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  • Introduction
  • Our Community
  • Our Aspirations
  • Our Action Plan
  • Maps & Links

  • Introduction

    Welcome to Bloomington sign

    This Community Action Guide was created with the members and stakeholders of Bloomington through multiple workshops between 2015 and 2016. These workshops, open to any Bloomington resident or business, addressed strengths and weaknesses of the community, the community’s values, and what Bloomington aspires to be in the future. Participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

    In October 2017, the results were released for public review as a draft community plan. In response to public comments, the plans were renamed Community Action Guides. This name change along with other revisions that resulted from the public review are incorporated in the 2018 Draft Community Action Guide.

    The results are presented as the Draft Community Action Guide through this webpage, including the additional tabs above.

    The final format of the Community Action Guide will be web-based. The PDF version of the Draft Community Action Guide (linked below) is provided as a courtesy for simplifying public review, but may not be available once the online version of the plan is finalized.

    2018 Revised Draft Community Action Guide

    2017 Public Review Draft

    2007 Community Plan Policy Matrix

    To enable residents to better understand how the County addressed the existing Community Plan goals and policies in the County Policy Plan and elsewhere, the County created a Policy Matrix that lists each goal and policy from the current Community Plan and where it will be addressed in the future.

    Policy Matrix for your community’s 2007 Community Plan

    • The Draft 2018 Community Action Guide for Public Review

      You may use the feedback form on this page to submit your comments online — look to the left or scroll down to the bottom depending on your device.

      In addition, you may e-mail comments to CommunityPlans@lus.sbcounty.gov or submit written comments by mail to:

      County of San Bernardino
      Land Use Services Department
      385 N. Arrowhead Ave., 1st Floor
      San Bernardino, CA 92415-0187

      This Draft Community Action Guide was created by the community members who attended workshops, provided comments online or sent in written comments. It is written in the words of those participating in the public engagement process. Therefore, the community’s action guide retains the voice and future image of the community presented by the community members participating in the public engagement process.

      The final format of the Community Action Guide will be web-based. The PDF version of the Draft Community Action Guide is provided as a courtesy for simplifying public review, but may not be available once the online version of the plan is finalized.

    • How to Use This Community Action Guide

      Purpose and Approach

      Overall, the Community Action Guides are a framework for communities to create the future character and independent identity, as identified in the workshops with community values and aspirations, through completion of a community action plan. As stated at the community workshops, the new Community Action Guides replace any existing 2007/2013 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions are addressed in the Policy Plan of the Countywide Plan. The County Development Code will still regulate zoning and land development.

      The Community Action Guide is strategic in nature and provides clear Focus Statements and Action Statements identified by the community that led to creation of an Action Plan that can be implemented at the grass-roots level within each community. Some actions may require assistance by a County department, but the community will take the lead in moving the action forward, identifying funding or scheduling meetings or requesting information from specific County departments.

      A detailed implementation plan and training module will be set up by the County to guide communities in identifying Champions, setting up Action Teams, contacting County departments and answering questions. In addition, the County’s role will be clarified. This information will be included on the website for easy reference by communities.

      Plan Organization

      The Community Action Guide is organized into three main sections, the community’s Values, community’s Aspirations, and Action Plans.

      VALUES – Those shared assets, principles, standards, mores and in the judgement of the community, what is important to the lives of its residents and businesses. (Identified in Workshop #1 and reviewed and finalized in Workshop #2)

      Community Values are listed under the Our Community tab.

      ASPIRATIONS– A written narrative illustrating the community’s desired look and function once the Community Action Guide is fully implemented. This is a long-term view of 10 to 20 years. It is written as if the community’s desired changes have already occurred. (Identified in Workshop #1 and reviewed and finalized in Workshop #2)

      Community Aspirations are listed under the Our Aspirations tab.

      ACTION PLANS– The action plans consist of:

      • Focus Statements, which provide general direction towards realizing the Community’s aspirations and help organize the plan. (Identified in Workshop #2 and reviewed and finalized in Workshop #3)
      • Action Statements, which are measurable statements providing critical information on the program, initiative or project to complete. (Identified in Workshop #2 and reviewed and finalized in Workshop #3)
      • Action Plan Matrices, which provide general sets of action steps necessary to implement each action statement, identify those that would initiate and champion the action statement, provide a general timeline for implementation and identify resources for additional assistance. (Created to support and guide the Community’s identified Focus and Action Statements)

      The Focus Statements and Action Statements of the guide are not prioritized. It is up to the community to select the three to five priority Action Statements that they wish to begin implementing. The related Action Plans for each Action Statement provide guidance on the actions and timeline that may be necessary to implement the Action Statement. The Champions and Action Teams should review the Action Statement, Benchmark, and Action Steps. They may even hold a public meeting to get additional input before starting implementation of a specific Action Statement. Changes may be made as new input is received.

