Apple Valley City Council
September 8, 2026

U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 4
17:41
08-20-26
PR 25 - Status of CHDO Funds by Fiscal Year Report
{Prompted Grantee} = APPLE VALLEY
Fiscal Year CHDO Name Fund Type
Amount
Subgranted
Amount
Committed
Balance
to % %
Commit Committed Disbursed
Amount
Disbursed
Funds Subgranted To CHDOS
PJ Name
2007 APPLE VALLEY
Fund Type Total for 2007

AOF/GOLDEN STATE COMMUNITY
DEVELOPMENT CORP.

CR
CR
$97,057.20 $97,057.20 $0.00 100.0% $97,057.20 100.0%
$97,057.20 $97,057.20 $0.00 100.0% $97,057.20 100.0%
Total For 2007 Funds (CO)
Total For 2007 Funds (CR+CC+CL)
$0.00
$97,057.20
Fiscal Year CHDO Name Fund Type
Amount
Subgranted
Amount
Committed
Balance
to % %
Commit Committed Disbursed
Amount
Disbursed
Funds Subgranted To CHDOS
PJ Name
2006 APPLE VALLEY
Fund Type Total for 2006

AOF/GOLDEN STATE COMMUNITY
DEVELOPMENT CORP.

CR
CR
$97,569.00 $97,569.00 $0.00 100.0% $97,569.00 100.0%
$97,569.00 $97,569.00 $0.00 100.0% $97,569.00 100.0%
Total For 2006 Funds (CO)
Total For 2006 Funds (CR+CC+CL)
$0.00
$97,569.00
Fiscal Year CHDO Name Fund Type
Amount
Subgranted
Amount
Committed
Balance
to % %
Commit Committed Disbursed
Amount
Disbursed
Funds Subgranted To CHDOS
PJ Name
2005 APPLE VALLEY
Fund Type Total for 2005

AOF/GOLDEN STATE COMMUNITY
DEVELOPMENT CORP.

CR
CR
$103,000.35 $103,000.35 $0.00 100.0% $103,000.35 100.0% $103,000.35 $103,000.35 $0.00 100.0% $103,000.35 100.0% Total For 2005 Funds (CO)
Total For 2005 Funds (CR+CC+CL)
$0.00
$103,000.35
Fiscal Year CHDO Name Fund Type
Amount
Subgranted
Amount
Committed
Balance
to % %
Commit Committed Disbursed
Amount
Disbursed
Funds Subgranted To CHDOS
PJ Name
2004 APPLE VALLEY
Fund Type Total for 2004

HOUSING PARTNERS INC

VICTOR VALLEY DOMESTIC
VIOLENCE, INC.

CL
CR
CL
CR
$27,531.20 $27,531.20 $0.00 100.0% $27,531.20 100.0%
$81,070.00 $81,070.00 $0.00 100.0% $81,070.00 100.0%
$27,531.20 $27,531.20 $0.00 100.0% $27,531.20 100.0%
$81,070.00 $81,070.00 $0.00 100.0% $81,070.00 100.0%
Total For 2004 Funds (CO)
Total For 2004 Funds (CR+CC+CL)
$0.00
$108,601.20

U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 5
17:41
08-20-26
PR 25 - Status of CHDO Funds by Fiscal Year Report
{Prompted Grantee} = APPLE VALLEY
Total For All Years ( Subgranted to CHDOS ) $1,356,850.31 Total For All Years ( Not Subgranted to CHDOS ) $615,261.54 Grand Total $1,972,111.85

U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
17:42
08-20-26
PR 25 - Status of Non-profit Organization Funds by Fiscal Year Report {Prompted Grantee} = APPLE VALLEY
Total Subgranted to Non-profit Organizations $0.00
Total Not Subgranted to Non-profit Organizations $0.00
Grand Total $0.00

IDIS Report – PR 26
CDBG Financial Summary Report

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
17:42
08-20-26
Program Year 2025

