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  • Policies
    1. Policy LU-1.3 Fiscal sustainability

      When determining fiscal impacts, we consider initial capital investments, long-term operations and maintenance, desired levels of service for public facilities and services, capital reserves for replacement, and impacts to existing uses in incorporated and unincorporated areas.

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    2. Policy LU-2.6 Coordination with adjacent entities

      We require that new and amended development projects notify and coordinate with adjacent local, state, and federal entities to maximize land use compatibility, inform future planning and implementation, and realize mutually beneficial outcomes.

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    3. Policy LU-2.7 Countywide jobs-housing balance

      We prioritize growth that furthers a countywide balance of jobs and housing to reduce vehicle miles traveled, increase job opportunities and household income, and improve quality of life. We also strive for growth that furthers a balance of jobs and housing in the North Desert region and the Valley region.

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  • Policies
    1. Policy Policy H-4.5 Nonprofit partnerships

      We continue to form and strengthen partnerships with nonprofit organizations, public agencies, community-based organizations, and housing developers in order to increase housing opportunities for very low and low income and special needs households.

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  • Policies
    1. Policy IU-1.5 Agricultural water use

      We encourage water-efficient irrigation and the use of non-potable and recycled water for agricultural uses.

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    2. Policy IU-1.8 Groundwater management coordination

      We collaborate with watermasters, groundwater sustainability agencies, water purveyors, and other government agencies to ensure groundwater basins are being sustainably managed. We discourage new development when it would create or aggravate groundwater overdraft conditions, land subsidence, or other “undesirable results” as defined in the California Water Code. We require safe yields for groundwater sources covered by the Desert Groundwater Management Ordinance.

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    Related Materials
    1. Policy Maps IU-2 Groundwater Basins (PDF | WEB)
  • Policies
    1. Policy TM-4.11 Parking areas

      We require publicly accessible parking areas to ensure that pedestrians and bicyclists can safely access the site and onsite businesses from the public right-of-way.

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    2. Policy TM-5.1 Efficient and sustainable goods movement network

      We advocate for the maintenance of a goods movement system in southern California that is efficient and sustainable and that prioritizes public health through the use of zero‐emission equipment and infrastructure.

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    3. Policy TM-5.5 Countywide truck routes

      We support SBCTA’s establishment of regional truck routes that efficiently distribute regional truck traffic while minimizing impacts on residents. We support funding through the RTP to build adequate truck route infrastructure.

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  • Goals
    1. Goal PP-2 Law & Justice

      An equitable justice system for violations of law in the county, adequate care and effective rehabilitation for inmates in the County’s custody, and the holistic rehabilitation and aided reentry and transition of parolees, probationers, and others living in the county engaged by the criminal justice system.

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    2. Goal PP-3 Fire and Emergency Medical

      Reduced risk of death, injury, property damage, and economic loss due to fires and other natural disasters, accidents, and medical incidents through prompt and capable emergency response.

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    3. Goal PP-3 Fire and Emergency Medical

      Reduced risk of death, injury, property damage, and economic loss due to fires and other natural disasters, accidents, and medical incidents through prompt and capable emergency response.

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    4. Goal PP-4 Emergency Preparedness and Recovery

      A reduced risk of and impact from injury, loss of life, property damage, and economic and social disruption resulting from emergencies, natural disasters, and potential changes in climate.

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    Policies
    1. Policy PP-1.2 Contract law enforcement

      When requested, the Sheriff’s Department provide law enforcement services to incorporated jurisdictions by contract at the full cost of services as determined by the County, without direct subsidy by the County.

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    2. Policy PP-1.3 Holistic approach to crime prevention

      We recognize that the roots of crime are found throughout a spectrum of psychological, social, economic, and environmental issues, and we coordinate proactive planning and activities among the Sheriff’s Department and county and non-county agencies and organizations to intervene and effectively prevent crime.

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    3. Policy PP-1.4 Crime prevention resource allocation

      The Sheriff’s Department uses crime data analysis, professional expertise, and community input to allocate patrols and other crime prevention resources.

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    4. Policy PP-1.5 Community-based crime prevention

      The Sheriff’s Department provides a range of outreach, education, and training programs for community-based and school-based crime prevention.

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    5. Policy PP-1.6 Agency partnerships

      The Sheriff’s Department partners with other local, state, and federal law enforcement agencies and private security providers to enhance law enforcement service.

