrees to procure, own, install, operate, and maintain the Charging Equipment in good working order at the site for a minimum of ten (10) years from the In-Service Date of Charging Equipment (“Commitment Period”). 8.7.Agrees that, if at any time during the Commitment Period the Charging Equipment is replaced, only SCE approved EVSE will be installed and all associated costs will be the responsibility of the Program Participant. 8.8.Agrees to contract with a qualified electric vehicle charging equipment Network Service Provider approved by SCE to record and transmit EV charging usage and other data to SCE. 8.9.Program Participant authorizes SCE to act on Program Participant’s behalf to voluntarily grant a Third Party access to receive information relating to Charging Station data, billing records, billing history, pricing information, and all meter usage data used for bill calculation for all       Packet Pg. 36 Page | 10 9-2-2021 V2.7 meters participating in this Program. This authorization expires ten (10) years from the Charging Equipment’s In-Service Date. 8.10.Program participant authorizes the use of the collected Charging Station and related meter and billing data for regulatory reporting, program evaluation, industry forums, case studies or other similar activities, in accordance with applicable laws and regulations. 8.11.Acknowledges and agrees that the actual Make-Ready Infrastructure may vary from the Conceptual Design, if, in SCE’s sole discretion, actual Site conditions or AHJ direction requires such changes. 8.12.Acknowledges that funding pursuant to this Agreement is only reserved after SCE receives a copy of this Agreement signed by Program Participant and Property Owner (if different from Program Participant). The Program Participant also acknowledges that reserved funding may be withdrawn, and SCE may terminate this Agreement, both in SCE’s sole discretion, if Program Participant breaches the Agreement. 8.13.Agrees to comply with the established timelines and required documentation set forth in the Program Guidelines. 8.14.Represents and warrants that if Program Participant has applied for or received any other incentives or rebates for the Charging Equipment, Customer-Side Make-Ready Infrastructure, or Charging Equipment Maintenance and Networking program Participant shall notify SCE of any such incentives or rebates as soon as reasonably practicable. In the event that any such incentives or rebates, when combined with Program rebates, would reimburse Program Participant for more than 100 percent of their costs, SCE shall decrease the issued rebate amount if not yet paid, or if already paid, submit a reimbursement request to the Program Participant for the amount of the Rebate Payment exceeding 100 percent of the Participants costs. 8.15.Program Participant agrees that the electricity meter(s) associated with the EV charging equipment will be provided service under a TOU rate plan. 8.16.Participants must enroll in at least one qualifying Demand Response Program. 8.17.Agrees to ensure information of newly installed Charging Equipment, if accessible to the general public, will be registered with the US Department of Energy’s Alternative Fuel Data Center (https://       Packet Pg. 37 Page | 11 9-2-2021 V2.7 afdc.energy.gov/stations/#/analyze), and with the US Department of Energy’s EV Charging Station Locations mapping tool, accessible at (https://www.afdc.energy.gov/fuels/electricity_locations.html#/find/ nearest?fuel=ELEC), and that only one set of information is reported between the Program Participant and Charging Equipment Supplier. 8.18.Agrees to submit a completed IRS tax form W-9, and California Franchise Tax Board form 590 if applicable, or to provide line items from those forms as SCE may request, in order for SCE to process any Rebate Payment. 8.19.Represents and warrants that the execution and delivery of this Agreement, and the performance by Program Participant of its obligations under this Agreement, have been duly and validly authorized, and this Agreement is a legal, valid and binding obligation of Program Participant. 8.20.SCE, at its sole discretion and in accordance with its applicable tariffs, design standards, and AHJ permitting requirements, will locate, design, and install the utility-side, and possibly the customer-side Infrastructure depending on the Participants choice. SCE is responsible for all costs associated with Infrastructure deployed by SCE pursuant to this Agreement. 8.21.SCE will pay the Charging Equipment Rebate, if applicable, after SCE has verified correct installation of the Charging Equipment, consistent with this Agreement, subject to Program Participant meeting all Program requirements. The actual Charging Equipment Rebate Payment amount shall not exceed the actual reasonable costs of the Charging Equipment, and its installation, as set forth in the Final Invoice(s) and consistent with the Program Participant’s contract with the Charging Equipment Supplier(s) and installers. 8.22.SCE will pay the Maintenance and Networking Rebate to qualifying participants following the installation of the Charging Equipment and subject to Program Participant meeting all Program requirements. 8.23.For sites that qualify to participate under the Multi-Family Property sites definition by providing Public Parking with Dedicated Overnight Resident Passes, Participant agrees to ensure that overnight parking will be reserved and dedicated for nearby multi-family residents for the duration of the commitment period.       Packet Pg. 38 Page | 12 9-2-2021 V2.7 8.24.Agrees to participate in SCE sponsored customer satisfaction and other surveys following completion of the Project, upon request of SCE. 9.Term and Termination: 9.1.Term: The term of this Agreement shall begin upon the date that both Parties have signed the Agreement and end ten (10) years from the In- Service Date of the Charging Equipment, unless otherwise terminated earlier pursuant to this Agreement (“Term”). 9.2.Termination: If the Program Participant fails to comply with any of the terms and conditions of this Agreement, SCE, in its sole discretion, may terminate this Agreement after sending Program Participant a notice of default that remains uncured for five (5) business days from receipt, except in the case of a safety or security violation, in which case, SCE may terminate the Agreement immediately and take all other necessary actions, including but not limited to, disconnecting power to the Charging Equipment, in SCE’s sole discretion, to cure such safety or security violation(s). 9.3.Termination Costs: If this Agreement is terminated prior to the end of the Term because (1) Program Participant terminates its participation in this Program, (2) Program Participant, prior to the end of the Commitment Period, fails to install, or removes without replacing, the Charging Equipment or Program Participant-owned make-ready infrastructure, if applicable; or (3) SCE terminates this Agreement due to Program Participant’s failure to comply with the terms and conditions of the Agreement, in accordance with Section 9.b. (Termination) hereof, the Program Participant shall pay (a) all costs actually incurred, or committed to be incurred, by SCE, as of the termination date, in connection with designing and deploying the Infrastructure at the Site; and (b) the Rebate Payment (if already paid). If the Charging Equipment or the Make-Ready Infrastructure, if applicable, are installed, the amount due to SCE for both (a) and (b) above will be prorated over a ten-year period, beginning from the In-Service Date of the Charging Equipment. SCE will invoice the Program Participant for such costs, and Program Participant shall pay such invoice within sixty (60) days of receipt. 10.Indemnification and Liability; No Representations or Warranties 10.1.Program Participant understands that SCE makes no representations regarding manufacturers, dealers, contractors, materials or workmanship       Packet Pg. 39 Page | 13 9-2-2021 V2.7 of the Charging Equipment. Further, SCE makes no warranty, whether express or implied, including without limitation the implied warranties of merchantability and fitness for any particular purpose, use, or application of the products and services under the Program. Program Participant agrees that SCE has no liability whatsoever concerning (1) the quality, safety or installation of such products, including their fitness for any purpose, (2) the workmanship of any third parties, (3) the installation or use of the products. Program Participant hereby waives any and all claims against SCE, its parent companies, directors, officers, employees, or agents, arising out of activities conducted by or on behalf of SCE under the Program. Without limiting the generality of the foregoing, Neither SCE nor Program Participant shall be liable hereunder for any type of damages, whether direct, or indirect, incidental, consequential, exemplary, reliance, punitive or special damages, including damages for loss of use, regardless of the form of action, whether in contract, indemnity, warranty, strict liability or tort, including negligence of any kind. 10.2.Indemnification of SCE. To the fullest extent permitted by law, Program Participant shall, at SCE’s request, indemnify, defend, and hold harmless SCE, and its parent company, subsidiaries, affiliates, and their respective shareholders, officers, directors, employees, agents, representatives, successors, and assigns (collectively, the “Indemnified Parties”), from and against any and all claims, actions, suits, proceedings, losses, liabilities, penalties, fines, damages, costs, or expenses, including without limitation reasonable attorneys’ fees (a “Claim”), resulting from (a) any breach of the representations, warranties, covenants, or obligations of Program Participant under this Agreement, (b) any act or omission of Program Participant, whether based upon Program Participant’s negligence, strict liability, or otherwise, in connection with the performance of this Agreement, or (c) any third-party claims of any kind, whether based upon negligence, strict liability, or otherwise, arising out of or connected in any way to Program Participant’s performance or nonperformance under this Agreement. This indemnification obligation shall not apply to the extent that such injury, loss, or damage is caused by the sole negligence or willful misconduct of SCE. 10.3. Responsibility for Repairs. If Participant -installed equipment damages SCE-owned Infrastructure, Participant will be responsible for any costs       Packet Pg. 40 Page | 14 9-2-2021 V2.7 associated with making any necessary repairs. If SCE identifies an improper installation of Participant-installed equipment, Participant agrees to pay for and be responsible for making any necessary corrections in the manner requested by SCE. 10.4.Defense of Claim. If any Claim is brought against the Indemnified Parties, Program Participant, at SCE’s request, shall assume the defense of such Claim, with counsel reasonably acceptable to the Indemnified Parties, unless in the opinion of counsel for the Indemnified Parties a conflict of interest between the Indemnified Parties and Program Participant may exist with respect to such Claim. If a conflict precludes Program Participant from assuming the defense, then Program Participant shall reimburse the Indemnified Parties on a monthly basis for the Indemnified Parties’ defense costs through separate counsel of the Indemnified Parties’ choice. If Program Participant assumes the defense of the Indemnified Parties with acceptable counsel, the Indemnified Parties, at their sole option and expense, may participate in the defense with counsel of their own choice without relieving Program Participant of any of its obligations hereunder. 11.Miscellaneous All Applicable Tariffs Apply. All applicable SCE tariffs apply to service provided pursuant to this Agreement, with the following exceptions: 11.1.Rules 15 and 16. Distribution Line and Service Extensions: Because SCE will design and install the Infrastructure at no cost to Program Participant, sections in Rules 15 and 16 that address applicant responsibilities or options are not applicable to Program Participants while participating in the Charge Ready Charging Infrastructure and Rebate Program. This may include, but is not limited to, allowances, contributions or advances, payments, refunds, and design and installation options. This exception does not apply to certain responsibilities found in Rule 16, such as, but not limited to, Section A.10, providing rights of way or easements; Section A.11, providing access to the location; and Section D.1, providing a clear route for the Service Extension. 11.2.Survival. Program Participant’s obligation to pay Termination Costs and to indemnify the Indemnified Parties shall survive the expiration or termination of this Agreement.       Packet Pg. 41 Page | 15 9-2-2021 V2.7 11.3.Assignment. Program Participant shall not assign this Agreement without the prior written consent of SCE; to be granted or denied in SCE’s sole discretion. Any assignment and assumption shall be in a form acceptable to SCE, in SCE’s sole discretion. 11.4.All applicable SCE tariffs apply to service provided pursuant to this Agreement including, but not limited to, the applicable provisions of SCE’s Charge Ready Program (CRP) Tariff Schedule filed with the California Public Utilities Commission. This Agreement shall be subject to such changes or modifications by the Public Utilities Commission of the State of California, as said Commission may, from time to time, direct in the exercise of its jurisdiction. 11.5.Should a conflict exist between the Charge Ready Program Guidelines and this Agreement, then this Agreement shall control with respect to such conflict. 11.6.Incentives and Rebates are taxable and if greater than $600 will be reported to the IRS unless the payee is exempt. SCE will report the rebate as income on IRS Form 1099. The payee should consult its tax advisor concerning the taxability of the Rebate Payment. This Agreement can be signed electronically. If wet signature required, this Agreement can be downloaded and signed. Following signature, the Program Participant can upload the completed Agreement. SCE will verify for completeness and accuracy and will execute the Agreement and reserve funding accordingly. AGREEMENT BY PROGRAM PARTICIPANT By signing this document, you represent that the information provided in this Agreement is true, accurate and complete, and that you will comply with the terms and conditions set forth in this Agreement. You also represent and warrant that you are a duly authorized representative of Program Participant with the requisite authority to enter into this Agreement. For federal government Program Participants, you must be a Contracting Officer authorized to enter into this Agreement. Name of Program Participant: SAN BERNARDINO, CITY OF Name of Program Participant Representative: ______________________________________________       Packet Pg. 42 Page | 16 9-2-2021 V2.7 Title of Program Participant Representative: _______________________________________________ I certify that the information provided is accurate and complete and that I have authority to sign this Agreement on behalf of Applicant. ________________________________________________ Signature Date: ______________ AGREEMENT BY PROPERTY OWNER (If Program Participant is the Property Owner, no separate signature is required.) By signing this document, you represent and warrant that you are a duly authorized representative of the owner of the property on which the Site is located and that you have the requisite authority to consent to the use of the property in the manner set forth in this Agreement. You also represent that Property Owner hereby approves the installation and operation of the Infrastructure and the Charging Equipment, as well as any other necessary equipment to deploy the Charging Equipment pursuant to the Program as described in this Agreement. You further agree to execute the Easement Agreement within thirty (30) calendar days after Easement Agreement is provided by SCE. Name of Property Owner Representative: ___________________________________________ Title of Property Owner Representative: ___________________________________________ I certify that I have authority to sign this Agreement on behalf of the Property Owner. ________________________________________ Signature Date:       Packet Pg. 43 Page | 17 9-2-2021 V2.7 Endnotes       Packet Pg. 44 Page | 1 9-2-2021 V2.7 Charge Ready Charging Infrastructure and Rebate Participation Agreement This Charge Ready Charging Infrastructure and Rebate Participation Agreement (Agreement) sets forth the terms and conditions for Program Participant to participate in the Program. Pursuant to the terms of this Agreement, SCE will (1) install the Infrastructure (as defined herein) at no cost to the Program Participant; and, (2) if applicable, remit the Charging Equipment Rebate, and/or the Maintenance and Networking Rebate after all terms and conditions have been met by the Program Participant. All Program Participants are eligible for no-cost installation of the utility-side and Customer-Side Make-Ready Infrastructure. Program Participant hereby agrees to the following terms and conditions of the Charge Ready Charging Infrastructure and Rebate Program (the “Program”). APPROVED CHARGING PORTS 1.Total Number of Approved Charging Ports: The commitment to procure and install the number of approved Charging Ports applies whether or not the Program Participant is eligible to also receive a rebate for the installed charging equipment, as SCE will design and install the Infrastructure based on this commitment. The Program Participant is required to install the quantity and power level of approved Charging Ports set forth in this Agreement. Failure to procure and install the agreed upon number may lead to termination of this Agreement, at SCE’s discretion. Number of Charging Ports and Power Levels approved by SCE. Power Level (L1) Port count: 0 Power Level (L2) Port count: 10 Power Level (DCFC) Port count: 0 2.Rebates (if applicable): 2.1.Charging Equipment Rebate       Packet Pg. 45 Page | 2 9-2-2021 V2.7 If Program Participant is eligible to receive a rebate for the purchase and installation of charging equipment, the rebate amount paid to the Program Participant will be reduced to ensure that when combined with any other third- party rebates or incentives, the total rebate received by Program Participant does not exceed the Program Participant’s total costs for procuring and installing the equipment. Following the successful installation of the Charging Equipment, the Program Participant will certify whether it has received any other third-party rebates or incentives, so that SCE can determine the appropriate rebate payment. The following table reflects that rebate values in effect at the time this agreement was issued: Charging Infrastructure and Rebate DAC Excluding Fortune 1000* Multi-Family Others Including Fortune 1000* L2 $2,900 $1,450 $725 2.2.Maintenance and Networking Rebate This rebate option is only available to Multi-Family Property sites located in a designated top quartile DAC. The rebate provides a one-time payment intended to offset the maintenance, networking and warranty costs associated with owning and operating L2 charging equipment. This rebate is intended to cover most of the costs associated with 10 years of the equipment’s operation. The total rebate received by Program Participant will not exceed the Program Participant’s actual costs. APPROVED SITE LOCATION AND DESIGN 3.Description of Approved Location at the Site: Brief description of the mutually approved location on the Program Participant’s Site where Infrastructure will be installed. Site Description: 5 level parking structure Site Address: 300 N D ST, SAN BERNARDINO, CA, 92418 4.Conceptual Design of the Infrastructure deployment at Program Participant’s Site:       Packet Pg. 46 Page | 3 9-2-2021 V2.7 Program participant has reviewed and approved the Conceptual Design, as provided by SCE, showing the location within the Site where SCE will deploy the charging infrastructure. MAKE-READY INFRASTRUCTURE WORK 5.The Make-Ready Infrastructure: If the Program Participant elects to have SCE install the entire Make-Ready Infrastructure, SCE will do so at no cost to the Program Participant. In this case, the Make-Ready Infrastructure will be part of the “Infrastructure” as defined in this Agreement. SCE-installed Customer-Side Make-Ready Infrastructure. PROGRAM PARTICIPATION TERMS AND CONDITIONS Program Participant agrees that its participation in the Program is subject to the following terms and conditions: 6.Definitions: 6.1.AHJ – Authority Having Jurisdiction: The responsible government entity having geographically-based jurisdiction that typically approves, inspects, and permits construction projects (e.g., City, County, Fire, Division of State Architect, etc.). 6.2.Approved Product List: The list of Charging Equipment qualified by SCE and meeting SCE’s technical requirements. Program Participant must select Charging Equipment from the Approved Product List to receive applicable Charging Equipment Rebate (if available). 6.3.Disadvantaged Communities as defined by CalEPA: see Disadvantaged Communities. 6.4.Charging Equipment: Qualifying Charging Equipment that meets the technical specifications set forth by SCE. Charging Equipment that qualifies for the Rebate, if available, are listed in the Approved Product List, which can be found on SCE’s website at www.SCE.com/APL. See also Power Levels. 6.5.Charging Equipment Supplier: The entity from which the Charging Equipment is purchased. 6.6.Charging Equipment Rebate: Financial reimbursement paid to an eligible Program Participant, or its designee, pursuant to this Agreement, to off-set a portion of the purchase of approved Charging Equipment.       Packet Pg. 47 Page | 4 9-2-2021 V2.7 6.7.Charging Ports: See Charging Stations. 6.8.Charging Stations – EV Charging Equipment: EV Charging Equipment interconnects with the electricity grid at a charging site to an electric vehicle, whether using alternating current (AC) or direct current (DC). An individual charging station unit may contain one or more charging ports for the purpose of connecting the electric vehicle to a grid connected power source capable of recharging the vehicle’s battery pack. The individual connectors of the Charging Station are referred to as ports (referred to in this agreement as Charging Ports). Each charging station may charge one or more vehicles depending on the number of ports with which each unit is equipped. For dual-port stations, power cannot be throttled during non-DR events and each port must be able to deliver full power to both vehicles that are charging simultaneously. For example, a dual-port L2 station rated at 7.2 kW must be able to deliver 7.2 kW of power to both vehicles when two vehicles are charging simultaneously. 