APPLE VALLEY , CA
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

APPLE VALLEY , CA
2,025.00
372,247.31
700,456.00

0.00 0.00
132,742.24

0.00 0.00

0.00 0.00
1,205,445.55
357,397.92

0.00 357,397.92
90,161.99

0.00 0.00
447,559.91
757,885.64

0.00 0.00
357,397.92

0.00 357,397.92
100.00%
PY: 2025 PY: 2026 PY: 2027

0.00 0.00

0.00%
32,410.00

0.00 0.00

0.00 32,410.00
700,456.00
102,905.84

0.00 803,361.84

4.03%
90,161.99

0.00 0.00

0.00 90,161.99
700,456.00
132,742.24

0.00 833,198.24

10.82%

PR26 - CDBG Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
17:42
08-20-26
Program Year 2025

APPLE VALLEY , CA
LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2024
2025
2025
2025
2024
2024
2024
2024
2025
Total
8 1
1 2
7 7
7 7
5 1061
1099
1099
1100
1060
1060
1060
1060
1103
7126944
7126944
7182415
7182415
7080082
7126944
7129559
7182415
7182415
ADA Village North Sidewalk Improvement Project
TOAV: Parks and Recreation - Senior Activities Program
TOAV: Parks and Recreation - Senior Activities Program
TOAV: Parks and Recreation - Youth Activities Program
CDBG Residential Rehabilitation Program (RRP)
CDBG Residential Rehabilitation Program (RRP)
CDBG Residential Rehabilitation Program (RRP)
CDBG Residential Rehabilitation Program (RRP)
CDBG Residential Rehabilitation Program (RRP)
03L
03L
05A
05A
05A
05Z
05Z
14A
14A
14A
14A
14A
14A
LMC
Matrix Code 03L
LMC
LMC
Matrix Code 05A
LMC
Matrix Code 05Z
LMH
LMH
LMH
LMH
LMH
Matrix Code 14A
$24,127.38
$24,127.38
$15,138.00
$10,083.00
$25,221.00
$7,189.00
$7,189.00
$94,723.50
$82,913.76
$14,253.44
$1,741.32
$107,228.52
$300,860.54
$357,397.92
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
Matrix
Code
National
Objective
Drawn Amount
2025
2025
2025
Total
1 1
2 1099
1099
1100
7126944
7182415
7182415
No
No
No
No
TOAV: Parks and Recreation - Senior Activities Program
TOAV: Parks and Recreation - Senior Activities Program
TOAV: Parks and Recreation - Youth Activities Program
Activity to prevent, prepare for, and respond to Coronavirus B25MC060588
B25MC060588
B25MC060588
EN
EN
EN
05A
05A
05A
05Z
05Z
LMC
LMC
Matrix Code 05A
LMC
Matrix Code 05Z
$15,138.00
$10,083.00
$25,221.00
$7,189.00
$7,189.00
$32,410.00
$32,410.00
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2025
2025
2025
Total
7 7
4 1104
1104
1102
7126944
7182415
7182415
CDBG Program Administration
CDBG Program Administration
Fair Housing Foundation (FHF) - Fair Housing Services
21A
21A
21A
21D
21D
Matrix Code 21A
Matrix Code 21D
$38,145.40
$47,922.89
$86,068.29
$4,093.70
$4,093.70
$90,161.99

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
17:44
08-20-26

APPLE VALLEY , CA
Metrics
New Grantee (CV)
PART I: SUMMARY OF CDBG-CV RESOURCES
01 CDBG-CV GRANT
02 FUNDS RETURNED TO THE LINE-OF-CREDIT
03 FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT
04 TOTAL CDBG-CV FUNDS AWARDED
PART II: SUMMARY OF CDBG-CV EXPENDITURES
05 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 06 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
07 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
08 TOTAL EXPENDITURES (SUM, LINES 05 - 07)
09 UNEXPENDED BALANCE (LINE 04 - LINE8 )
PART III: LOWMOD BENEFIT FOR THE CDBG-CV GRANT
10 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
11 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
12 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
13 TOTAL LOW/MOD CREDIT (SUM, LINES 10 - 12)
14 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 05)
15 PERCENT LOW/MOD CREDIT (LINE 13/LINE 14)
PART IV: PUBLIC SERVICE (PS) CALCULATIONS
16 DISBURSED IN IDIS FOR PUBLIC SERVICES
17 CDBG-CV GRANT
18 PERCENT OF FUNDS DISBURSED FOR PS ACTIVITIES (LINE 16/LINE 17) PART V: PLANNING AND ADMINISTRATION (PA) CAP
19 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
20 CDBG-CV GRANT
21 PERCENT OF FUNDS DISBURSED FOR PA ACTIVITIES (LINE 19/LINE 20)

