Item Number: 9
City Council / Board of Directors
Written Communications
Meeting of: April 16, 2024
Submitted By:
Donna Meester, Director of Community Services
Subject:
Energy Efficiency and Conservation Block Grant Authorizing Resolution Recommendation:
That the Honorable City Council adopt Resolution No. 24-029 authorizing the City Manager or his designee to submit an application for the Energy Efficiency and Conservation Block Grant and execute all grant related documents.
Fiscal Impact:
There is no fiscal impact at this time. If the grant funds are awarded, staff will bring back the item to accept the awarded grant funds.
Strategic Plan Goal:
This item aligns with Strategic Goal E - Investment in Infrastructure: Creating a healthy and livable community by maintaining the City's assets through investment in infrastructure and innovations.
Background:
The Department of Energy has established an Energy Efficiency and Conservation Block Grant (EECBG) which is funded by the Infrastructure Investment and Jobs Act (IIJA). The IIJA provides $550 million for EECBG Programs until funds are expended. The EECBG awards funds through a set formula rather than a competitive grant process. The EECBG funds available and assigned to the City are $173,590.00 without a required match. In coordination with the Inland Regional Energy network (I-REN), a partner with San Bernardino Council of Governments (SBCOG), staff is seeking authorization to submit an application, due April 30, 2024, for the allocated funds.
The EECBG Program is designed to assist eligible local governments in implementing strategies to reduce fossil fuel emissions, reduce total energy consumption, and improve energy efficiency in the transportation and building sectors. Staff intend to utilize grant 3 5
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funds to begin upgrades to the City’s Energy Management System (EMS). The EMS controls the Heating, Ventilation, and Air Conditioning (HVAC) system at City Hall.
Installation of a new EMS will benefit the City by reducing utility costs and lowering our carbon footprint, as well as providing a return on investment.
One major benefit of implementing an energy management system is the reduction in operational costs for heating, cooling, lighting, and water services. An EMS continuously tracks energy usage and stores this data to provide historical energy performance, allowing calculated cost predictions for future usage. The carbon footprint of City property is the total amount of greenhouse gases generated by the actions and is directly linked to the energy that it consumes. Having a system in place to continuously measure and control this, assists in highlighting deficiencies that can be improved upon to reduce the environmental impact.
Energy Management Systems often come with built-in cost-saving features such as emitting lower power during peak periods, offering revenue-generating programs, while also identifying if there are any possible energy leaks. These benefits alone are expected to expedite the return on investment after the initial installation cost of an EMS.
The City’s current EMS was installed during the City Hall Expansion Project in 2006.
Unfortunately, the system is obsolete as the software is no longer supported and replacement parts are no longer manufactured. In recent years, there have been control failures within the EMS due to malfunctioning components. Staff have been able to repair the failures so far but anticipate this will become more difficult in the future and could result in a shutdown of the City Hall HVAC system.
Discussion:
Modern EMS have new key features not found in our existing system. An “Activity Dashboard” allows users to quickly understand how efficiently they utilize energy in their facility by calculating and displaying their energy consumption. Email or text notifications may be sent when consumption values exceed pre-defined thresholds based on consumption or cost. Web-based systems provide real-time monitoring, data analysis, key performance indicator measurements, and visualization of energy consumption and savings from anywhere with internet or WiFi connectivity. Multiple site management is used to monitor and control multiple facilities within an organization with a single EMS.
An upgrade of the City’s EMS is estimated between $450,000 to $650,000. The receipt of the EECBG funds will enable staff to begin Phase I of replacing the EMS. Phase I will include purchase and installation of software, control modules, and associated work for a section of City Hall. Although no match is required, staff are planning to request $26,410.00 in the Fiscal Year 2024/2025 budget to supplement the grant and support this effort. As additional funds become available, staff will continue to phase out the existing EMS, and move equipment into the new system.
In accordance with V.M.C. 2.28.060 (e) (10), staff is seeking Council approval of Resolution No. 24-029 (Attachment A) authorizing the City Manager or his designee to 3 5
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proceed with the submittal of application for the EEGBG Program (Attachment B) enabling the City to receive $173,590.00 without a required match.
Staff is available for questions.
Attachments: A. Resolution No. 24-029
B. EECBG Application
C. Terms and Conditions
Attachment A
Resolution No. 24-029
RESOLUTION NO. 24-0 29
A RESOLUTION OF THE CITY OF VICTORVILLE AUTHORIZING THE CITY
MANAGER OR HIS/HER DESIGNEE TO SUBMIT AN APPLICATION FOR AN ENERGY
EFFICIENCY AND CONSERVATION BLOCK GRANT PROGRAM AND EXECUTE
ALL GRANT RELATED DOCUMENTS
WHEREAS, the City of Victorville has identified the Depar tment of Energy’s, Ener gy Efficiency and Conservation Block Grant (EECB G) program to support pr ojects aimed to reduce the City’s energy us age; and
WHEREAS, the Department of Energy has established procedures governing the administration of the EEGBG program; and
WHEREAS, the Department of Energy’s procedures for administration of the EEGBG program require, among other things, that an applicant to designate a representativ e as the point of contact related to the administration of the EECBG program; and WHEREAS, on April 28, 2023, the City of Victorville submitted a Pre-Award Information Sheet to the Department of Energy to expres s interest in the EECBG program.
NOW, THEREFORE, BE IT RESOLVED that the City of Victorville authorizes the submittal of application to the Department of Energy for the EECBG progr am; and BE IT FURTHER RESOLV ED that the City Manager or his/her designee is hereby authorized and empowered to ex ecute in the name of the City of Victorville all grant documents, including but not limited to, applications, agreements, amendments, and requests for payment, necessary to secure grant funds and implem ent the approved grant project.
Attachment B
Exhibit A
Exhibit B
Exhibit C
Attachment C
Item Number: 10
City Council / Board of Directors
Written Communications
Meeting of: April 16, 2024
Submitted By:
Doug Mathews, Director of Public Works and Water
Fredy Bonilla, City Engineer
Subject:
Fiscal Year 2023/2024 Budget Amendment – Victor Valley Wastewater Reclamation Authority (VVWRA) Connection Fees
Recommendation:
That the Honorable City Council adopt Resolution No. 24-028 amending the budget for Fiscal Year 2023-2024 to increase the revenue and expenses associated with passthrough connection fees collected on behalf of Victor Valley Wastewater Reclamation Authority in the amount of $656,000.
Fiscal Impact:
Proposed Resolution No. 24-028 will increase both the revenue and expense accounts associated with the collection of connection fees on behalf of VVWRA by $656,0000 each, resulting in a net fiscal impact of $0.00 to the City for the current fiscal year.
The associated account codes are:
• 4250710-44920, VVWRA Connection Fee (Revenue)
• 4250710-52380, VVWRA Pass Thru Connection Fee (Expense) Strategic Plan Goal:
This item aligns with Goal A – Financial Sustainability, as we are collecting connection fees to ensure proper financial resources for the regional treatment plant that provides services in service Area A.
Background:
The City of Victorville’s sewer collection system for the disposal and treatment of wastewater from residents and businesses is divided into two service areas. The Victor Valley Wastewater Reclamation Authority (VVWRA) services Area A and the City’s 3 5
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Industrial Wastewater Treatment Facility (IWWTF) services Area B. A map of these service areas has been included as Attachment C.
Pursuant to Victorville Municipal Code Section 10.01.040 (Attachment B), the City collects all sewer connection fees associated with Service Area A on behalf of VVWRA. The funds collected are then paid to VVWRA on a monthly basis.
Discussion:
Funds are budgeted annually for VVWRA’s connections by tracking development trends within the City and estimating the number of connection fees for the fiscal year. The budgeted funds for the current fiscal year were estimated at $950,000 for both revenue and expense accounts. The connection fees collected as of the end of March 2024 are $1,165,577. It is estimated that an additional $440,423 in connection fees will be collected for April - June. Thus, the additional appropriation needed to make VVWRA current is $215,577 + $440,423 (April – June) = $656,000, for a total budget of $1,606,000.
Staff recommends that the City Council adopt Resolution No. 24-028 amending the budget for Fiscal Year 2023-2024 to increase the revenue and expenses for connection fees collected on behalf of VVWRA in the amount of $656,000.
Staff remains available for any questions the City Council may have.
Attachments: A. Resolution No. 24-028
B. VMC Section 10.01.040(c)
C. Service Area Map
3 5
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Attachment A
3 5
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RESOLUTION NO. 24-028
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VICTORVILLE AMENDING THE ANNUAL BUDGET FOR FISCAL YEAR 2023-2024
WHEREAS, the City Manager of the City of Victorville did heretofore submit to the City Council an estimate of the expenditures and revenues of the City departments and offices, together with a proposed budget for the fiscal year 2023-2024; and WHEREAS, copies of said budget were prepared and distributed to the City Council, approved by the City Council prior to June 30, 2023, and have been available for the inspection by the public in the office of the City Clerk of the City of Victorville; and WHEREAS, after preparation of the budget, a need to amend the budget is being recommended to the Council for approval; and
WHEREAS, the City Manager or his designee will provide all necessary justification for the budget amendment as an attachment to this resolution or in the associated City Council agenda report.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF VICTORVILLE DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the annual budget for the fiscal year 2023-2024 for the City of Victorville be hereby amended to reflect a change in the amounts and associated accounts listed below and as described in the corresponding Agenda Item.
Account Amount Adjusted
4250710-44920 $656,000
4250710-52380 $656,000
SECTION 2. That copies of such amended budget, certified by the City Clerk, shall be filed with the auditors of the City of Victorville and in the office of the City Clerk for public inspection and certified copies thereof shall be made available for use by City departments, offices and subsidiary districts of the City.
Attachment B
Victorville, CA Code of Ordinances
about:blank 1/4
a.
b.
10.01.040 - Sewer capacity charges.
Definitions. Sewer capacity charges (as defined in Government Code Section 66013) have been established for residential and non-residential development on a per equivalent dwelling unit ("EDU") basis as part of the City's Development Impact Fee program as set forth in Section 16-5-
01.080 of Title 16 of this code. An EDU represents the estimated daily sewer flow of a typical single-family dwelling unit, which is approximately one hundred forty-nine gallons per day (gpd) or twenty plumbing fixture units as defined in the latest version of the California Plumbing Code as adopted by the city in Title
16 of this code. An EDU analogue may also be determined using the projected daily average sewer flow as provided by the prospective development and dividing that flow by 149 gpd.
Calculation. The total sewer capacity charge per house, habitation, structure, or other development is calculated by multiplying the currently applicable per EDU sewer capacity dollar amount (as set forth in the city's most recently adopted Development Impact Fee master fee schedule) by the applicable number of EDUs. The following table provides the generally- applicable minimum number of EDUs for various types of development. However, to ensure that the city's sewer system provides adequate capacity to serve new development and to account for potential classification anomalies, the city retains the discretion to use the minimum EDUs set forth in the table below or a flow-based EDU analogue as described in subdivision a. of this section to calculate the appropriate total sewer capacity charge:
Type of ConnectionDescription Minimum
EDU
Residential:
Single family
dwellings
Twenty (20) plumbing xture units (PFU) or less;
incremental charges added proportionally for
connections in excess of twenty (20) PFUs.
1.000
Multi-family
dwellings
Per dwelling unit 0.916
Trailer or mobile
home park
Per space 1.000
Commercial:
4/5/24, 4:51 PM Victorville, CA Code of Ordinances
about:blank 2/4
Motels Per dwelling unit; one-quarter (0.25) additional EDU for each dwelling unit with kitchen.
0.500
Hotels Per bedroom; one-quarter (0.25) additional EDU for each dwelling unit with kitchen.
0.500
Animal clinics 3.000
Barber shops 1.300
Beauty shops 1.300
Bottling works (soft
drink)
4.000
Churches Without kitchen 1.000
Churches With kitchen 2.000
Churches with
schools
See Elementary Schools, High Schools, and Junior High
Schools.
