PRESENTATION
Victorville City
Council Strategic
Planning Workshop
Facilitated by: Jan Perkins and Janae Janik
July 30, 2026
Opening
Comments
Agenda
Welcome and Introductions
Process and Project Overview
Review Accomplishments
Present Environmental Scan
Vision, Mission, and Values
Multi-Year Goals and Strategies
Communicating the Plan to the Community
Next Steps
Obtain input on the strategies within each Goal
Review and affirm or refine Vision, Mission, and Values Provide an overview of the strategic planning process
Workshop Objectives
Introductions
Meeting
Norms
Listen to understandListen
Engage in conversations, stay focused, and
share ideasEngage
Be open to new or different perspectivesBe open
Look for opportunities to agreeSeek
consensus
Enjoy the teambuilding opportunityEnjoy!
Bike Rack
•Time Management Tool
Process and Project
Overview
A Strategic Plan
Answers 3
Questions
•What do we know to be true today?
•Where do we want to go?
•How do we get there?
Strategic
Framework
Elements
Vision
Mission
Values
Multi-Year Goals
Strategies
Implementation Activities/Work Plans
Department Head
Strategies Survey
April 2026
Kick-off Meeting
March 2026
Strategic Planning ProcessStrategic Planning Process
Project Timeline
Interviews with
City Council
May 2026
Implement the
Strategic Plan
Ongoing
Strategic Planning
Workshop
July 2026
Draft and Finalize and the
Strategic Plan for Adoption
September 2026
Create Strategic Plan
Communications
Framework
October 2026
Accomplishments
Accomplishments
What are you
most proud of
over the past year?
What are you
most proud of
over the past year?
Environmental Scan:
Our Victorville Context for
Strategic Planning
Population
Victorville has grown by
11% since 2015.
Forecasts predict faster
growth rate in the next 20
years, with close to
200,000 people by 2045.
141,013
2025 Population
Source: California Department of Finance E-4 Population Estimates 194,500
2045 Projected Population
Source: SCAG 2020 Final Connect SoCal Demographic & Growth Forecast
38% increase forecast
Forecasted population growth from
2025 to 2045
Demographics: Age
33%
21%
31%
14%
1%
2024 Age Distribution
0-19 20-34 35-59 60-84 85+
Victorville’s median age has
increased from 29.3 to 32.3
over the past 10 years.
Source: Census ACS 5-Year Estimates
Demographics:
Race
30% of the population
identifies as two or more
races
59% of the population
identifies as having
Hispanic or Latino origin
Source: Census ACS 5-Year Estimates
30%
29%
20%
16%
4%
1%
2024 Race Distribution
Two or
More Races
Some
Other
Race
White
Black or
African
American
Asian
American Indian
and Alaska Native
Income
Median income rose from $66,204*
in 2019 to $74,410 in 2024.
This 12% increase outpaces the
surrounding county’s 10%
increase over the same period.
50% of households had incomes
over $75,000 in 2024 (compared
to 35% in 2019)
Source: Census ACS 5-Year Estimates
*Adjusted for inflation
23%
27%
32%
17%
33%
32%
26%
9%
0% 5% 10% 15% 20% 25% 30% 35%
Less than $34,999
$35,000 to $74,999
$75,000 to $149,999
$150,000 or more
2019 (%) 2024 (%)
Current Business-Related Data
3,711 Businesses
Industries with the
most establishments
include Other
Services such as
repair, personal care,
and religious (15%)
and Health Care and
Social Services
(11%)
$6.4B Annual
Revenue
Wholesalers ($2B)
and Retail: Home,
Food, Automobiles,
Personal Care
($1.1B) are top
revenue-generating
industries
34,568 Employees
Health Care and
Social Services
(5,980) and
Accommodation
and Food Service
(5,004) employ the
most workers in
Victorville
Southern California
Logistics Airport
(SCLA)
Major aviation and
logistics facility that
supports aerospace,
testing, and industrial
operations while
enhancing regional
distribution capabilities
Sources: California Department of Business and Economic Development Business Report, estimated figures as of June 24, 2026; Victorville city website
Housing
Since 2020, housing units
have increased by 6%,
while vacancy rates have
stayed consistent
41,410
2025 Housing Units
61%
Owner-Occupied Housing Units
11%
Progress Towards 6th Cycle RHNA*
Source: California Housing and Community Development,
Regional Housing Needs Allocation Progress Dashboard
*6
th Cycle lasts from started in 2021 through 2029
Public Safety
Recent 2025 data show a decrease from
2024 in all major categories, including:
• 40% decrease in homicides
• Part 1 violent crimes decreased 22%
• Part 2 crimes decreased 22%
Source: San Bernardino County Sheriff’s Department;
Victorville 2026 State of the City
What stands
out to you from
this data?