APPLE VALLEY , CA

678,423.00

0.00 0.00
678,423.00

600,314.40
18,990.84

0.00 619,305.24
59,117.76

0.00 0.00
544,898.15
544,898.15
600,314.40

90.77%

0.00 678,423.00

0.00%

18,990.84
678,423.00

2.80%

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
17:44
08-20-26

APPLE VALLEY , CA
LINE 10 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 10 No data returned for this view. This might be because the applied filter excludes all data.

LINE 11 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 11 No data returned for this view. This might be because the applied filter excludes all data.

LINE 12 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 12 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2020 23 933
934
935
936
937
940
945
946
947
6545913
6631018
6677168
6707521
6545912
6564439
6631017
6677166
6841225
6545907
6564440
6545909
6564437
6631014
6545911
6631015
6677165
6707520
6794785
6841225
6579685
6631019
6677169
6794785
6631020
6677170
6707522
6744265
6794785
6631021
6677172
6707524
6744267
6794785
6841225
6631022
6677173
CV - EBAP - FHA Services
CV - EBAP - FHA Services
CV - EBAP - FHA Services
CV - EBAP - FHA Services
CV - EBAP - Oragnic Tea House
CV - EBAP - Oragnic Tea House
CV - EBAP - Oragnic Tea House
CV - EBAP - Oragnic Tea House
CV - EBAP - Oragnic Tea House
CV - EBAP - Smart Start Academy
CV - EBAP - Smart Start Academy
CV - EBAP - Pizza Factory
CV - EBAP - Pizza Factory
CV - EBAP - Pizza Factory
CV - EBAP - AV Orthodontics
CV - EBAP - AV Orthodontics
CV - EBAP - AV Orthodontics
CV - EBAP - AV Orthodontics
CV - EBAP - AV Orthodontics
CV - EBAP - AV Orthodontics
CV - EBAP - Vice Vendetta Fitness LLC
CV - EBAP - Vice Vendetta Fitness LLC
CV - EBAP - Vice Vendetta Fitness LLC
CV - EBAP - Vice Vendetta Fitness LLC
CV - EBAP - Bella Spa
CV - EBAP - Bella Spa
CV - EBAP - Bella Spa
CV - EBAP - Bella Spa
CV - EBAP - Bella Spa
CV - EBAP - Off the Grid Brewery
CV - EBAP - Off the Grid Brewery
CV - EBAP - Off the Grid Brewery
CV - EBAP - Off the Grid Brewery
CV - EBAP - Off the Grid Brewery
CV - EBAP - Off the Grid Brewery
CV - EBAP - U.S. Patriot Armory
CV - EBAP - U.S. Patriot Armory
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18C
18C
18C
18C
18C
18A
18A
18A
18A
18A
18A
18A
18A
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMC
LMC
LMC
LMC
LMC
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
$997.25
$50,713.48
$36.67
$68.13
$1,946.05
$38,397.00
$607.78
$11,805.09
$407.76
$1,886.78
$50,000.00
$1,507.84
$50,000.00
$581.35
$1,198.46
$42,977.73
$36.67
$136.26
$102.20
$373.78
$9,278.07
$24,791.38
$214.79
$170.33
$396.38
$618.49
$697.40
$715.37
$613.17
$660.63
$1,648.97
$306.59
$46,902.58
$6,435.79
$33.98
$1,981.88

PR26 - CDBG-CV Financial Summary Report
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
17:44
08-20-26

