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  • Introduction
  • Our Community
  • Our Aspirations
  • Our Action Plans
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  • Introduction

    Crest Forest

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

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

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

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

    2018 Revised Draft Communities Action Guide

    2017 Public Review Draft

    2007 Community Plan Policy Matrix

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

    Policy Matrix for your community’s 2007 Community Plan


    • The Draft 2018 Communities Action Guide for Public Review

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

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

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

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

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

    • How to Use This Communities Action Guide

      Purpose and Approach

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

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

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

      Plan Organization

      The Communities Action Guide is organized into three main sections, the communities’ Values, communities’ Aspirations, and Action Plans.

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

      Communities Values are listed under the Our Community tab.

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

      Communities Aspirations are listed under the Our Aspirations tab.

      ACTION PLANS– The action plans consist of:

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

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

      Action Plans are listed under the Our Action Plans tab.

      The Action Guide as a Living Document

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

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

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

    • Relationship to the Countywide Vision and Countywide Plan

      Relationship to Countywide Vision

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

      Relationship to Countywide Plan

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

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

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

      The Countywide Plan includes:

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

    • Where Did the Goals, Policies, and Land Use Map for My Community’s Plan Go?

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

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

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

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

      Click here to visit the webpage for the County Policy Plan

    • What is the Community Development Toolkit?

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





  • Our Community

      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 Action Guide. The word cloud quickly informed participants of key issues and focus areas that could be addressed in the guide. The more a word or phrase was articulated, the larger the word appears in the cloud. The full results of the strengths, weaknesses, opportunities and threats gathered as a part of the engagement process is found in the Community Profile.

      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.

      2018 Revised Draft Communities Profile

      2017 Public Review Draft Communities 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

    2018 Revised Draft Action Plans

    2017 Public Review Draft Action Plans

    The Action Plans consist of:

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

    Focus Statements and Action Statements

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

    The Focus Statements and Action Statements of the plan are not written with a prioritization. It is up to the community to select the priority action statements that they wish to begin implementing. The related action plans for each Action Statement provide guidance on the actions and timeline that may be necessary to implement the Action Statement.

    Focus Statements


    • A. 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 proper 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. The champion is not responsible for completing the action, but serves to facilitate and guide the Action Team. While suggested action steps are included in the guide, each community should develop more specific assignments based upon available community resources such as volunteers (e.g., individuals, businesses, property owners, etc.), community groups (e.g., chamber of commerce, non-profits, etc.) and organizations (e.g., scouts, community service districts, churches, schools, etc.). This step of planning for implementation is an important first step necessary to help ensure successful implementation.

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

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

    The Action Plans are Not Set in Stone

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

    The Community Development Toolkit

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



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