Conference Room D
14343 Civic Drive
Victorville, CA
www.victorvilleca.gov
VICTORVILLE CITY COUNCIL
VICTORVILLE LIBRARY BOARD OF TRUSTEES
SOUTHERN CALIFORNIA LOGISTICS AIRPORT AUTHORITY
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY
THE CITY AS HOUSING ASSETS SUCCESSOR
JOINT POWERS FINANCING AUTHORITY
VICTORVILLE WATER DISTRICT
NOTICE: The Mayor has called a Special Meeting
pursuant to Government Code Section 54956.
Tuesday, April 29, 2025
4:00 p.m. Special Council Meeting
The
City
Council
holds
its
business
meetings
in
public
in
accordance
with
the
requirements
of
the
Ralph
M.
Brown
Act,
its
established
policies
and
procedures,
and
its
adopted
parliamentary
authority.
The
Council
strives
to
carry
out
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meetings
in
an
atmosphere
of
professionalism
with
full
participation
by
members
of
the
body
and
the
public.
As
such,
the
Presiding
Officer
is
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City
Council
Meetings
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and
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City
business
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right
to
enforce
(or
cause
to
be
enforced)
the
Meeting
Rules
of
Conduct
and
Decorum
as
set
forth
in
Chapter
5 of
the
City
Council Policy and Procedures Manual.
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City
Council
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and
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invites
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community
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Hall
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the
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Should
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For
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Council,
please
refer
to
the
City's website at
victorvilleca.gov/agendas
.
LEVINE
ACT
DISCLOSURE:
Pursuant
to
the
Levine
Act
(Govt.
Code
section
84308),
any
party
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Participants
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The
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Disabilities
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contact
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4:00 p.m. Special Session
Call to Order
Roll Call
Invocation: Mayor Becerra
Pledge of Allegiance: Police Captain Randy German
City Clerk Presents Agenda/Revisions to Agenda
Conflict of Interest Declarations
Any
items
on
this
agenda
that
might
be
a
conflict
of
interest
to
any
Council
Members/Board Members should be identified at this time
Introduction to Public Comments
Public Comments
WRITTEN COMMUNICATIONS
1. Wellness Center Campus Review, Operational Update, and Next Phase
Recommendation:
That
the
Honorable
City
Council
receive
a
presentation
regarding
the
Wellness
Center
Campus
on
its
past,
present,
and
future
operations
and
take
action
to
authorize
the
City
Manager
or
his
designee
to
move
forward
with
the
following
items
pertaining to Phase 2 of the Wellness Center Campus:
(1)
Authorize
Phase
2 to
serve
the
City’s
unhoused
senior
population
through
permanent supportive housing;
(2)
Authorize
the
application
for
grant
funding
that
enables
the
City
to
proceed
with
the pre-development, construction and operations for Phase 2; (3)
Authorize
the
seeking
of
consultant
services
to
assist
in
property
assessment,
design,
and
the
determination
of
cost-effective
development
and
fiscally
sustainable
operational models for Phase 2;
(4)
Authorize
to
proceed
with
a
Request
for
Qualifications
(RFQ)
to
assess
the
qualifications
of
developers
interested
in
and
capable
of
developing
and/or
operating Phase 2; and
(5)
Authorize
to
proceed
with
a
Request
for
Proposal
(RFP)
for
the
development
and/or
operation
of
Phase
2 utilizing
the
developers
identified
during
the
Request
for Qualifications process.
Adjournment
Item Number: 1
City Council / Board of Directors
Written Communications
Meeting of: April 29, 2025
Submitted By:
Alex Jauregui, City Planner
Subject:
Wellness Center Campus Review, Operational Update, and Next Phase Recommendation:
That the Honorable City Council receive a presentation regarding the Wellness Center Campus on its past, present, and future operations and take action to authorize the City Manager or his designee to move forward with the following items pertaining to Phase 2 of the Wellness Center Campus:
(1) Authorize Phase 2 to serve the City’s unhoused senior population through permanent supportive housing;
(2) Authorize the application for grant funding that enables the City to proceed with the pre-development, construction and operations for Phase 2; (3) Authorize the seeking of consultant services to assist in property assessment, design, and the determination of cost-effective development and fiscally sustainable operational models for Phase 2;
(4) Authorize to proceed with a Request for Qualifications (RFQ) to assess the qualifications of developers interested in and capable of developing and/or operating Phase 2; and
(5) Authorize to proceed with a Request for Proposal (RFP) for the development and/or operation of Phase 2 utilizing the developers identified during the Request for Qualifications process.
Fiscal Impact:
The proposed commencement of Phase 2 of the Wellness Center Campus will result in future fiscal impacts that are unknown to the City at this time. However, with the recommended actions noted herein, any future fiscal impacts will require City Council review and approval prior to any acceptance, allocation or expenditure of funds that exceed the City Manager’s signing authority.
4 0
9 5
As proposed, City staff will continue to seek and apply for grant funding in order to reduce impacts to City funding sources (e.g. Measure P and the General Fund). Additionally, authorizing the issuance of a RFQ and RFP after a clear project design and scope are established will enable a thorough vetting process of potential developers and operators for Phase 2 of the Wellness Center Campus. This approach helps ensure that any proposal presented to the City Council minimizes reliance on City funding during construction and promotes long-term fiscal sustainability during operations.
Strategic Plan Goal:
This item aligns with the goals of the 2024-2026 Strategic Action Plan as follows:
•Goal A. Financial Sustainability – In order to “Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery” outlined in Goal A, the proposal will seek grant funding to off-set costs as well as prepare a project scope and a development/operational model with a focus on cost-effectiveness and fiscal sustainability.
•Goal D. Reduce Homelessness – Strategy 2 of the Goal D is to “Establish a project scope, design, and funding sources for Phase 2 of the Wellness Center.” Therefore, this proposal is intended to initiate the noted strategy by establishing the target population and housing type while acting to formally establish a project scope, design, and funding sources.
