Climb Higher. Lead Smarter. Elevate Performance.
DISCOVERY PHASE – DOCUMENT REVIEW SUMMARY
Town of Apple Valley Strategic Vision
Prepared for the Town of Apple Valley
Prepared by Harness Strategy LLC with support from Cardinal Communications
1. Purpose
As part of the Discovery Phase, Harness Strategy conducted a comprehensive review of key Town documents to establish a shared understanding of Apple Valley’s existing plans, policies, financial context, and prior community input.
This effort ensures that the Strategic Plan:
• Builds on prior work rather than duplicating it
• Aligns with current priorities and investments
• Reflects both historical trends and emerging community needs This review identifies key themes, areas of alignment, and potential gaps to inform:
• Community engagement design
• Strategic priority development
• Long-term implementation and performance measurement
2. Documents Reviewed
• Vision 2020 Strategic Plan
• FY 2025–2026 Adopted Budget
• 2017 Community Opinion Survey
• Climate Action Plan (2021 Update)
• Measure P – Local Transactions and Use Tax (2024)
• Citizen Budget Advisory Committee Survey Results (2021) Climb Higher. Lead Smarter. Elevate Performance.
3. Executive Summary of Key Themes and Findings
A review of these materials reveals a consistent and compelling narrative about Apple Valley’s strengths, challenges, and opportunities.
Strong Foundation of Community Satisfaction, with Emerging Pressure Points
Apple Valley has historically maintained high levels of resident satisfaction and quality of life. However, 2017 survey data indicate declining perceptions in specific areas, including road conditions, public safety at night, and certain Town services. Differences in perspective range across age groups and length of residency suggesting evolving expectations.
Public Safety and Infrastructure Are Core Community Priorities Across multiple documents—including community surveys, budget allocations, and the passage of Measure P—public safety and infrastructure investment consistently emerge as top priorities. Residents place high value on maintaining safety, improving roads, and ensuring reliable core services.
Desire to Maintain Quality of Life While Managing Growth The Town faces an ongoing tension between accommodating growth and preserving community character. Long-term residents and newer populations may experience this balance differently, highlighting the importance of defining a shared vision for the future.
Financial Constraints Have Historically Limited Strategic Progress Prior to Measure P, Apple Valley operated within a relatively constrained General Fund environment.
While the Town has demonstrated strong fiscal discipline, infrastructure needs and service expectations have outpaced available discretionary funding.
Measure P Represents a Transformational Opportunity
The voter-approved Measure P establishes a new, ongoing local revenue source—approximately $9 million annually—representing a significant expansion of the Town’s financial capacity. Its passage reflects strong community support for investing in safety, infrastructure, and quality of life.
Existing Plans Emphasize Actions More Than Outcomes
Many prior plans include extensive lists of initiatives but provide limited clarity on the long-term outcomes they are intended to achieve. This leads to a lack of clarity on the long-term Town vision and creates challenges in tracking progress and communicating success.
Sustainability and Climate Planning Are Policy-Driven
Sustainability strategies are well-developed in planning documents but are less prominent in leadership and community surveys and discussions, suggesting a lack of community priority.
Apple Valley enters this planning
process from a position of
strength— strong community
identity and satisfaction with
quality of life.
Climb Higher. Lead Smarter. Elevate Performance.
4. Key Findings and Implications
Clarify Continuation of Strategic Priorities
Past priorities - sound infrastructure, safety, quality of life and core services - appear to continue. Since the community survey occurred in 2017 it will be critical to test these assumptions to determine if they are still valid.
Simplify Goals into Desired Outcomes
The Strategic Vision process presents an opportunity to define a focused set of 3–5 clear, outcome-based priority areas that are easy to communicate and implement.
Align Strategy with Financial Capacity
With the addition of Measure P revenue, the Town can more intentionally align investments with strategic priorities.
Define a Clear Future Identity
The strategic plan should articulate what Apple Valley aspires to be—not just what it does—grounded in community values and long-term outcomes.
Manage Expectations Through Prioritization
Engagement should emphasize tradeoffs and prioritization to ensure the strategy is focused, realistic and achievable.
Integrate Financial and Strategic Planning
The plan should align with long-term financial planning, capital investment priorities, and organizational capacity to ensure feasibility.
