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HomeMy WebLinkAbout05.Q- Mayor's Office RESOLUTION(ID# 1670) DOC ID: 1670 CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION In SupportlOpposition From: Patrick J. Morris M/CC Meeting Date: 03/19/2012 Prepared by: Raymond Lomeli, (909) 384- 5133 Dept: Mayor's Office Ward(s): All Subject: Resolution of the Mayor and Common Council of the City of San Bernardino, California, Adopting the Countywide Vision statement Financial Imvact: Account Budgeted Amount: N/A Account No.N/A Account Description: N/A Balance as of N/A Balance after approval of this item: N/A Please note this balance does not indicate available funding. It does not include non-encumbered © reoccurring expenses or expenses incurred,but not yet processed. Motion: Adopt Resolution. Synopsis of Previous Council Action: N/A Background: N/A City Attorney Review: Supportine Documents: Resolution Supporting Countywide Vision Statement-2012 (PDF) O PacketPg.269 Updated:3/15/2012 by Sabdi Sanchez Page I RESOLUTION NO. RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY ^ OF SAN BERNARDINO, CALIFORNIA, ADOPTING THE COUNTYWIDE VISION STATEMENT E BE IT RESOLVED BY THE MAYOR AND COMMON COUNCIL OF THE CITY m OF SAN BERNARDINO AS FOLLOWS: o 0 WHEREAS, in Fall 2010, the County of San Bernardino and San Bernardino d a Associated Governments initiated an effort to engage the county's residents, businesses, non- T c 0 profits and other governmental agencies in the creation of a Countywide Vision for the future; L) M S and r 0 a a WHEREAS, the County and San Bernardino Associated Governments facilitated W a 0 forums throughout the county and receive feedback from the public to identify the vision that .2 0 N community residents have for their future; and 0 WHEREAS, from October 2010 through input was gh Ma y 2011 in p gathered fiom N thousands of residents, employers, educators, community and faith-based organizations, and e N elected and appointed government leaders throughout the county, through an online survey, 0 nm E 0 18 community meetings, two dozen roundtable discussions with topical experts, and input 1 c from each of the county's 24 cities and towns; and 00 .y WHEREAS, the community participants eagerly and conscientiously shared their 00 3 T thoughts about the county's successes, failures, opportunities and challenges; and 0 U WHEREAS, the resulting data was summarized into a Countywide Vision Report, m 0 which includes the Countywide Vision Statement, nine core vision elements, a set of shared n U) values and a collection of great examples that demonstrate innovative and collaborative c .2 solutions to critical issues; and 0 v r< v E U Packet Pg. 270 RESOLUTION NO. RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO, CALIFORNIA, ADOPTING THE COUNTYWIDE VISION STATEMENT E E A N c 0 WHEREAS, on June 30, 2011, the County Board of Supervisors and the San d Bernardino Associated Governments Board of Directors adopted the Countywide Vision ° i T Statement; o U NOW, THEREFORE, BE IT RESOLVED by the Mayor and Common Council of c the City of San Bernardino approves and adopts the following Countywide Vision Statement: o a a "We envision a complete county that capitalizes on the diversity of its w' people, its geography, and its economy to create a broad range of choices `o for its residents in how they live,work,and play. 0 w We envision a vibrant economy with a skilled workforce that attracts x employers who seize the opportunities presented by the county's unique o advantages and provide the jobs that create countywide prosperity. N We envision a sustainable system of high-quality education, community S health, public safety, housing, retail, recreation, arts and culture, and infrastructure, in which development complements our natural resources d and environment. E m m We envision a model community which is governed in an open and ethical manner,where great ideas are replicated and brought to scale, and .O- y all sectors work collaboratively to reach shared goals. > m a From our valleys, across our mountains, and into our deserts, we envision a county that is a destination for visitors and a home for anyone seeking a sense of community and the best life has to offer." ° U rn 0 0 a N C 3 O E L Q Packet Pg. 277 RESOLUTION NO. RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO, CALIFORNIA, ADOPTING THE COUNTYWIDE VISION STATEMENT w E d I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and y c 0 Common Council of the City of San Bernardino at a joint regular meeting thereof, held on the T m day of 2012,by the following vote,to wit: 3 T COUNCIL MEMBERS: AYES NAYS ABSTAIN ABSENT c 0 MARQUEZ JENKINS 0 VALDIVIA y SHORETT `o ._ KELLEY o m m JOHNSON MCCAMMACK N Georgeann Hanna, City Clerk d The foregoing resolution is hereby approved this day of 2012. E m c 0 N Patrick J. Morris,Mayor '> City of San Bernardino 00 Approved as to Form: c JAMES F. PENMAN, City Attorney E 0 a a By: y C 0 0 N d C d E L U © a Packet Pg.272 San Bernardino County Enfered into R ec, atMCGCDC Mfg:3L�(2 by: ■ Agenda hem No; by: ■ City ClerkICDC Secretary ■ City of San Bernardino Lk ■ COUNTYWIDE VISION ■ ■ ■ ■ j iCREATING COUNTYWIDE SiD YOUR COUNTY... YOUR FUTURE 3-l9-/Z RG�I/lV1YIY/J7E SANBAG roue couxrr...roue ruruae June 30,2011 Several months ago,the County of San Bernardino and San Bernardino Associated Governments set out to identify the Vision our community has for its future.This Vision is a destination established by our residents,employers,educators,and community and faith-based organizations. It is the place where the leaders of this county must take them. Starting in November 2010,the Vision Project launched a series of more than two dozen roundtable discussions with experts in education,the economy,the environment,public safety,tourism,and community service to find out what they see as our county's strengths,weaknesses,and potential.We asked them what needs to be done to make our community a place where people are proud to live, where businesses want to locate,where tourists want to visit,and where our children will want to grow up,vested in their community and anxious to become a productive part of its strong,educated workforce. In January and early February,we convened 18 community meetings throughout the county and asked hundreds of residents to paint a picture of the