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    6. Policy PP-1.7 Community partnerships

      The Sheriff’s Department establishes and maintains partnerships to help identify public safety needs, strengthen community confidence, and improve service to our communities.

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    7. Policy PP-1.8 Public awareness

      The Sheriff’s Department engages the media and our communities to improve the public’s perception and awareness of personal and property protection and safety.

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    8. Policy PP-1.9 Periodic needs assessment

      The Sheriff’s Department periodically assesses their facility, equipment, and staffing needs and use the assessment to allocate funding resources in the annual budget and capital improvement program.

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    9. Policy PP-1.10 Qualified workforce

      The Sheriff’s Department attracts and retains a qualified workforce of law enforcement and support personnel, reflective of the people they serve, and invest in training and ongoing education.

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    10. Policy PP-2.1 Equity

      We, in conjunction with the Sheriff’s Department, monitor and improve our law and justice functions, including for those accused of violating state and local law, victims, and witnesses, to ensure that individuals and corporations are treated equitably.

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    11. Policy PP-2.2 Capacity

      We advocate for and support sufficient capacity in the justice system, including the criminal and civil courts, District Attorney’s office, and Public Defender’s office, to effectively and efficiently adjudicate violations of law committed in the county.

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    12. Policy PP-2.3 Information sharing

      We continually improve the sharing of non-privileged information from the time of arrest through trial, among the Sheriff’s Department and city police departments, courts, District Attorney’s office, Public Defender’s office, and Probation Department.

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    13. Policy PP-2.4 Housing and care of inmates

      We provide adequate care and effective rehabilitation for those incarcerated in County jails or housed in County juvenile detention facilities, consistent with state and federal law, and we advocate for adequate state funding.

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    14. Policy PP-2.5 Support for victims and witnesses

      In conjunction with the District Attorney’s office, we provide supportive services for victims of and witnesses to crime through a holistic approach considering physical, psychological, and basic needs.

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    15. Policy PP-2.6 Recidivism

      To prevent recidivism, we provide holistic rehabilitation to those incarcerated and engaged in the reentry process, and provide coordinated services through the departments and agencies associated with law and justice, human services, economic development, and housing, as well as other agencies and nongovernmental organizations.

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    16. Policy PP-3.1 Fire and emergency medical services

      We maintain a sufficient number and distribution of fire stations, up-to-date equipment, and fully-trained staff to respond effectively to emergencies.

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    17. Policy PP-3.2 Fire District

      We support the expansion of the Fire District to serve additional incorporated jurisdictions, and the use of special funding and financing mechanisms to augment Fire District revenues to improve service and coverage.

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    18. Policy PP-3.3 Search and rescue

      We maintain up-to-date equipment and fully-trained staff to provide urban search and rescue and swift water rescue emergency response.

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    19. Policy PP-3.4 Fire prevention services

      We proactively mitigate or reduce the negative effects of fire, hazardous materials release, and structural collapse by implementing the California Fire Code, adopted with County amendments.

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    20. Policy PP-3.5 Firefighting water supply and facilities

      We coordinate with water providers to maintain adequate water supply, pressure, and facilities to protect people and property from urban fires and wildfires.

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    21. Policy PP-3.6 Concurrent protection services

      We require that fire department facilities, equipment, and staffing required to serve new development are operating prior to, or in conjunction with new development.

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    22. Policy PP-3.7 Fire safe design

      We require new development in the Fire Safety Overlay to comply with additional site design, building, and access standards to provide enhanced resistance to fire hazards.

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    23. Policy PP-3.8 Fire-adapted communities

      We inform and prepare our residents and businesses to collaboratively plan and take action to more safely coexist with the risk of wildfires.

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    24. Policy PP-3.9 Street and premise signage

      We require adequate street signage and premise identification be provided and maintained to ensure emergency services can quickly and efficiently respond.

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    25. Policy PP-3.10 Community outreach

      We engage with local schools, community groups, and businesses to increase awareness of fire risk, prevention, and evacuation.

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    26. Policy PP-3.11 Post-burn risk

      In areas burned by wildfire, we require new and reconstructed development to adhere to current development standards, and may require additional study to evaluate increased flooding, debris flow, and mudslide risks.