Background:
As outlined in the 2024-2026 Strategic Action Plan, City staff is tasked with establishing a project scope, design, and funding sources for Phase 2 of the Wellness Center Campus (Attachment B - Goal D, Strategy 2). While the City has made significant progress on several strategies outlined in the 2024-2026 Strategic Action Plan, namely the completion and opening of the Wellness Center Campus, action is needed to proceed with Phase 2 of the Wellness Center Campus to ensure that City staff efforts remain aligned with the City Council’s long-term vision for the facility.
Discussion:
In order to review the history, current operations, and future phases of the Wellness Center Campus, City staff has prepared a slideshow presentation (Attachment A) that discusses the conditions and data that led to the inception of the City’s current efforts to address homelessness, the successes and operations of the Wellness Center, and the future operations of the Wellness Center Campus including the possibilities for Phase 2.
As noted in the attached slideshow, to be presented and discussed by City staff, the City’s award-winning efforts to address homelessness have created an opportunity to continue to lead by example and proceed with the data-driven implementation of Phase 2 of the Wellness Center Campus.
Attachments: A. Wellness Center Workshop Presentation Slides B. City of Victorville 2024-2026 Strategic Action Plan
ATTACHMENT A
Homelessness
Solutions and Housing
Planning Deparment
Presented by:
Alex Jauregui, City Planner
William Lamas, Homelessness Solutions and Housing Manager and Edward Amaya, Homelessness Solutions Coordinator
Mission Values
To serve the community of Victorville
through commitment, engagement,
and transparency, while providing the
highest quality public services to
residents and businesses.
Integrity
Excellent Customer Service
Accountability
Transparency
The City of Victorville’sMission and Values
Wellness Center Phase 25
6 7
8 Recommendations
Q & A
Conclusion
Background
Current Operations
Operational Sustainability
Dual vs. Single Operator
1 2
3 4
The Background
National Level State Level County Level
Between 2015 and 2020, the unsheltered
population surged by 30 percent The
number of people experiencing
homelessness on a single night in 2024
was the highest ever recorded.
California has 35.5% of the Nations
Homeless Population and 45% of the
Nations Unsheltered Population
Homelessness has been on the rise
since 2017, with a 128% increase.
Approx. 74% of the homeless population
were counted within the seven cities.
Introduction
Local Level
Beginning 2017, the City of Victorville began
seeing a large increase in homelessness
and has recently been the City with the
second highest homeless count in the
County.
2017 2018 2019 2020 2022 2023 20240
100
200
300
400
500
600
700
132
263
333
451 455
607 611
2017 2018 2019 2020 2022 2023 20240
50 100
150
200
250
300
350
81 187 179 188
224
317 326
City of VictorvillePoint in Time Count
Total
Unsheltered
ZenCity ResidentSurvey (2022)
City-Wide Impacts
Businesses Public
Resources
Health and
Safety Environment
Adapting to
Legal Landscape
Martin v. City of Boise Grants Pass v. Johnson Supreme Court Decision City Efforts
Homeless
Engagement
Team
Warming
Shelter
Hydration and
Hygiene Stations
Interim
Shelter
Regional Food
Collaborative
Wellness
Center
Storage
Service
Centered Education
before
Enforcement
Data
Driven
Decisions
Case
Management
Evidence-Based
Practices
THE CITY’S PLAN
In August 2018,
the City Council
directed staff to
schedule a public
workshop
regarding
homelessness.
In February 2019,
the Victorville City
Council directed staff
to create a
Homelessness
Solutions Task Force.
In October 2019, the
the Homelessness
Solutions Strategic
Action Plan was
finalized and
implemented.
Mid-2019,
Homelessness
Solutions Staff was
hired. The City took
the lead at a regional
and county level
Continuum of Care.
In 2020, the City
included a plan of
reducing homelessness
on its Citywide strategic
plan for 2020-2023
(this goal remains today).
In 2020-2021, the City
supported the local
warming shelter, the HET
Team was established.,
and the City was awarded
Homekey funding
From 2022-2023, the
Wellness Center was under
construction, and staff
created the foundation for
operations and sustainability
as it relates to the Wellness
Center.
In 2017, the City
financially assisted
the Housing
Authority to create
Desert Haven
In Mid-2023, the City
selected the Shelter and
Wraparound Services
operators. On December
12, 2023, the Wellness
Center accepted its first
clients.
In 2024, the City
expanded services for
outreach, supportive
services, and housing to
include enhanced street
medicine and rapid
rehousing
2023-2026 Strategic Plan
tasked staff with exploring
a project scope, design, and
funding sources for Phase 2
of the Wellness Center.
THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .
I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .
I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .
M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .
I n 2 0 2 0 , t h e C i t y
i n c l u d e d a p l a n o f
r e d u c i n g
h o m e l e s s n e s s o n i t s
C i t y w i d e s t r a t e g i c
p l a n f o r 2 0 2 0 - 2 0 2 3
( t h i s g o a l r e m a i n s
t o d a y ) .
I n 2 0 2 1 , t h e C i t y
p r o c e e d e d w i t h p l a n s
f o r t h e W e l l n e s s
C e n t e r a n d o p e n e d a n
i n t e r i m s h e l t e r i n t h e
m e a n t i m e . T h e H E T
T e a m w a s e s t a b l i s h e d .
F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y b u i l t a n d
c r e a t e d t h e
f o u n d a t i o n f o r
o p e r a t i o n s a n d
s u s t a i n a b i l i t y a s i t
r e l a t e s t o t h e
W e l l n e s s C e n t e r .
In 2017, the City
financially assisted
the housing Authority
to create Desert
Haven
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .
