HomeMy WebLinkAboutStrategic Goals and Priorities Presentation 6-8-2026City of San Bernardino
Strategic Goals & Priorities
Presented by: Eric Levitt, City Manager
Background
On December 17, 2025, the Mayor and City Council participated in
a Strategic Planning Workshop.
Four strategic goals were identified that require further
discussion prior to implementation.
Background
Strategic planning is an important component for establishing effective
systems, practices, planning and program implementation to create a
framework for comprehensive leadership and guide decision making.
Due to a Strategic Plan being a lengthier process, the following plan is to
establish strategic goals and priorities as an interim step.
Implementation
The proposed strategic goals are intended to strengthen City operations,
enhance community services, improve transparency, and support
economic vitality.
The following outlines each goal along with potential next steps and
implementation strategies.
Strategic Goals
GOAL 1: Fiscal Sustainability
GOAL 2: Become an Organization of Excellence
GOAL 3: Improved Quality of Life
GOAL 4: Economic Development & Growth
Recommended Next Steps
Conduct a comprehensive fiscal sustainability analysis
•Develop a 3 to 5 year Fiscal Sustainability Plan, including potential revenue opportunities for
Council consideration.
•Present findings and recommendations to the City Council by March 2027.
Initiate a Citywide Fee Study
•Evaluate existing fee schedules and cost recovery models, both positive and negative
impacts.
•Present a proposed updated fee schedule for Council consideration prior to the 2027-2028
Budget process.
GOAL 1: Fiscal Sustainability
Implementation
GOAL 1: Fiscal Sustainability
Implementation
Forensic Audit Review
•Obtain a forensic auditor to provide an informational presentation to the City Council.
•Presentation scheduled for July 15, 2026.
Revenue
•A review of comparable cities indicates that property and sales taxes typically account for
more than 70–80% of total General Fund revenues.
•In comparison, these revenue sources would represent approximately 59% of the City of
San Bernardino’s revenues. Staff is working with HDL to review property taxes.
•Identify alternative revenue opportunities and present recommendations and implementation
options to the City Council by March 2027.
GOAL 2: Become an Organization of Excellence
Implementation
Organizational assessment
•Conduct a comprehensive organizational assessment.
•Organizational assessments are typically performed by an independent consulting firm.
•The City Manager has flexibility to make organizational adjustments and align resources as
City Council priorities and initiatives evolve.
Hire outside firm to perform organizational assessment and complete it by June 2027, including:
•Staffing structure
•Operational efficiency
•Service delivery effectiveness
Strategic Plan
•Initiate long-term Strategic Plan and authorize a Request for Proposals for
hiring an outside firm. To be completed by Fall of 2026.
Public Relations
•Develop and implement a communications strategy designed to enhance the
City’s image, to be presented to Council by October 2026.
GOAL 3: Improve Quality of Life
Implementation
Recommended Next Steps
Housing and Homelessness
•Continue coordinating homelessness and housing strategies with regional partners.
•Complete the Navigation Center by January 1, 2027.
•Implement Street Medicine by Fall of 2026.
•Continue proactive efforts to address encampments and provide resources (weekly).
•Provide a housing update by January 2027.
Community Engagement and Neighborhood Vitality
•Maintain culturally relevant events and neighborhood programming.
•Develop and implement a coordinated beautification and anti-blight initiative.
•Evaluate current Code Enforcement operations and present an updated
implementation plan by October 2026.
•Provide semi-annual Capital Improvement Project updates to the Mayor and
City Council.
GOAL 4: Economic Development & Growth
Implementation
Recommended Next Steps
Permitting and Development Services
•Modernize and streamline permitting processes through implementation of new
software systems.
•Achieve full implementation by January 2027.
•Complete and adopt the General Plan by January 2027.
•Establish and provide clear, concise, and user-friendly processes for license and
permits.
•Create a business attraction and retention program.
Other Priority Initiatives
Strengthen partnerships with:
•School districts
•Colleges
•Healthcare institutions
•County agencies
•Local businesses
City Hall Renovation
•Initiate City Hall Renovation Feasibility Study
Street Sweeping Program
•Review street sweeping signage requirements and evaluate implementation options for Council consideration
Questions