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    27. Policy PP-3.12 Fire protection and emergency medical resource allocation

      We use fire and emergency services data analysis and professional expertise to allocate resources, reduce fire risks, and improve emergency response.

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    28. Policy PP-3.13 Periodic needs assessment

      We periodically assess our facility, equipment, and staffing needs and use the assessment to allocate funding resources in the annual budget and capital improvement program.

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    29. Policy PP-3.14 Qualified workforce

      We attract and retain a qualified workforce of fire fighters, emergency medical technicians, and support personnel, and invest in training and ongoing education.

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    30. Policy PP-4.1 Emergency management plans

      A reduced risk of and impact from injury, loss of life, property damage, and economic and social disruption resulting from emergencies, natural disasters, and potential changes in climate.

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    31. Policy PP-4.2 Critical and essential facility operation

      We ensure that critical and essential County facilities remain operational during emergencies.

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    32. Policy PP-4.3 Automatic and mutual aid

      We participate in agreements for automatic and mutual aid with other local, state, federal, and nongovernmental emergency service providers to improve protection services and emergency response throughout the county.

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    33. Policy PP-4.4 Emergency shelters and routes

      We identify and publicize emergency shelters and sign and control evacuation routes for use during emergencies.

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    34. Policy PP-4.5 Vulnerable populations

      We coordinate with and encourage the use of community-based networks to aid vulnerable populations prepare for emergencies and provide assistance with evacuation and recovery.

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    35. Policy PP-4.6 Recovery

      We reestablish and expedite County services to assist affected residents and businesses in the short- and long-term recovery from emergencies and natural disasters.

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    36. Policy PP-4.7 Public outreach and education

      We engage with the community to increase awareness of and preparedness for emergencies and natural disasters.

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  • Policies
    1. Policy RE-1.1

      Continue implementing the energy conservation and efficiency measures identified in the County of San Bernardino Greenhouse Gas Emissions Reduction Plan.

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  • Goals
    1. Goal CR-1 Tribal Cultural Resources

      Tribal cultural resources that are preserved and celebrated out of respect for Native American beliefs and traditions

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    2. Goal CR-2 Historic and Paleontological Resources

      Historic resources (buildings, structures, or archaeological resources) and paleontological resources that are protected and preserved for their cultural importance to local communities as well as their research and educational potential.

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    Policies
    1. Policy CR-1.1 Tribal notification and coordination

      We notify and coordinate with tribal representatives in accordance with state and federal laws to strengthen our working relationship with area tribes, avoid inadvertent discoveries of Native American archaeological sites and burials, assist with the treatment and disposition of inadvertent discoveries, and explore options of avoidance of cultural resources early in the planning process.

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    2. Policy CR-1.2 Tribal planning

      We will collaborate with local tribes on countywide planning efforts and, as permitted or required, planning efforts initiated by local tribes.

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    3. Policy CR-1.3 Mitigation and avoidance

      We consult with local tribes to establish appropriate project-specific mitigation measures and resource-specific treatment of potential cultural resources. We require project applicants to design projects to avoid known tribal cultural resources, whenever possible. If avoidance is not possible, we require appropriate mitigation to minimize project impacts on tribal cultural resources.

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    4. Policy CR-1.4 Resource monitoring

      We encourage active participation by local tribes as monitors in surveys, testing, excavation, and grading phases of development projects with potential impacts on tribal resources.

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    5. Policy CR-2.1 National and state historic resources

      We encourage the preservation of archaeological sites and structures of state or national significance in accordance with the Secretary of Interior’s standards.

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    6. Policy CR-2.2 Local historic resources

      We encourage property owners to maintain the historic integrity of resources on their property by (listed in order of preference): preservation, adaptive reuse, or memorialization.

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    7. Policy CR-2.3 Paleontological and archaeological resources

      We strive to protect paleontological and archaeological resources from loss or destruction by requiring that new development include appropriate mitigation to preserve the quality and integrity of these resources. We require new development to avoid paleontological and archeological resources whenever possible. If avoidance is not possible, we require the salvage and preservation of paleontological and archeological resources.

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    8. Policy CR-2.4 Partnerships

      We encourage partnerships to champion and financially support the preservation and restoration of historic sites, structures, and districts.

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    9. Policy CR-2.5 Public awareness and education

      We increase public awareness and conduct education efforts about the unique historic, natural, tribal, and cultural resources in San Bernardino County through the County Museum and in collaboration with other entities.