I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
2 0 2 3 - 2 0 2 6 S t r a t e g i c
P l a n t a s k e d s t a f f w i t h
e x p l o r i n g a p r o j e c t s c o p e ,
d e s i g n , a n d f u n d i n g
s o u r c e s f o r P h a s e 2 o f t h e
W e l l n e s s C e n t e r .
THE CITY’S PLAN
In August 2018,
the City Council
directed staff to
schedule a public
workshop
regarding
homelessness.
In February 2019,
the Victorville City
Council directed staff
to create a
Homelessness
Solutions Task Force.
I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .
M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .
I n 2 0 2 0 , t h e C i t y
i n c l u d e d a p l a n o f
r e d u c i n g
h o m e l e s s n e s s o n i t s
C i t y w i d e s t r a t e g i c
p l a n f o r 2 0 2 0 - 2 0 2 3
( t h i s g o a l r e m a i n s
t o d a y ) .
F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y b u i l t a n d
c r e a t e d t h e
f o u n d a t i o n f o r
o p e r a t i o n s a n d
s u s t a i n a b i l i t y a s i t
r e l a t e s t o t h e
W e l l n e s s C e n t e r .
I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .
I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
E s t a b l i s h a p r o j e c t
s c o p e , d e s i g n , a n d
f u n d i n g s o u r c e s f o r
P h a s e 2 o f t h e W e l l n e s s
C e n t e r .
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .
I n 2 0 2 5 , t h e C i t y
r e m a i n s c o m m i t t e d
t o s o l v i n g
h o m e l e s s n e s s .
THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .
I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .
In October 2019, the
the Homelessness
Solutions Strategic
Action Plan was
finalized and
implemented.
Mid-2019,
Homelessness
Solutions Staff was
hired. The City took
the lead at a regional
and county level
Continuum of Care.
In 2020, the City
included a plan of
reducing homelessness
on its Citywide strategic
plan for 2020-2023
(this goal remains today).
F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y b u i l t a n d
c r e a t e d t h e
f o u n d a t i o n f o r
o p e r a t i o n s a n d
s u s t a i n a b i l i t y a s i t
r e l a t e s t o t h e
W e l l n e s s C e n t e r .
I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
THE CITY’S PLAN
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .
I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .
I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .
M i d - 2 0 1 9 ,
H o m e l e s s n e s s
S o l u t i o n s S t a f f w a s
h i r e d .
I n 2 0 2 0 , t h e C i t y
i n c l u d e d a p l a n o f
r e d u c i n g
h o m e l e s s n e s s o n i t s
C i t y w i d e s t r a t e g i c
p l a n f o r 2 0 2 0 - 2 0 2 3
( t h i s g o a l r e m a i n s
t o d a y ) .
In 2020-2021, the City
supported the local
warming shelter, the HET
Team was established.,
and the City was awarded
Homekey funding
From 2022-2023, the Wellness
Center was under construction,
and staff created the foundation
for operations and sustainability
as it relates to the Wellness
Center.
I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
In Mid-2023, the City
selected the Shelter and
Wraparound Services
operators. On December 12,
2023, the Wellness Center
accepted its first clients.
I n 2 0 2 4 , t h e C i t y
e x p a n d e d s e r v i c e s
f o r o u t r e a c h ,
s u p p o r t i v e s e r v i c e s ,
a n d h o u s i n g .
2 0 2 3 - 2 0 2 6 S t r a t e g i c P
t a s k e d s t a f f w i t h e x p l o
a p r o j e c t s c o p e , d e s i g
a n d f u n d i n g s o u r c e s f
P h a s e 2 o f t h e W e l l n e
C e n t e r .
I n A u g u s t 2 0 1 8 ,
t h e C i t y C o u n c i l
d i r e c t e d s t a f f t o
s c h e d u l e a p u b l i c
w o r k s h o p
r e g a r d i n g
h o m e l e s s n e s s .
I n O c t o b e r 2 0 1 9 , t h e
t h e H o m e l e s s n e s s
S o l u t i o n s S t r a t e g i c
A c t i o n P l a n w a s
f i n a l i z e d a n d
i m p l e m e n t e d .
I n 2 0 2 0 , t h e C i t y
i n c l u d e d a p l a n o f
r e d u c i n g
h o m e l e s s n e s s o n i t s
C i t y w i d e s t r a t e g i c
p l a n f o r 2 0 2 0 - 2 0 2 3
( t h i s g o a l r e m a i n s
t o d a y ) .
I n 2 0 2 1 , t h e C i t y
p r o c e e d e d w i t h p l a n s
f o r t h e W e l l n e s s
C e n t e r a n d o p e n e d a n
i n t e r i m s h e l t e r i n t h e
m e a n t i m e . T h e H E T
T e a m w a s e s t a b l i s h e d .
F r o m 2 0 2 2 - 2 0 2 3 ,
t h e C i t y s u p p o r t e d a
l o c a l w a r m i n g s h e l t e r
a n d f u n d e d t h e C i t y ’ s
I n t e r i m S h e l t e r
O n D e c e m b e r 1 2 ,
2 0 2 3 , t h e W e l l n e s s
C e n t e r a c c e p t e d i t s
f i r s t c l i e n t s .
THE CITY’S PLAN
I n F e b r u a r y 2 0 1 9 ,
t h e V i c t o r v i l l e C i t y
C o u n c i l d i r e c t e d s t a f f
t o c r e a t e a
H o m e l e s s n e s s
S o l u t i o n s T a s k F o r c e .
I n 2 0 1 7 , t h e C i t y
f i n a n c i a l l y a s s i s t e d
H A C S B t o c r e a t e
D e s e r t H a v e n
In 2024, the City expanded
services for outreach,
supportive services, and
housing to include
enhanced street medicine
and rapid rehousing
2023-2026 Strategic Plan
tasked staff with exploring
a project scope, design,
and funding sources for
Phase 2 of the Wellness
Center.