APPLE VALLEY , CA
Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2020
Total
23 947
948
975
989
6707526
6744270
6794785
6841225
6631023
6677174
6707531
6716636
6794785
6841225
6677615
6707532
6716637
6744273
6841225
6707539
6744271
6794785
6841225
CV - EBAP - U.S. Patriot Armory
CV - EBAP - U.S. Patriot Armory
CV - EBAP - U.S. Patriot Armory
CV - EBAP - U.S. Patriot Armory
CV - EBAP - Option One Solar
CV - EBAP - Option One Solar
CV - EBAP - Option One Solar
CV - EBAP - Option One Solar
CV - EBAP - Option One Solar
CV - EBAP - Option One Solar
CV - EBAP - WVHC Holdings LLC dba Wild Hair Company Salon CV - EBAP - WVHC Holdings LLC dba Wild Hair Company Salon CV - EBAP - WVHC Holdings LLC dba Wild Hair Company Salon CV - EBAP - WVHC Holdings LLC dba Wild Hair Company Salon CV - EBAP - WVHC Holdings LLC dba Wild Hair Company Salon CV - EBAP - Las Brisas
CV - EBAP - Las Brisas
CV - EBAP - Las Brisas
CV - EBAP - Las Brisas
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
18A
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
LMJ
$51,047.51
$34.07
$136.26
$475.72
$1,479.80
$194.66
$408.78
$50,000.00
$306.59
$305.82
$1,616.72
$11,410.00
$15,618.12
$4,871.02
$645.62
$2,662.30
$1,566.99
$442.85
$51,783.95
$544,898.15
LINE 16 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 16 No data returned for this view. This might be because the applied filter excludes all data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan Year IDIS Project IDIS
Activity
Voucher
Number Activity Name MatrixCode
National
Objective Drawn Amount
2020
Total
24 897 6512880
6545899
6564435
6631013
6677156
6707518
6744259
6794785
6841225
6904576
6929057
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
CV-Administration
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
21A
$15,295.77
$508.76
$50.00
$252.85
$671.44
$175.00
$353.75
$205.00
$223.00
$195.13
$1,060.14
$18,990.84