      Action Plans are listed under the Our Action Plans tab.

      The Action Guide as a Living Document

      The Community Action Guides and the Countywide Plan are designed to be web-based and therefore will be easily updated. The Community Action Guide is intended to be championed and implemented by the Community. The Focus Statements and Action Statement within the guide were created through public engagement workshops by community participants.

      The guide is meant as a way to organize activities and provide overall direction to move the Community forward. The plan should never be considered to be written in stone, but should be malleable as the needs of the Community continue to change. Focus Statements and Action Statements should be changed and amended as Action Statements are completed or new priorities take their place.

      The Community should consider reviewing its guide annually to celebrate what was accomplished and make changes to the guide, as necessary, to ensure it is a relevant work plan. Communities should report back to the County as they complete actions to ensure their online guide is updated with success stories included on their website and to ensure their Action Plans are updated reflecting completed actions. As communities complete their Action Plans, the County will determine when to revisit the community to expand or modify their Action Plans.

    • Differences from Other Community Action Guides

      The Bloomington Community Action Guide is different from others. Outreach on the future of the entire community began in 2013 during the preparation of the Valley Corridor Specific Plan. The Community Action Guide effort officially launched in 2015 and continued with multiple workshops and related events through early
      2017.

      During this time, the community was evaluating how to react to strong development interests from the logistics industry while also expressing a desire for more suburban levels of housing, commercial centers, and amenities. Additionally, the Countywide Plan analyzed multiple growth scenarios for the county and determined that
      Bloomington is a desirable and logical area for substantial housing and commercial growth. Based on the extensive outreach effort and increased immediate and long-term development pressures, the Bloomington community went through an extensive prioritization effort informed by cost estimates—both for
      implementation of improvements and potential property tax implications.

      The resulting Action Plans include the community’s prioritized action statements and a set of actions for the next 5 to 10 years, as resources are available, to make progress toward realizing the aspirations. Note that with this level of prioritization, no focus statements are required. How to Implement the Plan & the Community Development

    • Relationship to the Countywide Vision and Countywide Plan

      Relationship to Countywide Vision

      The Community Action Guide’s values and goals are specific to each community. However, they are consistent with, build on, and contribute to the Countywide Vision.

      Relationship to Countywide Plan

      In 2010, the San Bernardino County Board of Supervisors set out to establish a vision for the future of the county as a whole, and subsequently adopted a Countywide Vision in 2011 after two years of input from the community and the county’s 24 cities and towns. Following the adoption of the Countywide Vision, which calls for the creation of a “complete county”, the Board adopted the County paradigm and job statements in 2012.

      In 2015, the County of San Bernardino launched an effort to go further than any county or city has ever gone with a general plan by creating a web-based comprehensive “complete county” plan. General plans are almost always strictly rule books for guiding development and growth. The County’s General Plan, last updated in 2007, will go well beyond a traditional general plan to become a comprehensive Countywide Plan that complements and informs the Countywide Vision by taking into account all services—not just land-use planning—provided by County Government, and the unique values and priorities of each unincorporated community.

      The Countywide Plan serves as a guide for County decision-making, financial planning, and communications. Its web-based format provides a wealth of easily accessible data on how the County operates, and allow independent research using County data and information.

      The Countywide Plan includes:

      • A County Policy Plan, which serves in part as the County’s General Plan for the unincorporated areas and also provides guidance for regional county services. The Policy Plan establishes goals and policies for the entire county as well as specific sub regions and communities.
      • A County Business Plan, which contains governance policies and operational metrics that outline the County’s approach to providing municipal and regional services.
      • A Regional Issues Forum, which is an online resource for sharing information and resources related to issues confronting the entire county.
      • A Community Planning Continuum of 35 Community Action Guides, which articulates what is important to each Community; sets out an Action Plan based on community input, and for the most part, would be implemented by the community; and provides a Community Profile. Links will also be provided for maps, goals, and policies in the Countywide Plan.
    • Where Did the Goals, Policies, and Land Use Map for My Community’s Plan Go?