5. How Insights Will Inform Community
Engagement
Build on Prior Engagement
Previous surveys provide a strong foundation. Engagement will build on—not duplicate—these efforts.
Validate and Update Community Priorities
Engagement will confirm whether historical priorities remain consistent and identify emerging needs.
Focus on Desired Outcomes
The process will emphasize what residents want Apple Valley to become, not just service improvements.
Key Opportunity: Shift
from 10+ goals to 3-5 clear,
outcome-driven priorities
that are easy to
communicate, implement,
and measure.
Strategic Re-Framing: This
process is not just about what
the Town will do—it is about
defining who Apple Valley
wants to be.
Key Question for the
Community
Do the priorities identified in
Vision 2020 still reflect the
community’s aspirations for
the future?
Climb Higher. Lead Smarter. Elevate Performance.
Use Structured Engagement Tools
Approaches will include scenario discussions, tradeoff exercises, and interactive tools to support prioritization.
Engage Diverse Community Segments
Targeted outreach will include seniors, younger residents, business leaders, and both long-term and newer residents.
6. How Insights Will Inform the Strategic Plan
Several early recommendations have emerged as a result of the review of Vision 2020 and other documents:
• Develop of 3–5 clear strategic priority areas
• Align with Measure P and capital investments
• Establish measurable outcomes and performance indicators • Integrate community input throughout the plan
7. NEXT STEPS
• Launch community survey
• Conduct stakeholder and focus group engagement
• Host community town hall
• Synthesize engagement findings
• Develop draft strategic priorities
Appendix
Discovery – Detailed Document Review
Document: 2020 Strategic Vision Date: May 2009
Purpose: Set strategic direction and priorities for Apple Valley Summary: The "Town of Apple Valley Vision 2020 Strategic Plan" outlines the community's roadmap for growth and development, focusing on providing "A Better Way of Life" through local control, public safety, development, services, and amenities.
Key Points and Themes:
• Mission Statement: Enhance residents' lives and plan for the community's future through local control of public safety, development, services, and amenities. • Core Values:
o Zoning Integrity: Protect and enhance residential neighborhoods. o Customer Service: Deliver timely, professional, and consistent services. o Public Safety: Ensure a safe and healthy environment. o Partnerships: Build strong collaborations with citizens, businesses, and other entities. o Fiscal Responsibility: Maintain honest, accountable, and sustainable governance. o Power of Team: Foster cooperation and creativity among employees. • Vision Statement: Apple Valley aims to be a premier community with first-class amenities, events, employment opportunities, public safety, and environmental stewardship. • Strategic Goals:
1. Transportation: Develop a comprehensive transportation system with improved roads, trails, and transit services.
2. Economic Development: Enhance the economic base through job creation, business attraction, and marketing.
3. Public Safety: Maintain and improve safety through gang prevention, retail security, and community engagement.
4. Public Infrastructure: Ensure adequate infrastructure, including wastewater treatment, water resource management, and public education.
5. Parks and Recreation: Expand parkland, recreational programs, and facilities.
6. Quality Staff: Attract and retain high-quality staff through competitive compensation, civic engagement, and work-life balance.
7. Community Enhancement: Foster civic pride through blight reduction, infrastructure maintenance, arts programs, and branding.
8. Destination: Position Apple Valley as a premier destination for events, amenities, and upscale living.
9. Sustainability: Promote environmental stewardship, fiscal responsibility, renewable energy, and green building practices.
10. Higher Education: Develop university-level educational opportunities through partnerships and feasibility studies.
Appendix
Implementation: Success depends on collaboration among Town staff, citizens, neighboring communities, businesses, and educational institutions.
The plan provides strategies, tactics, and benchmarks for achieving these goals, ensuring a sustainable and thriving future for Apple Valley.
Consultant Analysis & Insights:
Community Engagement
The plan lays out a sound mission and vision for Apple Valley. Most of the goals articulate a desired improvement with a list of priority actions. However, the 2020 Vision does not clearly describe what Apply Valley wants to be or the desired outcomes these goals and initiatives would achieve in the future.
Community Engagement should confirm these priorities while also attempting to gain an understanding of desired results for Apple Valley.