6.9.Commitment Period: The ten (10) year period where Program Participant must maintain all Charging Equipment in working order at the Site. The Commitment Period will commence on the In-Service Date of the Charging Equipment. 6.10.Conceptual Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. 6.11.California Public Utilities Commission (CPUC): The California state regulatory agency that is responsible for regulating privately owned electric, natural gas, telecommunications, water, railroad, rail transit, and passenger transportation companies. 6.12.CPUC’s Transportation Electrification Safety Requirements Checklist: The Safety Requirements Checklist applies to CPUC- Approved Transportation Electrification Programs and can be downloaded from: www.cpuc.ca.gov/WorkArea/DownloadAsset.aspx? id=6442458882 6.13.Customer-Side Infrastructure: See “Make-Ready Infrastructure.” 6.14.Customer-Side Make-Ready Rebate: The rebate intended to offset a portion of the Participant’s costs if Participant elects to perform the Customer-Side Make-Ready Infrastructure work, following the completed       Packet Pg. 48 Page | 5 9-2-2021 V2.7 installation of the Make-Ready Infrastructure and submission of required documentation. 6.15.Demand Response: Demand Response (DR) programs encourage a reduction of electricity use during certain time periods, typically during on-peak hours or when demand for electricity is high, and/or can provide incentives to use electricity during periods of excess generation or when demand for electricity is lower. 6.16.Disadvantaged Communities (DACs): Census tracts in SCE’s service territory with a top quartile score according to California Environmental Protection Agency’s California Communities Environmental Health Screening Tool. SCE will use the current applicable version of the CalEnviroScreen tool to verify site status. 6.17.Enrollment Portal: The website where Program Participants can apply for the Program, check application status, and upload most required documents. 6.18.Electric Vehicle Infrastructure Training Program (EVITP) Certification: The document certifying an electrician has gone through the Electric Vehicle Infrastructure Training Program process. For more information, please visit https://www.evitp.org. 6.19.Fortune 1000: Fortune 1000 companies include companies listed on the Fortune 1000 list, subsidiaries of Fortune 1000 companies, corporate stores of Fortune 1000 companies, and international companies with annual revenue at or above the lowest cutoff point in Fortune 1000. 6.20.Final Design: Map and related documents, as applicable, that show the proposed layout of the Infrastructure and Charging Equipment, including but not limited to, conduit routing and equipment placement. The Final Design is the engineered construction drawing submitted for permitting and will be completed after this Agreement is executed and prior to start of construction. 6.21.Final Invoice: Statement of the total amount paid by Program Participant to Charging Equipment Supplier(s) for the purchase, and installation of the Charging Equipment. 6.22.Grant of Easement: A contractual agreement to grant right of way for SCE to construct, maintain, operate, and repair any SCE-installed infrastructure.       Packet Pg. 49 Page | 6 9-2-2021 V2.7 6.23.In-Service Date: The earliest date on which the EV Charging Equipment is installed and operational. 6.24.Infrastructure: The necessary Infrastructure on both the utility-side and customer-side of the electric meter (i.e., “make-ready”) that SCE will design, construct, and install at no cost to the Program Participant pursuant to this Program. Infrastructure, as defined herein, does NOT include (1) purchase or installation of the Charging Equipment; or (2) the customer-side portion of the Make-Ready Infrastructure, if the Program Participant elects the self-installed Customer-Side Make-Ready Infrastructure option. 6.25.Make-Ready Infrastructure: Infrastructure located on both the utility-side and customer-side of the meter is also referred to as the Make-Ready Infrastructure. The Utility-Side Infrastructure includes all infrastructure work from SCE’s distribution system to a new circuit panel that will be installed to support EV charging. SCE will always be responsible for designing, procuring, installing, and maintaining the necessary infrastructure located on the utility side of the meter. The Customer-Side Make-Ready Infrastructure includes all infrastructure from the new panel that will be set as part of the Utility-Side Infrastructure work, up to the first point of interconnection with the Participant’s Charging Equipment. Participants will have the option to have SCE perform the Customer-Side Make-Ready Infrastructure work or perform that work themselves and qualify to receive the Customer-Side Make-Ready Rebate. 6.26.Make-Ready Rebate: See Customer-Side Make-Ready Rebate. 6.27.Multi-Family Property (also referred to as multi-unit dwelling, or MUD). The definition for enhance rebate qualifying sites include: 6.27.1.Residential properties – Structures that are designed to accommodate two or more tenants with shared parking areas. 6.27.2.Apartment Buildings – Structure(s) containing two or more dwelling units that may also include common areas and facilities, e.g., entrances, lobby, elevators or stairs, mechanical space, walks, grounds, recreational facilities, and parking both covered and open. 6.27.3.Retirement Communities, Townhomes, Condominiums – Residential communities with shared parking areas managed by an HOA or an equivalent association.       Packet Pg. 50 Page | 7 9-2-2021 V2.7 6.27.4.Mobile Home Parks – Residential mobile home communities with shared parking areas. 6.27.5.University & Military Housing – Student or military housing units or apartments with individual cooking facilities (except conventional dormitories and barracks with cafeteria type kitchens). 6.27.6.Timeshares – Vacation property communities with shared parking areas managed by an HOA or an equivalent association. 6.27.7.Public Parking with Dedicated Overnight Resident Passes – Public parking lots designated for nearby multi-family residents for overnight parking. Charging Stations can be open for public use during day-time hours. 6.28.Network Service Provider: The third-party entity that will provide Network Services for the Charging Equipment. The Network Service Provider will be required to transmit port level data and other information to SCE complying with Program requirements. 6.29.Ports: See Charging Stations. 6.30.Power Levels: Charging Equipment Power Levels. Level 1 (L1) Charging: Low power charging, typically at or below 120 volts. Level 2 (L2) Charging: Medium power charging, typically delivered between 220 and 240 volts. Direct Current Fast Charging (DCFC): Charging equipment that provide a high-power DC current, and for this program at least 50 kW, to the electric vehicle's battery without passing through any onboard AC/DC converter, which means the current is connected directly to the battery. 6.31.Preliminary Design: The set of engineered, working drawings of the Infrastructure. The design includes project specifications, conduit routing, electrical equipment specifications and calculations, project related Site improvements and construction details 6.32.Program: Also referred to as the Charge Ready Charging Infrastructure and Rebate Program. This Program is designed to help Program Participants install the charging infrastructure needed to enable drivers to refuel their light-duty electric vehicles.       Packet Pg. 51 Page | 8 9-2-2021 V2.7 6.33.Program Guidelines: Program reference documents developed by SCE that provide program information, including but not limited to the program participation requirements. 6.34.Program Participant: The SCE non-residential entity that enters into this Agreement. 6.35.Property Owner/Site Owner: Individual or entity authorized representative of entity holding title in the Site where the Charging Equipment and Infrastructure will be located. 6.36.Rebate Payment: The payment made by SCE to Program Participant, or its designated assignee, after the eligible Program Participant procures and installs the Charging Equipment, meets the qualification requirements for the Customer-Side Make-Ready Rebate, and/or the Maintenance and Networking Rebate, in accordance with this Agreement, as verified by SCE, in SCE’s sole discretion. 6.37.Site: The premises, owned, leased or operated by Program Participant, where the Charging Equipment will be installed. 6.38.Time-of-Use (TOU) Rate Plans: Rate plans which feature energy charges that vary based on the time of day, the day of the week, and the season. Some plans also include demand charges that are based on the maximum amount of electricity your business uses at once. 6.39.Utility-Side Infrastructure: See Make-Ready Infrastructure. 7.Eligibility. Program Participant certifies that it meets, and will continue to meet throughout its participation in the Program, all eligibility requirements of the Program, including, but not limited to: 7.1.Program Participant is a non-residential SCE entity with at least one active service account. 7.2.The installation site is located in SCE’s service territory. 7.3.Program Participant agrees to provide, or cause the Site Owner to provide, SCE with the rights of way across public or private property (as applicable) and to obtain any necessary permits to install Charging Equipment, without cost to SCE. 7.4.Program Participant will comply with all Program requirements outlined in the Charge Ready Program Guidelines. 8.Additional Representations of Program Participant during the Term of the Agreement.       Packet Pg. 52 Page | 9 9-2-2021 V2.7 Program Participant: 8.1.Program Participant agrees to purchase and install the Charging Equipment, as set forth in this Agreement. Program Participant agrees that the number of Charging Ports and their charging power level set forth in Section 1 cannot be modified after execution of this Agreement, without express written consent of SCE, at SCE’s discretion. 8.2.All charging equipment must be selected from SCE’s Approved Product List (APL) or otherwise approved by SCE for installation under this Program, in a quantity approved by SCE. 8.3.Program Participant agrees to have APL listed charging equipment installed by a qualified C-10 licensed and insured contractor. 8.4. Agrees to ensure their EVSE equipment installer follows all relevant State and local codes, and AHJ permitting requirements. All installed equipment must be correctly rated for the location where it will be installed (outdoor rated if applicable, conforming with ventilation requirements). The EV charging current shall not exceed 80% of the branch circuit rating. All EVSE installations must comply with the SB350 safety requirement checklist. 8.5.Agrees to ensure their EVSE equipment installer will not install and energize any EVSE or associated equipment capable of generation or bidirectional operation without Permission to Operate from SCE. 8.6.Agrees to procure, own, install, operate, and maintain the Charging Equipment in good working order at the site for a minimum of ten (10) years from the In-Service Date of Charging Equipment (“Commitment Period”). 8.7.Agrees that, if at any time during the Commitment Period the Charging Equipment is replaced, only SCE approved EVSE will be installed and all associated costs will be the responsibility of the Program Participant. 8.8.Agrees to contract with a qualified electric vehicle charging equipment Network Service Provider approved by SCE to record and transmit EV charging usage and other data to SCE. 8.9.Program Participant authorizes SCE to act on Program Participant’s behalf to voluntarily grant a Third Party access to receive information relating to Charging Station data, billing records, billing history, pricing information, and all meter usage data used for bill calculation for all       Packet Pg. 53 Page | 10 9-2-2021 V2.7 meters participating in this Program. This authorization expires ten (10) years from the Charging Equipment’s In-Service Date. 8.10.Program participant authorizes the use of the collected Charging Station and related meter and billing data for regulatory reporting, program evaluation, industry forums, case studies or other similar activities, in accordance with applicable laws and regulations. 8.11.Acknowledges and agrees that the actual Make-Ready Infrastructure may vary from the Conceptual Design, if, in SCE’s sole discretion, actual Site conditions or AHJ direction requires such changes. 8.12.Acknowledges that funding pursuant to this Agreement is only reserved after SCE receives a copy of this Agreement signed by Program Participant and Property Owner (if different from Program Participant). The Program Participant also acknowledges that reserved funding may be withdrawn, and SCE may terminate this Agreement, both in SCE’s sole discretion, if Program Participant breaches the Agreement. 8.13.Agrees to comply with the established timelines and required documentation set forth in the Program Guidelines. 8.14.Represents and warrants that if Program Participant has applied for or received any other incentives or rebates for the Charging Equipment, Customer-Side Make-Ready Infrastructure, or Charging Equipment Maintenance and Networking program Participant shall notify SCE of any such incentives or rebates as soon as reasonably practicable. In the event that any such incentives or rebates, when combined with Program rebates, would reimburse Program Participant for more than 100 percent of their costs, SCE shall decrease the issued rebate amount if not yet paid, or if already paid, submit a reimbursement request to the Program Participant for the amount of the Rebate Payment exceeding 100 percent of the Participants costs. 8.15.Program Participant agrees that the electricity meter(s) associated with the EV charging equipment will be provided service under a TOU rate plan. 8.16.Participants must enroll in at least one qualifying Demand Response Program. 8.17.Agrees to ensure information of newly installed Charging Equipment, if accessible to the general public, will be registered with the US Department of Energy’s Alternative Fuel Data Center (https://       Packet Pg. 54 Page | 11 9-2-2021 V2.7 afdc.energy.gov/stations/#/analyze), and with the US Department of Energy’s EV Charging Station Locations mapping tool, accessible at (https://www.afdc.energy.gov/fuels/electricity_locations.html#/find/ nearest?fuel=ELEC), and that only one set of information is reported between the Program Participant and Charging Equipment Supplier. 8.18.Agrees to submit a completed IRS tax form W-9, and California Franchise Tax Board form 590 if applicable, or to provide line items from those forms as SCE may request, in order for SCE to process any Rebate Payment. 8.19.Represents and warrants that the execution and delivery of this Agreement, and the performance by Program Participant of its obligations under this Agreement, have been duly and validly authorized, and this Agreement is a legal, valid and binding obligation of Program Participant. 8.20.SCE, at its sole discretion and in accordance with its applicable tariffs, design standards, and AHJ permitting requirements, will locate, design, and install the utility-side, and possibly the customer-side Infrastructure depending on the Participants choice. SCE is responsible for all costs associated with Infrastructure deployed by SCE pursuant to this Agreement. 8.21.SCE will pay the Charging Equipment Rebate, if applicable, after SCE has verified correct installation of the Charging Equipment, consistent with this Agreement, subject to Program Participant meeting all Program requirements. The actual Charging Equipment Rebate Payment amount shall not exceed the actual reasonable costs of the Charging Equipment, and its installation, as set forth in the Final Invoice(s) and consistent with the Program Participant’s contract with the Charging Equipment Supplier(s) and installers. 8.22.SCE will pay the Maintenance and Networking Rebate to qualifying participants following the installation of the Charging Equipment and subject to Program Participant meeting all Program requirements. 8.23.For sites that qualify to participate under the Multi-Family Property sites definition by providing Public Parking with Dedicated Overnight Resident Passes, Participant agrees to ensure that overnight parking will be reserved and dedicated for nearby multi-family residents for the duration of the commitment period.       Packet Pg. 55 Page | 12 9-2-2021 V2.7 8.24.Agrees to participate in SCE sponsored customer satisfaction and other surveys following completion of the Project, upon request of SCE. 9.Term and Termination: 9.1.Term: The term of this Agreement shall begin upon the date that both Parties have signed the Agreement and end ten (10) years from the In- Service Date of the Charging Equipment, unless otherwise terminated earlier pursuant to this Agreement (“Term”). 9.2.Termination: If the Program Participant fails to comply with any of the terms and conditions of this Agreement, SCE, in its sole discretion, may terminate this Agreement after sending Program Participant a notice of default that remains uncured for five (5) business days from receipt, except in the case of a safety or security violation, in which case, SCE may terminate the Agreement immediately and take all other necessary actions, including but not limited to, disconnecting power to the Charging Equipment, in SCE’s sole discretion, to cure such safety or security violation(s). 9.3.Termination Costs: If this Agreement is terminated prior to the end of the Term because (1) Program Participant terminates its participation in this Program, (2) Program Participant, prior to the end of the Commitment Period, fails to install, or removes without replacing, the Charging Equipment or Program Participant-owned make-ready infrastructure, if applicable; or (3) SCE terminates this Agreement due to Program Participant’s failure to comply with the terms and conditions of the Agreement, in accordance with Section 9.b. (Termination) hereof, the Program Participant shall pay (a) all costs actually incurred, or committed to be incurred, by SCE, as of the termination date, in connection with designing and deploying the Infrastructure at the Site; and (b) the Rebate Payment (if already paid). If the Charging Equipment or the Make-Ready Infrastructure, if applicable, are installed, the amount due to SCE for both (a) and (b) above will be prorated over a ten-year period, beginning from the In-Service Date of the Charging Equipment. SCE will invoice the Program Participant for such costs, and Program Participant shall pay such invoice within sixty (60) days of receipt. 10.Indemnification and Liability; No Representations or Warranties 10.1.Program Participant understands that SCE makes no representations regarding manufacturers, dealers, contractors, materials or workmanship       Packet Pg. 56 Page | 13 9-2-2021 V2.7 of the Charging Equipment. Further, SCE makes no warranty, whether express or implied, including without limitation the implied warranties of merchantability and fitness for any particular purpose, use, or application of the products and services under the Program. Program Participant agrees that SCE has no liability whatsoever concerning (1) the quality, safety or installation of such products, including their fitness for any purpose, (2) the workmanship of any third parties, (3) the installation or use of the products. Program Participant hereby waives any and all claims against SCE, its parent companies, directors, officers, employees, or agents, arising out of activities conducted by or on behalf of SCE under the Program. Without limiting the generality of the foregoing, Neither SCE nor Program Participant shall be liable hereunder for any type of damages, whether direct, or indirect, incidental, consequential, exemplary, reliance, punitive or special damages, including damages for loss of use, regardless of the form of action, whether in contract, indemnity, warranty, strict liability or tort, including negligence of any kind. 10.2.Indemnification of SCE. To the fullest extent permitted by law, Program Participant shall, at SCE’s request, indemnify, defend, and hold harmless SCE, and its parent company, subsidiaries, affiliates, and their respective shareholders, officers, directors, employees, agents, representatives, successors, and assigns (collectively, the “Indemnified Parties”), from and against any and all claims, actions, suits, proceedings, losses, liabilities, penalties, fines, damages, costs, or expenses, including without limitation reasonable attorneys’ fees (a “Claim”), resulting from (a) any breach of the representations, warranties, covenants, or obligations of Program Participant under this Agreement, (b) any act or omission of Program Participant, whether based upon Program Participant’s negligence, strict liability, or otherwise, in connection with the performance of this Agreement, or (c) any third-party claims of any kind, whether based upon negligence, strict liability, or otherwise, arising out of or connected in any way to Program Participant’s performance or nonperformance under this Agreement. This indemnification obligation shall not apply to the extent that such injury, loss, or damage is caused by the sole negligence or willful misconduct of SCE. 10.3. Responsibility for Repairs. If Participant -installed equipment damages SCE-owned Infrastructure, Participant will be responsible for any costs       Packet Pg. 57 Page | 14 9-2-2021 V2.7 associated with making any necessary repairs. If SCE identifies an improper installation of Participant-installed equipment, Participant agrees to pay for and be responsible for making any necessary corrections in the manner requested by SCE. 10.4.Defense of Claim. If any Claim is brought against the Indemnified Parties, Program Participant, at SCE’s request, shall assume the defense of such Claim, with counsel reasonably acceptable to the Indemnified Parties, unless in the opinion of counsel for the Indemnified Parties a conflict of interest between the Indemnified Parties and Program Participant may exist with respect to such Claim. If a conflict precludes Program Participant from assuming the defense, then Program Participant shall reimburse the Indemnified Parties on a monthly basis for the Indemnified Parties’ defense costs through separate counsel of the Indemnified Parties’ choice. If Program Participant assumes the defense of the Indemnified Parties with acceptable counsel, the Indemnified Parties, at their sole option and expense, may participate in the defense with counsel of their own choice without relieving Program Participant of any of its obligations hereunder. 