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RESOLUTION (ID # 3762) DOC ID: 3762
CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION
Agreement
From: Management Partners M/CC Meeting Date: 04/06/2015
Prepared by: Jolena E. Grider, (909) 384-
5355
Dept: City Manager, City Attorney, & Ward(s): All
Mayor
Subject:
Resolution of the Mayor and Common Council of the City of San Bernardino
Establishing and Adopting Operating Practices for Good Governance. (#3762)
Current Business Registration Certificate: Not Applicable
Financial Impact:
Motion: Adopt the Resolution.
Backaround:
Summary
A key component of the City's developing plan to exit bankruptcy, the Plan of
Adjustment, is the completion of San Bernardino's Strategic Plan. One key criterion for
judicial review and confirmation of the City's Plan of Adjustment is whether the Plan
can reasonably ensure a sustainable City that provides adequate services for its
citizenry. Public sector practitioners call this being "service solvent". Thus, the Strategic
Plan, which up to now has been guided largely by community stakeholders, is one key
component in describing what "service solvent" means for San Bernardino. As a result
of 5 community meetings, a citizen survey and then the Strategic Plan Core Team
(Team) 2-day workshops, the Team has completed a working draft of the City's 2015
Strategic Plan that it wishes to share with the Council (see Attachment A). The team
wishes to solicit your comments along with a recommendation to forward the working
draft to the City leadership team (City Manager and department heads) to develop
programmatic proposals to effectuate the strategic goals oul[ined in the working draft.
The Team will review City Leadership proposals on April 24 and then will approve a
recommended Strategic Plan that will come to your Common Council in May for formal
adoption along with the full Plan of Adjustment.
Process And Results To Date
As you know, with the gracious help from the San Bernardino City Unified School
District (SBCUSD) the City hosted 5 well-attend community meetings (over 500
attendees) and administered a citizen survey (492 responses).
The results of the community meetings produced a high degree of energy with a long
list of assets associated with living in San Bernardino. They also were asked what
kinds of improvements are needed in order to recommend their city to a friend. The
{^ responses included:
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(WO/ 1. Improve visibility of the City-repairing and maintaining streets, lighting,
parks, trees, walking and biking opportunities and addressing visible
homelessness.
2. Improve public safety-reducing crime, gangs, graffiti, illegal marijuana
dispensaries and increased community policing.
3. Reinforcing pride, community ownership and volunteerism-cleaning up
and restoring blighted neighborhoods and leveraging existing assets to
develop pride and ownership in the city.
The results of survey were alarming. When asked "how likely would you be to
recommend a friend, relative or colleague to move to the City" and on a scale of 1 to
10, with 1 being least likely and 10 being most likely, the results suggest more work
is ahead for everyone. About 70 percent responded with 1 to 4 and only 10 percent
responded with a 7 to 10. When asked what needed to change, the results were
very similar to the community meetings:
1. A safer community (90 percent)
2. Clean streets and neighborhoods (77 percent)
3. A vibrant downtown (61 percent)
4. Community revitalization (59 percent)
5. Neighborhood pride (55 percent)
6. More jobs (53 percent)
The Strategic Plan Core Team, made up of community leaders representing the
diversity of the City conducted two full days of workshops on March 18th and 19th
They heard the results from the community engagement process and they heard a
report-out from Management Partner's (MP) truncated assessment of the City (this
assessment typically would take 6 months but was shortened to comply with the
Plan of Adjustment submittal deadline of May 30th)
The MP report evaluated economic and community trends, attempted to answer why
the City has fallen into bankruptcy, the current capacity of the organization, how does
San Bernardino compare to other cities, what barriers exist to exit bankruptcy and
what will it take for the City to be healthy again i.e. service solvency. The unique San
Bernardino City Charter was identified as a major barrier to recovery and a major
cause for the City's poor performance. In fact, it is extremely doubtful the City can
implement a recovery plan or a Plan of Adjustment with the current Charter. It conflicts
with tenets of good governance and is a one-of-a-kind charter that confuses lines of
accountability and authority with overlapping policy-making and managerial roles. It
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creates a major barrier to attracting and retaining good managers as suggested by the
extreme turnover rates in executive staff.
The Team responded with the following unanimous recommendations:
1. That City leadership i.e. Mayor, Common Council, City Attorney and
City Manager immediately sign some form of an agreement to abide
by a list of tenets found in high-functioning local governments (see
attached Appendix D to the Strategic Plan working document).
2. The City should begin a process to replace the current City
Charter.
The Team also identified the following key Strategic goals, in priority order:
1. Safety and Crime-reduce crime, increase community involvement,
improve City appearance and creation of safe zones
2. Housing-strengthen the overall condition of the housing inventory
3. Education and Workforce Development-develop programs and
internships to: encourage residents to apply for City jobs, to pursue
additional education, and upon graduation to stay in the City
4. Community Engagement-need programs to leverage and engage
citizens to understand and share in the vision, create a culture of
engagement and leverage resources to clean up the City
5. Business Development and Partnerships-provide incentives and
streamlined programs for new business and expansion of current
business, leverage capacity of educational institutions and create new
partnerships
6. Public Relations-develop programs to highlight what is right about
the City, work with local media to produce more positive coverage
and increase public engagement
City Attorney Review:
Supporting Documents:
Strategic Planning Core Team Operational Guidelines Reso (DOC)
OPERATING PRACTICES FOR GOOD GOVERNMENT (DOCX)
Packet P4.476
Updated: 4/2/2015 by Georgeann "Gigi" Hanna
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1 RESOLUTION NO.
2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN
BERNARDINO ESTABLISHING AND ADOPTING OPERATING PRACTICES FOR N
3 GOOD GOVERNANCE. Jn
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WHEREAS, the People of the City of San Bernardino have chosen to exercise their right
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5 and power under the California Constitution to organize as a charter city, and have adopted the
6 City Charter, which serves as the City's constitution; and m
7 WHEREAS, the intent of the People of the City in choosing this form of home rule
government was to promote the efficient and effective operation of City government; and o
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9 WHEREAS, the Strategic Planning Core Team examined the provisions of the San L
Bernardino City Charter that establish the distribution of duties and powers within City 0
10 Government; and o
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11 WHEREAS, the primary role of the Common Council is to establish city policy through
12 the Council's legislature power, pursuant to Article III of the City Charter; and y
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13 WHEREAS, the primary role of the Mayor is to serve as chief executive and °
spokesperson for the city pursuant to Article IV of the City Charter, provided that he also has the
14 P ower, subject to Council approval, to appoint and generally supervise the City Manager, and
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15 approve or disapprove ordinances, as well as certain other specified duties and powers; and 0
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16 WHEREAS, section 102 of the City Charter specifies the many duties and powers of the
17 City Manager, the most significant of which is to direct and exercise immediate supervision over
the administration of all Manager-directed City departments; and
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WHEREAS, section 104 of the City Charter provides broad authority to the City =
19 Manager to exercise his appointment and management duties without interference; and
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WHEREAS, under Charter Section 55, the role of the City Attorney is to be the chief O
21 legal officer of the City, and in that capacity to represent and advise the Mayor, Common E
Council and other City officers; and
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23 WHEREAS, other provisions of the City Charter provide for an elected City Treasurer
and City Clerk, and specify the important duties and powers of those officials; and
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25 WHEREAS, in certain respects the provisions of the Charter establishing the distribution a
of duties and powers within City Government appear unclear or inconsistent, which imposes an 2
26 impediment to the efficient functioning of the City Government; and
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1 WHEREAS, under established municipal law principles, these City Charter provisions
must be harmonized in a reasonable manner to promote the public interest and intent of the
2 voters in approving those provisions; and LO
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WHEREAS, in other charter cities that function effectively and efficiently, substantial a
4 deference and discretion is provided to the city manager to manage and supervise the operations E
of city government; and
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6 WHEREAS, all parties hereto recognize that the efficient functioning of the City °_°
Government is essential to the City's ability to Adopt a Plan of Adjustment and to emerge from N
7 bankruptcy; and
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WHEREAS, the City of San Bernardino's Strategic Planning Core Team ("Team"), a c
9 group of diverse community and institutional leaders, was tasked with recommending to the City c
Council a new direction for the City, a strategic plan; and 3:
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11 WHEREAS, this plan will provide a roadmap for the renaissance of San Bernardino and o
direction for the City's impending bankruptcy exit plan, i.e. Plan of Adjustment; and r
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WHEREAS, in order to plan for a new future the Team established that it was important a
13 to understand the current organizational context and they listened to a high-level assessment of
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14 the City organization to evaluate barriers to excellence; and M
15 WHEREAS, the Team discussed potential causes for the City's bankruptcy, the reasons d
16 why the City cannot provide adequate services and why it is so hard to determine who is in N
charge and ultimate accountability for organizational performance; and =
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WHEREAS, the Team feels that the foregoing issues need to be addressed in order to
18 achieve the vision and goals of a strategic plan and exiting bankruptcy; and
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WHEREAS, it is apparent to the Team that the City's Charter is a compendium of
20 conflicting provisions, a recipe for inefficiency and finger pointing given the overlapping of a
legislative (policy making) and managerial responsibilities between the Mayor, Common O
21 Council, City Attorney and City Manager; and
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WHEREAS, it is unclear who is in charge and whom to hold accountable; and 0
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24 WHEREAS, the bankruptcy judge has ordered the City to produce a Plan of Adjustment c
by May 30, 2015; and a
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WHEREAS, the City's economy continues its slide as an economic island in one of the
26 fastest growing regions in the country; and a
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WHEREAS, the Team feels that a change in decision making and operating practices m
2 8 needs to occur immediately; and E
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WHEREAS, the Team recommends that a process should be put into place leading to a in
2 new City Charter that draws from other successful cities' experiences; and Ln
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WHEREAS, the Team recommends that the four principals (Mayor, Common Council, �n
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4 City Attorney and City Manager) should agree to a list of operating practices that are ubiquitous c
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5 in high functioning cities of a similar size; and L
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6 WHEREAS, the Team recommends that given the complex San Bernardino City °_°
Charter, the City should seek an independent legal review to ensure the principles in the in
7 Operating Practices can be effectuated on an interim basis until a wholesale Charter revision can
8 take place and be submitted to the voters; and o
9 WHEREAS, the City has retained Renne Sloan Holtzman Sakai LLP to review the o
Operating Practices to ensure that they can be effectuated without violating the Charter; 3:
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11 NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COMMON o
COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:
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SECTION 1. The Mayor and Common Council has reviewed and considered the a
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14 recommendations of the Strategic Planning Core Team and hereby establishes and adopts the
15 Operating Practices for Good Governance, attached hereto as Exhibit "A" and by this reference
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16 made a part hereof.
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1 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN 2
BERNARDINO ESTABLISHING AND ADOPTING OPERATING PRACTICES FOR
2 GOOD GOVERNANCE.
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I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and Yn
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5 Common Council of the City of San Bernardino at a meeting thereof, held on the
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6 day of , 2015, by the following vote, to wit: m
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7 Council Members: AYES NAYS ABSTAIN ABSENT 4
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Georgeann Hanna, City Clerk
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19 The foregoing Resolution is hereby approved this day of , 2015. o
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21 R. Carey Davis, Mayor
22 City of San Bernardino
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23 Gary D. Saenz, City Attorney v
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OPERATING PRACTICES FOR GOOD GOVERNMENT
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Common Council: �n
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1) The role of the Common Council is legislative in character,which includes the power to set v,
policy,approve contracts and agreements and undertake other obligations consistent with the c
Charter and Code,while deferring to the discretion of management and staff to choose the
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appropriate means to achieve the Council's goals. m
2) The Common Council will make the necessary decisions to expeditiously exit bankruptcy, as well m
as develop and implement a strategic and tactical plan that ensures the City of San Bernardino's cn
success in the foreseeable future. To this end, it will comply with Judge Jury's order to produce L
a confirmable Plan of Adjustment by May 30, 2015.
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3) The Common Council will proved the resources to pursue the City's best interests in bankruptcy Y
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court along with a robust communication plan to inform the citizenry of what is at stake. 0
4) The Common Council, as the elected body serving all of the residents of the City,shall perform o
its duties and exercise its powers in a manner that serves the best interests of the entire City, r-
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rather than any particular geographic area or special interest. n
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Mayor: a
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1) The Mayor will build consensus with the Common Council to create and implement a shared M
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vision and plan of implementation to restore the City's fiscal integrity. i-
2) The Mayor will establish and maintain partnerships and regional leadership roles to advance the W
City's interest. ZZ
3) The Mayor will be the key"face"and chief spokesperson for the City. w
4) The Mayor will be the presiding officer at meetings of the Common Council and will fully 0
participate in discussions. 0
5) The Mayor will, consistent with the separation of powers contemplated by a reasonable reading 0
of the City Charter, not interfere with the discretion of the City Manager in the exercise of his W
powers and the performance of his duties under the City Charter. U-
6) The Mayor will work with the Common Council and City Manager to coordinate goal setting and w
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the performance evaluation of the City Manager. H
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Mayor and Common Council:
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1) The Mayor and Common Council will jointly develop clear expectations of the City Manager and Z
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hold him/her accountable by conducting performance evaluations at least every six (6) months. Q
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2) The Mayor and Common Council will develop and implement norms(Code of Conduct)to guide CL
and direct their interactions and duties, including measures to hold one another accountable for
deviations from the goals and principles set forth in the City Charter, City Code and these d
Operating Practices.