Strategic Planning
Ten priority goals is a lot to manage, implement and communicate in any organization. Additionally, through early leadership interviews, we have found that many Town leaders and staff could not cite all the goals, what was achieved under each and their role in goal implementation.
Harness Strategy will recommend that the new strategic plan focus on 3-5 priority goal areas that attempt to communicate the most important, desired outcomes for the Town. Goal areas should:
• Clearly describe the Town’s desired future state
• Translate vision into organizational focus, investment decisions, and accountability • Shift emphasis from lists of initiatives to outcomes and impact Document: Community Opinion Survey Date: October 2017
Purpose:
• To avoid self-selection bias and gather representative feedback from residents. • To assess satisfaction with municipal services, identify priorities, and evaluate perceptions of safety, parks, road conditions, neighborhood issues, and communication effectiveness.
Summary: This document is a comprehensive summary report of the 2017 Community Opinion Survey conducted for the Town of Apple Valley by True North Research. The survey aimed to provide statistically reliable insights into residents' satisfaction, priorities, and concerns regarding municipal services, facilities, and overall quality of life.
Key Points and Themes:
Quality of Life
• 68% of residents rated the quality of life in Apple Valley as excellent or good.
Appendix
• Top suggestions for improvement included enhancing public safety (13%), addressing water issues (13%), improving shopping/dining options (10%), and maintaining streets/roads (9%).
Town Services
• 71% of residents were satisfied with the Town's efforts to provide municipal services. • Maintaining streets and roads (94%), police services (93%), and attracting businesses/jobs (88%) were rated as the most important services.
• Residents were most satisfied with community events (91%), garbage/recycling services (91%), and animal sheltering/adoption services (90%).
Perceived Safety
• 87% of residents felt safe walking alone in neighborhoods and business areas during the day. • Safety perceptions dropped significantly after dark, with only 43% feeling safe in business areas and 57% in neighborhoods.
Parks, Recreation & Special Events
• 79% of households visited a park or recreation facility in the past year. • 45% of households visited parks at least once per month. • Parks were rated positively for appearance/cleanliness (66%), safety (60%), and amenities/equipment (59%).
Road Conditions
• 59% of residents rated road conditions on major streets as excellent or good. • Residential road conditions received lower ratings, with only 30% rating them as excellent or good.
Neighborhood Issues
• Speeding vehicles were the most common neighborhood issue (56% cited as a big/moderate problem).
• Other issues included poorly maintained landscapes/buildings (30%) and gang activity (23%).
Spending Priorities
• Top priorities for future spending included improving street maintenance (89%), attracting new employers/jobs (84%), and hiring more police officers (81%).
Communication
• Residents were most satisfied with the "Our Town" newsletter (63%) and the Town's website (56%).
• 67% of residents read the newsletter, and 60% visited the Town's website in the past year.
Appendix
• Facebook was the most preferred social media platform (53%), followed by Instagram (10%) and Twitter (4%).
Methodology
• The survey was conducted with 602 adult residents using a mixed-method approach (online and telephone) between September 18–28, 2017.
• The margin of error was ±3.97% at a 95% confidence level.
Conclusions
• Residents are generally satisfied with the Town's services and quality of life but identified areas for improvement, including safety/police presence, water rates, road maintenance, and attracting businesses (shopping)/jobs.
• Communication methods should balance traditional and digital channels to effectively reach diverse demographics.
This report provides valuable insights for the Town of Apple Valley to make informed decisions regarding service improvements, budgeting, and strategic planning.
Consultant Analysis & Insights:
Community Engagement
The survey provides valuable insight into resident satisfaction with quality of life and Town services as of 2017 and establishes a strong foundation for the community visioning effort. Future engagement should build on these findings rather than duplicate them, with a focus on assessing whether community priorities have shifted and clarifying long-term aspirations for Apple Valley.
Several findings warrant deeper exploration through targeted community engagement:
• Quality of life is rated positively overall, with most respondents indicating a desire for the Town to continue its current approach. However, there was a statistically significant decline in the share of respondents rating quality of life as Excellent compared to the 2011 survey. Ratings were lower among longer-term residents and respondents in their 20s and 30s. • Defining improvements proved challenging for many respondents, who struggled to articulate specific actions the Town could take to enhance quality of life. Future engagement will need to use tools such as scenario planning and trade-off exercises to surface priorities while avoiding an unrealistic or unfocused wish list.