2017 2018 2019 2020 2022 2023 20240
100
200
300
400
500
600
700
132
263
333
451 455
607 611
2017 2018 2019 20202022 2023 2024 20250
50 100
150
200
250
300
350
81 187 179 188
224
317 326
140
City of VictorvillePoint in Time Count
Total
Unsheltered
140
Awards and Recognition
Cam pus Tours
City of Irvine
City of Oceanside
City of Fontana
City of Vista
City of Ontario
City of San Bernardino
San Bernardino County
City of Chino
City of Upland
City of Colton
Assemblymember Juan
Carillo
Congressman Jay
Obernolte
National Health Care for
the Homeless Council
Awards
Architecture & Design
Community Platinum Winner
for Sports, Recreation, and
Wellness Facilities
American Public Works
Association Award
American Planning
Association, State of
California, opportunity and
empowerment award of
merit
Architecture & Design
Community Platinum Winner
for mobile homes &
prefabricated structures
American Planning
Association, Inland Empire,
opportunity and
empowerment award
Senator Scott Wilk
OPERATIONAL SUCCESS
145
Any Questions
Current Operations
Outreach,
Engagem ent, and
Diversion
Stabilization and
Services
The Campus Mission
The Wellness Center’s mission is to reduce
homelessness by providing health and wellness
wraparound services to under-served individuals in our
local community. Using a collective approach, our team
promotes a roadmap (Route to Wellness) for individuals
experiencing homelessness to follow.
The Wellness
Center
Housing Solutions
Wellness Planning
HOMELESSNESSGRANTS
OVER $59 MILLION
Homek
ey ARP
A
ERF-
3 PLHA
-3
PLHA
-2
ERF-
1 CDBGPLHA
-1
HHIP-MHHAPKaiser
San Manuel
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
CAMPUS
SERVICES
THE WELLNESS CENTER
Admin, Security,
Outreach
Kitchen, Dining,
Classrooms,
Laundry
Medical Clinic
Supportive Services
Hope
the
Mission
Safety
and
Security
Food
Services
Basic
Needs
Intake Data
City of
Victorville
Administration
Monitoring
Campus
Oversight
Utilities and
Maintenance Regulatory
Compliance
Outreach
Engagement
Case
Management
Quality
Assurance
Symba
Center
Supportive
Services
Medical
Services
Outreach
Recuperative
Care
SUD
RRH
Wellness Center
Campus
JobReadiness LegalServices
HousingNavigationVeteranServices
Data
Rapid Re-HousingRapid Re-Housing
SUPPLEMENTAL
SERVI CES
Motel VouchersMotel Vouchers
Utility/RentalUtility/Rental
AssistanceAssistance
Aftercare ServicesAftercare Services
Vehicle GrantVehicle Grant
Data-Driven Approach
V e t e r a n s
A s s i s t e d
7 Shelter Bed
Nights
6,302
Individuals
Transitioned
to WC
91 Encampments
Cleared
116
Tons of Trash
Cleared
91 Data-Driven Street Outreach and Case Management ERF-1 Outcomes Average
Recuperative Care
Beds
Dec 23
Jan 24
Feb 24
Mar 24
Apr 24
May 24
Jun 24
Jul 24
Aug 24
Sep 24
Oct 24
Nov 24
Dec 24
Jan 24
0 10
20 30
40 50
60 Medical Clinic and
Recuperative Care 32 AverageRecuperative Carebeds Dec 23-Jan 25 White35.4%African American30.4%
Multi-Racial16.8%
Hispanic14.7%Other2.7%
25-4440.6%
55+30%
45-5419.8%
Under 186.2%
Race/Ethnicity Client Age
Male56.9%
Female42.8%
Transgender0.2%
Gender
CLIENT DEMOGRAPHICS
Disabled Adults
Yes66.4%
No33.6%
KEY DATA POINTS
SENIORS ~30%
DISABLED~66%
MENTAL HEALTH~34%
SUBSTANCE USE~32%
ZERO INCOME~67%
18-24
3.4%
INTAKES
CLIENT SATISFACTION
We surveyed clients on a range of satisfaction
measures. Below are the percentages of clients who
agreed.
MEALS SERVED
RECUPERATIVE CARE CLIENTS AVG. LENGTH OF STAY (DAYS)
626 626 Over 130,000 Over 130,000
108108 ~90 ~90
“I FEEL RESPECTED BY THE STAFF.”
“STAFF HELPED ME ACCESS THE SERVICES I NEED.”
“I AM MORE HOPEFUL ABOUT MY FUTURE.”
“I HAVE ADDED HEALTHY BEHAVIORS.”
“I AM CLOSER TO REACHING MY HOUSING GOAL.”
86%
79%
83%
81%
60%
DATA HIGHLIGHTS
145
HOUSED
DATA HIGHLIGHTS CONT.
Operational Sustainability
Hope the Mission
Current Contracts
July 1, 2023-June 30, 2025
Option for three 1-year
extensions
Symba Center
July 1, 2023-June 30, 2025
Option for three 1-year
extensions
Bed Fees and Operational
Costs
Q u a r t e r 1 $ 2 6 2 , 3 5 3
Q u a r t e r 4
Q u a r t e r 3
Q u a r t e r 2 $ 1 8 2 ,9 1 0 *
S y m b a C e n t e r R e c u p e r a t i v e
C a r e B e d F e e s 2 0 2 4 / 2 5
*Assuming December claims are fully reimbursed
$ 9 3 ,0 0 0 * *
$ 9 3 ,0 0 0 * *
**Tracking
O p e r a t i o n s ~$4 Million**
H o p e t h e M i s s i o n
2 4 / 2 5 F i s c a l C o s t s
O p e r a t i o n s $0.00
S y m b a C e n t e r
2 4 / 2 5 F i s c a l C o s t s
M a i n t e n a n c e ,
U t i l i t i e s , a n d
F a c i l i t i e s
$800,000**
C i t y 2 4 / 2 5 C o s t s
$ 6 3 1 ,2 6 3
R e v e n u e E x p e n d i t u r e
$ 4 ,8 0 0 ,0 0 0
Grants and Measure P
Hom ekey PLHA ERF 3
HHIP O pioid Settlem ent
2024 2025 2026 2027 2028
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
M easure P
2024 2025 2026 2027 2028
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
Next Steps/Future
Plans
Dual vs. Single
Operator
Dual Operators Single Operator (Symba)$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000
Operator Cost Comparison
25/26 Dual Operators vs.