1.000
Factory One additional EDU for each ten or fewer employees after the rst ten. The city reserves the right to determine that a particular class of industrial customer shall be subject to these provisions or any modi cation thereof.
In such event, the a ected customers shall be given at
least fourteen days' written notice prior to a hearing by the city council thereon.
4.000
Food market One additional EDU per month for commercial garbage grinder.
1.000
Hospital One additional EDU for up to each two beds after the rst two.
1.000
Victorville, CA Code of Ordinances
about:blank 3/4
Industrial The greater of: One additional EDU for each ten or fewer employees after the rst ten; or number of EDUs to be
determined based on plumbing xture counts. The city
reserves the right to determine that a particular class of industrial customer shall be subject to these provisions or any modi cation thereof. In such event, the a ected
customers shall be given at least fourteen days' written notice prior to a hearing by the city council thereon.
4.000
Laundries and
laundromats
One additional EDU for each three or fewer machines
after the rst three.
1.000
Libraries 1.000
Mortuary 2.000
Professional buildingPer suite 1.000
Public buildingsThe greater of:
One additional EDU for up to each additional ten
employees after the rst ten; or
Number of EDUs to be determined based on plumbing
xture counts.
1.000
Restaurants with barOne additional EDU for up to each fteen seats after rst thirty.
Drive ins—Each one service space equals four seats.
4.000
Restaurants without
bar
One additional EDU for up to each fteen seats after rst thirty.
Drive ins—Each one service space equals four seats.
2.000
Rest homesOne additional EDU for up to each three beds after the rst three.
1.000
Victorville, CA Code of Ordinances
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c.
Elementary schoolsOne additional EDU for up to each twenty-three average daily attendance after the rst twenty-three.
1.000
High Schools and
Junior High Schools
One additional EDU for up to each fourteen average
attendance after the rst fourteen.
1.000
Service stations with
rack
4.000
Service stations
without rack
2.000
Service stations with
RV dumping station
3.000
Taverns
One additional EDU for up to each fteen seats after rst thirty.
Drive ins—Each one service space equals four seats.
2.000
Theaters Each sewer connection 2.000
General Commercial
—Establishments not
listed above or
separately classi ed
by future action of
the council
Number of equivalent EDUs to be determined based on
plumbing xture counts.
1.000
The city further collects a regional VVWRA connection fee for capacity in the regional interceptor sewer and treatment facilities. This regional connection fee is set by and subject to inflationary adjustment as determined and approved by the VVWRA commission. (Ord. No.
2378 , § 4, 6-19-18; Ord. No. 2444 , § 6, 10-17-23)
Attachment C
Item Number: 11
City Council / Board of Directors
Written Communications
Meeting of: April 16, 2024
Submitted By:
Jennifer Thompson, City Clerk
Subject:
Update of Old Town Specific Plan and the Strategic Plan as it relates to lighting in Old Town
Recommendation:
Any action is at the discretion of Your Honorable City Council.
Fiscal Impact:
There is no fiscal impact associated with this item.
Background:
At the City Council meeting of April 2, 2024, it was moved by Council Member Jones and unanimously approved to agendize an item for discussion and possible action regarding an update of our Old Town Specific Plan and the Strategic Plan as it relates specifically to lighting in Old Town.
Discussion:
This item is being presented to Council so that Council can further discuss and determine whether they wish to update the Old Town Specific Plan and the Strategic Plan as it relates specifically to lighting in Old Town.
Staff remains available for any questions or comments you might have.
Attachments: A. Staff Report of August 20, 2019 (As Background) B. Memorandum of December 1, 2022 (As Background)
C. Old Town Lighting Map
D. Victorville Strategic Plan 2023-2026
E. Old Town Specific Plan (Sections 6 & 7)
ATTACHMENT A
ATTACHMENT B
ATTACHMENT C
'D' STREET
SECOND STREET
'E' STREET
'C' STREET
FIFTH STREET
'B' STREET
'A' STREET
FORREST AVENUE
B.N.S.F.
EIGHTH STREET
TENTH STREET
SEVENTH STREET
ATTACHMENT D
Adopted By
City Council
October 2020
Strategic Plan October 2020
Prepared for the City of Victorville by Management Partners
Strategic Plan October 2020
Table of Contents
Table of
Contents
Message from the City Manager ................................ 3 Mission, Vision and Values ......................................... 6 City Council Norms for Effective Governance ............. 8 Multi-Year Goals ........................................................ 9 Council’s Priorities for FY 2020-21 ............................ 10 Goal A. Financial Sustainability ................................ 11 Goal B. Public Safety ............................................... 12 Goal C. Community and Economic Development ...... 13
Goal D. Reduce Homelessness ................................. 14 Goal E. Invest in Infrastructure ................................ 15 Goal F. Communication and Outreach ...................... 16 Goal G. Organizational Effectiveness and
Sustainability ........................................................... 17 Conclusion ............................................................... 18 Attachment A: Strategic Plan Approach ................... 19 Attachment B: Environmental Scan Highlights ......... 20
Message from the City Manager Page 3
Strategic Plan October 2020
Message from the City Manager
Victorville is fortunate to have elected officials, staff and community members who continually work together to make our community a great place for people to raise families, run their businesses, gather with friends, and enjoy life. I am pleased to present this Strategic Plan. We created the plan through a process involving input from employees, our community, the City Council, and our staff leadership team.
This three-year Strategic Plan sets forth the mission of our city, a vision for the future, a set of values, and seven goals for the future. Each of the goals has a set of strategies for achieving the goals. Our plan focuses on City Council priorities of financial sustainability, public safety, infrastructure, homelessness, community and economic development, communication, and organization sustainability.
I look forward to working in partnership with our terrific team in implementing this Strategic Plan to make Victorville even better in the future.
Keith C. Metzler
City Manager
Message from the City Manager Page 4
Strategic Plan October 2020
About the Victorville Community
Population
122,385
Race/Ethnicity
54% Hispanic or Latino
22% White
17% Black
4% Asian
Median Household Income
$50,691
Fifth Largest City in San
Bernardino County
Source: US Census Bureau 2019
10,854 14,220
40,674
64,066
115,903 127,908 135,105
150,644
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Population History and Projections
2,858
7,715
16,213
21,401
33,408 35,152 38,382 41,611
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Number of Dwellings by Decade
Message from the City Manager Page 5
Strategic Plan October 2020
About Our City Government
The City provides a wide range of services, including parks and recreation, police, fire, public works, water utilities, economic development and community development services. The City of Victorville also operates the Southern California Logistics Airport, the former George Air Force Base that now serves as a regional industrial airport.
Citizens of
Victorville
Police
City Council
City Manager City Attorney
Public Information
Officer
Fire
Economic
Development Engineering
Risk Management
Southern
California
Logistics Airport
City Clerk
Victorville
Municipal Utilities
Services
Deputy City
Manager
Deputy City
Manager
Finance Human Resources
Recreation and
Library
Code ComplianceBuilding
Public Works and
WaterPlanning
Mission, Vision and Values Page 6
Strategic Plan October 2020
Mission, Vision and Values
This strategic plan includes a mission, vision and values for the City of Victorville. These were developed through collaborative discussions of City Council and the staff leadership team.
The mission states
the purpose of the
organization.
The vision
Is about the future of
the City of Victorville.
Mission
Enhancing the lives of those who live and work in
Victorville through commitment, engagement and
transparency, providing high quality public services
so all may thrive.
Vision
The key city of the High Desert for opportunity,
inclusiveness and prosperity leading to a bright
future.
Strategic Plan October 2020
Our organizational
values provide the
basis for how we work
to achieve our mission
and vision.
Values
Excellent Customer Service: We commit to being
responsive to individuals, listening to the community,
and serving all with compassion and excellence.
Integrity: We model ethical behavior in our words and
actions. We lead by example to positively represent the city and community.
Accountability: We work to the highest standards of
proficiency and expertise. We are accountable to the
public, the City of Victorville and ourselves.
Transparency: We safeguard the public trust through
open communication and honest business practices. Our
credibility depends on our conduct and stewardship of
all resources.
City Council Norms for Effective Governance Page 8
Strategic Plan October 2020
City Council Norms for Effective Governance
Effective governance is
enhanced by agreed
upon norms
As the first part of the strategic planning process, the City Council held a Council governance workshop on February 25, 2020 to establish operating norms, review roles and responsibilities of city leaders, develop a shared understanding of best governance practices, and strengthen teamwork. The Council agreed to a set of 13 norms for effective governance.
1. We conduct ourselves in a professional manner.
2. We respect open government.
3. We value civil, intelligent public discourse.
4. We seek to be efficient in our meetings.
5. We treat all members of the public with respect.
6. We understand our role in contributing to a positive workplace environment.
7. We respect the Council-Manager form of government, and Councilmembers do not interfere with the role of the City Manager or any professional duties of City staff.
8. We keep confidential matters confidential.
9. We know that a good working relationship between Councilmembers and with staff fosters good goal setting, policy making and service delivery.
10. We understand that the Council acts as a body, all members are equal, and policy direction is only given by a majority vote of the Council.
11. We understand that staff is obligated to implement decisions made by the Council, even if one of us doesn’t agree with the Council’s decision.
12. We are prepared for Council meetings and ask our questions of staff in advance so we can avoid surprising staff at the meetings. We know this is good teamwork.
13. We act with high integrity in all matters and follow our code of ethics.
Multi-Year Goals Page 9
Strategic Plan October 2020
Multi-Year Goals
Seven
Multi-Year
Goals
For each goal, a
number of
strategies have
been identified.
Those are shown
on subsequent
pages.
Goal A. Financial Sustainability
Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.
Goal B. Public Safety
Implement public safety strategies to support a thriving and growing community.
Goal C. Community and Economic Development
Support the economic vitality and preservation of the community for all its members.
Goal D. Reduce Homelessness
Implement effective solutions to reduce homelessness.
Goal E. Invest in Infrastructure
Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and innovations.
Goal F. Communication and Outreach
Build strong connections with community partners, residents, and employees.
Goal G. Organizational Effectiveness and Sustainability Provide high-quality services through a commitment to local government best practices and employee development, support, and retention.
Council’s Priorities for FY 2020-21 Page 10
Strategic Plan October 2020
Council’s Priorities for FY 2020-21
Each year,
the Council and
staff will update
the Strategic Plan.
The City Council
will identify its
top priorities
for the next year.
At its July 2020 strategic planning workshop, the City Council identified its priorities for FY 2020-21.
Nine Priorities
Goal A, Strategy 2. Maintain adequate reserves in the general fund in order to protect against fluctuations in the economy, unexpected expenses and to meet or exceed the Government Finance Officers Association recommended standard.
Goal A, Strategy 3: Identify new revenue opportunities and cost control measures.
Goal B, Strategy 1. Propose a tax measure (general purpose transactions and use tax) on the November 2020 ballot to support public safety and other community needs.
Goal D, Strategy 2. Provide leadership and support through the Homelessness Solutions Task Force.
Goal D, Strategy 5. Strengthen collaborations with the County and other entities to identify new funding opportunities and expand partnerships for homelessness services.
Goal E, Strategy 3. Complete the Library Master Plan and develop implementation strategies to improve and enhance Library services in the community.
Goal E, Strategy 8. Complete the Parks and Recreation Master Plan and determine priorities for implementation.
Goal F, Strategy 4. Launch “Victorville 101” to educate employees and residents about their City government and work towards customer service enhancements.
Goal F, Strategy 5. Increase and expand community events and activities (such as movies and concerts in the park and pop-up activities), public health orders and guidelines permitting.
