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

    Helendale

    In 2016, the community 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 community, the community’s values, and what the community aspires to be in the future. Participants brainstormed areas of focus and actions to help the community move forward to achieve its aspirations.

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

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

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

    2018 Revised Draft Community Action Guide

    2017 Public Review Draft

    • The Draft 2018 Community Action Guide for Public Review

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

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

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

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

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

    • How to Use This Community Action Guide

      Purpose and Approach

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

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

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

      Plan Organization

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

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

      Community Values are listed under the Our Community tab.

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

      Community Aspirations are listed under the Our Aspirations tab.

      ACTION PLANS– The action plans consist of:

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

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

      Action Plans are listed under the Our Action Plans tab.

      The Action Guide as a Living Document

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

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

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

    • Relationship to the Countywide Vision and Countywide Plan

      Relationship to Countywide Vision

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

      Relationship to Countywide Plan

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

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

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

      The Countywide Plan includes:

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

    • 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 Action Guide.





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    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 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.

      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.

      2018 Revised Draft Community Profile

      2017 Public Review Draft 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

    2018 Revised Draft Action Plans

    2017 Public Review Draft Action Plans

    The Action Plans consist of:

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

    Focus Statements and Action Statements

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

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

    Focus Statements


    • A. Improve the 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. 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 Community’s 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.