      The existing Community Plan content was used in the development of the Community Action Guide and Policy Plan of the Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, were considered for inclusion in the County Policy Plan and Land Use Map, components of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the Community Action Guide focuses on those actions identified by the community that the community is willing to take to make desired changes to their community. The County Policy Plan and the Community Action Guides will be web-based, with adoption of the Countywide Plan in 2019.

      To enable residents to better understand how the County addressed the existing Community Plan goals and policies in the County Policy Plan and elsewhere, the County created a Policy Matrix that lists each goal and policy from the current Community Plan and where it will be addressed in the future:

      • Policy Plan: the location for updated goals and policies that apply to unincorporated areas
      • Implementation Plan: the location for actions to be undertaken by the County to implement the Countywide Plan (to be released in 2019)
      • Community Action Guide: the location for actions to be undertaken by community members, in coordination with the County
      • Development Code: detailed standards or regulations that are already addressed in the Development Code or can be considered in the upcoming Development Code update
      • Other: those issues, goals, policies, or actions that have already been accomplished, are outdated, or are no longer a community priority

      Click here to download a Policy Matrix for your community’s 2007 Community Plan

      Click here to visit the webpage for the County Policy Plan

    • What is the Community Development Toolkit?

      The County of San Bernardino Land Use Services Department is creating an online Community Development Toolkit to expand the action topics and guidance on implementation as well as ideas for future amendments or additions to the Community’s plan.




    • Bloomington looking north from the hills at the southern border.

    • Who We Are

      Bloomington is the largest and most developed unincorporated community in San Bernardino County. The original Bloomington town was first laid out in 1887. Some of the original town remains in the area around Cedar Avenue and Valley Boulevard, but most has been replaced by Interstate 10 (I-10) and the Colton Rail Yard.

      Today Bloomington is a residential mix of large-lot rural estate homes, contemporary single-family detached housing subdivisions, a small amount of rental apartments, and several mobile home parks. The areas along I-10 have a variety of industrial businesses, and there is a mix of small retail business and restaurants along Valley Boulevard and Cedar Avenue. With 700 acres of vacant land and a number of underutilized properties, Bloomington still has considerable development potential.

      Strengths and Opportunities

      As part of the outreach process, participants listed strengths of and opportunities for their community.  Using this input, a word cloud (see below) was created to identify and illustrate the most prominent statements—the more frequently a word or phrase was written or said, the larger the word appears in the cloud.  This word cloud reflects some of the community’s key issues and helped develop the Community Plan’s Action Statements.

      Word cloud of words and statements made by outreach participants.


    • Community Values

      The Values are those shared assets, principles, standards, mores, and in the judgement of the community, what is important in the lives of its residents and businesses. A community’s values are an important consideration in shaping its aspirations, focus and actions.

       

      Personal Safety

      Bloomington residents value low crime rates and a common public awareness that people are safe from crime in their homes and in public


      Clean and Attractive Neighborhoods

      Bloomington residents value neighborhoods and districts with well-maintained properties and attractive landscaping, streetscapes, and buildings


      Community Gathering Places

      Bloomington residents value town centers with parks, plazas, and civic spaces that provide a location for the community to gather and socialize


      New Development

      Bloomington residents value a mix of housing types and densities, and attractive and convenient places for shopping, dining, and entertainment, while maintaining rural areas that foster a small town feel


      Mobility

      A balanced system where pedestrians, bicyclists, and vehicles can move efficiently and safely


      Healthy Community

      Improvement of regional air quality, programs to mitigate the health impacts of air quality, and expanded parks facilities and recreation programs


      Economic Development

      Businesses and investment that generate jobs and financial resources to support expanded public facilities and services, without degrading residential neighborhoods


    • Community Profile

      The community profile is a summary of the social, cultural, economic, and historic dimensions of Bloomington. It presents data collected through secondary sources to inform future actions. The profile, together with future studies and information gathered from residents highlights essential facets and “tell the story” of the Bloomington Community.

      2018 Revised Draft Community Profile

      2017 Public Review Draft Community Profile




  • Our Aspirations

    Bloomington residents and other attendees discussed potential land use changes for the Community Plan at the third outreach event.