11.Miscellaneous All Applicable Tariffs Apply. All applicable SCE tariffs apply to service provided pursuant to this Agreement, with the following exceptions: 11.1.Rules 15 and 16. Distribution Line and Service Extensions: Because SCE will design and install the Infrastructure at no cost to Program Participant, sections in Rules 15 and 16 that address applicant responsibilities or options are not applicable to Program Participants while participating in the Charge Ready Charging Infrastructure and Rebate Program. This may include, but is not limited to, allowances, contributions or advances, payments, refunds, and design and installation options. This exception does not apply to certain responsibilities found in Rule 16, such as, but not limited to, Section A.10, providing rights of way or easements; Section A.11, providing access to the location; and Section D.1, providing a clear route for the Service Extension. 11.2.Survival. Program Participant’s obligation to pay Termination Costs and to indemnify the Indemnified Parties shall survive the expiration or termination of this Agreement.       Packet Pg. 58 Page | 15 9-2-2021 V2.7 11.3.Assignment. Program Participant shall not assign this Agreement without the prior written consent of SCE; to be granted or denied in SCE’s sole discretion. Any assignment and assumption shall be in a form acceptable to SCE, in SCE’s sole discretion. 11.4.All applicable SCE tariffs apply to service provided pursuant to this Agreement including, but not limited to, the applicable provisions of SCE’s Charge Ready Program (CRP) Tariff Schedule filed with the California Public Utilities Commission. This Agreement shall be subject to such changes or modifications by the Public Utilities Commission of the State of California, as said Commission may, from time to time, direct in the exercise of its jurisdiction. 11.5.Should a conflict exist between the Charge Ready Program Guidelines and this Agreement, then this Agreement shall control with respect to such conflict. 11.6.Incentives and Rebates are taxable and if greater than $600 will be reported to the IRS unless the payee is exempt. SCE will report the rebate as income on IRS Form 1099. The payee should consult its tax advisor concerning the taxability of the Rebate Payment. This Agreement can be signed electronically. If wet signature required, this Agreement can be downloaded and signed. Following signature, the Program Participant can upload the completed Agreement. SCE will verify for completeness and accuracy and will execute the Agreement and reserve funding accordingly. AGREEMENT BY PROGRAM PARTICIPANT By signing this document, you represent that the information provided in this Agreement is true, accurate and complete, and that you will comply with the terms and conditions set forth in this Agreement. You also represent and warrant that you are a duly authorized representative of Program Participant with the requisite authority to enter into this Agreement. For federal government Program Participants, you must be a Contracting Officer authorized to enter into this Agreement. Name of Program Participant: SAN BERNARDINO, CITY OF Name of Program Participant Representative: ______________________________________________       Packet Pg. 59 Page | 16 9-2-2021 V2.7 Title of Program Participant Representative: _______________________________________________ I certify that the information provided is accurate and complete and that I have authority to sign this Agreement on behalf of Applicant. ________________________________________________ Signature Date: ______________ AGREEMENT BY PROPERTY OWNER (If Program Participant is the Property Owner, no separate signature is required.) By signing this document, you represent and warrant that you are a duly authorized representative of the owner of the property on which the Site is located and that you have the requisite authority to consent to the use of the property in the manner set forth in this Agreement. You also represent that Property Owner hereby approves the installation and operation of the Infrastructure and the Charging Equipment, as well as any other necessary equipment to deploy the Charging Equipment pursuant to the Program as described in this Agreement. You further agree to execute the Easement Agreement within thirty (30) calendar days after Easement Agreement is provided by SCE. Name of Property Owner Representative: ___________________________________________ Title of Property Owner Representative: ___________________________________________ I certify that I have authority to sign this Agreement on behalf of the Property Owner. ________________________________________ Signature Date:       Packet Pg. 60 Page | 17 9-2-2021 V2.7 Endnotes       Packet Pg. 61 DISCUSSION City of San Bernardino Request for Council Action Date:September 12, 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:Discussion of Debt Issuance Options for the City of San Bernardino Recommendation: Receive and file a report on the options for debt issuance. Executive Summary Background and general information on the options for issuing long-term debt in the form of municipal bonds to fund capital projects within the City. Background Issuing municipal bonds or “debt” is an effective way to leverage the money that the City has to fund large capital improvement projects. Long-term debt also aligns the cost of the project with the life of the asset. For example, issuing 30-year bonds to pay for streets that, if properly maintained, have asset lives of 30 years, ensures that the residents paying taxes are paying for the debt service on the project in alignment with the life of the street. Discussion Debt issuances by cities in the State of California are governed by Proposition 13, which requires that any new taxes be approved by the voters. Cities that do not have excess funds for debt service must place a measure on the ballot for approval by the voters in order to issue bonds. Cities that have the capacity to pay for debt service without additional taxes may structure debt as what is called “lease-revenue financing,” using capital assets as the equity in a model in which the city finances and leases the assets for the term of the debt and uses the funds for projects. The City of San Bernardino has enough General Fund revenue to cover debt service without raising taxes. Currently the City has a General Fund bond rating of BBB+ from       Packet Pg. 62 Fitch and BBB- from S&P. These ratings are related to the 2020 Pension Obligation Bonds. Before the City would pursue issuing debt, staff would obtain an Issuer Credit Rating (ICR) for the City from both Fitch and S&P with the hope of gaining a rating upgrade because of the significant improvement in the City’s financial position, the increased economic development interest in the City, and the significant capital investments that the City has made in the last few years. The interest rate, or the cost of the debt for the City, will vary with the market and the ratings that the City receives from the rating agencies. Because there is a three-year spending deadline for funds received from a debt issuance, staff recommends that the City’s initial debt issuance be one that is either a smaller individual project, or “phase one” of a larger project, for example, planning and engineering for City Hall, or planning and pre-construction for a parks and recreation, storm drain or streets and sidewalk project, or some combination thereof. 2021-2025 Strategic Targets and Goals Considering options for issuing long-term debt aligns with Goal No. 1.d: Improved Operational and Financial Capacity, create a framework for spending decisions. Fiscal Impact Receiving and filing a report on the options for issuing debt has no fiscal impact on the City. Conclusion Receive and file a report on the options for debt issuance. Attachments Attachment 1 – PowerPoint Ward: All Wards Synopsis of Previous Council Actions: N/A       Packet Pg. 63 Long-Term Debt Barbara Whitehorn, Agency Director of Administrative Services September 12, 2023 Options for the City of San Bernardino       Packet Pg. 64 Why Issue Debt? $1,000,000 pay-go each year What can $1,000,000 / year buy? •Short street and sidewalk segments •Building and roof repairs •Other small projects Larger projects must be timed to coincide with savings. $1,000,000 debt service What can $1,000,000 / year buy? •30-year debt service on approximately $17,000,000 •A single major: •Street/sidewalk project •Storm drain project •Parks and recreation project •Building project or phase 2       Packet Pg. 65 Why is long-term debt a good model? •Leverages money to fund large projects •Align payments with asset life •Example: 30-year debt is issued Funds streets with life of 30 years Payments align with the “life” of the asset funded by the debt 3       Packet Pg. 66 Issuing Debt (bonds) – Rules and Regs •Governed by Proposition 13 – no new taxes without voter approval •Cities with adequate revenue may use Lease- Revenue Financing Model •City finances buildings it owns and leases them back over the term of the bonds 4 The City of San Bernardino has adequate revenue to support using Lease-Revenue Financing.       Packet Pg. 67 Issuing Debt •City current bond rating (investment grade) •BBB+ from Fitch •BBB- from S&P •Staff would pursue Issuer Credit Rating from both Fitch and S&P before issuance •City’s financial condition •Economic development •Capital investments 5 All positive since last rating       Packet Pg. 68 Discussion       Packet Pg. 69 DISCUSSION City of San Bernardino Request for Council Action Date:September 12, 2023 To:Honorable Mayor and City Council Members From:Charles E. McNeely, Interim City Manager Department:City Manager's Office Subject:Establish the Economic Development Advisory Ad Hoc Sub-Committee (Wards 1 & 3) Recommendation: 1. Adopt Resolution No. 2023-146 of the Mayor and City Council of the City of San Bernardino, California, establishing the Economic Development Advisory Ad Hoc Sub Committee. 2. Mayor to appoint three (3) Councilmembers to the sub-committee. Executive Summary The purpose of the Economic Development Advisory Ad Hoc Sub Committee will be to examine significant projects and provide recommendations to the Mayor and City Council on a range of matters related to the economic development of the downtown area. Background Beginning on May 11, 2023, the Mayor and City Council attended a two-day retreat that provided the elected officials an opportunity to discuss a myriad of topics and priorities with the City Manager. Of great importance among them was revitalizing the downtown area and placing greater focus on the City’s economic development. On June 30, 2023, the City held a workshop that introduced an array of transformative and strategic initiatives aimed at revitalizing the efforts to renew the downtown area and restore it to its former prominence as a center of community activity and on September 12, 2023, Staff brought these strategic initiatives before the Mayor and City Council for their consideration and approval. As the City progresses in its revitalization efforts, Staff recognizes the need for, and benefits of, a Council ad hoc sub-committee focused on moving the City forward with       Packet Pg. 70 implementing critical initiatives, programs, and investments aimed at revitalizing the City. Discussion The purpose of the Economic Development Advisory Ad Hoc Sub-Committee is to provide recommendations to the Mayor and City Council on a broad range of matters related to economic development of the downtown area. In order to function as a true ‘ad hoc’ sub-committee and not a standing committee subject to the Brown Act, the sub-committee must be comprised solely of less than a quorum of council members, have a limited purpose, and have a limited duration. The proposed advisory ad hoc sub-committee will be made up of three members of the City Council appointed by the Mayor in accordance with Section 303(d) of the City Charter with a focus on the downtown core and for a period not to exceed twelve (12) months from the effective date. The sub-committee will provide an opportunity for members to review significant projects, programs, and activities in economic development prior to consideration by the entire Council. As stipulated in Chapter 2.76 of the City’s Municipal Code, council sub-committees can study, research, and make recommendations to the Mayor and City Council concerning any matter referred to the committee by the City’s elected officials. Any policy decisions or direction to staff must still be provided by the City Council as a whole at a regular or special Council meeting. The Economic Development Advisory Ad Hoc Sub-Committee will meet on its own schedule and report back to the Mayor and City Council as needed. 2021-2025 Strategic Targets and Goals The establishment of the Economic Development Ad Hoc Sub-Committee aligns with Goal #4: Economic Growth and Development, Priority C: Roll out a strategy to create a 21st century urban core as it will advance the City’s efforts to revitalize the downtown area by reviewing significant projects, programs, and economic development activities and making appropriate recommendations to the City Council. Fiscal Impact The establishment of the Economic Development Advisory Sub-Committee will not have any fiscal impact to the City. Conclusion 1. Adopt Resolution No. 2023-146 of the Mayor and City Council of the City of San Bernardino, California, establishing the Economic Development Advisory Ad Hoc Sub Committee. 2. Mayor to appoint three (3) Councilmembers to the sub-committee. Attachments Attachment 1 - Resolution No. 2023-146       Packet Pg. 71 Ward: Ward 1; Ward 3 Synopsis of Previous Council Actions:       Packet Pg. 72 Resolution No. 2023-146 Resolution No. 2023-146 September 12, 2023 Page 1 of 3 RESOLUTION NO. 2023-146 RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO, CALIFORNIA, ESTABLISHING THE ECONOMIC DEVELOPMENT ADVISORY AD HOC SUB-COMMITTEE. WHEREAS, under Section 600 of the City Charter and Chapter 2.76 of the San Bernardino Municipal Code, the City Council may establish sub-committees to study, research, and make appropriate recommendations to the Mayor and City Council concerning any matter referred by the Mayor and City Council; and WHEREAS, Section 303(d) of the City Charter states that the Mayor is to appoint the members and officers of Council committees make up of less than a majority of the City Council members, and WHEREAS, on June 30, 2023 the City held a workshop to present an array of transformative and strategic initiatives aimed at revitalizing efforts to renew the downtown area and restore it to its former prominence as a center of community activity; and WHEREAS, Staff recognizes the need for, and benefits of, a Council ad hoc sub- committee focused on moving the City forward with implementing critical initiatives, programs, and investments aimed at revitalizing the downtown core. 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 Economic Development Advisory Ad Hoc Sub-Committee is hereby established with the purpose of providing recommendations to the Mayor and City Council on a broad range of matters generally related to economic development of the downtown area. The sub- committee will be comprised by three members of the City Council appointed by the Mayor in accordance with Section 303(d) of the City Charter and will meet as needed for a period not to exceed twelve (12) months from the effective date of this resolution. 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.       Packet Pg. 73 Resolution No. 2023-146 Resolution No. 2023-146 September 12, 2023 Page 2 of 3 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 12th day of September 2023. Helen Tran, Mayor City of San Bernardino Attest: Genoveva Rocha, CMC, City Clerk Approved as to form: Sonia Carvalho, City Attorney       Packet Pg. 74 Resolution No. 2023-146 Resolution No. 2023-146 September 12, 2023 Page 3 of 3 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. 2023-146 adopted at a regular meeting held on the 12th day of September 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. 75 1 5 4 2 DISCUSSION City of San Bernardino Request for Council Action Date:September 12, 2023 To:Honorable Mayor and City Council Members From:Charles E. McNeely, Interim City Manager Department:City Manager's Office Subject:Strategic Initiatives (All Wards) Recommendation: It is recommended that the Mayor and City Council of the City of San Bernardino, California: 1. Adopt Resolution No. 2023-144: a. Approving and authorizing the Agency Director of Administrative Services to amend the City of San Bernardino’s FY 2023/24 Operating Budget totaling $5,705,188 with $3,435,188 in General Fund Strategic Reserve appropriations, $1,700,000 in General Fund Capital Contingency Reserve appropriations, and $570,000 in Cultural Development Fund appropriations; and b. Approving the creation of the Economic Development Department; and c. Directing staff to prepare and bring back a revised City salary schedule to include any new positions that are budgeted. 2. Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the Strategic Initiatives for funding. 3. Direct staff to bring back Strategic Initiatives that require further Council review and approval. Executive Summary This follow-up to the June 30 Workshop addresses the City’s economic forecast, the viability of closing vacant positions, and the specific funding sources for the Strategic Initiatives.       Packet Pg. 76 1 5 4 2 Background The Mayor and City Council held a Retreat Workshop (“Retreat”) from May 11, 2023, through May 13, 2023, where they defined their goals and priorities for the City of San Bernardino. At the Retreat, economic development opportunities and city staffing priorities, among other topics, were discussed. On June 21, 2023, the Mayor and City Council approved the FY 2023/24 Operating Budget and Capital Improvement Plan. The FY 2023/24 Operating Budget included a surplus of over $7 million and there is an anticipated increase of $5.4 million to Fund Balance for year-end FY 2022/23. On June 30, 2023, a Special Workshop (“Workshop”) was held to address the Council’s goals and priorities. The Workshop was informational only and allowed staff to present a series of Strategic Initiatives and other programs/proposals for the Council’s future consideration. Discussion During the June 30 Workshop, Council expressed concern regarding the reoccurring costs of the Strategic Initiatives and the impact that a drop in consumer spending may have on the City’s ability to fund these costs in the future. Additionally, Council inquired about the viability of closing vacant positions and re-allocating their budgets to fund the Strategic Initiatives. This follow-up to the June 30 Workshop addresses those concerns as staff will provide a presentation and analysis of the City’s economic forecast, position control, and a comparative analysis of other cities. Funding for the Strategic Initiatives comes from three sources: 1) the Strategic Reserve, 2) the Capital Contingency Reserve, and 3) the Cultural Development Fund. The Strategic Reserve is a $3,539,363 set-aside from ongoing General Fund revenue and is at the discretion of the City Council to allocate towards the Strategic Initiatives. The Capital Contingency Reserve includes $6,000,000 and is designed to address funding gaps for CIP projects. The Cultural Development Fund, which currently has a fund balance of $4,374,552, is a revenue stream comprised of a development impact fee on new construction or improvement projects. This fund is intended to support cultural enhancements and developments that are deemed to be a public benefit, which may include renovations to community centers, enhancing and cleaning City parks, etc. The specific funding sources for each item, their estimated cost for FY 2023/24, and their future costs (if applicable) are outlined in the tables on the following pages. For costs related to new staffing positions, the FY 2023/24 costs are based on the positions being filled as of January 1, 2024, which is in line with the typical recruitment and onboarding timelines for the City.       Packet Pg. 77 1 5 4 2 SR=Strategic Reserve; CC=Capital Contingency; CD = Cultural Development Fund 1. Quality of Life FY 2023/24 Recommendations FY 2023/24 Source Future (Based on FY24) a. Turf-friendly mini loader $170,000 CD One Time b. Maintenance Services Agreement: Comprehensive bio-hazard cleanup $250,000 CD $250,000 c. Maintenance Services Agreement Weed abatement and brush clearing $150,000 CD $150,000 d. Hazard Pay $93,600*SR $124,800 e. Private Security City-Wide $1,256,000 SR $1,256,000 * Cost for FY 2023/24 assumes implementation on 9/1/2023 2. One Stop Shop FY 2023/24 Recommendations FY 2023/24 Source Future (Based on FY24) a. One Stop Shop Construction $400,000 CC One Time b. One (1) Community & Developer Ombudsman $69,061 SR $138,122 c. One (1) Senior Customer Service Representative $47,994 SR $95,987 3. Infrastructure Master Plans FY 2023/24 Recommendations FY 2023/24 Source Future (Based on FY24) a. City Hall preliminary engineering and space study $300,000 CC One Time b. Bridge Management Plan $500,000 CC One Time c. ADA Master Plan – Phase I $500,000 CC One Time 4. Legislative Advocacy FY 2023/24 Recommendations FY 2023/24 Source Future (Based on FY24) a. Legislative and Government Affairs Manager $86,937 SR $173,873 b. Federal Advocacy Contract $125,000 SR $125,000 c. State Advocacy Contract $125,000 SR $125,000 5. Strategic Staffing Initiatives Recommendations FY 2023/24 Source Future (Based on FY24) Animal Services a. One (1) Deputy Director of Animal Services $102,001 SR $204,001 b. One (1) Registered Veterinary Technician $40,630 SR $81,259 c. One (1) Veterinary Assistant $33,277 SR $66,554 City Manager’s Office d. One (1) Assistant City Manager $148,588 SR $297,175 Economic Development Department e. One (1) Economic Development Director $140,188 SR $280,376 f. Three (3) Economic Development Managers $279,327 SR $558,654 g. One (1) Administrative Assistant – Economic Development $40,275 SR $80,549 Housing & Homelessness Division h. One (1) Housing Division Manager $93,511 SR $187,022 i. One (1) Principal Accountant $73,534 SR $147,067 j. One (1) Management Analyst II $59,974 SR $119,948       Packet Pg. 78 1 5 4 2 Parks, Recreation, and Community Services k. One (1) Deputy Director of Parks, Recreation, and Community Services $102,001 SR $204,001 Planning Division l. Reclassify - Deputy Director to City Planner/Planning Manager ($51,758)SR ($103,516) m. One (1) Senior Planner $73,221 SR $146,441 n. One (1) Associate Planner $63,412 SR $126,823 o. One (1) Planning Aide $49,913 SR $99,826 p. One (1) Administrative Assistant $40,275 SR $80,549 Public Works q. Three (3) Engineering Project Managers for the Public Works Department $257,420 SR $514,839 r. One (1) Land Development Engineer $85,807 SR $171,613 6. Proposed Strategic Initiatives for Future Years – FY 2024-25 and beyond Recommendations Amount Source Type Quality of Life PD Team $1,575,486 General Fund Ongoing Park Ranger Program $505,900 General Fund Ongoing Annual allocation of $2,000,000 beginning in Fiscal Year 2026/27 to help sustain homeless-related activities $2,000,000 General Fund Ongoing ADA Master Plan – Future Phases $1,500,000 General Fund One Time Storm Drain Master Plan $1,000,000 General Fund One Time Facility/Building Management Plan $1,000,000 General Fund One Time Projects Funding Summary Source FY 2023/24 Ongoing Costs Strategic Reserve*$3,435,188 1 $5,301,963 2 Capital Contingency $1,700,000 None Cultural Development Fund $570,000 $400,000 3 1 Includes savings from reclassifications. 