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3) Neither the Mayor nor the Common Council will interfere with the judgment and discretion of n.
management staff with respect to the duties that are typically managerial in nature, such as the
appointment, removal, and supervision of subordinate staff.
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4) Neither the Mayor nor the Common Council will direct departmental staff(other than those in ran
their own departments). "'
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1) The City Attorney will focus his attention and resources on the performance of his duty as chief c
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legal officer to provide legal advice to the Mayor, Common Council and City Manager, and the m
management of his office, and shall leave the formulation of policy and managerial matters m
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exclusively to those officials charged by the City Charter with those duties. Cl)
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City Manager:
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1) The City Manager will be the sole authority for managing City operations and directing City staff Y
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in those departments under his supervision.
2) The City Manager will make business and policy recommendations based solely his or her o
independent professional judgment and best practices in the best interests of the City, rather 0
than olitical considerations, and to this end shall strictly guard against interference with the i4
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4)of his duties. m
3) The City Manager will have both the authority and accountability to produce a confirmable Plan a
of Adjustment for Common Council approval by May 30, 2015. CN
4) The City Manager will be responsible for implementing the Plan of Adjustment to ensure the
City exits bankruptcy as soon as possible. z
5) The City Manager will be accountable for the implementation of Council goals and policy and W
the overall performance of the City. Z
6) The City Manager will be responsible for ensuring that the Common Council and Mayor are fully W
informed on all aspects of important emerging issues, and as part of that responsibility will fully O
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brief the Common Council at their Council Meetings on business matters before them. o
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Signed:
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Date:
R. Carey Davis, Mayor Q
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Virginia Marquez
Member, Common Council
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Benito J. Barrios a
Member, Common Council E
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John Valdivia
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Fred Shorett N
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Henry Nickel m
Member, Common Council
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Rikke Van Johnson
Member, Common Council L
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James Mulvhill o
Member, Common Council
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Gary D. Saenz a
City Attorney N
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Allen J. Parker Z
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San Bernardino Strategic Planning Process
February - May 201S
In February of 2015 the City of San Bernardino initiated a Strategic Planning Process designed to
integrate with, and provide guidance to the City's plan to exit bankruptcy,the Plan of Adjustment
work already underway.
The Strategic Planning Process was designed to be community-based-that is to use community
input and community leaders to build a new vision and a set of high level approaches to bridge
from the current state to a revitalized city.
Because the process needed to be on a fast track to support the Plan of Adjustment and May 30
deadline with the courts,the initial phase of planning was truncated from more typical planning
processes.A set of five Town Hall Meetings were conducted in February, one in each city ward.
Over 600 people attended these sessions in which they were asked to identify both city assets
and key challenges in revitalizing the city. Participants in these events were positive and excited
to be included in the process.The detailed input from these sessions is appended to this
document.
In addition, an electronic survey was made available to residents across the city.Approximately
450 people completed the survey. The results from the electronic survey and the Town Hall
meetings were consistent.The detailed survey results are also appended to this document.
Seventeen community leaders from education, business, county government,non-profits, faith-
based institutions and other sectors were invited to participate in strategic planning session on
March 18-19, 2015. The specific outcomes for the session were as follows:
1. Build shared understanding about the current state of the city and the requirements of the
POA.
2. Develop a new inspiration for the city- elements of a vision.
3. Identify the specific internal and external patterns that will need to be addressed in order
to achieve a revitalization of the city.
4. Develop a new context and set of high level approaches for the city.
This two-day process was open to the public and designed in a unique way. Because the City
Council will ultimately adopt both the Plan of Adjustment and the Strategic Plan,the council
members were invited to have a "seat at the table", and yet assume a listening mode. In this way
they could be directly informed by the thinking of the seventeen members of the Core Planning
Team and the planning could be truly designed by the community.
The agenda for the two days was simple in its design.The first day was focused on building
shared understanding of the current city context and initial visioning,with the second day to be
focused on further visioning and identifying high level strategic approaches. A copy of the
agenda is appended to this document.
Although simple in design, in reality the current issues that have surfaced in the Plan of
Adjustment work appropriately dominated the attention and concern of the Core Planning Team.
As a consequence,the vision and strategic approaches need further refinement that will come
through a series of work sessions between March 23 and April 23rd,with their input coming back
to the Core Planning Team on April 24th. Y/ 4-
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Major Findings, Results, Recommendations and Directions
1. Redefining and reformulating the relationships between the City Mayor, City Manager,
City Council and the City Attorney is imperative in order to move city governance from
being dysfunctional to functional, and eventually to deliver effective and efficient
operations throughout the city.A full strategy and process was proposed and designed for
this purpose. See attachments for the document developed and approved by all parties.
Formal voting on this process will occur at an April City Council meeting.
2. The Core Planning Team centered their vision discussion around 5 key themes:
• A place where dreams and aspirations can come true- a place where everyone cares
for each other and where we feel responsible for each other.An empowered
community that truly embraces its rich diversity and a place that is safe for all of its'
residents.
• A city that is built on its competitive advantages and its assets and one that leverages
these assets through committed and collaborative and interdependent partnerships.
• A city where all young people will succeed through a rich interconnected web of
educational supports. A city that is known for being focused on developing college-
bound students.
• A city that recognizes the importance of homeownership, one with strong code
enforcement and effective processes for working with landlords.
• We have an efficient and effective governmental system that connects with other
governmental systems and focuses on shared goals (collective impact). We have
leveraged our impact through our efficiency, collaboration, shared focus and
partnerships.
3. Throughout the conversations several core planning principles continued to surface:
• The importance of building strong, interconnected partnerships focused on mutual
shared goals and values - collective impact.
• The imperative to actively involve and communicate with all residents of the city.
Community empowerment needs to be at the core of all the work.The best answers
and active support will come from the community.
• The work of the city and of the planning process needs to be transparent and
accessible to all residents of the city.
• Voter education and engagement will be key to the accountability and ownership that
will be necessary for city revitalization.
• The importance of immediately responding to some of the highest and most visible
community concerns in order to build credibility for the process.
• Don't reinvent the wheel. Build on existing assets and the work that is already going in
our community and county.
• We need to do the right things. The needs of the city come before personal agenda.
4. The last component of work over the 2-day planning process was to identify some high
level areas for strategy development.There was consensus in understanding the
interconnected nature of the identified strategic priorities, and that efforts need to go on
at various levels both concurrently and in a staged manner relative to available resources.
The following categories were identified with their associated possible goals and actions.
These categories are consistent with the priorities identified through the Town Hall
meetings and Community Survey.
The numbers next to the category header represent a rough polling based on two criteria
-what is most urgent and what category will build the best foundation for success in
reaching our vision. By consensus,the "Leadership Agreement" category was seen as most
important and as a prerequisite.As such,no votes were cast for this priority-it was taken
as a given.
The "Leadership Agreement"
• Implement common council/Mayor/Attorney/City Manager agreement
• The Big 4 and the 17 Core Planning Team to make a public declaration in front of
the "All America City" sign.
• Consistent accountability of stakeholder to "Leadership Agreement".
• Learn from our missteps but still be willing to take risks.
• City and community leadership hold themselves and others accountable.
• Voter education by community partners to create support for the new"Leadership
Agreement".
• Improve the city climate.
Safety and Crime (14)
• Marked reduction in crime
• Signs on homes and businesses with message of safety in the neighborhood -i.e.
Neighborhood Watch programs.
• Create safe zone in different wards for kids to be safe from gang violence and gang
recruitment.
• Addressing crime through strengthened and empowered communities and
neighborhoods.
• Increase community involvement in improving the city's appearance and public
safety.
Housing(10)
• Full implementation of city-wide housing receivership program.
• Stimulate city-wide increase in homeownership rate (+10%within 10 years).
• Create a program of housing incentives for teachers, police, fire and city personnel.
• Strengthen code enforcement ability to sanction absentee landlords with blighted
properties.
• Reduce poverty by empowering existing residents and attracting higher income
and residents.
Education and Workforce Development(9)
• Develop and provide unpaid training locations for student trainees.
• Develop a city-wide commitment to a college and career-going culture.
• Resume intake center specifically for the residents of San Bernardino.
• Work to retain students graduating from SBCC and CSUSB.
Community Engagement (9)
• Identify and enlist community groups to advocate and communicate our shared
vision to others.
• Create a culture of community engagement, education and transparency
• See more signs of positive action in the City- i.e. murals, no encampments
• Work with grassroots organizations to foster pride in our city.
• Clean up of city gateway beautification
• Determine the top 5 "doable" community suggestions to be implemented
immediately.
• Establish a "San Bernardino Cares Day" quarterly
• Visible rehabilitation of streets
Business Development and Partnerships (8)
• Provide incentives for businesses to locate in San Bernardino.
• Consider utilizing the"Launch Initiative" as a collective impact hub for community
revitalization.
• City Council creates "enhanced infrastructure financing district" as post-
redevelopment investment structure.
• Re-work our city processes in order to become more business-friendly.
• Work with local business to expand partnerships.
• Create a committee to work on partnerships with all possible partners to take
advantage of our current competitive advantages.
• Look beyond our city for expanded opportunities.
• Stimulate city-wide business development and entrepreneurships.
• Formalize a collective impact"charter"with key interdependent partners.
• Integrate skilled faculty from CSUSB and SBVCC in addressing city issues.
• Municipal code and ordinance review and overhaul.
• Market the airport for passengers and freight.
• Full-scale effort towards an active airport.
Public Relations (5)
• Public relations campaign to highlight the right things about San Bernardino.
• Work with local media (Sun, P.E.) to get more positive coverage of the city.
• Develop a public engagement marketing approach to ensure entire community
involvement.
• Quarterly Community Roadshow meetings throughout the city.
• Expand the local TV channel.
• Connect better with KVCR
Downtown (0)
• Rebuild downtown with attractions for younger residents, including restaurants,
etc.
• Human Relations Commission- (0)
A
Reactivate the Human Relations Commission
Next Steps for the Planning Process:
The Mayor,in consultation with Management Partners, presented a set of proposed next
steps for the Strategic Planning Process and the Plan of Adjustment. It is essential that
everyone is working on a very tight timeline between now and May 30, 2015.
Teams of city staff working with content experts will take the initial strategic thinking
identified in this document and develop goals and enabling strategies on the priority work.
This set of proposed plans will come back to the Core Planning Team for a full day planning
session on April 24th. A copy of the proposed set of next steps is appended to this document.
Appendices
Appendix A: Findings and Notes from the March 18-191h
Strategic Planning Session
Appendix B: Agenda for March 18-19th Strategic Planning
Session
Appendix C: Summary of Town Hall Meetings
Appendix D: Proposed Leadership Agreement
Appendix E: Next Steps Plan
Appendix F: Summary of Community Survey
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Appendix A: Findings and Notes from the March 18-19th
Strategic Planning Session
Current Context Conversations
Management Partners presented their high level findings about the current city context.
They presented a compelling history of decline that today has resulted in:
• Low median household income
• High poverty
• Low education attainment
• High unemployment
• High crime rate
• Declining share of assessed value
• Declining share of income
• Declining share of population
Their analysis shows several major themes behind the decline:
• A commitment to service delivery and the community, but few tools to deliver.An
organization that is unable to support even average service levels.
• Long-standing, systemic organizational dysfunction. Organizational culture is in
disarray.
• Leadership confusion: who's in charge?
• Employee recruitment and retention issues.
• Lack of trust and accountability.
• Inconsistent management or policy framework to support informed decision
making.
• Information technology is a low priority.
Their assessment of the underlying cause that the city is operating on a dysfunctional
city charter.
This input was then followed by an in-depth dialogue of the Core Planning Team. Their
comments included the following concerns and recommendations:
• We need a shared vision and operating context/framework to hold leadership
accountable to deliver what our city needs and wants.
• We will need a 2-part process to bring city government from dysfunctional to
functional. The four entities (Council, Mayor, City Manager and City Attorney) need
to agree on a new management construct. The second component is that they all
need to agree on re-writing and or repealing the current city charter. These parties
need to go before the public and state their rationale and commitment to these two
steps.
• We will need to make sure that we educate the voters on these essential steps in
the Plan of Adjustment and the need for significant change. In addition,there is a
need for the public to hold the entire leadership team accountable to these
changes. There should be a public signing ceremony.
• We should consider maintaining the Ward focus and have council members elected
at-large.
• We need to eliminate the inconsistencies in governance so that developers feel
comfortable coming to the city.
• People in power need to relinquish some power for the good of the city/people.
Put the interests of the city above their personal agendas.All elected officials need
to be aligned around the interests and needs of the city.
• We need to tackle the real issues that got us into bankruptcy.
At the conclusion of this conversation the Core Planning Team asked Management
Partners to provide a draft"Leadership Agreement"that the team could discuss and alter
by the end of the strategic planning session. The document was prepared and presented
on the morning of day 2. Generally the Core Planning Team was in full support of this
approach. The Core Planning Team identified the following possible changes to the draft
document prepared by Management Partners:
Feedback specific to the Leadership Agreement:
• The intent of this work is to create effective and efficient operations for the city.
We want to focus on this outcome and indicate that an initial step is around the
Leadership Agreement and revision/repeal of the city charter.
• For this Leadership Agreement to sustain and work we (Core Planning Team) need
to have a continuing and active role in supporting this work and holding the
players accountable. This team could be part of a regular feedback and review
process specific to the Leadership Agreement.