• Overall satisfaction with Town services declined statistically between 2011 and 2017. • Senior services and the appearance of landscaping and facilities increased in importance during this period but continued to rank relatively low in satisfaction. Business attraction ranked lowest in satisfaction, while satisfaction with roads and police services also declined compared to 2011.
Recent Town Council and leadership interviews generally align with these survey findings, though some differences in priority ranking and emphasis have emerged.
Appendix
Document: Climate Action Plan Date: May 2021
Purpose: Outline strategies to reduce greenhouse gas (GHG) emissions and address climate change, aligning with California's statewide reduction targets set by Assembly Bill 32 (AB 32) and Senate Bill 32 (SB 32).
Summary: The plan includes detailed data on municipal solid waste, energy projections, transportation emissions, and climate targets for 2030, with reduction goals for various sectors. The CAP emphasizes strategies such as renewable energy adoption, energy efficiency, waste reduction, and sustainable development to combat climate change and improve community resilience.
Key Points and Themes:
The Town of Apple Valley's Climate Action Plan (CAP) 2019 Update outlines strategies to reduce greenhouse gas (GHG) emissions and address climate change, aligning with California's statewide reduction targets set by Assembly Bill 32 (AB 32) and Senate Bill 32 (SB 32). The plan includes detailed data on municipal solid waste, energy projections, transportation emissions, and climate targets for 2030, with reduction goals for various sectors. Key climate actions and targets include:
GHG Reduction Targets
1. 2005 Baseline: 748,912 metric tons of CO2 equivalent (MTCO2e).
2. 2020 Target: 15% reduction below 2005 levels (636,575 MTCO2e), achieved with 597,681 MTCO2e.
3. 2030 Target: 40% reduction below 2005 levels (449,347 MTCO2e), requiring an additional reduction of 148,334 MTCO2e from 2019 levels.
4. 2050 Target: 80% reduction below 2005 levels (149,782 MTCO2e).
Key Climate Actions
1. Energy Efficiency: Reduce electricity emissions through renewable energy portfolios, improved energy efficiency, and programs like Apple Valley Choice Energy (AVCE), which offers renewable energy options.
2. Transportation Improvements: Reduce on-road and transit vehicle emissions by improving fuel economy, adopting cleaner vehicle technologies, and expanding walking and biking infrastructure.
3. Waste Management: Implement strategies to reduce municipal and community waste emissions, including recycling and composting programs.
4. Municipal Measures: Plant trees, replace fleet vehicles with hybrid or alternative fuel vehicles, reduce energy use at Town facilities, and install energy-efficient fixtures.
5. Community Measures: Promote rooftop solar installations, energy-efficient appliances, and building retrofits.
Appendix
6. New Development Measures: Require energy-efficient building designs, promote mixed-use and high-density residential projects, and encourage renewable energy systems in new developments.
Achievements and Projections
• Electricity: Reduced emissions by 31.6% from 2005 levels. • Transportation: Reduced emissions by 20% despite increased vehicle miles traveled (VMT). • Solid Waste: Reduced emissions by 58.7% through waste diversion programs and landfill methane capture technology.
• 2030 Reduction Target: Achieve a townwide reduction of 83,756 CO2e tons compared to the business-as-usual forecast.
Implementation and Monitoring
The Town conducts annual reporting, collaborates with local stakeholders to ensure progress toward its climate targets, and updates the CAP every three years to capture the latest data, progress and strategies.
Consultant Analysis & Insights:
• California regulations require cities and counties to include climate adaptation and resiliency strategies in the safety part of their general plans. Perhaps an overarching resiliency/sustainability/safety goal would incorporate the CAP actions. • High Desert Regional Partnership promotes energy efficiency in the cities in its area. This may be a stakeholder for an interview or workshop.
• Except the Town Manager, no leader interviewed thus far has mentioned climate change as a risk or reducing energy and GHG emissions and sustainability as a priority. As such, it appears the report may be solely in response to State requirements.
