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HomeMy WebLinkAboutMayor and Common Council Retreat City of San Bernardino Mayor and Common Council Retreat March 25-27, 2010 The Orange Show Dr. John Nalbandian University of Kansas Lawrence, Kansas 785-864-3527 nalband@ukans.edu A. Tyter St.Clair 205 Madison Street Lynchburg, Virginia 24504 434-846-2428 ats6t@virginia.edu ----------- f i _ I City of San Bernardino Mayor and Common Council Retreat The Orange Show March 25-27, 2010 THE HIGH PERFORMANCE GOVERNING BODY Dr. John Nalbandian, University of Kansas, March 25, 2010 Governing Body Expects from Staff Staff Will Contribute to Governing Body • Use common sense • Timely responses to requests • Collaborative problems solving • Thorough analysis • Keep timelines; timely delivery of • Accurate and honest information projects • Professional leadership of the • Completed and accurate staff reports organization to reach the governing • Competency in performance of duties body's goals • Honest counsel - the good, the bad, and • Work efficiently with the resources we the ugly have • Loyalty to our hometown • Work as a team to implement council • Follow through policy • Don't pass the buck • Interact in a professional, courteous, and • Follow proper chain of command respectful manner • Results-based performance • To be politically aware but not politically • Prompt reply active Bring innovative ideas to the Council Be responsive and sensitive to the community Work together to build a better community Staff Expects from Governing Body Governing Body Will Contribute to Staff • Collective, unified vision • Provide the vision • Clear direction to assist staff in policy • Proper tools; safe workplace implementation . Clear direction on the chain of command • Establish a set of priorities • Necessary support - practical and moral • Stay the course • Intelligent policies • Support your professional staff . Non-hostile work environment • Trust our abilities • Decent salaries • Respect our expertise • Reasonable job stability • Provide adequate resources • Empower, not hamstring, good • Respect chain of command performance o Job recognition and rewards • Fair and constructive criticism • Opportunity to earn advancement Respect goes both ways - earn it! 2 VISION BRAINSTORM Thinking about the ideal, most desirable City of San Bernardino in the year 2025 and keeping a possibility oriented perspective: 1. In 2025, when we arrive or live in the City of San Bernardino, we will describe it as . . . 2. Keep: To get to that ideal, what is it that you want to keep about the City? 3. Change: To get to that ideal, what is it that you want to change about the City? Green Group Chas, Virginia, Charles, Jason, Rachel In 2025, we will describe the City of San Bernardino as: • Middle class homes • CSUSB SBVC that is bigger and better - More degrees, programs - World class institutions • Recreational amenities - Community centers - 20 libraries/community centers • Known for vibrant economic community - Green - Vibrant, clean, safe downtown • Vibrant art/culture - theater/performing arts, public art, street performers, museums • Surround airport with logistics and warehouses • Senior center with pool and amenities • Change mobile homes into different communities; modernize • Clean, fresh main corridors; no blight, graffiti from freeway view • Completion of downtown transportation plan • Smart growth; connect revitalization (downtown to south) • Reputation as a safe business community • All American City • Bustling, vibrant Westside; bridge - Mount Vernon • Iconic landmarks - Route 66, Placita Park, Arrowhead Springs, California Theater, CSUSB • Supports businesses - Low taxes - Streamline business registration/development processes Lower utility tax Maximize enterprise zone Predictability of getting projects done • See long line of businesses waiting • Good place to raise families - Sports venues - Parks/open spaces - Expanding sports venues • Maintain historical treasures - Santa Fe Depot/Whistle, Sturges/California Theater • Create top notch schools; charter schools • Bookstores, Nordstrom 3 Keep: • Small town feeling • Diversity • Neighborhood associations • Middle class families • Signature events (WRLL, Rt 66, NOS, etc.) • Strong public safety - police, fire • County seat • Form of government • Supporting/partnering with faith based community • Fire through JPA; decentralize management • Ward system • Open mind • 186 Change: • Image - blight, crime • Increase home ownership • Bring more middle class families • Parolee treatment = improve job opportunities • More youth and senior programs • Lower utility tax • Form of government • Streamline development services process • Provide better customer services - Expand online services - Services at community centers • Provide Downtown Ambassador Program • Provide more recreational sites; community centers • Provide equitable allocation of funds and transparency • Way CDBG