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

  • Introduction

    Big Bear Discovery Center

    In 2016, the communities embarked on a new community planning process. Three public workshops, open to any community resident, or business, or property owner, addressed strengths and weaknesses of the communities, the communities’ values, and what the communities aspire to be in the future. Participants brainstormed areas of focus and actions to help the communities move forward to achieve their aspirations.

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

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

    The final format of the Communities Action Guide will be web-based. The PDF version of the Draft Communities 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 Communities 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 Communities 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 Communities Action Guide was created by the communities 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 communities’ action guide retains the voice and future image of the communities presented by the communities members participating in the public engagement process.

      The final format of the Communities Action Guide will be web-based. The PDF version of the Draft Communities 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 Communities Action Guide

      Purpose and Approach

      Overall, the Communities Action Guides are a framework for communities to create the future character and independent identity, as identified in the workshops with communities values and aspirations, through completion of a communities action plan. As stated at the communities workshops, the new Communities 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 Communities Action Guide is strategic in nature and provides clear Focus Statements and Action Statements identified by the communities that led to creation of an Action Plan that can be implemented at the grass-roots level within each of the communities. Some actions may require assistance by a County department, but the communities 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 Communities Action Guide is organized into three main sections, the communities’ Values, communities’ Aspirations, and Action Plans.

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

      Communities Values are listed under the Our Community tab.

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

      Communities Aspirations are listed under the Our Aspirations tab.

      ACTION PLANS– The action plans consist of:

      • Focus Statements, which provide general direction towards realizing the Communities’ 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 communities 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 Communities Action Guides and the Countywide Plan are designed to be web-based and therefore will be easily updated. The Communities Action Guide is intended to be championed and implemented by the Communities. 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 Communitiesorward. The plan should never be considered to be written in stone, but should be malleable as the needs of the Communities 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 Communities 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 communities to expand or modify their Action Plans.

    • 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 communities 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 Communities 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 communities 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 Communities Action Guide focuses on those actions identified by the communities that the community members are willing to take to make desired changes to their communities. 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 Communities Action Guide.





  • Our Community

      Bear Valley Horses

    • Who We Are

      Bear Valley is made up of several small mountaintop communities where residents enjoy a slow, relaxed, unhurried pace of living in the tranquil setting of the San Bernardino National Forest. Bear Valley residents value the pristine beauty of its environment, supportive and neighborly bonds, and quiet, uncrowded neighborhoods built upon a well-established tourist economy. Stakeholders in Bear Valley strive to enhance the built environment, preserve natural resources, expand recreational opportunities, promote health, safety, and well-being, diversify and balance the economy, and expand their input on local matters.

      Strengths and Opportunities

      Community workshops were conducted in each community as part of the engagement process. In addition, input was gathered through the Countywide Plan website. As part of the process, participants defined the strengths of and opportunities for their community. The word cloud below was created using the input provided during the Strengths, Opportunities, Values and Aspirations exercises and served as part of the base information utilized to develop the Focus and Action Statements of the Community Action Guide. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the guide. The more a word or phrase was articulated, the larger the word appears in the cloud. The full results of the strengths, weaknesses, opportunities and threats gathered as a part of the engagement process is found in the Community Profile.

      Bear Valley Word Cloud

    • 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.

       

      Small-Town Mountain Lifestyle

      Bear Valley residents value the beauty and tranquility of living in a small mountaintop environment where connections to community and nature are both strong and family-oriented.


      Slower Pace of Life

      Bear Valley residents value a slow pace of life in quiet, uncrowded crime-free neighborhoods, and respect for privacy.


      Quality Environment

      Bear Valley residents value clean air, dark skies, breathtaking views, natural habitats, and well-managed recreational resources.


      Supportive, Neighborly Bonds

      Bear Valley residents value supporting those in need and investing in community well-being by donating time and financial resources to local organizations.


      Established, Evolving Economy

      Bear Valley residents value recognition as a historic tourist destination with a well-established local economy offering a reasonable cost of living and opportunities for future economic growth.

    • Community Profile

      The community profile is a summary of the social, cultural, economic, and historic dimensions of Bear Valley. 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 Bear Valley Communities.