    The Aspirations Statement is a written narrative illustrating the community’s desired look and function once the Community Action Statements are fully implemented. This is a long-term view of 10 to 20 years. The Aspirations Statement serves as a foundation for developing Community Action Statements.


    • 1. Community Image

      Bloomington is a beautiful, clean community known to residents across the San Bernardino Valley as a great yet affordable place to live.


    • 2. Local Economy

      Bloomington offers a local economy that provides jobs for residents, opportunities for entrepreneurs, and revenues for public facilities and services. Bloomington residents have the skills and education to qualify for well-paying jobs in Bloomington and in nearby cities.


    • 3. Infrastructure and Mobility

      There is sufficient sewer service to support new businesses and new residential neighborhoods, and roadways that are maintained in good condition.


    • 4. Quality of Life

      Bloomington contains great neighborhoods, parks and recreation centers, and local services, while maintaining a safe, small-town feel.


    • 5. Town Centers

      The community enjoys attractive and well-maintained town centers with plazas, landscaping and street furniture, and community services. These spaces, filled with independent shops and restaurants, provide residents with options to shop, socialize, recreate, and participate in community events.





  • Our Action Plan

    Background


    • Composition of The Bloomington Action Plan

      The Action Plan consists of:

      • Priority Action Statements, which are measurable statements providing critical information on the program, initiative or project to complete, along with a list of resources for additional assistance (Identified in Community Plan Workshop #2 and reviewed and finalized in Community Plan Workshop #3)
      • A set of Actions, which provide specific direction to assist County staff, members of the Bloomington community, and other stakeholders in achieving the Priority Action Statements.  Each Action also identifies the primary entity or lead, supporting entities, a general timeline for implementation, and estimated costs.
      • Other Action Statements that were raised by the community, but were not identified as priorities during the outreach process.  As the Action Plan is implemented and/or issues facing the community change, this section can be a resource for identifying future prioritized action statements.


    • How is the Bloomington Action Plan different from others?

      As stated in the Introduction, the Bloomington Community Action Guide is different from others. Outreach on the future of the entire community began in 2013 during the preparation of the Valley Corridor Specific Plan. The Community Action Guide effort officially launched in 2015 and continued with multiple workshops and related events through early 2017.

      During this time, the community was evaluating how to react to strong development interests from the logistics industry while also expressing a desire for more suburban levels of housing, commercial centers, and amenities. Additionally, the Countywide Plan analyzed multiple growth scenarios for the county and determined that
      Bloomington is a desirable and logical area for substantial housing and commercial growth.

      Based on the extensive outreach effort and increased immediate and long-term development pressures, the Bloomington community went through an extensive prioritization effort informed by cost estimates—both for
      implementation of improvements and potential property tax implications.

      The resulting Action Plans include the community’s prioritized action statements and a set of actions for the next 5 to 10 years, as resources are available, to make progress toward realizing the aspirations. Note that with this level of prioritization, no focus statements are required.
      How to Implement the Plan & the Community Development


    Priority Action Statements


    • 1. Public Safety

      Action Statement: Reduce the rate of crime in Bloomington relative to defined comparison communities.

      ACTIONS

      1.1 Conduct a public safety community workshop

      The Bloomington MAC will invite the Sheriff’s Department to a workshop to present and discuss an assessment of crime and safety in Bloomington. The Sheriff’s Department will also describe progress made toward public safety with the 2017 redistribution of deputies and service areas. The workshop will determine whether additional public safety efforts are warranted such as improved neighborhood watch, public education campaigns, or new funding for additional Sheriff’s Department resources.

      Champion: Bloomington MAC supported by Sheriff’s Department

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      1.2 Develop community consensus and strategy

      If the results of action 1.1 indicate a need for more community efforts to promote public safety, the Champion will convene residents, businesses, and other stakeholders to identify appropriate strategies and funding resources. If warranted or needed, the Champion would coordinate with Special Districts and Sheriff’s Department to establish a local funding mechanism such as a community facilities district (where local revenue is spent for the Bloomington community).

      Champion: Bloomington MAC or a volunteer group or person identified by the community (supported by Sheriff’s Department and Special District)

      Time Required: 2-6 months

      Estimated Cost: some efforts may not require new costs and use existing budgeted resources; other efforts could require new funding; e.g., $10,000 to $15,000 to establish a local funding mechanism

      RESOURCES


    • 2. Code Enforcement

      Action Statement: Eliminate zoning and code violations, reduce non-conformities, and ensure compliance with use permit conditions to protect the investments made by residents, property owners, and business owners.