Document: FY2025/2026 Adopted Budget Date: June 10, 2025 Purpose: The purpose of the Town of Apple Valley’s budget is to serve as a “blueprint” for providing Town services and as a working financial plan for the fiscal year. It also represents the official organizational plan by which, Town policies, priorities, and programs are implemented.
Summary: The budget document is the record of approval of the 2025/2026 budget and approved revenue and expenditures.
Key Points and Themes:
Key points from the document include:
• Community Engagement and Outreach: Expansion of the Public Information Office's reach through social media, newsletters, and storytelling campaigns to enhance transparency and community trust. Emphasis on public/private partnerships and community outreach to boost public involvement.
Appendix
• Environmental and Sustainability Initiatives: Implementation of organic waste recycling programs to comply with regulations, investment in storm drainage infrastructure, and sustainable energy solutions through Apple Valley Choice Energy. • Public Safety: Increased funding from Measure P for law enforcement and emergency preparedness, along with disaster training certifications and hazard mitigation planning. • Infrastructure and Transportation: Expansion of annual paving projects with a five-year budget of $18.1 million, development of a Complete Streets Plan, and investment in bicycle and pedestrian infrastructure to improve mobility and equity. • Economic Development and Partnerships: Active pursuit of public/private partnerships for funding projects, investment in the Singh Center for the Arts, and focus on economic growth. • Technology and Innovation: Implementation of asset management software for efficiency in maintenance and development of GIS tools for staff and public use. • Recreation and Community Services: Expanded recreation programs, aquatics facilities investment, and community events like golf lessons and clean-up initiatives. • Fiscal Responsibility: Revenue growth through Measure P, franchise fees, and diversified revenue sources, along with cost-effective debt management using bonds and compliance with legal debt limits.
• Strategic Planning: Alignment of budget and initiatives with Vision 2020 goals, long-term planning through the annual operating budget and five-year Capital Improvement Program, and conducting feasibility studies for project viability.
• Risk Management: Participation in the California Joint Powers Insurance Authority and selfinsurance programs to manage liabilities effectively. • Challenges and Opportunities: Active pursuit of grant funding for infrastructure and community development, despite reductions in some areas, and increased focus on public education and engagement to build trust and support for initiatives.
These points reflect Apple Valley's commitment to growth, sustainability, community well-being, and financial responsibility.
Major Changes from Previous Budgets
1. Increased Expenditures:
o Public Safety - Sheriff: Budget increased by 15.1%, primarily due to a 13.5% rise in County Sheriff contract services and the addition of $200,000 for police overtime. o Animal Services: Animal Control expenditures increased by 2.7%, while Animal Shelter expenditures rose by 8.6%, reflecting higher personnel costs and increased building maintenance and repair expenses.
o Aquatics: Significant increase in the budget (110.7%) due to new capital equipment and projects totaling $600,000.
2. Capital Improvement Projects:
Appendix
o Bear Valley Bridge Rehabilitation: Construction costs increased significantly, with a total project cost of $58.23 million, up from $4.05 million in the previous budget. o Yucca Loma Road Widening: The project cost increased to $8.58 million, up from $933,652 in the previous budget, reflecting the start of the second phase of construction.
o Powhatan Road Complete Streets: New project with a total cost of $2.33 million, focusing on pedestrian and bicycle infrastructure improvements. o Rancherias Plaza Frontage Road Conversion: New project with a budget of $250,000 for feasibility studies and design.
3. Revenue Adjustments:
o Measure P Sales Tax Revenue: Increased estimated revenue by 266.8%, reflecting the successful passage of the ballot measure to fund public safety and community services. o Solid Waste Franchise Fee: Increased by 88.9%, reflecting higher contract fees. o Apple Valley Choice Energy Revenue: Increased by 6.5%, reflecting growth in energy generation revenue.
4. Personnel Costs:
o Across multiple departments, regular salaries increased by 8.5%, reflecting adjustments for inflation and cost-of-living increases.
o PERS Unfunded Actuarial Liability (UAL) contributions increased by 14.5% across departments.
5. Operational Changes:
o Public Information Office: Expanded reach on social media platforms and increased visibility through new initiatives like bus shelter ads and community storytelling. o Emergency Preparedness: Increased focus on training, disaster council meetings, and hazard mitigation planning.
o Recreation Programs: Budget increased by 4.2%, with expanded offerings such as the Bunny Run and additional golf lessons.