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  • Goals
    1. Goal ED-1 Unincorporated Land and Facilities

      Increased business investment in land and facilities and job growth in key unincorporated areas.

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    2. Goal ED-2 Labor Force

      A skilled and educated labor force that helps businesses compete in the regional and global economy

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    3. Goal ED-3 Countywide Business and Employment Growth

      Growth of new businesses, improved profitability of existing businesses, and an increased number and quality of jobs in the county.

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    Policies
    1. Policy ED-1.1 Marketing focus areas

      In unincorporated areas, we actively market sites for business park and industrial development in employment focus areas, and we actively market sites for retail and commercial businesses in commercial focus areas.

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    2. Policy ED-1.2 Infrastructure improvements

      We support and facilitate the establishment of special funding and financing mechanisms for road, water, sewer, and drainage infrastructure improvements in order to generate private investment in employment and commercial focus areas.

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    3. Policy ED-1.3 Site aggregation

      We may assist in aggregating smaller lots and parcels to create more marketable and developable sites in employment focus areas.

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    4. Policy ED-1.4 Planned business park and industrial areas

      We prefer master planned approaches through specific and area plans for business park and industrial development and redevelopment. We facilitate master planned approaches in order to discourage incremental general plan amendments that introduce or expand business park or industrial development.

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    5. Policy ED-1.5 Mineral resources

      We support the extraction of mineral resources in unincorporated areas and the establishment and operation of supporting businesses throughout the county.

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    6. Policy ED-1.6 Industrial redevelopment

      We facilitate and promote redevelopment in the industrial redevelopment focus areas to provide land and facilities for non-mining industrial development.

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    7. Policy ED-2.1 Education pathways

      We collaborate with school systems and civic organizations to support countywide education pathways (P-14) to prepare students for jobs in high-skill, high-wage careers and/or to prepare for college.

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    8. Policy ED-2.2 English proficiency

      We support local and countywide programs that improve adult proficiency in the English language.

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    9. Policy ED-2.3 Industry-driven workforce training

      We support countywide education and workforce training programs with a demonstrated ability to expand skills and improve employment opportunities, and we also promote innovative approaches that address the diversity of education, job skills, geography, and socioeconomics of the countywide labor force.

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    10. Policy ED-2.4 Business engagement

      We engage with businesses throughout the county to identify current and future skill and education needs. We assist businesses with recruitment, hiring, on-the-job training, and short-term training needs.

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    11. Policy ED-2.5 Individual assistance

      We provide job search and application assistance to residents countywide, and we provide training and education assistance to eligible individuals.

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    12. Policy ED-3.2 Business assistance

      We collaborate with economic development service providers to offer training and other assistance to existing businesses and business startups countywide.

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    13. Policy ED-3.3 Site selection assistance

      We coordinate with agencies, incorporated cities and towns, and service providers to assist existing and prospective businesses in identifying and selecting sites and facilities countywide. We also assist businesses with permitting, licensing, incentives, and other regulatory requirements.

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    14. Policy ED-3.4 Site and facilities inventory

      We collaborate with real estate brokers, developers, municipalities, and building owners to maintain a countywide inventory of available sites and facilities for businesses.

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    15. Policy ED-3.5 Countywide marketing

      We regularly analyze economic and market conditions and trends to identify target economic sectors and actively market sites and facilities countywide to prospective businesses.

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    16. Policy ED-3.6 Countywide tourism

      We coordinate with a variety of partners to promote San Bernardino County as a regional, national, and international tourist destination and collaborate with tourism industry businesses to improve visitor experience.

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  • Goals
    1. Goal HW-1 Health and Social Wellness

      Supportive public facilities and services that assist and guide individuals to achieve and sustain self-sufficiency, social stability, and excellent physical and behavioral health and wellness.

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    2. Goal HW-2 Education

      A common culture that values education and lifelong learning and a populace with the education to participate and compete in the global economy.

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    3. Goal HW-3 Community Development

      Assets that contribute to a complete county and healthy neighborhoods and communities

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    Policies
    1. Policy HW-1.1 Coordinated holistic approach

      We invest in a holistic approach to individual health and wellness to improve the continuum of care, providing coordinated services through departments and agencies associated with human services, economic development, law and justice, and housing, as well as other agencies and nongovernmental organizations.