Single Operator Cost
Comparison
$711,791
Difference
4-Year Cost Projection
Single (Symba)
11.29Million
Dual 14.45 Million
Any Questions
Next Steps/Future
Plans
Phase 2
STRATEGIC ACTION PLAN
Establish a project
scope, design, and
funding sources for
Phase 2 of the
W ellness Center.
OBJECTIVE 2
Expand on the
existing
homelessness
outreach network to
effectively engage
the homeless
community in
services.
OBJECTIVE 3
Evaluate the
effectiveness of
coordination of
homelessness
services.
OBJECTIVE 4
GOAL D: REDUCE HOMELESSNESS
Complete construction
and open the Wellness
Center Campus
including low-barrier
emergency shelter,
recuperative care
facility, medical clinic,
and wraparound
supportive services.
OBJECTIVE 1
Strengthen
collaboration with
the County and other
entities to identify
new funding
opportunities and
expand partnerships
for homelessness
services.
OBJECTIVE 5
Establish a project
scope, design, and
funding sources for
Phase 2 of the
W ellness Center.
OBJECTIVE 2
WHAT IS PHASE 2 ?
OLD TOWN CITY-OWNED PROPERTY
Behavioral andBehavioral and
Physical HealthPhysical Health
Housing InventoryHousing Inventory
Limited AlternativesLimited Alternatives
AgingAging
PopulationPopulation
ChronicallyChronically
HomelessHomeless
Fixed IncomesFixed Incomes
CHALLENGES
ASSESSMENTS AND
PRIORITIES
SENIOR POPULATION
O V E R 5 0 % O F T H E
S E N I O R S A R E P R I O R I T Y 1
A N D 2 C L I E N T S
( A S S E S S M E N T S C O R E S
O F 9 O R H I G H E R )
HOUSING AFFORDABILITY
60% OF THE CITY’S 15,024 RENTER
HOUSEHOLDS SPEND 30% OR MORE OF
GROSS INCOME ON HOUSING COSTS
COMPARED TO 55% IN THE SCAG REGION.
32% SPEND 50% OR MORE OF GROSS
INCOME ON HOUSING COSTS COMPARED TO
29% IN THE SCAG REGION.
THE SCAG REGION ENCOMPASSES SIX COUNTIES
(IMPERIAL, LOS ANGELES, ORANGE, RIVERSIDE,
SAN BERNARDINO, AND VENTURA) AND 191 CITIES
IN AN AREA COVERING MORE THAN 38,000
SQUARE MILES.
2021-2029 HOUSING
ELEMENT NEED
EXTREMELY LOW-INCOME NEED: THE CITY PROJECTS A NEED FOR 866 HOUSING UNITS FOR EXTREMELYLOW-INCOME (ELI) HOUSEHOLDS, WITH 83% EXPERIENCING HOUSING PROBLEMS AND 74% FACINGSEVERE COST BURDENS.
HOUSING STRATEGIES: TO ADDRESS THESE NEEDS, THE CITY MUST PURSUE STATE AND FEDERALFUNDING FOR SINGLE-ROOM OCCUPANCY (SRO) UNITS, AND OTHER HOUSING FORMS FOR THOSEEXPERIENCING HOMELESSNESS.
SUPPORTIVE HOUSING INTEGRATION: THE CITY RECOGNIZES SUPPORTIVE HOUSING AS A PERMANENTRESIDENTIAL SOLUTION WITH ON-SITE SERVICES FOR LONG-TERM STABILITY.
Bedroom Size FMR 30% of FMR (ELI Limit)
Efficiency $1,480 $444
1 Bedroom $1,540 $462
2 Bedroom $1,920 $576
3 Bedroom $2,560 $768
4 Bedroom $3,120 $936
SENIOR POPULATION
OVER 50% OF THE
SENIORS HAVE A FIXED
INCOME SUCH AS SSI OR
SSDI
THE AVERAGE SSI/SSDI
INCOME IN CALIFORNIA
IN 2025 IS $1,139
1,325 (OR 5%) OF CITY
RESIDENTS WITH
INCOMES BELOW THE
POVERTY LEVEL WERE 65
YEARS OF AGE AND
OVER
OF CITY SENIOR
HOMEOWNERS, 34% FALL
BELOW THE 50% AREA
MEDIAN INCOME,
MAKING THEM WITHIN
THE VERY-LOW-INCOME
CATEGORY THE MOST
PREVALENT SENIOR
GROUP IN THE CITY
SENIOR POPULATION
Housing Supply
More Permanent
Housing Is
needed
Available
Housing
HOUSING AVAILABILITY
The County of San Bernardino lacks affordable housing.
58,846 low-income renter households in San Bernardino
County do not have access to an affordable home.
In 2023 in San Bernardino County, there were only 3,535 bedsavailable in the interim and permanent housing supply for personsexperiencing homelessness.
The California Department of Housing and Community Development (HCD) isexpanding its efforts to address homelessness through programs like"Homekey+" and "No Place Like Home," focusing on developing permanentsupportive housing (PSH) for vulnerable populations, including veterans andindividuals with mental health or substance use challenges.
HOUSING OPTIONS
PRIORITIZED BASED ON NEED
Permanent/Permanent Supportive Housing
Transitional Housing
Interim Housing/Navigation Center
1. 2.