2 Based on Fiscal Year 2023/24 costs. Does not include the proposed strategic initiatives for future consideration (table 6). 3 Assumes another source of funding for bio-hazard cleanup and weed abatement clearing is not found. 2021-2025 Strategic Targets and Goals The approval of the Strategic Initiatives aligns with Key Target No. 1: Improved Operational & Financial Capacity by establishing clear policy direction and predictable organization structures; Key Target No. 2: Focused, Aligned Leadership and Unified Community by building a culture that attracts, retains, and motivates the highest quality talent, as well as investing in tools that continually improve organizational efficiency and effectiveness; Key Target No. 3: Improved Quality of Life by improving the City’s appearance, cleanliness, and attractiveness, as well as enhancing customer-service into all City operations; and Key Target No 4: Economic Growth & Development by establishing a strategy to create a 21st century urban core.       Packet Pg. 79 1 5 4 2 Fiscal Impact The impact to the General Fund is $3,435,188 in Strategic Reserve appropriations and $1,700,000 in Capital Contingency Reserve appropriations. The impact to the Cultural Development Fund is $570,000. Conclusion It is recommended that the Mayor and City Council of the City of San Bernardino, California: 1. Adopt Resolution No. 2023-144 approving and authorizing: a. Approving and authorizing the Agency Director of Administrative Services to amend the City of San Bernardino’s FY 2023/24 Operating Budget totaling $5,705,188 with $3,435,188 in General Fund Strategic Reserve appropriations, $1,700,000 in General Fund Capital Contingency Reserve appropriations, and $570,000 in Cultural Development Fund appropriations; and b. Approving the creation of the Economic Development Department; and c. Directing staff to prepare and bring back a revised City salary schedule to include any new positions that are budgeted. 2. Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the Strategic Initiatives for funding. 3. Direct staff to bring back Strategic Initiatives that require further Council review and approval. Attachments Attachment 1 – Strategic Initiatives Presentation Attachment 2 – Resolution No. 2023-144 Attachment 3 – Position Control Attachment 4 – Organizational Chart Attachment 5 – June 30 Workshop Presentation Ward: All Wards Synopsis of Previous Council Actions: May 11-13, 2023 Mayor and City Council held a Retreat Workshop where they defined their goals and priorities. June 21, 2023 Mayor and City Council approved the FY 2023/24 Operating Budget and Capital Improvement Plan.       Packet Pg. 80 1 5 4 2 June 30, 2023 Mayor and City Council held a Special Workshop where they were presented with a series of Strategic Initiatives that addressed their goals and priorities       Packet Pg. 81 Mayor and City Council Strategic Initiatives September 6, 2023 1       Packet Pg. 82 City Manager’s Opening Remarks Charles McNeely 2       Packet Pg. 83 Position Control Economic Forecast Bottom Line: Funding Strategic Initiatives Overview June 30 Workshop Recap Growth Over Time & Staff Structure Market Position 3       Packet Pg. 84 June 30 Workshop Recap Agenda Topics Quality of Life Initiatives Development Services One Stop Shop Project Infrastructure Master Plan & City Hall Building Legislative Affairs Program Economic Development Bottom Line: Fiscal ImpactOn Friday, June 30, 2023, the Mayor and City Council held an informational workshop where no formal action was taken. 4       Packet Pg. 85 Economic Forecast Presented by: Barbara Whitehorn 5       Packet Pg. 86 Inflation, CPI and Employment Inflation •Inflation slowing down •July Inflation: 3.2% •Slightly higher than June's 2.97% •July 2022 inflation: 8.5% Consumer Price Index (matches inflation) •July 2023 year-over-year: 3.2% •Down from peak 9.1% in June 2022 Employment and Wage Growth •1.6 jobs for every 1 unemployed person •Hourly earnings increased 4.4% year-over-year •May hit 6% this year The Fed has a goal of 2.0% inflation 6       Packet Pg. 87 Economics and Forecast Sales Tax – State and Local •Growth is anticipated to slow in FY 2023/24 •Statewide growth: 0.5% •City of San Bernardino growth: 4 -5% •Main Drivers: •Slowdown in auto sales (-3.3%) •Energy prices coming down (-6.4%) Property Tax •The City receives a portion of Property Tax in lieu of VLF Fees annually (73.2%) •$21,349,222 in FY 2023 Growth is slowing, but sales tax receipts are still increasing The City has an option to exercise the reopener clause this year. 7       Packet Pg. 88 Economics and Forecast Property Tax •Property Tax is generally a stable revenue •Growth can be unpredictable •The number of home and other sales in dropped 15% from calendar year 2021 to 2022 •Residential home sales prices increased on average 13.5% in calendar year 2022 •Prices dropped in the first quarter of calendar year 2023 by 6.6% 8       Packet Pg. 89 Economics and Forecast The Bottom Line •Strong Labor Market •1.6 jobs for every 1 unemployed person •Slowing Inflation •Continued Sales Tax Growth •Slow but Steady Property Tax Growth 9       Packet Pg. 90 Position Control Presented by: Genevieve Valdez & Suzie Soren 10       Packet Pg. 91 Recruitment & Retention Position Control – Internal control of full-time positions •826 FTEs •119 Vacancies Turnover Rate – Ability to retain employees •Healthy/Average - 10% •San Bernardino - 17% Vacancy Rate – Ability to recruit employees •Healthy/Average - 6.8% •San Bernardino - 15% The Bottom Line: High turnover and high vacancy equates to reduced service delivery. 11       Packet Pg. 92 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Turnover (Retention) Vacancy (Recruitment) Recruitment & Retention 12 San Bernardino Industry Average The Bottom Line: Turnover and vacancy rates decrease efficiency, impair outcomes, and increase regulatory challenges. Turnover & Vacancy Rates Comparison       Packet Pg. 93 Costs of Turnover & Vacancy Costs of Turnover Productivity loss from turnover is equal to approximately 1.5 - 2.0x of the employee’s salary. Costs of Vacancy Recruitment and onboarding costs for new employees averages 75% of the employee’s salary. The Bottom Line: It takes 1-2 years for a new employee to reach 100% productivity. Turnover and vacancy reduces service levels and contributes to higher costs. 13       Packet Pg. 94 Impacts of Turnover & Vacancy Consequences •Reduced Workforce Capacity •Increased Workload •Reduced Productivity •Operations & Services Suffer •Lack of Strategic Workforce Planning The Bottom Line: Diminished services to the community and failure to meet strategic goals. 14       Packet Pg. 95 Growth Over Time & Staff Structure Presented by: William Lampi 15       Packet Pg. 96 What We Evaluated •8 Different Cities from 2015 to Current o Population Growth o Budgets o Total Employees o Organizational Structure ▪City-Wide ▪Department Level ▪Division Level Growth Over Time Colton Corona Fontana Moreno Valley Ontario Pomona Rancho Cucamonga Riverside 16       Packet Pg. 97 Growth Over Time 17 The Bottom Line: Growing cities have growing needs. To meet the needs of its residents, the City needs to increase its capacity to deliver services. *Excludes Fire and Utilities Population Growth vs City Employee Growth 8 City Average San Bernardino 3% 10% 1% 19% 0% 5% 10% 15% 20% Population FTE       Packet Pg. 98 48 31 34 37 20 25 30 35 40 45 50 2008 2013 2018 2024 Employees Per 10,000 Residents 42 35 29 18 The Bottom Line: The City has less employees per resident than historic levels. The City cannot provide the same level of service to its residents than it did historically. YEAR FTEs 2008 991 2010 879 2013 667 2015 763 2018 746 2020 651 2024 826 Full-Time Equivalent Positions Over Time *Excludes Fire and Utilities FY FY FY FY       Packet Pg. 99 19 The Bottom Line: The City has less maintenance workers, engineers, code officers, and planners than in 2008. 8.4 4.2 3.6 1.7 6.1 3.0 0.0 2.0 4.0 6.0 8.0 10.0 Public Works Community & Economic Development Employees Per 10,000 Residents 2008 2015 2024 *Accounts for changes in department organization and excludes utilities Total FTEs PW CED 174 87 77 37 136 68 Full-Time Equivalent Positions Over Time FY       Packet Pg. 100 20 25 30 35 40 FY 2015 FY 2024 Impact of Turnover & Vacancy on Service Delivery 6 employees per 10,000 *Excludes Fire and Utilities 20 12 employees per 10,000 Increased Service Gap From Turnover & Vacancy The Bottom Line: High turnover and vacancy rates compromises service delivery. 8 City Average San Bernardino Employees Per 10,000 Residents       Packet Pg. 101 Staff Structure – City Wide 8 City Average *Excludes Public Safety and Utilities 21 City Manager Assistant City Managers Directors & Deputy Directors Division Managers Administrative Supervisors Maintenance & Facility Supervisors Accountants & Analysts Engineers & Planners Project Managers & Specialists Administrative Assistants & Technicians Customer Service Representatives Maintenance Workers & Operators Executives Management & Supervisory Professional & Paraprofessional Front Line & Administrative Support The Bottom Line: A strong and robust employment structure allows for improved recruitment, retention, and service delivery.       Packet Pg. 102 Staff Structure – City Wide San Bernardino Executives Management & Supervisory Professional & Paraprofessional Front Line & Administrative Support 22 The Bottom Line: Gaps in the City’s structure impairs strategic outcomes and causes regulatory compliance challenges. Higher level employees work out of class to fill professional & paraprofessional gaps. Executives and managers are unable to focus on developing and implementing strategic outcomes. Unfilled gaps create oversight challenges for projects, programs, and grants. *Excludes Public Safety and Utilities       Packet Pg. 103 Staff Structure – Division Level Maintenance & Operations Planning Division Executives Management & Supervisory Professional & Paraprofessional Front Line & Administrative Support 8 City Average 1% 9% 5% 85% 23 The Bottom Line: Different departments and divisions have different staffing structure needs. 3% 7% 67% 23%       Packet Pg. 104 0 2 4 6 8 10 12 Staff Structure – Division Level Planning Division Fontana 8 City Average San Bernardino 24 The Bottom Line: Lack of front line & support staff requires planners to fill in coverage gaps at the front counter. This results in slower turnaround times for plan reviews and higher workloads. Professional Staff Front Line & Support Staff       Packet Pg. 105 Parks & Recreation 0 1 2 3 Staff Structure – Department Level 25 8 City Average San Bernardino The Bottom Line: Leadership is stretched between developing strategic outcomes and overseeing multiple responsibilities. Executives (Director & Deputy Director)       Packet Pg. 106 Market Position Presented by: Suzie Soren 26       Packet Pg. 107 Surveyed Cities • Colton • Pomona • Corona • Moreno Valley • Fontana • Rancho Cucamonga • Ontario • Riverside Market Analysis Why These Cities •Compensation Philosophy •Recruitment/Retention •Employees leaving to these agencies 27 San Bernardino Colton Riverside Moreno Valley Fontana Rancho Cucamonga Ontario Corona Pomona       Packet Pg. 108 Market Analysis Benefits •Health Insurance •CalPERS •Employer Paid Member Contribution •Supplemental Retirement •Leave Accruals •Work Schedule 28       Packet Pg. 109 Over the last 3 years there has been a 37% decrease in clicks (views) and 45% decrease in applications received for job postings. Application Statistics 1,878 1,307 1,192 2020 2021 2022 29 96 63 52 2020 2021 2022 Number of Clicks on City Jobs Openings Number of Applications per Job Posting The Bottom Line: There is an intentional decision among job seekers not to apply to the City. Fewer “clicks” and applications reduces the pool of high-quality applicants.       Packet Pg. 110 Market Comparison In San Bernardino, it is perceived that employees experience: •Lower Wages •No Vacation Leave Available in First Year •Lower Vacation Accruals •Lower Leave Accrual Caps •Higher Employee Contributions to CalPERS •Higher Cost of Benefits •Working in a city with a negative reputation •Higher workloads and burnout •Instability The Bottom Line: Harder to Recruit and Harder to Retain Employees. Results in Diminished Services to the Community and Failure to meet Strategic Goals. 30       Packet Pg. 111 Bottom Line: Funding Strategic Initiatives Presented by: Barbara Whitehorn 31       Packet Pg. 112 Staff Recommendations - Quality of Life Staff recommends consideration and approval of the following: •Turf-Friendly Mini-Loader w/Power Washer One Time $170,000 CD •Biohazard Cleanup Agreement Ongoing $250,000 CD •Weed Abatement & Brush Clearing Agreement Ongoing $150,000 CD •Hazard Pay at $200/week for 2 crews FY 23/24 $93,600 SR •FY 23/24 based on 9/1/23 effective date •Ongoing Full-Year Cost: $124,800 •City-wide Security Contract Ongoing $1,256,000 SR •Already Budgeted: $924,500 Bottom Line Expanding the City’s Quality of Life tools and services improves the City’s appearance, cleanliness, safety, and attractiveness for its residents, businesses, and the development community. 32 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $1,349,600 $1,380,800 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $570,000 $400,000 Total $1,919,600 $1,780,800 (FSI) Future Strategic Initiatives $4,081,386 $1,919,600       Packet Pg. 113 Staff Recommendations - Quality of Life Staff recommends prioritizing the following as part of the budget process •Quality of Life Police Department Team Ongoing $1,575,486 FSI •Park Ranger Program Ongoing $505,900 FSI •Homelessness Services Sustainability Ongoing $2,000,000 FSI •Beginning FY 2026/27 Staff recommends for Council to provide direction on the following: •Additional rules for restrictions around sensitive uses/areas •An ordinance prohibiting the storage of personal property in public areas Bottom Line Expanding the City’s Quality of Life tools and services improves the City’s appearance, cleanliness, safety, and attractiveness for its residents, businesses, and the development community. 33 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $1,349,600 $1,380,800 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $570,000 $400,000 Total $1,919,600 $1,780,800 (FSI) Future Strategic Initiatives $4,081,386 $4,081,386       Packet Pg. 114 Staff Recommendations – One Stop Shop Staff recommends consideration and approval of the following: •Design and Construction One Time $400,000 CC •Already Budgeted: $400,000 •Ombudsperson Salary & Benefits FY 23/24 $69,061 SR •Ongoing Full-Year Estimate: $138,122 •Bilingual Senior Customer Service Rep. FY 23/24 $47,994 SR •Ongoing Full-Year Estimate: $95,987 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Establishing the One-Stop Shop reduces wait times, improves the plan check process, and enhances the customer experience, making the City’s permitting process friendlier to developers, businesses, and residents alike. 34 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $ 117,055 $ 234,109 (CC) Capital Contingency $ 400,000 $ 0 (CD) Cultural Development $ 0 $ 0 Total $ 517,055 $ 234,109 (FSI) Future Strategic Initiatives $ 0 $517,055       Packet Pg. 115 Staff Recommendations – Infrastructure Staff recommends consideration and approval of the following: •City Hall Engineering and Space Study One Time $300,000 CC •Bridge Management Master Plan One Time $500,000 CC •ADA Master Plan, Phase I One Time $500,000 CC Staff recommends prioritizing the following as part of the budget process •ADA Master Plan, Future Phases One Time $1,500,000 FSI •Storm Drain Master Plan One Time $1,000,000 FSI •Facility / Building Management Plan One Time $1,000,000 FSI Bottom Line Establishing Master Plans enables the City to wholistically evaluate its infrastructure needs, allowing for proactive improvements in the prioritization, development, and delivery of capital projects. 35 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $ 0 $ 0 (CC) Capital Contingency $ 1,300,000 $ 0 (CD) Cultural Development $ 0 $ 0 Total $ 1,300,000 $ 0 (FSI) Future Strategic Initiatives $ 3,500,000 $1,300,000 $3,500,000       Packet Pg. 116 Staff Recommendations – Legislative Affairs Staff recommends consideration and approval of the following: •Federal Advocacy Contract Ongoing $125,000 SR •State Advocacy Contract Ongoing $125,000 SR •Legislative & Governmental Affairs Manager FY 23/24 $86,937 SR •Ongoing Full-Year Estimate: $173,873 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Staff recommends for Council to provide direction on the following: •Identifying a list of potential projects for upcoming state and federal funding cycles. •Updating the Legislative Platform to expand the homelessness platform and include Animal Services, funding equities, fentanyl and other illegal drugs, and tribal sovereignty. Bottom Line Establishing a Legislative Affairs position and approving advocacy contracts improves the City’s ability to secure state and federal funding and ensures that the Mayor and Council has full visibility over impactful legislation. 36 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $ 336,937 $ 423,873 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Total $ 336,937 $ 423,873 (FSI) Future Strategic Initiatives $ 0 $336,937       Packet Pg. 117 Staff Recommendations – Economic Development Staff recommends Council provide direction on the following: •Investment Playbook/Nerve Center Operator •Investment Playbook Fiscal Agent •Evaluate the Feasibility of Economic Development Initiatives •Implementing a Downtown Economic Impact Study •Property and Business Improvement District Formation •Pedestrian Activation at Court Street •Special Event Programming •Revolving Loan Program •Retaining a brokerage firm to market city-owned properties​ •Establishing a Downtown University Campus •Implementing an Economic Development Action Plan​ •Expanding Chamber and Association Partnerships •Rebranding Bottom Line Establishing operational plans and roadmaps that include community and stakeholder partnerships will allow the City to implement a new Economic Development Plan for the revitalization of Downtown. 37 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve None at this time None at this time (CC) Capital Contingency None at this time None at this time (CD) Cultural Development None at this time None at this time Total None at this time None at this time (FSI) Future Strategic Initiatives $ 0       Packet Pg. 118 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Economic Development Department Staffing •Director of Economic Development FY 23/24 $140,188 SR •Ongoing Full-Year Estimate: $280,376 •Three Economic Development Managers FY 23/24 $279,327 SR •Ongoing Full-Year Estimate: $558,654 •Administrative Assistant FY 23/24 $40,275 SR •Ongoing Full-Year Estimate: $80,549 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Providing a greater focus and commitment to Economic Development by establishing and staffing the Economic Development Department accelerates Downtown revitalization efforts and allows the City to attract new businesses with greater marketing and outreach initiatives, retain existing business with better services, and establish special event programs, leading to long-term revenue growth and economic prosperity. 38 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $459,790 $919,579 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Econ Dev Subtotal $459,790 $919,579 (FSI) Future Strategic Initiatives $ 0 $459,790       Packet Pg. 119 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Animal Services Staffing •Deputy Director of Animal Services FY 23/24 $102,001 SR •Ongoing Full-Year Estimate: $204,001 •Registered Veterinary Technician FY 23/24 $40,630 SR •Ongoing Full-Year Estimate: $81,259 •Veterinary Assistant FY 23/24 $33,277 SR •Ongoing Full-Year Estimate: $66,554 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Enhancing the veterinary staff and leadership of Animal Services improves the department’s service levels, provides for better care and well-being of animals, and enables the department to bring forward more programs and initiatives for the benefit of the City. 39 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $175,908 $351,814 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Animal Services Subtotal $175,908 $351,814 (FSI) Future Strategic Initiatives $ 0 $175,908       Packet Pg. 120 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •City Manager’s Office Staffing •Assistant City Manager FY 23/24 $148,588 SR •Ongoing Full-Year Estimate: $297,175 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Strengthening the structure, capacity, and span of control of the City Manager’s Office enables the City to accelerate the implementation of Council’s strategic goals and priorities, as well as providing improved focus and direction on enhancing City-wide operations, high-priority projects, and resolving highly sensitive matters. 40 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $148,588 $297,175 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 City Manager Ofc Subtotal $148,588 $297,175 (FSI) Future Strategic Initiatives $ 0 $148,588       Packet Pg. 121 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Housing and Homelessness Staffing •Housing Division Manager FY 23/24 $93,511 SR •Ongoing Full-Year Estimate: $187,022 •Principal Accountant FY 23/24 $73,534 SR •Ongoing Full-Year Estimate: $147,067 •Management Analyst II FY 23/24 $59,974 SR •Ongoing Full-Year Estimate: $119,948 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Improving the Housing Division’s project planning, management, and oversight capacity leads to increases in the City’s housing inventory and allow for more rigorous monitoring and compliance practices. 41 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $227,019 $454,037 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Housing Subtotal $227,019 $454,037 (FSI) Future Strategic Initiatives $ 0 $227,019       Packet Pg. 122 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Parks, Recreation and Community Services Staffing •Deputy Director of Parks FY 23/24 $102,001 SR •Ongoing Full-Year Estimate: $204,001 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Enhancing Park’s leadership structure improves oversight over the department’s operating budget, grant programs, and CIP projects, allowing for new and expanded efforts in revitalizing the City’s parks and programs. 