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    2. Policy HW-1.2 Cultural humility and inclusion

      We guide the development and delivery of appropriate health care, health services, and social assistance by recognizing and continuously learning about the diverse values, cultures, languages, and behaviors found throughout the county, especially for those that are underserved or isolated.

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    3. Policy HW-1.3 Monitoring health and social conditions

      We prioritize our resources to address the most pressing needs by continually engaging residents and monitoring health and social conditions, trends, and emerging needs across the county, while complying with federal and state mandates.

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    4. Policy HW-1.4 Funding application coordination

      We coordinate the application for funding resources to maximize the long-term benefit of addressing multiple health and social issues, both within the County organization and between the County and other agencies and organizations.

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    5. Policy HW-1.5 Partnerships and capacity building

      We leverage partnerships with other agencies and organizations to address health and wellness issues, and, as funding allows, assist in building the capacity of service providers and partner organizations to expand their service and effectiveness.

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    6. Policy HW-1.6 Healthy behaviors

      We collaborate with other public agencies, not-for-profit organizations, and private service providers to offer education and training that enable individuals to make better health and wellness choices. We work to remove environmental and social barriers to healthy habits.

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    7. Policy HW-1.7 Upstream issues

      We collaborate with partners to address upstream issues related to the social determinants of health and social stability (e.g., income, education, housing, neighborhood conditions, and job skills), and to reduce the occurrence of and costs associated with responding to acute and chronic conditions, while complying with federal, state, and local mandates.

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    8. Policy HW-1.8 Assistance for veterans

      We invest in services to assist veterans and their families countywide connect with service providers and apply for benefits from federal, state, and local governmental agencies.

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    9. Policy HW-1.9 Homelessness

      We address homelessness by coordinating a comprehensive countywide network of service delivery and by focusing on transitional and permanent supportive housing for the homeless, including the chronically homeless and near-homeless families and individuals.

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    10. Policy HW-1.10 Safety net

      We use state and federal funding to provide a safety net of services that provides temporary, transitional, and ongoing assistance to protect those most vulnerable.

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    11. Policy HW-1.11 Insurance and medical services

      We collaborate with other public agencies, non-profit organizations, and private health and wellness service providers to facilitate residents obtaining medical insurance, vaccines and preventative care, behavioral health, and treatments, through private service providers, County health and wellness facilities, and public programs.

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    12. Policy HW-1.12 Equity

      We monitor and seek to achieve equitable access to County health and social services, with an emphasis on environmental justice focus areas countywide.

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    13. Policy HW-1.13 Health care professional capacity

      We collaborate with other public agencies, non-profit organizations, and private health and wellness service providers to ensure that an adequate number of medical, behavioral, and dental health professionals serve residents countywide, with an emphasis on health care professional shortage areas.

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    14. Policy HW-1.14 Arrowhead Regional Medical Center

      We provide quality general and specialty health care services, operate medical residency programs, conduct community outreach and wellness programs, and act as a safety-net hospital for the countywide under-insured and uninsured. We also leverage ARMC as an economic asset to stimulate the local economy and attract investment and professionals from outside the county.

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    15. Policy HW-2.1 Lifelong learning

      We collaborate with educators, the business community, students and families, recreation departments and other public agencies, and civic and not-for-profit organizations to foster lifelong learning including early childhood literacy, cradle to career education, English as a second language, career development, and adult enrichment. We encourage approaches to learning that embrace diverse modes of learning for all.

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    16. Policy HW-2.2 Land use compatibility for schools

      We prioritize the safety and security of public schools in unincorporated areas by minimizing incompatible land uses near instructional facilities. We encourage school districts to place new schools where existing and planned land uses are compatible.

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    17. Policy HW-2.3 Superintendent support

      We support the Superintendent of Schools in fulfilling the obligations for school district support, advocacy, and student services.

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    18. Policy HW-2.4 Health and enrichment programs

      We provide additional support for school districts for nutrition, physical activity, arts, and other enrichment programs, commensurate with the availability of grants and other funding resources.

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    19. Policy HW-3.1 Healthy environments

      We collaborate with other public agencies, not-for-profit organizations, community groups, and private developers to improve the physical and built environment in which people live. We do so by improving such things as walkability, bicycle infrastructure, transit facilities, universal design, safe routes to school, indoor and outdoor air quality, gardens, green space and open space, and access to parks and recreation amenities.