3. HOUSING OPTIONS
Permanent/Permanent Supportive Housing
Supports High-Need Individuals: PSH provides stable housing and ongoing care for those with mental illness and disabilities.
Improves Health & Quality of Life: Offers safe, accessible housing that enhances well-being, especially for seniors.
Cost-Effective Solution: Reduces emergency service use and prevents repeated homelessness.
HOUSING OPTIONS
Interim Housing/Navigation Center
Low-Barrier, Multi-Service Model: An extension of the
Wellness Center that offers housing, healthcare, legal aid, job training, and more in one location.
Holistic Support for Stability: Services are designed to help individuals recover and transition to permanent housing.
Comprehensive on-site support makes additional transitional programs less necessary.
HOUSING OPTIONS
Transitional Housing
Bridges the Gap to Permanent Housing: Transitional housing provides temporary stability while individuals work toward long-term housing solutions.
Structured Support Environment: Offers case management, life skills training, and other services to help residents regain independence.
Time-Limited but Impactful: Typically 18 to 24 months, it serves as a crucial step for those not yet ready for permanent housing.
PRE-DEVELOPMENT FUNDING
ENCAMPMENT RESOLUTION FUNDING
CDBG AND HOME FUNDING
CITY AS HOUSING ASSET SUCCESSOR
AGENCY (CHAS) FUNDING
HOUSING
DEVELOPMENT
GRANT
HHIP
HHAP
ESG
COC
PRIVATE
FUNDING
AND
DONATIONS
HOMEKEY
PLUS
RENT
LOCAL FUNDING
FUNDING
RFP IS ACTIVE
AND CLOSES
MAY 2025 APPLICATION
FOR IEHP-HHIP
PENDING
FUNDING IS
LIMITED
LOW-INCOME
HOUSING
TAX CREDIT
(LIHTC)
VERY
COMPETITIVE
CDBG
HOME FUNDS
HOME ARP
CHAS
PLHA
HOUSING TRUST
BEHAVIORAL HEALTH
INFRASTRUCTURE
BOND
PHASE 2 RECOMMENDATION
1) Authorize Phase 2 to serve the City’s unhoused senior population through permanent supportive housing; 2) Authorize the application for grant funding that enables the City to proceed with the pre-development, construction and operations for Phase 2;
3) Authorize the seeking of consultant services to assist in property assessment, design, and the determination of cost-effective development and fiscally sustainable operational models for Phase 2; 4) Authorize to proceed with a Request for Qualifications to assess the qualifications of developers interested in and capable of developing and/or operating Phase 2; and 5) Authorize to proceed with a Request for Proposal for the development and/or operation of Phase 2 utilizing the developers identified during the Request for Qualifications process.
ANYQUESTIONS
ATTACHMENT B
City of Victorville
Strategic Plan
FY 202 3-24 through FY 2025 -26
Page i
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Prepared for the City of Victorville by
Page ii
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Table of
Contents
Message from the City Manager .................................................... 1 About Our City Government .......................................................... 2 About the Victorville Community ................................................... 3 Opportunities and Challenges ........................................................ 4 Vision, Mission, and Values ............................................................ 5 City Council Norms for Effective Governance ................................. 6 Multi-Year Goals ............................................................................ 7 City Council’s Top Priority Strategies for FY 2023-24 ....................... 8 Goal A: Financial Sustainability ...................................................... 9 Goal B: Public Safety .................................................................... 10 Goal C: Community and Economic Development .......................... 11 Goal D: Reduce Homelessness ...................................................... 12 Goal E: Invest in Infrastructure ..................................................... 13 Goal F: Communication and Outreach .......................................... 14 Goal G: Organizational Effectiveness and Sustainability ............... 15 Tracking and Implementation ...................................................... 16 Conclusion ................................................................................... 17 Attachment A: City Organization Chart ........................................ 18 Attachment B: Strategic Planning Process .................................... 19
Message from the City Manager Page 1
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Message from the City Manager
Strategic Planning Guidance
Provided By
City Leadership Team
Keith Metzler, City Manager
Jenele Davidson, Deputy City
Manager
Sophie Smith, Deputy City Manager
Jorge Duran, Code Enforcement
Official
Brian Gengler, City Engineer
Brenda Hampton, Director of
Electric Utility Services
Mazharul Islam, Information
Technology Officer
Sue Jones, Public Information
Officer
Doug Mathews, Public Works and
Water Director
Donna Meester, Director of
Community Services
William Racowschi, Interim Fire
Chief
Eric Ray, Airport Director
Joe Slegers, Building Official
Jennifer Thompson, City Clerk
Josie Trevino, Human Resources
Officer
Scott Webb, City Planner
John Wickum, Police Captain
This three-year Strategic Plan, covering the years FY 2023-24 through FY 2025-26, builds on our first Strategic Plan adopted in 2020 which also was for three years.
In that first plan, the Council established a new mission statement, vision for the future, values, and a set of goals. In this new Strategic Plan, we retained the seven goals from 2020 and established new or updated strategies for achieving each goal.
The mission and vision statements have also been updated with this new Strategic Plan.
Our plan focuses on City Council priorities of financial sustainability; public safety; community and economic
development; reduce homelessness; invest in infrastructure; communications and outreach; and organizational effectiveness and sustainability.
I look forward to implementing this Strategic Plan in partnership with our Mayor and City Council, our leadership team, and our entire City staff to make Victorville even better in the future. We have much to be proud of and even more as we move forward together.
Keith C. Metzler
City Manager
Vision, Mission, and Values
Top Priorities
Strategies
Implementation Action Plan
Multi-Year Goals
About Our City Government Page 2
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
About Our City Government
Victorville City Council
The City of Victorville is a charter city that operates under the Council-Manager form of government. A five- member City Council serves the community. The City Council appoints the City Manager who functions as the chief executive officer for the City and ensures that the policies developed by the City Council are executed.
