ATTACHMENT A
City of Victorville Strategic
Plan 2026-2029
FY 2026-27 FY 2028-29
Strategic Plan
01 Letter from the
City Manager
02 Victorville City Council
04 About the City of Victorville
05 Strategic
Planning Process
06 Victorville’s
Strategic Plan
07 Multi-Year Goals
03 City Council Norms
for Effective Governance
Keith C. Metzler, City Manager
Jenele Davidson, Deputy City Manager
Scott Webb, Deputy City Manager
Tony Camargo, Deputy City Manager
Alex Jauregui, City Planner
Brenda Hampton,
Director of Electric Utility Services
Asdghik “Star” Keyvanian, Director of Finance
Donna Meester, Community Services Director
Doug Mathews,
Director of Public Works and Water
Fredy Bonilla, City Engineer
Heather Barber, Human Resources Officer
James Murawski, Airport Director
Jennifer Thompson, City Clerk
Jerry Davenport, Police Captain
Jorge Duran, Code Enforcement Official
Joseph Slegers, Building Official
Robert Clemmer, Fire Chief
Sue Jones, Public Information Officer
Strategic Planning
Guidance Provided by the
City Leadership Team:
CITY OF VICTORVILLE
Letter from
the City Manager
Strategic planning has become a
cornerstone of how Victorville operates
– starting with the City Council and
involving our entire organization.
Our first plan, adopted in 2020, established a
new mission, vision, and values and set a clear
direction for the City. The second plan, covering
FY 2023-24 through FY 2025-26, built on that
foundation with updated strategies and a
continued commitment to the goals that matter
most to our community. The progress we have
made over the past six years is a direct result of
that focus, and we enter this next chapter with
real momentum.
This plan reflects the same discipline and
accountability that have guided us from the
start. Strategic planning is a commitment to
good governance, responsible stewardship of
public resources, and transparency with the
residents and businesses we serve. Every goal in
this document is supported by clear strategies,
and every strategy is expected to produce
measurable results.
Our work over the next three years will
focus on seven areas: financial sustainability,
public safety, community and economic
development, reducing homelessness,
investing in infrastructure, communication and
outreach, and organizational effectiveness and
sustainability. Together, these goals work toward
a vision of Victorville as a premier destination for
opportunity, innovation, and quality of life, where
residents thrive and the broader region looks to
us for what comes next.
This happens with the dedication of our Mayor
and City Council, our leadership team, and the
City staff who show up every day committed to
making Victorville better. I am proud of what we
have built together, and I look forward to what
we will accomplish next.
I am pleased to present the City of
Victorville’s Strategic Plan for
FY 2026-27 through FY 2028-29.
Keith C. Metzler, City Manager
FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN 01 Victorville City Council
The City of Victorville operates under the Council-Manager form of government. A five-member City Council serves the community. Councilmembers are elected by District. The
City Council appoints the City Manager who functions as the Chief Executive Officer for the City, ensuring that the policies developed by the City Council are executed.
From left to right: Leslie Irving - District 5, Tiffany Gaudin - District 1, Elizabeth Becerra - District 3, Robert Harriman - District 4, Corrine Mora - District 2
City Council
Victorville Residents
City Organization
CITY OF VICTORVILLE
City Council Norms
for Effective Governance
The City Council operates under a set of adopted norms for effective governance, as shown below:
We conduct ourselves in a professional
manner during meetings and beyond.
We expect civil, intelligent public
discourse.
We treat all members of the public
with respect.
We yield ourselves to the CouncilManager form of government, and Councilmembers do not interfere with
the role of the City Manager or any
professional duties of City staff.
We respect open government both in
word and deed.
We are efficient in our meetings.
We contribute to a positive workplace
environment.
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.
We are prepared for Council meetings and
ask our questions of staff in advance so we
can avoid surprising them at the meetings.
We know this is good teamwork.
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.
We act with high integrity in all matters
and comply with our code of ethics.
We keep confidential matters confidential.
We foster a good working relationship
between Councilmembers and staff to
promote good goal setting, policy making,
and service delivery.
FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN 03
About the
City of Victorville
Victorville by the Numbers
Located in the High Desert region between Los Angeles
and Las Vegas, Victorville is a vibrant and growing
community that is home to approximately 142,000
residents. The City leads the region for both industry
and retail, drawing consumers and visitors from well
beyond the immediate area. Mountain vistas, familyfriendly recreation, and an abundance of activities ensure there is something for everyone in Victorville. The City lies at the heart of Southern California attractions, from beautiful beaches on the Pacific coast to hiking, camping, and skiing in the San Bernardino Mountains. Ontario
International Airport is less than one hour away, making the broader region easy to reach.
Victorville is a city that is ambitious about the future and focused on continuing to deliver a high quality of
life for everyone.