Goal A. Financial Sustainability Page 11
Strategic Plan October 2020
Goal A. Financial Sustainability
Foster fiscal health
through disciplined long-
term planning, cost
control, increased
revenues, and cost
recovery.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Maintain a long-term financial model for the General Fund which includes anticipated consequences of the pandemic on City revenues and expenditures. (Year 1)
2. Maintain adequate reserves in the general fund in order to protect against fluctuations in the economy, unexpected expenses and to meet or exceed the Government Finance Officers Association recommended standard. (Year 1)
3. Identify new revenue opportunities and cost control measures. (Year 1) a. Develop a multi-year plan and specific strategies to address pension obligations in light of increasing pension costs and resulting pressures on the general fund. (Year 2)
b. Develop and implement a storm drain rate plan to support operating and capital needs. (Year 2)
c. Update all development impact fees. (Year 2)
d. Conduct a citywide fee study to determine if fees are covering costs or require a subsidy. (Year 1)
e. Implement proactive business licensing activities in order to increase revenue opportunities. (Year 3)
Goal B. Public Safety Page 12
Strategic Plan October 2020
Goal B. Public Safety
Implement public
safety strategies to
support a thriving
and growing
community.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Propose a tax measure (general purpose transactions and use tax) on the November 2020 ballot to support public safety and other community needs. (Year 1)
a. Prepare a Fire Department Master Plan, including a Community Risk Assessment, to set a strong foundation for the future, which includes service levels, resources needed, funding options, and a communication plan. (Year 1)
b. Transition the operating focus of code enforcement to proactive enforcement with the addition of human resources to allow the additional work. (Year 2)
c. Transition the focus of animal services to include active public information and outreach, and increase services to reflect higher needs in the community. (Year 2)
d. Increase police resources to reduce response times, engage in proactive policing and enhance the level of traffic enforcement within the community. (Year 2)
2. Assess the feasibility and cost of achieving accreditation for the Victorville Fire Department, and if determined to be feasible, initiate the process. (Future Years)
Goal C. Community and Economic Development Page 13
Strategic Plan October 2020
Goal C. Community and Economic
Development
Support the economic
vitality and preservation
of the community for all
its members.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Develop and implement strategies to assist businesses in re-opening following State guidelines related to COVID-19. (Year 1)
2. Implement the Community Revitalization and Investment Authority (CRIA) for Old Town. (Year 1)
3. Implement an Old Town façade improvement program. (Year 3)
4. Complete the 7th Street – Old Town streetscape to provide an upgraded appearance for the area. (Year 2)
5. Complete next phase of airport runway reconstruction projects, and complete the design and construction of substation to support the growth at the airport. (Year 1)
6. Utilize incentive of Opportunity Zones to bring investment in the city. (Year 1)
7. Implement the vacant property registration system. (Year 1)
8. Attract new businesses to the community. (Year 1)
Goal D. Reduce Homelessness Page 14
Strategic Plan October 2020
Goal D. Reduce Homelessness
Implement effective
solutions to reduce
homelessness.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Establish a wellness and recuperative care center as a navigation, resource and shelter for homeless and at-risk population. (Year 1)
2. Provide leadership and support through the Homelessness Solutions Task Force. (Year 1)
3. Expand on the existing homelessness outreach network in order to effectively engage the homeless community in services. (Year 1)
4. Evaluate the effectiveness of coordination of homelessness services. (Year 1)
5. Strengthen collaborations with the County and other entities to identify new funding opportunities and expand partnerships for homelessness services. (Year 1)
6. Pursue a balance between enforcement and services. (Year 3)
Goal E. Invest in Infrastructure Page 15
Strategic Plan October 2020
Goal E. Invest in Infrastructure
Create a healthy and livable
community by maintaining the city’s
assets through investment in
infrastructure and innovations.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Implement the city’s Capital Improvement Program to meet the community needs. (Year 1)
2. Develop a comprehensive facilities and maintenance master plan and include the technology necessary to implement and track progress. (Year 1)
3. Complete the Library Master Plan and develop implementation strategies to improve and enhance Library services in the community. (Year 2)
4. Implement advanced metering infrastructure (AMI) to improve water efficiency and reduce costs over the long term. (Year 3)
5. Continue progress on the citywide bikeway network as planned/modified, enhancing the livability of the city. (Year 3)
6. Design and construct the new recycled water reservoir to enhance water resources. (Future Years)
7. Site, design and construct a consolidated recycling center to ensure compliance with State requirements. (Future Years)
8. Complete the Parks and Recreation Master Plan and determine priorities for implementation. (Year 2)
Goal F. Communication and Outreach Page 16
Strategic Plan October 2020
Goal F. Communication and Outreach
Build strong connections
with community partners,
residents, and employees.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Implement engagement efforts (including GovDelivery) to increase information about City services, receive input from the public, and build relationships. (Year 1)
2. Develop and implement a plan for branding and
communicating, including the progress and outcomes from the City’s Strategic Plan to the community at large and to the organization. (Year 1)
3. Implement a city app using Tyler 311 to better respond to resident requests regarding code enforcement, public works and other items. (Year 1)
4. Launch “Victorville 101” to educate employees and residents about their City government and work towards customer
service enhancements. (Year 1)
5. Increase and expand community events and activities (such as movies in the park and pop-up activities), public health orders and guidelines permitting. (Year 3)
Goal G. Organizational Effectiveness and Sustainability Page 17
Strategic Plan October 2020
Goal G. Organizational Effectiveness and
Sustainability
Provide high-quality
services through a
commitment to local
government best
practices and employee
development, support,
and retention.
This strategic
plan is a three
year plan.
A year has
been assigned
for each
strategy,
shown in
parenthesis.
Strategies
1. Develop comprehensive workplace safety standards (physical, environmental, other) for employees in light of changing conditions. (Year 1)
2. Utilize the formal exit interview process to learn reasons employees are leaving as feedback for organizational improvement. (Year 1)
3. Establish an ongoing training program that is standardized across the organization. (Year 2)
4. Establish meaningful ways to recognize outstanding employee performance. (Year 2)
5. Establish a City of Victorville intern program to provide learning and skill building opportunities for local students and be part of a “grow our own talent” initiative for City positions. (Year 3)
6. Establish professional development plans for each employee to support their growth and demonstrate commitment to employees’ careers. (Year 3)
Conclusion Page 18
Strategic Plan October 2020
Conclusion
This three-year strategic plan provides a clear
path forward for the City of Victorville.
Successful implementation will require a
collective effort of all City departments. It will
also require good communication with
members of our Victorville community about
what City government is doing, we are going
about our work, and how people can connect
with us.
Strategic Planning Direction Provided by
the City Council and City Manager in
Collaboration with City Staff
Gloria Garcia
Mayor
Rita Ramirez
Mayor Pro Tem
Jim Cox
Council Member
Blanca Gomez
Council Member
Debra Jones
Council Member
Keith C. Metzler
City Manager
Attachment A: Strategic Plan Approach Page 19
Strategic Plan October 2020
Attachment A: Strategic Plan Approach
Developing this Strategic Plan was a collaborative effort involving the City Council and staff leadership team with input from the community and City of Victorville employees.
City Council Interviews. The process began with individual interviews with members of the Council to hear their priorities for the future.
Community and Employee Surveys. An online survey was conducted of community members, and 203 individuals responded. An online survey was conducted of City employees, and 256 individuals responded.
SWOT/Gap Analysis. Each City department completed a strengths, weaknesses/limitations, opportunities and threats (SWOT) and gap analysis to provide insights about current plans, needs for the future, and possible goals.
Strategic Planning Workshops. Two City Council workshops and one staff leadership team session were held as part of the overall strategic planning process. The first Council workshop focused on effective governance and was held on February 25, 2020. The outcome was a set of 13 norms as shown in Attachment B. The second Council workshop was held on July 28, 2020, which focused on establishing mission, vision, values, goals and strategies. A session with the staff leadership team was held on June 3, 2020 to discuss components of the strategic plan. All workshops were facilitated by Management Partners.
Environmental Scan. City staff prepared several slides highlighting trends and factors relevant to planning for the future of the City. Attachment B contains highlights.
Implementation Action Plan. An implementation action plan is a companion document that includes a timeline for the strategies contained in the Strategic Plan. City staff will provide regular progress reports to City Manager, City Council and community.
Attachment B: Environmental Scan Highlights Page 20
Strategic Plan October 2020
Attachment B: Environmental Scan Highlights
Multiple factors will
affect Victorville over
the next few years
Purpose of
Environmental Scan
▪ To provide an overview
of current and
anticipated factors that
impact the community
and the organization
▪ Provide critical data for
the creation of goals
and strategies
Many Factors to
Consider, such as:
▪ Demographics
▪ Growth and
Development
▪ Public Safety
▪ Financial Conditions
▪ Capital and Operational
Needs
▪ Homelessness
▪ Cyber Security
▪ Retiring Workforce
▪ Regulatory Changes
Source: U.S. Census Bureau
with Victorville Staff
Projections
10,854 14,220
40,674
64,066
115,903
127,908 135,105
150,644
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Population History and Projections
2,858
7,715
16,213
21,401
33,408 35,152 38,382 41,611
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Number of Dwellings by Decade
Attachment B: Environmental Scan Highlights Page 21
Strategic Plan October 2020
Population Source: U.S.
Census Bureau Quick Facts
Financial Information Source:
City of Victorville
6% 6%
9%
22% 23%
33%
16%
14%
9%
0%
5%
10%
15%
20%
25%
30%
35%
United States California Victorville
Population by
Age Group July 1, 2019
Persons under 5 years
Persons under 18 years
Persons 65 years and over
Attachment B: Environmental Scan Highlights Page 22
Strategic Plan October 2020
Capital and Operational Needs
• Road Infrastructure, Traffic signals, Signage, Street Lights • Water System, Sewer System, Storm Drain System
• Deferred Maintenance on Parks and Facilities (Unfunded) o More than $1 Million in roof repairs across multiple facilities o Nearly $5.8 Million in Americans with Disabilities Act (ADA) renovations across parks/facilities
o Energy efficiency upgrades needed across parks/facilities • New or Expanded Facilities Needed for Police, Library (Study Underway), and Parks and Recreation (Study Underway)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
Animal Care & Control
Code Enforcement
Fire
Police
Expenditures - Actuals
Historic Public Safety Expenditures
Attachment B: Environmental Scan Highlights Page 23
Strategic Plan October 2020
Homelessness Response
Victorville has several outreach teams trained to engage with homeless persons. These teams continually coordinate with Victorville City Police and use proactive methods to address “hot spots” and chronic issues related to homeless encampments, trespassing and vandalism.
Retiring Workforce
Almost a third of City employees have reached the minimum retirement age of 50. It is not necessarily an indication that we will lose 32% of our workforce in the next year or two, but it is likely that it will happen in the next 5-10 years. This will bring a variety of challenges, including:
▪ Attraction of qualified candidates
▪ Retention of qualified employees
▪ Escalation of recruitment costs
▪ Rising cost of benefits to remain competitive
▪ Loss of institutional knowledge
48 133 132
187 179
298
28 21 21
263
333
451
0 100
200
300
400
500
2018 2019 2020
Victorville's Homelessness Data Comparison
2018 to 2020
Sheltered Unsheltered Transistional
Total Linear (Total)
68%
32%
EMPLOYEES AT RETIREMENT AGE
UNDER AGE 50 RETIREMENT AGE
Victorville has the
second highest
concentration of
homeless persons in
the County for a third
year in a row.
Compared to 2019, the
City has experienced a
35.4% increase in
homelessness.
Response Teams
Include:
• Sheriff’s H.O.P.E.