6. Capital Equipment and Projects:
o Increased investment in capital equipment and projects across departments, including aquatics, recreation, and wastewater.
7. Grant Funding:
o Reduction in grant funding for certain projects, such as the Transportation Development Act Article 8 and Community Development Block Grant (CDBG) programs.
8. Debt Service:
o Principal payments increased by 100%, while interest payments decreased significantly, reflecting changes in debt servicing.
Appendix
These changes indicate a focus on infrastructure development, public safety enhancements, and community services, supported by increased revenues from Measure P and other sources.
Key points applicable to the development of Apple Valley's long-term strategy include
1. Financial Management:
o Maintain a General Fund Operating Reserve of 25% of budgeted appropriations and adhere to bond covenants for debt service reserves.
o Ensure a balanced operating budget with current revenues covering current expenditures, using fund balance only for one-time expenses. o Develop long-term revenue and expenditure forecasts and update user fees periodically to recover service costs.
o Use debt issuance primarily for capital improvement projects or large fixed assets, ensuring cost-effectiveness and compliance with legal limits.
2. Infrastructure and Development:
o Prioritize capital improvement projects such as Bear Valley Bridge Rehabilitation, Yucca Loma Road Widening, and Powhatan Road Complete Streets. o Update the Sewer System Master Plan to reflect new developments and land use changes.
o Develop a Complete Streets Plan to improve transportation equity, safety, and promote walking, biking, and public transit.
3. Economic Development:
o Explore revenue-generating services and identify new revenue streams. o Increase community engagement through education, outreach, and partnerships. o Develop public/private partnerships to fund projects and support economic growth.
4. Public Safety and Community Services:
o Enhance law enforcement resources and emergency preparedness using Measure P funding.
o Expand animal services programs and improve shelter services. o Maintain and expand parkland, aquatics, and recreational opportunities.
5. Environmental Stewardship:
o Implement organic waste recycling programs and develop storm drainage and sanitary sewer infrastructure.
o Expand affordable and sustainable energy solutions through Apple Valley Choice Energy programs.
6. Transportation and Mobility:
Appendix
o Prioritize roadway maintenance and repair projects based on the Pavement Management Plan.
o Develop bicycle and pedestrian infrastructure to connect key community locations.
7. Key Opportunities:
o Actively pursue federal and state grants for infrastructure and community development projects.
o Strengthen public involvement through outreach, events, and effective communication. o Invest in technology and innovation, such as GIS improvements, asset management software, and smart infrastructure.
8. Budget Planning and Management:
o Utilize the Capital Improvement Program (CIP) and Capital Budget for infrastructure development and long-term investments.
o Leverage diverse revenue sources, including property taxes, property transfer taxes, special revenue funds, and intergovernmental revenue.
9. Debt Financing and Financial Oversight:
o Use General Obligation Bonds, Revenue Bonds, and Mello-Roos Bonds for funding projects responsibly.
o Ensure borrowing within statutory limits and utilize self-insurance for risk management.
10. Strategic Collaboration:
o Collaborate with public entities through Joint Powers Authority (JPA) and Marks-Roos Bond pooling for shared services and reduced costs.
11. Assessment and Accountability:
o Conduct feasibility studies to evaluate financial viability and creditworthiness of projects.
o Use fund balance tracking and creditworthiness ratings for informed financial planning and borrowing decisions.
Consultant Analysis & Insights:
Below are observations on Apple Valley’s budget.
1. Strengths
• Balanced budget: Revenues ($127.4M) nearly cover expenditures ($140.5M), and enterprise funds typically carry reserves.
• Strong revenue diversification: Sales tax, property tax, enterprise revenues, impact fees, grants. • Contract-city efficiency: Lower overhead and pension exposure due to contracted services. • Large enterprise operations: AVCE and Waste Management provide stable, rate-based revenue streams.
Appendix
2. Risks / Constraints
• Low per-capita general revenues (~$500 per resident) limit discretionary spending. • High reliance on enterprise funds means the general fund is relatively lean. • Infrastructure needs likely exceed current capacity. Streets, stormwater, and capital projects rely heavily on:
o Measure I
o SB1
o Gas Tax
o Impact fees These are volatile and insufficient for major long-term capital backlogs. • Public safety costs are rising faster than revenues. The Sheriff contract increases typically outpace revenue growth.