42 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $102,001 $204,001 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Parks Subtotal $102,001 $204,001 (FSI) Future Strategic Initiatives $ 0 $102,001       Packet Pg. 123 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Planning Division Staffing •The City Planner (Reclassification) FY 23/24 ($51,758) SR •Ongoing Full-Year Estimate: ($103,516) •Senior Planner FY 23/24 $73,221 SR •Ongoing Full-Year Estimate: $146,441 •Associate Planner FY 23/24 $63,412 SR •Ongoing Full-Year Estimate: $126,823 •Planning Aide FY 23/24 $49,913 SR •Ongoing Full-Year Estimate: $99,826 •Administrative Assistant FY 23/24 $40,275 SR •Ongoing Full-Year Estimate: $80,549 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Bottom Line Expanding the Planning Division improves the City’s responsiveness to developers and reduces the review times for projects, making the City more friendly and attractive for economic development. 43 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $175,063 $350,123 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Planning Subtotal $175,063 $350,123 (FSI) Future Strategic Initiatives $ 0 $175,063       Packet Pg. 124 Staff Recommendations – Strategic Staffing Staff recommends consideration and approval of the following: •Public Works Staffing •Three Engineering Project Managers FY 23/24 $257,420 SR •Ongoing Full-Year Estimate: $514,839 •Land Developer Engineer FY 23/24 $85,807 SR •Ongoing Full-Year Estimate: $171,613 Note: FY 23/24 staff costs are based on 6 months of employment (1/1/24 start date) Staff recommends for Council to provide direction on the following: •Retitling the Departments •Retitling the Agency Directors Bottom Line Working towards a more robust Engineering staffing structure improves CIP project management capacity, reduces the CIP project workload from 47 projects per manager to 24 (which is closer to the industry average of 7-10 projects per manager), and accelerates CIP project delivery, allowing the City to better meet the needs of the community. 44 FUNDING SOURCE FY 23/24 ONGOING (SR) Strategic Reserve $343,227 $686,452 (CC) Capital Contingency $ 0 $ 0 (CD) Cultural Development $ 0 $ 0 Public Works Subtotal $343,227 $686,452 (FSI) Future Strategic Initiatives $ 0 $343,227       Packet Pg. 125 $4,081,386$1,780,800$1,919,600 Costing Overview 45 FY 2023/24 Ongoing Costs Future Considerations Quality of Life One Stop Shop Infrastructure Legislative Affairs Economic Development Strategic Staffing $0$234,109$517,055 $3,500,000$0$1,300,000 $0$423,873$336,937 $0$0$0 $0$3,263,181$1,631,596 $7,581,386$5,701,963$5,705,188       Packet Pg. 126 Strategic Reserve-Ongoing Costs•Strategic Reserve: $3,539,363 •Total Proposed (FY 2023/24): $3,435,188 •Remaining (FY 2023/24): $104,175 •Est. Ongoing (future years): $5,301,963 Capital Reserve- One-Time Costs•Capital Reserve: $6,000,000 •Total Proposed (FY 2023/24): $1,700,000 •Remaining (FY 2023/24): $4,300,000 •Est. Ongoing (future years): N/A (one-time)Cultural Development•Cultural Dev. Fund Balance: $4,374,552 •Total Proposed (FY 2023/24): $570,000 •Remaining (FY 2023/24): $3,804,552 •Est. Ongoing (future years): $400,000 Summary of Funding Sources 46       Packet Pg. 127 Staff Recommendation 1.Adopt Resolution 2023-144: a.Amending the FY 2023/24 Operating Budget totaling $5,705,188 with: •$3,435,188 in General Fund Strategic Reserve total appropriations •$1,700,000 in General Fund Capital Contingency Reserve total appropriations •$570,000 in Cultural Development Fund total appropriations b.Approving the creation of the Economic Development Department c.Directing staff to prepare and bring back a revised City salary schedule to include new positions 2.Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the Strategic Initiatives for funding 3.Direct staff to bring back Strategic Initiatives requiring further Council review and approval 47       Packet Pg. 128 City Manager’s Closing Remarks Charles McNeely 48       Packet Pg. 129 Questions? 49       Packet Pg. 130 Resolution No. 2023-144 Resolution No. 2023-144 September 12, 2023 Page 1 of 3 3 3 8 5 RESOLUTION NO. 2023-144 RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO, CALIFORNIA: 1. APPROVING AND AUTHORIZING THE AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES TO AMEND THE CITY OF SAN BERNARDINO’S FY 2023/24 OPERATING BUDGET TOTALING $5,705,188 WITH $3,435,188 IN GENERAL FUND STRATEGIC RESERVE APPROPRIATIONS, $1,700,000 IN GENERAL FUND CAPITAL CONTINGENCY RESERVE APPROPRIATIONS, AND $570,000 IN CULTURAL DEVELOPMENT FUND APPROPRIATIONS; 2. APPROVING THE CREATION OF THE ECONOMIC DEVELOPMENT DEPARTMENT; AND 3. DIRECTING STAFF TO PREPARE AND BRING BACK A REVISED CITY SALARY SCHEDULE TO INCLUDE ANY NEW POSITIONS THAT ARE BUDGETED WHEREAS, a Mayor and City Council Retreat Workshop was held from May 11, 2023 through May 13, 2023, to set goals, definitions, and priorities for the City of San Bernardino; WHEREAS, a special meeting was held on June 30, 2023, to address the Mayor and City Council’s priorities that were agreed upon in the Mayor and City Council Retreat Workshop to present the City’s Strategic Initiatives; WHEREAS, staff was directed to return to the Mayor and City Council, following the June 30th, 2023 special meeting, with a list of vacancies and associated budget to assess the possibility of repurposing the allocated budget from vacant positions to the proposed strategic initiatives; and WHEREAS, staff has conducted an analysis of the City of San Bernardino’s recruitment and retention rates, organizational and staffing structure, growth over time, and overall competitive workforce philosophy in comparison to surrounding agencies of comparable scope. WHEREAS Section 501 of the City Charter allows the City manager to establish City departments, offices, or agencies in addition to those created by the Charter, subject to approval of the City Council. 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 approve the amendment of $5,705,188 to the FY 2023/24 Operating Budget, of which: $3,435,188 totals the appropriations from the General Fund Strategic Initiative Reserve Fund Balance, $1,700,000 totals the appropriations from the       Packet Pg. 131 Resolution No. 2023-144 Resolution No. 2023-144 September 12, 2023 Page 2 of 3 3 3 8 5 General Fund Capital Contingency Reserve Fund Balance, and $570,000 totals the appropriations from the Cultural Development Fund Balance. SECTION 3. Approving the creation of the Economic Development Department. SECTION 4. The Agency Director of Administrative Services, or designee, is hereby authorized to amend the FY 2023/24 Operating Budget in the total amount of $5,705,188. SECTION 5.Staff is directed to prepare and bring back a revised City salary schedule to include any new positions that are budgeted. SECTION 6.Staff is directed to prioritize available funding for the proposed workshop strategic initiatives for future years as part of the FY 2024/25 & FY 2025/26 Biennial Budget development process. SECTION 7.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 8.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 9. 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 12th day of September 2023. Helen Tran, Mayor City of San Bernardino Attest: Genoveva Rocha, CMC, City Clerk Approved as to form: Sonia Carvalho, City Attorney       Packet Pg. 132 Resolution No. 2023-144 Resolution No. 2023-144 September 12, 2023 Page 3 of 3 3 3 8 5 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. 2023-144, adopted at a regular meeting held on the 12th day of September 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. 133 Budgeted Positions in FY 2023/24 Total Approved Positions Filled Vacant ACCOUNTANT II 2 - 2 ACCOUNTANT II - PAYROLL 1 1 - ACCOUNTING DIVISION MANAGER (U)1 - 1 ACCOUNTING TECHNICIAN I (FLEX)4 3 1 ACCOUNTING TECHNICIAN II 5 5 - ACCOUNTING TECHNICIAN III 1 1 - ADMINISTRATIVE ASSISTANT 8 7 1 ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U)1 1 - ADMINISTRATIVE SERVICES SUPERVISOR 2 2 - ADMINISTRATIVE SUPERVISOR AND EXECUTIVE ASSISTANT TO THE CITY MANAGER (U)1 1 - AGCY DIR OF COMM, HSNG & ECON DEV U 1 1 - AGCY DIR OF PUBLIC WRKS, OPS&MAIN(U)1 1 - AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES (U)1 1 - ANIMAL CONTROL OFFICER I (FLEX)3 3 - ANIMAL CONTROL OFFICER II 3 2 1 ANIMAL SERVICES MANAGER 1 - 1 ANIMAL SERVICES REPRESENTATIVE 2 1 1 ANIMAL SERVICES SUPERVISOR 3 2 1 ANIMAL SHELTER ATTENDANT 12 10 2 ARBORIST 1 1 - ASSESSMENT DISTRICT/REAL PROP SPECIALIST 1 1 - ASSISTANT BUILDING OFFICIAL (U)1 - 1 ASSISTANT CHIEF OF POLICE 1 1 - ASSISTANT CITY MANAGER (U)1 1 - ASSISTANT PLANNER (FLEX)2 2 - ASSOCIATE PLANNER 3 2 1 BUDGET DIVISION MANAGER (U)1 1 - BUILDING INSPECTOR I (FLEX)2 1 1 BUILDING OFFICIAL (U)1 1 - BUSINESS REGISTRATION INSPECTOR 6 6 - BUSINESS REGISTRATION MANAGER 1 1 - BUSINESS REGISTRATION REPRESENTATIVE I 2 1 1 BUYER 2 2 - CDBG/HOUSING PR0GRAM ASSISTANT 1 - 1 CEMETERY CARETAKER 1 - 1 CHIEF DEPUTY CITY CLERK (U)1 1 - CHIEF OF POLICE 1 1 - CITY CLERK (U)1 1 - CIVIL ENGINEERING DIVISION MANAGER (U)1 1 - CODE ENFORCEMENT DIVISION MANAGER (U)1 1 - CODE ENFORCEMENT OFFICER I (FLEX)8 8 - CODE ENFORCEMENT OFFICER II 10 8 2 COMMON COUNCIL 7 7 - COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 1 - 1 COMMUNITY DEVELOPMENT TECHNICIAN 4 3 1 COMMUNITY INTERVENTION PROGRAM MANAGER (U)1 - 1 COMMUNITY RECREATION MANAGER 3 3 - COMMUNITY RECREATION PROGRAM SUPERVISOR 4 4 - COMMUNITY SERVICES OFFICER 38 33 5 COMMUNITY SERVICES PROGRAM COORDINATOR 15 14 1 CONSTRUCTION MANAGER 1 1 - COUNCIL ADMINISTRATIVE SUPERVISOR (U)1 1 - CRIME ANALYST 4 4 - CRIMINAL INVESTIGATION OFFICER 10 10 - CUSTODIAL SUPERVISOR 1 1 - CUSTODIAN 8 8 - CUSTOMER SERVICE REP. (BILINGUAL) 1 1 - CUSTOMER SERVICE REPRESENTATIVE 3 3 - DEPUTY CITY CLERK I (U)2 2 - DEPUTY DIRECTOR OF FINANCE (U)1 1 - DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS (U)1 1 - DEPUTY DIRECTOR OF HUMAN RESOURCES (U)1 1 - DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U)1 1 - DEPUTY DIRECTOR OF OPERATIONS (U)1 1 - DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U)1 1 - DEPUTY DIRECTOR/CITY PLANNER (U)1 - 1 DETECTIVE/CORPORAL 44 43 1 DIRECTOR OF ANIMAL SERVICES (U)1 1 - DIRECTOR OF HUMAN RESOURCES (U)1 1 - DIRECTOR OF INFORMATION TECHNOLOGY (U)1 1 - DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U)1 1 - DISADVANTAGED BUSINESS ENTERPRISE (DBE) SPECIALIST 1 1 - DIVERSITY, EQUITY & INCLUSION OFFICER (U)1 - 1       Packet Pg. 134 Budgeted Positions in FY 2023/24 Total Approved Positions Filled Vacant ECONOMIC DEVELOPMENT DIVISION MANAGER (U)1 1 - ECONOMIC DEVELOPMENT PROJECT MANAGER 1 1 - ECONOMIC DEVELOPMENT SPECIALIST 1 1 - ELECTRICIAN I (FLEX)1 1 - ENGINEERING ASSISTANT I (FLEX)3 2 1 ENGINEERING ASSISTANT II 3 3 - ENGINEERING ASSISTANT III 1 1 - ENGINEERING ASSOCIATE 1 1 - ENGINEERING PROJECT MANAGER 1 1 - ENGINEERING TECHNICIAN 2 2 - ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 1 1 - ENVIRONMENTAL PROGRAMS COORDINATOR 1 1 - EQUIPMENT MAINTENANCE SUPERVISOR 1 1 - EQUIPMENT MECHANIC I (FLEX)2 2 - EQUIPMENT MECHANIC II 4 3 1 EQUIPMENT SERVICE WORKER 2 1 1 EXECUTIVE ASSISTANT 3 3 - EXECUTIVE ASSISTANT (U)1 1 - EXECUTIVE ASSISTANT TO DIRECTOR (U)9 9 - EXECUTIVE ASSISTANT TO MAYOR (U)1 1 - FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U)1 - 1 FACILITIES MAINTENANCE MECHANIC 4 4 - FACILITIES MAINTENANCE SUPERVISOR 1 1 - FLEETS PARTS TECHNICIAN 1 1 - FOOD SERVICE SUPERVISOR 1 1 - FORENSICS SPECIALIST I (FLEX)1 1 - FORENSICS SPECIALIST II 8 8 - FORENSICS SUPERVISOR 1 1 - FORESTRY SUPERVISOR 1 1 - GIS ADMINISTRATOR 1 1 - GRANTS ASSISTANT 1 1 - GRANTS DIVISION MANAGER (U)1 1 - GRANTS WRITER 1 - 1 GROUNDWORKER ARBORIST 2 1 1 HOMELESS SERVICES COORDINATOR 1 1 - HOUSING COMPLIANCE SPECIALIST 1 1 - HUMAN RESOURCES ANALYST I 3 3 - HUMAN RESOURCES ANALYST II 3 1 2 HUMAN RESOURCES TECHNICIAN 1 1 - HVAC MECHANIC 1 1 - INFORMATION TECHNOLOGY ANALYST II 2 2 - INFORMATION TECHNOLOGY MANAGER 2 2 - INTERIM CITY MANAGER (U)1 1 - LANDSCAPE & IRRIGATION INSPECTOR I (FLEX)1 1 - LANDSCAPE & IRRIGATION INSPECTOR II 3 3 - LEAD ANIMAL CONTROL OFFICER 1 1 - LEAD BUILDING INSPECTOR 1 1 - LEAD CODE ENFORCEMENT OFFICER 2 2 - LEAD CUSTODIAN 1 1 - LEAD EQUIPMENT MECHANIC 1 1 - LEAD MAINTENANCE WORKER 6 4 2 LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 1 1 - LEGAL ADMINISTRATIVE ASSISTANT (U)1 1 - LIBRARIAN I (FLEX)1 1 - LIBRARIAN II 1 1 - LIBRARY CIRCULATION SUPERVISOR 1 1 - LIBRARY DIRECTOR (U)1 1 - LIBRARY NETWORK ADMINISTRATOR 1 1 - LIBRARY NETWORK TECHNICIAN 1 1 - LIBRARY PROGRAM COORDINATOR 1 1 - LIBRARY TECHNICIAN I (FLEX)3 3 - LIBRARY TECHNICIAN II 5 4 1 LIEUTENANT 12 12 - LITERACY PROGRAM COORDINATOR 1 1 - MAINTENANCE SUPERVISOR 3 2 1 MAINTENANCE WORKER I (FLEX)26 18 8 MAINTENANCE WORKER II 3 2 1 MAINTENANCE WORKER III 6 2 4 MANAGEMENT ANALYST I (FLEX)8 6 2 MANAGEMENT ANALYST I FLEX (U)2 2 - MANAGEMENT ANALYST II (U)1 1 - MARKETING & MEDIA SPECIALIST 1 - 1 MARKETING & PUBLIC RELATIONS SPECIALIST 1 1 -       Packet Pg. 135 Budgeted Positions in FY 2023/24 Total Approved Positions Filled Vacant MAYOR 1 1 - NEIGHBORHOOD & CUSTOMER SVCS MGR (U)1 1 - NETWORK SYSTEMS ADMINISTRATOR 1 - 1 NPDES INSPECTOR I (FLEX)2 1 1 NPDES MANAGER 1 1 - OPERATIONS & MAINTENANCE DIVISION MANAGER (U)1 - 1 PARKING ENFORCEMENT OFFICER 7 4 3 PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 1 1 - PARKS MAINTENANCE WORKER II 2 2 - PAYROLL SUPERVISOR 1 1 - PAYROLL TECHNICIAN 1 - 1 PERMIT SERVICES SUPERVISOR 1 1 - PLANNING AIDE 1 1 - PLANS EXAMINER I (FLEX)1 - 1 PLANS EXAMINER II 1 - 1 PLUMBER 1 1 - POLICE CAPTAIN (U)3 3 - POLICE DISPATCH SUPERVISOR 4 4 - POLICE DISPATCHER I (FLEX)10 10 - POLICE DISPATCHER II 16 12 4 POLICE FLEET MAINTENANCE EXPEDITOR 1 1 - POLICE OFFICER 193 158 35 POLICE P&T TECHNICIAN 2 2 - POLICE RECORDS SUPERVISOR 2 2 - POLICE RECORDS TECHNICIAN I (FLEX)8 8 - POLICE RECORDS TECHNICIAN II 11 10 1 POOL MAINTENANCE COORDINATOR 1 1 - PRINCIPAL CIVIL ENGINEER 1 - 1 PRINCIPAL PLANNER (U)1 - 1 PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U)1 - 1 PROPERTY & EVIDENCE SUPERVISOR 1 1 - PROPERTY AND EVIDENCE TECHNICIAN I (FLEX)1 1 - PROPERTY AND EVIDENCE TECHNICIAN II 1 1 - PUBLIC INFORMATION OFFICER (U)1 1 - PUBLIC WORKS INSPECTOR I (FLEX)1 1 - PUBLIC WORKS INSPECTOR II 3 3 - PUBLIC WORKS SAFETY AND TRAINING OFFICER 1 1 - PURCHASING DIVISION MANAGER (U)1 1 - REAL PROPERTY MANAGER 2 2 - RECORDS MANAGEMENT SPECIALIST (U)2 1 1 REGISTERED VETERINARY TECHNICIAN 1 1 - SENIOR ANIMAL SERVICES REP.6 6 - SENIOR ARBORIST 1 1 - SENIOR CUSTOMER SERVICE REP. (BIL)4 4 - SENIOR CUSTOMER SERVICE REPRESENTATIVE 1 1 - SENIOR GIS ANALYST 1 1 - SENIOR HUMAN RESOURCES/RISK ANALYST 3 2 1 SENIOR INFORMATION TECHNOLOGY ANALYST 3 3 - SENIOR INFORMATION TECHNOLOGY TECHNICIAN 1 1 - SENIOR MANAGEMENT ANALYST 7 7 - SENIOR NETWORK SYSTEMS ADMINISTRATOR 1 1 - SENIOR OFFICE ASSISTANT 5 5 - SENIOR OFFICE ASSISTANT (U)1 1 - SENIOR PLANNER 2 1 1 SERGEANT 43 43 - SHELTER VETERINARIAN 1 - 1 SOLID WASTE FIELD INSPECTOR 1 1 - STATION MANAGER 1 1 - TECHNOLOGY LIBRARIAN 1 1 - TRAFFIC ENGINEER 1 1 - TRAFFIC ENGINEERING ASSOCIATE 2 2 - TRAFFIC SIGNAL AND LIGHTING SUPERVISOR 1 1 - TRAFFIC SIGNAL TECHNICIAN I (FLEX)1 - 1 TRAFFIC SIGNAL TECHNICIAN II 2 1 1 TRAFFIC SIGNAL TECHNICIAN III 1 - 1 TREASURY MANAGER 1 - 1 GRAND TOTAL 826 707 119       Packet Pg. 136 Residents of San Bernardino Mayor & City Council (8) Water Board SBMWD Library BoardCity Attorney City Clerk City Manager SB Public Library Boards & Commissions Assistant City Manager Assistant City Manager Management Analysts Neighborhood Srvcs. Performance Audits I.E. Media Grp. (IEMG) Legislation Grants Management Public Information City Council Support Finance & Management Services Human Resources & Risk Community Development & Housing Public Works, Operations & Maintenance Parks, Recreation & CommunityAnimal Services Management Services Information Technology Economic Development / Special Events Police Proposed, August 2023       Packet Pg. 137 Quality of Life Addressing the City’s Homeless Crisis Presented by: Cassandra Searcy, Deputy Director of Housing & Homelessness       Packet Pg. 138 Court Rulings & Settlements Martin v. Boise •In September 2018, the Federal Court ruled against Boise, Idaho for criminalizing (prosecuting) homeless people for sleeping in public places when the city lacked enough shelters. •This Case severely restricts a city’s ability to manage or control the spread of homeless encampments. Judge Carter Settlements •Orange County vs Orange County Catholic Worker (Case Settled October 2018) •City of Los Angeles (Case Settled April 2022) •County of Los Angeles (Case Settled September 2022)       Packet Pg. 139 City of San Bernardino Homeless Data 2019 2020 2022 2023 Sheltered 123 183 358 276 Unsheltered 639 823 992 1017 Transitional 128 50 120 209 Total 890 1056 1350 1502 123 183 358 276 639 823 992 1017 128 50 120 209 890 1056 1350 1502 0 200 400 600 800 1000 1200 1400 1600 2019-2023 Shelter Beds 415 Currently Active 196 Still Needed 611 Total Required       Packet Pg. 140 Current Action Programs & Services •Homeless Outreach Team •Mobile Showers •Multi-Disciplinary Team o City Police Dept ▪District Resource Officers ▪COAST Team o Code Enforcement o Public Works o Animal Control       Packet Pg. 141 SHERIFF’S HOPE TEAM/INNROADS SALVATION ARMY & CATHOLIC CHARITIES DRO’S/ COAST TEAM HEALTHCARE IN ACTION Multi-Disciplinary Team       Packet Pg. 142 Background Prior Council Action: •December 7, 2022 – The Mayor and City Council allocated $24.5 million in American Rescue Plan Act (ARPA) funds towards a Homelessness Initiative with the following projects and services: •SB HOPE Campus and Navigation Center – Development ($12.45 million) •Navigation Center Operating Costs ($4.5 million) •Homelessness Outreach Team ($1.5 million) •Mobile Shower & Laundry Services ($150k) •Project Homekey Round 3: •Lutheran Social Services ($5 million) •San Bernardino Valley College ($900k)       Packet Pg. 143 Background Prior Council Action: •February 1, 2023 - The Mayor and City Council declared a Homelessness State of Emergency. •March 15, 2023 – The Mayor and City Council approved an additional $4,299,672 of HOME-ARP funds to assist in the design, construction, and operation of the City’s future Navigation Center. •April 26, 2023 – The Mayor and City Council approved a joint application with Lutheran Social Services for Project Homekey 3.0 grant funding for the development of a 140-bed interim housing facility and 30 semi-private emergency shelter beds. •May 3, 2023 - $1.7 million in CDBG funding allocated towards a temporary emergency shelter; approved Emergency Solutions Grants to Homelessness providers.       Packet Pg. 144 Background Prior Council Action: •May 17, 2023: •Applied to Project Homekey 3.0 Grant funding for development of SB Hope Campus (Navigation Center) •The Mayor and City Council: •Approved a Professional Services Agreement ($1.5 million) with Hope the Mission to oversee the City's Homeless Outreach Project and to act as developer and lead operator of the Navigation Center. •Approved a one-year Mobile Shower Pilot Agreement with Community Action Partnership for $150,000. •Reallocated $973,500 in ARPA funds from SBVC Project and ASU Relocation Assistance to provide interim housing       Packet Pg. 145 Interim Shelter Core Components •Up to 100 Motel Units •Security & Housekeeping •Case Management •Wrap Around Supportive Services •Meals (2 per day) Council approval is needed to secure an Agreement with a local motel owner & interim shelter Lead Operator       Packet Pg. 146 Conceptual SB Hope Campus Interim Housing, Healthcare, and Services       Packet Pg. 147 Navigation Center Location Sixth Street       Packet Pg. 148 Recommendations Staff will recommend at a future meeting the follow actions: 1.Approve the Professional Services Agreement with Hope the Mission to act as Lead Operator at the City’s Interim Shelter. 2.Approve the Professional Services Agreement with SB Express LLC to establish Motel Interim Shelter. 3.Approve the annual allocation of $2 million from the General Fund beginning FY 2026/27 to help sustain homeless related activities. 4.Adopt Resolution No. 2023-092 authorizing the Interim City Manager or his designee to apply for and execute grants related to addressing homelessness. Request For Funding FY 2023/24 Future Homeless Sustainability Commitment N/A $2,000,000       Packet Pg. 149 Questions?       Packet Pg. 150 Quality of Life Police Department Presented by: Chief Goodman       Packet Pg. 151 Background Current Challenges •Quality of Life crime. •Prevention of access to public locations vital to community wellness and youth development. •Criminal vagrancy that threatens the public health and safety. •Criminal activity that gives the appearance of disorder and an unsafe environment.       Packet Pg. 152 Downtown Pilot Project Ideal Downtown Qualities •Economic driver •Welcoming location for all community members •Attractive location for visitors •Exemplify the City’s heritage and spirit       Packet Pg. 153 Pilot Project Goals Downtown Goals •Partner with outreach and behavioral health workers to provide services. •Reduce crime statistics •Reduce the appearance of blight •Reduce frequency of quality-of-life crimes •Crimes that create disorder •Crimes that reflect social decay •Prevent re-occupation by criminal actors       Packet Pg. 154 Downtown Strategy Downtown Strategy •Implement proven strategies •Identify key areas vital to community and youth health and development •Identify criminal activity that compromises public health and safety in key areas •Data-driven enforcement and outreach •Assess strategy and results daily •Adjust deployment strategy based on the data collected       Packet Pg. 155 Focus Resources Five District Map Downtown Restoration Plan       Packet Pg. 156 Results STATS APRIL-JUNE Felony Arr.Misd. Arr.Traffic Cites Parking Cites Infractions Tows Shopping Carts Resources Offered 10 183 34 99 127 27 30 3       Packet Pg. 157 Long Term Strategy Strategy of Compassion, Common Sense, and Accountability •Develop a dedicated multi-discipline Quality of Life PD Team for city-wide outreach and enforcement. •Train officers in homeless liaison encounters. •Identify key locations for enforcement and evaluate daily. •Apply lessons learned during the Downtown pilot program. •Partner with Outreach workers and Behavioral Health to offer services and enforce all appropriate laws. •Partner with Public Works for clean-ups and criminal enforcement. •Enforce camping laws when daily bed capacity data becomes available. •Establish an ordinance restricting camping activity in designated sensitive areas in the City.       