ideal place they want to see us become 20 years from now. From Chino Hills to Barstow,from Joshua Tree to Upland,and everywhere in between, residents were brutally honest about our successes and failures,and about our challenges and opportunities.They also wrote letters from the future sharing their dreams with grandchildren or friends.You'll find several of these letters at the end of this report. Thousands of residents completed online surveys and told us they are pleased with our recreational opportunities and our affordable housing options, but concerned about the availability of good jobs and improving the county's image.They want an honest and open government that will focus on creating jobs and enhancing public safety. We also met with representatives of each of the 24 cities and towns, and digested each of their general plans. The Vision Team spent many months crunching and minutely analyzing the data from all of these meetings, plans, and surveys. What we bring before you today is a Vision of a complete,sustainable community that creates and retains jobs by producing an educated workforce while making our communities safe and livable. We thank everyone who participated in this process for your support and assistance,and for the leadership you will continue to provide as we make this Vision a reality. Supervisor Josie Gonzales Supervisor Brad Mitzelfeh Chair,County Board of Supervisors President,SANBAG 1 REATiNG 'COUNTYWIDE %sj YOUR COUNTY._YOUR FUTURE VISION STATEMENT We envision a complete county that capitalizes on the diversity of its people, its geography, and its economy to create a broad range of choices for its residents in how they live, work, and play. We envision a vibrant economy with a skilled workforce that attracts employers who seize the opportunities presented by the county's unique advantages and provide the jobs that create countywide prosperity. We envision a sustainable system of high-quality education, community health, public safety, housing, retail, recreation, arts and culture, and infrastructure, in which development complements our natural resources and environment. We envision a model community which is governed in an open and ethical manner, where great ideas are replicated and brought to scale, and all sectors work collaboratively to reach shared goals. From our valleys, across our mountains, and into our deserts, we envision a county that is a destination for visitors and a home for anyone seeking a sense of community and the best life has to offer. 2 .CREATING 111 f OUNTYW/DE %s%0 YOURCOUNTY...YOURFUTURE TABLE OF CONTENTS 1. Welcome Letter........................................................................................... 1 2. Vision Statement.........................................................................................2 3. Vision Introduction......................................................................................5 4. Vision Elements...........................................................................................7 a. Jobs/Economy b. Education C. Housing d. Public Safety e. Infrastructure f. Quality of Life g. Environment h. Wellness i. Image 5. Vision Great Examples............................................................................... 13 a. Alliance for Education b. Lewis Center for Educational Research Innovative Partnership Based Teaching C. Technical Employment Training, Inc. d. Healthy Communities/Cities e. Santa Ana River Trail and Pacific Electric Trail f. Children's Fund g. Town of Apple Valley Multi-Species Habitat Conservation Plan h. The Ontario Plan i. Victoria Gardens—Urban Environment j. Santa Ana Watershed Project Authority k. Southern California Consensus Group 3 I. Inland Action M. Inland Empire Tourism Council—DiscoverlE 6. Explanation of Terms................................................................................. 18 a. Collaboration b. Community-wide Prosperity C. Complete Community d. Diversity e. Education (broadly defined) f. Foundation Investment g. Healthy Lifestyles h. Natural Environment i. Public Safety j. Quality Amenities k. Rural and Desert Lifestyle I. Sense of Place m. Social Infrastructure n. Sustainability o. Urban Environments 7. Vision Process............................................................................................ 22 a. Community meetings b. Focus Group meetings 8. Online Survey Results................................................................................ 23 a. Survey Summary b. Survey Questions C. Definition of Regions 9. Information Graphics................................................................................. 34 30. Letters from the Future ............................................................................. 36 4 REATING 'COUNTYWIDE YOUR COUNTY...YOUR FUTURE COUNTYWIDE VISION INTRODUCTION We believe in San Bernardino County. Our natural environment, people, heritage, location and spirit have always been our best assets and provide us an advantage for an exciting future. In our present circumstances, the first priority is jobs. However, it is not sufficient to simply address our current unemployment.We must also lay a foundation for future community-wide prosperity with education as its cornerstone. We know our economy can be no better than the skills and abilities of our people, and in the fast-paced regional, national and global economy we must seize our opportunities to enhance our competitiveness.We recognize education (broadly defined) does not live in a vacuum, but rather thrives or dies in a community. We must strive to build a countywide, complete community—one that affords all citizens an opportunity for healthy lifestyles,strong public safety and quality amenities. We must advance the design and development of diverse neighborhoods, each with a sense of place,that possess the services,facilities,culture and history valued by its residents. By improving our quality of life,we know we can have communities our citizens and businesses will be proud to call home. Every issue facing the future of our region has a range of responses. In an era of limited and competing resources, we must prioritize those resources wisely and invest our energies in aligning priorities with our collective vision for the county. We believe that economic growth can complement—and does not have to compete with—our valued natural environment and the beauty and benefits it provides. We also know that a strong, balanced economy must be built on adequate physical and social infrastructure. Investment in our region is influenced by our image. What we think of ourselves and how others perceive us contributes to decisions about our future—in short, our image matters—and it can either be created by others or we can tell our own true story. One truth that should be told is that we already have a significant pool of educated and skilled workers living in San Bernardino County, such as those who commute to jobs in neighboring counties and those transitioning out of the military. 