funding is allocated Identify priorities Allocation by ward • Partnerships with other elected officials to maximize resources • Have several theaters • Eliminate bureaucracy - Streamline business process - Make more business friendly - More efficient • Change political culture - don't personalize politics • Change collection/allocation of DIFF fees; keep DIFF funds where collected • Way 215 runs to provide Westside access • Development Services Department Attitude/customer service - Possible personnel changes 4 "Can't do" attitude to "Can do!" • Fire Department staffing levels - Plus one • 186 • Way we do road maintenance - Make it a higher priority - Enhance funding Change slurry seal program • More Parks Department staffing • Refuse Department changes - analyze possible outsourcing; keep options open • Staffing structure - mayor, council, city manager - Give more policy focus - Have a grant writer in the Council office • City Hall hours - need to be open 5 days • Additional law enforcement; more foot patrols • Change the way we deal with the homeless - Explore ordinances to deal with public health issues - Address homeless behavior • Restrictive lot sizes for development Financial stability - Establish reserve account for retirements - Establish reserve for vehicle replacements - Better job of collecting revenues Better auditing Develop financial incentives for business • Change business corridors - Beautification - Shrink corridors to get higher quality businesses - Change moratorium to allow good businesses to come (i.e. national chains) • Crack down on bad businesses blighting the community • Change staffing level at Code Compliance; establish focus areas (are businesses being cited?) • Empower the City Manager Have needs list - Power to remove department heads - Give Council power to remove department heads - Hold people accountable - Change to allow Council to evaluate department heads Purple Group Mayor, Wendy, Fred, Rikke, Debbie In 2025, we will describe the City of San Bernardino as: • Vibrant bustling airport • Able to see the mountains; smog free city • Safe place for all who live and work here • Sense of excitement, alive, people walking, bicycling, vibrant City core, nightlife • Destination place 5 • Accessible by public transit; a sense that you can get there by rail, bus, good access from freeway • Gateways like Orange County • Place of great beauty • Broad sidewalks, curb and gutter • Landscaping that is beautiful • Moving there because it does not tolerate alack of civic pride • Know values of property will stay [up] • Want to move because civic pride is expected • Professionalism is expected • Place to do business • Maintain diversity in community; open arms • High quality educational system to attract diversity in the community • Quality university - comprehensive quality education from preschool to university • Diversity of post high school educational opportunities (art institute, etc.) to get a diversity of students; allows people who live here to get an education here • Healthy business community • Reputation to be second to none • Art and culture • Change the image • Change in socio-economic demographics - balanced business, property, expendable income tax base • Known as Youth/Youth Sports Capital of xhe World • Recognized as clean, eco-friendly city with best practices in sustainability and for achieving a sustainable environment Keep: • Landmarks - California Theater • Airport • Celebrating our water and natural resources • Older commercial corridors • Harris Co building • Heritage building • Courthouse • Woolworth • Anderson • Buildings of the 50's and 60's; heritage homes • Route 66 • Sturgis Center for Arts • Community Hospital; St. B's • Arrowhead Springs Hotel • Perris Hill Park/Bowl • Secrombe Lake Park; other parks • Ball Park; Soccer Complex • Central Library; library system • Universities 6 • Cultural events; Route 66; symphonies • Form of government • Cultural diversity • Friendly city; welcoming attitude • Trust level among politicians • The fact that we are so unique in the way we govern ourselves • Re-examine the structure (charter) • Streetscape - Sidewalks next to curb are not safe More shaded downtown streets Bicycle lanes • Outside perception - how the City is perceived by the rest of the region, state, and country • Streetscape on certain streets • Intelligent and visionary Streetscape planning • Demographics of downtown; more socio-economic diversity • Stronger tax base • Change business climate Best practices in planning and development One stop processes - consistency The way City Hall does business with a range of businesses from small to the development community Bureaucrats need to understand businesses • Ratio of renters to homeowners • Compliance with rental housing policies • The landscape of the Orange Show • True customer service culture within City government Problem solving attitude Change attitude of fear of change • The face of the