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Countywide Connection Newsletter | December 2017

The second issue of the Countywide Connection has been released!

Click here to read the full newsletter.

The newsletter provides a quick update on the project, highlights public input from regional and environmental scoping meetings, illustrates where growth is planned over the next 20+ years, and explains next steps for the EIR (environmental impact report).

THANK YOU SO MUCH FOR YOUR INPUT! 

As you know, the past two years included 75 public meetings with communities, agencies, businesses, and organizations to better plan and improve our county. Public feedback generated numerous land use changes, adjustments in policy direction, and refinements to Community Plans.  Below are key deadlines for public input on two aspects of the Countywide Plan.  The next opportunity for formal public input will occur later in 2018 when we release the draft Policy Plan and draft EIR.

  • December 15, 2017 | Draft Community Plans. Public comments are due on Draft Community Plans (look for revised Plans in early 2018).  Visit countywideplan.com/cp to view draft Community Plans and provide input.
  • December 31, 2017 | Regional Open House Survey. There is still time for you to tell us what is important to you as we update County policies.  Visit countywideplan.com/surveys to take the survey.

We encourage you to share this newsletter with friends, family and colleagues so that they can keep up with the process, too! Click the image below to read the full newsletter.

Newsletters will be prepared periodically so that we can provide you updates with project progress and highlights at key milestones in the process.  Have suggestions for articles or topics for future newsletters? Let us know! CountywidePlan@lus.sbcounty.gov

Countywide Plan Connection Issue #2

 

Nov. 20th deadline for comments on the EIR scope

Let us know what you think should be included.

The deadline is approaching for agencies and other members of the public to comment on the scope and content of the information and analysis to be included in the EIR.  See below for more information and some FAQs.

The 30-day comment period, as dictated by state law, began on October 17th and runs through November 20, 2017.  A formal scoping meeting was held on October 26, 2017.  Click here for related links and materials.

Please send your comments (via mail, e-mail, fax, or our online comment form) as soon as possible—and no later than 5:00 PM on Monday, November 20, 2017.  

Your comments should be directed to:

Jerry L. Blum, Countywide Plan Coordinator
County of San Bernardino
Land Use Services Department
385 N. Arrowhead Avenue, 1st Floor
San Bernardino, CA 92415

Email: CountywidePlan@lus.sbcounty.gov

Fax: (909) 387-3223

Click Here to go to our online comment form.

Will the County extend the 30-day review and comment period?

No, the County does not plan on extending the 30-day period to receive comments on the proposed scope of the EIR.  The County is preparing a comprehensive EIR, which means that all 18 environmental topics included in the Appendix G CEQA Checklist will be addressed.  Additionally, the County and its consultants must start the technical studies as soon as possible to remain on schedule.

Will the County still accept comments beyond Nov. 20th?

Yes, the County will continue to accept comments throughout the preparation of the EIR.  However, comments on the NOP and scope of the EIR that are submitted after the 30-day review period may not be formally documented in the EIR.

Will there be other opportunities to comment on the EIR?

Yes, the County anticipates releasing the draft EIR around mid-2018.  The public review and comment period for the draft EIR will be a minimum of 45 days per state law.

Dec. 15th deadline for comments on Draft Community Plans

Make sure your voice is heard.

Thank you to those who have already provided comments on their Community Plan to County Staff!  The County is looking for all public comments on the Draft Community Plans, including areas that need to be updated or corrected. The County has already made a number of corrections based on public feedback during the Regional Open Houses, survey entries, and online comments.

We want your comments by December 15, 2017 so that the County can revise the Draft Community Plans for release in early 2018.  Remember, the Community Plans will be easily updated as communities complete their action items.

The best way to provide comments is to use the feedback form on your plan’s webpage to submit your comments online (left part of the screen or at the bottom of the page). Click here for links to your Community Plan webpage.  However, you can also use the general online feedback form and email addresses provided on the Contact Us page.

You can also submit written comments by mail to:

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

Draft Lake Arrowhead Communities Plans

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

  • Introduction

    Lake Arrowhead

    In 2016, the communities embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Lake Arrowhead resident or business, addressed strengths and weaknesses of the communities, the communities’ values, and what Lake Arrowhead aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the communities move forward to achieve their aspirations.

    The results are presented as the Public Review Draft Lake Arrowhead Communities Plan through this webpage, including the four additional tabs above.
    Click here for a PDF version of the entire Public Review Draft Lake Arrowhead Communities Plan.

    • The Draft Communities Plan for Public Review

      The County is looking for public comments about this Public Review Draft Communities Plan. 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 LakeArrowheadCP@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 Plan 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 communities’ plan retains the voice and future image of the communities presented by the community members participating in the public engagement process.

    • How to Use This Plan

      Purpose and Approach

      Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

      The Community Plan 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.

      Plan Organization

      The Community Plan 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 Plan 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 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.

        Action Plans are listed under the Our Action Plans tab.

        The Plan as a Living Document

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

        The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

    • Relationship to the Countywide Vision and Countywide Plan

      Relationship to Countywide Vision

      The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

    • 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.





  • Our Community


      Lake Arrowhead

    • Who We Are

      The Lake Arrowhead communities consist of several mountaintop communities where residents enjoy a tranquil, small-town lifestyle and actively seek the protection and enhancement of the natural mountain environment. Although the slower pace is appreciated, outdoor recreation activities and an active lifestyle are also valued. Residents are actively involved in a variety of community service organizations, are well informed, and depend upon their neighbors. Residents and business owners take great pride in the unique tourist identity of the area, and enjoy positive relationships with tourists by understanding their importance to the local economy. Community members support the reuse of existing buildings, infill development, and revitalization to create a vibrant local economy and tourist industry that maintains the area’s economic well-being. Of primary focus is the attraction of families to the area by providing a vibrant local economy that encourages small local and home-based businesses, encouraging preservation of the natural environment, and providing park and recreational facilities and programs for all ages and abilities.

      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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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 are found in the Community Profile.

      Lake Arrowhead 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.

       

      Natural Mountain Environment

      Lake Arrowhead communities residents value the tranquil, small-town lifestyle and natural mountain beauty, including flora/fauna, wildlife, fresh air, clean water, and starry night skies, and proximity to the San Bernardino National Forest.
      High Quality of Life. Lake Arrowhead communities residents value a high quality of life, active lifestyle, and variety of recreation opportunities, while maintaining the slower pace and peacefulness the mountain communities offer.


      Outdoor Recreation

      Lake Arrowhead communities residents value outdoor recreation activities, including Lake Arrowhead, nearby skiing, sledding, snow play, hiking trails, and off-highway vehicles.


      Community Involvement

      Lake Arrowhead communities residents value their communities and are highly active and involved in community service organizations. Residents have a strong sense of community, are informed, and can depend on their neighbors.


      Positive Visitor Relationships

      Lake Arrowhead communities residents value visitors to the community as an important part of the local economy. They enjoy positive relationships with tourists and take great pride in the unique tourist identity of the area.

    • Community Profile

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

      Click here for a PDF version of the complete Communities Profile.




  • Our Aspirations

    Lake Arrowhead Workshop #2

    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. Thriving and Protected Natural Mountain Environment

      Residents support protection of the area’s natural environment and mountain character through education and activities, such as community-organized cleanups. Education programs are implemented for residents and visitors to ensure awareness of the importance of the natural environment and understanding of the ways to ensure its protection. The communities also a program to market the area as a unique tourist destination and attract businesses that capitalize on and protect the environment, such as ecotourism.


    • 2. Safe Communities

      Residents and property owners work with each other and the San Bernardino County Fire and Sheriff’s Department to improve safety within the communities. The need for additional services and equipment continues to be monitored, with services and equipment provided as appropriate. The communities also work with first responders in creating better mapping and directional street signs/markings to navigate the communities during times of emergency.