IDIS Report – PR 27
Status of HOME Grants Report

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
17:44
08-20-26
Status of HOME Grants
Commitments from Authorized Funds
Fiscal
Year Total Authorization
Admin/CHDO OP
Authorization
CR/CL/CC – Amount
Committed to CHDOS
% CHDO
Cmtd
SU Funds-Subgrants
to Other Entities
EN Funds-PJ
Committed to
Activities
Total Authorized
Commitments
% of Auth
Cmtd
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$724,008.00 $72,400.80 $108,601.20 15.0% $0.00 $543,006.00 $724,008.00 100.0% $686,669.00 $68,666.90 $103,000.35 15.0% $0.00 $515,001.75 $686,669.00 100.0% $650,460.00 $65,046.00 $97,569.00 15.0% $0.00 $487,845.00 $650,460.00 100.0% $656,951.00 $25,596.94 $97,057.20 14.7% $0.00 $534,296.86 $656,951.00 100.0% $629,517.00 $62,551.60 $93,827.40 14.9% $0.00 $473,138.00 $629,517.00 100.0% $695,537.00 $69,553.70 $104,330.55 15.0% $0.00 $521,652.75 $695,537.00 100.0% $689,961.00 $68,996.10 $103,494.15 15.0% $0.00 $517,470.75 $689,961.00 100.0% $606,834.00 $60,683.40 $91,025.10 15.0% $0.00 $455,125.50 $606,834.00 100.0% $513,588.00 $51,358.80 $48,441.41 9.4% $0.00 $413,787.79 $513,588.00 100.0% $483,072.00 $48,307.20 $419,705.05 86.8% $0.00 $15,059.75 $483,072.00 100.0% $504,484.00 $51,939.00 $89,798.90 17.8% $0.00 $362,746.10 $504,484.00 100.0% $501,578.00 $50,157.80 $0.00 0.0% $0.00 $451,420.20 $501,578.00 100.0% $538,365.00 $53,321.20 $0.00 0.0% $0.00 $485,043.80 $538,365.00 100.0% $535,113.00 $37,987.05 $0.00 0.0% $0.00 $497,125.95 $535,113.00 100.0% $772,659.00 $76,533.79 $0.00 0.0% $0.00 $696,125.21 $772,659.00 100.0% $721,434.00 $39,605.77 $0.00 0.0% $0.00 $343,871.03 $383,476.80 53.1% $783,168.00 $35,028.45 $0.00 0.0% $0.00 $0.00 $35,028.45 4.4% $804,001.00 $30,383.50 $0.00 0.0% $0.00 $0.00 $30,383.50 3.7% $867,741.00 $86,774.10 $0.00 0.0% $0.00 $0.00 $86,774.10 10.0% $911,188.00 $91,118.00 $0.00 0.0% $0.00 $0.00 $91,118.00 9.9% $766,503.28 $76,650.33 $0.00 0.0% $0.00 $0.00 $76,650.33 10.0% $752,310.33 $75,231.03 $0.00 0.0% $0.00 $0.00 $75,231.03 9.9% $14,795,141.61 $1,297,891.46 $1,356,850.31 9.1% $0.00 $7,312,716.44 $9,967,458.21 67.3%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
17:44
08-20-26
Status of HOME Grants
Program Income (PI)
Program
Year Total Receipts
Amount Suballocated
to PA
Amount Committed to
Activities
%
Committed Net Disbursed
Disbursed Pending
Approval Total Disbursed
%
Disbursed
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 N/A $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 N/A $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$18,745.54 N/A $18,745.54 100.0% $18,745.54 $0.00 $18,745.54 100.0% $0.00 N/A $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 N/A $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$18,655.00 N/A $18,655.00 100.0% $18,655.00 $0.00 $18,655.00 100.0% $19,800.00 N/A $19,800.00 100.0% $19,800.00 $0.00 $19,800.00 100.0% $0.00 N/A $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$9,377.00 $0.00 $9,377.00 100.0% $9,377.00 $0.00 $9,377.00 100.0% $12,570.00 $0.00 $12,570.00 100.0% $12,570.00 $0.00 $12,570.00 100.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$496,391.45 $0.00 $496,391.45 100.0% $496,391.45 $0.00 $496,391.45 100.0% $97,245.57 $0.00 $97,245.57 100.0% $97,245.57 $0.00 $97,245.57 100.0% $357,080.41 $0.00 $357,080.41 100.0% $357,080.41 $0.00 $357,080.41 100.0% $85,788.30 $0.00 $85,788.30 100.0% $85,788.30 $0.00 $85,788.30 100.0% $160,011.75 $0.00 $160,011.75 100.0% $160,011.75 $0.00 $160,011.75 100.0% $132,871.94 $0.00 $132,871.94 100.0% $132,871.94 $0.00 $132,871.94 100.0% $75,800.00 $0.00 $75,800.00 100.0% $75,800.00 $0.00 $75,800.00 100.0% $276,026.82 $4,808.40 $271,218.42 100.0% $271,218.42 $0.00 $271,218.42 100.0% $153,871.03 $7,713.20 $146,157.83 100.0% $146,157.83 $0.00 $146,157.83 100.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$1,914,234.81 $12,521.60 $1,901,713.21 100.0% $1,901,713.21 $0.00 $1,901,713.21 100.0%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
17:44
08-20-26
Status of HOME Grants
Program Income for Administration (PA)
Program
Year Authorized Amount
Amount Committed to
Activities % Committed Net Disbursed
Disbursed Pending
Approval Total Disbursed % Disbursed
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$4,808.40 $4,808.40 100.0% $4,808.40 $0.00 $4,808.40 100.0% $7,713.20 $7,713.20 100.0% $7,713.20 $0.00 $7,713.20 100.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$12,521.60 $12,521.60 100.0% $12,521.60 $0.00 $12,521.60 100.0%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 4
17:44
08-20-26
Status of HOME Grants
Recaptured Homebuyer Funds (HP)
Program
Year Total Receipts
Amount Committed to
Activities % Committed Net Disbursed
Disbursed Pending
Approval Total Disbursed % Disbursed
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 5
17:44
08-20-26
Status of HOME Grants
Repayments to Local Account (IU)
Program
Year Total Recipts
Amount Committed to
Activities % Committed Net Disbursed
Disbursed Pending
Approval Total Disbursed % Disbursed
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%
$0.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 6
17:44
08-20-26
Status of HOME Grants
Disbursements from Treasury Account
Fiscal
Year Total Authorization Disbursed Returned Net Disbursed Disbursed Pending
Approval Total Disbursed % Disb Available to Disburse
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$724,008.00 $724,008.00 $0.00 $724,008.00 $0.00 $724,008.00 100.0% $0.00 $686,669.00 $686,669.00 $0.00 $686,669.00 $0.00 $686,669.00 100.0% $0.00 $650,460.00 $650,460.00 $0.00 $650,460.00 $0.00 $650,460.00 100.0% $0.00 $656,951.00 $656,951.00 $0.00 $656,951.00 $0.00 $656,951.00 100.0% $0.00 $629,517.00 $629,517.00 $0.00 $629,517.00 $0.00 $629,517.00 100.0% $0.00 $695,537.00 $695,537.00 $0.00 $695,537.00 $0.00 $695,537.00 100.0% $0.00 $689,961.00 $689,961.00 $0.00 $689,961.00 $0.00 $689,961.00 100.0% $0.00 $606,834.00 $606,834.00 $0.00 $606,834.00 $0.00 $606,834.00 100.0% $0.00 $513,588.00 $513,588.00 $0.00 $513,588.00 $0.00 $513,588.00 100.0% $0.00 $483,072.00 $483,072.00 $0.00 $483,072.00 $0.00 $483,072.00 100.0% $0.00 $504,484.00 $504,484.00 $0.00 $504,484.00 $0.00 $504,484.00 100.0% $0.00 $501,578.00 $501,578.00 $0.00 $501,578.00 $0.00 $501,578.00 100.0% $0.00 $538,365.00 $538,365.00 $0.00 $538,365.00 $0.00 $538,365.00 100.0% $0.00 $535,113.00 $535,113.00 $0.00 $535,113.00 $0.00 $535,113.00 100.0% $0.00 $772,659.00 $772,659.00 $0.00 $772,659.00 $0.00 $772,659.00 100.0% $0.00 $721,434.00 $352,438.83 $0.00 $352,438.83 $31,037.97 $383,476.80 53.1% $337,957.20 $783,168.00 $35,028.45 $0.00 $35,028.45 $0.00 $35,028.45 4.4% $748,139.55 $804,001.00 $30,383.50 $0.00 $30,383.50 $0.00 $30,383.50 3.7% $773,617.50 $867,741.00 $63,881.43 $0.00 $63,881.43 $0.00 $63,881.43 7.3% $803,859.57 $911,188.00 $75,980.12 $0.00 $75,980.12 $0.00 $75,980.12 8.3% $835,207.88 $766,503.28 $69,951.83 $0.00 $69,951.83 $0.00 $69,951.83 9.1% $696,551.45 $752,310.33 $25,385.69 $0.00 $25,385.69 $22,722.39 $48,108.08 6.3% $704,202.25 $14,795,141.61 $9,841,845.85 $0.00 $9,841,845.85 $53,760.36 $9,895,606.21 66.8% $4,899,535.40