3. Budget and Long-Term Goal Alignment
Apple Valley’s Vision 2020 goals include:
• Adequate infrastructure
• Thriving economy
• Strong transportation system
• Ample parkland
• High-quality staff
Given current revenue levels, the Town may struggle to fund major capital improvements or expand services without:
• New revenue sources
• Bonding/financing
• Grants
• Development-driven impact fees
• A voter-approved revenue measure (e.g., sales tax)
Special note: Measure P was not part of the budget for 2025-2026. It will provide new revenue for public safety, streets, homelessness response, parks maintenance, and other core services in the 2026-2027 budget. It is expected to generate about $9 million per year, which is an 18% increase, and the Town has already begun planning to use it for sheriff staffing and infrastructure maintenance. See section on Measure P below.
Document: Measure P – Town of Apple Valley Local Transactions and Use Tax (1% Sales Tax) Date: Approved by voters November 2024; revenue collection begins in 2025 Purpose: Measure P was placed on the ballot to provide a stable, locally controlled revenue source to support essential Town services. Although legally a general tax, the Town communicated clear priorities for its use: public safety, street and infrastructure maintenance, homelessness response, and community services. The measure is expected to generate approximately $9 million annually, significantly expanding the Town’s discretionary revenue base.
Summary: Measure P authorizes a 1% local sales tax within Apple Valley. Revenue is unrestricted but intended to address long-standing service and infrastructure gaps. The measure was approved by a Appendix
majority of voters, reflecting community willingness to invest in safety, quality of life, and local control.
Funds will begin appearing in Town budgets after the FY 2025–26 cycle, meaning the adopted budget you reviewed does not yet reflect Measure P revenue.
Key Points and Themes:
• New, ongoing revenue source: Approximately $9M per year, increasing the Town’s General Fund by ~18%.
• Locally controlled: Funds cannot be taken by the State and must remain in Apple Valley. • Public safety emphasis: Town communications highlight hiring additional deputies, improving 911 response time, and reducing crime.
• Infrastructure and maintenance: Measure P is positioned to support street repair, pothole maintenance, and upkeep of public spaces.
• Community priorities: Homelessness response, business district cleanliness, and park maintenance were frequently cited needs.
• Oversight and transparency: The Town is establishing a Measure P oversight committee to ensure funds are used as promised.
• Not included in FY 25–26 budget: The timing of revenue collection means the current adopted budget does not yet show Measure P as a revenue source.
Consultant Analysis & Insights:
Community Engagement
While Measure P was not part of the formal strategic planning documents, its passage reflects strong community sentiment around:
• Safety and crime prevention
• Visible infrastructure improvements
• Clean and well-maintained public spaces
• Desire for local control over revenue
• Willingness to support higher service levels through taxation The measure itself functioned as a large-scale community engagement effort: voter approval signals broad alignment with the Town’s stated priorities.
Strategic Plan Implications
Measure P materially changes the Town’s fiscal landscape and should be explicitly integrated into the strategic visioning process. Key implications include:
Strengthened Capacity for Public Safety
The Town can now:
• Add personnel
• Expand specialized units
• Improve response times
• Stabilize long-term sheriff contract costs
This directly supports Vision 2020 Goal #1: A Safe Community.
Appendix
Improved Ability to Maintain Infrastructure
While $9M/year will not close long-term capital gaps, it provides:
• Reliable funding for routine maintenance
• Flexibility to match grants
• Capacity to address deferred maintenance
This supports Vision 2020 Goals #2 and #4: Infrastructure and Transportation.
Enhanced Organizational Stability
Measure P revenue:
• Reduces pressure on the General Fund
• Supports competitive staffing and retention
• Allows the Town to modernize systems and service delivery • This aligns with Vision 2020 Goal #6: Highest Quality Staff.
Expanded Opportunity for Strategic Investment
With a more stable revenue base, the Town can:
• Pursue catalytic economic development projects
• Invest in community amenities
• Strengthen partnerships with regional agencies
This supports 2020 Vision Goals #3, #5, and #7.