Packet Pg. 158 Long Term Goals Goals •Reduce crime and criminal vagrancy. •Improve the community's perception of safety and comfort in use public spaces. •Develop and implement strategies that make the City undesirable to criminal activity in public spaces. •Partner with multiple disciplines to provide a multi-pronged approach of outreach, crime prevention, and criminal enforcement.       Packet Pg. 159 Department Recommendations Staff will recommend at a future meeting the follow actions: 1.Approve a dedicated Multi-Disciplinary Team consisting of 1 Sergeant, 1 Detective, 6 Officers, 1 Community Outreach Person, and 1 Behavioral Health Person. New Requests For Funding FY 2023/24 Future Quality of Life PD Team - Personnel Costs N/A $1,572,486       Packet Pg. 160 Questions?       Packet Pg. 161 Quality of Life Securing Public Spaces Presented by: Lydie Gutfeld, Director of Parks, Recreation and Community Services Daniel Hernandez, Agency Director of Public Works       Packet Pg. 162 After Hours Private Security After Hours Private Security •Community Input Driven •Priority request from Master Plan initial data •Special Event Security ➢Model implemented with preparation for Festival 2022 ➢Increased security for Miracle on Court St. 21 day event ➢Developed into the All Hands on Deck Park Maintenance plan       Packet Pg. 163 After Hours Private Security After Hours Private Security •Secure Parks & Eliminate Criminal Activity •First implemented on June 1, 2023 •Current Locations: o Seccombe Lake Park o Pioneer Cemetery o Meadowbrook Park/Rudy C. Hernandez o Perris Hill Park/Senior Center/Roosevelt Bowl o Wildwood (July 17, 2023) o Encanto/Bobby Vega (July 24, 2023)       Packet Pg. 164 After Hours Private Security Redwood Security After Hours •Enforcement Hours: 8pm-6am •Monthly Costs: $30,000 Powers & Duties •Ability to write citations •Provide Homeless Outreach Brochure •Provides daily reports with photos and data •Number of “touch points” / incidents per month •How many declined homeless services •How many times Police is called •Disposition of the outcome       Packet Pg. 165 Security Services for City Properties Request for Proposal released on June 7th for Security Services Areas of Coverage •City Hall Campus •11 City Parks •3 Libraries •3 Community Centers •California and Regal Theaters •Other City-owned properties Services Provided •Roving Patrol Services •Roving Money Pick-up and Drop-off •Security for City Special Events       Packet Pg. 166 Park Ranger Program Purpose •Increases City staff presence at public parks •Keeping Park areas safe and accessible to all members of the public. •Enhances neighborhoods through additional enforcement. •Provides additional educational opportunities       Packet Pg. 167 Park Ranger Program Staffing Model •(1) Park Ranger Supervisor •(3) Park Rangers Park Ranger Supervisor Park Ranger Park Ranger Park Ranger       Packet Pg. 168 Securing Public Spaces Recommendations Staff will recommend at a future meeting the follow actions: 1.Approve a budget allocation for Private Security to provide after-hour security for parks in an amount not to exceed $180,000 (six months). 2.Direction for staff to negotiate and bring back an agreement with Redwood Security to provide after-hour security for parks. 3.A recommendation for Security Services for City Properties. 4.A recommendation for a Park Ranger Program. New Requests For Funding FY 2023/24 Future Private Security City-Wide $1,256,000 est.TBD Private Security Agreement (6 months)$180,000 N/A Park Ranger Program N/A $505,900 32       Packet Pg. 169 Questions?       Packet Pg. 170 Quality of Life Health and Safety / Encampment Clean-ups Presented by: Ernesto Salinas, Deputy Director of Operations & Maintenance       Packet Pg. 171 Homeless Encampment Clean Up Current Progress •Transitioned to Public Works, Operations and Maintenance in Sept of 2022 from PD •Formalized notification process for clean-ups and incorporated new process with full documentation •Consent to discard items •Storage requirement •Inventory requirements •New section established •CRM system primary driver along with in-house staff self-reporting       Packet Pg. 172 Statistics Daily Clean Up Locations 1,205 Camps Cleaned and Cleared 2,406 Ward 1 425 Ward 2 426 Ward 3 201 Ward 4 247 Ward 5 239 Ward 6 202 Ward 7 334 Cleanups by Ward Perris Hill Park*346 Meadowbrook*176 Wall and Baseline 164 490 N. D Street / Baseline 168 Seccombe Lake Area 60 High Frequency Cleanups Multiple camps are usually present at any one location. Camps also resurface often. *recent efforts have resulted in diminished presence of encampments. Cleanups since Sept. 2022       Packet Pg. 173 Health & Safety Parks Status Update •Cleanup •Playground at Meadowbrook •72 unique items at Perris Hill Park •Hazards & Biohazards •18 dead trees •Fence repairs •Restroom Repairs and Fixture Upgrades •Lighting Improvements •Solar based “Intuitive Lighting” •Lighted Bollards after before before after       Packet Pg. 174 Health & Safety Perris Hill Park       Packet Pg. 175 Health & Safety Meadowbrook Park       Packet Pg. 176 Health & Safety Parks Status Update •Additional Enhancements •Restroom repairs and fixture upgrades •Horseshoe Pit Area •Made more inviting •Added fencing •Increased accessibility •New Zen Area •Sitting space for residents •Planted 3 trees & 4 benches •Drought tolerant concept before after       Packet Pg. 177 Stakeholder Collaboration Public Agencies •Initiated contact with San Bernardino County and CALTRANS •Established quarterly meetings to discuss clean up efforts Private Entities •Coordinating with utility companies and railroad companies for cleanup on non-City Property       Packet Pg. 178 Encampment Cleanup Staffing Supervisor 2 Lead Worker 2 Maintenance Worker I 8 Burrtec Support 5 employees CEO Works 8-person crew Supervisor No Change Lead Worker No Change Maintenance Worker I No Change Burrtec Support +5 employees CEO Works + 8-person crew Authorized Staffing Proposed Staffing Full staffing will allow us to move to 6-day a week operation.       Packet Pg. 179 Recommendations Staff will recommend at a future meeting the follow actions: 1.Authorize the City Manager to execute a Maintenance Services Agreement with the Center for Employment Opportunities, (CEO), for City-wide right-of-way maintenance services, litter/illegal dumping collection, and weed abatement. 2.Authorize the Agency Director of Administrative Services to amend the FY23/24 budget in the amount of $464,340 to the Public Works Operations and Maintenance Gas Tax Fund. 3.Authorize the Agency Director of Administrative Services to issue a purchase order not to exceed the amount of $1,014,340. New Requests For Funding FY 2023/24 Future Maintenance Services Agreement (CEO) ($550,000 already budgeted for FY 2023/24)$464,340 (Gas Tax Fund)$1,014,340 43       Packet Pg. 180 New Requests For Funding FY 2023/24 Future Turf-friendly Mini Loader TBD N/A Weed Abatement & Brush Clearing TBD TBD Comprehensive Bio-Hazard Cleanup TBD TBD Incentive/Special Pay TBD TBD Recommendations Staff will recommend at a future meeting the follow actions: 4. Recommendations for a: a.Purchase Agreement for a Turf-friendly Mini-Loader b.Maintenance Services Agreement for weed abatement and brush clearing c.Maintenance Services Agreement for comprehensive bio -hazard clean up 5.A recommendation regarding incentive/special pay for hazard condition work. 44       Packet Pg. 181 Questions?       Packet Pg. 182 Quality of Life City Website Updates Presented by: Ashley Esquivel, Rolland Kornblau, Jeff Kraus       Packet Pg. 183 Proposed Website Changes •Add a Homeless Solutions link under the Development button •Replace “Jobs” with “Homeless Solutions” for a direct link. •Move “Jobs” to the top row       Packet Pg. 184 Conceptual Rendering       Packet Pg. 185 Metrics Dashboard       Packet Pg. 186 Questions?       Packet Pg. 187 Quality of Life Discussion on Public Parks and Recreational Facilities Presented by: Lydie Gutfeld, Director of Parks, Recreation and Community Services       Packet Pg. 188 Introduction Purpose •Ensures that City parks are: •Accessible and available to residents and the public at large •Used for their intended recreational purposes •Maintained in a clean, sanitary, and accessible condition Limitations with Current Municipal Code •Does not include definitions for “smoking” and sensitive use or areas •Vehicle usage regulations are too limited •Does not regulate improper usage of fountains and splash pads •Does not include language regarding indecent exposure •Regulation regarding restrooms is outdated       Packet Pg. 189 Needed Enhancements – 12.80.020 Definitions “Park” •Current definition is not comprehensive •Additional areas to include: •Distance restrictions of entrances •Rest Areas •Trails •Areas owned and maintained by the city “Smoke” and “Smoking” •Not currently included in Chapter 12.80 •City parks are experiencing an increase in small fires •Definition should include “Smokeless Tobacco”       Packet Pg. 190 Needed Enhancements – 12.80.130 Regulations Opening Description •Should include a declaration of intent •Safe, Clean, and Green •Hours of operation •Should include any public spaces within 500 ft of: •Schools •Parks •Playgrounds •Public Facilities •Other Recreational Facilities or Structures       Packet Pg. 191 Needed Enhancements – 12.80.130 Regulations Motor Driven Model Airplane •Current definition only includes “motor driven model airplanes” •Parks has received complaints about drones •Include “drone or other motorized flying apparatus” in the definition Motor Vehicles •Parks has received complaints about RV parking and electric scooters •Include language that includes: •Appropriate usage of all vehicles •Parking restrictions       Packet Pg. 192 Needed Enhancements – 12.80.130 Regulations Bathing or Wading •Current problems: •Mechanical failure due to improper usage •Accumulation of large puddles •Additional maintenance and repair costs •Language should include: •Restrictions on washing clothes •Usage of drinking fountains •Usage of decorative fountains •Usage of splash pads       Packet Pg. 193 Needed Enhancements – 12.80.130 Regulations Boisterous and Indecent Conduct •Current problems •Complaints about indecent exposure •Current language does not include nudity •Language should include: •Specificity about nudity •Exemptions for young children •Exemptions for breast feeding       Packet Pg. 194 Needed Enhancements – 12.80.130 Regulations Regulation of Restroom Usage •Current language is convoluted •Needs to be updated to be gender neutral •Needs to be separated into two sections: o Bathroom use o Damaging restroom areas       Packet Pg. 195 Additional Provisions Sensitive Uses / Areas •Allow expansion of existing rules via Resolution o Increases the flexibility allowed in the municipal code o Allows Council to define Sensitive Uses or Areas       Packet Pg. 196 Recommendations New Requests For Funding FY 2023/24 Future None N/A N/A Staff will recommend at a future meeting the follow actions: 1.Additional rules to consider restrictions around sensitive uses/areas.       Packet Pg. 197 Questions?       Packet Pg. 198 Quality of Life Discussion on Prohibiting Storage of Personal Property in Public Areas Presented by: Edelia Eveland, Assistant City Manager       Packet Pg. 199 Key Elements Overview Intent of the Discussion Main Provisions Recommendation Key Elements• Regulation of Property in Public Areas• Pre- and Post- Removal Notices• Three Categories of Property Removal •       Packet Pg. 200 Intent of the Discussion Purpose •Establish a legally defensible framework in the Municipal Code allowing for the impounding and discarding of property that interferes with the public’s usage of City facilities, streets, and parks. o Property includes goods, materials, tents, bedding, sheds, furniture, appliances, backpacks, and other personal items. •Codifies a clearly defined removal process with clear guidelines.       Packet Pg. 201 Main Provisions Key Elements •Defines “trash” and “junk,” which can be immediately discarded. •Defines “excess” property as that which cannot fit in a 60-gallon container (lid closed). •Excess property and unattended property can be removed and impounded with notice. •Clarifies that no notice is required to move property that impedes City operations. •Allows for the immediate removal and impounding of property that: o Creates a Health & Safety risk. o Impedes ADA access, public right-of-way. o Obstructs driveways, entrances, and fire equipment. o Is left in a public area after a posted closure time. •Parks with posted closure times can be immediately cleaned. •Moving property from one public area to another is not considered removing. •Establishes a process for owners to reclaim their property.       Packet Pg. 202 Main Provisions Regulation of Private Property in Public Areas •Establishes three (3) general categories: •When property can be impounded with prior notice. •When property can be impounded without prior notice. •When property can be discarded without prior notice. •Impounded personal property: •Stored at a City facility for 90 days. •Available for repossession by the owner. •Discarded after 90 days if not claimed. •Notices •Must be posted in a conspicuous location. •Pre-Removal notices posted no earlier than 72h prior. •All removals require a Post-Removal notice.       Packet Pg. 203 Main Provisions Three Categories of Property Removal Impound with Prior Notice Impound without Prior Notice Discard without Prior Notice Unattended Property ADA Obstruction Health & Safety Threat Excess Property Right-of-Way Obstruction Criminal Evidence or Contraband (as permissible by law) Obstructs City Operations (can be moved temporarily without notice)Within 10’ of a Driveway Trash and Junk Obstructs a Permitted Activity (can be moved temporarily without notice)Within 5’ of a Building Entrance Within 2’ of a Fire Hydrant/Plug Stored Past Posted Closure Time       Packet Pg. 204 Pre-Removal Notice Information Post-Removal Notice Information General description of property General description of property Description of location Date and time of removal Date and time of posting Statement of violation Statement of violation Impounding facility contact information Statement of impounding if not removed within 24h Statement of discarding after 90 days if not claimed Impounding facility contact information Main Provisions Notice Elements       Packet Pg. 205 Recommendations Staff will recommend at a future meeting the follow actions: 1.An Ordinance prohibiting the storage of Personal Property in Public Areas. Request For Funding FY 2023/24 Future None N/A N/A       Packet Pg. 206 Questions?       Packet Pg. 207 One Stop Shop Update Presented by: William Lampi, Management Analyst, City Manager’s Office       Packet Pg. 208 One Stop Shop Update Background Current Situation• One Stop Shop• Current Progress Key Milestones• Physical Space Design• New Permit & Plan Check Software• Recommendations Community Outreach• Additional Staffing Considerations•       Packet Pg. 209 Background Current Situation •Decentralized Locations o Multiple locations is inconvenient for customers. o Creates communication hurdles & confusion. o No collective ownership over permitting process. •Outdated Technology o No online applications for customers. o No digital plan check software. o Requires staff to duplicate work. o Not compatible with Windows 10 or 11.       Packet Pg. 210 Background One Stop Shop •What is a “One Stop Shop”? o Centralizes all major permitting counters. o Includes both physical and virtual access. •Divisions and Departments o Building & Safety o Planning Division o Public Works o Business Registration o Water Department (kiosk) o Fire Department (kiosk)       Packet Pg. 211 Background One Stop Shop •Enhancements o Makes the permitting process more convenient. o Provides better communication to customers. o Improves plan check coordination & turnaround time. o Reduces waiting times. •Prior Council Action o 6/30/2021 – Approved the One Stop Shop project. o 5/4/2022 – Approved a Professional Services Agreement with Client First to conduct a software needs assessment and ERP consulting service. o 6/1/2022 – Approved $400,000 for the One Stop Shop in the Capital Improvement Program 2023-2027.       Packet Pg. 212 Current Progress Completed Milestones •Task Force Kickoff Meeting February 21, 2023 •One Stop Shop Site Visits March 30, 2023 •Developer Townhall April 25, 2023 •Community Townhall April 26, 2023 •Physical Space Design Meeting with Architect May 31, 2023 In Progress & Upcoming •Feedback Survey Analysis via Water Bill Insert June 2023 •Physical Space Design Review and Feedback July 2023 •Neighborhood Association Meetings July 2023 (Wildwood, NENA, Muscupiabe, Norpac)       Packet Pg. 213 Community Outreach Feedback Received •Permit counter locations are scattered / confusing. •Difficulty getting all the information required in one stop. •Customers get the run-around / difficult to resolve problems. •Can’t submit a permit application online. •Process is too complicated. •Physical space isn’t very inviting. •Long wait times.       Packet Pg. 214 Physical Space Design Boardroom Existing Permit Counter Conceptual One Stop Shop       Packet Pg. 215 New Permit & Plan Check Software Online Applications Modern Software       Packet Pg. 216 Additional Staffing Considerations Community & Developer Ombudsperson •Advocate for community members and developers. •Coordinates with various Departments / Divisions. •Works to resolve problems or complaints. •Makes interactions as trouble-free as possible. Senior Customer Service Representative •Initial point of contact and assistance for customers. •Schedules customers in the One Stop Shop queue. •Assists in answering phones & email inquiries.       Packet Pg. 217 Staff will recommend at a future meeting the follow actions: 1.Approve the creation and addition of one (1) Community & Developer Ombudsperson position and direct staff to return to the Council with a job description and salary schedule. 2.Approve the addition of one (1) Senior Customer Service Representative (Bilingual) for the One Stop Shop. 3.A recommendation for the construction of the One Stop Shop. Request For Funding FY 2023/24 Future (1)Ombudsperson $138,122 Ongoing (1) Bilingual Senior Customer Service Representative $95,987 Ongoing One Stop Shop Construction $400,000 est.N/A Recommendations       Packet Pg. 218 Questions?       Packet Pg. 219 Infrastructure Master Plan Presented by: Daniel Hernandez, Public Works Dept. Director Susan Pan, Acting City Engineer Public Works Department June 30, 2023       Packet Pg. 220 Infrastructure Master Plan •Infrastructure Master Plan •Background •Current Plans •Plans in Progress •Recommendations •City Hall Building •Background •Previous Studies and Findings •Timeline •Recommendations Presentation Overview       Packet Pg. 221 Infrastructure Master Plan Elements •Components include parks, Street pavement, bridges, buildings, and storm drains. Purpose •The Master Plan is used to assess existing conditions, establish criteria for prioritization, and develop new capital projects, cost estimates, and delivery schedule. •The Master Plan provides a roadmap to use public funds for infrastructure planning and programming. •Ties in the City’s Capital Improvement Program. Infrastructure Master Plan - Background       Packet Pg. 222 Infrastructure Master Plan Infrastruct ure Master Plan Bridge Master Plan Parks Master Plan Pavement Master Plan Storm Drain Master Plan Buildings Master Plan Capital Improvement Program       Packet Pg. 223 Infrastructure Master Plan •Systematic Safety Analysis Report Program (SSARP) •Traffic Study Developed in 2018. •$10 million grant award for two projects in construction. •Traffic Signal Upgrade •Pedestrian Signal Upgrade •Local Roadway Safety Plan (LRSP) •Required for future Highway Safety Improvement Plan and grant funding •Funds traffic safety improvements •Adopted by City Council 3/2023       Packet Pg. 224 Infrastructure Master Plan •Street Lighting Plan •Adopted by City Council 8/2019. •CIP project to replace incandescent with LED fixtures. •Current Progress •Phase 1 is completed; •Phase 2 in construction; •Phases 3 and 4 in planning and will require an additional $500,000; •Applied for $250,000 of Energy Efficiency and Conservation Block Grant.       Packet Pg. 225 Plans in Progress Parks Master Plan: •Community Outreach •Inventory and Assess Existing Parks and Facilities •Conduct Public Outreach, Assess Needs, Develop Priorities •Prepare CIP and Budget Estimate       Packet Pg. 226 Plans in Progress 1.Pavement Management Plan: •Existing pavement management system last surveyed in 2018. •Request for Proposal to be issued in September 2023. 2.Curb and Sidewalk Management Plan •Request for Proposal to be issued in September 2023.       Packet Pg. 227 •Designed in 1963 by Architect Cesar Pelli. •Construction began in 1960s and completed in 1972. •City staff moved out of the building in May 2017 due to seismic structural and hazardous material issues. City Hall       Packet Pg. 228 Previous Studies and Findings •Seismic Performance Assessment by IDS Group in December 2015. •Facility Condition Assessment by Z&K Consultant/ Cannon Consultant in June 2019. •Estimated cost for deferred maintenance deficiencies was $38 million. •Estimated building retrofit cost was $57 million.       Packet Pg. 229 City Hall Retrofit and Renovation •Cost estimate up to $80 million •Requires structural retrofit, hazardous material abatement, all new plumbing, mechanical, fire protection, electrical, communication, and security. Project Schedule •Planning: 12 months •Design phase: 15 months •Bidding and award: 3 months •Construction Phase: approx. 18 months. •Total Project duration 4 years.       Packet Pg. 230 Infrastructure Plans 1.ADA Compliant Transitional Plan ($2 million) •Including Facilities, Public Right-of-Way, Parks, and Programs. 2.Storm Drain Systems Master Plan ($1 million) •Prepare regional drainage studies by watersheds. •Hydraulic modeling program of City’s storm drain systems. 3.Bridge Management Plan ($500k) •Caltrans bridge inspection program •Prepare bridge Inventory and develop program for repair, rehab, and replacement. 4.Facility/Building Management Plan ($1 million)       Packet Pg. 231 New Requests For Funding FY 2023/24 Future City Hall Prelim Engineering & Space Study $300,000 est.N/A Bridge Management Plan $500,000 est.N/A ADA Master Plan (Phase 1)$500,000 est.N/A ADA Master Plan (Future Phases)N/A $1,500,000 est. Storm Drain System Master Plan N/A $1,000,000 est. Facility/Building Management Plan N/A $1,000,000 est. Staff will recommend at a future meeting the follow actions: 1.A recommendation to appropriate funds for the following plans: a.City Hall Preliminary Engineering and Space Study Plan b.Bridge Management Plan c.ADA Master Plan (Phase 1) d.ADA Master Plan (Future Phases) e.Storm Drain System Master Plan f.Facility/Building Management Plan Infrastructure Master Plan Recommendations       Packet Pg. 232 Closing Slide       Packet Pg. 233 Legislative Affairs City Manager Presented by: Cory Hodges, Senior Management Analyst Jeff Kraus Public Information Officer       Packet Pg. 234 Overview Legislative Platform and Policies Legislative Advocacy Firms City Staff to Accomplish Goals Recommendations Legislative Calendar       Packet Pg. 235 Legislative Calendar Staff proposes the following calendar to draft and implement an annual legislative strategy: August - November November - December 1.Identify approved projects in the CIP or programmatic needs that have legislator appeal, align with State or Federal priorities, or fill a regional need. 2.Identify any needed legislation that will benefit the City or key stakeholders. 