The California Route
66 Museum sits on
Historic U.S. Route 66 in
Victorville, preserving
the spirit of the “Mother
Road” and honoring
the region’s historic
roots. 2026 marks the
100th Anniversary of
this iconic road, and
the City will bring the
community together to
celebrate its legacy with
a Car Show and Block
Party in Old Town.
$387.7M
Budget
142,000
Residents
74 Square Miles
20 Parks and Trails
04 CITY OF VICTORVILLE CITY OF VICTORVILLE
The City of Victorville initiated a strategic planning process to develop a roadmap for FY 2026-27 through FY 2028-29. Building on the successes of the City’s previous Strategic Plan, this plan focuses on goals and strategies to address essential community needs and is grounded in operational and organizational capacity. The strategic planning process involved active participation of the City’s leadership team and input and direction from the City Council.
Strategic Planning Process
FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN 05
Victorville’s Strategic Plan
This Strategic Plan lays a foundation for achieving our goals, defines our shared vision for the future, and focuses City resources on seven multi-year goals.
VISION
Victorville leads the region as a premier destination for opportunity, innovation, and quality of life – a city where residents thrive and one the region looks to for the future.
MISSION
Connecting with our community to better serve with compassion, responsiveness, and commitment, proactively delivering high-quality public services that provide for safety, wellbeing, and quality of life.
VALUES
Integrity: We model ethical behavior in our words and actions. We lead by example to positively represent the City and community.
Excellent Customer Service: We commit to being responsive to individuals, listening to the community, and serving all with compassion and excellence.
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 public trust through open communication and honest business practices. Our credibility depends on our conduct and stewardship of all resources.
GOALS
Financial
Sustainability Public Safety
Community
and Economic
Development
Reduce
Homelessness
Invest in
Infrastructure
Communication
and Outreach
Organizational
Effectiveness and
Sustainability
06 CITY OF VICTORVILLE
Multi-Year Goals
GOAL A
Financial Sustainability
Build a resilient financial future through
strategic and responsible planning, careful
stewardship of public funds, diversified
revenue streams, and optimized cost recovery.
Strategies:
1. Formalize and update the 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 replacement plan to
ensure sustainable funding for
major City equipment, facilities,
and technology.
3. Develop and implement a
comprehensive 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 grant funding,
tax measures, special tax
assessments, 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.
FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN 07
GOAL B
Public Safety
Implement public safety strategies to
support a thriving and growing community.
Strategies:
1. Expand Animal Services, including increased
outreach, service levels, and animal licensing.
2. Complete the design and develop a funding
plan for the 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
expansion 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.
08 CITY OF VICTORVILLE
GOAL C
Community and
Economic Development
Support the economic vitality and preservation of the
community for all its members.
Strategies:
1. Obtain County financial
participation in the
Community Revitalization
and Investment Authority
(CRIA), which can be used
to support housing, mixeduse 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 the
runway and taxiway
improvements at the SCLA.
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 the 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 opportunities
for the City to lead the
redevelopment of the
fairgrounds to enhance
Victorville’s image and
strengthen its economic
and social impact on the
community.
09 GOAL D
Reduce
Homelessness
Implement effective solutions
to reduce homelessness.
Strategies:
1. Advocate for long-term,
sustainable 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 nongovernmental organizations
to collaborate on strategies to
address homelessness.
4. Evaluate the feasibility of
obtaining a Prohousing
Designation with the
California Department of
Housing and Community
Development (HCD).
10 CITY OF VICTORVILLE CITY OF VICTORVILLE
GOAL E
Invest in Infrastructure
Create a healthy and livable community by maintaining the City’s assets through investment in infrastructure and innovations.
Strategies:
1. Develop a Comprehensive Facility Plan, including solar and electric plug-in facilities and a 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.
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. 11 GOAL F
Communication
and Outreach
Build strong connections with community partners,
residents, and employees.
Strategies:
1. Develop and adopt a legislative platform.
2. Create a youth advisory group made up of
Victorville residents who 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.
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.
12 CITY OF VICTORVILLE
GOAL G
Organizational
Effectiveness and
Sustainability
Provide high-quality services through a
commitment to local government best
practices and employee development,
support, and retention.
Strategies:
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 participation in the City’s intern
and volunteer program by growing the
number of high school and vocational
participants across 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.
FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN FY 2026-27 THROUGH FY 2028-29 STRATEGIC PLAN 13 This Strategic Plan is designed to guide the work and future of the City of Victorville. It is both a roadmap and a living document—designed to evolve as community needs shift and new insights emerge. The City is focusing on achieving the strategies set forth in this plan as part of its continued commitment to excellence, quality of life, and responsiveness to the community.
Prepared by:
City of Victorville
14343 Civic Drive
Victorville, CA 92393-5001