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