Break•Time Management Tool
Vision, Mission,
and Values
Describes a desired future
Creates alignment and shared direction
Guides resource allocation and decisions
Purpose of a
Vision Statement
The Vision Statement Has Been Updated
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.
Previous Vision Statement
Updated
Vision
Statement
Comments?
Updated Vision Statement
Victorville leads the region as a
premier destination for opportunity,
innovation, and quality of life – a
community where residents thrive
and one the region looks to for what
comes next.
Comments?
JJ1
Slide 28
JJ1 Hidden - Can use for revisions, if needed
Janae Janik, 2026-07-15T20:56:32.210
• Shared beliefs that
guide behavior and
how work gets done
• Creates a consistent
internal culture
• Observed when
employees are
operating at their best
• Defines the role and
core purpose of the
organization
• Communicates what
the City stands for and
delivers
• Anchors the strategic
plan to ensure goals
remain connected to
the purpose
Purpose of Mission Statement and Set of Values
Mission Values
The Mission Statement Has Been Updated
No Change to Values
To serve the community of Victorville through
commitment, engagement, and transparency, while
providing the highest quality public services to residents and businesses.
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 | TransparencyIntegrity | Excellent Customer Service | Accountability | Transparency Previous Mission Statement
Updated Mission Statement
Connecting to our community with compassion,
responsiveness, and commitment, proactively delivering
high quality public services that provide for safety, well- being, and quality of life.
Connecting to our community with compassion,
responsiveness, and commitment, proactively delivering
high quality public services that provide for safety, well- being, and quality of life.
Integrity | Excellent Customer Service | Accountability | TransparencyIntegrity | Excellent Customer Service | Accountability | Transparency Comments?Comments?
Multi-Year Goals
and Strategies
Seven Multi-Year Goals: Unchanged
Areas of focus for the City to
do well to achieve our vision.
Areas of focus for the City to
do well to achieve our vision.
Multi-Year
Goals
Financial Sustainability
Public Safety
Community and Economic Development
Reduce Homelessness
Invest in Infrastructure
Communication and Outreach
Organizational Effectiveness and Sustainability
• Greater diversity of restaurants, retail, and amenities; Downtown revitalization; potential use of fairgrounds
Economic Development
• Maintain current focus and advance the Wellness Center Addressing Homelessness
• Address gaps in utility infrastructure and prepare for future needs Infrastructure and Capital Improvement
• Highlight performing and local arts
Arts and Culture
• Creating meaningful pathways for youth to participate in civic life and connect with City programs
Youth Engagement
Key Strategic
Plan Interests
Expressed by
Members of
Council
Economic Development
Addressing
Homelessness
Infrastructure and Capital
Improvement
Arts and Culture
Youth Engagement
Interests Mapped to Goal Areas
Goal C
Community and Economic
Development
Goal D:
Reduce Homelessness
Goal E:
Invest in Infrastructure
Goal F:
Communication and Outreach
Build a resilient financial future through
strategic and responsible planning, careful
stewardship of public funds, diversified
revenue streams, and optimized cost
recovery.
Goal A) Financial Sustainability
1. Formalize and update fund balance reserve policies for all major and enterprise funds to address operating, capital replacement, and pension obligation needs.
2. Develop a long-term capital asset replac ement plan to ensure sustainable funding for major City equipment, facilities, and technology.
3. Develop and implement a comprehensiv e grant tracking and management system to improve compliance, performance, and the City's ability to secure federal, state, and regional funding.
4. Develop and implement a multi-pronged strategy to manage increasing pension obligations.
5. Implement ongoing proactive business licensing activities for commercial properties to increase revenue opportunities and enhance maintenance and appeal within commercial areas.
6. Explore tax measures, special tax assessm ents, changes to the Community Facilities Districts (CFD), Landscape Maintenance Assessment District (LMAD), and other cost recovery tools to most efficiently fund infrastructure and service needs.
A) Financial Sustainability – Strategies
Implement public safety strategies to support
a thriving and growing community.
Goal B) Public Safety
1. Expand Animal Services, including increased outreach, service levels, and animal licensing.
2. Complete design, financing, and begin construction of a new police station.
3. Explore innovative technologies to improve the efficiency and effectiveness of police operations, including but not limited to technology integration at the Real Time Information Center.
4. Increase Old Town area foot/bike patrols.
5. Evaluate the feasibility of a community-wide paramedicine program.
6. Develop a funding plan for the remodel and ex pansion of Fire Station 313 and the build-out and expansion of fire stations to address service coverage gaps.
7. Modernize citation issuance for Code Enforcement, Animal Services, and parking fines to improve reconciliation and real-time records.
8. Expand HAZMAT response capabilities to be more aligned with local risk.
9. Update the Local Road Safety Plan.
B) Public Safety – Strategies
Support the economic vitality and
preservation of the community for all its
members.
Goal C) Community and Economic
Development
1. Obtain County financial participation in the Community Revitalization and Investment Authority (CRIA) which can be used to support housing, mixed- use projects, and local small businesses in Old Town.