    • 3. Vibrant Local Economy

      Residents create a vibrant local economy and tourist industry that maintains the area’s economic well-being by supporting the reuse of existing buildings, infill development, and revitalization. Growth of small local businesses and home-based businesses are supported and encouraged. Of primary focus was the attraction and retention of families to the area. Parks and recreational facilities and programs are offered for all ages and abilities. The communities work with local employers, community organizations, and schools to market the area to young families.


    • 4. Improved Access and Transportation Alternatives

      Opportunities to reduce vehicular traffic in the area are reviewed, including a local shuttle/trolley system during peak visitor periods, a regional transportation system, and walking/hiking/cycling paths that connect community nodes and the larger mountain areas. Efforts to implement these alternative means of transportation are under way. The communities also work with the County of San Bernardino and neighboring communities to develop alternative and improved access to and through the mountain communities.




  • Our Action Plans

    Action Plans

    Click here for a PDF version of the compiled Public Review Draft Lake Arrowhead 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. Preserve and enhance the unique environmental features of the Lake Arrowhead Communities and surrounding areas

      Action Statements

      A1. Coordinate with the local schools and other organizations to educate youth on the importance of the environment and its protection.

      A2. Identify incentives for landowners to maintain undeveloped property as open space.

      A3. Coordinate with Caltrans to identify opportunities to provide tunnels and wildlife corridors under or over roadways as well as incorporating requirements as part of the development review process.

      A4. Organize community members to participate in the development review process through public hearing meetings and reviewing and commenting on public documents.

      A5. Partner with environmental groups and associations to develop programs, activities, and educational materials that preserve and protect the natural environment.


    • B. Develop and improve parks and recreational facilities and services for all ages

      Action Statements

      B1. Identify recreation needs, including facilities and programs, by working with residents from all age groups and abilities.

      B2. Identify opportunities for joint-use of facilities with the school district to serve recreation needs.

      B3. Coordinate with the San Bernardino County Special Districts to identify improvements at MacKay Park, providing a wider range of age-appropriate facilities, including a senior exercise trail and ballfields.

      B4. Identify opportunities for a variety of recreational activities and amenities such as walking, hiking, horseback riding, biking, off-highway vehicles (OHVs), tennis courts, ballfields, and open space areas.


    • C. Provide quality educational opportunities at all levels

      Action Statements

      C1. Establish partnership for joint use of existing public school infrastructure with universities and junior colleges to provide expanded educational opportunities for residents.

      C2. Investigate the declining enrollment and quality of public schools in the mountain communities through community organizing and involvement.


    • D. Provide a thriving and vibrant local small business environment

      Action Statements

      D1. Encourage local ownership and investment of the Village.

      D2. Coordinate with Caltrans to enhance and change signage on I-215 from “Highland” to “Mountain Resort Communities” or another alternative wording that capitalizes on the mountain areas.

      D3. Establish mountain-wide regional collaborative relationships between employers and high schools and local public or local non-profit junior colleges such as San Bernardino Valley College and Crafton Hills College to offer low-cost credentialing and certification programs to increase educational opportunities for employees to gain job skills.

      D4. Coordinate with the San Bernardino County Economic Development Agency (EDA) and Lake Arrowhead Communities Chamber of Commerce to expand strategies to improve communications with businesses and develop a Business Retention & Expansion (BR&E) program.

      D5. Coordinate with the San Bernardino County Economic Development Agency (EDA) and Lake Arrowhead Communities Chamber of Commerce to establish a marketing plan with incentives to attract new businesses to the area.

      D6. Accommodate permanent residents by developing and implementing a marketing campaign to highlight the values of mountain living for young families focusing on education, family values, community, natural environment, and activities.

      D7. Establish a business appreciation program, including events, webinars, and awards.

      D8. Identify and develop entrepreneurial talent in coordination with existing programs at CSUSB through a coaching program and entrepreneur training program, known as “Economic Gardening”.

      D9. Equip the local Chamber of Commerce to be a one stop shop for help with regulatory permits, financing sources, and serve as ombudsperson with local agencies.

      D10. Partner with the County Economic Development Agency to offer incentive programs for new businesses that move into existing commercial and industrial locations.

      D11. Establish a marketing plan with incentives to encourage home-based businesses.


    • E. Provide economic development opportunities that capitalize on the natural environment, attract visitors, and provide entertainment for residents

      Action Statements

      E1. Establish a marketing strategy to promote the natural environment and associated activities to encourage of ecotourism businesses.

      E2. Investigate opportunities with the Lake Arrowhead Communities Chamber of Commerce, San Bernardino County Special District Department, US Forest Service, and other agencies as appropriate to provide amenities to support visitors to the area such as parking, restrooms, seating areas, open space, trails that connect key nodes/activity centers.

      E3. Encourage obtaining local designation status (or higher) of historic resources.


    • F. Improve resources to support seasonal visitors and tourist activities in the Lake Arrowhead communities

      Action Statements

      F1. Provide dumpsters and signage that encourages proper disposal of trash in high-traffic visitor areas.

      F2. Investigate opportunities to establish designated sledding areas with parking to avoid visitors establishing quasi-sledding and parking areas.

      F3. Provide signage, maps, and other informational materials that identify trails and amenities.

      F4. Provide programs and marketing materials that educate visitors on the natural environment and importance of its protection in order to foster responsible tourist behavior.

      F5. Establish an education campaign specific for visitors of the Deep Creek area regarding the safe and environmentally-sensitive use of off-highway vehicles (OHV) and hiking and snow play activities.

      F6. Provide centralized parking with shuttles and pedestrian paths that connect key commercial and recreational activity areas to reduce vehicle use and trips.

      F7. Partner with the US Forest Service to provide information materials and services focused on hiking trails, fire cutting permits, camping, and associated activities.


    • G. Improve public safety within the Lake Arrowhead communities

      Action Statements

      G1. Establish a neighborhood watch program that can be implemented throughout the communities.

      G2. Encourage community members to participate in the Citizens on Patrol Program coordinated through the San Bernardino County Sheriff’s Department.

      G3. Partner with the Sheriff’s Department, US Forest Service, San Bernardino County Fire, local safety experts, and insurance companies to educate property owners on securing homes and businesses.

      G4. Advocate with the US Forest Service to increase staffing and enforcement of forest lands.

      G5. Design and promote education materials to help residents understand what constitute potential code violations and how to report illegal dumping activities.

      G6. Advocate and coordinate with the County and emergency service providers to create better maps and directional street signs/markings to assist emergency drivers in navigating the communities.


    • H. Maintain roadway infrastructure and improve traffic flow and vehicle safety within the communities

      Action Statements

      H1. Coordinate with the County to identify needed roadway maintenance associated with tree roots.

      H2. Identify opportunities to improve safety and maintenance of private roads.

      H3. Investigate traffic safety at major intersections and turnouts/cutoffs.

      H4. Advocate with the County and Caltrans to regularly maintain public roadways and drainage infrastructure.


    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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

    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 Community’s plan.



  • 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.

    Draft Hilltop Communities Plan

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

    • Introduction

      Hilltop Green Valley Lake

      In 2016, the communities embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Hilltop resident or business, addressed strengths and weaknesses of the communities, the communities’ values, and what Hilltop aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the communities move forward to achieve their aspirations.

      The results are presented as the Public Review Draft Hilltop Communities Plan through this webpage, including the four additional tabs above.
      Click here for a PDF version of the entire Public Review Draft Hilltop Communities Plan.

      • The Draft Communities Plan for Public Review

        The County is looking for public comments about this Public Review Draft Communities Plan. 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 HilltopCP@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 Plan 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 communities’ plan retains the voice and future image of the communities presented by the community members participating in the public engagement process.