• We will also need to create a new perspective about the role the public plays in
supporting the work of the city leadership and government. They will also need to
have a new perspective and set of behaviors that support the work.
• We also want to propose that the work of the Charter Revision Committee is re-
tasked to one of repealing/re-writing a new charter that reflects effective and
efficient city operations.
• The role of the Mayor needs to be clearly articulated as the key shaper of the city
image and the key representative of the city.
• We need to be certain in any new agreement and/or charter that we are very clear
on our terminology and the roles and responsibilities of all the key players.
• Specific mechanisms for collaboration,transparency,communication and codes of
conduct need to be articulated in the Leadership Agreement.Accountability
mechanisms need to be built into the process as much as is possible.
• Process that is very transparent to voters and builds an effective case for change.
• We need to be more explicit on #4 as per recommendations of Bob Deis.
• Under City Manager- clearly stated that City Manager will serve as the "CEO" and
is accountable and responsible to the Council
• Clarity around the "code of conduct" and rules of engagement for the Big 4.
• It may be useful to have a referee of sorts or mediator to hold the Big 4
accountable.
• Inclusion of roles and responsibilities put inside a contract for the City Manager.
• Clarification of the roles of the Council and the Mayor specific to accountability of
the City Manager.
• We need a commitment of the Council members to self-police.
• #2 &3 need to go under Mayor as well.
• City Manager- sole authority for managing and directing staff.
• #1 under Mayor and City Council - consider quarterly pulse checks.
• We need to be more direct with our wording-instead of"will avoid" it should be
"will not"; for the Mayor, instead of"a key face" it should be "the key face"
• We need to be careful that the language is not too legal -we don't want to run into
legal interpretations or limitations.
• Replace word "power"with authority and responsibility.
• Performance evaluations for council members that support and provide
constructive feedback.
• We want to continue to use Management Partners to support our work.
• We may not need a full time Mayor.
A small sub-team of the Core Planning Team worked with Bob Deis over lunch and
brought back a revised draft for consideration by all members in the planning session
(Core Planning Team, City Council, Mayor, City Manager and City attorney).The
completed draft is appended to this document and it received endorsement by all
members attending the session.
Looking to the Future
This section was a four-step process. The first step involved and overview of the results
from the Town Hall meetings and the Community Survey findings. The second step
involved watching a video that reframes the nature of visioning-how to switch
perspectives and modes of thinking from the current patterns to new patterns.The third
was a dialogue among the Core Planning Team to identify those possibilities that would be
inspirational and commitment-building. The last step was to focus down to the most
important vision elements.
Step 1: Town Hall Meetings and Community Survey Results:
In these processes, participants were asked about existing assets, possible futures and key
changes they would like to see.The results from both processes were fairly consistent.
The tabulated results from the Town Hall meetings were as follows (What are the 3
changes you would like to see for our city?):
Community Infrastructure (22)
Street improvements, lighting, parks, trees,walking&biking, dealing with homelessness.
Public Safety (171
Reduce crime, gangs, graffiti,get rid of illegal marijuana dispensaries, increased
community policing.
Pride. Community Ownership.Volunteerism (12)
Volunteer programs to clean up and restore neighborhoods and the community;
community empowerment, involvement and ownership for the city.
Programs for Youth (12)
Activities for youth; job development training for youth; live here and play here.
Community PR and Marketing(11)
A
Marketing a positive image; customer service in government; efficient government
operations; showcase city assets.
Attract. Retain and Support Local Business (11)
Business friendly environment, zoning changes, lower business taxes,programs to
support local businesses.
Health Government- Code Enforcement (10)
Code enforcement; get back to the basics of city services; government officials who live in
and care about the city; restructure city charter; accountable city officials.
Create a vital and attractive Downtown Hub (8)
Restore downtown as a focal point with vendors, arts, farmer's markets; sports center.
Planning Process X51
Coherent planning and redevelopment processes that are transparent to the community;
economic development to create balanced economic demographics.
Step 3: Dialogue Process- Inspirational Elements of an Emerging Vision
The Core Planning Team dialogue resulted in the following initial vision elements:
• A place were my dreams and aspirations can come true - a place where everyone
cares for each other and where we feel responsible for each other.A place where
we truly embrace our diversity- a place where we have celebrations of
diversity/culture every weekend.
• For the city to succeed it needs to do so in partnership- partnership with our
residents,with our hospitals, colleges,business, etc.We need to focus on building
partnership that reflect our assets and competitive advantages - i.e. 66ers,
hospitals, railroads,transportation, county government, Orange Show, San Manual.
• The city lives the way it looks.
• We will have a strong PR campaign that focuses on a Safe City.We have
successfully marketed and branded our new identity all the way down to our street
signs.
I • We will create a vibrant downtown area that includes a student run
"hub of innovation".
• We will have multiple types of sports activities for youth and other community
members.
• If you move to the City of San Bernardino you will succeed through education.We
are a college going culture at the highest levels.We will have a campaign by every
key partner that focuses on education and youth development.We will be known
for being a college and career ready city that raises the bar for all students. We will
r
start our campaign at 0-36 months. Imagine a picture of the All American Sign with
all the leaders and partners literally drawing a line in the sand.
• We will "dial down" on housing- strong code enforcement; effective processes for
landlords; crime-free certification.
• We have an efficient and effective governmental system that connects with other
governmental systems and focuses on the shared goals (collective impact).We
have leveraged our impact through our efficiency, collaboration, shared focus and
partnerships.
Step 4: Focusing the Vision
A second pass at the vision elements took place in the afternoon of day 2. Participants
were still largely focused on finalizing the Leadership Agreement document and process.
Because of this the author of this document has attempted to take a stab at this step based
on the limited input from the team:
• A place were dreams and aspirations can come true - a place where everyone
cares for each other and where we feel responsible for each other.An
empowered community that truly embraces its rich diversity and a place that
is safe for all of its residents.
• A city that is built on its competitive advantages and its assets and one that
leverages these assets through committed and collaborative and
interdependent partnerships.
• A city where all young people will succeed through a rich interconnected web
of educational supports. A city that is known for being focused on developing
college-bound students.
• A city that recognizes the importance of homeownership, one with strong code
enforcement and effective processes for working with landlords.
• We have an efficient and effective governmental system that connects with
other governmental systems and focuses on the shared goals (collective
impact).We have leveraged our impact through our efficiency, collaboration,
shared focus and partnerships.
Possible Areas of Strategy and Approach
The last component of work over the 2-day planning process was to identify some high
level areas for strategy development.The workshop method was employed for this work.
The guiding question was:
"What steps or actions should we take that will bridge us from our current
state to our desired vision for the future?"
The following categories were identified with their associated possible goals and actions.
The numbers next to the category header represent a rough polling based on two criteria
• Clean up of city gateway beautification
• Determine the top 5 "doable" community suggestions to be implemented
immediately.
• Establish a"San Bernardino Cares Day" quarterly
• Visible rehabilitation of streets
Business Development and Partnerships (8)
• Provide incentives for businesses to locate in San Bernardino.
• Consider utilizing the "Launch Initiative" as a collective impact hub for community
revitalization.
• City Council creates "enhanced infrastructure financing district" as post-
redevelopment investment structure.
• Re-work our city processes in order to become more business-friendly.
• Work with local business to expand partnerships.
• Create a committee to work on partnerships with all possible partners to take
advantage of our current competitive advantages.
• Look beyond our city for expanded opportunities.
• Stimulate city-wide business development and entrepreneurships.
• Formalize a collective impact"charter"with key interdependent partners.
• Integrate skilled faculty from CSUSB and SBVCC into addressing city issues.
• Municipal code and ordinance review and overhaul.
• Market the airport for passengers and freight.
• Full scale effort to active airport.
Public Relations (5)
• Public relations campaign to highlight the right things about San Bernardino.
• Work with local media (Sun, P.E.) to get more positive coverage of the city.
• Develop a public engagement marketing approach to ensure entire community
involvement.
• Quarterly Community Roadshow meetings throughout the city.
• Expand the loal TV channel.
• Connect better with KVCR
Downtown (0)
• Rebuild downtown with attractions for younger residents, including restaurants,
etc.
• Human Relations Commission - (0)
• Reactivate the Human Relations Commission
a
-what is most urgent and what category will build the best foundation for success in
reaching our vision. By consensus the "Leadership Agreement" category was seen as most
important and as a prerequisite.As such, no votes were cast for this priority- it was taken
as a given.
The "Leadership Agreement"
• Implement common council/Mayor/Attorney/City Manager agreement
• The Big 4 and the 17 Core Planning Team to make a public declaration I fron of All
America City sign.
• Consistent accountability of stakeholder to "Leadership Agreement".
• Learn from our missteps but still be willing to take risks.
• City and community leadership hold themselves and others accountable.
• Voter education through community partners to create support on new
"Leadership Agreement".
• Improve the city climate.
Safety and Crime (14)
• Marked reduction in crime
• Signs on homes and businesses with message of safety in the neighborhood -i.e.
Neighborhood Watch programs.
• Create safe zone in different wards for kids to be safe from gang violence and gang
recruitment.
• Addressing crime through strengthened and empowered communities and
neighborhoods.
• Improve community involvement in improving the city's appearance and public
safety.
Housing (10)
• Full implementation of city-wide housing receivership program.
• Stimulate city-wide increase in homeownership rate (+10%within 10 years).
• Create a program of housing incentives for teachers, police, fire and city personnel.
• Strengthen code enforcement ability to sanction absentee landlords with blighted
properties.
• Reduce poverty by empowering existing residents and attracting higher income
and educated residents.
Education and Workforce Development (9)
• Develop and provide unpaid training locations for student trainees.
• Develop a city-wide commitment to a college and career-going culture.
• Resume intake center specifically for the residents of San Bernardino.
• Work to retain students graduating from SBCC and CSUSB.
Community Engagement (9)
• Identify and enlist community groups to advocate and communicate our shared
vision to others.
• Create a culture of community engagement, education and transparency
• See more signs of positive action in the City- i.e.murals, no encampments
• Work with grassroots organizations to foster pride in our city.
7
Appendix B: Agenda for March 18-19th Strategic Planning
Session
San Bernardino City Strategic Planning
Desired Outcomes:
S. Build shared understanding about the current state of the city and the requirements of the
POA.
6. Develop a new inspiration for the city-what we can become.
7. Identify the specific internal and external patterns that will need to be addressed in order
to achieve a revitalization of the city.
8. Develop a new context and set of high level approaches for the city.
9. Identify specific process steps that will get us from where we are today to our new future
- involvement, engagement, etc.
Agenda Sequence:
I. Welcome and Framing 8:30 - 9:30
A. Welcome by Mayor
B. Introductions of Facilitators and Introduction Process
1. Introduction of Planning Participants
C. Outcomes for the 2-day planning process
D. Role of Council Members and Public Input
E. Review of the Agenda Sequence
II. Current Context 9:30 - 12:00
A. What is the historical background of what happened that gets us to our circumstances
today?
B. Plan of Adjustment and the connection of the POA to this Planning Process? Managing
Partners.
C. What did we learn through the Town Hall Meetings and the Community-Wide Survey?
D. What are the key insights that we want to bring into our thinking as a planning team?
• Small group followed by whole group conversation. Include council members into
small groups
Lunch Break 12:00 - 12:45
III. Creating a Powerful Future for the City of San Bernardino 12:45 - 2:30
1. Community Visioning
• Small group process
• Whole group conversation
• Distillation of key vision themes - goals and principles
IV. Public Input 2:30 - 3:30
Day 2:
I. Building a New Leadership Contract 8:30 - 10:00
I
1. Input from Management Partners
2. Questions about the intent
3. What changes would you propose, and why?
4. Reactions and comments from key players in strategy.
5. What need to be the immediate next steps with this strategy?
II. Continuing the Vision Work 10:00 - 12:00
Small Groups
A. What seem to be the most compelling elements of this vision?
B. What would be the sequence of these elements
Fishbowl of Core Planning Team-
Goals, principles, driving beliefs and possible Dilemmas
II. Key Tensions and Dilemmas 8:45 - 10:30
A. Understanding our current context and the desired future-What might be the big
dilemmas, paradoxes, issues that we will need to address in our strategic plan in order to
be successful?
III. New Context for the City 10:30- 11:45
A. Given what we have learned about the restraining patterns, what new context do we wish
to create that will actively enhance our positive patterns and interrupt the restraining
patterns in our current trajectory?
IV. Broad Approaches and Strategies 12:30- 2:15
A. Given the insights about our new context,what broad approaches will be called for in our
new strategic plan?
B. We may want to do the Workshop Method
C. Next Approaches for the Planning Process
V. Public Input 2:15 - 3:15
VI. Reflection and Summary of Next Steps 3:15 - 3:30
Appendix C: Summary of Town Hall Meetings
Key Themes
• Community Infrastructure 22
• Public Safety 1
• Pride, volunteerism and Ownership 1
• Programs for Youth 12.
• Community PR and Marketing 11
• Attract, Retain and Support local Business 11
• Healthy City Services and Code Enforcement 10
• Create a vital and attractive hub
• An effective Planning Process S
What are the key changes people want to
see?