2. Identify funding and begin construction for the Old Town streetscape project to provide an upgraded appearance for the area.
3. Explore the feasibility, siting, and design of a licensed vendor hub.
4. Enhance outreach efforts to attract industrial businesses within the Southern California Logistics Airport (SCLA).
5. Complete the reconstruction of runway, taxiway improvements at the SCLA.
C) Community and Economic Development
– Strategies
1 of 21 of 2
6. Examine and pursue redevelopment opportunities for City and SCLA owned properties.
7. Using technology, develop and implement a blight reduction program that proactively identifies, abates, and restores unmaintained properties.
8. Implement the Housing Element of the General Plan, including drafting the 7th Cycle and associated environmental reviews.
9. Complete existing plan and update the community needs assessment for the Parks and Recreation Master Plan and develop an action plan based on results.
10.Evaluate taking over the fairgrounds for the purpose of improving the City’s image and its economic and social impact to the community.
C) Community and Economic Development
– Strategies
2 of 22 of 2
Implement effective solutions to reduce
homelessness.
Goal D) Reduce Homelessness
1. Advocate for long-term, sustai nable funding sources for homelessness resources and services.
2. Evaluate the feasibility of Phase 2 (including but not limited to transitional housing) of the Wellness Center, including project scope and funding sources.
3. Strengthen partnerships with federal, state, county, local agencies, and non-governmental organizations to collaborate on strategies to address homelessness.
4. Evaluate feasibility of obtaining Prohousing Designation with California Department of Housing and Community Development (HCD).
D) Reduce Homelessness - Strategies
Create a healthy and livable community by
maintaining the city’s assets through
investment in infrastructure and innovations.
Goal E) Invest in Infrastructure
1. Develop a Comprehensive Facility Plan, including solar and electric plug-in facilities and Maintenance Master Plan.
2. Complete construction of the new recycled water reservoir to enhance water resources.
3. Develop a reclaimed water master plan, identify funding, and expand the use of reclaimed water.
4. Complete design and fund construction of the Industrial Wastewater Treatment Plant (IWWTP) expansion.
5. Site and complete construction drawings for a consolidated recycling center to ensure continued compliance with State requirements.
E) Invest in Infrastructure - Strategies
1 of 21 of 2
6. Implement priority projects identified in the Capital Improvement Plans.
7. Improve traffic flow and intersection safety through the use of technology.
8. Expand our relationship with Southern California Edison to address shortfalls in the capacity of their electric infrastructure.
9. Complete construction of Civic Plaza.
10.Evaluate and identify potential site location and conceptual plan for a sports complex.
E) Invest in Infrastructure - Strategies
2 of 22 of 2
Build strong connections with community
partners, residents, and employees.
Goal F) Communication and Outreach
1. Develop and adopt a legislative platform.
2. Create a youth advisory group made up of Vict orville residents that work within our Teen Activities Group (TAG), to include and participate in civic engagement activities.
3. Develop a sign program to create public awareness of our community’s use of differing technologies for law enforcement purposes.
4. Expand our citywide communication strategy to include public safety success to strengthen transparency, share results, and highlight City programs.
5. Launch the Public, Educational, and Governmental Access (PEG) Channel and secure associated funding.
F) Communication and Outreach -
Strategies
1 of 21 of 2
6. Build a strong local identity and sense of community through a city branded and online merchandise store.
7. Explore opportunities to expand, modify , and add community events and activities, including a Route 66 100th Anniversary celebration.
8. Activate Old Town with regularly occurring community events and farmers markets.
9. Develop a community/performing arts program that connects the City with local artists.
10.Enhance the Victorville 101 Bus Tour and update the content of the tour with evolving City priorities and incorporate participant feedback.
11.Work with Caltrans to develop a framework for beautification of its right of ways and the enforcement of local codes.
F) Communication and Outreach -
Strategies
2 of 22 of 2
Provide high-quality services through a
commitment to local government best
practices and employee development,
support, and retention.
Goal G) Organizational Effectiveness and
Sustainability
1. Increase awareness about the multiple employee engagement and development programs that help the City become recognized as a destination organization.
2. Expand workplace culture initiatives to build connections and foster camaraderie.
3. Expand the intern and volunteer program to involve high school and vocational participants for all City departments.
4. Enhance standardized, ongoing training programs across the organization, including comprehensive workplace safety training.
5. Explore opportunities to expand employee support programs, including stay interviews.
G) Organizational Effectiveness and Sustainability
- Strategies
Communicating the
Plan
How can we communicate and
share the plan with our
community?
Next Steps
• Draft and finalize the Strategic Plan
for adoption
• Prepare Strategic Plan
Communications Rollout
Closing
Thoughts
Thank you!
Jan Perkins, Vice President
[email protected]
Janae Janik, Senior Consultant
[email protected]