      • How to Use This Plan

        Purpose and Approach

        Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

        The Community Plan 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.

        Plan Organization

        The Community Plan 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 Plan 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 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.

          Action Plans are listed under the Our Action Plans tab.

          The Plan as a Living Document

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

          The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

      • Relationship to the Countywide Vision and Countywide Plan

        Relationship to Countywide Vision

        The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

      • 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.





    • Our Community

        Hilltop

      • Who We Are

        The Hilltop communities consist of several mountaintop communities where residents enjoy a tranquil, small-town lifestyle while supporting additional economic development opportunities that will capitalize on the natural environment, attract visitors, and provide entertainment for residents. Residents and business owners support a thriving destination village for outdoor activities during all four seasons, while strongly seeking preservation and enhancement of the unique mountain environment. Residents are actively involved in local and regional affairs and activities and regularly participate in community and social organizations that enhance the well-being of the communities. Of primary focus is the attraction of full-time families to the area by providing high-quality education and employment opportunities.

        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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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 are found in the Community Profile.

        Hilltop 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.

         

        Family and Community Focus

        Hilltop communities residents value family and community, where neighbors know each other and look out for one another, and are actively involved in various community and social organizations.


        Natural Mountain Environment

        Hilltop communities residents value the small-town character and the natural environment, including habitat, wildlife, air quality, clean air, and the tranquility of the mountains.


        Recreation and Outdoor Activities

        Hilltop communities residents value recreation and outdoor activities, including skiing, snow play, sledding, hiking, and other activities that encourage tourism and allow for active lifestyles.


        Positive Locals and Tourists Relationships

        Hilltop communities residents value and support tourism and the economic contribution tourists make to local businesses and services, including maintaining the necessary infrastructure, services, businesses, and activities to support tourism.

      • Community Profile

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

        Click here for a PDF version of the complete Community Profile.




    • Our Aspirations

      Hilltop Workshop#1

      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. Protected Natural Environment

        The communities continue to protect, enhance, and enjoy the natural environment. Marketing and educational materials are prepared to inform residents and tourists of the variety of opportunities to enjoy the natural environment and the importance of environmental protection.


      • 2. Safe and Thriving Communities That Attract Families

        Our communities are safe, with high quality education and employment opportunities that attract full-time families to the area. Residents and business owners support programs and improvements that foster a sustainable, thriving, and active community, including improved education, home-based businesses, marketing the area for tourism, and added infrastructure to support these activities. The communities also partner with the San Bernardino County Fire and Sheriff’s departments to identify safety concerns and implement solutions.


      • 3. Thriving Destination Village

        Residents work to make Running Springs a thriving destination village for outdoor activities during all seasons. The provision of recreation amenities and programming for all ages and abilities is a primary focus. The communities work together to provide recreational activities and infrastructure, such as hiking/biking/walking trails and sledding and snow play areas, and to attract ecotourism businesses that complement protection of the natural environment.


      • 4. Maintained Involvement in Local and Regional Affairs

        Residents of the Hilltop communities are actively involved in local and regional affairs and activities. Involvement in community and social organizations that enhance the well-being of the communities is a primary focus. Residents continue to seek opportunities for collaboration with government agencies to express the communities’ needs and wants and to ensure the Hilltop communities are being considered in the decision-making process.




    • Our Action Plans

      Action Plans

      Click here for a PDF version of the compiled Public Review Draft Hilltop 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. Provide economic development opportunities that capitalize on the natural environment, attract visitors, and provide entertainment for residents

        Action Statements

        A1. Establish a marketing strategy to promote the natural environment and associated activities to encourage the eco-tourism businesses (e.g. snow-related, parasailing, off-highway vehicle (OHV) trails, hiking, etc.).

        A2. Provide amenities to support visitors to the area such as parking, restrooms, seating areas, open space, trails connecting key nodes/activity centers, and a visitor information center/kiosks.

        A3. Coordinate with local businesses, community groups, and organizations to support an arts and theatre program with the potential for hosting an annual festival.


      • B. Reduce the impacts associated with seasonal visitors and tourist activities

        Action Statements

        B1. Provide dumpsters and signage that encourages proper disposal of trash in high-traffic visitor areas.

        B2. Investigate opportunities to establish designated sledding areas with parking to avoid visitors establishing undesignated sledding and parking areas.

        B3. Provide signage, maps, and other informational materials that identify trails and amenities.

        B4. Provide readily available programs and marketing materials that educate visitors on the natural environment and importance of its protection in order to foster responsible tourist behavior.

        B5: Advocate with the National Forest Service (NFS) to provide snow play/recreation areas and parking that does not impact the environment.

        B6. Establish a strategy/implementation plan for large events that proactively considers and responds to challenges associated with a large influx of visitors at one time.

        B7. Provide centralized parking with shuttles and pedestrian paths that connect key commercial recreational activity areas to reduce vehicle use and trips.


      • C. Improve mobility and reduce vehicle trips through the development of multi-purpose trails that connect key nodes/activity areas within and between the communities

        Action Statements

        C1. Construct trails for all users that connect neighborhoods with commercial/business areas and key activity areas, such as schools, parks, and community centers.

        C2. Identify opportunities to extend existing trails or modify existing trails to serve multiple uses.

        C3. Coordinate with the Rim of the World Recreation & Park District to implement the Active Transportation Plan.


      • D. Preserve the unique natural environment

        Action Statements

        D1. Coordinate with the local schools and other youth organizations to develop a program focused on educating children regarding the natural environment and its protection.

        D2. Establish a marketing campaign that promotes the mountain communities and educates visitors on the importance of protecting the natural environment.

        D3. Established targeted clean-ups within less urbanized/forest areas at least two times per year.


      • E. Improve the appearance of the community

        Action Statements

        E1. Establish a compatible/unifying theme for downtown areas and businesses.

        E2. Encourage property owners to maintain and improve their properties (e.g., new paint, façade improvements, trash/debris clean-up).

        E3. Organize a community clean-up to be held at least two times a year.

        E4. Establish a social media campaign to solicit community involvement in preserving and enhancing the community.

        E5. Establish a façade and sign improvement program.


      • F. Provide a thriving and vibrant local small business environment

        Action Statements

        F1. Coordinate with the San Bernardino County Economic Development Agency (EDA) and Running Springs Chamber of Commerce to expand strategies to improve communications with business and develop Business Retention & Expansion (BR&E) program.

        F2. Establish a marketing plan with incentives to attract new businesses to the area.

        F3. Attract and retain permanent residents by developing and implementing a marketing campaign to highlight the values of mountain living for young families focusing on education, family values, community, natural environment, and activities.

        F4. Create a business appreciation program, including events, webinars, and awards.

        F5. Identify and develop entrepreneurial talent through a coaching program and entrepreneur training program, known as “Economic Gardening.”

        F6. Equip the local Chamber of Commerce to be a one stop shop for help with regulatory permits, financing sources, and serve as ombudsperson with local agencies.

        F7. Establish a marketing plan with incentives to encourage home-based businesses.


      • G. Provide quality education opportunities at all levels

        Action Statements

        G1. Establish mountain-wide partnerships for joint use of existing Public School infrastructure with universities and junior colleges to provide expanded educational opportunities for residents.

        G2. Investigate the declining enrollment and quality of public schools in the mountain communities through community organizing and involvement (mountain-wide).


      • H. Improve public safety

        Action Statements

        H1. Establish a neighborhood watch program that can be implemented throughout the communities.

        H2. Encourage community members to participate in the Citizens on Patrol Program coordinated through the San Bernardino County Sheriff’s Department.