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    20. Policy HW-3.2 Building social capital

      In unincorporated communities, we support the provision of neighborhood and community gathering places for social activities, and the provision of meeting spaces and facilities for community organizations in order to build social capital, establish a sense of community, increase volunteerism, and expand civic engagement.

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    21. Policy HW-3.3 Public libraries

      We operate public libraries in unincorporated areas and contract cities/towns to provide programs and facilities that ensure equitable access to information and digital technology, provide places and activities for people to connect with other people, promote literacy and reading for pleasure for children and adults, and foster a culture of creativity, innovation, and collaboration. We invest in the modernization and expansion of public library facilities as adequate funding is available.

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    22. Policy HW-3.4 Public museums

      We operate County museums to preserve and depict the history, culture, and natural science of San Bernardino County. We invest in facilities and technology and collaborate with other institutions, organizations, and businesses in order to increase public exposure to museum holdings.

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    23. Policy HW-3.5 Arts and culture

      We increase awareness of the benefits of the arts throughout the county by recognizing and promoting the arts, artists, performing arts, and cultural organizations as valuable resources for community identity, economic vitality, and tourism. We encourage private and not-for-profit support of artistic and cultural activities through mutual programs and public-private partnerships.

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    24. Policy HW-3.6 Multi-use facilities and integrated development

      We encourage those who build and/or operate community assets to accommodate multiple functions and programs. We encourage the development of new residential, commercial, and institutional uses and public facilities that incorporate one or more community assets.

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    25. Policy HW-3.7 Attracting local-serving businesses

      We actively work across County departments and agencies to attract businesses that provide desired goods and services in unincorporated communities, especially in environmental justice focus areas, including but not limited to food stores with fresh produce, health care, child care, pharmacies, and other retailers. We balance community desires with comprehensive assessments of market demand to guide our business attraction efforts.

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    26. Policy HW-3.8 Attracting leisure and entertainment

      We advocate for the establishment and retention of leisure and entertainment businesses and venues, countywide, that contribute to the complete county concept.

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    27. Policy HW-3.9 Community-driven improvements

      We provide resources and information to assist unincorporated communities with the implementation of Community Action Guides.

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  • Goals
    1. Goal GV-1 Decision Processes

      Decision making that implements the Countywide Plan in a clear and consistent manner

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    Policies
    1. Policy Policy GV-1.1 Consistency with Policies and Priorities

      We require that staff recommendations to the Board of Supervisors be consistent with: the Countywide Plan; the Board’s priorities; other County strategic plans, master plans, and other long term planning documents; and the parts of the Countywide Vision that are within the authority and responsibility of the County.

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    2. Policy Policy GV-1.2 Long-Term Benefit

      When considering and evaluating short term opportunities, we prioritize those that best move the County towards its long-term Countywide Plan goals and adds long-term value.

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    3. Policy Policy GV-1.3 Policy Plan Amendments

      We will consider approving amendments to the Policy Plan only when the following conditions are met:

      A. The proposed change is and will be fiscally neutral or positive.

      B. The proposed change can be adequately served by public facilities and will not negatively impact existing level of service or the ability to provide future development with County services.

      C. Amendments that do not meet the conditions in A or B above may still be considered for approval if the amendment is needed to satisfy state or federal mandates (for example: state housing laws), or to enact new policy decisions consistent with the Countywide Vision.

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    4. Policy Policy GV-1.4 Data Use for Decisions and Regulations

      We make decisions and adopt regulations based on the best data available. In order to determine the quality of data, we evaluate the legitimacy of the data source, accuracy, timeliness, resolution, and completeness.

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    5. Policy Policy GV-1.4 Data use for decisions and regulations

      We make decisions and adopt regulations based on the best data available. In order to determine the quality of data, we evaluate the legitimacy of the data source, accuracy, timeliness, resolution, and completeness.

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  • Goals
    1. Goal GV-1 Decision Processes

      Decision making that implements the Countywide Plan in a clear and consistent manner

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    2. Goal GV-2 Staff Resources

      County staff that have the education and skills necessary to provide responsive and effective service to the County’s residents, businesses, and visitors

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    3. Goal GV-3 Implementation and Partnerships

      Continuous progress toward achievement of the Policy Plan Goals and Countywide Vision through sustained initiatives and leadership by the County, in partnership with other agencies and organizations.