1.Mayor and Council meet with City’s State and Federal advocacy firms. 2.Council adopts the legislative platform. 3.Meet with key legislators to propose legislation 4.Work with Grants team to identify and pursue allocations in new Federal Budget (if adopted). January - February 1. Prepare and submit budgetary requests to State delegation, Congress, and Senate. March - June 1. Advocate for funding and for/against key legislation at State level. Other key annual tasks include: meetings with the legislators and their staff; advocacy trips to Sacramento and Washington D.C.       Packet Pg. 236 Legislative Platform and Policies Purpose •Allows for an annual legislative platform to be adopted by the Mayor and City Council consisting of positions the City holds on key legislative or regulatory issues. •Authorizes City staff to quickly respond to legislative or regulatory proposals that might impact City operations, policies, or its residents at the state and Federal levels if it aligns with a position/issue in the platform.       Packet Pg. 237 Current Legislative Platform Housing and Economic Development •Affordable Housing •Transit Oriented Development (TOD) •Economic Development Homelessness •Transitional and Permanent Supportive Housing Quality of Life •Library Services •Public Safety and Emergency Response •Commercial Cannabis Transportation and City Infrastructure •Highways •Street and Roads •Storm Water Infrastructure •Public Facilities •Parks and Open Spaces •Broadband •Green Infrastructure Access to Higher Education •Higher Education Resources Sales and Use Tax •Local Tax Revenue       Packet Pg. 238 Legislative Platform Staff is recommending the Council make additions to the City’s Legislative Platform on the following issues: •Animal Services and Welfare •Tribal Sovereignty •Fentanyl/Illegal Drugs •Additional Issues Related to Homelessness •Fair share funding similar to the “Big 13” cities. •Other topics of importance to the Mayor and City Council.       Packet Pg. 239 Legislative Advocacy •Advocate for/against proposed legislation with Capitol staff. •Analyze proposed and passed legislation and its impact on the City. •Analyze the budget and signed legislation to identify funding opportunities. •Use relationships to engage legislators outside of our local delegation. •Assist in crafting legislation that would benefit San Bernardino and identify legislators to sponsor the bill. •Assist in determining priorities and funding thresholds for legislator directed funding (earmarks). •Coordinate Capitol visits, including agency meetings. An advocacy firm provides valuable services that could benefit the City of San Bernardino.       Packet Pg. 240 Government Relations Staff •Serve as the principal liaison with the City’s Advocacy Firms, State/Federal legislative staff, and other public agencies. •Monitor agendas, proposals and issues before the County, regional legislative bodies, and quasi-governmental agencies. •Provide updates and analysis to the Mayor, Council, and City Leadership. •Prepare and submit state and Federal funding requests. •Develop the annual legislative platform in consultation with the Mayor, Council, and staff. •Prepare letters of support/opposition on legislation based upon the Council’s Legislative Platform. •Coordinate Mayor and Council testimony opportunities before legislative committees. Legislative & Government Affairs Manager       Packet Pg. 241 Staff will recommend at a future meeting the follow actions: 1.Direction for staff to identify and prepare for Council approval a list of potential projects for upcoming State/Federal Funding cycles. 2.Direction for staff to update the Legislative Platform to expand the homelessness platform, and include Animal Services, Funding Equities, Fentanyl and other Illegal Drugs, and Tribal Sovereignty. 3.Approve an allocation of $125,000 for a Federal Advocacy Firm. 4.Approve an allocation of $125,000 for a State Advocacy Firm. 5.Approve the creation and addition of one (1) Legislative & Government Affairs Manager position and direction to return to the Council with a job description and salary schedule. Legislative Affairs Recommendations New Requests For Funding FY 2023/24 Future Federal Advocacy Firm $125,000 Ongoing State Advocacy Firm $125,000 Ongoing (1) Legislative & Government Affairs Manager $173,873 Ongoing       Packet Pg. 242 Questions?       Packet Pg. 243 Economic Development Workshop June 30, 2023 Presented by: Charles E. McNeely, Interim City Manager; Amanda Hernandez, Economic Development Division Manager       Packet Pg. 244 What is Economic Development? Why is Downtown Important? Sample City Revitalizations and Programs San Bernardino Investment Playbook Development Opportunities Proposed Programs Economic Development Team Public-Private Partnerships Recommendations Agenda       Packet Pg. 245 What is Economic Development?       Packet Pg. 246 Why is Downtown Important?       Packet Pg. 247 Incubator •Small Businesses •Non-Profits Independence •Non-Chain or Big Box •Center for creative businesses Employment •Government Employee Center •Opportunity for surrounding workforce Property Value (PV) •Increases PV in downtown core •Increases and protects PV of surrounding areas Economic Development Perspective Why is Downtown Important?       Packet Pg. 248 Economic Health •Symbol of the community’s economic health Heart of the Community •The site for government, arts, churches, and historic buildings •Essential to create a sense of place Tourism •Can be a tourist attraction and is the location of a community’s unique businesses and buildings •Gathering place for travelers and visitors Community Development Perspective Why is Downtown Important?       Packet Pg. 249 Why is Downtown Important?       Packet Pg. 250 Why is Downtown Important? Though Redland's downtown is small, it has 6.5 times the property and retail tax production compared with the City's largest shopping center development.       Packet Pg. 251 Successful Downtown Revitalizations Santa Ana       Packet Pg. 252 Pomona Successful Downtown Revitalizations       Packet Pg. 253 Successful Downtown Revitalizations Riverside       Packet Pg. 254 Sample Revitalization Programs City of Glendale Artsakh Creative Retail Pop-Up Program       Packet Pg. 255 City of Pomona Business Improvement​ District Sample Revitalization Programs       Packet Pg. 256 Business Improvement Districts Sample Revitalization Programs       Packet Pg. 257 City of Corona Business Liaison Program Sample Revitalization Programs       Packet Pg. 258 City of San Jose Sample Revitalization Programs       Packet Pg. 259 •Claremont Farmers and Artisans Market •Friday Nights Live in the Claremont Village •Taste of Claremont •Village Venture Arts and Crafts Faire •Art Exhibitions •Claremont Art Walk •Annual Gala •Claremont Village Craft Beer Walk •Midsummer Shakespeare Festival •Poetry Festival •Claremont Symphony Orchestra •Claremont Public Art Program •Holiday festivals Over 1,100 guests attended the Taste of Claremont event in 2022. Sample Revitalization Programs Special Events       Packet Pg. 260 •Festival of Colors •Reno Jazz Festival •Strange Brew Festival •Food Truck Fridays •Reno River Festival •Craft Beer Festival •BBQ, Brews & Blues Festival •Sierra Arts Festival C I T Y O F Sample Revitalization Programs Special Events •Reno Chalk Art & Music Festival •Artown Art Festival •Wing Fest •Hot August Nights •Water Lantern Festivals •Impalas Reno Super Show •Reno Tahoe International Art Show •Art Belongs Here Grants Program       Packet Pg. 261 •Mission Inn Hotel & Spa Festival of Lights •Annual Riverside Tamale Festival •Riverside Greek Fest •Riverside Lunar Festival •Riverside Dickens Festival •Riverside Art and Musical Festival •Riverside Artswalk •Riverside Downtown Farmers Market •Public Art Riverside Micro Grant Program Festival of Lights economic impact estimated at $129M in total direct and indirect impact* *Source: 2017-2018 Riverside Festival of Lights Economic Impact Final Report Sample Revitalization Programs Special Events       Packet Pg. 262 •Pop-Up Shops •Downtown Farmers Market •Various Music Festivals •Food & Wine Festival •Fusebox Art and Food Festival •Sunset Valley ARTFEST •ArtWorks Festival •Spring Pecan Street Festival •Springfest •Fall Pecan Street Festival •Austin Film Festival •Austin Fashion Week •Austin Powwow •Art Bazaar •Austin Pub Crawl •Oktoberfest •Art in Public Places Program CITYOF A U S T INThe Fall and Spring Pecan Festivals each attract over 300,000 attendees annually. Sample Revitalization Programs Special Events       Packet Pg. 263 •Farmers Market •The Grand Prix of Long Beach •Cambodia Town Parade and Festival •Juneteenth Celebration •Pride Festival and Parade •Marathon and Half Marathon Race •Harvest Festival •Scottish Festival •Sea Festival •African American Festival •Bayou Music Festival •BBQ Festival •West Coast Barbeque Festival •Comic and Horror Con Comic Festival CITY OF Sample Revitalization Programs Special Events       Packet Pg. 264 Fiesta® San Antonio attracts over 3.5M people annually. Sample Revitalization Programs •Farmers Market •Fiesta®San Antonio •Folklife and Dance Festival •Ford Mariachi Festival •Fiesta Family Blues Festival •Fiesta de Animales •Viva Mexico Women’s Festival •SoFlo Urban Art and Craft Market •Luminaria Contemporary Arts Festival •Tejano Conjunto Festival •Asian Festival •Pride River Parade and Celebration •San Antonio Tango Festival •Wild West Wildlife Festival •UNITYFest •Coffee Festival •Mardi Gras Festival •Fiesta Primavera •St. Patrick’s Festival •Wine Fest •Public Art Program Special Events       Packet Pg. 265 •City of Glendale •Artsakh Creative Retail Pop-Up Program: business owners are able to apply for participation in a City-sponsored program to secure free rent in a brick-and-mortar retail space •City of Pomona •Business Improvement District: business owners in downtown Pomona created a business improvement district to augment services and events in downtown •City of Corona •Business Liaison Program: businesses are able to connect with Corona Police Department to address issues of illegal dumping, loitering, graffiti, and more •City of San Jose •Downtown-Specific Manager: the manager will take special care to downtown related developments in order to increase the vitality of the heart of the city and city as a whole Sample Revitalization Programs       Packet Pg. 266 •City of Vista •Façade Improvement Program: businesses in and near the downtown area can get up to $15k to assist with interior design upgrades •City of Orange •Smart Project Review: The City of Orange provides coordinated inter-departmental development review through its Staff Review Committee (SRC). •City of Long Beach •Long Beach Accelerator: A public-private partnership with the Institute for Innovation and Entrepreneurship at CSULB and Sunstone Management. The program is for early-stage tech- startups to successfully secure funding. •City of Fresno •Revolving Loan Fund: business must be within Fresno City and does not have full project financing from conventional lender. The fund must be used for inventory, capital, or equipment Sample Revitalization Programs       Packet Pg. 267 Questions?       Packet Pg. 268 Economic Development Connections SB Investment Playbook Development Opportunities Economic Development Programs Economic Development Team Public-Private Partnerships       Packet Pg. 269 SB Investment Playbook Update       Packet Pg. 270 Investment Playbook Update City Manager Presented by: Cory Hodges, Senior Management Analyst       Packet Pg. 271 Investment Playbook Agenda Introduction Development Process & Capacity Building Roles & Responsibilities Deliverables & Performance Indicators Projects & Prioritization Investment Playbook Implementation Roadmap & Staff Recommendations       Packet Pg. 272 Investment Playbook •Economic development strategy •Coordinated action plan •Funding strategy •Marketing tool •Community collaboration An innovative way for cities to approach transformative projects outside the standard government process. Introduction       Packet Pg. 273 •Extraordinary Potential & Strengths •Underpopulated •Underinvested •Historic Buildings •Multimodal Transit Access •Inexpensive land •Market Momentum Introduction Why Downtown San Bernardino?       Packet Pg. 274 Investment Playbook Development Over the course of the Summer of 2022, stakeholders were interviewed, and Investment Playbook proposals were developed: •40+ Stakeholders Interviews •Legislative Research (IRA, CHIPS, ARPA, etc.) •Project Narratives Crafted •Feasibility & Project Cost Estimates Completed Playbook publicly released at the CSUSB White House Economic Summit in November 2022 Development Process       Packet Pg. 275 The Nerve Center Operators will be responsible for carrying out a variety of activities including but not limited to: 1.Strategic Research & Analysis 2.Stakeholder Engagement 3.Project Coordination 4.Securing Funding 5.Leading a Stakeholder Executive Committee 6.Managing a Project Submission Portal Development Capacity Building (Nerve Center) Direct Fiscal Impact •$700,000 Measure S •Funding was approved December 7, 2022 Indirect Fiscal Impact •Staff time •Other City resources       Packet Pg. 276 A Fiscal Agent could oversee certain funds dedicated to City of San Bernardino Investment Playbook projects including funds: A.Allocated by the City directly B.Funds committed by outside agencies or partners C.Funds received from granting agencies for proposed projects •Administrative, financial, and legal responsibility for assigned Investment Playbook funds. •Fiscal Agent’s normally charge a small administrative fee from funds. Development Capacity Building (Fiscal Agent)       Packet Pg. 277 Roles & Responsibilities Mayor and City Council •Oversight •Advisory •Advocacy City Staff •Direction •Technical Assistance Community •Ideas •Collaboration •Feedback Nerve Center •Project Coordination •Stakeholder Engagement •Secure Funding Fiscal Agent •Financial Administration •Financial Reporting Stakeholders •Collaboration •Assistance •Funding Investment Playbook Mayor & City Council Nerve Center Stakeholders Community Fiscal Agent Staff       Packet Pg. 278 Deliverables and Performance Indicators Deliverables •Investment Playbook “road show” •Investment Playbook workshops •Community feedback events •Committee meetings •State grant awards •Federal grant awards •Project Intake portal •Completed projects Key Performance Indicators •Support from Elected Officials •Support from Private Corporations •Support from non-profits •Number of Community feedback events •Number of grant applications submitted •Number of grant awards received •Intake portal statistics •Project movement through development phases       Packet Pg. 279 Investment Playbook Project are organized into six (6) distinct categories: Community El Sol Holistic Campus Community Leadership Empowerment Workshop Olympic Aquatic Center Institute for Child Development and Family Relations Economic Opportunity Center E Street Arts Corridor Inland Port Career Resource Center Purposeful Pathways Infrastructure Zero-Emission Buses Complete Streets Fiber Network Installation Enhanced Infrastructure Financing District City Hall Renovation Climate-Ready SB Housing Carousel Mall Heart of Mobility Homelessness initiative Homeownership initiative Downtown Habitat for Humanity Project Permanent Residential Real Estate Cooperative Innovation Sustainable Mobility Hub National Security Innovation Ecosystem Enterprise District Sustainable Logistics Center of Excellence Downtown Satellite Campuses Annual Climate Readiness Summit Cybersecurity Tech Workforce Hub Entrepreneurship Entrepreneurial Resource Center Food Entrepreneurship Hub Supply SB Local Small Business Retail Plaza Center for Youth Financial Literacy and Entrepreneurship Capacity Nerve Center City Staffing Surge Climate Solutions Team Technical Assistance for Community Organizations Current Investment Playbook Projects       Packet Pg. 280 Investment Playbook Projects are categorized into three (3) stages of development: Current Investment Playbook Projects READY-TO -GOLAST MILEEXPLORATORY These projects are largely complete, with clear design, costs, and plans for implementation These early-stage projects will need more development before they are ready to fund and implement These intermediate-stage projects need to get specific on design and cost       Packet Pg. 281 Notable Stakeholder Submitted Projects Enterprise District •Reestablish E Street as a dynamic commercial corridor and popular Inland Empire destination •Cultivate a vibrant, amenity-filled downtown that encourages innovation, entrepreneurship, and small business growth •Boost activity in downtown San Bernardino during and after workday hours University Presence Downtown (“University Center”) •Sustainable Logistics Center of Excellence •Institute for Child Development and Family Relations •Cybersecurity Tech Workforce Hub Inland Port Career Resource Center (IPCRC) •Establish well-supported and easily navigated pathways into quality jobs in the IE •Increase the number and proportion of IE residents with quality jobs (particularly within disadvantaged and disinvested communities in the region) •Ensure that area employers have access to the skilled workers they need to grow       Packet Pg. 282 Project Implementation Road Map Phase 1 Phase 3 Phase 4 Approve Nerve Center Operator Agreement Appoint Advisory Committee Members Council/Project Stakeholder Workshop Project Prioritization Feedback •Implement the Investment Playbook •Receive and File Monthly Investment Playbook Reports from Nerve Center Operators, Fiscal Agent and Playbook Consultants (if approved) •Quarterly Advisory Committee Meetings •Monthly Steering Committee Meetings If Necessary, Onboard Additional Playbook Consultants Re-Release Fiscal Agent RFP Nerve Center Operator Begins Providing ServicesPhase 2       Packet Pg. 283 Questions?       Packet Pg. 284 Break       Packet Pg. 285 Economic Development Connections SB Investment Playbook Development Opportunities Economic Development Programs Economic Development Team Public-Private Partnerships       Packet Pg. 286 Opportunity Sites City Development Opportunities       Packet Pg. 287 Revitalization Efforts Highland Ave and Medical Center Dr City Development Opportunities       Packet Pg. 288 Revitalization Efforts Carnegie Dr City Development Opportunities       Packet Pg. 289 Revitalization Efforts Arden-Guthrie Development City Development Opportunities       Packet Pg. 290 Downtown Specific Plan Update City Development Opportunities       Packet Pg. 291 Revitalization Efforts City-owned property E St Retail Sites Woolworth Building Convention Center Baseball Field City Development Opportunities       Packet Pg. 292 Theater Square Parcels Conceptual Rendering Revitalization Efforts Theater Square City Development Opportunities       Packet Pg. 293 Revitalization Efforts City-owned parking City Development Opportunities       Packet Pg. 294 Carousel Mall – Getting to “Shovel Ready” New appraisal​Infrastructure analysis​ Tax increment financing district​ Phase 2 environmental​ Dedicated project manager​ Grants identification​ Surplus Land Act process TBD 4-5 M 6M-1Y 6-8M 4-5M Ongoing 6M City Development Opportunities       Packet Pg. 295 Economic Development Connections SB Investment Playbook Development Opportunities Economic Development Programs Economic Development Team Public-Private Partnerships       Packet Pg. 296 Downtown Entrepreneurial Resource Center Proposed Program       Packet Pg. 297 •Facilitate Commercial Revitalization •Stimulate Private Investment and Customer Patronage •General Shopping opportunities •Pleasant walking environment by improving visual aesthetics of commercial building facades •Enhance small businesses Proposed Program       Packet Pg. 298 Revolving Loan Program Proposed Program       Packet Pg. 299 Economic Development Action Plan •Develop economic development goals for the community with special focus on each Ward •Emphasis on community engagement and feedback •Incorporate existing plans (Specific Plans,General Plan update,Investment Playbook) Proposed Program       Packet Pg. 300 Marketing and Rebranding Proposed Program       Packet Pg. 301 Property and Business Improvement District •Steering Committee comprised of property owners developed proposed boundaries and services for the district ✓Clean & Safe ✓Capital Improvements ✓Administration •Potential for district to begin collecting assessment in January 2025 Proposed Program       Packet Pg. 302 Special Event Efforts Proposed Program       Packet Pg. 303 Operation Restore Hope Proposed Program       Packet Pg. 304 Economic Development Connections SB Investment Playbook Development Opportunities Economic Development Programs Economic Development Team Public-Private Partnerships       Packet Pg. 305 Services Provided by Economic Development Staff Economic Development Division       Packet Pg. 306 Economic Development Partners       Packet Pg. 307 Economic Development Partner Event Thursday, July 27, 2023 | DoubleTree by Hilton Hotel San Bernardino       Packet Pg. 308 Economic Development Connections SB Investment Playbook Development Opportunities Economic Development Programs Economic Development Team Public-Private Partnerships       Packet Pg. 309 Pedestrian Activation at Court Street Immediate Public-Private Partnerships       Packet Pg. 310 Downtown Visioning Working Group (Property Owners) Immediate Public-Private Partnerships       Packet Pg. 311 Downtown Revitalization Efforts Immediate Public-Private Partnerships       Packet Pg. 312 Revitalization Efforts 3D Conceptual Rendering Downtown San Bernardino Immediate Public-Private Partnerships       Packet Pg. 313 Recommendations Staff will recommend at a future meeting the follow actions: 1.Approve a reallocation of $873,700 of ARPA funds from the Small Business Education and Training Resources allocation to the Entrepreneurial Development Services and Resource Center (“ERC”) for a total of $1,873,700 allocated to the ERC. 2.Authorize the Interim City Manager, or designee, to take necessary steps to implement and administer the agreement including executing an agreement or Memorandum of Understanding (“MOU”) with the Inland Empire Center for Entrepreneurship in an amount not to exceed $1,873,700 through December 31, 2026, and signing subsequent, necessary, and related documents to implement the MOU.       