5 We have a growing body of work across multiple disciplines demonstrating innovative and collaborative solutions to critical issues.We need to find ways to celebrate our successes, be honest about our challenges, and take these great examples to scale throughout the region. Recognizing the constraints declining revenue has placed on governments,we must build new, and expand existing, partnerships among public agencies, businesses,and non-profit and faith- based organizations. We must set goals for the county and region that look beyond our individual interests.Addressing this necessity for collaboration will enable us to leverage the best ideas,talent and resources to tackle our most pressing needs and opportunities. We believe we will improve private foundation investment in our county, which is severely lacking at this time, by expanding our capacity to provide services through partnerships.Statewide, private grant awards total $119 per capita; while in San Bernardino County,foundations only invest$3 per capita. Understanding our community as a system and the inter-connectedness of all facets, as well as understanding the larger regional,statewide, national and global context in which we exist, is key to knowing how to prioritize and allocate resources. By recognizing and embracing our cultural, economic, and geographic diversity,San Bernardino County can be greater than the sum of its parts. To achieve a countywide vision to build a complete community,we must work together to improve each essential element of our society:jobs/economy,education, housing, public safety, infrastructure, quality of life, environment,wellness, and image. The following shared values drive how we address these elements.Our values are our identity, which is what sets us apart and makes us unique from other Southern California regions: • Charity • Honesty • People • Collaboration • Innovation • Responsibility • Commitment • Integrity • Self-reliance • Culture • Natural resources • Sense of Place • Diversity • Opportunity • Sustainability • Efficiency • Participation • Transparency • History • Patience • Volunteerism 6 -CREATING COUNTYWIDE YOUR COUNTY. YOUR FUTURE .���� VISION ELEMENTS Jobs/Economy The San Bernardino County economy is an integral part of the overall Southern California economy- as the region goes,so do we. Our base of economic activity is as broad and diverse as our geographically vast and varied county—from mining to the military,from transportation to technology and from construction to recreation. We have a history of success upon which we can build our future. Our twin priorities of improving the overall economic performance of the region and growing an economy that is in alignment with our workforce are highly complementary. Our charge is to produce an educated workforce leading to job development, taking advantage of career opportunities in a variety of professions, including green industries(environmental and alternative energy),transportation and logistics,technology, medicine,tourism, and our historic strength in construction. We will also highlight our institutions of higher education while pursuing other high-paying sectors,which will position San Bernardino County to compete nationally and internationally as the global economy recovers. We also know that we must cultivate a consistent, business-centric culture to foster expansion and support small businesses. For business, how regulations are implemented is often more important than the challenges of the actual regulations. Our governmental institutions must strive to create an atmosphere of certainty and one that truly understands the value of a speedy process. Tension: Regulations to address other priorities vs. Cost of doing business Political influences and bureaucracy vs.Timeliness for decisions and approvals Business incentives vs. Full-costing fee structure State finances vs. Redevelopment areas Waiting for the right development vs. Needing revenue right now 7 Education Education is more than just job training; it is the foundation for an informed and participatory citizenry. We support an accessible life-long education system, from preschool through advanced college degrees and beyond. We will strive to offer a breadth of innovative and effective curricula to encourage a variety of skills and capabilities that emphasize the real-world application of education through mentoring, internships and local work placements. We also have the opportunity to pursue research grants that will attract new businesses and aid in the expansion of our existing local industries. We are fortunate to have the entire range of technical/trade education within our region — that can prepare students and produce skilled employees and entrepreneurs who reside in and contribute to the local economy. Tension: High-earning jobs vs. Education and skill level of existing workforce Goal to better educate workforce vs. Revenue restraints on enrollment Housing The affordability of our housing has long been a moving factor in the attraction of new residents to San Bernardino County. But, we are much more than a collection of communities of cookie-cutter tract homes. It is key that we continue to expand our housing choices through new construction and preservation of our existing residential buildings in order to provide all our residents an opportunity to find their homes. We support the creation of urban environments and protection of rural lifestyles to design senses of place that reflect local community values and history. We should encourage a complete price range of housing from affordable to luxury and the improvement of livability and energy efficiency through smart planning, design and technology. We should address needs of special populations, including homeless, seniors and veterans. When planning for growth in our communities, we should seek a better balance of jobs and housing within the county. And, we should protect against blight in our communities that might occur when existing housing remains vacant for extended periods or is purchased as rental investment property. 