      2018 Revised Draft Communities Profile

      2017 Public Review Draft Communities Profile




  • Our Aspirations

    Bear Valley Workshop #3

    The Aspirations Statement is a written narrative illustrating the community’s desired look and function once the Community Focus Statements and 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 Focus Statements and Action Statements.


    • 1. Improved Built Environment

      As a four-seasons resort destination, our communities attract business-supporting tourists throughout the year. Community members prioritized improvements to our built environment, including updated and well-maintained building facades, road maintenance, street improvements, and addressing accessibility concerns throughout the communities. These improvements have helped to enhance our commercial areas and decrease traffic and safety issues during peak tourism months.


    • 2. Clean, Safe, and Healthy Future

      Residents created a number of programs to address health and safety within the communities. Through regular community cleanup events, volunteers work to keep the pristine mountain area free of debris that takes away from the beauty of the environment and community. As a result of increased engagement with the San Bernardino County Human Services Department, increased services are available for people of all ages to promote mental and behavioral well-being. The San Bernardino County Sheriff’s Department also established an annual class with community members that teaches residents how to safely and properly protect themselves and their neighbors through the implementation of a neighborhood watch program, which empowers residents to proactively address code violations, vacation home rental problems, and other potential nuisances.


    • 3. Balanced Economy

      The Bear Valley communities have a vibrant and balanced economy that includes tourism, health and wellness, environmental sciences, recreation, forestry, and activities and employment for people of all ages. Residents created community groups that work with the County of San Bernardino to market all aspects of the area, boost the local workforce in all industries, and bring investment into the area.


    • 4. Preservation of Natural Beauty

      The Bear Valley communities are unique in terms of their location in Southern California. Residents work to create educational materials for new community members and visitors, including a “welcome packet” that gives recommendations for how to live and play within a mountain environment without having a negative impact on the area.


    • 5. Recreational Opportunities

      The mountain environment offers plenty of opportunities for outdoor activities throughout the year. During the winter, residents and visitors enjoy alpine and cross-country skiing, snowboarding, snowshoeing, snow play, and biking. During the other three seasons, residents and visitors enjoy hiking, biking, camping, horseback riding, off-road touring, golfing, fishing, and watersports. Local interest groups collaborate with the County of San Bernardino and the US Forest Service to increase signage on trails and in outdoor spaces, which help to increase safety and enjoyment when using these areas.


    • 6. Expanded Input in Local Matters

      Our communities take pride in our ability to ensure personal freedom and integrity and local strength in decision-making. Through the creation of a local committee of community leaders who are responsible for working with the County of San Bernardino and other outside agencies the voice of the communities is heard in all matters impacting the area. Opportunities for making the communities’ voice heard is available through an increased number of community meetings and the preparation of formal recommendations for consideration by the County.




  • Our Action Plans

    Action Plans

    2018 Revised Draft Action Plans

    2017 Public Review Draft 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)

    Focus Statements and Action Statements

    Each Focus Statement is listed below. The Action Statements display under the corresponding Focus Statement. Expanded discussions of each Action Statement are included in the compiled Action Plans, linked at the top of this page.

    The Focus Statements and Action Statements of the plan are not written with a prioritization. It is up to the community to select the 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.

    Focus Statements


    • A. Improve the quality of our built environment to enhance community health, safety, neighborhood character, and the image of our business corridors

      Action Statements

      A1. Work with San Bernardino County Code Enforcement to develop educational materials to inform residents and property owners about County Codes, with a particular emphasis on inoperable vehicles, unpermitted construction, property maintenance, and other community concerns as they may change from time to time, and encourage local residents to report persistent problems to Code Enforcement.

      A2. Establish a community cleanup program in collaboration with community service organizations, local schools, and Big Bear Disposal to assist with large item trash pickup at least two times per year.

      A3. Construct public restrooms in two locations accessible to people arriving to the east end of the Big Bear Valley. If permanent restrooms are infeasible due to maintenance costs, install portable restrooms during peak visitor seasons, including three-day holiday weekends.

      A4. Adopt development standards and public infrastructure in commercial areas appropriate for a rural mountain community.

      A5. Establish and implement a façade and sign improvement program for existing and future businesses.