      ACTIONS

      2.1 Conduct a code enforcement community workshop

      The Bloomington MAC will invite the Code Enforcement Division to a MAC meeting to describe progress made in code enforcement over the past year and lead a discussion on whether additional solutions are warranted such as community awareness campaigns or new funding for additional code enforcement and legal resources.

      Champion: Bloomington MAC supported by the Code Enforcement Division

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      2.2 Develop community consensus and strategy

      Should the discussion in action 2.1 determine that there are efforts that the community can and should undertake with little or no additional funding, the Champion will convene residents, businesses, and other stakeholders to identify appropriate strategies and funding resources.

      Should the discussion in action 2.1 indicate a need for additional code enforcement and legal resources dedicated to Bloomington, a funding mechanism will need to be established. The Champion would coordinate with County Special Districts and Code Enforcement Division to establish a local funding mechanism such as a community facilities district (where local revenue is spent for the Bloomington community).

      Champion: Bloomington MAC or a volunteer group or person identified by the community (supported by the Code Enforcement Division, Special Districts Department, and Supervisor’s office)

      Time Required: 2-6 months

      Estimated Cost: No new additional cost; use of community resources and/or existing budgeted funds

      RESOURCES


    • 3. Sewer

      Action Statement: Facilitate the provision of sewer infrastructure and sewage treatment capacity to accommodate additional residential and business development in areas of Bloomington planned for more intense development.

      ACTIONS

      3.1 Evaluate potential sewer infrastructure needs

      The Bloomington MAC will invite the Community Development and Housing Agency to present the results of a sewer infrastructure technical assessment. This presentation will cover needs and alternatives, as well as possible financing mechanisms, such as user fees, grants, and a special funding and financing district.

      Champion: Bloomington MAC (with support from Community Development and Housing Department and Special Districts)

      Time Required: 1 month

      Budgeted Cost: No new additional cost; use of existing budgeted funds

      3.2 Develop community consensus and strategy

      The Community Development and Housing Agency will facilitate a community workshop on ways to fund sewer improvements in Bloomington, including likely costs for property owners. The purpose of the workshop is to generate community consensus on a preferred funding mechanism and identify next steps.

      Champion: Bloomington MAC or a volunteer group or person identified by the community (with support from Community Development and Housing Departmentand Special Districts)

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      RESOURCES


    • 4. Truck Routes

      Action Statement: Evaluate the feasibility and potential effectiveness of establishing truck routes to lessen traffic congestion and to reduce damage to roadways, and, if feasible, adopt designated truck routes, establish a program to
      upgrade truck route roadways, and prohibit truck traffic on non-truck-route roads.

      ACTIONS

      4.1 Define the challenge and intended outcome

      By invitation of the Bloomington MAC, the Department of Public Works will describe planned roadway projects in Bloomington and how these are intended to address traffic and related issues. The public will have the opportunity to identify local issues with truck through-traffic.

      Champion: Bloomington MAC with support from the Department of Public Works

      Time Required: 1 month

      Budgeted Cost: No new additional cost; use of existing budgeted funds

      4.2 Prepare a truck route plan

      The Department of Public Works will evaluate the feasibility and effectiveness of potential truck routes in Bloomington. The results will be presented at a Bloomington MAC meeting. Additionally, the Supervisor’s office will present information on possible funding mechanisms.

      Champion: Department of Public Works (with support from the Bloomington MAC and Special Districts)

      Time Required: 6-12 months

      Estimated Cost: $25,000, as fund are available

      4.3 Develop community consensus and strategy

      The Department of Public Works will facilitate a community workshop on ways to fund truck routes and other roadway improvements in Bloomington, including likely costs for industrial and/or other property owners. The purpose of the workshop is to generate community consensus on a preferred funding mechanism and identify next steps.

      Champion: Department of Public Works (with support from the Bloomington MAC and Supervisor’s office)

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      4.4 Establish truck routes

      If the community workshop determines that truck routes could lessen traffic congestion and/or reduce damage to roadways, the Department of Public Works will collaborate with appropriate agencies to finalize truck routes through Bloomington. If truck routes are to be established, the Board of Supervisors may consider an ordinance to codify where truck routes are in Bloomington and notify the California Highway Patrol.