8 Tensions: Local control vs. Regional allocation/quotas Enhanced amenities vs. No new taxes/fees Public Safetv Preparation, prevention, intervention, responsiveness, effectiveness and efficiency are all vital to successful public safety. We will increase the livability of our county by targeting and reducing criminal activity that imperils the safety of our neighborhoods. In support of this goal, we should encourage collaborative relationships with partner agencies that leverage resources and strengthen community involvement.And,we should promote consistent communication to support cross- trained personnel and ensure communities are educated and ready to respond to threats of any scale. Tension: Unrealistic public expectations vs. Revenue reductions Infrastructure The success of our region will to a large extent correlate to our ability to provide adequate infrastructure for future growth.There are significant efforts underway to address all aspects of our infrastructure. We would not presume to micro manage or second guess the individual efforts of single purpose agencies; however,we should strive to make sure these efforts are coordinated and leveraged to the greatest extent possible. The interrelationships of all aspects of transportation,energy, recreational trails, flood control, water supply, sewer, parks,telecommunications, and solid waste should be mapped out and to the extent possible coordinated for timing and the pursuit of the necessary funding. Examples of goals for aspects of our infrastructure could include: Transportation Through innovative planning,we should improve access to and the quality and connectivity of the current transportation system; develop clean and advanced modes of transportation and infrastructure;synergize the growth of aviation, shipping, and rail industries to increase the county's appeal as both a travel destination and a logistical hub; and reduce noise, congestion and pollution. 9 Water Supply* The mission is to create opportunities for collaboration to find sustainable watershed- wide solutions among diverse stakeholders from throughout the Watershed.The Plan will also provide a blueprint for water resources management in the Watershed for the next 30 years. * This mission statement for water supply was taken from the Santa Ana Watershed Project Authority's One Water, One Watershed Plan adopted November 16, 2010. The same type of goals could be developed for all other aspects of infrastructure. Tension: Goods movement/logistics vs. Local traffic High-speed rail vs. High-speed autonomous vehicles vs. sub-500-mile passenger Flights Quality of Life San Bernardino County offers a diverse menu of"live, work, play" lifestyle options including entertainment and retail; cultural and artistic; and natural and geographic as shown by quality trails, parks, recreation, and local culture. For example,we have six acres of park land for every 1,000 residents,which is twice the state standard. We will work together to connect and beautify communities through shared open spaces, public art and architecture that foster opportunities for neighborhood, community and family relationships and create a culture of investment in quality of life resources. Tension: More code enforcement vs. Less code enforcement 10 Environment Our location and natural environment are two of our great strengths. We must protect and preserve the terrain and natural amenities with which we are blessed.We shall strive to intelligently manage our resources for habitat preservation, recreation opportunities, resource extraction,alternative energy,future growth, water quality,air quality all within a regulatory framework that does not impede the creation of a sustainable economy. We have the opportunity to improve our regions self-reliance meeting the needs of our own population, utilizing alternative and renewable energy sources; enhancing water management; encouraging green manufacturing; rewarding sustainable building, and conserving natural resources—all leading to a healthy population with a high quality of life. Tension: Regulation to protect the environment vs. Cost of doing business Housing needs vs. Natural resources and wide open spaces Regional energy efforts vs. Energy needs of our county population Wellness In support of a healthy county, we value both prevention programs and superior healthcare services. We should reduce chronic disease and socio-economic disparities through health education, promotion of healthy lifestyles and healthy city initiatives, development of outcome- based health services, and increasing the collaboration between and among providers and community-based organizations. We should also employ a multifaceted approach to expand our capacity to provide quality healthcare services to all.We should invest in new facilities and technology and expand successful physician training programs at Arrowhead Regional Medical Center and Loma Linda University Medical Center. We should support the medical schools serving the county—Loma Linda University, Western University of Health Sciences and the proposed school at University of California, Riverside—and local institutions that produce non-physician medical professionals. And, we should aggressively recruit medical professionals—collaboratively addressing obstacles such as uninsured/underinsured patients, public health insurance reimbursement rates and business models for physicians Tension: Preventative health care services vs. Reimbursable health care services 11 Image Your image will usually correlate to your reality-at least in the long run. Our challenge in the Southern California media market is to have the true character of the county reflected as opposed to the sensational stories that attract the Los Angeles-based media's attention.We should intentionally, strategically and consistently tell the whole story of our region, highlighting the successes of our communities, businesses and families. Some