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 7
17:44
08-20-26
Status of HOME Grants
Fiscal
Year Authorized for
Activities
Amount Committed
to Activities % Cmtd Disbursed Returned Net Disbursed
% Net
Disb
Disbursed
Pending
Approval Total Disbursed % Disb
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$651,607.20 $651,607.20 100.0% $651,607.20 $0.00 $651,607.20 100.0% $0.00 $651,607.20 100.0% $618,002.10 $618,002.10 100.0% $618,002.10 $0.00 $618,002.10 100.0% $0.00 $618,002.10 100.0% $585,414.00 $585,414.00 100.0% $585,414.00 $0.00 $585,414.00 100.0% $0.00 $585,414.00 100.0% $631,354.06 $631,354.06 100.0% $631,354.06 $0.00 $631,354.06 100.0% $0.00 $631,354.06 100.0% $566,965.40 $566,965.40 100.0% $566,965.40 $0.00 $566,965.40 100.0% $0.00 $566,965.40 100.0% $625,983.30 $625,983.30 100.0% $625,983.30 $0.00 $625,983.30 100.0% $0.00 $625,983.30 100.0% $620,964.90 $620,964.90 100.0% $620,964.90 $0.00 $620,964.90 100.0% $0.00 $620,964.90 100.0% $546,150.60 $546,150.60 100.0% $546,150.60 $0.00 $546,150.60 100.0% $0.00 $546,150.60 100.0% $462,229.20 $462,229.20 100.0% $462,229.20 $0.00 $462,229.20 100.0% $0.00 $462,229.20 100.0% $434,764.80 $434,764.80 100.0% $434,764.80 $0.00 $434,764.80 100.0% $0.00 $434,764.80 100.0% $452,545.00 $452,545.00 100.0% $452,545.00 $0.00 $452,545.00 100.0% $0.00 $452,545.00 100.0% $451,420.20 $451,420.20 100.0% $451,420.20 $0.00 $451,420.20 100.0% $0.00 $451,420.20 100.0% $485,043.80 $485,043.80 100.0% $485,043.80 $0.00 $485,043.80 100.0% $0.00 $485,043.80 100.0% $497,125.95 $497,125.95 100.0% $497,125.95 $0.00 $497,125.95 100.0% $0.00 $497,125.95 100.0% $696,125.21 $696,125.21 100.0% $696,125.21 $0.00 $696,125.21 100.0% $0.00 $696,125.21 100.0% $681,828.23 $343,871.03 50.4% $312,833.06 $0.00 $312,833.06 45.9% $31,037.97 $343,871.03 50.4% $748,139.55 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $773,617.50 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $780,966.90 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $820,070.00 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $689,852.95 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $677,079.30 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $13,497,250.15 $8,669,566.75 64.2% $8,638,528.78 $0.00 $8,638,528.78 64.0% $31,037.97 $8,669,566.75 64.2% Home Activities Commitments/Disbursements from Treasury Account