City Services
The City provides a wide range of services including parks and recreation, police, fire, public works, water utilities, economic development, and community development. 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. An organization chart showing the City of Victorville functions is in Attachment A.
Mayor
Deborah Jones
District 2
Mayor Pro Tem
Elizabeth Becerra
At-Large
Councilmember
Blanca Gomez
At-Large
Councilmember
Bob Harriman
District 4
Councilmember
Leslie Irving
At-Large
About the Victorville Community Page 3
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
About the Victorville Community
Total
Estimated
2023
Population:
137,193
Race/Ethnicity
•55.3% Hispanic or
Latino
•21.4% White
•16% Black
•4.6% Asian
•2.7% Other
Median
Household
Income:
$61,206
Fifth Largest
City in San
Bernardino
County and
the Largest
City in the
Upper Desert
(population)
Source: US Census Bureau and California Department of Finance Opportunities and Challenges Page 4
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Opportunities and Challenges
The City of Victorville has
numerous opportunities and
several challenges.
Opportunities
• Utilize Measure P funding to support vital
services and enhance public safety
• Leverage the airport for economic
development
• Foster job creation and industry growth
• Build on significant investment in homeless
services
• Develop regional approaches to major issues
facing high desert communities
Challenges
• Continuing need to invest in infrastructure
• Insufficient affordable housing
• Homelessness
• Need for additional higher-paying industrial-
based jobs
• Neighborhood blight
Vision, Mission, and Values Page 5
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Vision, Mission, and Values
Our vision statement is aspirational and indicates the future direction of the City of Victorville. The mission states the purpose of the City. Four key values guide officials and staff of the City of Victorville. The vision and mission statements were updated in 2023 and are provided below. The values listed were adopted in 2020 and reaffirmed in 2023.
Vision To conduct itself as the leader of the High Desert region in providing a balanced quality of life for its residents through job creation and community development.
Mission
To serve the community of Victorville through commitment, engagement, and transparency, while providing the highest quality public services to residents and businesses.
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 6
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
City Council Norms for
Effective Governance
The City Council held a Council governance workshop on March 28, 2023, to review and update its operating norms, review roles and responsibilities of city leaders, develop a shared understanding of best governance practices, and strengthen teamwork. As a result of the Council’s discussions, the Council adopted a revised set of 13 norms for effective governance on May 16, 2023, as shown below.
1. We conduct ourselves in a professional manner during meetings and beyond.
2. We respect open government both in word and deed.
3. We expect civil, intelligent public discourse.
4. We are efficient in our meetings.
5. We treat all members of the public with respect.
6. We contribute to a positive workplace environment.
7. We yield ourselves to 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 foster a good working relationship between Councilmembers and staff to promote 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 support staff's obligation 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 comply with our code of ethics.
Multi-Year Goals Page 7
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Multi-Year Goals
The City of Victorville has established seven broad multi-year goals. Each of the goals contains a set of strategies intended to help the City make progress in achieving the broad goals over a period of years.
The City Council’s top priority strategies for FY 2023-24 are shown on the next page.
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.
City Council’s Top Priority Strategies for FY 2023-24 Page 8
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
City Council’s Top Priority Strategies
for FY 2023-24
During its July 18, 2023, workshop, the City Council identified four top priority strategies to focus on in the first year of implementation in FY 2023-24. Shown in parentheses is the goal each of the strategies is associated with, along with the strategy number. These can be found in the following pages.
Evaluate underfunded Landscape Maintenance Assessment Districts to improve ability to finance desired City beautification projects. (Goal A - Financial Sustainability, Strategy 6)
Attract new businesses to the community and work to retain existing businesses. (Goal C - Community and Economic Development, Strategy 7) Continue seeking funding to invest in expanding, improving and preserving our roadway system. (Goal E - Infrastructure, Strategy 11)
Implement a city app to better respond to resident requests regarding code enforcement, public works, and other items. (Goal F - Communication and Outreach, Strategy 1)
Goal A: Financial Sustainability Page 9
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal A: Financial Sustainability
Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.
Goal A has six strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway and will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Develop a multi-year plan and strategies
to address pension obligations due to increasing
pension costs and resulting pressures on the general
fund.
Strategy 2. Implement proactive business licensing
activities for rental properties to increase revenue
opportunities.
Strategy 3. Establish fund balance reserve targets for
all major funds in addition to the General Fund.
Strategy 4. Consider revising General Fund reserve
policy to provide that funds in excess of target be
utilized to address capital replacement and unfunded
pension liabilities.
Strategy 5. Explore potential for creating a
Community Facilities District or other financing
mechanisms for installation, operation, and
maintenance of various public improvements.
Strategy 6. Evaluate underfunded Landscape
Maintenance Assessment Districts to improve ability
to finance desired City beautification projects.
Goal B: Public Safety Page 10
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal B: Public Safety
Implement public safety strategies to support a thriving and growing community.
Goal B has seven strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Prepare a Standard of Cover to help
shape the future growth of the Victorville Fire
Department.
Strategy 2. Re-envision animal care and control by
expanding outreach and service levels, including
increased animal licensing.
Strategy 3. Evaluate current animal shelter
conditions to identify appropriate solutions for
long-term needs.
Strategy 4. Complete site feasibility, design, and
financing for a new police station.
Strategy 5. Evaluate feasibility of a community-
wide paramedicine program.
Strategy 6. Expand Emergency Medical Services
response capabilities.
Strategy 7. Continue seeking funding to invest in
technology that will assist efficient and effective
police operations.
Goal C: Community and Economic Development Page 11
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal C: Community and Economic
Development
Support the economic vitality and preservation of the community for all its members.
Goal C has eight strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Implement the Community Revitalization
and Investment Authority (CRIA) for Old Town.
Strategy 2. Implement Old Town façade
improvement program and seek funding to sustain
the program in future years.