        H3. Partner with the San Bernardino County Sheriff’s Department, United States Forest Service, San Bernardino County Fire, local safety experts, insurance companies to educate property owners on securing homes and businesses to deter crime and make properties safe.


      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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

      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 Community’s plan.



    • 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.

      Draft Helendale Community Plan

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

      • Introduction

        Helendale

        In 2016, the community embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Helendale resident or business, addressed strengths and weaknesses of the community, the community’s values, and what Helendale aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

        The results are presented as the Public Review Draft Helendale Community Plan through this webpage, including the four additional tabs above.
        Click here for a PDF version of the entire Public Review Draft Helendale Community Plan.

        • The Draft Community Plan for Public Review

          The County is looking for public comments about this Public Review Draft Community Plan. 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 HelendaleCP@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 Plan 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 plan retains the voice and future image of the community presented by the community members participating in the public engagement process.

        • How to Use This Plan

          Purpose and Approach

          Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

          The Community Plan 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.

          Plan Organization

          The Community Plan 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 Plan 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 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.

            Action Plans are listed under the Our Action Plans tab.

            The Plan as a Living Document

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

            The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

        • Relationship to the Countywide Vision and Countywide Plan

          Relationship to Countywide Vision

          The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

        • 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.





      • Our Community

          Helendale Fire Station

        • Who We Are

          Helendale is an independent community with strong community pride. The community values neighborliness, local control, open space, and the unique rural desert lifestyle that only the Mojave Desert can offer. Helendale strives to promote responsible development that protects the natural environment, continue to be a safe and attractive community, expand recreational opportunities to its residents, while improving its commercial and industrial base.

          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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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.

          Helendale 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.

           

          Rural Desert Lifestyle

          Helendale residents value a rural desert lifestyle with fresh air, a quiet and tranquil atmosphere, a slower pace of life, and a starry night sky.


          Open Space

          Helendale residents value the community’s close proximity to wildlife and open space.


          Community Pride

          Helendale residents value a strong sense of community and residents’ participation in matters impacting the community.


          Friendly Neighborhood Atmosphere

          Helendale residents value friendly neighbors and lending each other a hand.


          Local Control

          Helendale residents value local control over sewer, water, parks, trash, and streetlights through the Silver Lakes Association and the Helendale Community Services District (CSD).

        • Community Profile

          The community profile is a summary of the social, cultural, economic, and historic dimensions of Helendale. 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 Helendale Community.

          Click here for a PDF version of the complete Community Profile.




      • Our Aspirations

        Helendale Workshop #1

        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. Responsible Development

          We have achieved responsible development and living in balance with the natural environment. New development is designed to preserve our rural lifestyle and our values, including neighborliness. This development continues to preserve pristine vistas, the Mojave Desert ecosystem, and our highly valued starry night sky.


        • 2. Safe and Attractive Access to Our Community

          We embrace the community’s location on historic Route 66 (National Trails Highway). Beautification of our gateway roads and development of secondary access points allow safe access in and out of the community, especially for emergency services, in the event that our at-grade railroad crossings are blocked.


        • 3. Expanded Recreational Opportunities

          Community residents, the Helendale Community Services District, and the Silver Lakes Homeowners Association cooperated to expand recreational opportunities. Helendale Park is complete and includes additional activities for all ages. We partner with our local schools to improve after-school programs, and we partner with local organizations to improve youth and adult activities. In addition, we enjoy expanded hiking, walking, and cycling paths that take advantage of the natural beauty of the wash and the Mojave River.


        • 4. A Vibrant Commercial and Industrial Base

          The commercial and industrial businesses within our community grew to provide jobs, additional tax base, and expanded shopping and professional services. The community’s central commercial area has additional restaurants, stores, and professional services such as primary medical care and dental services.




      • Our Action Plans

        Action Plans

        Click here for a PDF version of the compiled Public Review Draft Helendale 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 overall safety of the community

          Action Statements

          A1. Coordinate with the County to design walkable routes to local schools, Helendale Community Park, and Silver Lakes’ parks to improve pedestrian safety.

          A2. Coordinate with the County to improve safety issues caused by Route 66 tourism on National Trails Highway by advocating for speed limit reductions, potential road improvements in high crash areas, targeted traffic enforcement, and an education program in conjunction with Route 66 tourism groups to educate tourists on road safety and high-risk behaviors caused by driver inattention or distraction.

          A3. Install additional streetlights to residential streets.

          A4. Construct sidewalks along Helendale Road and Shadow Mountain Road.

          A5. Develop a neighborhood watch program.

          A6. Enhance the bridge across the Mojave River on Vista Road to meet minimum ADA criteria for pedestrian access.

          A7. Promote the relationship between the County and the Community Services District by designating a community liaison that communicates the need and desires of Helendale residents to the Board of Supervisors and County agencies.


        • B. Improve the visibility and access to Helendale from Route 66 and Interstate 15

          Action Statements

          B1. Coordinate with the County to design a corridor plan for National Trails Highway that improves aesthetics, provides wayfinding and addresses safety from Oro Grande through Helendale.

          B2. Establish a more visible gateway to Helendale on Vista Road and National Trails Highway to attract tourism traffic to local retail.

          B3. Coordinate with the County to re-evaluate an alternative access to Helendale from Wild Road or Shadow Mountain Road.

          B4. Advocate for the County to re-evaluate an access strategy from Helendale to Interstate 15.

          B5: Coordinate with the County to re-evaluate a grade separated crossing at Shadow Mountain Road.


        • C. Maintain and enhance Helendale’s aesthetic value

          Action Statements

          C1. Expand the desert cleanup program to at least 2 times a year to reduce the overall amount of refuse and litter on undeveloped and public lands within Helendale.

          C2. Design and promote education materials to help residents understand what constitutes potential code violations and how to report illegal dumping activities.

          C3. Design a recycled water system for irrigation and landscaping.


        • D. Attract new development to Helendale while maintaining the existing community character and rural desert lifestyle

          Action Statements

          D1. Coordinate with the San Bernardino County Economic Development Agency (EDA) to market available properties for industrial and commercial development.

          D2. Promote the San Bernardino County EDA Business Services website and the California Businesses Portal to business prospects and existing businesses for potential incentives and programs available.

          D3. Establish a local Design Committee to provide advisory input to the County on land development matters.

          D4. Develop stronger coordination on planning between the Silver Lakes HOA, Helendale Community Services District and the County.

          D5. Coordinate with the CSD and incumbent utilities, such as Frontier, to provide higher speed internet access for Helendale residents including broadband internet (20Mbps or higher) and public hotspots.

          D6. Collaborate with the U.S. Postal Service to improve service at the local post office.


        • E. Improve open space and recreational opportunities for Helendale residents

          Action Statements

          E1. Continue the development of, and expand upon, a parks and recreation program that is for all Helendale residents, including completing development of Helendale Community Park.

          E2. Establish more walking and multi-use trails within the community including areas such as the wash and the Mojave River.

          E3. Enhance recreation programs for youth as well as programs for life-long learning.

          E4. Create a little league park and practice fields.

          E5. Establish more family-friendly programming such as “Movies in the Park”.

          E6. Construct a community gym with workout facilities and an indoor pool.

          E7. Enhance the existing Dog Park.

          E8. Coordinate with the Helendale School District on a joint use agreement in order to expand before and after school activities for youth.

          E9. Establish a public access computer center with internet access.


        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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

        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 Community’s plan.



      • 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.

        Draft Crest Forest Communities Plan

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

        • Introduction

          Crest Forest

          In 2016, the communities embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Crest Forest resident or business, addressed strengths and weaknesses of the communities, the communities’ values, and what Crest Forest aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the communities move forward to achieve their aspirations.