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 8
17:44
08-20-26
Status of HOME Grants
Administrative Funds (AD)
Fiscal
Year Authorized Amount Amount Committed % Auth Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$72,400.80 $72,400.80 100.0% $0.00 $72,400.80 100.0% $0.00 $68,666.90 $68,666.90 100.0% $0.00 $68,666.90 100.0% $0.00 $65,046.00 $65,046.00 100.0% $0.00 $65,046.00 100.0% $0.00 $25,596.94 $25,596.94 100.0% $0.00 $25,596.94 100.0% $0.00 $62,551.60 $62,551.60 100.0% $0.00 $62,551.60 100.0% $0.00 $69,553.70 $69,553.70 100.0% $0.00 $69,553.70 100.0% $0.00 $68,996.10 $68,996.10 100.0% $0.00 $68,996.10 100.0% $0.00 $60,683.40 $60,683.40 100.0% $0.00 $60,683.40 100.0% $0.00 $51,358.80 $51,358.80 100.0% $0.00 $51,358.80 100.0% $0.00 $48,307.20 $48,307.20 100.0% $0.00 $48,307.20 100.0% $0.00 $51,939.00 $51,939.00 100.0% $0.00 $51,939.00 100.0% $0.00 $50,157.80 $50,157.80 100.0% $0.00 $50,157.80 100.0% $0.00 $53,321.20 $53,321.20 100.0% $0.00 $53,321.20 100.0% $0.00 $37,987.05 $37,987.05 100.0% $0.00 $37,987.05 100.0% $0.00 $76,533.79 $76,533.79 100.0% $0.00 $76,533.79 100.0% $0.00 $39,605.77 $39,605.77 100.0% $0.00 $39,605.77 100.0% $0.00 $35,028.45 $35,028.45 100.0% $0.00 $35,028.45 100.0% $0.00 $30,383.50 $30,383.50 100.0% $0.00 $30,383.50 100.0% $0.00 $86,774.10 $63,881.43 73.6% $22,892.67 $63,881.43 73.6% $22,892.67 $91,118.00 $75,980.12 83.3% $15,137.88 $75,980.12 83.3% $15,137.88 $76,650.33 $69,951.83 91.2% $6,698.50 $69,951.83 91.2% $6,698.50 $75,231.03 $48,108.08 63.9% $27,122.95 $48,108.08 63.9% $27,122.95 $1,297,891.46 $1,226,039.46 94.4% $71,852.00 $1,226,039.46 94.4% $71,852.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 9
17:44
08-20-26
Status of HOME Grants
Fiscal
Year Authorized Amount Amount Committed
% Auth
Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
CHDO Operating Funds (CO)