      Champion: Department of Public Works

      Time Required: 3-6 months

      Estimated Cost: No new additional cost; use of existing budgeted funds

      4.5 Plan and Construct Improvements

      If a truck route ordinance is adopted, the Department of Public Works will prepare preliminary plans and cost estimates for identified truck routes. Based on this information, the Department of Public Works will prepare a prioritized list of discrete improvements needed.

      Once a plan is completed, the Department of Public Works will coordinate the construction of improvements to identified truck routes as funding becomes available. If funds are available, individual improvement projects would be placed in the capital improvement budget for design, engineering, environmental review, and construction.

      In the year following the adoption of a truck route ordinance in Bloomington, the Department of Public Works will present an evaluation of the effectiveness of truck route restrictions at a Bloomington MAC meeting.

      Champion: Department of Public Works (with support from the Bloomington MAC and California Highway Patrol)

      Time Required: TBD, as funds become available

      Estimated Cost: $375,000 for planning, $18 million for capital improvements, $250,000 per year for ongoing maintenance and reserve funds; as fund are available (cost estimate subject to revision based on planning and design)

      RESOURCES


    • 5. Dedicated Development Impact Fees

      Action Statement: Generate revenue to offset impacts of new development in Bloomington by establishing new development impact fees and financing districts, and also restricting the use of that revenue to improvements in Bloomington.

      ACTIONS

      5.1 Present a summary of development impact fee and financing districts

      At the request of the Bloomington MAC the Community Development and Housing Department will gather and present a summary of relevant development impact fee and financing district information at a Bloomington MAC meeting.

      Champion: Bloomington MAC (with support from the Community Development and Housing Agency, Finance Department, Land Use Services Department, and Special Districts)

      Time Required: 3-6 months

      Estimated Cost: No new additional cost; use of existing budgeted funds

      5.2 Conduct nexus studies

      The Community Development and Housing Department will conduct nexus studies and draft ordinance required to establish development impact fees. The number of (and cost to prepare) nexus studies will depend upon the number of development impact fees identified for evaluation.

      Champion: Community Development and Housing Department (with support from other County agencies/departments as appropriate)

      Time Required: 6-12 months

      Estimated Cost: $25,000 to $125,000, as funds are available

      5.3 Prepare and adopt a development impact fee ordinance

      Based on the results of the nexus studies, County Counsel will review the draft development impact fee ordinance for consideration by the Board of Supervisors.

      Champion: County Counsel (with support from Land Use Services Department)

      Time Required: 3-6 months

      Estimated Cost: No new additional cost; use of existing budgeted funds

      5.4 Conduct a financing districts community workshop

      The Community Development and Housing Department and Special Districts will facilitate a community workshop on different financing district options, boundaries, and eligible improvements for Bloomington, including likely costs for industrial and/or other property owners. The purpose of the workshop is to generate community consensus on preferred funding mechanisms and identify next steps.

      Champion: Community Development and Housing Department and Special Districts (with support from other County agencies/departments as appropriate)

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      RESOURCES


    • 6. Air Quality Health Impacts

      Action Statement: Reduce incidence of health issues related to air quality by providing or expanding targeted programs—such as expansion of the breathmobile, in-home health consultations, and air filters for sensitive receptors.

      ACTIONS

      6.1 Assess health conditions in Bloomington

      At the request of the Bloomington MAC, the County Department of Public Health will assess health conditions related to air quality and potential interventions for Bloomington.

      Champion: Bloomington MAC (with support from the Department of Public Health and South Coast Air Quality Management District)

      Time Required: 1 month

      Estimated Cost: No new additional cost; use of existing budgeted funds

      6.2 Conduct an air quality community workshop

      The Department of Public Health will present the results at a Bloomington MAC meeting and collect additional public concerns and priorities regarding air quality and health. The Department of Public Health will facilitate a second workshop to generate community consensus on preferred interventions, explain funding options, and to identify next steps.

      Champion: Bloomington MAC or a volunteer group or person identified by the community (with support from the Department of Public Health and South Coast Air Quality Management District)

      Time Required: 3-6 months

      Estimated Cost: No new additional cost; use of existing budgeted funds

      RESOURCES


    Other Action Statements


    • OTHER ACTION STATEMENTS

      The following action statements were not identified as priorities during the Bloomington Community Action Guide public outreach process. However, as the Action Plan is implemented, there will be opportunities to re-evaluate the
      issues facing the community and add new priority action statements and actions.