          The results are presented as the Public Review Draft Crest Forest Communities Plan through this webpage, including the four additional tabs above.
          Click here for a PDF version of the entire Public Review Draft Crest Forest Communities Plan.

          • The Draft Communities Plan for Public Review

            The County is looking for public comments about this Public Review Draft Communities Plan. 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 CrestForestCP@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 Plan 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 communities’ plan retains the voice and future image of the communities presented by the community members participating in the public engagement process.

          • How to Use This Plan

            Purpose and Approach

            Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

            The Community Plan 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.

            Plan Organization

            The Community Plan 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 Plan 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 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.

              Action Plans are listed under the Our Action Plans tab.

              The Plan as a Living Document

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

              The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

          • Relationship to the Countywide Vision and Countywide Plan

            Relationship to Countywide Vision

            The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

          • 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.





        • Our Community

            Lake Gregory Education Center

          • Who We Are

            The Crest Forest communities consist of several small mountaintop communities where residents enjoy a slower pace of living and neighbors work together to foster a safe environment for families. The Crest Forest communities maintain a strong connection to the natural environment and value its preservation and enhancement, as well as the tourism and recreation opportunities it provides. Community members look to build upon their neighborly communities and promote them as a desirable place to raise a family by attracting full-time families with high quality educational opportunities at all levels, a strong business environment, enhanced natural environment with recreational facilities and activities, and improved public safety.

            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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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.

            Crest Forest 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.

             

            Natural Environment

            Crest Forest communities’ residents value their strong connection to the surrounding natural environment and take great pride in all of its elements, including the beauty and tranquility of the mountains, the abundance of plant and wildlife habitats, starry night skies, and fresh air.


            Outdoor Recreational Opportunities

            Crest Forest communities’ residents value outdoor recreation activities, including Lake Gregory; skiing, sledding, and snow play; walking/hiking trails, and access to off-highway vehicle areas that draw in visitors and are a source of pride and entertainment for residents.


            Independence and Small Town Community

            Crest Forest communities’ residents value their strong independence and the friendliness and involvement of residents, where neighbors know and help each other and work together to foster a safe environment for families.


            Local Living and Tourism

            Crest Forest communities’ residents value tourism and the financial benefits it brings to the communities. They cherish the small-town mountain character of their communities and work together to protect and enhance the natural resources of the area while supporting tourism.

          • Community Profile

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

            Click here for a PDF version of the complete Community Profile.




        • Our Aspirations

          Crest Forest 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. Preserved Natural Environment and Quality of Life

            The quality of mountain life and the protection of the natural environment are critical to the Crest Forest communities. Residents and businesses continue to ensure that the natural environment is protected and enhanced and free of unsightly trash and litter. Community members actively participate in planning and development activities within the communities through participation in public meetings and support of development standards that maintain the mountain character and protect the natural environment.


          • 2. Strong Neighborly Communities That Attract Families

            Residents build on their strong neighborly communities by attracting full-time families with high quality education opportunities at all levels, quality employment opportunities, a strong business environment, and improved safety. Community groups, businesses, and local schools work together to improve and promote the Crest Forest communities as a desirable place to raise a family.


          • 3. Enhanced Recreational Facilities and Activities

            Our community works to expand affordable and accessible recreational facilities and activities for a variety of ages and abilities. Residents coordinate with the County and the Rim of the World Recreation and Park District to provide facilities and programming that are affordable and meet the needs of current and future residents. The communities also continue to explore opportunities for the joint use of facilities and taken advantage of unused spaces when possible.


          • 4. Improved Access and Transportation Options

            The communities work with the County of San Bernardino to develop alternative and improved access to and through the Crest Forest communities. Opportunities to reduce vehicular traffic in the area are explored, including a local shuttle/trolley system during peak visitor periods, a regional transportation system, and walking/hiking/cycling paths that connect community nodes. Efforts to implement these alternative means of transportation are implemented or determined to not be possible within the communities at this time.


          • 5. High Quality Education

            Residents seek out opportunities to improve primary and secondary education in the mountain communities in a widely supported effort to enhance the local school system. The communities work directly with local schools to foster a positive and collaborative relationship that prioritizes the needs of youth.


          • 6. Strong Business Environment

            Residents continue to support home-grown businesses and desire high quality employment opportunities within the mountain communities. The local Chamber of Commerce provides marketing activities that draw businesses and tourists to the area.




        • Our Action Plans

          Action Plans

          Click here for a PDF version of the compiled Public Review Draft Crest Forest 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. Provide a unified downtown area that is active and thriving

            Action Statements

            A1. Provide additional public amenities such as restrooms, seating areas, open space areas, and lighted pedestrian paths, walkways, and crosswalks in the Lake Drive area.

            A2. Install improved lighting in public spaces to promote activity and deter crime.

            A3. Encourage property owners to maintain and improve their properties (e.g. new paint, façade improvements, trash/debris clean-up).

            A4. Construct sidewalks and additional or improved parking, to enhance safety and efficiency in business areas.

            A5. Coordinate and implement a clean-up program for the downtown/business district areas. Collaborate with the County to establish a consistent/compatible design theme for the downtown/business district areas.

            A6. Collaborate with the County to establish a consistent/compatible design theme for the downtown/business district areas.


          • B. Develop and improve parks and recreational facilities and services for all ages

            Action Statements

            B1. Identify recreation needs, including facilities and programs, by working with residents from all age groups and abilities.

            B2. Identify opportunities for joint-use of underused and vacant facilities to serve recreation needs.

            B3. Identify opportunities to incorporate bike trails within the communities.

            B4. Host family-friendly activities/events such as movie nights at Lake Gregory.

            B5: Identify centralized open space/community gathering areas for programming of community events.

            B6. Encourage locally-sponsored events by advocating with the County for a simplified and streamlined permit process.


          • C. Create affordable outdoor recreation activities that capitalize on the natural environment, attract visitors, and provide entertainment for residents while also reducing the associated impacts to the communities

            Action Statements

            C1. Provide dumpsters and signage that encourages property disposal of trash in high-traffic visitor areas.

            C2. Investigate opportunities to establish designated sledding areas with parking to avoid visitors establishing undesignated sledding and parking areas.

            C3. Provide signage, maps, and other informational materials that identify trails and amenities.

            C4. Develop programs and marketing materials that educate visitors on the natural environment and importance of its protection in order to foster responsible tourist behavior.

            C5. Encourage the establishment of ecotourism businesses.

            C6. Establish an annual Arts and Music Festival while supporting arts and music programs.


          • D. Provide a thriving and vibrant local small business environment

            Action Statements

            D1. Attract and retain permanent residents by developing and implementing a marketing campaign to highlight the values of mountain living for young families focusing on education, family values, community, natural environment, and activities.

            D2. Establish a marketing plan that focuses on the natural environment and existing tourist attractions and amenities, such as Lake Gregory Regional Park.

            D3. Establish a marketing plan with incentives to attract new businesses to the area.

            D4. Establish a marketing plan with incentives to encourage home-based businesses.

            D5. Establish regional collaborative relationships mountain-wide between employers and high schools and local public or local non-profit junior colleges such as San Bernardino Valley College and Crafton Hills College to offer low-cost credentialing and certification programs to increase educational opportunities for employees to gain job skills.

            D6. Initiate strategies to improve communications with business and develop a Business Retention & Expansion (BR&E) program.

            D7. Establish a business appreciation program, including events, webinars, and awards.

            D8. Identify and develop entrepreneurial talent in coordination with existing programs at California State University San Bernardino (CSUSB) through a coaching program and entrepreneur training program, known as “Economic Gardening”.

            D9. Equip the local Chamber of Commerce to be a one stop shop for help with regulatory permits, financing sources, and serve as ombudsperson with local agencies.


