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Silverwood Community Wins Masterplan of Year in Hesperia, CA

Hesperia's Silverwood master-planned community earns Masterplan of the Year at the 2025 SoCal MAME Awards. Explore available new homes and its unique "culture of kindness" initiatives.

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Silverwood named SoCal Masterplan Community of the Year; Hesperia project’s GM honored as Industry Leader

 

Hesperia, California (Our Hesperia) – Silverwood in Hesperia, California, won the 2025 SoCal MAME Masterplan Community of the Year and its GM, John Ohanian, was named Industry Leader of the Year; the 9,366-acre project includes over 15,000 homes and extensive outdoor amenities.

 

  • Awards: Silverwood and GM John Ohanian received top honors at the 2025 SoCal MAME Awards, recognizing design and leadership.
  • Scale & investment: About 9,366 acres entitled for 15,000+ homes, ~700,000 sq. ft. of retail, with a planned $1.6B+ investment over 25 years.
  • Housing & pricing: Multiple product types and 21 model homes; entry-level pricing advertised starting in the $400,000s.
  • Open space & amenities: Plans include 59 miles of off-street trails, 107 miles of paths/paseos and 387 acres of parks.

 

Overview

Silverwood is a large master-planned community developed by DMB Development near Silverwood Lake at roughly 3,200 feet elevation. The project emphasizes a small-town California feel, walkability and direct access to regional outdoor recreation.

 

Awards and industry recognition

At the 2025 SoCal MAME Awards — presented by the Greater Sales & Marketing Council and the Building Industry Association of Southern California — Silverwood won Masterplan Community of the Year while General Manager John Ohanian was named Industry Leader of the Year. Project spokespeople described the honors as an affirmation of the development’s design and community goals; the awards year typically draws nearly 300 entries from Southern California homebuilders.

“Bringing Silverwood to life has been the culminating project of my career,” John Ohanian said, praising the team and early residents for living the community’s stated values.

 

What Silverwood is building

The plan covers about 9,366 acres, with entitlements for more than 15,000 homes, roughly 700,000 sq. ft. of retail and commercial space, and approximately 4,900 acres of open space. Phase 1 is expected to produce about 2,000 homes; full build-out is projected over 15–20 years with an estimated total investment exceeding $1.6 billion over 25 years.

 

Home types, pricing and builders

Builders are offering a wide range of product types—25 home plans that include family-focused features such as RV and toy parking, rear-yard casitas, multigenerational layouts, front porches and bold exterior paint options. Currently, 21 model homes from five national builders are open for tours and some quick-move-in inventory is available. Advertised entry-level pricing begins in the $400,000s.

 

Open space, trails and public services

The master plan includes 59 miles of off-street trails, 107 miles of paths and paseos, and 387 acres of parks featuring village greens, amphitheaters and pocket parks designed to place green space within a five-minute walk of homes. The site’s proximity to Silverwood Lake, the Pacific Crest Trail, Lake Arrowhead and Big Bear is central to its appeal for outdoor-minded buyers.

Infrastructure work has begun: the community has welcomed its first fire station. Planned public facilities include five elementary school sites, one middle school and one high school, while a grocery-anchored shopping center is expected within roughly three years of continued build-out (timing depends on market absorption and approvals).

 

Culture of kindness: design and questions

Silverwood’s “culture of kindness” is a defining feature: buyers receive a kindness pledge incorporated with association documents intended to promote neighborly support. Local institutions — schools, law enforcement, fire services, parks and recreation, city departments and faith leaders — were invited to participate in the initiative.

Supporters say the pledge helps neighbors “overcome external chaos and thrive.” Critics and community advocates ask practical questions about enforcement, HOA authority and dispute resolution. Developer materials indicate the pledge is voluntary and tied to association structures, without detailed mandatory enforcement steps specified in public-facing materials.

 

Investigative concerns and planning questions

  • Water and environment: Long-term water supply and conservation in a high-desert location will require regional water-agency approvals and clear permit conditions.
  • Traffic and roads: Population increases will affect local traffic; the developer cites infrastructure investment but residents need timelines and funding plans for road work.
  • Schools and timing: Site reservations exist, but school openings depend on school-district decisions, affecting families in early phases.
  • Fire and emergency services: The initial fire station is a positive start, yet response times and staffing must scale as the population grows in a wildfire-prone region.
  • HOA governance: The kindness pledge’s effectiveness depends on HOA rules; residents will likely press for clarity on dispute resolution and resident rights.

 

Implications for Hesperia

Economic: The project promises job creation, construction work and retail employment; increased sales and property tax revenues could fund local improvements if developer agreements are implemented as planned.

Political: City leaders and school boards will face significant decisions on entitlements, phasing and service delivery. Fiscal accountability and timing of impact-fee revenues will be politically significant.

Social: The kindness pledge and programming aim to foster cohesion, but rapid growth can strain services and prompt neighborhood discussions about enforcement and public safety.

 

Practical guidance for buyers and local officials

  • For buyers: Tour model homes, review HOA documents (including the kindness pledge), ask about school timing, utility plans and quick-move-in availability.
  • For local officials: Maintain transparency on water, roads, schools and emergency services; track developer commitments and require clear infrastructure timelines tied to phases.

 

Sources and further reading

 

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Robert Stine

Robert Stine is a senior national politics reporter for Times Media Service, based in the Washington bureau. Stine covers national politics and government, including federal policy and the political decisions made in Washington. Stine holds a master's degree in communication management and analysis and grew up in Stuttgart, Germany.

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