Need for Clear Prioritization
Because Measure P is a general tax, the Town must:
• Establish transparent spending priorities
• Communicate progress to residents
• Integrate Measure P into long-term financial planning and capital forecasting This is essential for maintaining public trust and aligning with Goal #8: Revenue Generation.
Document: Citizen Budget Advisory Committee Survey Results (Microsoft Forms) Date: 2021 Purpose: The Citizen Budget Advisory Committee survey was designed to gather resident input on potential cost-saving measures, revenue-generating options, and service priorities during a period of fiscal constraint. Conducted several years before Measure P, the survey provides insight into community values and tolerance for various budget strategies, including taxation, service reductions, and operational changes.
Summary: The survey collected 14 responses and asked participants to rate a series of budget strategies on a scale from “Would Not Recommend” to “Highly Recommended.” The results reveal a clear pattern:
residents strongly opposed cuts to core services (especially public safety and recreation), were open to targeted revenue strategies, and supported exploring new funding mechanisms rather than reducing service levels. Notably, the survey showed strong support for a special or general tax ballot measure, foreshadowing the eventual passage of Measure P in 2024.
Appendix
Key Points and Themes:
• Strong support for new revenue sources: The “Special Tax/General Tax Ballot Item” received the highest combined “Preferred” and “Highly Recommended” ratings (12 out of 14 respondents). • Protection of public safety: Residents overwhelmingly rejected canceling the Sheriff contract or self-policing (13 of 14 opposed). They also supported adopting a policy to cap the Sheriff contract at 45% of the General Fund, signaling concern about rising costs but not a desire to reduce service levels.
• Resistance to service cuts: Respondents opposed reductions in recreation programs, staff salaries, furloughs, and closing parks or facilities.
• Openness to asset-based revenue strategies: Inventorying and selling surplus property, soliciting bids for golf course management, and exploring Hilltop House opportunities all received strong support.
• Interest in targeted assessments: A property tax assessment for the golf course area received mixed but generally positive support.
• Support for strategic growth: Annexation of additional sphere-of-influence areas was viewed favorably, reflecting interest in long-term economic development and tax base expansion.
Contractor Analysis & Insights:
Community Engagement
Although the sample size was small, the survey reflects a consistent and coherent set of community values:
• Maintain public safety as the top priority
• Preserve parks, recreation, and amenities that define quality of life • Avoid cuts that reduce service levels or harm employees • Pursue new revenue sources rather than austerity
• Leverage Town assets (property, facilities, partnerships) to generate value • Support long-term growth and economic development
These themes align closely with later community behavior — most notably, the approval of Measure P — suggesting that resident sentiment has been stable over time.
Strategic Plan Implications
The survey provides important context for Apple Valley’s strategic visioning process, especially when viewed alongside Measure P and the FY 2025–26 budget.
1. Reinforces Public Safety as a Core Community Priority Residents rejected any reduction in law enforcement services and supported policies to manage costs responsibly. This aligns with Vision 2020 Goal #1: A Safe Community.
2. Validates the Town’s Revenue Strategy
The strong support for a tax measure in 2021 directly foreshadows the successful passage of Measure P in 2024. This demonstrates:
• Community willingness to invest in services
Appendix
• Alignment between resident priorities and Town fiscal policy • A mandate for sustainable revenue generation
3. Confirms the Importance of Parks, Recreation, and Amenities Residents opposed cuts to recreation programs and park subsidies, reinforcing Vision 2020 Goal #5:
Ample Parkland and Diverse Recreational Opportunities.
4. Encourages Asset Optimization
Support for:
• Surplus property sales
• Golf course management bids
• Hilltop House redevelopment …indicates that residents favor strategic use of Town assets to strengthen financial stability.
5. Supports Growth and Economic Development
Positive responses to annexation and facility improvements align with Vision 2020 Goals #3 and #7:
• A Thriving Economy
• Promote Partnerships
6. Provides a Baseline for Long-Term Fiscal Planning
The survey shows that even before Measure P, residents preferred:
• Revenue generation over service cuts
• Strategic investment over austerity
• Maintaining quality of life as a central value
This context is essential for interpreting the Town’s current fiscal posture and planning future initiatives.