of our governmental institutions have been going through challenging times. We must deal with our problems without compromise and reinforce an environment of certainty where people and business can have confidence to invest for the long run. We should highlight the true historic character of San Bernardino County as a location that embraces opportunity, optimism and innovation. We should emphasize inter-agency cooperation and good governmental practices that best portray leadership devotion to enhancing the regional image as one in which businesses and residents thrive. We should share our steadfast commitment to the protection of the county's wealth of natural resources as a duty complementary and in balance with leadership devoted to establishing complete communities capable of sustaining prosperity for future generations. Tension: Preventing future scandals and regaining public trust vs. Ongoing investigations 12 O ` ~ E o _ C `o 0 m° V E "' o` mn ma F E E F Y°. a E o E .v. w' a i`o o U c w E « iEo c o a ci' 'o W 7 a N2� .° Z u gcr 'd S E C g ag rvaQ t' m .`o o - m ; M a ` o v q C 3 ° o v v c o f cacy u n a g a 01 6 w c N a a c E 3 E � c o z :`E n G E ' E w n v o m o y c o °« °' M m r E n = u a `v a• 3 E _ 3 «� a o, a 'E A i r 8 bi aoa eLF � � Qx qq o 1 `o_ 6 Q d Y a _ _ a o E V p m ry o E o 'o c F v p1 0 = 0 3 `o 2 5 ? m 8 9 .2 E c E N c c a a E m v+ ai ` ^ m uyii A A `m < ry H o 5 a a_ n a` E .n ` d E Y u a o' $ -0 O ' o Cm 10 a fc `or m 'uF `o C E E a a °o °` 2 N E o — r c = c c Q a EP Z o a G u ^a C o a o a m o d r Zq ,� o V a a N E E cu °_ d c E � E E ° n' n° E E � 0 o E o _ c E i E $ „ g w � � c E ° °c E v o '° o q °a `o_ E Y o q °' o d ° �i E a F E as L w _`oaa d E M a° 5 G n c _ c m a n t ce c° V f ° C — a V r !e n m V m E � ° j 7 O c V QQ q N N — x a .E % E � 9a mr 1 b N V y O O EO N 0 o E A E 3 _ c E E H E « o a - d � q°' E g - ° E Ly � v Y A n e a a o a n E N o q „ 9 N o ° 30: n ? a c _ 5 ,. °' v 0 ° n q p1 v > a H c yY G A « — % p _ a L ,o L E Z E A E Q f a c co A c A G b o '°' 0 cN � 3 � amE � nd � m"° m ? a m 3 s o ° - E o E c ° m c m '� BE o E _ o c o g a `o o ° c — — n _ q t e g « u d ry a E E .n M Q p T o c a a` 3 £ o m t� — _ o E 2 u U I K c _ � ti n ul r a c n a n x W m — 3 m odZ, Y: E 2 c � V E E E a v3Qi wf Ei°°i .5°n e �oOn uP ¢c 5 uca A „ G a ° m E -' .E ° ", H E .e 3 E9 .. w E ° i °c f ° E � E ° 3 c E o A E d E Y E. E — ry Ea « �°. cry w b E a c E " o c v u Ew .E a �"o 4 > y2Ev6 ; q gNg � Qga 3 E = a 3 3 'cO 5 v a t +` c co o d a m a E > ,2 Z 3 ° ac a Lh n r 3 c °n o n y Z o C a $ = y ice _co E' co n c } « m _ . cg m � c 3 _ E 3 5 " � o E a `o ° q F a 'i$ � S c o° o A 2 o � co E ac o i a j 9 — l! \{ \ ! § ! , ! ■ ! ! ! ! ; \ { \\ j \ \ \ \ \ } ■ ! ! f ! i | } § ■ | I ® • • - , � § , t � ) \ } \ j \ \ � ( ! o ! \ k f ) { f ! ! k } Z8 | ) k ) ( . § } ) CREATING �fCOUNrfWIDE YOUR COUNTY..YOUR FUTURE EXPLANATION OF TERMS Throughout this document there are terms used to describe our vision, this is an effort to clarify and elaborate on their meaning. Collaboration:A rich history of working together gives our resource constrained region the ability to solve problems and create positive outcomes that we could not hope to accomplish in isolated silos. Building on this history of collaboration will be a critical aspect of our future success. Community-wide Prosperity: We support the creation of value and opportunity at all levels of the socio-economic spectrum in an attractive and well-maintained amenity rich physical environment with a sufficiently-funded government to provide a consistently high level of service. This will also enable us to provide social services that meet the needs of those most vulnerable in our community. We should maximize realistic opportunities and make sure that our education and training efforts align with market forces in order to provide employment ranging from entry level to high wage earners, from blue collar to white collar,from small business to fast growing entrepreneurs to large corporations—to use an over-used phrase: no one left behind! Complete Community: We support a community that meets all the life stages people travel through with access to services, amenities and lifestyle they desire. Although we have the amazing benefit of access to the rest of Southern California and all that it provides,for our families and our guests we will strive to provide a quality of life that allows people to live out their lives from their first job to retirement in our region,from their first apartment through marriage,children, empty nests, retirement or whatever family structure and lifestyle choices are made. 18 Diversity: There are no easy ways to categorize the vast regions and range of terrain that is San Bernardino County. We also have a variety of communities, lifestyles and economies. We believe this unique and comprehensive mix is a great asset. Our population, private and public institutions all come together to create an incredibly strong foundation for any possible future. Education (broadly defined): Education is a word loaded with meaning and everyone who hears it projects his or her own definition. We mean all aspects of life-long learning for all segments of the community—from preschool to post doctorate, from technical training to liberal studies and internships and mentoring to career reentry and continuing education. Our region will develop a matriculated web of educational opportunities necessary to be productive in today's economy. Foundation Investment: The average amount of foundation giving in California is$119 per capita. It's only$3 per capita to all of the nonprofits in San Bernardino County! All aspects of county leadership will work with the nonprofit and philanthropic sectors in the region to remedy this disparity—working to better connect the generosity of individuals,funders, and businesses to improve quality of life in the county. As public dollars dry up due to the economic recession, community and civic needs/projects are becoming increasingly dependent on private dollars. We should build stronger private,public, and nonprofit partnerships to leverage the best ideas, talent and resources to address the county's most pressing needs, challenges,and opportunities. Healthy Lifestyles:We mean a range of preventative health choices, including opportunities for a balanced diet and access to our natural resources for exercise. We should promote a healthy environment including clean air and water and fight for top quality and accessible health care. We will be a region that identifies and addresses the systemic challenges of unhealthy choices—such as, the use of drugs and alcohol during pregnancy—to the special needs of the disabled and those with behavioral health challenges. Natural Environment: Our air, water and natural terrain are critical elements to the future success of our region. In partnership with State and Federal agencies, our region will work to protect and enhance our natural setting. We should strive to successfully integrate the wide array of land uses critical to the overall success of our region into our natural setting. 