City - beautiful entrances with public landscaping • Image and reputation • Residents' attitude about civic pride and participation Change: • Feeling that there is a lack of inclusion among whole governing body • Performance of our public schools • General quality of life of our residents, currently inadequate Better parks Responsive public safely Responsive code • Public safely to improve consistent delivery of services • Diversity of the Fire Department workforce • Empowering constituents to share responsibility for public safety in the community - Neighborhood watches (more successful ones) - CERT Neighborhood associations 7 • Improve responsiveness to neighborhoods Increase participation in civic affairs Pension structure related to the budget • Electorate participation; higher voter turnout; engage them; change public apathy Coordinate election cycles • Change the way we get the City's message out - Improve communication with the community - Change environment of communication using technology - Uses sources that exist currently (i.e. water/trash bills) • Charter change - departments reporting structure • Increase the reserves; change the reserve policy Marketing of city resources and incentives to employees via small businesses • Recognition awards for long standing businesses • Methods for retaining and attracting businesses Know that businesses are struggling and offer services Create fiscal stability for the City People need to feel that government is stable and responsive • More vibrant arts and cultural life in the City; no arts association (Arts on 5th was de- funded) • More statues, public art, recognition of history • Create a public square downtown • Reinvigorate downtown with public/private partnerships • Improve all commercial corridors; PBID goncept (Waterman, Highland, Baseline, Mount Vernon, Del Rosa) • Get to celebrate diversity in residential areas; support diverse neighborhoods so that neighborhoods flourish; help neighborhood reinvent themselves Enhance cultural diversity Create diversity area - Create names/banners - Refer to neighborhoods as a "place" • Enhance housing stock diversity First time homebuyers credit • Take advantage of advertising incentives • EDA grants - make it easier to attain them (seniors and first time home buyers) The way we do business; change the bureaucracy • Enhance nightlife downtown Public's participation that government can solve all problems (balancing values) • Bullying mentality and management styles at City Hall so that we have more respectful, professional management Observations about our Vision Brainstorm The comments generally indicate that we are not "healthy" or even dysfunctional • We are not progressing because of lack of follow through • Not too many "keep" items - we have a lot more concerns about changing things • Comments indicate that we are fragmented and out of sink • 90% of what both groups said is the same - we agree on what the problems are 8 • We said the same things about our problems 10 years ago • We may have the same problems, but we have different elected officials and a strong city manager now • It's up to us to address these changes; we must have the political will 9 VISION City of San Bernardino ! TpN THE Mayor and Common Council /`'s5i A4,F Preliminary Vision 2010 V as .� fe Community, I - Beautification lusirurss and k Devel nt CI[y of / San lemardlno PRELIMINARY CORE VISION' / •, Destination place -. M ltlaceted transportation hud unique location mns ortation • Education center Nousin3 and a In�as[ructu ..Family friendly community ame Owrrcrshi All American City r youth Sports City • 'Business incubrtor '� Vibrant i I Education /^ IitY O/Lilt/ ./'// `\ Responsive l i C5'q'ine 4rNr CovsuLLn.4s iwltr•wlin•wl Elements to consider in Vision Preamble/Core Vision before listing Desired Future States: • Destination place (historic places, iconic places and events, county seat) • Transportation hub with multifaceted transportation (jobs, point of connection) • Unique location (desert, mountains, ocean, climate, proximity to .. .) • Education center (connect institutions; turn negative into a positive) • Family friendly city (clean and safe; raise a family; wholesome) • Business Incubator (join components all over City; ideas; partnerships; focus) • An All American City • Youth Sports Center Considerations about Vision Development • Make it compelling - it should make people want to come here • Broad; currently have both large and small bowl issues in the vision • Have consistent language - should like it was written by one person versus 8 • Have pizzazz • Look to make sure that there are not other areas that we need to include such as diversity and sustainable • Do we want to get community input on the vision? • Make it believable, doable, and realistic • Work together as a team to address it; make a plan 10 SAN BERNARDINO MAYOR AND COMMON COUNCIL VISION DRAFT The document below is a first draft; considerable revision