For Councilman Fred Shorett, serving San Bernardino is more than holding elected office. It is the continuation of a lifelong connection to the community where his family has lived for more than four generations and where he built a career in business, served local organizations and raised his family. Shorett was first elected to represent San Bernardino’s Fourth Ward in a March 2009 special election, receiving more than 72 percent of the vote. When he joined the City Council, he brought more than 40 years of business experience with him, including more than 25 years as executive vice president and general manager of Crown Printers. He has also worked as an independent businessman in the printing and packaging industry, holds a current California real estate license and served for more than 23 years on the Supervisory Committee of Arrowhead Credit Union. His public service is also rooted in his military history. Shorett served in the United States Army during the Vietnam War from 1969 to 1970, attaining the rank of sergeant. He received two Bronze Stars, the Army Commendation Medal, several Air Medals and more. Over the years, Shorett has contributed to numerous community organizations. His service has included leadership with Housing Partners One and the Salvation Army, along with earlier involvement with Little League Post 777, San Bernardino Montessori School, the San Bernardino Executive Association and Lighthouse for the Blind. That combination of military service, private-sector experience and community involvement has influenced the way Shorett approaches city government. He describes himself as fiscally conservative, practical and focused on the larger consequences of public decisions. Shorett served on the city’s bankruptcy team and participated in the many council decisions required to guide San Bernardino through the financial crisis. He does not claim that any one person was responsible for the city’s recovery. Instead, he emphasizes that the council, city employees, attorneys, financial advisers and the courts all played important roles. Shorett said he relies on experienced city staff to provide accurate financial and technical information. He does not present himself as an expert in every municipal department. Instead, he views his responsibility as reviewing the information, asking practical questions and determining whether a recommendation makes sense for residents. One of the most significant opportunities Shorett sees is the redevelopment of the former Carousel Mall property.The approximately 43-acre downtown site has remained a major concern for residents who want to see renewed activity in the city’s historic center. He supports a mixed-use project that would combine housing, restaurants, entertainment, retail and commercial space. “Bringing residents downtown would help create a customer base for restaurants, neighborhood businesses and entertainment venues, he said. Shorett said public safety has been his highest priority since he entered office in 2009.He believes a city cannot attract families, employers or investment if residents feel unsafe. Actual crime levels matter, he said, but public confidence also matters because the perception of an unsafe community can discourage activity and economic development. Shorett praised Police Chief Darren Goodman for bringing consistency and effective leadership to the San Bernardino Police Department. He credited Goodman with unifying the department and earning the confidence of its employees. Shorett estimated that crime has declined by approximately 25 percent during Goodman’s leadership, although he presented that number as an estimate rather than a verified statistic. At the same time, Shorett said public-safety spending must remain balanced. The city cannot place an officer on every corner or devote every available dollar to one department. Supporting law enforcement, he said, must be done while maintaining the resources needed for streets, parks, economic development and other city services. Shorett also wants residents to understand the council’s role in San Bernardino’s council-manager form of government. The city is governed by an elected mayor and seven council members, while the city manager oversees day-to-day municipal administration. Councilmembers establish policy, approve budgets and appoint the city manager, city attorney and city clerk. They do not individually direct municipal employees or hire every department head. Shorett believes understanding that separation of responsibilities helps residents know where decisions are made and how elected officials should be held accountable. Homelessness remains one of San Bernardino’s most visible and difficult challenges. Shorett recognizes that people experiencing homelessness have legal rights and that homelessness itself is not a crime. He supports helping individuals connect with shelter, vouchers, treatment and other services that can assist them in leaving the streets. He also believes the city needs enforceable ordinances that protect parks, sidewalks, businesses and residential neighborhoods. His preferred approach combines assistance with accountability: make appropriate services available while consistently enforcing laws governing public behavior and the use of public spaces. Shorett views homelessness as a regional challenge that cannot be solved by one city acting alone. San Bernardino is the county seat and home to numerous public and social-service agencies, which can draw people from throughout the region. He believes meaningful progress requires cooperation among the city, county, police, attorneys, nonprofit organizations and service providers. After more than 17 years on the City Council, Shorett presents experience as one of his strongest qualifications. Ballotpedia records that he has represented the Fourth Ward since 2009 and is seeking another term in the November 2026 election. He does not claim to have all the answers. Instead, he emphasizes the importance of institutional knowledge, qualified staff, direct questions, common sense and collaboration with management team. I have strong beliefs.” Shorett said. “Though I beleive I’m reasonable, rational, and my mind can be changed. I’m open to all ideas and discussion”. He describes his governing perspective as looking at the city from the “30,000-foot level.” That means keeping the larger goal in view and avoiding the temptation to let smaller disagreements prevent progress on major priorities. Those priorities include fiscal stability, public safety, accountable government, downtown redevelopment, new housing and economic growth that benefits residents. Shorett’s years in business taught him to examine costs and results. His military service reinforced the importance of responsibility and commitment. His experience during bankruptcy showed him how quickly unsustainable financial decisions can limit a city’s choices. Together, those experiences have produced a direct governing philosophy: listen to knowledgeable professionals, question assumptions, remain open to new information and avoid committing the city to obligations it cannot sustain. For Shorett, San Bernardino’s future depends on making practical decisions while recognizing the community’s potential. His vision is of a city that protects its residents, watches its finances, holds public agencies and private developers accountable, and uses redevelopment to expand opportunity. It is a vision grounded not in a single program, but in a lifetime of connection to San Bernardino and years of experience confronting the city’s most difficult challenges.

Experience and Service Shape Fred Shoretts Vision for San Bernardino