Restore the level of public safety - fire and police - visibility 17
High effective marketing, operations, customer service 4
Review of City Charter- more efficient government 3
Youth programs and job preparation - pride in playing & working here -
students - job development 10
Fix and improve city infrastructure - streets, lights, trees and parks -
beautification - walking and biking ,skate parks 22
Retain and Attract more businesses- business friendly - zoning 7
Enforcement and prevention of crime and homelessness, code enforc 11
Establish a culture of ownership- community input and outreach 5
Stop doing projects tied to State, Fed and nonprofits 2
Start respecting city employees and stop going to private companies 2
Work on attracting small local businesses rather than big boxes 2
Dedicated, transparent and accountable elected officials
Showcase our city's assets - market in a positive way- museums, etc
Recycling
Senior housing 2
Coherent planning and redevelopment plan- transparency 3
Lower business taxes 2
Restore downtown - Local hub or focal point, vendor booths, sports
farmers market 3
Sports facility as alternative to crime 2
Prayer back in school
Get the airport working for the public
Economic development, balanced demography 2
Get back to the basics of healthy government structure and function
Take pride in your home and clean up neighborhoods 3
Small business support - improve access to businesses 2
Regulate marijuana dispensaries 2
Outsource police and fire
Increase family/felon/resources and libraries
Match the code to surrounding cities - higher development standards 2
Affordable housing for those on disability
Job development 4
Government officials who live in the city and understand
Volunteer projects - community gardens, clean-up 3
Apprentice programs in crafts. Electrical
Appendix D: Leadership Agreement
San Bernardino's Interim Charter Agreement
March 19, 2015
Problem/Opportunity Statement
The City of San Bernardino's Strategic Planning Core Team, a group of diverse community
and institutional leaders,was tasked with recommending to the City Council a new
direction for the City, a strategic plan. This Plan will provide a roadmap for the
renaissance of San Bernardino and direction for the City's impending bankruptcy exit plan
i.e. Plan of Adjustment.
In order to plan for a new future,we needed to understand the current organizational
context.We listened to a high-level assessment of the City organization to evaluate
barriers to excellence.We discussed the potential causes for the City's bankruptcy,the
reason(s) why the City cannot provide adequate services and why it is so hard to
determine who is in charge and ultimate accountability for organizational performance.
These have to be addressed in order to achieve the vision and goals of a strategic plan,let
alone exiting bankruptcy.
It is very apparent to us that the City's Charter is a compendium of conflicting provisions,
a recipe for inefficiency and finger pointing given the overlapping of legislative (policy
making) and managerial responsibilities between the Mayor, Common Council,the City
Attorney and City Manager. It is unclear who is in charge and whom to hold accountable. If
that wasn't enough,there is a long list of attorney opinions that together with the extreme
length and complexity of the charter,has created the proverbial "Gordian knot"which
greatly reduces the City's effectiveness.
The Charter is also difficult to change.Yet,time is of the essence. The frustrated
bankruptcy judge has ordered the City to produce a Plan of Adjustment by May 30th.
Additionally, San Bernardino's economy continues its slide as an economic island in one of
the fastest growing regions in the country. If one cares about San Bernardino's future,a
change in decision making and operating practices needs to occur immediately.
Recommendation
The City's bankruptcy confirms the need to completely replace San Bernardino's City
Charter.This likely cannot be approved until 2016.A process should be put in place
leading to a proposed new City Charter that draws from other successful cities'
experiences. In the near term,we believe the four principals (Mayor, City Council, City
Attorney and City Manager) should formally agree to a list of operating practices that are
ubiquitous in high-functioning cities of a similar size. We recommend this occur on or
before the City's April 6, 2015 Common Council Meeting.
This formal agreement should include commitments individually and as a governing body
to follow"good governance" practices, including:
Common Council
1) The Common Council will adopt policy, approve contracts, and undertake other
obligations consistent with the Charter and Code. It will not micro-manage the
methods used by management and staff to achieve the Council goals.
2) The Common Council will make the necessary decisions to expeditiously exit
bankruptcy, as well as develop and implement a strategic and tactical plan that
ensures San Bernardino's success in the foreseeable future. To this end, it will
comply with judge Jury's order to produce a confirmable Plan of Adjustment by
May 30, 2015.
3) The Common Council will provide the resources to pursue the City's best interests
in bankruptcy court along with a robust communication plan to inform the
citizenry what is at stake.
4) The Common Council will adopt a Citywide perspective first and a ward view
secondarily.
Mayor
1) The Mayor will build consensus with the Common Council to create and implement
a shared vision and plan of implementation.
2) The Mayor will establish and maintain partnerships and regional leadership roles
to advance the City's interest.
3) The Mayor will be the key"face" and the chief spokesperson for the City.
4) The Mayor will be the presiding officer at meetings of the Common Council and
should fully participate in discussions.
5) The Mayor will not intrude into the role of the City Manager.
6) The Mayor will work with the Common Council and City Manager to coordinate
goal setting and the performance evaluation of the City Manager.
Mayor and Common Council
1) The Mayor and Common Council will jointly develop clear expectations of their
City Manager and hold him/her accountable by conducting performance
evaluations at least every 6 months.
2) The Mayor and Common Council will develop and implement norms (Code of
Conduct) to guide and direct their interactions and duties, including measures to
hold one another accountable for deviations from the ideals set forth here and in
the Code.
3) Neither the Mayor nor the Common Council will intrude into the duties that are
typically managerial in nature, such as the appointment or removal of staff.
4) Neither the Mayor nor the Common Council will direct departmental staff.
City Attorney
1) The City Attorney will provide legal advice to the Mayor, Common Council and City
Manager,and will not participate in the formulation of policy or managerial
matters.
City Manager
1) The City Manager will be the sole authority for managing City operations and
directing City staff.
2) The City Manager will make business and policy recommendations based on
professional judgment and best practices,and not the"political winds" of the
community and Common Council.
3) The City Manager will have both the authority and accountability to produce a
confirmable Plan of Adjustment for Common Council approval by May 30, 2015.
The City Manager will be responsible for implementing the Plan of Adjustment to
ensure the City exits bankruptcy as soon as possible.
4) The City Manager will not abdicate his/her authority to the Common Council or
Mayor, including providing that insulation between politics and administration.
5) The City Manager will be accountable for the implementation of Council goals and
policy,and the overall performance of the City.
6) The City Manager is responsible for keeping the Common Council and Mayor
current on important emerging issues and properly briefed on business matters
before the Common Council at their biweekly meeting.
Independent Legal Review
Given the complex San Bernardino City Charter, the City should seek an
independent legal review to ensure the principles mentioned above can be
effectuated on an interim basis until a wholesale Charter revision can take place
and be submitted to the voters.
Brief Bankruptcy Court
The City will brief the Bankruptcy Court on these operational efforts and request
any assistance the Court can provide in the interests of helping San Bernardino
operate in a more modern and commonplace manner.
Appendix E: Next Steps Plan
City of San Bernardino
Strategic Plan
March 2015
NEXT STEPS
1) April 2015
A. Strategic Planning Core Team presents their work to the City Council in open session
(4/6/15). No formal action on the plan is taken but the Council directs staff to convene
internal leadership teams to develop more specific strategies for achieving the Strategic
Plan goals.
Note: this has two purposes. First,the City organization has to understand and own the
new direction because they will have to implement it. Second, proven programs and
strategies need to be put into place to effectuate the goals identified in the Strategic Plan.
Staff is in the best position to determine.
B. City convenes leadership teams to develop specific strategies to achieve the Strategic Plan
goals.
C. The San Bernardino Bankruptcy Team needs to review staff proposals and ensure the
Plan of Adjustment aligns with and supports the Strategic Plan.
D. City leadership teams report back to the Strategic Planning Core Team as to their work
product and solicits their support. This combined work product,the Strategic Planning
Core Team and City leadership teams, becomes the City's proposed Strategic Plan.
2) May 2015
A. The Strategic Planning Core Team and the City leadership teams present the proposed
City of San Bernardino Strategic Plan to the City Council for adoption.
Note: this can be scheduled with the San Bernardino Plan of Adjustment for Council
approval on the same date.
A
3) Summer or Fall 2015
A. The timing of this next step is difficult to predict given the actual Strategic Plan, the City's
Plan of Adjustment and the judges and litigants responses are difficult to predict at this
time. However,the City will develop and implement a public involvement program that
builds on the successful Community Engagement Program that was supported by the San
Bernardino City Unified School District.
This public engagement program will include: components of the Strategic Plan i.e. how
it was designed,the rationale for the goals and strategies included in it and the programs
that will be put into place to achieve them. It will also include the Plan of Adjustment,
again with the rationale for the changes that will be included in that plan.
The actual implementation of the initiatives in the Strategic Plan will be determined by
numerous factors, including: the litigation process and its timing,the nature of the
recommendations in the Strategic Plan,whether we need more resources and what we
can accomplish on our own without requiring court approval.
Appendix F: Summary of Community Survey
Q.1 Please select the language for the
survey (Por favor seleccione el idioma de la
encuesta):
Answered:459 Skipped;0
Spanish
(Espanol)
English
(Ingl6s)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
Spanish(Espanol) 1.96% 9
English(Inglss) 98.04% 450
Total 459
Q2 On a scale of 1-10, with 10 being high
and 1 being low, how likely would you be to
recommend a friend, relative or colleague
to move to the City of San Bernardino?
Answered;402 Skipped:57
1
"w mowV..",
2
3
4
5
6
r
7
8
9
10
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
1 31.59% 127
2 15.42% 62
3 14.93% 60
4 8.21% 33
5 12.89% 51_
6 7.21% 29
7 4.98% 20
8 3.23% 13
9 0.25% 1
10
Total
Y w
Q3 if you didn't rate the last question as an
8 or above, what would have to take place
for you to increase your rating to an 8 or
above?
r=nsw red:374 6tupped:
Improved
educational...
Morejobs
1
High paying
j
WWA
obs = a-
Safer community
Vibrant
downtown area
More people
getting...
Community
revitalization
Clean streets
and... .
i
Neighborhood
pride
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
Improved educational opportunities
36.63% 137
More jobs 52.94% 198
High paying jobs 44.65% 167
Safer community 89.84% 336
Vibrant downtown area
60.96% _ 228
More people getting involved in community projects 27.27% 102
59.36% 222
Community revitalization
Clean streets and neighborhoods 77.01% 288
Neighborhood pride 55.08% 206
Total Respondents:374
# Other(please specify) Date
1 Lower property taxes 31212015 4:59 PM
i
2 more trees and healthier food options 2/26/2015 4:32 PM
3 Better police services 2/26/201512:40 PM
4 improved housing stock,higher level of(non-public safety)public services 2/25/2015 5:35 PM
5 Better police services 2/25/2015 1:18 PM
6 A more diverse community.I mean real diversity.Different religions.Minorities other than Hispanic and Black. 2/25/201512:52 PM
Encourage languages other than Spanish.
7 Rent that is not super high. 2/23/2015 8:47 PM
8 higher success rate of graduates of SBCUSD students I 2/23!2015 7:37 AM
9 Increase our police force,criminals know we do not have the manpower to protect the residents of this large city. i 2/23120154:12 AM
10 remove gangs;more police and safety;safer schools with CSOs;get rid of"ghetto"areas that increase crime I 2/21/2015 6:25 PM
I
11 police and firemen who actually lived in the city 2/21/20158:57 AM
12 police crackdowns on gang related problems 2/20/2015 8:22 PM
13 Encourage Business influx by incentives,tax moratorium,and enterprize zone initiatives. 2/20/2015 4:36 PM
Stop the fighting within City Hall 2/20/2015 1:17 PM
15 Stop inviting homeless and building low income housing 2/20/201512:15 PM
16 better city government 2/20/201511:48 AM
17 remove the homeless from shopping centers 211 9/201 5 8:42 PM
18 Speed bumps to make streets safer,more lighting. 211 91201 5 11:26 AM
19 not safe,too many bad people,not safe to even go to store 211 9/201 5 10:20 AM
20 good management of the homeless"problem';stronger understanding of the importance of a vibrant public library 2/18/2015 11:34 AM
system
21 A feeling that law enforcement cares about more than just getting a paycheck and telling residents they suck for 2/18/201510:27 AM
living here.(Yes,I've been told that.)
22 clean up parks 2/18/2015 9:38 AM
23 Stop wasting taxpayer money on stupid projects like the SBX that makes no sense at all.occupy the vacant 2/17/2015 8:42 PM
buildings and malls before building new ones or knock them down so they are not eye sores.address the
homeless issue(again there are quite a few empty buildings that can accomodate this)pay close attention when
planning on spending a budget and get quality work for our tax paying dollars;not like the street re-surface on
Sterling.fix street light that stay on constantly throughout the day and put lighting in dark area where it is much
needed.
24 more cultural activities 2/17/2015 2:46 PM
25 Street need to be fixed,too many pot holes throughout ENTIRE city 2/17/2015 2:27 PM
26 Fewer taggers/gangs.More businesses in the empty buildings.Fewer pot stores. 2/17/2015 1:55 PM
27 It's time to stop writing off San Bernardino as hopeless!I believe San Bernardino was a great city and can be 2/17/2015 12:28 PM
again.I believe its leaders need to have vision and not dismiss the city as hopeless.San Bernardino is in an
excellent location geographically.It COULD have a thriving downtown area like Pasadena,Riverside,Upland,
Covina,Pomona.Businesses need to have an incentive to try out downtown San Bernardino.Other cities take
their landmark/historic buildings and renovate them and turn them into jewels.San Bernardino tears them down.