19 Public Safety:Holding the line on criminal activity and being ready to respond to man-made and natural disasters is a both a legacy of success in our region and a commitment to the future. We will continue to work together as a region to deploy the most effective tools and forces. We will pursue collaboration within the region, with our surrounding counties and with State and Federal agencies. A big part of our future is making sure our general population is prepared to respond to any circumstances that arise and are educated as to the appropriate level of service to expect. Quality Amenities:As variable as the people in the region are the range of amenities desired. In a balanced way and to the maximum level achievable based on our economic realities, we will strive to encourage community-based access to parks and recreation, retail and professional services, entertainment and sporting events for all ages. In addition, we will encourage the celebration of all the arts. From museums to symphonies,from theatre to concerts, from school-based to professional performances, we value the arts! Rural and Desert Lifestyle: Wide open spaces,plants and animals, often characterize the elements of a rural lifestyle. Neighborhoods that provide the opportunity for horse property and other livestock are an important component of our heritage and an important future choice.The connectivity of rural property to a system of trails is a further critical element of a rural lifestyle. Sense of Place: Strong family ties, culture, heritage, neighborhood cohesion and unique characteristics come together to create communities people care about. From the deserts to the mountains and the valleys people choose the communities that best meet their lifestyle choices and then often lay down multigenerational roots. Social Infrastructure: The fabric of a community is woven with the threads of organizations ranging from service clubs to athletic teams,from faith based organizations to political activists,from arts to historical preservationists. All of these organizations in all their myriad of forms create the social infrastructure of the community. In addition to the value of the services and activities they provide in and of themselves, they create 5%of the county's jobs and raise millions of dollars for community programs and services. 20 Sustainability:We support making decisions with a clear understanding of capacity, meeting today's needs for resources and quality of life in ways that enable future generations to meet their needs as well. We will strive to pursue opportunities for investment in infrastructure, which expand capacity. And, we will embrace technological advances that further enable our region's growth and prosperity, living well without degrading the environment or depleting non-renewable resources. Urban Environments: Areas of increased housing density interspersed with retail and office uses create what we mean by urban environments. Increased densities provide the opportunity for a number of community benefits. A critical mass of consumers is necessary to drive a variety of retail and entertainment experiences.The same is true for transit alternatives to be successful. In urban environments you also have a higher likelihood of opportunity to work and live in a 24/7 walk-able proximity. Note the Victoria Gardens example in the inventory of great examples chapter of this document. 21 CREAONG JCOUNTYW/DE iS%D Y COUNTY...YOUP fUTUPE VISION PROCESS For the first time in the history of San Bernardino County, all 24 cities and towns and the County have worked together to create a vision for our future.We have solicited input from hundreds of citizens at community meetings throughout the county; questioned more than 25 groups of experts at specific subject area meetings ranging from the environment to home building,from the military to education and from water to health care;and received more than 3,600 responses to an online survey. After reviewing the general plans of all the cities and towns,we met with their representatives and officials from a number of community service districts to more fully understand their plans and priorities. The information has been fascinating and valuable as a foundation for discussing the future of our county.This countywide vision document is the culmination of this effort to gather input from residents and other stakeholders.The data was summarized into the nine vision element statements above, which were reviewed and refined by the Plans and Programs Policy Committee of San Bernardino Associated Governments(SANBAG). Final comments will be solicited during the 27`h Annual City County Conference.A final vision statement will be drafted and circulated for adoption by the County,SANBAG and all 24 cities and towns.The countywide vision will then be presented during SANBAG's first annual general assembly meeting in June. Community meetings were held in Barstow, Big Bear Lake, Bloomington, Chino, Chino Hills, Colton, Fontana,Joshua Tree, Lake Arrowhead, Muscoy, Ontario, Phelan, Rancho Cucamonga, Redlands, Rialto,San Bernardino, Upland, and Victorville. Single issue focus groups covered the following categories: Arts&Culture Firefighters Real Estate Utilities Aviation Healthcare Residential Veteran's Issues CBOs/Non-profits Higher Education Development Water Children's Polity Industrial Retail Workforce Education (K-12) Development Development Investment Environment Mental Health Seniors Affairs Faith Community Public Safety Tourism 22 REA TING COUNTYWIDE YVUR COUNTT._TOUR FUTURE THE ONLINE SURVEY RESULTS An online survey ran from December 29, 2010 to February 6, 2011 and resulted in 3,656 completed surveys. Below are a description of survey respondents and a summary of results. Respondents • Most(66%) respondents are long-time residents of the County, having lived in San Bernardino County for over 15 years. • Age of respondents range from 17 to 99 with a median age of 49. • The majority of respondents were female (62.5%) and only 37.5%are male. Results Likes • The following three things are what respondents like most about the County of San Bernardino (in rank order): 1. Availability of recreation areas and facilities. 