          • E. Improve public safety

            Action Statements

            E1. Establish a neighborhood watch program that can be implemented throughout the communities.

            E2. Encourage community members to participate in the Citizens Patrol Program coordinated through the San Bernardino County Sheriff’s Department.

            E3. Partner with the San Bernardino County Sheriff Department, United States Forest Service, San Bernardino County Fire, local safety experts, and insurance companies to educate property owners on securing homes and businesses.

            E4. Design and promote materials to educate about identifying and reporting illegal dumping activities.

            E5. Identify infrastructure improvements that would increase and improve access within and between the communities.


          • F. Provide quality education opportunities at all levels

            Action Statements

            F1. Establish mountain-wide partnerships for joint use of existing Public School infrastructure and junior colleges to provide expanded educational opportunities for residents.

            F2. Investigate the declining enrollment and quality of public schools for the mountain communities through community organizing and involvement that fosters dialogue and collaboration with the local schools.


          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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

          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 Community’s plan.



        • 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.

          Draft Phelan/Piñon Hills Community Plan

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

          • Introduction

            Phelan/Pinon Hills

            In 2016, the community embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Phelan Piñon Hills resident or business, addressed strengths and weaknesses of the community, the community’s values, and what Phelan Piñon Hills aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

            The results are presented as the Public Review Draft Phelan Piñon Hills Community Plan through this webpage, including the four additional tabs above.

            Click here for a PDF version of the entire Public Review Draft Phelan Piñon Hills Community Plan.

            • The Draft Community Plan for Public Review

              The County is looking for public comments about this Public Review Draft Community Plan. 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 PhelanPinonHillsCP@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 Plan 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 communitiy’s plan retains the voice and future image of the community presented by the community members participating in the public engagement process.

            • How to Use This Plan

              Purpose and Approach

              Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

              The Community Plan 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.

              Plan Organization

              The Community Plan 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 Plan 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 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.

                Action Plans are listed under the Our Action Plans tab.

                The Plan as a Living Document

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

                The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

            • Relationship to the Countywide Vision and Countywide Plan

              Relationship to Countywide Vision

              The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

            • 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.





          • Our Community


              Phelan / Pinon Hills

            • Who We Are

              Phelan Piñon Hills has a strong sense of community identity. Phelan Piñon Hills values the preservation of the natural equestrian environment and the safe small-town community feel, with unhindered views and the cooperation of a rural community to guide its own future. The community strives to preserve the natural environment and small-town feel, make needed infrastructure improvements, and build upon local decision-making processes.

              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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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 are found in the Community Profile.

              Phelan Piñon Hills 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.

               

              Proximity to Nature

              Phelan Piñon Hills residents value the community’s open space and the close proximity to nature.


              Agricultural Roots

              Phelan Piñon Hills residents value the historic roots and continued practices of animal keeping, gardening, and agriculture within the community.


              Unhindered Views

              Phelan Piñon Hills residents value unhindered views of sunsets and the stars.


              Health and Safety

              Phelan Piñon Hills residents value community safety, health, and the peaceful nature of the area.


              Community Culture

              Phelan Piñon Hills residents value the friendliness, independence, and cooperation of a rural community that guides its own future.

            • Community Profile

              The community profile is a summary of the social, cultural, economic, and historic dimensions of Phelan Piñon Hills. 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 Phelan Piñon Hills Community.

              Click here for a PDF version of the complete Community Profile.




          • Our Aspirations

            Phelan/Pinon Hills Workshop #1

            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. Preservation of the Natural Environment

              The rural natural environment is one of the unique and defining characteristics of our community, and programs are in place to ensure it is preserved for the enjoyment of future generations. Local community organizations organize cleanup and educational programs focused on teaching homeowners and visitors how to properly respect the surrounding environment.


            • 2. Small-Town Community Feel

              Our community enjoys a variety of annual community events organized by local businesses and organizations that bring the community together and help us to continue to build a sense of pride in the Phelan and Piñon Hills areas. We enjoy the small-town community feel of the area and safeguard it through adoption of design guidelines to ensure that future development will continue to enhance the local community culture.


            • 3. Community Safety

              Phelan and Piñon Hills residents coordinate with the San Bernardino County Sheriff’s Department to organize training sessions on issues concerning safety in the area. Community members created educational materials in coordination with the County Code Enforcement Division on identifying and notifying potential code enforcement issues to create a cleaner and safer community.


            • 4. Infrastructure Improvements

              Phelan and Piñon Hills support minor infrastructure improvements in order to improve the quality of life for residents and visitors. A local committee provides input on all improvements, including street paving, sidewalks, and recreational trails. The committee’s primary responsibility is to ensure that all improvements are in keeping with the rural feel of the community. The infrastructure enhancements, while minimal, have improved safety and accessibility throughout the community.


            • 5. Local Decision-Making

              Our community collaborates with the County of San Bernardino Land Use Services Department and develops educational materials to help residents to understand the opportunities to provide meaningful input in many of the decision-making processes within the communities. This practice results in projects that are welcomed as part of the community and fosters a better relationship between the community and the County. Additionally, Phelan and Piñon Hills residents feel a greater sense of local guidance in matters that impact their day-to-day lives.




          • Our Action Plans

            Action Plans

            Click here for a PDF version of the compiled Public Review Draft Phelan Piñon Hills 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. Celebrate and maintain the rural character of Phelan Piñon Hills

              Action Statements

              A1. Establish an educational program to educate community members on private-property lighting that is dark skies compliant.

              A2. Establish programs for organized livestock education for community members.


            • B. Encourage commercial and light industrial uses in Phelan Piñon Hills

              Action Statements

              B1. Encourage coordination between the San Bernardino County Economic Development Agency (EDA) and the Phelan and Piñon Hills Chambers of Commerce to link communications with existing businesses to the County’s business retention and expansion program.

              B2. Encourage more retail and service uses within the existing commercial zones by regularly updating the San Bernardino County Economic Development Agency (EDA) on local available sites.

              B3. Promote the CalGOLD and San Bernardino County Economic Development Agency (EDA) websites to local business for the latest information and assistance on business incentives, permit assistance, and training programs.

              B4. Coordinate with the Phelan and Piñon Hills Chambers of Commerce to develop a business appreciation program, including events, webinars, and awards in addition to the referral program and visibility services the Chambers already provide.

              B5. Enhance coordination between the Phelan Chamber of Commerce and the Piñon Hills Chamber of Commerce to be a one-stop shop for help with regulatory permits and financing sources and to serve as an ombudsperson with local agencies.


            • C. Preserve the historic treasures within the community for future generations

              Action Statements

              C1. Identify and preserve historic and current assets in the community.

              C2. Construct community monuments along historic trails and within the community that can be sponsored by business and individuals.

              C3. Partner with local schools to sponsor student art contests for historic monument and trail wayfinding signage.


            • D. Enhance public safety by improving communication and coordination with law enforcement

              Action Statements

              D1. Establish an open forum with the San Bernardino County Sheriff’s Department (e.g., community open talk night, “Coffee with a Cop”) to discuss local law enforcement issues.

              D2. Establish new and enhance existing neighborhood watch programs that can be implemented and replicated throughout the communities.

              D3. Coordinate with the Sheriff’s Department to educate the community on the existing policing program.

              D4. Partner with the Sheriff’s Department, Cal Fire, local safety experts, and insurance companies to educate property owners on securing homes and businesses.

              D5. Enhance the enforcement programs for illegal use of off-highway vehicles (OHVs) on public and private roads.

              D6. Educate off-highway vehicles (OHV) enthusiasts on local OHV trails and area to keep sand rails and OHVs off private roads.


            • E. Create or provide a cost-effective approach to developing equestrian trails and trails for non-motorized vehicles

              Action Statements

              E1. Establish a community equestrian center and park areas in coordination with existing local equestrian groups.