Other cities create lofts in their downtown areas for living and business.Make San Bernardino's downtown area
safe and inviting.It has excellent freeway access to both sides of the city.We have the Orange Show Fairgrounds
that are under-ultilized.We've had big name entertainment there in the past,why not again?Instead it
goes to Ontario and Citizens Arena.We have two outdated malls.We need to do something with them,instead
new business goes to Redlands and the Citrus Center.San Bernardino has so much potential!
28 Cooperative politics 2/17/201510:20 AM
29 Monies for in class problem/project based learning supplies to engage students,parents,teachers and 2/17/2015 9:46 AM
community in real life,problem solving and employment based scenarios.
30 keep promoting entitlement will not help revitalization 211 7/201 5 8:49 AM
rtr.
31 less graffiti,less low income housing,less homelessness
016/2015 5:14 PM
32 decrease influx of welfare/unemployed people 2/16/2015 3:01 PM
33 Until the City of S.B.can get out from under the boot of the Police and Firefighters unions and renegotiate 2/16/2015 10:44 AM
reasonable pay and retirement,this city will continue on the road to financial ruin.
34 As an educator,it is very sad to hear that my students have to lay on the floor because of drive by shootings. 2/16/2015 9:13 AM
There is not enough police protection in our neighborhoods.It is not safe to be out at night.Drug deals are done
in broad daylight.
35 If you don't speak Spanish don't bother coming here 2/15/201510:36 AM
36 ^N N Better copsT mm-N� mmm mm 2/15/2015 8:15 AM
37 more cultural activities,support for libraries,museums etc. 2114/2015 8:19 PM
38 More Police Officers! 2114/2015 4:37 PM
39 get rid of the thug element 2/14/2015 2:08 PM
40 Less politics especially in the SBCUSD specifically the superintendent Marsden. 2/14/2015 9:48 AM
41 ALL elected officials being more honest in telling residents the truth not what residents want to hear then shaking
014/2015 6:07 AM
it off;honesty
42 Get rid of the monthly garage/yard sales,they are a further blight to the city streets with the raggety yard signs that 2/13/2015 11:38 PM �
stay up for months.Besides these yard sales go every weekend including the weekdays,no one really knows when
they are or even care.The city charter should never have been changed,this city looks more run down as
a result of it.
43 Crime rates lower 2/13/2015 10:49 PM
44 Human-scaled environment conducive to cafe culture 2/13/2015 9:31 PM _
45 No homeless begging at every freeway exit 2/13/2015 7:48 PM
46 more taxpayers and fewer tax benefit recipients
2113/2015 7:13 PM
47 Save money by Focusing on ONE common language,English.I was disgusted to see the first question showing 2/13/2015 7:07 PM�
Spanish first on the list,which is not even alphabetic.I'm of derman descent.I could demand the opportunity to
answer this questionaire in the language of my ancestors,who,however,were wise enough to learn the common
language of the land they migrated too!
48 Increased city services.Return police staffing to previous yrs.revise charter section 187 2/13/2015 4:56 PM
49 no gangs 2/13/2015 4:29 PM
50 get ride of the transients 2/13/2015 3:39 PM
51 More things to do in San Bernardino for children and adults 2113/2015 3:13 PM
52 Fix the streets and remove grafitti 2/13/2015 3:08 PM
53 No-kill animal shelter 2/13/2015 3:03 PM
54 Increased interest by employees on the city as a whole instead of self interests paid for by the largely poverty 2/13/2015 2:59 PM
stricken people of the city
55 No-kill animal shelter _ 2/13/2015 2:59 PM
56 Stop promoting low income housing 2/13/2015 2:49 PM
57 Higher home values 2/13/2015 2:11 PM
58 No more reverse discrimination-As a teacher,I have to overly sensitive to others,while they do not to me 2/13/2015 2:06 PM
because I am of the"supposed"privileged race:"white".When you work in a title one school,any other race calls
racism,I lose my job.If my parents are racist,it is tolerated and not dealt with.
59 Better Shops and More Things to Do 2/13/2015 2:05 PM
60 removal of the ingh density housing between baseline and highland.those areas are a blight. 2/13/20151:57 PM
61 NO TAGGING anywhere or Prostitution on Baseline 2/13/20151:41 PM
62 Clean up Downtown,the west side,and the area around San Gorgonio High School. 211 3/201 5 1:38 PM
63 Get rid of that stupid new bus system that ruined our downtown,is used by very few people,and is a brutal 2/13/20151:31 PM
reminder of the government funded poverty in this town.
64 Change the city charter. 2/13/2015 1:31 PM
65 M Under improved educational opportunities,more vocational hands/on experience i.e A/C training,metal shop, 2/13/2015 1:30 PM
construction,i.e.
66 Less social welfare;section 8,act and more jobs 2113/20151:21 PM
67 Less Murders i 2/13/2015 1:19 PM
68 street renovations 2/13/2015 1:14 PM
69 crime,safety issues,the city is a shithole 2/13/2015 1:11 PM
70 Community Center and More Money to Our Schools 2/13/2015 1:10 PM
71 stores that willing to locate here 2/13/20151:08 PM
72 Honesty and integrity in city government 2113!20151:01 PM
73 Hate to say it but...more like downtown and old Redlands(small shops in areas where you can stroll,revitalized 211 3/201 5 1:00 PM
neighborhoods that show pride of residence).
74 E No organized crime and drug gangs with unlicensed cars and tinted windows driving dangerously through our 2/1212015 6:22 PM
neighborhoods,AND less air pollution!!!Better jobs won't replace the money made from drugs.We need tough
cops who are willing to battle gangs.Why aren't these even options?
75 More or better shopping centers-such as Victoria Gardens or Citrus Plaza 2/12/2015 2:21 PM _
76 clean up the crime and prostitution. 211212015 12:04 AM
77 consistent governance 2/11/201511:34 AM
78 decrease the number of criminals,low income people,people on public aid,people without education or job skills, 2/10/2015 5:00 PM
a moratorium on low income housing and non-profits,liquor stores,99c stores,tattoo parlors,pawnshops,etc.
etc.instead get wel educated and/or skilled middle income residents form other cities,focus on getting quality
middle income housing and businesses,make San Bernardino the safest city in california and we will prosper!
79 housing 2/9/2015 9:45 AM
80 just need to feel safe and i dont in the city at night. 202015 7:50 AM
From the list below, what are the
greatest assets that the city has that we can
build upon to revitalize our city? Please
check the all of the ones that you believe
are current strengths.
Answered:305 Skipped:153
Transportation r
. .W
Law Enforcement
i
Public Safety
Housing
Opportunities
Employment
Opportunities
Educational
Opportunities
Vibrant ■
Culture and...
Parks and
�r
Recreations
Community
Spirit and
Our Youth ■�
unique
Business...
Our Environment .
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
Transportation 39.87% 122
Law Enforcement 25.82% 79
Public Safety 18.95% 58
Housing Opportunities 2353% _ 72
Employment Opportunities 15.36% ` 47
Educational Opportunities 46.73% _ 143
Vibrant Culture and Diversity 28.43% 87
Parks and Recreation ! 22.68% 70
i
Community Spirit and Pride 14.71°� 45
Our Youth 26.76% 88
Unique Business Sectors 16.01% 49
Our Environment
33.33% 102
Total Respondents 308 w � _
z. .� m,,..`'g- .ay.., r."af ,.
I
Q5 Please rate the following service areas
based on your level of satisfaction on a
scale of 1-10, with 10 being completely
satisfied and 1 being very dissatisfied.
Please check NIA if the item does not apply
to you.
Answered:326 Sklpped:131
Transportation
Homelessness
JEW
Public Safety
Fire
City -1®
Administration
Utilities
Parks and
Recreation
Planning and
Permits
City Council
0 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10 N/A Total Weighted
Average
Transportation .? 6.27% 2.82% 5.64% 5.33% 14.73% 5.33% 7.84% 14.73% 8.15% 7.21% 21.94%
20 g 18 17 47 17 25 1 47 _ 26 23 70 'i 319 7.15
g
Homelessness 55.11% 14.55% 8.05% 4.64% 1 4.64% 1.55% 0.62% 1.24% 0.62% 0.93% 8.05%
€ 178 47 26 15 15 5 2 , 4 2 3 26 323 1 2.77
Public Safety 20.43% 16.72% 15.79% 8.67% 11.76% 7.74% 6.81% 5.88% 2.79% 2.17% I 1.24% 1, _ ..
88 54 51 28 38 25 22 19 9 7 4 323 ' 3.96
_ -----------
Fire 4.09% 3.46% 5.97% 5.97% 14.78% 8.49% 11.32% t 17.61% 10.06% 11.01% i 7.23%
13 11 19 19 F 47 27 36 56 32 35 23 318 8,78
_ _.__
City 22.29% 12.69% 13.62% 10.53% 15.17% 7.43% 6.50% 4.02% 0.9311/6 0.62% 6.19%
Administration 72 41 44 34 49 ? 24 21 13 3 2 20 323 4.11
Utilities 8.321 4.66% 1 9.63% 6.52% 21.74% 9.94% 7.14% 14.60% 6.83% 4.35% ( 5.28%
30 15 31 21 i 70 i 32 23 47 22 14 ?yy 17 322 5.72
Parks and 18.27% 10.84% 13.00% 12.69% 19.81% 5.57% 6.81% 5.57% 1.55% 0.31% 5.57%
Recreation 59 35 42 41 64 s 18 22 8
1 5 1 18 323 , .4.33
Planning and 14.29•h T.45•h 776% ! 6.83% 15.53% 5.90°h 3.11'h 373•/. 0.93% 0.31% i 34.16•h
Permits ! 46 24 25 22 50 19 10— 12 3 1 110 322 6.32
City Council 24.30% 9.97% 12.46% ! 10.28% 13.71% 6.85% 5.30% 3.43% i 0.62% � 0.93•/. 12.15%
i
78 32 40 33 44 22 17 11 2 3 39 321 4.45
Please rank these characteristics in
order, with 1 being the characteristic you
most want San Bernardino to have in the
future.
Answered:323 Skipped:136
City Y
administrate
Vibrantand
Ma's
robust city...
A city that
has a unique
Green and
ecologically...
A city that
that run....
A safe and
healthy...
A city
which all of....
A place where
I can raise...
0 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 Total Score
City administration that is friendly and 6.71% 9.89% 11.66% 16.61% 17.31% 15.19% 11.66% 10.95%
welcoming to new and existing 19 28 33 47 49 43 33 31 ' 283 4.25
businesses.
Vibrant and robust city center with a 10.07% 13.19% 15.63% 17.01% 16.67% 13.89% 7.99% 5.56%
varietyof stores,restaurants and activities. ''3 29 38 45 ; 49 48 40 23 16 t 288 4.82
A city that has a unique culture and I 3.47% 4.17% 7.99% 8.33% 9.38% ! 15.28% 28.82% 22.57%
identity. y 10 12 23 24 27 44 83 65 y 288 3.10
Green and ecologically friendly city. 1.37% 4.12% 4.47% 11.88% 12.37% 1 14.78% 23.02% 28.18%
12 1 13 34 36 43 87 82 291 2.93
A city that is that run efficiently and that 19.58% 17.13% 19.93% 14.34% 16.08% } 6.64% 5.24% 1.05%
makes decisions based on the best 58 49 - 57 41 ? 46 19 15 3 286 5.64
interests of its citizens and is future. ?
A safe and healthy community. 39.56% 1 22.22% 14.24% r 9.72% . 5.21% 4.17% 1.74% 3.13%
114 64 1 41 28 15 1 12 288 6.46
A city in which all of its citizens work 3.46% 9.69% i 16.96% 1419% 1 14.88% 19.38% 13.49% 7.96% I
together to take care of each other and the 10 28 49 41 43 i 56 39 23 I 289 4.21
community. 3
A place where I can raise my children and 22.12% 20.83% ' 10.58% '; 8.65% 9.62% 8.01% 3.85% 16.35% �
where they want to stay to raise their 69 65 33 27 J 30 25 I 12 51 i 312 5.16
children.
i
What is the one thing that you are most
proud about being a citizen of the city of
San Bernardino?
Answered:257 Skipped:202
# Responses Date
1 How close the city is to cities with beautiful recreation facilities 3/2/2015 5:07 PM
2 Affordability 3/2/2015 8:57 AM
3 The city is centrally located to the mountains,beaches and deserts.Everything is within an hour drive. 311/2015 4:45 AM
4 It's made me high vigilance of danger and personal safety. 2/28/201512:06 PM
5 I've lived here all my life.1 remember when we were an All American City.This is the home of the birth of fast food 2/27/2015 11:16 AM
restaurants and Santa Fe's 3751,and we're on Route 66.We're also located in a beautiful area of Southern
California.
6 A police dept.that is working under reduced manpower and continues to perform exceptionally well. 2/27/2015 8:27 AM
7 its diversity 2/2712015 4:21 AM
8 We have a beautiful view of the mountains. 2126/2015 7:22 PM
9 beautiful skies to star gaze. 2/28/2015 4:37 PM
10 sorry not one I wish I HAD THE RESOURSES TO MOVE OUT 2/26/2015 4:26 PM
11 I'm proud that San Bernardino is centrally located to so many awesome places(desert,mountains,etc.)and we 2/26/201512:42 PM
have a great history to build on.