is still needed. Safe Community In 2025, San Bernardino has active neighborhood associations that engage in their communities through town hall meetings and provide guidance to their elected officials. The Neighborhood Cluster Association takes a leadership role in coordinating neighborhood cleanups. In addition, there are neighborhood watches that take responsibility for crime prevention in their neighborhoods. In 2025 the residents of San Bernardino support and appreciate their law enforcement personnel. Business and Economic Development The city of San Bernardino is business friendly, striving to provide easy access to public officials, resources, and incentives necessary to create an environment that expands job opportunities. We strive to expedite and streamline economic development by providing one-stop business support services including eco-friendly options. We promote a competitive business environment that attracts and retains healthy businesses, reducing unnecessary bureaucratic red tape. Education We are a city that embraces the concept of lifelong learning. Together with our educational partners, we provide a network of support services from birth through retirement. We provide quality day care and preschool for all of our children. Our learning ready children have enviable choices in both quality public and charter K-12 programs, We offer our residents abundant educational opportunities in our local community college, our highly ranked state university, and 14 private colleges offering degrees for every career path. For those innovators in start up business entrepreneurs our City, in partnership with the state university, offers education, financing, location, and employee training assistance to assure the success of new enterprises. For those in retirement we offer a host of extended learning programs at all of our recreation and senior centers as well as our college and university campuses. Responsive Government The City of San Bernardino respects all its residents and its business community and serves its needs with efficient, transparent, and expedient action. Public officials are accountable to the people they serve by providing easy, effective access to services the public deserves. The City of San Bernardino is fiscally responsible, visionary, and intelligent in its implementation and delivery of quality, cost effective services. We partner with the community and private sector when the greater good will be served. Enhance our Vibrant Quality of Life San Bernardino in 2025 continues to be the premier location for family friendly events such as the Orange Show, Route 66, and the Western Regional Little League. We have a walkable downtown with a downtown ambassadors program and many family friendly amenities. You can visit the California Theater or Sturgis Center for the Performing Arts to enjoy a wide variety of entertainment or our new modern art museum. Our City is full of public art, murals, and statues or you can just enjoy the street performers in the downtown promenade. Sports oriented individuals and families have many choices as well. 11 You can take in a baseball game at the Arrowhead Credit Union Stadium or see an NCAA basketball game at the Cousollis Arena at CSUSB. We have added many ballfields and sports facilities in neighborhoods around the City so that families and kids can easily access our parks. Today we can brag about 20 libraries and community centers that make San Bernardino the most family friendly and diverse city in the Inland Empire. Transportation and Infrastructure In 2025, San Bernardino will welcome residents and visitors to the Inland Empire with a thriving, vibrant International Airport, which will be accessible by bus and rail. A walkable community with many bike lanes populated by water fountains serviced by our abundant Bunker Hill Basin water reservoir. The City is a place with an intelligent, environmentally planned infrastructure designed for long term sustainability for all who live and work here. Beautification In 2025, the City of San Bernardino has inviting corridors with murals at all entryways to the City. The once blighted, low yielding commercial corridors have been transformed into well thought out and pedestrian friendly walkways with greenbelts that include water features. Code enforcement ensures that all major corridors are maintained and parks are lush and green with youth sports amenities. Housing and Home Ownership In 2025, the City has an abundance of quality middle class neighborhoods that have parks, trails, and community centers. In addition, there is ample senior housing to provide for aging residents. The new government center has attracted new condominiums that provide housing opportunities to those who want'the urban lifestyle. Along with the wide range of housing opportunities, new or existing residents can choose from two master planned communities - "Arrowhead Springs" and "Martin Ranch" projects. The Cal State area has 900 units that offer live, work, and single-family residents all within access of a clubhouse. The EDA continues to provide first time homeowner assistance and has an impressive plan to buy once rental homes and convert to single-family owner occupied homes. 