Packet Pg. 314 Recommendations Staff will recommend at a future meeting the follow actions: 3.Authorize the Interim City Manager, or designee, to execute a Professional Services Agreement ($700,000) the with Making Hope Happen Foundation (MHHF) for Investment Playbook Nerve Center Operator Services; and 4.Direction for Staff to determine feasibility of a Higher Education presence (University Center) in the Downtown San Bernardino area; and 5.Direction for Staff to Re-Release Investment Playbook Fiscal Agent Services RFP; and 6.Review Investment Playbook Projects and provide staff additional feedback on projects at a future Mayor and City Council meeting.       Packet Pg. 315 Staff will recommend at a future meeting the follow actions: 7.Augment staffing in Economic Development by approving the creation and addition of the following positions and directing staff to return to the Council with job descriptions and salary schedules: a.One (1) Economic Development Director b.One (1) Economic Development Manager (Business Recruitment) c.One (1) Economic Development Manager (Business Retention) d.One (1) Economic Development Manager (Special Events Manager) 8.Approve the addition of one (1) Administrative Assistant position for Economic Development. New Requests For Funding FY 2023/24 Future (1) Economic Development Director $280,376 Ongoing (3) Economic Development Managers ($186,218 each)$558,654 Ongoing (1) Administrative Assistant $80,549 Ongoing 17 9 Recommendations       Packet Pg. 316 Recommendations Staff will recommend at a future meeting the follow actions: 9.Authorize staff to evaluate the feasibility of:​ a.Implementing a Downtown Economic Impact Study b.Property and Business Improvement District Formation c.Pedestrian Activation at Court Street d.Special Event Programming e.Revolving Loan Program f.Retaining a brokerage firm to market city-owned properties​ g.Establishing a Downtown University Campus​ h.Implementing an Economic Development Action Plan​ i.Rebranding j.Expanding Chamber and Association Partnerships       Packet Pg. 317 Questions       Packet Pg. 318 The Bottom Line: Fiscal Impact City-Wide Initiatives and Staffing Realignment to Reach Goals Presented by: Suzie H. Soren, Director of Human Resources Barbara G. Whitehorn, Agency Director of Administrative Services       Packet Pg. 319 •Strategic Reserve Overview •Staffing Comparison Over Time •2007/08 to Current •Strategic Staffing and Alignment •Community, Housing and Economic Development •Housing & Homelessness •Economic Development •Planning Presentation Overview       Packet Pg. 320 •Strategic Staffing and Alignment (cont.) •Parks & Recreation •Animal Services •Public Works / Project Management •City Manager’s Office •Department Realignments and Title Changes •Bottom Line •Cost of Strategic Initiatives •Cost of Strategic Staffing Realignments Presentation Overview       Packet Pg. 321 Strategic Reserve Items Included in Strategic Reserve: Department/Division Item Amount Included Housing Housing Compliance Specialist $ 117,021 Housing Housing Project Assistant 79,834 Economic Development Economic Development Director 280,376 Economic Development Administrative Assistant 80,549 Economic Development Economic Development Managers (3)558,654 Planning Administrative Assistant 80,549 Planning Associate Planner 126,823 Planning Planner Technician 81,025 Planning Reclassify Planning Aide to Planner Tech.11,265 One Stop Shop Bi-Lingual Senior Customer Service Rep.95,987 One Stop Shop Ombudsperson 138,122       Packet Pg. 322 Strategic Reserve Items Included in Strategi c Reserve : Department/Division Item Amount Included Parks, Rec. & Comm. Srvcs.Deputy Director $ 204,001 Animal Services Deputy Director 204,001 Animal Services Registered Veterinary Technician 81,259 Animal Services Veterinary Assistant 66,554 Public Works – Capital Projects Project Managers (3)514,839 Public Works – Land Development Land Development Engineer 171,613 City Manager’s Office Legislative & Gov’t Affairs Mgr.173,873 City Manager’s Office Assistant City Manager 297,175 City Manager’s Office Advocacy Contracts – State & Federal 250,000 Planning Savings from reclassifications (81,591) TOTAL $ 3,531,929       Packet Pg. 323 Additional Priorities Items “In the Hopper,” unfunded, and anticipated in FY 2023/24 or 2024/25 Item Amount Timing Park Ranger Program 505,900 FY 2024/25 Additional Security Costs – Estimate 1,256,000 FY 2023/24 One Stop Shop – Additional Cost of Buildout 400,000 Mid-Year ADA Master Plan, Phase 1 500,000 Mid-Year Bridge Master Plan 500,000 Mid-Year Preliminary Engineering and Space Study – City Hall 300,000 FY 2023/24 TOTAL $ 3,461,900       Packet Pg. 324 Staffing Comparison Over Time       Packet Pg. 325 Departments and Divisions Staffing Levels pre-bankruptcy (FY 2007/08) and current Department / Division Pre-Bankruptcy (FTE) Current Staffing (FTE)Current as % CED Planning Division 14 10 71% CED Economic Development Division 6 3 50% CED Code Enforcement Division 32 21 66% Parks & Recreation Department (all positions)32 23 72% Police Department (all positions)516 421 82% PW Project Management/Capital Projects Division 14 3 21% Human Resources Department 16 14 88% Animal Services Department 25 27 108%Current staff inadequate to current needs Percentage s don’t tell the whole story!       Packet Pg. 326 Departments and Divisions Staffing Levels pre-bankruptcy (FY 2007/08) and current Department / Division Pre-Bankruptcy (FTE) Current Staffing (FTE)Current as % Information Technology Department 25 15 68% Finance Department (includes Bus. Reg. & Purch.)31 33 107% Finance – Purchasing Division 2 4 200% Finance – Business Registration Division*10 10 100% Library (all positions)27 16 59% City Manager’s Office (excluding Grants, VIP)7 11 157% City Clerk (includes Passport Srvcs. & Records)7 8 115% Legal Services 24 1 (+BBK)4% *Business Registration has moved between Finance and the City Clerk’s Office several times since 2007/2008       Packet Pg. 327 Proposed Structure Change •Break into Two Department: •Economic Development Department •Community Development Department Community, Housing and Economic Development       Packet Pg. 328 •Strategic Staffing and Alignment •Housing & Homelessness Division       Packet Pg. 329 Housing & Homelessness Division Current Structure 8.25 positions ¼ of Director time dedicated to Housing and Homelessness Division Agency Director of Community, Housing & Economic Development Deputy Director of Housing & Homelessness Housing Manager CDBG Specialist Grants Assistant Senior Management Analyst Management Analyst Administrative Assistant Housing Compliance Specialist       Packet Pg. 330 Current : 8.25 FY 2024: 10.25 FY 2025: TBD FY 2026: TBD FY 2027: TBD Housing & Homelessness Division Staffing in 2007/08 Unknown       Packet Pg. 331 FY 2023/24 •Housing Compliance Specialist •Project Assistant Proposed New Positions Cost in FY 2023/24: $196,855 Included in Strategic Reserve       Packet Pg. 332 Deputy Director of Housing & Homelessness Housing Manager Administrative Assistant Senior Management Analyst CDBG Specialist Management Analyst I Project AssistantGrants Assistant Housing Compliance Specialist Housing Compliance Specialist Housing & Homelessness Division Potential Structure FY 2023/24       Packet Pg. 333 •Strategic Staffing and Alignment •Economic Development       Packet Pg. 334 Agency Director of Housing, Community, and Economic Development Economic Development Division Manager Economic Development Project Manager Economic Development Specialist Economic Development Division/Department Current Structure 3.25 positions ¼ of Director time dedicated to Economic Development Division       Packet Pg. 335 Current : 3.25 FY 2024: 8 FY 2025: 9 FY 2026: 10 FY 2027: 11 Economic Development Division/Department Staffing in 2007/08 6 positions       Packet Pg. 336 FY 2023/24 •Director of Economic Development •Business Recruitment Manager •Business Retention Manager •Special Events Manager •Administrative Assistant FY 2024/25 •Economic Development Specialist Proposed New Positions by Year FY 2025/26 •Economic Development Specialist FY 2026/27 •Deputy Director of Economic Development Cost in FY 2023/24: $919,579 Included in Strategic Reserve       Packet Pg. 337 Economic Development Director Economic Development Manager Economic Development Project Manager Economic Development Specialist Business Recruitment Manager Business Retention Manager Special Events Manager Administrative Assistant Economic Development Department Potential Structure FY 2023/24       Packet Pg. 338 Benefits of Proposed Structure •Industry Diversification •Business Retention and Expansion •Improved Response Times •Liaisons to Recruit and Retain Businesses Cities with Separate Economic Development Departments: - Corona - Santa Clarita - Ontario - Fremont Economic Development Department       Packet Pg. 339 •Strategic Staffing and Alignment •Planning       Packet Pg. 340 Agency Director of Housing, Community, and Economic Development Deputy Director/ City Planner Planning Division Manager Senior Planner (3) Associate Planner (2) Assistant Planner (2)Planning Aide Planning Division Current Structure 10.25 positions ¼ of Director time dedicated to Planning Division       Packet Pg. 341 Current : 10.25 FY 2024: 13 FY 2025: TBD FY 2026: TBD FY 2027: TBD Planning Division Staffing in 2007/08 14 positions       Packet Pg. 342 •Reclassify Deputy Director/City Planner to City Planner/Planning Manager (lower) •Reclassify Planning Division Manager to Principal Planner (lower) •Reclassify Planning Aide to Planner Technician (higher) •Reclassify (2) Assistant Planners to Planner Technicians (equivalent) •Reclassify Senior Planner to Associate Planner (lower) •Add Associate Planner •Add Planner Technician •Add Administrative Assistant Proposed Positions and Changes Cost in FY 2023/24: $218,071 Included in Strategic Reserve       Packet Pg. 343 City Planner/Planning Manager Principal Planner Associate PlannerAssociate Planner Senior PlannerSenior Planner Planner Technician Associate Planner Associate Planner Planner Technician Planner Technician Administrative Assistant Planner Technician Planning Division Potential Structure FY 2023/24 Reclass. Reclass. Reclass. Reclass.Reclass.Reclass.       Packet Pg. 344 •Strategic Staffing •SB Police Department Quality of Life       Packet Pg. 345 Quality of Life Team •Quality of Life focus •Downtown area •Police Coordinating with Homeless Outreach Team, Public Works, Parks & Recreation •Requires ongoing funding to avoid pulling resources from other areas of the City •NO ADDITIONAL OPERATING FUNDING necessary for FY 2023/24 Enforcement Type Results/Quantity Felony Arrests 7 Misdemeanor Arrests 161 Infractions 154 Parking Citations 94 Tows/Impounds 24 FI Cards 23 Narcotics (MJ)62.2 lbs. Cash Seized $3,354 Shopping Carts Recovered 34 Results from one-month of operations:       Packet Pg. 346 •1 Sergeant •1 Detective/Corporal •6 Patrol Officers •Positions will be posted and hired in FY 2023/24 to be in place for FY 2024/25. NO ADDITIONAL OPERATING FUNDING necessary for FY 2023/24 Proposed New Positions Cost in FY 2023/24: $170,000 for vehicles; will be covered within existing vehicle replacement budget.       Packet Pg. 347 Sergeant Officer Detective/Corporal Officer OfficerOfficer Officer Officer Potential Structure FY 2024/25 Quality of Life PD Team       Packet Pg. 348 •Strategic Staffing •Parks & Recreation       Packet Pg. 349 Parks & Recreation Department Director of Parks & Recreation Community Services Manager Senior Services Senior Nutrition Program Adult Sports SCP/RSVP Aquatics Management Analyst Management Analyst Recreation Manager Delmann Heights Center Hernandez Center Ruben Campos Center Center for Individual Dev. Verdemont Center Lytle Creek Center Special Events Accounting Tech. Executive Assistant Reports to Accountin g Manager - Finance Current Structure (Does not include all positions)       Packet Pg. 350 Parks & Recreation: Ranger Program Park Ranger Program Staffing Ideal, eventual goal: •18 Rangers •1 Supervisor and •1 Administrative Assistant •5 Vehicles, training, space, uniforms, technology and supplies Ramp-up over 5 years and include park fencing to minimize security needs       Packet Pg. 351 Current : 0 / 23 FY 2024: 0 / 24 FY 2025: 4 / 27 FY 2026: 7 / 30 FY 2027: 10 / 33 Parks & Recreation: Ranger Program / All Staff Parks & Recreation total Staffing in 2007/08 32 positions Current: 23       Packet Pg. 352 FY 2023/24 •Deputy Director of Parks & Rec. FY 2024/25 •Lead Park Ranger •(3) Park Rangers Proposed New Positions by Year FY 2025/26 •Reclass Lead Park Ranger to Park Ranger Supervisor •(2) Park Rangers •Administrative Assistant FY 2026/27 •(3) Park Rangers The number of parks, centers and the expanding programs and events makes more high-level support for the Director a necessity. Launch Park Ranger Program in FY 2024/25 dependent on revenue at Mid-Year, FY 2023/24 Cost in FY 2023/24: $204,001 Included in Strategic Reserve       Packet Pg. 353 Director of Parks & Recreation Community Services Manager Deputy Director Management Analyst Management Analyst Recreation Manager Accounting Technician Executive Assistant to the Director Senior Services Senior Nutrition Program Adult Sports SCP/RSVP Aquatics Delmann Heights Center Hernandez Center Ruben Campos Center Verdemont Center Center for Individual Dev. Lytle Creek Center Special Events Parks, Recreation & Community Services Proposed Structure FY 2023/24       Packet Pg. 354 •Strategic Staffing •Animal Services       Packet Pg. 355 Animal Services Department Current Structure Animal Service Director Shelter Manager Shelter Services Supervisor Shelter Attendants (8) + (4) grant funded Customer Services Supervisor Senior Animal Service Representatives (6) Volunteer Coordinator (grant funded) Foster Coordinator (grant funded) Field Services Supervisor Lead Animal Control Officer Animal Control Officer (6) Staff Veterinarian Registered Vet Technician Executive Assistant       Packet Pg. 356 Current : 27 FY 2024: 28 FY 2025: TBD FY 2026: TBD FY 2027: TBD Animal Services Positions in 2007/08 25 positions       Packet Pg. 357 FY 2023/24 •Deputy Director •Registered Veterinary Technician •Veterinary Assistant Proposed New Positions The Animal Services Department is significantly understaffed and continues to see increases in the number of animals at the shelter. There may be potential for regional partnerships; staff will bring more information forward as it becomes available. Cost in FY 2023/24: $351,814 Included in Strategic Reserve       Packet Pg. 358 Director of Animal Services Deputy Director of Animal Services Shelter Manager Shelter Services Supervisor Shelter Attendants (8) Customer Services Supervisor Senior Animal Services Representative (6) Volunteer Coordinator -grant funded- Foster Coordinator -grant funded- Field Services Supervisor Lead Animal Control Officer Animal Control Officers (6) Animal Services Representative (2) -grant funded- Staff Veterinarian Registered Vet Technician Shelter Attendants (4) -grant funded- Executive Assistant to the Director Registered Vet Technician Veterinary Assistant Animal Services Department Proposed Structure FY 2023/24       Packet Pg. 359 •Strategic Staffing •Public Works / Project Management       Packet Pg. 360 Public Works Department Agency Director of Public Works Deputy Director / City Engineer Principal Civil Engineer Project Manager Project Manager Engineers Project Manager Construction Manager Engineers Construction Inspectors Civil Engineering Div. Mgr. Engineers NPDES Facilities & Fleet Manager Deputy Director of Operations Senior Management Analyst Management Analyst Executive Assistant Current Structure (Does not include all positions)       Packet Pg. 361 Public Works: Project Management Projects per Project Manager Nearly 7x the average       Packet Pg. 362 Public Works: Project Management Project Management Staffing Industry standard: •7-10 Projects per Project Manager Eventual goal: •7-10 Projects per PM •If the City averages 100 active projects, minimum of 10 Project Managers; however, the City may consider a balance of staff PMs and contract PMs to avoid overstaffing. Ramp-up over 5 years using contract staff augmentation in the interim       Packet Pg. 363 Current : 3 FY 2024: 6 FY 2025: 8 FY 2026: TBD FY 2027: TBD Public Works Project Management Positions Identified as “Capital Projects” in 2007/08 (may not all have been Project Managers) 14 positions       Packet Pg. 364 FY 2023/24 •(3) Project Managers •Staff Augmentation - contract FY 2024/25 •(2) Project Managers •Staff Augmentation - contract Proposed New Positions by Year FY 2025/26 •TBD •Staff Augmentation - contract, as needed FY 2026/27 •TBD •Staff Augmentation - contract, as needed Cost in FY 2023/24: $514,839 Included in Strategic Reserve       Packet Pg. 365 Director of Public Works Deputy Director/ City Engineer Principal Civil Engineer Project Manager Project Manager Project Manager Project Manager Project Manager Project Manager Proposed Structure FY 2023/24       Packet Pg. 366 •Strategic Staffing •City Manager’s Office       Packet Pg. 367 City Manager’s Office / City Structure Current Structure City Manager Assistant City Manager Administrative Services Agency Director Human Resources Director Information Technology Director Finance Deputy Director Public Works, Operations & Maintenance Agency Director Community, Housing & Economic Development Agency Director Animal Services Director Police Department Chief of Police Parks, Recreation & Community Services Director Library Director Executive Assistant to the City Manager Grants Division Manager Neighborhood & Customer Services Manager Public Information PIO City Manager s Office Analysts (4) VIP Program Manager       Packet Pg. 368 City Manager’s Office •Challenges •Span of Control for the City Manager is too Great •7 Departments •4 Divisions •4 Analysts •Larger, complex cities need more support at the top •Growing cities – economic development and expansion •Cities with multiple initiatives underway •Reliance on grants and outreach •Legislative initiatives need dedicated staff       Packet Pg. 369 Assistant / Deputy City Manager Comparison City Population Deputy/Assistant City Managers Pomona 148,000 1 Corona 157,000 2 Ontario 178,000 2 Moreno Valley 208,000 2 Fontana 210,000 2 Modesto 218,000 2 Fremont 224,000 2 Irvine 310,000 3 Riverside 320,000 3 Long Beach 467,000 5       Packet Pg. 370 Positions, 2023/24 •Assistant City Manager •Legislative & Governmental Affairs Manager •Realign departments and balance workload between two Assistant City Managers Enable the City to track legislative changes, manage lobbyist contracts and actively work to secure funding in Sacramento and Washington, D.C. Proposed Changes – City Structure       Packet Pg. 371 Retitle Departments: “Community, Housing and Economic Development Department” •Economic Development Department •Community Development & Housing Department Changing Community Development to Community Development & Housing is more reflective of the purpose of the divisions within the department. Proposed Changes – City Structure       Packet Pg. 372 Retitle Departments: “Human Resources Department” •Human Resources and Risk Management Department To reflect the departments functions beyond HR, including Risk Management. “Finance Department” •Finance and Management Services Department To reflect the departments functions beyond finance, including Purchasing and Business Registration. Proposed Changes – City Structure       Packet Pg. 373 Agency Directors Re-title Agency Directors: Agency Director of Community, Housing and Economic Development •Director of Economic Development •Director of Community Development & Housing Agency Director of Public Works, Operations and Maintenance •Director of Public Works, Operations and Maintenance Agency Director of Administrative Services •Director of Finance and Management Services •No longer directing Administrative Services (HR and IT) Proposed Changes – City Structure       Packet Pg. 374 City Manager Assistant City Manager Assistant City Manager Community Development & Housing Economic Development / Special Events Information Technology Finance & Management Services Human Resources & Risk Management Public Works, Operations & Maintenance Parks, Recreation & Community Services Police Animal Services Management Analysts Neighborhood Srvcs. Performance Audits Legislation Grants Public Information City Council Support City Attorney City Clerk Mayor & City Council (8) Library Board Water Board SBMWDSB Public Library Boards & Commissions Residents of San Bernardino City Manager’s Office / City Structure Proposed Structure FY 2023/24 New Dept.       Packet Pg. 375 The Bottom Line: Cost Analysis Presented by: Barbara Whitehorn, Agency Director of Administrative Services       Packet Pg. 376 •Cost of City Initiative Implementation •Cost of Staffing Realignments Presentation Overview       Packet Pg. 377 Strategic Reserve Items Included in Strategic Reserve: Department/Division Item Amount Included Housing Housing Compliance Specialist $ 117,021 Housing Housing Project Assistant 79,834 Economic Development Economic Development Director 280,376 Economic Development Administrative Assistant 80,549 Economic Development Economic Development Managers (3)558,654 Planning Administrative Assistant 80,549 Planning Associate Planner 126,823 Planning Planner Technician 81,025 Planning Reclassify Planning Aide to Planner Tech.11,265 One Stop Shop Bi-Lingual Senior Customer Service Rep.95,987 One Stop Shop Ombudsperson 138,122       Packet Pg. 378 Strategic Reserve Items Included in Strategi c Reserve : Department/Division Item Amount Included Parks, Rec. & Comm. Srvcs.Deputy Director $ 204,001 Animal Services Deputy Director 204,001 Animal Services Registered Veterinary Technician 81,259 Animal Services Veterinary Assistant 66,554 Public Works – Capital Projects Project Managers (3)514,839 Public Works – Land Development Land Development Engineer 171,613 City Manager’s Office Legislative & Gov’t Affairs Mgr.173,873 City Manager’s Office Assistant City Manager 297,175 City Manager’s Office Advocacy Contracts – State & Federal 250,000 Planning Savings from reclassifications (81,591) TOTAL $ 3,531,929       Packet Pg. 379 Additional Priorities Items “In the Hopper,” unfunded, and anticipated in FY 2023/24 or 2024/25 Item Amount Timing Park Ranger Program 505,900 FY 2024/25 Additional Security Costs – Estimate 1,256,000 FY 2023/24 One Stop Shop – Additional Cost of Buildout 400,000 Mid-Year ADA Master Plan, Phase 1 500,000 Mid-Year Bridge Master Plan 500,000 Mid-Year Preliminary Engineering and Space Study – City Hall 300,000 FY 2023/24 TOTAL $ 3,461,900       Packet Pg. 380 Discussion       Packet Pg. 381