12 The history 2125/2015 11:45 PM
13 I'm proud of Metrolink and San Bernardino's role in creating the system.I think we need to use Metrolink to our 2/25/2015 1:20 PM
advantage to get people to travel to our city for entertainment.We need to betterconnect Metrolink to Hospitality
Lane,and SBx is a good start.We also need to encourage business development near the station that is more
upscale that what we have there now,like a really unique restaurant or shopping experience.
14 1 am most proud that I am one among a minority that lives in San Bernardino,has a full-time job,pays all my fees 2/25/201512:55 PM
and taxes on time,and is not a criminal.
15 0 2/25/2015 5:21 AM
16 0 2/24/2015 8:25 PM
17 1 honestly can't think of anything to be proud of. 2/23/201511:20 PM
18 1 like being back in an area that has sidewalks and streetlights.There are activities here.We have a library.We 2/23/2015 8:51 PM
have our dual theater area back with Regal Cinema.
19 Home to Route 66 and McDonald's 2/23/2015 6:28 PM
20 The Orange Show 2/23/2015 6:07 PM
21 The ability to grow as a city.This is my hometown.I went to school here my children were raised here.I hurts 2/23/2015 1:02 PM
everytime I look around and see apts going up and Families unsafe.I have a hard time remembering how it use
to be.
22 all of the above are vital to the success of San Bernardino's future.My family is is San Bernardino based and has 2/23/2015 7:42 AM
been for years.My mother and father were both Berdoo Cardinals and met in San Bernardino.
23 Our past history and the hope that we can return to a thriving community again in the near future. 2/23/2015 7:29 AM
24 There are some hard working people that want to make San Bernardino a safe place to live and raise a family. 2/23/2015 4:15 AM
25 The past greatness and future potential of my city that has seemingly be left to rot with the pot shops,99 cent 2/22/2015 7:25 PM
stores,vagrancy,and panhandling while every other surrounding city has superior housing,community,and
business development.
26 1 am not proud to live in SB.My family worries about my safety and my job in a city where poverty,safety, 2/21/20156:29 PM
homelessness,crime,prostitution,corruption are nearly the highest in the entire nation.
�27 CSUSB 2121/2015 1:20 PM
28 the opportunities available to students in our district 2/21/201510:56 AM
29 There is very little to be proud of.If I had to choose one thing,it would be CSUSB. 2/21/2015 9:02 AM
30 I'm not proud at all. 2!21/2015 12:42 AM
31 That we were once a productive city. 2/20/2015 10:03 PM
32 1 1 remember what it was like in the past. 2/20!2015 9:50 PM
33 Hard to think of one.I live here because I could not afford any other place.I wish my kids are exposed to a better 2/20/2015 8:25 PM
educational system and better surroundings.
34 I'm new to the city.I have noticed the strong sense of community here and do enjoy that 2/20/2015 7:19 PM
35 Honestly nothing I'm about to move out of this horrible place 2/20/2015 4:58 PM
36 Can't think of anything the decline is so devastating over the past 20 years. 2120/2015 4.39 PM
37 That I am a teacher in the SBCUSD District that works HARD to provide and education so our youth can become 2/20/2015 4:32 PM
sucessful!
38 1 was born here 60 years ago and recently retired from 28 years of service with the San Bernardino County 2120/2015 4:27 PM
Sheriffs department.I have lived in the city of San Bernardino most of my life and at this time in our cities history I
am ashamed at what the city has become.We have become a community that cannot support its needs because
our taxpaying middle class has fled.In the last year I have faced off criminals in my driveway at 3am,
apprehended criminals who were burglarizing my neighbors home and defended myself from attack by a loose pit
bull dog at 4:30 am while trying to load my car for a trip to see a friend(who has already fled).Stop the
panhandling!Do not confuse panhandling as a homeless problem,it is NOT!After working in the local jails for 28
years I can personally attest to the fact that most of these panhandlers are not homeless,they are scamming
people.Prop 47 has added to an already bad situation but I'll stop right here.The likelihood that my family will stay
here for the long haul is pretty slim at this time.
39 The pride that is evident. 2/20/2015 3:24 PM
40 Its location... 2120/2015 2:26 PM
41 Are you kidding me???We got rid of the"Pennman era" 2!20/20151:21 PM
42 I grew up here,t own my home here,I work here,I grew up here&I am giving back to my community. 2/20/201511:53 AM~
43 History of a great city. 2/19/2015 9:16 PM
44 My home 211 9/201 5 8:46 PM
45 Airport and land around the airport. ' 2/19/2015 6:59 PM
46 I'm most proud of the local businesses that have stayed with us through thick and thin.SB is a hard place to start 2/19/2015 5:11 PM
a business and keep it running sucessfully.We should make it easier for small business owners.
47 public libraries 2/19/2015 5:06 PM
48 The affordability of the housing stock, 2119/2015 3:27 PMry�
49 Wow,tough one.At this point very little to be proud of... 2119!2015 3:23 PM
50 At this point,I can not identify a positive characteristic of the city that 1 would be able to communicate to others. 2119/2015 2:47 PM
51 the gateway to calif 2119/2015 2:24 PM
52 Nothing.I used to have lots of pride.We have a great geographic position(close to cities,mountains,deserts, 2/19/2015 12:38 PM
etc.).We were instrumental,along with other local cities,in creating Metrolink.We had a nice,homey quality.
Now all I see is graffiti,trash,and empty buildings everywhere.
53 Just the fact I live close to work and my children's Charter school.I only moved to San Bernardino because of the 2/19/2015 11:36 AM
school my children attend,SOAR Charter Academy.
54 Diversity 2/19/2015 11:28 AM
55 With all the changes that have gone on in the City,I am still-here,with hopes of brighter future.This was once 2/19/2015 10:12 AM
such a beautiful,safe place to live.
IA
56 1 am proud of what the city's diversity. 2119/2015 10:10 AM
57 It's HISTORY 2/19/2015 8:47 AM
58 It has potential being one of the bigger cities in the Inland Empire. 2/18/2015 2:48 PM
59 N/A 2/18/2015 2:12 PM
60 Cal State,close to the mountains,easy access to other cities and my family. 2/18/2015 12:39 PM
61 The residents who have lived here for years(myself for 64 years)don't give up on the City and keep believing in 2/18/2015 11:35 AM
its potential.
62 1 used to be proud to live in San Bernardino.Now,I feel one of the biggest mistakes I made in my life was buying 2/18/2015 10:31 AM
a home here.That mistake will be a regret I have for the rest of my life because I don't believe that my city,my
council representatives,and especially my police force cares anything about me except that I keep paying lots of
taxes and fees on every service I get.But,when I need something,it's too bad for me.
63 There is a great system for students to be educated(Kinder though college)in the city of San Bernardino 2/18/2015 10:29 AM
64 Born here and have lived here all of my adult life. 2/18/2015 9:44 AM
65 Cal State University 2/18/2015 6:57 AM
66 We are a city looking to grow and develop into a place where we want to live and share with each other. 2/17/2015 9:55 PM
67 Some of my elementary school teachers at kendall elementary from 95-2000,avhs 04-08,csusb 08-12. T N 2/17/2015 9:08 PM
68 N/a 2/17/2015 9:06 PM
69 The strong historical tie to the railroad and orchards 2/17/2015 8:47 PM
70 1 am proud of our police department.They work hard to keep our community and streets safe from gangs and 2/17/2015 7:42 PM
drug dealers
71 There is a great view of the mountains;values of the homes are reasonable. 2/17/2015 6:50 PM
72 1 am not proud about being a citizen of SB.Too many times the citizens say they are from surrounding cities, 2/17/2015 5:34 PM
such as,Redlands,Riverside,and Highland(never Rialto).I live where I live and I never claim another city.It is
embarrasing when you say SB and people make a face or make negative comments.We have a horrible
reputation and an ugly city.If I know about events and voluteering opportunities in my Perris Hills area,I always
go.Revitilize downtown but how about helping us revitilize our homes and neighborhoods so our city can be
beautiful?
73 It's trying to improve 2/17/2015 5:11 PM_...__..—...._
74 It's history(Berdoo)....it is home;I was born and raised here and went to Urbita,Richardson,San Gorgonio, 2/17/2015 3:30 PM
SBVC,and CSUSB.Unfortunately I couldn't take the downturn any longer and moved out of the city 4 years ago
and continue to help the community by working for SBCUSD.Also,the proximity to mountains,desert,and
beaches as well as the Route 66 event...that no longer takes place in SB...are things to be proud of!
75 1 was raised,went to school and now work as a Psychologist in the San Bernardino school district 2/17/2015 3:28 PM
76 We're in the middle of everything.LA is 1 hr away.The mountains and lakes are about 45 minutes away.Las 2/17/2015 2:56 PM
Vegas is only 3 hrs aways,OC is 1 hour,San Diego is 2 hours.Most of the adjacent neighboring cities have safe
places we can visit.What we need to do is what Fontana is doing.We need to invest our money in our parks and
recreation system.Our parks needs to generate revenue by centralizing all of the kids clubs and sports teams that
are taking place in our city.The same way that Fontana is taking care of their youth programs.If we create safe
parks and fun places for our kids to play at,I feel that there will be more buy in with productive people that are
will to stay within the city.If we do not cater to our families,San Bernardino will keep attracting citizens that are
non desirable and non productive.
77 no comment... 2/17/2015 2:32 PM
78 1 cannot think of a thing. 2/17/2015 2:02 PM
79 That we have a 4 year University here.CSUSB 2/17/2015 1:31 PM
80 Beautiful trees and mountains 2/17/2015 1:03 PM
81 Great teachers in the SBCUSD school system) 2/17/2015 12:55 PM
82 That it has a great history(Santa Fe and the railroad,Norton Air Force base,Citrus Industry,Route 66,Native 2/17/2015 12:38 PM
history,The Orange Show/Swing Auditorium).I want it to be great again on par with other great Southern
California cities.Leaders need to have have vision and care about Berdoo.
1 [
83 Amongst all the negative and bad things that are said,and all the mis management I still have hope.Barely. m 2/17/2015 12:37 PM �
84 My family immediate and extended family being bom and raised here.Also the landscape of valleys and 2/17/2015 12:24 PM
mountains.
85 NONE 2/17/201512:04 PM
86 San Bernardino gave the World Mcdonalds Hamburgers and Hells Angelesl 2/17/201511:28 AM
87 i It's History.I hope future generations can say the same. _. 2/17/201510:40 AM
88 The city provides opportunities for families to get back on their feet with low cost of housing and a variety of job 2/17/2015 10:38 AM
opportunities.The one thing that breaks my heart about the city is the high crime rate and amount of trash and
graffiti that surrounds the city.
89 Location.Mountains,beautiful views and weather.San Bernardino City Schools. 2/17/201510:32 AM _a
90 It's rich history.1 2/17/201510:23 AM
91 Its historical background. 2/17/2015 10:12 AM
92 Our optimism.We do not turn children away in need) 2/17/2015 9:50 AM
93 1 have lived here all my life.Raised my kids here. L 2/17/2015 9:40 AM
94 The amazing history of the settlement 2/1712015 9:32 AM
95 Our Colleges-Valley College and Cal State ! 2117/2015 9:28 AM
96 The history 2/1712015 9:26 AM
97 Cal State San Bernardino is a wonderful university with competitive programs and educational opportunities. 2/17/2015 9:00 AM
98 It's rich history in the past,but not recent 20 or 30 years 2/17/2015 8:56 AM
99 School District 2/17/2015 8:43 AM
100 That this city has great potential.If only its residents were not so complacent. 2/17/2015 8:35 AM
101 My child's school and teacher is great. 2/17/2015 7:30 AM
102 I'm close to work.It is a city that is rich in history. ' 2/16/2015 8:05 PM
103 Nothing at the moment.Waiting for the change that will make me stay. 2116/2015 7:46 PM
104 The housing is affordable. 2116/2015 6:29 PM
105 1 am most proud of the fact that most people are very friendly.The weather is excellent.The educational 2116/2015 5:50 PM
opportunities are abundant and accessible.
106 We sit at the base of the mountains. 2/16/2015 5:17 PM
107 recycle for trash 2/16/2015 3:14 PM
108 I can always count on the graffiti patrol to take care of problems whenever I file a request. 2/16/2015 3:07 PM
109 nothing right now 2116/2015 2:34 PM
110 The people who live here and do care about their neighborhoods m.._.
ods and schools. 12:18 PM
111 San Bernardino is a great place to be and grow.
2/16/2015 11:40 AM
112 Schools 2116/2015 11:14 AM
113 1 am most proud that the majority of people I know who live in San Bernardino are kind and hard working and will 2/16/201511:04 AM
work together to help out others around them when things get tough as they have over the last 25 years.
114 This is a cheap place to live. 2/16/201510:47 AM
115 I'm proud that San Bernardino is in a beautiful area of California. 2/16/201510:15 AM
116 The positive impact that the teachers of the SBCUSD have on the lives of the students who live in below standard 2116/2016 9:14 AM
crime ridden neighborhoods.I live in this community and I do not understand why so much money was put into a
bus that very few people ride on a daily basis.WASTEFUL-this money should have been put into providing safer
neighborhoods.
1G
117 Historically this was a distinguish city!Many famous people and innovative ideas grew out of San Bernardino.1 2/16/2015 9:08 AM
believe most of our citizens don't realize the rich heritage of San Bernardino.Not that we should only focus on
our past successes,but that we have the potential to revise that innovative and progressive spirit again!