12 ROLES FOR THE COMMON COUNCIL, MAYOR, AND CITY MANAGER Common Council Mayor City Manager • Set policy - be the • Work with the Council • Get her done! legislative body to set public policies, • Insure Development • Respond to constituent including the Council Services delivers issues list . Manage City departments • Represent constituent • Preside over council • Manage the managers needs meetings • Manage City operations • Provide oversight; hold the • Appoint the City . Carry out vision and City City Manager accountable Manager, Police Chief, policies for carrying out policy and Fire Chief, and EDA • Listen to the Council for performance Director individually and as whole • Provide vision for the City • Give general oversight • Inform Mayor and Council • Set goals for the City of all City functions of issues • Approve the budget • Provide ceremonial • Prepare the budget provided by the City Mgr. leadership • Be honest and • Support staff; give them • Have collaborative transparent with the tools to perform their jobs relationship with Mayor/Council • Give appropriate Council • Fair and equitable to recognition to staff • Oversight of work of employees • Advocate on behalf of City Manager, EDA • Hold employees residents Director, Police Chief, accountable • Approve ordinances and Fire Chief pp Follow rule of law, Brown participate in construction • Chief spokesperson Act, and Charter of ordinances through • Provide leadership . Provide public committees (mentoring, direction, information • Set own rules for Council advice, consultation) . Make recommendations • Provide community • Provide leadership at . Support Mayor and leadership (identify council meetings Council problems, mobilize • Accountability for . Provide data and research solutions, be voice, etc.) results analysis • Make appointments to • Represent the City with commissions in wards and other organizations the City outside the city • Open/free exchange of ideas with the Mayor and City Mgr. to help construct policy; be inclusive and proactive in this • Be informed before we cast our votes; ask ques- tions if don't understand • Deliver results to constituents 13 2010 MAYOR AND COMMON COUNCIL GOALS Safe Community 1) Empower, support and expand neighborhood associations 2) Change image to one of a safe community through responsive public safety efforts 3) Implement proactive public safety strategies Business and Economic Development 4) Streamline development process 5) Create an aggressive economic development marketing plan 6) Create economic development plan and strategies (e.g. Downtown) Education 7) Partner with School District to support K-12 education 8) Provide incentives and streamline suppo(t for charter, preschool and higher learning Responsive Government 9) Enhance customer service, communications with residents, and response times 10)Review and update the City Charter to assure the most efficient effective form of government Vibrant Quality of Life 11)Enhance arts, culture, special event to include options and convenience to become a destination city 12)Provide additional libraries, community centers, parks and recreation funding and programs Transportation and Infrastructure 13)Create transit oriented development 14)Establish an infrastructure plan 14 Beautification 15)Enhance code enforcement 16)Enhance gateway and commercial corridors and public right-of-ways Housing and Home Ownership 17)Develop multifaceted housing strategy 18)Develop strategies and incentives to increase homeownership ratio FOLLOW UP STRATEGY FOR GOALS AND PRIORITIES DEVELOPMENT 1. Develop Plan to Address Goals Staff will use the Council's goals (except for Goal #10) to develop a strategic plan that provides detail about how each goal could be addressed, including individual objectives, the resources needed, and time frames May be helpful to categorize the goals into a one-year, three year, and five year plan Bring the strategic plan back to the Mayor and Council at a future time for review Council will use this information to determine what the City can and can't do and what will need to be pushed out to the future 2) Mayor and Council will address Goal #10 as Committee of the Whole Goal #10 is a Council issue and requires a policy-making discussion. We will meet as a committee of the whole, have open and honest dialogue, and figure out how to pursue the 3 or 4 separate issues as listed below: (1) Bring agencies that are currently outside the Mayor's office into the City Manager's office (2) We have overlap between the Mayors office and the City Manager's Office in terms of roles and need to clarify those roles (3) Taking certain elected offices and making them appointed offices (4) Make sure that Council has a clear role in policy making - enable the Council to take back the primary role in policy making /V1114 15 ACTION STEPS TO MOVE FORWARD Action Step When 1. Tyler sends Report; Manager distributes to the Council Monday 2. Convene a meeting to do the OGL/Code of Conduct Post Apr 15 but before May 15 3. Council would like to have a list with specific examples from the City No later than Manager about the impediments and the benefits regarding charter May 15 changes. List the specific outcomes of what would happen if the issue were changed. Help us understand why each issue is a problem and what would be the benefit of changing it. 4. Convene a meeting to talk about Goal #10 (see strategy on page 14) Post Apr 15 but before May 30 5. City Manager/Communications Manager will refine the Vision By April 30 6. Present the Vision statement to Council for review and revision April/May and/or adoption 7. City Manager will bring to the Council a plan that addresses when the By May 15 Strategic Plan(s) information will be presented to the Council 8. Council will consider the Strategic Plan(s) provided by the Manager TBD according to the development and implementation schedule 9. Review progress on goals/plans over the course of the year TBD 10.Hold an annual Council retreat to review progress (1-2-days) - it may TBD be good to hold the session before budget meetings 16 2010 Mayor and Common Council Goals with Supporting Goal Recommendations March 27, 2010 Safe Community 1) Empower, support and expand neighborhood associations • Increase number of neighborhood associations • Provide Neighborhood Cluster Associations with more support • Strengthen and expand neighborhood association through creation of a Neighborhood Services Division 2) Change image to one of a safe community through responsive public safety efforts • More people describe San Bernardino as a safe City • Change past image and reputation • Develop and fine tune a healthy functioning police force that consistently responds to calls for service and report taking • Provide sufficient, efficient, cost effective, well managed public safety 3) Implement proactive public safety strategies • Enforce strict compliance via Code, Fire, and Police personnel (e.g. apartments) • Progressively deal with parolee and homeless issues • Develop a plan to implement additional foot police patrols throughout the City, specifically high crime areas • Expand community policing effort by increasing crime prevention and intervention strategies, problem solving, police education, and community involvement • Create pro-active policing teams (i.e. bike patrols, more citizen patrols) Business and Economic Development 4) Streamline development process • Promote and require a "can do" attitude and culture of customer service from staff regarding business development • Streamline government and doing business at all levels • Develop easy online forms, help, payments and scheduling • Set standards of excellence for processing customer requests/needs • Follow through with a comprehensive "business support" center - one stop center that that includes information on grants, incentives, etc. • Create one-stop shop business center • Streamline the process • Implement Business Development Center, making business friendly best practices a top priority 5) Create an aggressive economic development marketing plan • Be a deal maker • Create reputation for being easy to work with, quick, and helpful • Recruit more aggressively • Recreate a powerful marketing campaign our "new and improved" image and create the action plan to sell it • Create business advisory councils and allow them to be part of the City's vision 1 6) Create economic development plan and strategies (e.g. Downtown) Identify a master plan which will clearly spell out short and long term goals • Reinvigorate downtown • Aggressively pursue downtown redevelopment focused on EDA resources and partnerships with SANBAG, Omnitrans, SBIA, IVDA, and County and Courts • Plan with future "what-if" and worst case scenarios to prevent unintended consequences • Identify key economic development opportunities throughout City and Develop strategic plan for capitalizing on opportunity areas Education 7) Partner with School District to support K-12 education. • Work with school district, university and community college to develop and support educational reforms for our public schools to create a successful education K-12 pipeline • Partner more closely with school administration (school by school and neighborhood by neighborhood) to prevent crimes by and against children • Strive for a high quality educational system • Promote effective partnering with our education community • Support public schools • Development coordinated educational service from birth through retirement 8) Provide incentives and streamline support for charter, preschool and higher learning • Support Charter schools • Provide incentives