Team
• City Code
Enforcement
• Victorville Police
MET Team
• Homelessness
Solutions Task Force
ATTACHMENT E
VictorvilleV
ictorville
S
P
E
C
IF
IC
PLAN
S
P
E
C
IF
IC
P N
S
P
E
C
IF
IC
PLAN
FINAL VERSION
NOVEMBER 2018
AMENDED
DECEMBER 2021
ORD. 2423
CITY OF VICTORVILLE
OLD TOWN VICTORVILLE SPECIFIC PLAN | CONTENTS
FINAL | NOVEMBER 2018
PAGE i
1.0 INTRODUCTION
1.1 What Is a Specific Plan? ................................................................................ 1-1
1.2 Purpose of the Specific Plan ......................................................................... 1-1
1.3 Relationship to Other Plans .......................................................................... 1-2
1.4 Plan Organization & Use ............................................................................... 1-3
2.0 P LAN AREA CONTEXT AND
DEVELOPMENT OPPORTUNITIES
2.1 Regional Context .......................................................................................... 2-1
2.2 Local Context ................................................................................................ 2-3
2.3 Economic Conditions .................................................................................... 2-4
2.4 Physical Conditions ....................................................................................... 2-7
2.5 Opportunities & Constraints ....................................................................... 2-17
3.0 VISION PLAN AND PROCESS
3.1 The Vision ..................................................................................................... 3-1
3.2 Visioning Process .......................................................................................... 3-4
4.0 L AND USE PLAN
4.1 Land Use Districts ......................................................................................... 4-2
4.2 Old Town Victorville Land Use Mix ............................................................... 4-4
4.3 Development Types ...................................................................................... 4-8
4.4 Permitted Uses ........................................................................................... 4-15
4.5 Accessory Uses ........................................................................................... 4-19
4.6 Special Requirements for Certain Uses ....................................................... 4-19
4.7 Process to Determine Similar Uses ............................................................. 4-22
4.8 Temporary Uses.......................................................................................... 4-22
4.9 Nonconforming Uses .................................................................................. 4-23
4.10 Historical Resource Preservation ................................................................ 4-23
4.11Historic Wall Murals/Public Art .................................................................. 4-24
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5.0 D EVELOPMENT STANDARDS
5.1 Development Standards ............................................................................... 5-1
5.2 Parking Reductions ..................................................................................... 5-12
5.3 Frontage Types ........................................................................................... 5-13
5.4 Building Types ............................................................................................ 5-15
6.0 D ESIGN GUIDELINES
6.1 Architecture ................................................................................................. 6-2
6.2 Private Sign Design ..................................................................................... 6-15
6.3 Mixed Use .................................................................................................. 6-16
6.4 Green Development ................................................................................... 6-21
7.0 P UBLIC IMPROVEMENTS
7.1 Vehicular Network ........................................................................................ 7-1
7.2 Pedestrian and Bicycle Network ................................................................... 7-7
7.3 Transit System .............................................................................................. 7-8
7.4 Parking ....................................................................................................... 7-10
7.5 Streetscape ................................................................................................. 7-17
7.6 Wayfinding System ..................................................................................... 7-38
8.0 I NFRASTRUCTURE, PUBLIC UTILITIES,
AND FACILITIES
8.1 Water Supply ................................................................................................ 8-2
8.2 Sewer/Wastewater ...................................................................................... 8-3
8.3 Storm Drainage............................................................................................. 8-3
8.4 Solid Waste Collection, Disposal, and Recycling............................................ 8-4
8.5 Energy .......................................................................................................... 8-5
9.0 I MPLEMENTATION PLAN
9.1 Implementation Action Plan ......................................................................... 9-1
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PAGE iii
9.2 Potential Funding & Financing Mechanisms ................................................. 9-6
9.3 Incentives Toolbox...................................................................................... 9-20
9.4 Plan Administration .................................................................................... 9-25
APPENDICES
Appendix A – Glossary
Appendix B – Mitigation Measures
List of Tables
Table 4.1 Land Use Districts ........................................................................... 4-2 Table 4.2 Permitted Uses ............................................................................. 4-16 Table 5.1 Residential Medium Density (RM) Development Standards ............5-2 Table 5.2 Residential Medium-High Density (RMH) Development Standards .5-4 Table 5.3 Mixed-Use Retail (MUR & MURO) Development Standards ............5-5 Table 5.4 Mixed-Use Service (MUS & MUSO) Development Standards ..........5-7 Table 5.5 Commercial (C) Development Standards .........................................5-9 Table 5.6 Light Industrial (LI) Development Standards ................................. 5-11 Table 5.7 Active Open Space (AOS) & Open Space (OS) Development Standards ...................................................................................... 5-13 Table 5.8 Landscaping Requirements for Parking Areas ............................... 5-14 Table 5.9 Frontage Type Imagery ................................................................. 5-15 Table 5.10 Building Type Imagery .................................................................. 5-17 Table 9.1 Implementation Action Plan ...........................................................9-1 Table 9.2 Potential Funding Mechanisms .......................................................9-7 Table 9.3 Recommended Incentives ............................................................. 9-23
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PAGE iv
List of Figures
Figure 2.1 Regional Context .............................................................................2-2 Figure 2.2 Project Area ....................................................................................2-5 Figure 2.3 Street Network ............................................................................. 2-11 Figure 2.4 Parking Facilities ........................................................................... 2-12 Figure 2.5 Sidewalk Inventory ....................................................................... 2-14 Figure 2.6 Bicycle Facilities ............................................................................ 2-15 Figure 2.7 Transit Facilities ............................................................................ 2-16 Figure 2.8 Opportunity Site Parcel Analysis ................................................... 2-21 Figure 2.9 Opportunities & Constraints Diagram ........................................... 2-23 Figure 3.1 Old Town Vision Plan ......................................................................3-3 Figure 3.2 Vision Alternatives ..........................................................................3-8 Figure 4.1 Land Use Map ................................................................................. 4-5 Figure 4.2 Land Use Distribution ..................................................................... 4-7 Figure 5.1 RM Development Standards Diagram .............................................5-3 Figure 5.2 RMH Development Standards Diagram ...........................................5-5 Figure 5.3 MUR/MURO Development Standards Diagram ..............................5-7 Figure 5.4 MUS/MUSO Development Standards Diagram ...............................5-9 Figure 5.5 C Development Standards Diagram .............................................. 5-11 Figure 5.6 LI Development Standards Diagram .............................................. 5-13 Figure 7.1 Existing Roadway Network .............................................................7-2 Figure 7.2 Proposed Roadway Network...........................................................7-5 Figure 7.3 7th Street (D Street to Union Street) ...............................................7-6 Figure 7.4 7th Street (Union Street to Verde Street) ........................................7-6 Figure 7.5 Hesperia Drive (at 9th Avenue) .......................................................7-7 Figure 7.6 Public Parking Locations ............................................................... 7-17 Figure 7.7 Streetscape Furnishing .................................................................. 7-21 Figure 7.8 Streetscape Furnishings ................................................................ 7-23 Figure 7.9 Plant Palette ................................................................................. 7-27 Figure 7.10 Streetscape Section Key ................................................................ 7-31
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Figure 7.11 Streetscape Section Plan A ............................................................ 7-33 Figure 7.12 Streetscape Section Plan B ............................................................ 7-35 Figure 7.13 Streetscape Section Plan C ............................................................ 7-37 Figure 7.14 Old Town Design Concepts ............................................................ 7-39 Figure 7.15 Public Signage Overview ............................................................... 7-43 Figure 7.16 Major Identification Sign Specifications ........................................ 7-45 Figure 7.17 Directional Sign Specifications ...................................................... 7-47 Figure 7.18 Intermediate Identification Sign ................................................... 7-49 Figure 7.19 Parking Identification Sign ............................................................ 7-51 Figure 7.20 Wayfinding System ....................................................................... 7-53
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OLD TOWN VICTORVILLE SPECIFIC PLAN | CONTENTS
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CITY OF VICTORVILLE
OLD TOWN VICTORVILLE SPECIFIC PLAN | DESIGN GUIDELINES
FINAL | NOVEMBER 2018
PAGE 6-1
6.0 DESIGN GUIDELINES
This section provides design direction for private property in Old Town Victorville and will guide new development, improvements, and renovations to be consistent with the vision for the area. These guidelines describe and illustrate designs that are appropriate for transforming Old Town Victorville into an economically vibrant and pedestrian-friendly destination. The guidelines are intended to strengthen the area’s sense of place by promoting urban design that responds to the local climatic conditions and unique character of Victorville.
The design guidelines are categorized as follows:
6.1 Architecture
6.1.1 Architectural Style
6.1.2 Building Materials & Color
6.1.3 Storefront Design
6.2 Private Sign Design
6.2.1 General Guidelines
6.2.2 Additional Guidelines for the 7th Street and D Street Corridors
6.3 Mixed Use Development
6.3.1 Site Planning & Building Siting
6.3.2 Form, Massing & Articulation
6.3.3 Building Usage
6.3.4 Landscaping
6.3.5 Circulation & Access
6.3.6 Parking
6.3.7 Plazas & Outdoor Spaces
6.3.8 Lighting
6.3.9 Service & Storage
6.4 Green Development
6.4.1 Green Site Design
6.4.2 Green Building Design
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6.1 Architecture
6.1.1 Architectural Style
The desired architectural style for Old Town development should draw upon the architectural vernacular commonly associated with Route 66 heritage and reflect elements of the below architectural styles that will be further defined in this section:
• Mid-Century Modern
• American Roadside
• Googie
New development and remodels of existing buildings should make a strong effort to demonstrate a contemporary take on the architectural elements of these styles, described below. The guidelines in this section are intended to pull inspiration from these styles and encourage creative use of materials that are modern and available.
Mid-Century Modern
1 This style is defined as an architectural, interior, and product design form that generally describes mid-twentieth century developments in modern design, architecture, and urban development from roughly 1933 to 1965. This style emphasized creating structures with ample windows and open floor plans with the intention of opening up interior spaces and bringing the outdoors in. Many mid-century houses utilized then-groundbreaking post and beam architectural design that eliminated bulky support walls in favor of walls seemingly made of glass.
At the core of the style is an appreciation for nature and the simplicity of form, also called minimalism. This appreciation of nature is most notable in the way that natural materials like stone and wood are incorporated as much for their beauty as for their structural qualities.
1 http://en.wikipedia.org/wiki/Mid-Century_modern
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American Roadside2
Also known as novelty or mimetic architecture, this figurative style evolved in the United States during the 1950s and represents a programmatic approach to building design. Buildings are shaped to mimic, or copy, their function or to suggest objects associated with their function.
The mid-twentieth century was the heyday of roadside architecture.
Commercial buildings were designed to catch the attention of potential customers. A coffee shop might be shaped like a coffee cup.
A diner might be painted to resemble a hot dog. Even the most inattentive passerby would know instantly what was featured on the menu.
Googie
3 This architectural period was born of the post-World War II car culture and thrived in the 1950s and 1960s. Reflecting high-tech space-age ideas, the Googie style grew out of the Streamline Moderne, or Art Moderne, architecture of the 1930s. Googie describes a futuristic, often flashy, building style that evolved in the United States.
Often used for restaurants, motels, bowling alleys, and assorted roadside businesses, Googie architecture was designed to attract customers.
Signature features, including bold angles, colorful signs, plate glass, sweeping cantilevered roofs, and pop-culture imagery, captured the attention of drivers on adjacent streets. Googie has also been known as Populuxe, Doo-Wop, Coffee Shop Modern, Jet Age, and Space Age. It is also sometimes identified as part of a larger overall movement of space-age industrial design.
2 http://architecture.about.com/od/roadside/g/mimetic.htm 3 http://www.spaceagecity.com/googie/
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Art Deco4
A style of decorative art developed originally in the 1920’s with a revival in the 1960’s, marked chiefly by geometric motifs, streamlined and curvilinear forms, sharply defined outlines, often bold colors, and the use of synthetic materials such as plastics.
Streamlined Moderne or Art Moderne is a late type of Art Deco that emerged in this period during the 1930’s. This style is emphasized by curving forms and long horizontal lines.