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    4. Goal GV-4 Budgeting and Fiscal Sustainability

      An easily understood, transparent, and accountable finance system that implements the Countywide Plan, safeguards the County’s assets, and maintains the public’s trust and confidence.

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    5. Goal GV-5 Training and Feedback

      A system and process that facilitates updates to the Countywide Plan and the Board’s priorities, by tracking progress toward Policy Plan Goals and measuring the effectiveness of implementation objectives.

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    6. Goal GV-6 Communication and Participation

      Informed and connected leaders, staff, and public through transparent, frequent, and effective communication.

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    Policies
    1. Policy GV-1.1 Consistency With Policies and Priorities

      We require that staff recommendations to the Board of Supervisors be consistent with: the Countywide Plan; the Board’s priorities; other County strategic plans, master plans, and other long term planning documents; and the parts of the Countywide Vision that are within the authority and responsibility of the County.

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    2. Policy GV-1.2 Long-Term Benefit

      When considering and evaluating short term opportunities, we prioritize those that best move the County towards its long-term Countywide Plan goals and adds long-term value.

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    3. Policy GV-1.3 Policy Plan Amendments

      We will consider approving amendments to the Policy Plan only when the following conditions are met:

      A. The proposed change is and will be fiscally neutral or positive.

      B. The proposed change can be adequately served by public facilities and will not negatively impact existing level of service or the ability to provide future development with County services.

      C. Amendments that do not meet the conditions in A or B above may still be considered for approval if the amendment is needed to satisfy state or federal mandates (for example: state housing laws), or to enact new policy decisions consistent with the Countywide Vision.

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    4. Policy GV-1.4 Data Use for Decisions and Regulations

      We make decisions and adopt regulations based on the best data available. In order to determine the quality of data, we evaluate the legitimacy of the data source, accuracy, timeliness, resolution, and completeness.

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    5. Policy GV-2.1 Staff Development

      We invest in the training and development of County staff to ensure the provision of quality services and support their career development, consistent with the availability of resources.

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    6. Policy GV-2.2 Recruiting

      We seek to strike a balance between promoting from within, in order to maintain institutional knowledge and employee morale, and the need to seek external sources, who may bring in new perspectives and skills.

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    7. Policy GV-3.1 Board of Supervisors Priorities

      We set priorities and direct timely actions for implementing the Countywide Plan through periodic adoption of Board of Supervisors priorities.

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    8. Policy GV-3.2 Related Planning

      We implement the Countywide Plan through strategic plans, master plans, and/or other long-term plans adopted and maintained by County agencies, departments, and divisions, consistent with the Policy Plan.

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    9. Policy GV-3.3 Tools

      We create and maintain systems, procedures and technology that leverage County resources and state and federal funding to implement the Countywide Plan.

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    10. Policy GV-3.4 Private Sector

      We recognize the importance of private sector and nongovernmental organizations in helping implement the Countywide Plan, and we structure regulations and procedures to facilitate their role in implementation.

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    11. Policy GV-3.5 Interagency Cooperation

      We collaborate with initiatives and programs of other agencies such as local, county, regional, state and federal governments and non-profit agencies to implement the Countywide Plan.

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    12. Policy GV-3.6 Data Maintenance

      We regularly update County-maintained datasets as resources permit, and we encourage other agencies and organizations to regularly update their data that the County uses for decision making.

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    13. Policy GV-4.1 Balanced Budget

      We adopt an annual budget that is balanced inclusive of carry-over fund balances and reserves. We only use one-time funds for ongoing operational cost as part of a larger plan to balance ongoing revenues and expenses over a multi-year period.

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    14. Policy GV-4.2 Fiscal Impact Disclosure

      We require requests for Board of Supervisors action to disclose the full fiscal impacts, including direct and indirect costs, to ensure that all decisions are fiscally sustainable. Proposals for projects or programs requesting County support or funding must also disclose whether County support or funding is required to maintain the project or continue the program in the future.

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    15. Policy GV-4.3 Assessment of Risk

      We require a thorough exploration and analysis of the short and long term risks associated with recommendations for Board actions on County commitments.

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    16. Policy GV-4.4 Resource Allocation

      We consider the complete comparative context of all County needs and responsibilities when making resource allocation decisions.