and streamlined support for Charter, pre-school and higher learning institutions • Work with charter schools to support their physical campus needs Responsive Government 9) Enhance customer service, communications with residents, and response times • Develop a comprehensive communication strategy for City government • Require 24-hour response time for email or phone • Provide customer service training quarterly conducted by department heads rewarding support staff with "atta boys/girls" via survey completions • Mandatory customer service training 10)Review and update the City Charter to assure the most efficient effective form of government • Modernize City by sponsoring a charter change process and bring it to the voters • Decrease elected positional - City Clerk, City Treasurer, City Attorney • Implement a proposed Charter change with will benefit the residents of SB • Change for of government by bringing outside departments/agencies under one roof • Change form of government • Review and update Charter to assure the most efficient, effective form of government 2 Vibrant Quality of Life 11)Enhance arts, culture, special events, including options and convenience to become a destination city • Produce a vibrant nightlife with Arts and Culture • Focus on downtown redevelopment enhancing environment with vibrant visual art and programming at CA Theater and Sturges Center • Make San Bernardino a destination location • Maintain and enhance special events - Route 66, bicentennial, etc • Be known for signature events (i.e. Little League World Series, Route 66) and iconic locations (i.e. Train Depot, Arrowhead Springs) • Create reputation for many for many great art and entertainment venues and downtown 12)Provide additional libraries, community centers, parks and recreation funding and programs • Create new community center with library • Be known for great parks (clean and safe with great amenities) • Provide adequate funding and leadership • Create easy accessibility to sports, libraries, community and senior centers for all neighborhoods • Provide more recreational sites • Enhance existing park locations • Add funds and staff to Parks and Recreation Transportation and Infrastructure 13)Create transit oriented development • Provide and promote the use of excellent mass transit • Create smaller retail clusters near points of connectivity • Plan with future "what-if" and worst case scenarios to prevent unintended consequences • Provide enhanced transportation opportunities for all residents, businesses, and visitors as well as achieving measurable reductions in vehicle miles traveled, and through development and implementation of enhanced public transit options and begin commercial passengers service at SBIA • Be known as a transportation hub and destination location • Establish a vibrant and bustling airport • Open vibrant commercial airport with many daily flights 14)Establish an infrastructure plan • Expand Trail system • More road improvements • Establish an infrastructure plan 3 Beautification 15)Enhance code enforcement • Improve code enforcement efforts and improve efficiency by unifying operations with Police Department • Require high standards and enforce codes to ensure compliance Enforce strict compliance via Code, Fire, and Police Staff (i.e. apartments, commercial and residential structures) • Demand high quality Code Enforcement with little tolerance for blight 16) Enhance gateway and commercial corridors and public right-of-ways • Partner with CSUSB - Water Resources Institute for empowerment • Establish beautified landscape (gateways and corridors) • Create many inviting corridors and entryways to the City • Partner with business to form P-Bid Districts • Murals and gateways • Create multiple water features throughout San Bernardino • Invigorate PBIDS with more creativity Housing and Home Ownership 17)Develop multifaceted housing strategy • Create higher density urban living downtown • Plan with future "what if" and worse.case scenarios to prevent unintended consequences of housing development • Provide ample high quality senior housing citywide • Provide more affordable quality housing for all residents of San Bernardino • Implement a housing strategy that is diverse and accommodates the multiple and varied needs of all residents in City - from single family residential units to dense urban townhouses and lofts, thereby providing high quality options for all demographics 18)Develop strategies and incentives to increase homeownership ratio • Provide housing assistance and housing opportunities for all income levels • Partner with more agencies like NHSIE to create and market renter to homeownership avenues • EDA to fund first time homebuyers • Improve homeowner to renter ratio • Promote home ownership through incentive and assistance. • Require high standards for property management companies or owners of rental property (multi-family and single) • Empower first time homebuyers 4