4 A Visual dictionary of Architecture, Ching, 1997 and http://en.wikipedia.org/wiki/Streamline_moderne
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Signature Elements
The following elements are representative of historic architectural style. It is important to reiterate that the styles desired for the Old Town area are modern interpretations of the elements and graphic examples shown below. Literal interpretation of these examples is not expected, as these are exaggerated forms intended to be used for creative inspiration.
Element Example
Geometric shapes
Louvered/cantilever
ed canopies
Upswept roofs
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Element Example
Large domes
Large sheet glass
windows
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Element Example
Flashing lights and
neon signs
Boomerang shapes
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Element Example
Flying wings or
zigzags
Amoeba shapes
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Element Example
Starbursts and
atomic models
Flying saucer
shapes
Exposed steel
beams
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Modern Interpretations of Historic Elements
The below imagery demonstrates modern interpretations of the above historic design elements.
1. 2.
3. 4.
5. 6.
7. 8.
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6.1.2 Building Materials & Color
• Building materials and colors indicative of the mid-century modern era as described above are encouraged.
• Building materials and colors should complement the architectural style of the building.
• Materials and finishes should be durable, low maintenance, resistant to sun and water damage, and able to withstand the local climatic conditions. • The use of high-quality, sustainable materials is encouraged. • The use of metal materials for architectural detailing is strongly encouraged. • The creative use of color is encouraged, provided it is consistent with the project’s architectural style or theme.
• Complementary variations in color and materials are encouraged to enhance the visual quality of building façades. Building elevations facing public areas should be given particular emphasis.
Encouraged Materials
Concrete Fluted block Corrugated metal CMU block
Aluminum
Glass
Neon
Tile
Nice Use of encouraged materials
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Encouraged Color
Palette
The below color
palette is
indicative of mid-
century modern
colors and
represents colors
chosen for the Old
Town Specific
Plan.
Combinations
and/or variations
of these colors shall be creatively used in future development and signage. The colors that represent the architectural period of influence include but are not limited to:
• Robin’s-egg blue
• Primary yellow
• Cantaloupe orange
• Celery green
• Pink Flamingo
• Tarragon
Base Color examples:
Secondary Color examples:
Use of retro color palette
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The below signage concepts are excerpts from the public wayfinding program elements in Chapter 7. These examples are included for reference and inspiration for private sign design using the recommended color palette.
6.1.4 Storefront Design
• To enhance the pedestrian experience, storefront elements should be unified.
These elements include signs, graphics, awnings, lighting, and color. • The use of dark-colored, reflective, or obscure window glazing is discouraged.
Instead, the use of clear window glazing is strongly recommended. • The use of recessed windows is encouraged to reduce glare, and the use of recessed entryways is encouraged to identify entrances, provide weather protection, and provide a transition zone between the sidewalk and building interior.
• To better display goods, ground-floor retail shops should make use of windows that contain a high percentage of glass.
• Given Victorville’s intense summer heat, building design should provide sufficient shade and respite for the pedestrian. When possible, building and streetscape design should maximize views of the stunning desert landscape that surrounds Old Town.
• The use of cantilevered awnings and geometric canopies is encouraged to protect pedestrians and to add interest to storefronts and reinforce the modern architectural theme for the area.
• The design and placement of awnings, canopies, galleries, and arcades should correspond to the building’s scale, proportion, and overall design. • Canvas and metal are appropriate materials for awnings and canopies. • Businesses with rear entrances located along alleys or parking areas are encouraged to improve this entrance and the corresponding façade with architectural features, such as signage, lighting, and awnings. To make this
Storefront featuring a recessed door
Cantilevered awnings and geometric
canopies protect pedestrians from the
elements and reinforce the architectural
theme for the area.
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entrance more desirable to pedestrians, businesses are encouraged to construct, install, and/or place pedestrian amenities, including landscaping, enhanced paving, pedestrian-scale light fixtures, and outdoor seating, along the alleyway.
• Creative designs that establish a unique identity for a project are encouraged; however, these must be executed within the boundaries of the Specific Plan area’s established character.
• Corporate chain or franchise architecture is strongly discouraged, unless the project’s design is consistent with the desired scale and character of Old Town Victorville.
• Development should feature a consistent design concept that is expressed on all exterior elevations of the buildings on the site.
• Entries should be well defined, face directly to the main public street or street corner, and be well illuminated. Dark entry spaces are discouraged. • Building design features should respond to the local climatic conditions and enhance comfort for people both indoors and outdoors. Examples of such features include arcade and gallery frontage types, awnings, and sunshades.
Improved rear entrances along an alley
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6.2 Private Sign Design
6.2.1 Guidelines for the 7th Street and D Street Corridors To emphasize Old Town Victorville’s location along and important historical relationship to the former US Route 66, signage along 7th Street and D Street should pay homage to the time of the highway’s heyday in the city. The objective is not to erect signs that replicate the signage prevalent in the area during this period, but is instead to establish a “modern Route 66” signage theme that creatively melds historical and contemporary elements and styles.
• The preferred sign type is made from metal, painted with a porcelain finish, and contains neon elements, such as lettering, an outline, and possibly a logo.
These signs should feature angular geometric configurations and may have animated elements. Depending upon the location, these signs may be placed upon the building’s roof or be pole-mounted.
• Signs painted onto blank building walls are also encouraged, provided they include characteristics of Route 66 roadside design and relate to the highway’s automobile culture.
• The use of lettering styles, colors, and fonts that were popular during the 1950s and 1960s is encouraged. Please refer to section 6.1.3 for information on preferred color palette.
Creative designs that establish
a unique identify for a project
are encouraged.
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6.2.2 General Sign Guidelines
All signage should complement the project design, be compatible with the character of Old Town Victorville, and be designed for pedestrians, bicyclists, and motorists. Recognizing that not all signage in every new development or renovation project can be a custom themed design, the following guidelines are included for use in designing all other Old Town signs.
• Signs should complement the style and character of the development and be integrated with the building architecture.
• Signs must be professionally designed and fabricated. • Appropriate sign materials shall include metal, fiberglass, wood, concrete, neon, screen print on canvas awnings, or painted graphics on building surfaces. • Signs must be maintained in good repair.
• The use of small, pedestrian-oriented signs is strongly encouraged. • The use of hanging signs, projecting signs, window signs, wall signs, and awning signs is encouraged.
• The use of pole signs is strongly discouraged.
• Roof signs, plastic, internally illuminated box signs, and signs with moving (not flashing), or animated illumination are encouraged only if the style of the sign is reflective of the signature architectural styles as described in section 6.1.
6.3 Mixed Use
6.3.1 Site Planning & Building Siting
• Site designs should be pedestrian-oriented, not dominated by parking lots, automobile use, or unattractive utilities.
• To enhance the street frontage, safety, and social interaction, building edges shall generally be aligned with the edge of the public right-of-way. Slight deviations from this configuration can be made to allow for play in massing and scale of buildings and to facilitate the construction of pocket plazas. • Buildings should be arranged to define, connect, and activate pedestrian paths and public spaces.
• Buildings and windows should be located in a manner that maximizes the visibility of entryways, pathways, and on-site parking areas and to promote natural surveillance and security.
• The preservation and enhancement of trees, topography, and other natural features existing on the site is encouraged.
Arrange buildings to define, connect,
and activate pedestrian paths and
public spaces.
Align buildings to public right-of-way.
Deviations can be made for massing
and pocket plazas.
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6.3.2 Form, Massing & Articulation
• Mixed-use buildings shall be at least two stories tall. To help further create a sense of urban enclosure along the street, it is encouraged that buildings be constructed to a height of three to four stories.
• The fourth floor of a building may be stepped back from the building’s front façade by a minimum of 5 feet and a maximum of 10 feet. • It is encouraged that buildings be designed to include a rhythm and scale of fenestration (doors and windows) that unifies and complements the adjacent buildings.
• To establish nodes in Old Town Victorville’s mixed-use areas, certain buildings should stand out as more extensively designed.
6.3.3 Building Usage
• Buildings should contain a mixture of residential with ground-floor retail and small office uses. Residential areas should be confined to the upper floors and along alleys. Commercial space, primarily comprising restaurants, cafés, and neighborhood-serving retail, should be located on the building’s ground floor, facing onto the street.
6.3.4 Landscaping
• Development should make extensive use of landscaping to accomplish many objectives, including:
– Add texture to walls and other vertical surfaces.
– Bring buildings down to human scale.
– Provide shade.
– Complement and enhance the architecture.
– Screen undesirable views and reduce noise.
– Establish a connection to the desert through the use of regionally appropriate species and landscape design techniques.
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6.3.5 Circulation & Access
• Circulation systems should be designed to avoid conflicts between vehicular, bicycle, and pedestrian traffic.
• The site design should provide a network of convenient and safe pedestrian pathways to connect areas on the site to building entrances, adjacent properties, transit stops, and public rights-of-way. It is strongly encouraged that developments provide continuous, direct pathways, street crossings, elements that create visual interest, shade, site furnishings, and safety for pedestrians.
• Blank wall space adjacent to pedestrian pathways should be mitigated by articulated wall planes, landscaping, and/or covered walkways. • To create a sense of arrival, pedestrian and vehicular entrances should be clearly identified and easily accessible. It is strongly encouraged that these areas feature enhanced paving, landscaping, and special architectural features. • To reduce the number of driveway curb cuts and provide for convenience, safety, and efficient circulation, it is strongly encouraged that adjoining non- residential developments establish reciprocal access.
• Site access should be provided by alleys, from the rear, or via side streets as well as frontage along Seventh Street from ‘D’ Street to Forrest. • Drive-Thru facilities are conditionally permitted within the Mixed-Use Service (MUS) and MUS Overlay (MUSO) Districts. They shall only be placed behind the building and wrap on the interior side only. Drive-thru facilities shall not be permitted adjacent to or visible from the front or street side right-of-ways.
Clearly identified pedestrian and
vehicular entrances
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6.3.6 Parking
• On-street parking should
be located in front of the
building, and on-site parking
should be located behind, next
to, under, or within the building.
• Parking areas shall be
well connected to the street by
pedestrian mews/paseos. The
entries to these spaces shall be
articulated to indicate the presence of parking.
• Access to on-site parking should be provided by alleys, from the rear, or via side streets.
• Large parking fields shall be avoided. Instead, site designs should incorporate small, connected parking lots that utilize shared driveways. • Shared parking is encouraged wherever possible. Parking lot designs should provide safe and convenient pedestrian access. This includes creating wide, well-lit walkways that connect on-site pedestrian circulation systems in parking lots to public sidewalks and building entries and incorporating pedestrian drop- off locations within overall parking lot circulation patterns. • It is strongly recommended that developments provide bicycle racks. These shall be placed in a well-lit, secure, and highly visible location near the primary entrance(s) to a building and shall not obstruct the designated pedestrian pathways.
• Surface parking areas should be shaded with trees, landscaping, trellises, or other shading devices.
Surface parking area shaded by trees/bicycle rack example
Trellised pedestrian path provides shade
On-street parking in front of buildings
Pedestrian walkway in surface parking area
shaded by trellis and shade trees
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6.3.7 Plazas & Outdoor Spaces
Old Town Victorville’s mixed-use areas should incorporate many kinds of open spaces that complement a variety of activities. Appropriate open spaces include plazas, courtyards, forecourts, outdoor dining/café seating areas, and pedestrian mews/paseos.
• Public outdoor spaces shall be well designed and complement the project’s architecture. It is recommended that open spaces incorporate a combination of accent materials, site furniture, shade structures, accent lighting, color, texture, art, or other focal elements.
• Plazas should provide ample pedestrian amenities. These may include seating, pedestrian lighting, planters, fountains, drinking fountains, distinctive paving, public art, landscaping, and bicycle racks.
• To encourage the use of plazas and discourage unwanted activity within the spaces, it is recommended that they be located in highly visible locations and visually linked to the street.