Strategy 3. Complete the 7th Street – Old Town
streetscape to provide an upgraded appearance for
the area.
Strategy 4. Complete the next phases of large
runway reconstruction at the Southern California
Logistics Airport.
Strategy 5. Complete the Airport Layout Plan (ALP).
Strategy 6. Implement the vacant property
registration system.
Strategy 7: Attract new businesses to the
community and work to retain existing businesses. Strategy 8: Develop regulations and standards to
manage and promote street vendors.
Goal D: Reduce Homelessness Page 12
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal D: Reduce Homelessness
Implement effective solutions to reduce homelessness.
Goal D has five strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Complete construction and open the
Wellness Center Campus including low-barrier
emergency shelter, recuperative care facility,
medical clinic, and wraparound supportive
services.
Strategy 2. Establish a project scope, design, and
funding sources for Phase 2 of the Wellness
Center.
Strategy 3. Expand on the existing homelessness
outreach network to effectively engage the
homeless community in services.
Strategy 4. Evaluate the effectiveness of
coordination of homelessness services.
Strategy 5. Strengthen collaboration with the
County and other entities to identify new funding
opportunities and expand partnerships for
homelessness services.
Goal E: Invest in Infrastructure Page 13
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal E: Invest in Infrastructure
Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and innovations.
Goal E has eleven strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Develop a Comprehensive Facilities and
Maintenance Master Plan.
Strategy 2. Implement the Library Master Plan to
complete the relocation and expansion of the library to improve and enhance library services in the community.
Strategy 3. Complete the final phase of advanced
metering infrastructure (AMI) to improve water efficiency and reduce costs over the long term.
Strategy 4. Continue implementing and seeking grant
funding to complete the citywide bikeway network to
enhance livability of the city.
Strategy 5. Complete design and begin construction of the new recycled water reservoir to enhance water resources. Strategy 6. Site, design and construct a consolidated
recycling center to ensure compliance with State
requirements.
Strategy 7. Implement priority projects identified in the Parks and Recreation Master Plan.
Strategy 8. Complete Kern River interconnection project with Victorville Municipal Utility Services.
Strategy 9. Develop a reclaimed water master plan and
identify funding to expand the City’s reclaimed water
system.
Strategy 10. Explore long-term solutions for water rights. Strategy 11. Continue seeking funding to invest in
expanding, improving, and preserving our roadway
system.
Goal F: Communication and Outreach Page 14
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal F: Communication and
Outreach
Build strong connections with community partners, residents, and employees.
Goal F has four strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Implement a city app to better respond
to resident requests regarding code enforcement,
public works, and other items.
Strategy 2. Evaluate the effectiveness of the
“Victorville 101” civic engagement program.
Strategy 3. Explore opportunities to add or modify
community events and activities.
Strategy 4. Evaluate existing recreational
programming and consider programming efforts to
better connect with elementary and high school
programming.
Goal G: Organizational Effectiveness and Sustainability Page 15
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Goal G: Organizational Effectiveness
and Sustainability
Provide high-quality services through a commitment to local government best practices and employee development, support, and retention.
Goal G has six strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.
Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Conduct employee stay and exit
interviews and provide feedback to departments
for organizational improvement.
Strategy 2. Establish an ongoing training program
standardized across the organization, including
comprehensive workplace safety training.
Strategy 3. Implement morale and team-building
activities for employees.
Strategy 4. Establish meaningful ways to recognize
outstanding employee performance.
Strategy 5. Expand the 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.
Strategy 6. Establish professional development
plans for employees to support their growth and
demonstrate commitment to employees’ careers.
Tracking and Implementation Page 16
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Tracking and Implementation
Implementation Action Plan
An Implementation Action Plan, contained in a separate document, provides the details about implementation. It includes the starting year, lead person and key tasks for each strategy. Timelines may be adjusted based on changing priorities, budget, and personnel availability.
Tracking and Reporting Progress
Progress reports will be provided to the City Council and City employees annually and in other communications on a regular basis.
Conclusion Page 17
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Conclusion
This Strategic Plan is designed to guide the work and future of the City of Victorville. The plan articulates the organization's vision, mission, and values and establishes a set of goals, priorities, and strategies to guide its work over the next three years.
The plan will be updated periodically as we accomplish our priorities and as needs change.
The City of Victorville is committed to continuing collaboration with our many partners in achieving the goals in this Strategic Plan.
Thank you to everyone who contributed
to this important planning effort.
Photos provided by the City of Victorville.
Attachment A: City Organization Chart Page 18
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Attachment A: City Organization Chart
Attachment B: Strategic Planning Process Page 19
City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023
Attachment B: Strategic Planning Process
The strategic planning process included gathering input from our Councilmembers, leadership team, staff, and the community.
Priorities were set in a City Council workshop.
City Council Input
Baker Tilly conducted individual interviews with members of the City Council to seek their input about accomplishments, major challenges facing the City and key priority areas for the next three years. Councilmembers were also asked to complete a brief questionnaire to provide feedback about the City’s vision, mission, and values.
Status Update Worksheet
Leadership team members completed a status update worksheet for the strategies in the Strategic Plan for FY 2020 - 2023, providing input about accomplishments, items in progress, and new items for consideration in this new Strategic Plan.
Employee Survey
All employees were offered an opportunity to provide input through a confidential online survey. A total of 247 employees responded providing valuable feedback.
Community Survey
Members of the community were invited to provide input through a confidential online survey. A total of 162 community members responded providing feedback that the City used in updating the strategic plan.
Governance and Strategic Planning Sessions
The City Council met on March 28, 2023, to review its operating norms and on July 18, 2023, to review the new Strategic Plan and identify its priorities for FY 2023-24.
Regular Updates
An implementation action plan has been prepared containing timelines and lead assignments. It will be monitored and updated regularly. Each year, the strategic plan will be reviewed to track progress and adjust timelines as needed.