      A6. Construct improved bus stops with permanent and accessible benches and shelters in order to improve comfort and safety for bus riders, in partnership with Mountain Transit and local organizations such as the Community Services District, community service organizations, and local businesses.

      A7. Promote cleanup and repurposing of underutilized properties along Big Bear Boulevard, in Fawnskin, and in other key locations as identified by program partners.

      A8. Create and maintain a healthy forest and forest fuels management program.


    • B. Reduce traffic congestion by improving transit services, roadways and recreational networks for pedestrians and bicyclists, and transit riders

      Action Statements

      B1. Advocate for improved transportation options and reduced automobile traffic through Big Bear City on State Route 18 and State Route 38, which become congested with tourist traffic during peak holiday weekends and seasons. Solutions should be integrated with valley-wide and regional strategies and may include transit improvements, shuttle services, streetscape improvements (including pedestrian and bicycle facilities), marketing, or transportation access guides implemented in coordination with Mountain Transit, the San Bernardino County Transportation Authority, the City of Big Bear Lake, the California Department of Transportation, the Big Bear Valley Tourism Business Improvement District, and/or other relevant organizations.

      B2. Advocate for implementation of the Big Bear Valley Pedestrian, Bicycle, and Equestrian Master Plan in collaboration with partners such as the City of Big Bear Lake, County of San Bernardino Public Works, the Big Bear Valley Trails Foundation, and the Southern California Mountains Foundation and under the leadership of the Big Bear Valley Trails Coordinator.


    • C. Build human capital and promote enterprise, with a focus on environmentally friendly businesses, to strengthen the local economy and provide opportunities for residents and families to be self-reliant

      Action Statements

      C1. Promote child and youth development, social and civic responsibility, and environmental stewardship by establishing a multigenerational community council with youth in leadership positions to advocate for and support activities that enrich our community and our environment.

      C2. Establish entrepreneurship, business training, and career development programs in partnership with local colleges and universities that empower locals to grow careers or businesses related to the Big Bear Valley economy such as outdoor recreation, high altitude training, health, wellness, and rehabilitation services, environmental science, and natural resource extraction and management.

      C3. Coordinate with County of San Bernardino Human Services Department to assess local needs, such as wellness checks for seniors, substance abuse counseling, and support for families with children, and deliver mobile services and/or open a new service delivery location in Big Bear City.

      C4. Collaborate with the local chambers and County EDA to establish a valley-wide economic development initiative that links emerging entrepreneurs with mentors and potential investors and fosters new business development.

      C5. Identify barriers to and implement solutions for building environmentally sensitive recreational businesses (including mountain biking, rock climbing, model plane and drone flying, and high-altitude field training) on publicly owned land.


    • D. Become a destination renowned for culture, environment, health, and well-being for people of all ages and abilities

      Action Statements

      D1. Construct road access to Big Bear Valley Historical Museum from Greenway Drive.

      D2. Establish a resource conservation program to designate open space resources, establish a dedicated funding source, and actively promote open space protection through land acquisition, conservation easements, mitigation monitoring, volunteer support, and other similar tools.

      D3. Promote family- and eco-friendly tourism that educates people about our natural surroundings, dark skies, and quiet nature.

      D4. Enhance existing and create new cultural attractions for diverse groups of people with programs like Shakespeare in the Forest, a vaquero/cowboy festival, mining tours, and similar events.


    • E. Strengthen the relationship between Big Bear Valley and the County of San Bernardino to increase the County’s understanding of the community

      Action Statements

      E1. Establish a Bear Valley Municipal Advisory Council as an avenue for accurate and transparent communications between local residents, Big Bear Valley leaders, and County officials.


    Action Plan Matrices

    The Action Plan Matrix for each Action Statement listed above can be found in the compiled Action Plans, linked at the top of this page.

    How to Implement the Action Plans

    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 Plans are Not Set in Stone

    The Action Plans are to be used to guide community actions and are not “set in stone”. Champions and Action Leaders are suggestions, but your community has a better idea of the best Champion for individual actions. The Action process is a general set of tasks that can be modified by the Champion, Action Leaders and/or Action Teams to best fit your community. The community should feel free to make changes and find alternatives for completing actions.

    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 Communities’ Action Guide.



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