• To introduce moisture into the air and cool summer temperatures in semi- enclosed areas, designs are strongly encouraged to place water features in public spaces such as courtyards and plazas.
• Shade trees and shaded seating areas are strongly encouraged in public spaces to provide protection from the sun.
Fountain in plaza to help cool air on hot days
Courtyard
Plaza
Outdoor dining/café seating
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6.3.8 Lighting
• Lighting should provide visual interest and security and complement the project’s architectural and landscape design.
• Pedestrian pathways and building entrances should be sufficiently lit to enhance public safety and security in those areas.
• To protect the night sky and prevent off-site glare, exterior light fixtures must shield the light and direct illumination downward utilizing narrow spectrum LED lighting.
• Energy-efficient lighting solutions should be considered.
6.3.9 Service & Storage
• Developments should adequately plan for and screen from public view storage and service areas, including garbage collection, recycling, fire, and utilities.
Appropriate methods to accomplish this screening include a combination of building design, landscaping, berming, walls, and/or location. • Chain-link fences and/or gates are prohibited for screening purposes.
6.4 Green Development
6.4.1 Green Site Design
Each project site should be designed to reduce water runoff and consumption, to minimize the heat island effect and solar access, to increase natural ventilation, and to incorporate the current standards for sustainable development practices. • Stormwater runoff should be detained and retained by maximizing the use of pervious surfaces and vegetative ground cover. This includes the following considerations:
– The use of permeable paving, pavers, turf, stone, brick, and decomposed granite is encouraged.
– The use of natural topographic features or built swales to filter site drainage is encouraged.
– Roof drainage should be routed through turf or other landscaping to treat stormwater runoff and allow percolation and groundwater recharge. • To reduce water consumption for landscaping, the use of native vegetation is encouraged.
• The use of recycled water for landscaping is encouraged. • The site should be oriented to respond to solar access and to maximize natural ventilation. Buildings and landscaping should be placed in a manner that maximizes solar access during the cooler months and minimizes it during the warmer months.
Natural stormwater filtration
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• It is strongly encouraged that the project be designed to reduce the heat island effect. Examples of appropriate measures to accomplish this include green roofs, light-colored materials, and landscaping.
• It is encouraged that LEED, or similar standards and thresholds, be used to improve overall site and building quality in terms of energy efficiency and renewable resources.
6.4.2 Green Building Design
Consideration should be given to incorporating green building practices into every project design. These practices should focus on minimizing heat gain during summer months and heat loss during winter months.
• To reduce energy demand, the use of natural climate control techniques is encouraged. Examples of such techniques include appropriately orienting buildings, using light-colored materials and high-albedo (white) roofs, incorporating green roofs and roofs with larger eaves, constructing thick walls that feature recessed windows, and planting deciduous trees to provide shade coverage for south-facing windows.
• To provide natural light indoors, the abundant usage of windows is encouraged. Wherever possible, windows should be placed appropriately to provide cross-ventilation and promote natural cooling.
• To reduce interior temperatures during the summer months, it is encouraged that sun control and external shading devices be placed over windows.
Examples of shading devices include awnings, shutters, sunshades, vertical fins, overhangs, eaves, and trellises.
• Building materials made from recycled/green materials are strongly encouraged.
• It is required that new project designs incorporate renewable energy sources, such as integrated solar panels. Whenever solar panels are used, careful consideration should be given to placing the panels in a manner that prevents reflection and glare on adjacent properties.
Solar panels as afterthought
Roof drain routes to permeable landscaping
Permeable paving
Integrated solar panels
Large eaves
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7.0 PUBLIC IMPROVEMENTS
Old Town Victorville has an established roadway network accommodating multiple modes of transportation. The streets are designed on a grid system and the blocks are small enough to provide several different routes for navigating by automobile, bicycle, or on foot.
While these attributes are very positive, there are additional improvements that need to be made in order to expand the grid throughout the entire Old Town area and enhance pedestrian, bicycle, and vehicular facilities and connectivity within the Old Town area. This chapter provides strategies and recommended improvements for Old Town Victorville to help implement a multimodal transportation network in support of Old Town as a destination location. This chapter also identifies streetscape furnishing and public signage.
This chapter is organized into the following sections:
7.1 Vehicular Network
7.2 Bicycle and Pedestrian Network
7.3 Transit System
7.4 Parking
7.5 Streetscape
7.6 Wayfinding System
7.1 Vehicular Network
7.1.1 Roadway Network
The Old Town roadway network consists of a grid network oriented around two intersecting corridors: D Street and 7th Street. For the purposes of this Specific Plan, D Street and parallel roadways are considered east-west, while 7th Street and parallel roadways are considered north-south. All streets within Old Town are owned and operated by the City of Victorville except for D Street (Hwy 18) which is a State highway owned and operated by Caltrans.
Regional access to the project site is provided from Interstate 15 (I-15), Historic US Route 66 (US-66), and State Route 18 (SR-18). Local access is provided from D Street, 7th Street, 6th Street, Hesperia Road, Stoddard wells Road and Mojave Drive. Figure 7.1 shows the existing roadway network.
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Figure 7.1
Existing Roadway Network
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Regional Access Roads
I-15 begins in San Diego, extends north through Escondido, Corona, and Victorville, continues to Las Vegas and Salt Lake City, and terminates in Montana at the Canadian border. Near the study area, I-15 is a six-lane freeway with full interchanges at E Street, D Street, and Mojave Drive.
US-66 (7th Street), also known as historic Route 66, begins in Chicago and continues through St. Louis, Oklahoma City, and Albuquerque until its termination near downtown Los Angeles. US-66 travels roughly along I-40 from Oklahoma City.
Within the study area, it is a four-lane arterial street.
SR-18 (D Street) begins at SR-210 in the City of San Bernardino, extends north through Big Bear and Lucerne Valley, and follows Palmdale Road to Palmdale. SR-18 is a four-lane arterial.
Local Access Roads
6th Street, contained entirely in the study area, is a two-lane north/south arterial roadway that begins at Mojave Drive and terminates at E Street. 6th Street runs parallel to 7th Street, offering an alternative route due to its virtually exclusive right-of-way. Within the study area, 6th Street also provides an at-grade crossing of the Burlington Northern Santa Fe (BNSF)/Amtrak railroad tracks.
Hesperia Road is a north/south arterial roadway that begins at D Street and terminates within the City of Hesperia at Lime Street. Within the study area, Hesperia Road is a two-lane roadway with a center turning lane.
Mojave Drive is an east/west arterial roadway that begins 20 miles west of the study area and terminates at the intersection of Victor Street within the study area.
Mojave Drive is a four-lane arterial street and serves an important link to the I-15, with an interchange located one mile west of 7th Street.
7.1.2 Planned Circulation Network Improvements
As of this Specific Plan, an interchange improvement project is currently under way with the California Department of Transportation (Caltrans) at the I-15 and D Street (SR-18) interchange. This project is planned to be completed by 2025, and is expected to improve access to the Old Town area from the freeway, with both ramp and roadway improvements.
Separately, an upcoming improvement project south of the study area aims to improve regional traffic flows by extending Green Tree Boulevard eastward to provide an additional connection between Victorville, Hesperia, and Apple Valley, offering an alternative route between D Street and Bear Valley Road. This project is planned in phases to be completed in the near future.
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7.1.3 Proposed Circulation Network Improvements
One key strategy of the Specific Plan is to enhance 7th Street as a destination area for the Old Town commercial core. This strategy hinges upon re-introduction of on- street parking on 7th Street as well as enhancing access and mobility throughout Old Town on its versatile grid network. Besides the 7th Street corridor, other notable Old Town destinations include the Victor Valley Transportation Center, Victor Valley Global Medical Center, and the Historic Route 66 Museum.
To this effect, a “road diet” is planned for 7th Street within the study area. This road diet would reduce the number of travel lanes from two per direction to one per direction, with on-street parallel parking, pedestrian bulb-outs at intersections, and a center striped median lane that opens up to provide left-turn pockets at intersections. It should be noted that the left-turn pockets provided at intersections is crucial to the operations of the reduced traffic lanes, allowing the on-street parallel parking to remain in place for the long term.
Figure 7.2 presents the revised 7th Street cross section as described.
D Street at 4th Street
The D Street and 4th Street signalized intersection provides direct access into and out of the Victor Valley Transportation Center. To improve the traffic system and reduce delays for motorists, the east curb of 4th Street should be widened to provide two approach lanes: one shared left-through lane and one dedicated right- turn lane. This improvement also improves access to the western neighborhoods Old Town so that residents in the area can access D Street without using 7th Street.
Note that this project also provides an opportunity to improve pedestrian access to the transportation center by completing the missing sections of sidewalks along both sides of 4th Street between D Street and C Street.
D Street at 6th Street and D Street at 7th Street
As commercial and residential development grows in both Victorville and Apple Valley, traffic along D Street is expected to intensify. Although 7th Street is the primary north/south arterial serving Old Town, it does not provide direct access over the railroad tracks to the residential and recreational areas north of the tracks on E Street, but rather terminates at D Street, forming a “T” intersection. Access across the tracks is only provided by a single at-grade track crossing at 6th Street, with no other railroad crossings provided in the area.
As Old Town grows, the neighborhood and recreational areas served by E Street would become more desirable, leading to increased revitalization and development north of the railroad tracks as well as more traffic and pedestrians crossing the tracks. To improve connectivity across the tracks, the railroad crossing should be relocated from its current location to a new at-grade crossing on 7th Street.
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Figure 7.2
7th Street Road Diet Cross Section
Relocating the railroad crossing to 7th Street would negate future need for a new traffic signal at 6th Street and provide for an expansion of the Victor Valley Transportation Center to include the Amtrak passenger platform currently located between 6th Street and 7th Street. Relocation of the track crossing could also benefit BNSF Railway by extending the railcar storage area. In order to accommodate the new crossing, E Street should be extended to connect with an extended 7th Street. The relocation would also eliminate 6th Street between D Street and E Street, creating a “T” intersection at D Street and 6th Street that would remain stop-controlled for 6th Street. The relocation of the railroad crossing would also accommodate higher traffic volumes on both D Street and 7th Street.
D Street at Hesperia Road
A traffic analysis performed by Albert Grover and Associates revealed that commuters use Hesperia Road as an alternate to 7th Street to access both the I-15 freeway and Apple Valley via D Street. In order to reduce traffic delays at the intersection and improve Hesperia Road as an alternate to 7th Street, the east curb of Hesperia Road should be widened to provide three approach lanes: one left-turn lane and two right-turn lanes with arrows. This improvement is expected to not only relieve traffic congestion at the intersection, but improve future traffic flow on both Hesperia Road and 7th Street.
Furthermore, the redevelopment of the vacant lot on the southwest corner of this intersection should be conditioned to provide a right-turn pocket lane in order to separate turning vehicles from slowing down or otherwise impacting the main eastbound traffic flows on D Street.
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D Street at 11th Street
This intersection is located immediately west of a large curve in D Street as it crosses the Mojave River. As 11th Street provides access to the Victor Valley Medical Center and Victor Valley Memorial Park, facilitating direct access to D Street for hospital and memorial park staff, patients, and visitors would improve traffic conditions not only on 11th Street, but also for Hesperia Road, the main alternative route. Therefore, a traffic signal should be installed at this location and coordinated with the existing traffic signals on D Street.
Along with the new traffic signal installation, the northbound 11th Street approach should be restriped to provide two traffic lanes, separating left-turn traffic from right-turn traffic, reducing delays.
D Street / CA-18 at Stoddard Wells Road
Stoddard Wells Road provides an alternative northbound route toward Barstow, with access to the I-15 freeway. Per this Specific Plan, future residential development is anticipated along Stoddard Wells Road. To improve efficiency, reduce delays, and increase safety, the left-turn pockets on D Street and Stoddard Wells Road should be extended and a new dedicated right-turn lane be striped on the westbound D Street approach. Right-turn arrows should also be provided for westbound D Street and southbound Stoddard Wells Road.