118 1 can tell my students that I grew up in San Bernardino but it definitely is not the same city. 2/16/2015 8:30 AM
119 1 am most proud of being born and raised here.I had an amazing childhood and I expect the same for the 2/16/2015 7:56 AM
generations that follow.
120 San Bernardino has some positive things going for it.I enjoy attending the plays and symphonies at the California 2/16/2015 6:19 AM
theatre.I enjoy that I live by the hills and that I can hike out my backdoor anytime I want to.Both my children are
involved in youth orchestra programs(Symphonie Jeunesse and Simphonia Mexicana)--which fantastic youth arts
opportunities not available in any surrounding community.The School Superintendent has created some
unprecedented opportunities for school aged youth to attend college-An opportunity many would not otherwise
have.Unfortunately,the city reputation takes a beating by outsiders for all the items that make the news.All the
positive aspects of the city are not well known or celebrated,and that is a shame.
121 The geographical location of the city and the natural beauty that surrounds it. 2/15/2015 11:52 PM
122 The school district seems to value and encourage our youth to seek positive choices and follow their educational 2115/2015 5:23 PM
path to a bright future!
!
123 We have youth that is brilliant and unreached. 2/15/2015 1:03 PM
124 There are neighbors I can count on. 2/15!201510:44 AM
125 The location:we are surrounded by the most beautiful mountains and have the best weather..It's a quiet 2/15/201510:13 AM
community,but it's easy to get to other places within an 30-60 minutes.
126 Very little traffic.Easy to get across town.Love the new 215 between the 10 and 210 2/15/2015 8:17 AM
127 The beauty of the mountains,the possibility of capitalizing on the natural beauty of the city. 2/14/2015 8:22 PM
128 This city has a lot of history behind it.It's a beautiful city and could thrive if it made good choices. 211 4/2015 5:52 PM
129 1 remember what San Bernardino was back in the day...... 2/14/2015 4:40 PM
130 Currently our streets are a mess,downtown is a mess,trash is everywhere,I am sorry to say I am not currently 2/14/2015 2:13 PM
proud of my city,and I have lived here for the past 43 years.
131 The diversity.The history.The location 2/14/2015 1:28 PM
132 1 am most proud of CSUSB and SBHS. 2/14/2015 1:22 PM
133 Proximity to mountains,deserts,ocean and So Cal attractions.Unusual history as a"wild west"town.Geothermal 2/14/2015 11:13 AM
resources.
134 SO many marijuana events,420 friendly people,2%of population with medical cards&growing. 2/14/201511:04 AM
135 I'm proud about being a citizen of San Bernardino in that,even though I and others like me feel completely beat 2/14/2015 10:31 AM
down and discouraged about how San Bernardino is compared to how it used to be,we continue to live here and
have hope for its future.We hope against all hope that something will change and make San Bernardino a place
to be proud of living in again.I'm getting older and it may not happen in my lifetime,but there are people like me
who know the city's potential and stay here even though they could easily move somewhere much nicer.
136 1 hate the city and cannot wait for the day I can move.I have lived here 3 years,in the same house.The schools 2/14/2015 10:02 AM
are inaffective,both charter and public.There are no choices to have your child bussed to a better school district.
Every single school is title 1??The kids are exposed to drugs and alcohol way too soon.There is sex trafficking,
I see prostitution every night.Behind buildings such as public library the smell of urine is overwhelming.
Homeless leave trash and blankets all over the city.The amount of homeless people is probably less than the
amount of unoccupied houses.At least build more shelters or something...makes them more accessible.And
there needs to be a way where one can get help with housing BEFORE they are actually homeless(that would
help).The moutains are pretty.the rent is affordable.
137 Beautiful mountains as our backdrop...Sad that I can't say anything else. 2/14/2015 9:16 AM
138 Can't come up with anything right now.I am embarrassed to say that I live here. 2/14/2015 9:05 AM
139 there is not one thing.It is embarrassing to say you are from san bernardmo. 2/14/2015 8:57 AM
_.....---------
140 The school that my children attend is one of the best schools in the nation 2/14/2015 8:57 AM
141 Nothing 2/14/2015 6:11 AM
142 Looking at the mountains. 2/13/2015 11:46 PM
143 The beauty. 2113!201510:51 PM
144 CSUSB 2/13/20159:33 PM
145 Our schools �; 2/13/20159:08 PM
146 It is a short drive to work. 2/13/2015 7:53 PM
147 1 am NOT proud about being a citizen of San Bernardino.
2/13/2015 7:37 PM___ -
148 The location 2/13/2015 7:29 PM
149 Back in the Seventies,Sunset Magazine rated San Bernardino as the best place to live west of the Rockies.I'd 2/13/2015 7:23 PM
like to see San Bernardino returned back to that high standard.It can be done,but it will take a lot of hard,no- i
nonsense work.
150 The city has many people willing to work and improve their economic situations. 2/13/2015 7:20 PM
151 Actually,I can't think of anything. 2/13/2015 7:17 PM
152 Our location is in close proximity to beaches,mountains,and parks.We have a good history of significant 2/13/2015 7:05 PM
milestones.
153 Nothing at present but hopefully something once improvements begin to take place. 2/13/2015 6:10 PM
154 1 have lived and worked here all my life.Most proud?All American City in the 1970s. ' 2/13/2015 5:47 PM
155 Nothing. 2113/2015 5:33 PM
156 1 live in a very nice,peaceful,quaint Verdemont Hgts 211 31201 5 4:59 PM
157 ?????? 2113/2015 4:35 PM
158 I'm proud of this city's history. 2/13/2015 4:23 PM
159 Surviving in the city 2113/2015 3:53 PM
160 the weather 2/13/2015 3:44 PM
161 Cal State San Bernardino 2113/2015 3:36 PM
162 There are so man good y g people who live in SB. 2/13/2015 3:35 PM
163 1 am proud of many of the young people living in our city. 2/13/2015 3:28 PM _
164 I'm not 2113/2015 3:17 PM
165 Nothing..They want everything for free or they are retired hard working people that can't move because the value 2113/2015 3:17 PM
of there house has demenished
166 Location/schools 211 3/201 5 3:16 PM
167 That I have lived here for my entire life(57 years)and know what the city can be and believe that it will be good
2/13/2015 3:14 PM
again.There is potential.I am proud to work and live in San Bernardino,inspite of the negativity and the decline it
has taken.
168 our Schools 2/13/2015 3:13 PM
169 1 don't live in San Bernardino anymore.I grew-up there,but am said to say that it started to go down hill when the 2/13/2015 3:12 PM
base left.It's dirty,not safe,and sad to see how it has gone down-hill especially the last 12-14 years.
170 San Bernardino City schools have great teachers that are always looking for ways to improve our youth and our 211 3/201 5 3:12 PM
communities.
171 THAT IT ONCE WAS A CITY TO BE PROUD OF....... 2113/2015 3:11 PM
172 Nothing t all I'm ashamed of our third-world city_boarded u businesses,dead downtown, I
g Y- P a hellacious animal 2/13/2015 3:08 PM
shelter(Mayor Davis'comment at the Council meeting pushed the city further into ignominiousness,grafitti
everywhere,huge amounts of property crimes,a city full of renters and not homeowners,the known corrupt
airport chief,too many$.99 stores&check advance places
173 That I grew up here. 2/13/2015 3:07 PM
174 Being able to find cool restaurants
rants for me and my friends to eat at near Hospitality Lane 2/13/2015 2:56 PM
175 I'm still alive and trying to move the city forward
2/13/2015 2:52 PM
176 1 am not proud of being a citizen of"San Bernardghetto." 2/13/2015 2:46 PM
rrrr�
177 The history of the city and the beautiful mountain backdrop 2113/2015 2:45 PM
178 community 2/13120152:41 PM
179 none of the above,this poor town looks like a ghost town. _ 2/13/2015 2:40 PM
180 Family ties dating back to 1900. 2/1 31201 5 2:37 PM
181 t 1 currently am not proud to tell people that I am affiliated with the city of San Bernardino. 2/13/2015 2:31 PM
182 There are good colleges within easy driving distance 211 3/201 5 2:27 PM
183 The diversity of the people and how tolerant most of them are of people's differences. 2/13/2015 2:21 PM
184 1 can honestly say nothing.I'm embarrassed of this city.The violence the homeless population the run down 211312015 2:19 PM
looking areas.Its all out of control.
185 We are not done,nor out.We are VERY misinformed and Caudle our citizens too much;but,this survey is a start 2113/2015 2:12 PM
So,I am proud of that too.
186 It sounds terrible,but honestly,I am proud of the fact that I got out of San Bernardino.Growing up here(or when 2/1 32015 2:07 PM
people hear you are from here),they do not expect very much from you.I am proud that I was able to go to
college(in Riverside)and get a degree to become a teacher.I now teach for the SBCUSD school district,which I
love--because I feel like a great example for my students of someone who got beyond the"San Bernardino"
reputation,and I hope to inspire them to also reach beyond expectations they(or others)may have for
themselves.I also would like to credit my own teachers and the AVID program for helping me get an education,
which now allows me to give back to this city.
187 1 am most proud of my disdain of the bus system on E street.I tell all my friends how bad it is,how much it has 2/13/2015 2:04 PM
devastated business along that street.Further the bus system on hospitality has caused much more pollution,
congestion dangerous situation for pedestrians.yes,im proud to point out these failures in govt administration.
188 The leadership at SBCUSD.Dale Marsden should be cloned. 2/13/2015 2:03 PM
189 having CSUSB here. µ_ 2/13/2015 1:58 PM
190 None.This city is very run down.Cities in surrounding areas are revitalizing.There's no pride in this city,other 2/1 3/2015 1:57 PM
than maybe those of social status.San Bernardino needs a complete makeover,or it will become a"Detroit",or
has it already surpassed Detroit?
191 1 am proud that our city has a rich history that we we can build on.I've grown up in this city,so I want to see it 2/13/2015 1:52 PM
rise from the ashes and flourish again.
192 the positive changes that our eduction system is going through for the benefit of our children. 2/13/20151:50 PM
193 Opportunities to make a difference 2/13/20151:49 PM
194 My siblings and I are raising our children here.It's beautiful 2/13/2015 1:46 PM
195 nothing,I do not tell people I live here 2/13/2015 1:42 PM
196 1 am proud of it's proximity to the Mountains,Beaches and I.A. 2/13/20151:41 PM
197 Our location.We are surrounded by beautiful mountains,however,an ugly city. 2/13/20151:40 PM
198 1 am a citizen of Highland,but I have worked in SB for over 30 years with youth.I am proud of our school and it's 211312015 1:40 PM
community that supports our school.
199 The beauty of the mountains and the surrounding availability of shopping. 2/13/20151:40 PM
200 It once was a city to be proud of 2113/2015 1:39 PM
201 The beauty that surrounds our vally can be inspirational to the neighborhoods we live in. 2/13/2015 1:36 PM
202 Unfortunately I'm not proud of being a citizen of San Bernardino.If really pressed,I would note CSUSB. 2/13/2015 1:36 PM
203 My own house and yard.Almost everything beyond my neighborhood looks dirty,old,rundown and ugly. 2/13/2015 1:36 PM
204 1 was born and raised here.This was once a beautiful and thriving city.)would like to have this restored.I'm so 2/13/2015 1:36 PM
tired of seeing EBT everywhere.
205 At this moment there is no comment to be made.Very disappointed that our city ranks high numbers for all the 2/13/2015 1:35 PM
negative reasons.
wn
ar�rr.
206 The unbelievable scenery on any given day,of the mountains.Its breath taking.I love it.The affordable housing 2/13/20151:35 PM
is a big plus.All the new schools for public education.The new highways for transportation.The new city bus
system.I was born and raised here,I work here,and I have to say I am really tired of hearing all the negative
media that is put out from news sources about san bernardino.I think the city and the county has so much
natural beauty to offer from the deserts to the mountains,to the valley areas.The fantastic new highways running
through san bernardino are amazing.All the new schools are fantastic.We need to feel safer in certain areas,and
homelessness is an issue.I want San Bernardino to make a big come back.Its time to turn the negative views
of this city around.
207 1 am proud that we have dynamic students,committed community members and the potential for growth. 2/13/20151:35 PM
208 not too many things:cant take kids to a nice library,cant go to a movie theater that feels safe,tired of the same l 2/13/20151:30 PM
restaurants on Hospitality(if there was ambiance in the surrounding area,would help)there are not very many
parks,the ones we have are very unsafe,too many bus lanes downtown,Carousel Mall looks like an indoor
swapmeet(lived here since it was called Central City Mall,when it was okay),there are lots of old buildings that
can no longer be used,I rather see a vacant field then an old useless building used to house drugs and street
people,too many motels in the downtown area that are all used for the wrong reasons.all of these factors bring
the wrong people to the trying to be right areas.
209 The scenic area in the north part of town,the university,and the school district. 2/13/2015 1:28 PM
210 Its not as bad as it used to be.School district has vision. 2/13/2015 1:28 PM
211 I'm not proud our city at all.Poor decisions have lead the city into bankruptcy and unsafe neighborhoods have 2/13/20151:27 PM
driven out the middle class.