              E2. Protect and develop equestrian, walking, bicycle, and multi-use trails using dedicated easements (utility and drainage).


            • F. Increase community involvement in community beautification and social cohesion

              Action Statements

              F1. Partner with local recycling companies to develop and expand programs and incentives for hazardous waste and large item pickup and recycling to discourage the dumping of tires, old furniture, and other large items.

              F2. Establish a community cleanup program utilizing local youth organizations to clean up trash, debris, weeds, and illegal dump piles in Phelan and Piñon Hills at least two times a year.

              F3. Encourage citizen involvement in county government and the state legislature.

              F4. Coordinate with youth and cultural organizations to offer programs and activities in Phelan Piñon Hills.

              F5. Establish a multifunctional space to be used by the youth and the community.


            • G. Improve traffic flow and vehicular safety

              Action Statements

              G1. Install arterial roadway improvements with asphalt paving, curbs, gutters, and sidewalks.

              G2. Investigate traffic safety at major intersections and in areas susceptible to vehicle/pedestrian conflict in conjunction with a Safe Routes to School Program.


            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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

            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 Community’s plan.



          • 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.

            Draft Oak Glen Community Plan

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

            • Introduction

              Oak Glen

              In 2016, the community embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Oak Glen resident or business, addressed strengths and weaknesses of the community, the community’s values, and what Oak Glen aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

              The results are presented as the Public Review Draft Oak Glen Community Plan through this webpage, including the four additional tabs above.

              Click here for a PDF version of the entire Public Review Draft Oak Glen Community Plan.

              • The Draft Community Plan for Public Review

                The County is looking for public comments about this Public Review Draft Community Plan. 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 OakGlenCP@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 Plan 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 communitiy’s plan retains the voice and future image of the community presented by the community members participating in the public engagement process.

              • How to Use This Plan

                Purpose and Approach

                Overall, the Community Plans are a guide 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

                The Community Plan 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.

                Plan Organization

                The Community Plan 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 Plan 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 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.

                  Action Plans are listed under the Our Action Plans tab.

                  The Plan as a Living Document

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

                  The plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division as they complete actions to ensure their plan is updated online with success stories included on their website and at least annually 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.

              • Relationship to the Countywide Vision and Countywide Plan

                Relationship to Countywide Vision

                The Community Plan’s values and goals are specific to. 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 Plans Continuum, which articulates what is important to each Community, and for the most part, would be implemented by the Community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web-based, with adoption of the Countywide Plan in late 2018.

              • 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.





            • Our Community


                Oak Glen

              • Who We Are

                Oak Glen is a historic agricultural community nestled in the San Bernardino Mountains. With families who have lived in Oak Glen for generations, the community is very family oriented and focused on preserving their unique way of life. Oak Glen values the natural resources, agricultural traditions, and close-knit family values that make the community a special place. Oak Glen strives to promote responsible use and development of the land in the community by sharing their agricultural practices and traditions with visitors throughout the region. Concerned with keeping the community rural, residents and businesses seek to balance their way of life with the pressures of agritourism and the preservation of a rural mountain lifestyle.

                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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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 are found in the Community Profile.

                Oak Glen 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.

                 

                Agricultural Roots

                Oak Glen residents value the agricultural history, culture, and traditions that help define the community.


                Rural Lifestyle

                Oak Glen residents value the community’s rural lifestyle and agricultural roots.


                Agritourism

                Oak Glen residents value the apple growing history and culture, and the benefits of the local agritourism industry.


                Community Spirit

                Oak Glen residents value a strong complementary sense of community, family, and neighborly attitude to help one another.


                Recreational Opportunities

                Oak Glen residents value the natural beauty, clean air, and recreational opportunities of the community’s mountain setting.


                Resiliency

                Oak Glen residents value community safety and resilience against natural hazards.


                Local Businesses

                Oak Glen residents value the locally owned business culture and the local businesses that help define the community.

              • Community Profile

                The community profile is a summary of the social, cultural, economic, and historic dimensions of Oak Glen. 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 Oak Glen Community.

                Click here for a PDF version of the complete Community Profile.




            • Our Aspirations

              Oak Glen Workshop #1

              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. Tourism-Focused Growth

                Because of Oak Glen’s beautiful natural setting and unique position as one of the most well-known apple producing areas in the region, agriculture-based tourism continues to expand with enhanced marketing. Local producers create educational programs to share their knowledge with visitors and schools in the area. The agricultural heritage and success of the local apple orchards fuel economic growth around the industry, with restaurants and small locally owned shops focused on tourism.


              • 2. Knowledge of Historic Roots

                Through fundraising and volunteer efforts by local community groups, residents expand the Historic Oak Glen Schoolhouse Museum to include exhibits on the heritage of farming and rural living. The exhibits ensure that each new generation learns about the history of Oak Glen and why the community looks and functions the way it does. A new program of community events, sponsored primarily by local businesses, is successful in creating a sense of pride in the community’s historical roots.




            • Our Action Plans

              Action Plans

              Click here for a PDF version of the compiled Public Review Draft Oak Glen 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. Preserve and enhance the rural agricultural character and setting of Oak Glen

                Action Statements

                A1. Encourage County identification and designation of important agricultural resources and collaborate to preserve these resources as historic landmarks.

                A2. Encourage traditional merit standards to fit the community’s agricultural and Americana-style identity to fit in with existing historic buildings and incorporate into County building standards.

                A3. Encourage existing and future agricultural production to support and expand the concept of a living historic museum that educates visitors about historic agricultural practices used within the community.


              • B. Ensure safe and effective mobility options that accommodate the community’s needs throughout the year

                Action Statements

                B1. Advocate and collaborate with the County to enhance public safety improvements along Oak Glen Road that reduce vehicular accidents/issues for pedestrians, local residents, and visitors.

                B2. Advocate for and seek funding to expand right-of-way improvements along Oak Glen Road that include additional travel/turn lanes, pedestrian and bicycle facilities, and adequate parking spaces to meet peak demand.

                B3. Advocate for and seek funding to construct traffic calming improvements that increase safety for pedestrians and visitors along the busiest sections of Oak Glen Road.


              • C. Preserve and enhance the unique environmental features of Oak Glen including native wildlife, vegetation, and scenic vistas, while enhancing open space and recreational opportunities and amenities

                Action Statements

                C1. Establish a community-based education program for landscaping and vegetation maintenance and management.

                C2. Identify scenic vistas in the community that should be protected and enhanced, and develop educational kiosks to share key information about these resources with tourists to the area.

                C3. Enhance existing recreational facilities such as tent camp sites by bringing them up to code within Oak Glen to support continual use year round.


              • D. Promote economic development that compliments the rural agricultural character and natural setting of the Oak Glen community

                Action Statements

                D1. Enhance hospitality uses that allow overnight accommodations by promoting short-term rental opportunities and educating B&B and short-term rental owners on county regulations.

                D2. Advocate and collaborate with the County to develop community based standards for wedding venue priority areas and requirements to alleviate nuisance issues.


              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. While suggested champions and action steps are included in the plan document, each community should develop more specific assignments based upon available community resources such as volunteers, community groups and organizations. This step of planning for implementation is an important 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 County agencies that can provide guidance and advice.

              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 Community’s plan.



            • 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.

              Draft Mentone Community Plan

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

              • Introduction

                Mentone

                In 2016, the community embarked on a planning process to develop a new Community Plan. Three public workshops were held over the course of the year. These workshops, open to any Mentone resident or business, addressed strengths and weaknesses of the community, the community’s values, and what Mentone aspires to be in the future. Plan participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

                The results are presented as the Public Review Draft Mentone Community Plan through this webpage, including the four additional tabs above.
                Click here for a PDF version of the entire Public Review Draft Mentone Community Plan.