7th Street at Forrest Avenue
Forrest Avenue forms the southern boundary of the Old Town grid network and provides primary access to the old University Preparatory School site. To relieve traffic demand along the 7th Street commercial corridor and improve access to the school site, the northbound 7th Street approach should be widened to provide for a dedicated northbound right-turn lane along with an accompanying right-turn arrow.
Hesperia Road at Forrest Avenue
To facilitate access to the old University Preparatory School site and improve connectivity between 7th Street and Hesperia Road via Forrest Avenue, a new traffic signal should be installed at this intersection. The eastbound Forrest Avenue approach should also be widened to provide two approach lanes: one left-turn lane and one right-turn lane.
7th Street at Mojave Drive
A de facto “gateway” intersection for the southern approach into Old Town Victorville, this intersection currently operates as a three-way traffic signal where the eastbound and westbound directions on Mojave Drive do not operate
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concurrently. With the anticipated Old Town growth, the westbound Mojave Drive approach should be widened to provide for an additional right-turn lane with a dedicated right-turn arrow.
7.1.3 Intersection and Roadway Operations
The City’s General Plan identifies that level of service (LOS) D should be maintained at intersections, except in certain high activity areas designated by the Planning Commission, where LOS E is acceptable. With the proposed improvements, all intersections are expected to operate at LOS D or better.
Vehicular Network Policies
Policies that support the proposed vehicular network strategies are identified below.
Policy 7-2: Implement 7
th Street road diet after widening occurs on Hesperia
Road/9th Street to accommodate traffic.
Policy 7-3: Identify the Old Town area as a high activity area. Adopt LOS E as an acceptable level of service threshold for vehicles to minimize bicycle and pedestrian crossing distances.
Policy 7-4: Implement the identified roadway cross sections in Figures 7.3-7.5. This will enhance the walking environment Old Town and will serve all users of the roadway system.
7.2 Pedestrian and Bicycle Network
The overall goal for non-motorized transportation is to have a complete network for bicyclists and pedestrians. Improvements will be guided by the vision that bicyclists and pedestrians can easily and safely navigate Old Town. This can be accomplished by focusing on both enhancing and expanding bicycle and pedestrian facilities and designing appropriate crossings for pedestrians and bicycles.
7.2.1 Sidewalks
Pedestrian facilities are provided throughout the majority of the Specific Plan area.
Sidewalks, crosswalks, and pedestrian-actuated traffic signals create a pedestrian- friendly environment, particularly through the 7
th Street and 6th Street corridor.
Implementation of the roadway cross sections should improve the environment by providing safe, shaded walking areas in the Old Town core.
7.2.2 Bicycle Network
The City’s Non-Motorized Transportation Plan (Bike Plan) was completed in 2010. It identifies needed bicycle facilities in the area, including connectivity to the rest of
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Victorville and the Region. It is recommended that bicycle travel in and through the Old Town core be encouraged through implementation of the City’s Non-Motorized Transportation Plan.
Additionally, safe and attractive bicycle parking facilities will be provided as part of both the Bicycle Master Plan and Specific Plan.
Traffic Calming Measures
Traffic calming measures are techniques that are used to better manage traffic through sensitive areas. These techniques are typically focused either on reducing traffic volume on roadways (roadway closures, half closures, etc.) or on reducing travel speed through the corridor (chicanes, bulbouts, speed humps, traffic circles, etc.).
Given the connectivity of the grid system in the Old Town area, it is recommended that this connectivity be maintained and that traffic calming measures focus on managing traffic speeds through the core area.
Pedestrian & Bicycle Network Policies
Policies that support the proposed pedestrian and bicycle network strategies are identified below.
Policy 7-5: Update the Old Town Specific Plan to incorporate the Non-Motorized Transportation Plan.
Policy 7-6: Promote bicycle and pedestrian activity in the Old Town area by providing marked and dedicated facilities and encouraging travel along roadways with lower traffic volumes. Additionally, provide safe, attractive, and secure bicycle parking facilities within the Old Town core to promote this travel choice.
Policy 7-7: Calm traffic through the Old Town core by implementing curb extension (bulbouts), pedestrian enhancements, and other traffic calming measures as appropriate.
7.3 Transit System
The Specific Plan focuses on connections to existing transit opportunities, including providing better connectivity to the train station on D Street through improved bicycle and pedestrian facilities. Additionally, the Specific Plan enhances existing and future transit in the study area by providing for bus turnouts and potential shuttle stops throughout the Old Town core.
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7.3.1 Old Town Transit Network
The Amtrak Southwest Chief route runs through Old Town Victorville, with a stop at the Victor Valley Transportation Center, located at the intersection of 6th and D Streets. An at-grade railroad crossing for these railroad tracks—owned by Burlington Northern Santa Fe (BNSF) Railway—is along 6th Street between D Street and E Street.
The City of Victorville is served by the Victor Valley Transit Authority, which operates various local and regional passenger bus lines, including the following routes within the study area:
Route 15 (yellow) provides access to Barstow to the north via CA-18 and Stoddard Wells Road as well as San Bernardino to the south via D Street and Hesperia Road.
Service to Barstow operates four round-trips daily, while service to San Bernardino operates throughout the day every two hours on weekdays and every three hours on Saturdays.
Route 22 (orange) provides access to Silver Lakes and Helendale to the north and northwest via D Street / CA-18, B Street, 7th Street, 4th Street, and Stoddard Wells Road. Service operates approximately every two hours throughout the day, seven days a week.
Route 41 (purple) provides access to Apple Valley to the east via D Street, 7th Street, and 4th Street. Service operates every half-hour on weekdays and every hour in the evenings and weekends.
Route 51 (green), the Victorville Circulator, provides access to the rest of the City of Victorville via B Street and 11th Street. Service operates approximately every hour throughout the day, seven days a week.
The NTC Commuter (red) provides access specifically for commuters to and from the Fort Irwin National Training Center, travelling along D Street between the I-15
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freeway and the Victor Valley Transportation Center during the weekday commute hours only.
7.3.2 Transit System Policies
Policies that support the proposed transit system strategies are identified below.
Policy 7-8: As development applications and improvements are contemplated throughout the Specific Plan area, configure roadways and buildings to support transit by providing appropriate curb-returns and bus turnouts in the study area.
Consider potential shuttle opportunities, as funding is available, to connect the Old Town core to major employment centers in the area.
7.4 Parking
This section describes expected parking needs and parking strategies for the buildout of the Specific Plan. The Specific Plan aims to provide sufficient and convenient parking for all uses within Old Town without sacrificing accessibility for bicyclists and pedestrians.
7.4.1 Projected Future Parking Supply and Demand
Parking generated by the proposed project will result in a significant increase for parking in the Old Town area.
According to the Urban Land Institute’s Shared Parking assessment and determined that the Old Town area will have a peak parking demand, at buildout, of approximately 14,000 parked vehicles. The current on- and off-street public supply is estimated at 2,100 spaces, with some additional on-street parking provided with implementation of the Specific Plan.
Therefore, the remaining demand will need to be served either through public parking facilities (such as parking structures) or provided through private development in private parking lots. Some of the strategies for providing sufficient parking are summarized below.
7.4.2 Parking Strategy for Old Town
The strategies explained in this section are intended to ensure sufficient parking is provided for all Old Town land uses. Recommendations are provided for both on- and off-street public parking.
On-Street Parking
On-street parking is usually the most convenient for shoppers, as it provides direct access to their destinations. As mentioned previously, Old Town has approximately 2,000 on-street parking spaces. The Specific Plan proposes to increase the number
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of on-street parking spaces by approximately 500 parking spaces with the recommended cross sections.
Off-Street Parking
Public off-street parking is limited in the study area to only two facilities. Therefore, private parking lots service most of the parking demand in the study area.
Utilizing private development to serve parking demand typically limits a jurisdiction’s ability to promote shared parking techniques between multiple users in a study area and usually leads to over-parked facilities (i.e., many parking spaces remain empty at any point of the day). Over-parking promotes use of the vehicle for travel between uses, limits the development area of a project, and limits the walkability of the area.
The City should consider strategies that gradually convert private parking facilities into public facilities, or combine parking facilities such that they can be used by multiple tenants.
Parking Monitoring Process
As future development occurs within Old Town Victorville, it is envisioned that the City would apply a set of comprehensive strategies designed to both increase available parking supply and moderate parking demand. Key issues related to these strategies are the order in which they are applied and the timing of when the strategies are needed. It is recommended that the strategies outlined below be implemented in conjunction with regular monitoring of parking occupancy. This monitoring would involve the collection of occupancy counts for all on- and off- street facilities. Additionally, this monitoring would note if any of the following occurred:
• If new parking facilities were constructed and if so, how many spaces were added?
• Were any parking facilities removed and if so, how many spaces were lost? Using the data on any changes in parking supply and demand, the monitoring report would estimate how many spaces are currently available. Based on the results of this monitoring, the City would be able to determine if additional parking is needed based on the following process.
The City would first note the parking occupancy within the Old Town. It is recommended that no additional parking be supplied until parking occupancy exceeds 75 percent. This process is envisioned to be iterative as detailed below.
A key consideration in the parking monitoring process will be to account for both public and private parking facilities. It is recommended that the City count both
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public and private areas but maintain separate tabulations to determine if there are disparities in the parking availability between the public and private lots. It is also recommended that the occupancy thresholds consider both public and private parking together unless there is a significant disparity between the two. The City would also have the option to apply the occupancy threshold either to just the public parking or to the private parking separately.
Parking Measures
Suggested parking measures are provided in the likely order they could be implemented.
Provide Additional On-Street Parking
A comprehensive restriping program by the City would ensure that all on-street spaces are striped and marked appropriately. Currently, some of the parallel parking spaces are not marked or the markings have faded. Restriping these spaces will limit instances in which vehicles are parked across multiple spaces.
On-Street Parking Standards
New public parking in Old Town Victorville shall comply with the following standards:
General
• On-street parking shall be allowed on all roadways with curb-to-curb widths of 28 feet or greater, except Hesperia Road/9th Street, D Street, Forrest Avenue, and Verde Street where through trips are utilizing the roadway system. • In general, on-street parking shall not have time restrictions, but the City shall enact restrictions in peak demand locations as deemed necessary.
Parallel Parking
• All on-street parallel parking stalls shall be 20 feet in length and 8-10 feet in width.
• Parking stalls shall be defined in accordance with the engineering standards of the City.
• No stall shall be closer than 20 feet from the nearest cross street. • Parking shall be a minimum of 10 feet from the point a driveway crosses the back edge of the sidewalk and no closer than 5 feet from the ending of driveway radius at the curb.
Angled Parking
• Angled parking shall be designed according to dimensions provided in the dimensions of parking prepared by the Urban Land Institute. For a 45-degree angled parking space, the vehicle projection (curb to street) shall be 17 feet 8
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inches, the travel lane adjacent to angled parking shall be a minimum of 12 feet, 8 inches, and the width of the space shall be 12 feet. • Angled parking stalls shall be marked in accordance with the engineering standards of the City.
Shared/Joint Use Parking
Shared parking is a tool through which adjacent property owners share their parking lots and reduce the number of parking spaces that each would provide on their individual properties. This method of providing parking spaces could be feasible in Old Town Victorville given the mix of uses in certain areas that allow people to park in one spot and then walk from one destination to another. As Old Town continues to develop, additional opportunities for privately shared parking may arise and will be subject to the standards for shared parking.
The City should also consider leasing parking spaces for public use when there is a surplus of privately owned parking in Old Town. For example, if an existing business has a 100-space lot located near a high-demand area and 50 percent of the lot is regularly underutilized, the City may enter into a contract with the business to lease the spaces for public use. This approach will allow the City to provide additional parking supply without constructing new parking facilities. The availability of shared parking opportunities should be identified during the parking monitoring process since this tabulation will note both public and private spaces that are occupied and other spaces available for use.