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    17. Policy GV-4.5 District Considerations

      We allocate resources, while acting as a body of the whole, for their highest and best use within the County. Each Supervisor is responsible for communicating the needs and opportunities within their District to the body, so that they can be given appropriate consideration by the entire Board in this process.

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    18. Policy GV-4.6 Budget Forecasts

      We forecast revenues for the annual budget based on historical trends analysis of federal, state, and local economic projections, and an assessment of economic, demographic, business cycle, and other factors. We conservatively estimate and budget revenue sources that tend to be volatile and most sensitive to changes in the economy. We specify the assumptions underlying our forecast and adjust such assumptions based on actual performance.

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    19. Policy GV-4.7 Property Tax Revenue Stabilization

      We appropriate anticipated property tax revenue growth, in excess of the lesser of eight percent or the average annualized rate of growth of actual revenues, to an ongoing revenue stabilization set-aside contingency.

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    20. Policy GV-4.8 Prop 172 Revenue Stabilization

      We set aside any Prop 172 revenue in excess of the lesser of eight percent or the average annualized rate of growth of actual revenues, to an ongoing Prop 172 revenue stabilization set-aside contingency.

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    21. Policy GV-4.9 Program Efficiency

      We prioritize efficiency and economy in the provision of County services, and we measure and evaluate performance to encourage productivity improvements.

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    22. Policy GV-4.10 Grant Funding

      We proactively pursue grant funding from federal, state, and local agencies and private foundations, but in deciding which opportunities to pursue, we consider the current and future implications of accepting or declining grants, including the amount of local matching funds required, the extent and nature of in-kind services required, duration, the obligation of the County to continue the service after the grant ends, and related operating expenditures.

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    23. Policy GV-4.11 Cost Recovery

      We annually review and update the full direct- and indirect-costs of providing County services, and we establish and annually update fees or charges to recover the full cost of County services.

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    24. Policy GV-4.12 Maintenance and Replacement Costs

      We shall incorporate maintenance and replacement costs in the pricing of new programs and facilities as well as recording such deferred costs as debits against revenues.

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    25. Policy GV-4.13 Retirement System Funding Reserve

      For savings resulting from negative Unfunded Accrued Actuarial Liability contribution rates, we prioritize setting aside these savings in reserve for reduction of any existing pension obligation bonds or in reserve against future rate increases.

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    26. Policy GV-4.14 Risk Management

      We maintain an 80 percent confidence level in all risk management self-insurance funds as determined by a yearly actuarial study.

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    27. Policy GV-4.15 Funding Municipal Services

      We seek to reduce and ultimately eliminate the ongoing subsidization of municipal services in unincorporated areas.

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    28. Policy GV-5.1 Data-Influenced Decisions

      We maintain a tracking and feedback system to provide meaningful data and useful information to influence public decisions.

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    29. Policy GV-5.2 Awareness

      We monitor external forces impacting San Bernardino County to build on their positive impacts and to ameliorate their negative impacts.

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    30. Policy GV-5.3 Proactive Approach

      We shall seek to influence external factors impacting San Bernardino County sooner rather than later.

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    31. Policy GV-6.1 Quality and Accessibility

      We require a professional standard of quality and accessibility, across mediums, to communicate information with the accuracy, validity, and honesty that befits this County.

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    32. Policy GV-6.2 Internal Coordination

      We require coordination of communication activities and products across the County organization so that coherent and consistent information is delivered.

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    33. Policy GV-6.3 Regular Communication

      We foster an organizational culture that communicates regularly and proactively with customers, employees, and stakeholders.

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    34. Policy GV-6.5 Broad and Diverse Participation

      We engage all segments of the community in County planning efforts and local decision making and facilitate robust participation by: A. Providing materials and information to enable those interested in public processes to have informed and effective participation;
      B. Using convenient and accessible locations and facilities for public meetings;
      C. Providing other means of participation, such as written comments or online surveys, as an alternative to attending public meetings; and
      D. Encouraging broad and diverse membership on County committees and commissions, seeking to provide voice to the underrepresented.

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    35. Policy GV-6.6 Social Capital

      We cultivate broad support for public decisions by encouraging voting and civic engagement, promoting the development and use of gathering places, and facilitating volunteerism in the public sphere. In unincorporated areas, we also coordinate such actions through Community Action Guides.

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