2. Availability of housing options at affordable prices. 3. Availability of restaurants and shopping. • Respondents in the Central Valley and Eastern Valley indicated the same three items as their top three Likes, although in a slightly different order. • The High Desert, Morongo Basin/South Desert and Mountain Communities also included housing at affordable prices and recreation areas and facilities in their top three. However, these regions did not list availability of restaurants and shopping in their top three; instead, respondents in these regions like that roads and freeways have less congestion. • Respondents in the Western Valley had restaurants and shopping and recreation and facilities in their top two. Level of public safety was H3 for this region. 23 i Dislikes • The following are the top three things respondents don't like about the county(in rank order): 1. Lack of employment opportunities 2. San Bernardino County's overall image 3. Quality of roads • Respondents across all regions agree that lack of employment opportunities is a problem. • Most regions(Eastern Valley, High Desert, Morongo Basin/South Desert and Mountain Communities) also agree that quality of roads is an issue. • Central Valley, Eastern Valley, Mountain Communities and Western Valley indicated they don't like the County's overall image. In fact,this item was ranked#1 by respondents in these regions. However,this item did not make the top three in the desert regions. • Dislikes that are unique to regions: 1. Quality of schools(Central Valley and High Desert) 2. Lack of transportation options (Morongo Basin/South Desert) 3. Traffic congestion (Western Valley) Change in County • Overall, the majority of respondents believe things are either getting worse or are remaining the same within the County. • Most respondents believe the following things are getting worse: 1. Employment opportunities 2. Quality of schools 3. Quality of roads 4. Traffic congestion 5. County's overall image 6. Openness and honesty of government services • Nearly half or more than half of respondents believe the following are remaining the same: 1. Availability of recreation areas and facilities 2. Level of public safety 3. Options for entertainment and nightlife 4. Access to healthcare services 5. Availability of restaurants and shopping 24 6. Availability of housing options at affordable prices 7. Availability of public transit 8. Availability of other transportation options 9. Air quality Priorities • According to respondents,the top three priorities for the County should be: 1. Higher quantity and quality of jobs 2. More open and honest government 3. Improve public safety • Again, all regions agree that jobs should be the top priority.Jobs was ranked#1 in all regions except the Morongo Basin/South Desert(ranked#2). • Every region also believes that more open and honest government should be a priority. • Respondents in Central Valley, High Desert, Mountain Communities, and Western Valley also ranked improve publicsofetyas a priority. • Priorities unique to regions are: • San Bernardino County's image(Eastern Valley) • Rural living(Morongo Basin/South Desert) Suggestions for Improvement • The top three suggestions for improvements in the County are related to: 1. Transportation infrastructure 2. Recreation opportunities/facilities 3. Public Safety • While most believe jobs should be a top priority,the most common suggestion for improvement(across all regions)was to fix or improve the County's transportation infrastructure(e.g., potholes, quality of roads, bridges,trails,traffic lights). It should be noted that"quality of roads"was not an option in the question about County priorities. Perhaps given the opportunity, respondents may have selected "quality of roads"as a top priority. • The East Valley and the High Desert were the only regions that had the same top three suggestions. Other suggestions unique to regions were: o Community upkeeping (Central Valley, Mountains, West Valley) o Utility infrastructure/services (Morongo Basin/South Desert) 25 Words to Describe Future County • Respondents would like the following three words/ideas to describe the County in the future: 1. Safe 2. Clean/beautiful/sustainable/environmental 3. Prosperous/employed/productive/successful • The only region with the same top three priorities is Central Valley. i • Other priorities unique to regions are: ! o Government: honest/open/respected/public-serving(East Valley, High Desert, Mountains, West Valley) o Undeveloped/rural/serene/peaceful/uncongested/historical (Morongo Basin/South Desert) 26 REA TING COUNTYW/DE YOUR COUNTY...YOUR FUTURE SURVEY QUESTIONS What's Your Vision for San Bernardino County? The purpose of this survey is to learn what you want San Bernardino County to work toward and become. This is your chance to be heard, and more importantly, to determine the future course of our County community. The survey should take approximately 10 minutes to complete. Your participation in this survey is voluntary and you may exit at any time. Be assured that your responses will remain anonymous and IP addresses will not be collected or used for any purpose. Thank you for taking the time to share your thoughts on what the future of San Bernardino County should look like! Click the Next button to begin. If you have any questions about the survey, please contact us at VisionProject @sbcounty.gov. By clicking the Next button below, I verify that if I am under 181 have my parents'/guardians' consent to complete this survey. 