Public Parking Lots and Structures
As Old Town revitalization and plan area buildout progresses, demand for public parking will increase. Based on geographic location, ownership trends, and vacancy, the proposed parking facilities for off-street surface lots or future structures are shown in Figure 7.6. In the short term (0–3 years), the City should look to secure property for future public parking facilities. As revitalization progresses, in the short to mid term (0–6 years), surface lots should be established as needed. As the Old Town Specific Plan vision is realized, surface lots that were previously established should be considered as possible structures (as funding and site conditions permit).
Project area economic conditions, density, and trip generation are the key elements in determining whether a parking structure is viable.
Parking structures have the advantage of providing large amounts of parking on a relatively small footprint, thereby encouraging a denser, more walkable environment. Structures can be combined with other uses, such as ground-floor retail, to enhance building aesthetics, maintain pedestrian activity in the vicinity of the structure, and avoid “dead zones” without any attractions to pedestrians.
Parking structures are expensive, and significant investment must occur in Old Town Victorville to make them a feasible alternative. If structures are developed,
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densities could increase on properties that would otherwise serve surface parking uses. If considered, parking structures could be considered at the following locations:
• East of A Street, north of 7
th Street
• East of A Street, South of 7th Street
• East of Verde Street
Implementation of public parking structures could allow the City to consider in-lieu fees (instead of private on-site private parking) to promote development in the Old Town core and increase densities in the core area. Additionally, as activity in the core area increases, parking structures could be utilized to facilitate long-term (no parking restriction) parking, while on-street parking would serve much shorter time spans.
Parking Policies
Policies that support the proposed parking strategies are identified below.
Policy 7-9: Establish a parking district for Old Town. This parking district would allow the Specific Plan area to plan, construct, and implement parking facilities for the area as a whole. Additionally, the parking district would be responsible for monitoring the parking facilities.
Policy 7-10: Implement a Parking Management Plan (PMP) that would include the following components once parking occupancy in the Old Town core reaches 70 percent:
• Institute market-rate pricing
• Install computerized “pay by space” parking meters
• Assess time restrictions and modify as necessary
• Keep Old Town parking revenue in Old Town (e.g., reinvest into the Specific Plan area)
• Consider parking in lieu fees to satisfy minimum off-street parking requirements
• Locate shared parking facilities throughout Old Town to minimize the amount of parking dedicated to parking
Policy 7-11: Develop and adopt design guidelines for parking facilities that reinforce Old Town’s identity.
Policy 7-12: Require parking facilities to include elements that emphasize pedestrian and bicycle modes of travel.
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7.5 Streetscape
7.5.1 Furnishings
In order to transform the public streetscape from mere transportation facility to vibrant public space, it is important to add amenities that allow people to stop and linger, that provide services and information, and that engage the senses. Street furnishings create a comfortable, attractive, and pleasant streetscape environment for pedestrians. A coordinated palette of furnishings animates the public realm and helps establish the character and identity of an area. Pedestrian furniture can be an effective traffic calming strategy, as the presence of pedestrian furnishings along the sidewalk provides visual cues to help drivers recognize that they are entering a pedestrian area, and they may respond by reducing vehicle speeds.
The Old Town Specific Plan provides an opportunity to update and improve the Old Town streetscape and amenities. This Specific Plan establishes a recommended streetscape palette to create a strong identity and uniformity for Old Town.
Figures 7.7 and 7.8 illustrate the selected street furnishing palette for Old Town Victorville.
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Figure 7.7
Streetscape Furnishing
*Comparable alternatives may be approved by the Planning Commission or City Council
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Figure 7.8
Streetscape Furnishings
*Comparable alternatives may be approved by the Planning Commission or City Council
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7.5.2 Streetscape Furnishing Standards
A coordinated palette of street furniture and lighting throughout Old Town will contribute to a distinct sense of place and heightened awareness of the area, attracting visitors and residents. Pedestrian furnishings and amenities must be located between the travel zone of the sidewalk and the curb to ensure a clear path of travel for pedestrians. For direction on placement of streetscaping elements, please refer to section 7.5.3 Streetscape Improvements below.
The following characteristics should be considered when selecting street furnishings for the Old Town area:
• Usability
• Comfort
• Safety
• Universal access
• Ease of maintenance
• Uniformity and/or compatibility in design style, color, and material • Durability
• Reparability
• Nontoxic
• Regionally sourced
• Recycled content
• Ability to be recycled or reused
• Anti-Vandalism
• Anti-Graffiti
7.5.3 Landscaping & Street Trees
Landscaping enhances the quality and character of Old Town by making streetscapes more beautiful and comfortable. Plants can be used to create distinctive identity and seasonal interest. Planting should be located and maintained so as to not impair visibility of pedestrians, bicyclists, and drivers.
Median and sidewalk planting strip landscaping will be focused on use of native plants, ease of maintenance, climate appropriateness, and a strong unified theme.
Plants will be durable, lower-water-use varieties that are adaptable to the local climate. The City has developed a recommended planting list of native and water- conserving trees, perennials, grasses, and shrubs that should be used for plant selection in the Old Town area. Street trees are an important component of the
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environment. They enhance aesthetic quality and increase pedestrian comfort.
They unify street scenes, strengthen pedestrian scale, buffer pedestrian walkways from the street, soften hardscapes, provide shade and visual enclosure, and contribute to the Old Town character. Street trees also reduce the urban heat island effect, cooling both the outdoor urban environment and the interiors of buildings fronting the street.
Figure 7.9 provides guidance for developing a uniform theme for the planting of the trees, shrubs, and ground covers along Old Town streets and public rights-of way.
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Figure 7.9
Plant Palette
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7.5.4 Streetscape Improvements
Streetscape Element Placement
The following street improvements provide additional detail to recommended lane configuration changes that demonstrate integration of street furniture and landscaping into the overall right-of-way cross section. Figures 7.10 through 7.13 illustrate placement of furnishings, public art, landscaping, and enhanced paving/decorative treatments with respect to the new street configurations for 7 th
Street.
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Figure 7.10
Streetscape Section Key
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Figure 7.11
Streetscape Section 7th St.
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Figure 7.12
Streetscape Improvements
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Figure 7.13
Streetscape Improvements
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7.5.5 Old Town Design Concepts
In addition to the recommended street configuration, furnishings, and landscaping improvements illustrated in this chapter, streetscape improvements have been developed as concepts that may be applied to the Old Town street network. The concepts were developed by Staff and represent ideas that have been demonstrated in other communities. They may allow for Old Town drop-offs and temporary street closures or “shared spaces” by motorists and pedestrians. Figure
7.14 illustrates Old Town design concepts that can be applied as shared (or convertible) space within a block, mid-block, or at an intersection. The concepts explore different approaches to creating passenger drop-off facilities for high volume uses, pedestrian malls or paseos that can be used to create ambiance, or spaces for public events such as street fairs. These concepts will be most successfully applied after project area revitalization is well under way, when economic health has stabilized, and as area activity and parking demand result in the long-term revitalization of the Specific Plan area.
Figure 7.14
Old Town Design Concepts
Scheme 1:
Shared Space within a Block
Scheme 2:
Mid-Block Loading Lanes
Scheme 3:
Shared Space at an Intersection
1. Street lined by commercial uses
provides pedestrian and vehicular
access through the center of the
block.
2. Removable bollards facilitate closing
the street to automobiles for special
events.
3. Alley provides service and additional
pedestrian access.
4. Enhanced paving extends into 7th
Street to provide a safer pedestrian
crossing zone.
1. Dedicated loading lanes provide
immediate access to paseos lined
with commercial uses.
2. Paseo.
3. Enhanced paving extends into 7th
Street to provide a safer pedestrian
crossing zone.
1. Roundabout intersection constructed
from enhanced paving material and
at sidewalk level to calm traffic and
encourage pedestrian safety.
2. Removable bollards facilitate closing
off the intersection to automobiles
for special events and limiting traffic
flow along 7th Street and/or the
cross street.
3. Loading zone.
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7.6 Wayfinding System
The following concepts illustrate a new wayfinding system for Old Town Victorville.
Wayfinding comprises signs, maps, kiosks, arches, and other graphic or architectural methods to convey location and directions to travelers. This series of directional and non-directional monuments and associated signage will announce that visitors and residents have entered a special place, separate and unique from the rest of the city. As Old Town evolves, it is important to consider how visitors are directed to their destinations, whether they arrive on foot or by car, and how to make sure that their experience in Old Town is a positive one. The elements in the recommended wayfinding system will provide a strong identity for Old Town.
Figures 7.15 through 7.19 illustrate elements in the Old Town Victorville wayfinding system, while Figure 7.20 demonstrates how signage can be located in the project area to help announce arrival and aid the user in navigating the Old Town area.
7.6.1 Wayfinding Objectives
The Old Town wayfinding system should:
• Provide directional and information signs that are attractive, clear, and consistent in theme, location, and design.
• Announce arrival into Old Town and build the sense that Old Town is a unified place.
• Identify key destinations and facilities, such as public parking, parks, shopping, and cultural and civic destinations.
• Be collocated with other streetscape furniture, such as streetlights and transit shelters, where possible, to enhance visibility and reduce visual clutter in the public realm.
• Promote walking, bicycling, and use of mass transit.
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7.6.2 Public Signage Types
The wayfinding system includes the following types of public signage:
Sign Type Use and Standards Image
Major
Identification Sign
(Gateways)
Major identification signs will be used as gateway features to mark a sense of arrival and a transition into Old Town. These visual gateway features are civic in emphasis and serve to identify and promote the distinct identity and overall design theme of the Specific Plan area.
Entrance features may consist of a combination of other design treatments, such as landscaping, special lighting, paving, and/or public art, that serve as identifiable community landmarks.
See Figure 7.16 for sign specifications.
Directional Sign
(Old Town)
Directions signs will be used to direct people into Old Town from adjacent neighborhoods and districts.
See Figure 7.17 for sign specifications.
Intermediate
Identification Sign
(Route 66 Marker)
Intermediate identification signs should be used to demarcate historic Route 66 along 7th Street and D Street.
See Figure 7.18 for sign specifications.
Parking
Identification Sign
Parking identification signs identify the location of public parking lots or structures.
See Figure 7.19 for sign specifications.
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Sign Type Use and Standards Image
Minor Directional
Sign
Minor directional signs should be used to denote locations of key shopping areas, civic buildings, and tourist attractions. Signs should be lighted, landscaped, and placed permanently at roadsides or within medians at key locations throughout the Specific Plan area.
Pedestrian Signs,
Maps, and Kiosks
Pedestrian signs, maps, and kiosks should be placed throughout Old Town to direct visitors to local businesses, community amenities, and parking areas. Pedestrian-oriented signs and maps should be located at key pedestrian activity nodes in Old Town, such as transit stops, plazas, shopping areas, and paseos.
Alley/Paseo
Gateway
Alley/paseo gateway features provide a sense of arrival and transition to unique pedestrian places within Old Town. Entrance features may consist of a combination of plant materials, hardscape elements (such as archways, trellises, and special paving), and signage.
Banners
Banners or flags for use on area streetlight poles should be included in the signage program. Banners may be changed periodically to provide advertisement for special events and promotions in Old Town.
Entry Archway
Currently an Entryway Arch exists at the entrance to the Old Town Core on Seventh Street just north of ‘D’ Street. During the third Community Workshop – Circulation, the Community had the opportunity to choose a new design for this archway, to be renovated in the short term.
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Figure 7.15
Public Signage Overview
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Figure 7.16
Major Identification Sign Specifications
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Figure 7.17
Directional Sign Specifications
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Figure 7.18
Intermediate Identification Sign
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Figure 7.19
Parking Identification Sign
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Figure 7.20
Wayfinding System
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