212 How they are finally trying to beautify the city. 2/13/2015 1:27 PM
213 I'm not homeless. 2/13/2015 1:27 PM
214 THE WAY WORLD OUTREACH AND THE DIFRRENTS ITS MAKING IN ARE CITY THANK YOU PASTER 2/13/20151:26 PM
MARCO GARCIA
215 N/A 2/13/2015 1:26 PM
216 It's beautiful hills and scenery. 2/13/2015 1:25 PM
217 The people.Our residents are survivors,despite poor local government and the high crime rate. 2/13/20151:24 PM
218 Innovative school district. 2/13/20151:21 PM
219 Our schools and educators 2113/2015 1:21 PM
220 I grew up in this City. 211312015 1:20 PM
221 Students who overcome the numerous obstacles that San bernardino has and go on to 4 year universities 2/13/20151:20 PM
222 There is the opportunity to grow and develop the community.It has good hones. 2/13/2015 1:20 PM
........__.
223 My family has been in San Bernardion for over 90 years.i am most proud of my family roots in this town.i do not i 211 3/201 5 1:20 PM
have much else to be proud of in this town.
Y 9 prices. 2/13/2015
224 Affordability in housin 1:20 PM
225 Climate is temperate and for the most part sunny.WE have a great view of the mountains.New job opportunities 2/13/2015 1:19 PM
are slowly improving.Loss of Norton AFB was the beginning of the spiral downward to this area,as far as jobs,
new homes,career opportunities.
226 1 used to be very proud of being from San Bernardino but that pride is gone now.Our streets are so ugly,the work 2/13/2018 1:18 PM
opportunities are gone and the crime rate is so high.The only thing that binds me to this city is that my family is
here.I would LOVE to get that Pride back.
227 Its long history 2/13/2015 1:18 PM
228 1 live and work in this city.I was born and raised here.There are still many great things about this city including a 2/13/2015 1:18 PM
sense of pride with San Bernardino natives.We have rich history in this city.
229 1 love the ideal location of our city in Southern California 2/13/2015 1:17 PM
230 It's history 2/13/2015 1:16 PM
231 nothing 2/13/20151:16 PM
232 How far I have come 2/13/20151:15 PM
233 history of the area.climate 2/13/20151:14 PM
20 / 32
234 1 am no longer a citizen of this town.I would be embarrassed if I had to say I lived here.I only work here now,and ! 2/13/20151:13 PM
that's bad enough.The city has been run into the ground by city administrators,and is now a shithole full of gangs,
crime,trashy houses,welfare,and human trash.
235 I'm proud to be one of the families that have continued to live and thrive in San Bernardino.I wish more familiies 2/13/2015 1:10 PM
would provide as positive role models for the others living in San Bernardino.
236 educational opportunities 2/13/2015 1:09 PM
237 Nothing,I am actually embarrased to be a citizen of San Bernardino 2/13/2015 1:08 PM
238 Honestly,I'm not proud.I used to be proud.Now I just wish I could afford to leave this city.The police don't care.I 211 3/2015 1:06 PM
see graffiti and run down buildings everywhere I go.I feel like the majority of residents are criminals and
freeloaders with just a small group of honest,hardworking citizens having to carry everyone else.
239 The history and central location of San Bernardino to mountains,desert,beach,and post-secondary education. 2113/20151:04 PM
240 Our School District 2!13/2015 11:46 AM
241 We're home to the very first Mcdonald's 2113/2015 11:09 AM
242 1 was born and raised here and have spent my 72 years in S.B.Sadly,at this time I find nothing to be proud of. 2/13/2015 9:29 AM
243 It's history and the pride long-time residents have for the community. 2/13/2015 9:29 AM
244 The only thing good going for it is the new SBX bus line and the new movie theater.Otherwise,I'm embarrassed 2/1212015 6:36 PM
of SB as the bad outweighs the good.We are a murder capital with weekly homicides and we need to stop
organized crime by drug gangs running in our city,along with organized prostitution and sex trafficking.None of
the options listed in this survey address these adequately!A survey based on popular perception is incapable of
understanding the systemic problems our city is experiencing.Things like"code enforcement"still does NOT
focus on the perpetrators organizing these crimes.Along with our poor air pollution,crime creates an unsafe
environment that I do NOT want to raise children in!Why is our police force impotent to stop organized crime?
We need an army practically!Our city council members are still grandstanding,perhaps because they don't get
paid enough to actually do the work of understanding what the real problems are and how to actually fix those
problems.I'm thankful for this survey though.
245 It's history 2/12/2015 2:25 PM
246 our beautiful mountains and the city prime location to do all the great things in Southern California 2/12/2015 12:18 PM
247 There is not one thing to be proud of.I work here because the criminal element is the basis for my business and 1 2/11/2015 11:40 AM
live here because it is less expensive and a lesser commute than living outside the city limits.
248 You tell me! 2/10/2015 5:10 PM
249 from here;weather;opportunities to recreate outdoors all year 2/10/2015 8:42 AM
250 1 have none 2/10/2015 6:59 AM
251 Location and home price value 2/9/2015 9:51 AM
252 History and rich diversity 2/9/2015 6:45 AM
253 1 wouldn't use the word proud.I'm just very happy to live in the north west side of the city.Verdemont Heights is 2/7/2015 8:23 AM
the safest place in the city and needs to have more focus on business development and beautification of its
streets.
254 Our History and California Theater 2/6/2015 6:34 PM
255 My son graduated high school 2/6/2015 1:46 PM
256 1 can truly say we are doing our part by owning and maintaining our home,we work in the city and pay taxes and 2/5/2015 8:48 PM
follow the law so that we aren't a burden on our already over burdened city.
257 We have a great bus system. 2/5/2015 7:55 AM
21 / 32
To submit your survey, click below:
Answefed:322, Skipped:136
Submit
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
�--
Answer Choices Responses
Submit ? 100.00% 323
Total; 323
22 /32
�irrr.rr�
En una escala de 1-10, con el 10 siendo
el mas alto y el 1 siendo el mas bajo,
indique la probabilidad de que usted
recomiende a un amigo, pariente o colega a
mudarse a la ciudad de San Bernardino.
T�r3Nwerecz;� Sk.iia�,eci.454
1
2
3
4
5 `
6
7
ti
9 ';
10 ;
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices _ Responses
1 20.00% .1
2 0.00% 0
3 0.00% 0
4 20.00% ..1
5 0.00% 0
6 0.00.70 0
7 20.00% 1
8 40.00% 2
9 0.00% 0
23 / 32
.......... --------
10 0.00% 0
rota►
24 / 32
010 Si no pudo clasificar la ultima pregunta
como un 8 o mejor, 4que se tendria que
Ilevar a cabo para que usted aumente la
calificacion a un 8 o mejor?
Answered:3 Skipped:456
Mejores
oportunidade...
Mis trabajos
Trabajos bien
pagados
Una comunidad
mas Segura
Un centro mas
vibrante
Que mas
personas...
La
revitalizaci...
Calles y
vecindarios...
Orgullo por su
vecindario
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
Mejores oportunidades educativas
0.00% 0
Mas trabajos 66.67% 2
Trabajos bien pagados 33.33% 1
Una comunidad m6s segura 66.67% 2
Un centro mas vibrante 33.33% 1
Que mas personas participen en proyectos comunitarios 33.33% 1
33.33% 1
La revitalizaci6n de la comunidad
Callas y vecindarios limpios 66.67% 2
Orgullo por su vecindario 0.00% 0
Total Respondents:3
# Otro(especifique) Date
25/ 32
1 dar mas impulso a los pequenos negocios para que inviertan su tiempo y esfuerzo en la Ciudad 2/18/2015 9:28 AM
26/32
011 De la lista a continuacion, �,cuales son
los mejores recursos que tiene la ciudad en
los cuales podemos mejorar para revitalizar
nuestra ciudad? Favor de marcar todo to
que cree que son nuestras fortalezas
actuales.
Answered:1 Skipped:458
Transporte
Fuerzas del
orden
Seguridad
publica
Oportunidades
de vivienda
9
Oportunidades
de empleo
Oportunidades
educativas
Cultura
vibrante y...
Parques y
recreacion
Orgullo y
espiritu...
Nuestros
jovenes
Sectores
empresariale...
N uestro
medioambiente
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices
Responses
Transporte „ 0.00% 0
Fuerzas del orden 0.00% 0
Seguridad publica 100.00% _ 1
Oportunidades de vivienda 0.00% 0
Oportunidades de empleo 100.00%
27 /32
Oportunidades educativas 100.00% 1
Culturavibrant,
C_ltu e y diversidad 100.00% 1
Parques y recreaci6n 4 0.00% � 0
i
Orgullo y espidtu comunitados 100.00% i
N uestros jovenes 100.00% 1
Sectores empresariales singulares 100.00% �1
Nuestro medioambiente
0.00% 0
Total Respondents:1
28 / 32
"J, Favor de clasificar los siguientes
servicios basandose en su nivel de
satisfaccion en una escala de 1-10, 10 que
esta completamente satisfecho y 1 que esta
muy insatisfecho. Favor de marcar N/A si el
punto no le aplica a usted:
Answered:1 Skipped:456
transporte r
"personas sin
hogar"
segundad
publica
z
bomberos
M.. . .......
administra pa ■
municipal
servicios
publicos
parques y
recreacion
planificaci6n '° `>,
y perm�sos r
11,
consejo
municipal
0 1 2 3 4 5 6 7 8 9 10
1 2 3 ,. 4 5 8 7 8 9 10 Total Weighted
_-Average
transporte 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1
0 ! 0 1 0 0 0 0 0 0 O E 1 3.00
"personas sin 100.00% 0.00% 0.00% ° 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% f 1
hogar'• 1 0 0 0 0 0 0 0 0 0 f 1 1.00
- i ___-__.._-----------------
i
seguridad publica 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% i 0.00% ! 0.00%
1 0 0 0 0 0 0 0 0 0 1 i 1.00
bomberos 0.00% 0.00% 0.00% 1 0.00% 0.00% 0.00% i 0 00•/. 0.00% 100.00% 0.00%
0 0 0 ( 0 0 0 ( 0 0 1 O F 1 i 9.00
administracion 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% .?
municipal 1 0 0 0 0 j 0 1 0 0 '; 0 0 1 1.00
servicios pOblicos 0.00% 0.00% 100.00% 0.00% 1 0.00% i 0.00% 0.00% 0.00% 0.00% 0.00%
0 0 1 0 0 0 0 0 0 0 1 3.00
parques y 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
recreacion 1 0 0 0 0 0 0 0 0 0 1 '; 1.00
29 / 32
planificaci6n y 100.00No 0.00% 0.00% O.00N. 0 00% ! 0.00% 0.00% 0.00% 0.00% 0.00%
permisas 1 _ O j O i 0 0 1 0 0 0 0 0 1 `:. 1.00
consejo municipal 100.00% 0.00% ! 0.00% E 0.00% 0.00% 0.00% 000% ! 0.00% 0.00% 0.00%
1 0 G j 0 0 ! 0 0 0 0 0 1 1.00
30 / 32
13 Favor de clasificar en orden, con 1
siendo la caracteristica que mas quiere que
San Bernardino tenga en el futuro.
Answered:1 Skipped:458
Una
administraci...
Un centro
vibrante y...
Una c iudad que 1111wn
tiene una �,INN _ � �; .41. �`�.�
Una ciudad
ecol6gica.
Una ciudad que --
es administr...
e a a era
Una comunidad M '�
seguray
`.a .mss,.,�:, ":# ..» �.„ ._ r,r.
Una ciudad en �■,
la cual todo...
Un lugar donde X
puedo criar �� '
0 1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 Total St Qf8
Una administracion municipal que 0.00% _, 0.00% 0.00% 0.00% : 0.00% 0.00% 0.00% 0.00%
sea mas acogedora y receptiva a 0 0 0 0 0 0 0 0 G 0.00
negocios nuevos y existentes.
Un centro vibrante y vigoroso con 0.00% 0.00% 0.00% i 100.00% 0.00% 0.00% 0.00% 0.00%
una variedad de tiendas, 0 0 0 1 0 0 G 0 1 5,00
restaurantes y actividades. I
Una ciudad que tiene una cultura a 0.00% 100.00% I 0.00% 0.00% 3 0.00% 0.00% 0.00% 0.00%
idenUdad sin g ulares. 0 1 0 0 0 1 0 0 0 1 7.00
Una ciudad ecologica. - 0.00% 0.00% 0.00% 0.00% 0.00% I 0.00% 100 00% 0.00% Im
0 0 O G 0 0 f 0 1 0 i 1 2.00
Una ciudad que es administrada 0.00% j 0.00% 100.00% 1 0.00% 0.00% 0.00% 1 0.00% 0.00%
con eficacia y toma decisiones 0 0 1 0 0 0 0 0 1 6.00
basandose en el bien de sus 3 j
ciudadanos y su futuro. I
Una comunidad segura y 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
saludable. 1 j 0 0 0 0 0 0 0 : 1 8.00
Una ciudad en la cual todos sus 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% I
ciudadanos laboran juntos pare 0 0 0 0 1 1 0 0 O s 1 4.00
cuidarse entre si y de la i
comunidad f
Un lugar donde puedo crier a mis 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% r
hijos y donde ellos se quieren 0 0 0 I 0 0 ! 1 0 U 1 3.00
quedar para criar a sus hijos.
31 /32
Q14 LCual es una de las
cosas por la cual esta mas
orgulloso de ser un
ciudadano de la ciudad de
San Bernardino?
Answered:I Skipped:458
# Responses Date
1 diversidad 2/18/2015 9:34 AM
32 / 32
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