1. What is your current 5-digit zip code? 2. Thinking about the San Bernardino County community in which you live, work or visit; name two things you would like to see improved in that community. Please provide name of community. If you do not know name of community, provide city name. Name of community/city: Improvement 1: Improvement 2: 3. Select the top three things that you LIKE about San Bernardino County and rank them 1, 2, and 3 with 1 being what you like most. Please read all choices before ranking. 27 Enter 1, 2, and 3 into the boxes next to your TOP THREE ITEMS. Please leave the rest of the items blank. The sum of the numbers entered must equal 6. Availability of recreation areas and facilities Level of public safety provided Employment opportunities Availability of arts and cultural activities Availability of restaurants and shopping Availability of professional services (e.g. medical/dental offices,attorney, CPA, barber/beauty) Availability of housing options at affordable prices Quality of schools Quality of roads Transportation options (e.g. public transit, bikeable/walkable pathways) Roads and freeways have less congestion (as compared to rest of Southern California) San Bernardino County's overall image (what comes to mind when people think of the area) The physical appearance of the County 4. Select the top three things that you DON'T LIKE about San Bernardino County and rank them 1, 2, and 3 with 1 being what you like least. Please read all choices before ranking. Enter 1, 2, and 3 into the boxes next to your TOP THREE ITEMS. Please leave the rest of the items blank. The sum of the numbers entered must equal 6. Lack of recreation areas and facilities Level of public safety provided Lack of employment opportunities Lack of arts and cultural activities Lack of restaurants and shopping Lack of professional services (e.g. medical/dental offices, attorney, CPA, barber/beauty) Lack of housing options at affordable prices Quality of schools Quality of roads Lack of transportation options (e.g. public transit, bikeable/walkable pathways) Traffic congestion San Bernardino County's overall image (what comes to mind when people think of the area) The physical appearance of the County 28 5. Thinking about San Bernardino County as a whole, indicate whether you think the topics listed below are getting better, getting worse, or are remaining the some within the County. Remember, we are looking for your opinions and there are no right or wrong answers. a. Availability of recreation areas and facilities Getting better Getting worse Remaining the same b. Level of public safety Getting better Getting worse Remaining the same c. Employment opportunities Getting better Getting worse Remaining the same d. Options for entertainment and nightlife Getting better Getting worse Remaining the same e. Access to healthcare services Getting better Getting worse Remaining the same f. Availability of restaurants and shopping Getting better Getting worse Remaining the same g. Availability of housing options at affordable prices Getting better Getting worse Remaining the same h. quality of schools Getting better Getting worse Remaining the same i. quality of roads Getting better Getting worse Remaining the same j. Availability of public transit(e.g. buses and trains) Getting better Getting worse Remaining the same k. Availability of other transportation options (e.g. walking and biking pathways) Getting better Getting worse Remaining the same I. Traffic congestion Getting better Getting worse Remaining the same m. Air quality Getting better Getting worse Remaining the same 29 i n. San Bernardino County's overall image(what comes to mind when people think of the area) Getting better Getting worse Remaining the same o. Openness and honesty of government agencies Getting better Getting worse Remaining the same 6. Which of the following do you believe should be the top three countywide priorities? Please read through all the options first and then select three items and rank order them 1, 2, and 3 with 1 being the most important priority. Enter 1, 2, and 3 into the boxes next to your TOP THREE PRIORITIES. Please leave the rest of the items blank. The sum of the numbers entered must equal 6. More health care options(service availability, hospitals, medical/dental offices, pharmacies) More urban lifestyle communities/areas Rural living Physical appearance of County as a whole Higher quality and quantity of jobs More recreation opportunities More open and honest government Improve public safety(police,fire) Air quality More arts and cultural choices More transportation options (public transit, bicycle paths, pedestrian walkways) Reduce traffic congestion within the County's borders San Bernardino County's overall image (what comes to mind when people think of the area) 7. In the future,what are three words that you hope will best describe San Bernardino County? 1. 2. 3. 8. How long have you lived in San Bernardino County? Less than 1 year 1 to 5 years 6 to 10 years 11 to 15 years 16 or more years 30 Don't live in San Bernardino County 9. What is your age? (in years) 10. What is your gender? Male Female 31 .CREATING 'COUNTYWIDE YOUR COUNTY...YOUR FUTURE v SURVEY DEFINITION OF REGIONS REGION COMMUNITIES REGION COMMUNITIES Chino Chino Hills Guasti Bloomington Lytle Creek Colton Western Valley Montclair Central Valley Fontana Mt Baldy Grand Terrace Ontario Rialto Rancho Cucamonga San Bernardino Upland Angelus Oaks Big Bear City Bryn Mawr Big Bear Lake Forest Falls Blue Jay Highland Cedar Glen Loma Linda Cedarpines Park Eastern Valley Mentone Mountain Crest Park Patton Communities Crestline Redlands Fawnskin Rim Forest Green Valley Lake Twin Peaks Lake Arrowhead Yucaipa Running Springs Skyforest Sugarloaf 32 REGION COMMUNITIES REGION COMMUNITIES Adelanto Amboy Apple Valley Baker Barstow Cima Daggett Earp Edwards Essex Fort Irwin Helendale Hesperia Hinkley Joshua Tree Lucerne Valley Landers High Desert Ludlow Morongo Basin/South Morongo Valley Mountain Pass Desert Pioneertown Needles Twentynine Palms Newberry Springs Yucca Valley Nipton Oro Grande Parker Dam Phelan Pinon Hills Red Mountain Ridgecrest Trona Victorville Vidal Wrightwood Yermo 33 U o rrinnnuuum h= —mmuu •� 00 °O OaC •° L C ~O L 9 Z O m 6 O- nh dN✓i �� �e {{ 9- c° A ep� rO c O xa �l (j C c00 V °y NCO �� LZ 1-N1� 2 ° H1 O 1 0 �`^a_ } y O V _ O O - O OE.gvU¢' c mV ` ap 0 E ; Y o U i °m s M 3 Z o O c c_ v =y� °2_E i c 29 c y^ u@ O N2 ° r ° _— o0 -io,o ,� y_ g0�` W _ y. i. o � r c o CD ■ | fq § Q! ! 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