      Topic: Community Image

      Action Statements

      • Streetscaping. Install and maintain attractive streetscapes along important roads in Bloomington.
      • Gateways. Install and maintain signs and other gateway features at key places where people enter Bloomington.

      Topic: Local Economy

      Action Statements

      • Jobs. Attract businesses that provide jobs suited to the skills and education of Bloomington residents.
      • Home-Based Businesses. Create and maintain a program to assist Bloomington residents to establish home-based businesses, such as urban agriculture and homemade foods.
      • Fiscal Balance. Attract more non-residential uses to improve the fiscal balance of Bloomington and provide resources for public facilities and services.

      Topic: Infrastructure and Mobility

      Action Statements

      • Roads. Maintain roadways and, when necessary, expand roadways to reduce or alleviate traffic congestion.
      • Sidewalks. Construct an interconnected sidewalk network in Bloomington, connecting residences with schools, parks, and places for shopping, dining, and entertainment.
      • Streetlights. Install and maintain streetlights throughout Bloomington.
      • Bikeways. Construct and maintain safe on-street bikeways and off-street bike paths throughout Bloomington.

      Topic: Quality of Life

      Action Statements

      • New Neighborhoods. Develop new residential neighborhoods with a mix of housing types and neighborhood parks.
      • Park Improvements. Complete the improvements to Kessler Park, and clean up and improve (or relocate) Ayala Park.
      • New Parks. Build and maintain new parks in Bloomington.
      • Community Recreation Center. Build and maintain a community recreation center in Bloomington, including a community swimming pool.
      • Senior Center. Improve and expand the senior center and provide more activities.

      Topic: Town Centers

      Action Statements

      • Affordable Bloomington. Provide additional community facilities and services in the area around Affordable Bloomington.
      • New Retail. Develop new retail in town centers.
      • Gathering Places. Develop new town centers with plazas and other places where residents can gather and socialize.


    How to Implement the Action Plan

    The Action Plans provide a general organization of the action steps necessary to implement each Action Statement. The Community may want to meet to identify the top three to five priority Action Statements to work on first. Some of these may be those actions that the community believes could be completed quickly and easily. Completion of one Action Statement will provide the community and local groups with the motivation to move forward with another Action Statement.

    Once an Action Statement is selected for implementation, the community identifies a Champion for that Action Statement to initiate activities, identify those responsible for carrying out action steps, identify and secure resources that will be required, and develop a timeline. The champion is not responsible for completing the action, but serves to facilitate and guide the Action Team. While suggested action steps are included in the guide, each community should develop more specific assignments based upon available community resources such as volunteers (e.g., individuals, businesses, property owners, etc.), community groups (e.g., chamber of commerce, non-profits, etc.) and organizations (e.g., scouts, community service districts, churches, schools, etc.). This step of planning for implementation is an important first step necessary to help ensure successful implementation.

    Potential resources are identified for each Action Statement. These may be guides on implementation, case studies of how other communities have implemented similar projects, sources of potential external funding, and organizations and agencies that can provide guidance and advice.

    A more detailed Implementation Plan will also be developed. The Implementation Plan will include information about how to inform the County about changes to your Community Action Guide. In addition, the County will want to know when work starts on an Action Statement and when each Action Statement is completed. It is important for the community to celebrate as actions are fulfilled.

    The Action Plan is Not Set in Stone

    This is your Action Plan to be used to guide community actions and is not “set in stone”. Champions should be identified by your community or created by organizations, community groups or community members who volunteer to champion, lead or participate. The Action Plans include a set of tasks that can be modified by the
    Champions to best fit your community needs at the time of action implementation. The Champions could include people who were not at the workshops and may have additional input to enhance the Action Statement or action steps. The community should feel free to make changes and find alternatives for completing actions. You may decide to expand the action, modify it, or only select to complete a few tasks of the Action Plan..

    The Community Development Toolkit

    San Bernardino County Land Use Services is in the process of creating an online Community Development Toolkit to expand the action topics and guidance on implementation as well as ideas for future amendments or additions to the Community’s plan.



  • Documents in this section will be added as they are completed with community input.  Click on each item for more information and a link to download the material.