                • The Draft Community Plan for Public Review

                  The County is looking for public comments about this Public Review Draft Community Plan. 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 MentoneCP@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 Plan 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 plan retains the voice and future image of the community presented by the community members participating in the public engagement process.

                • How to Use This Plan

                  Purpose and Approach

                  Overall, the Community Plans are guides for communities to create their 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 Plans replace any existing 2007/2014 Community Plans, with a greater focus on community self-reliance, grass-roots action, and implementation. Goals, policies, land use, and infrastructure decisions will be addressed in the Policy Plan of the Countywide Plan.

                  The Community Plan 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 of 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.

                  Plan Organization

                  The Community Plan 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 Plan 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 toward 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 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.

                  Action Plans are listed under the Our Action Plans tab.

                  The Plan as a Living Document

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

                  The Community Plan 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 plan annually to celebrate what was accomplished and make changes to the plan, as necessary, to ensure it is a relevant work plan. Communities should report back to the San Bernardino County Land Use Services Department, Planning Division, as they complete actions to ensure that their plan is updated online and their success stories are included. Their website should be updated at least annually 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.

                • Relationship to the Countywide Vision and Countywide Plan

                  Relationship to Countywide Vision

                  The Community Plan’s values and goals are specific to the 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 allows 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 subregions 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 Plans Continuum, which articulates what is important to each community, and for the most part, would be implemented by the community. Links will also be provided for maps, goals, and policies in the Policy 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 new draft Community Plan and Countywide Plan. Goals and policies from the existing community plan, as well as proposed land use changes discussed during the community workshops, will be considered for inclusion in the County Policy Plan, a component of the Countywide Plan. The Land Use Map will be adopted as part of the County Policy Plan. The content of the draft Community Plan 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 Plans will both be web based, with adoption of the Countywide Plan in late 2018.

                • 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.





              • Our Community


                  Mentone

                • Who We Are

                  Mentone is a community with deep roots in Southern California. As a waypoint/destination for many travelers heading to and from the San Bernardino Mountains, the community holds a special place in the hearts of residents and visitors alike. Mentone values its small-town feel; proximity to the Santa Ana River and San Bernardino Mountains; and agricultural uses, which are an important part of the community’s history. Mentone strives to preserve the rural, small-town feel while focusing on improving the quality of life and the desirability of the community.

                  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 Plan. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the plan. 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 are found in the Community Profile.

                  Mentone 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.

                   

                  Rural Culture

                  Mentone residents value their community’s rural culture and quiet, honest way of life.


                  Local Economy

                  Mentone residents value an economic core of local businesses and good schools.


                  Open Space

                  Mentone residents value the preservation of local agriculture and open spaces.


                  Safety

                  Mentone residents value maintaining a safe community that is comfortable and enjoyable for all residents.


                  Public Transportation

                  Mentone residents value regional access through public transportation.

                • Community Profile

                  The community profile is a summary of the social, cultural, economic, and historical dimensions of Mentone. 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 “tells the story” of the Mentone Community.

                  Click here for a PDF version of the complete Community Profile.




              • Our Aspirations

                Mentone residents rank actions necessary to achieve the goals and objectives at the third community workshop.

                The Aspirations Statement is a written narrative illustrating how the community desires to look and function once the Community Focus Statements and Action Statements are accomplished. 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. Community Sustainability and Cleanliness

                  Residents recognize the need to create a sustainable and resilient community during the community planning process and acknowledge the steps necessary to ensure that adequate infrastructure and resources are available to handle changing conditions.


                • 2. Recognition of Natural and Agricultural Resources

                  For many residents, agriculture represents their livelihood and is a very important aspect of the community. Agritourism has drawn many residents, who came to Mentone because of the rich agricultural history. Those who call Mentone home treasure the preservation and expansion of the groves and agricultural uses in the community.


                • 3. Expanded Open Space

                  Residents engage in a collaborative planning effort with local community organizations, schools, and other interested stakeholders to prepare and implement a study to increase open space and recreational opportunities identified by the community. Our community identified several potential locations and narrowed the search through a community vote. Fundraising efforts and sponsorships from local businesses result in new neighborhood parks, while local interest groups create signage for existing hiking and biking trails in the area.


                • 4. Enhanced Infrastructure

                  Our community implements strategies for more efficient and pedestrian-friendly means of transportation, including working with Omnitrans to organize new bus routes. We also support construction of sidewalks in limited areas to make the community more accessible for everyone. These improvements create a more pedestrian-friendly atmosphere while keeping up with needed infrastructure maintenance of our roads and existing sidewalks.


                • 4. Preserve the “Old Town Feel with Western Flair”

                  Residents feel a connection with their unique surroundings and the character of the community. Mentone is a community of established homes and a historic “old town” feel. Our community is proud of its history and continues to work to preserve that feeling through measured growth and development.




              • Our Action Plans

                Action Plans

                Click here for a PDF version of the compiled Public Review Draft Mentone Action Plans.

                The Action Plans consist of:

                      • Focus Statements, which provide general direction toward 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. Protect the community’s treasures for years to come.

                  Action Statements

                  A1. Establish a façade and sign improvement program that defines the Mentone look and feel.

                  A2. Preserve and expand agricultural production within Mentone through agritourism, urban agricultural practices, nurseries, and the development of community gardens.

                  A3. Construct a community center that accommodates community-focused events, evening meetings, and recreational activities.

                  A4. Promote expanded economic and tourism activity along Mentone Boulevard (Highway 38) that highlights the community’s history and proximity to the San Bernardino Mountains.

                  A5. Advocate changes in development standards requiring new development to set aside land for open space and/or agricultural use.


                • B. Enhance pedestrian safety and mobility along Mentone Boulevard (Highway 38).

                  Action Statements

                  B1. Advocate and collaborate with Caltrans to develop a master plan for signage, striping, and lighting along Highway 38 that enhances public safety and pedestrian connectivity.

                  B2. Identify and advocate improvements along major roadways in Mentone that are impacted by development activities outside of the community.

                  B3. Coordinate with local transit agencies to increase mobility in the community through improved transit services.

                  B4. Advocate the development and expansion of pedestrian pathways and trails that connect Mentone to open space areas such as the San Bernardino Mountains and Santa Ana River.

                  B5. Support the County’s expansion of the Santa Ana River Multipurpose Trail.


                • C. Improve public safety, health, and welfare within the community.

                  Action Statements

                  C1. Promote, through a public education campaign, the effective use of private outdoor lighting that enhances resident and business safety while protecting night sky views and resources.

                  C2. Establish an access and functional needs assessment for residents and businesses within Mentone.

                  C3. Advocate improved water quality and sewage infrastructure throughout the community to reduce groundwater pollution and improve water quality in local waterways.


                • D. Enhance and expand connectivity to regional open space and recreational areas.

                  Action Statements

                  D1. Establish a non-vehicular mobility plan to advocate for additional bike paths and pedestrian paths that connect to existing and proposed regional trail networks.

                  D2. Develop and incorporate historical information and signage throughout the community regarding natural resources and amenities.


                • E. Improve communication and coordination between Mentone and the County.

                  Action Statements

                  E1. Establish an effective communication process between Mentone, the County, and adjacent cities that increases information and understanding of planning projects and initiatives.

                  E2. Coordinate with County fire and sheriff’s departments for service information that can be shared with businesses and residents.


                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. While suggested champions and action steps are included in the plan document, each community should develop more-specific assignments based upon available community resources such as volunteers, community groups, and organizations. This planning for implementation is an important 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 County agencies that can provide guidance and advice.

                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 community’s plan.



              • 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 material.