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 10
17:44
08-20-26
Status of HOME Grants
CHDO Funds (CR)
Fiscal
Year CHDO
Requirement
Authorized
Amount
Amount
Suballocated to
CL/CC
Amount
Subgranted to
CHDOS
Balance to
Subgrant
Funds
Committed to
Activities
% Subg
Cmtd
Balance to
Commit Total Disbursed
% Subg
Disb
Available to
Disburse
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$108,601.20 $108,601.20 $27,531.20 $81,070.00 $0.00 $81,070.00 100.0% $0.00 $81,070.00 100.0% $0.00 $103,000.35 $103,000.35 $0.00 $103,000.35 $0.00 $103,000.35 100.0% $0.00 $103,000.35 100.0% $0.00 $97,569.00 $97,569.00 $0.00 $97,569.00 $0.00 $97,569.00 100.0% $0.00 $97,569.00 100.0% $0.00 $97,057.20 $97,057.20 $0.00 $97,057.20 $0.00 $97,057.20 100.0% $0.00 $97,057.20 100.0% $0.00 $93,827.40 $93,827.40 $0.00 $93,827.40 $0.00 $93,827.40 100.0% $0.00 $93,827.40 100.0% $0.00 $104,330.55 $104,330.55 $0.00 $104,330.55 $0.00 $104,330.55 100.0% $0.00 $104,330.55 100.0% $0.00 $103,494.15 $103,494.15 $0.00 $103,494.15 $0.00 $103,494.15 100.0% $0.00 $103,494.15 100.0% $0.00 $91,025.10 $91,025.10 $0.00 $91,025.10 $0.00 $91,025.10 100.0% $0.00 $91,025.10 100.0% $0.00 $77,038.20 $48,441.41 $0.00 $48,441.41 $0.00 $48,441.41 100.0% $0.00 $48,441.41 100.0% $0.00 $72,460.80 $419,705.05 $0.00 $419,705.05 $0.00 $419,705.05 100.0% $0.00 $419,705.05 100.0% $0.00 $77,908.95 $89,798.90 $0.00 $89,798.90 $0.00 $89,798.90 100.0% $0.00 $89,798.90 100.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00 $120,600.15 $120,600.15 $0.00 $0.00 $120,600.15 $0.00 0.0% $120,600.15 $0.00 0.0% $120,600.15 $130,161.15 $130,161.15 $0.00 $0.00 $130,161.15 $0.00 0.0% $130,161.15 $0.00 0.0% $130,161.15 $136,678.20 $136,678.20 $0.00 $0.00 $136,678.20 $0.00 0.0% $136,678.20 $0.00 0.0% $136,678.20 $114,975.49 $114,975.49 $0.00 $0.00 $114,975.49 $0.00 0.0% $114,975.49 $0.00 0.0% $114,975.49 $112,846.55 $112,846.55 $0.00 $0.00 $112,846.55 $0.00 0.0% $112,846.55 $0.00 0.0% $112,846.55 $1,641,574.44 $1,972,111.85 $27,531.20 $1,329,319.11 $615,261.54 $1,329,319.11 100.0% $615,261.54 $1,329,319.11 100.0% $615,261.54

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 11
17:44
08-20-26
Status of HOME Grants
Fiscal
Year Authorized Amount Amount Subgranted Amount Committed % Auth
Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$27,531.20 $27,531.20 $27,531.20 100.0% $0.00 $27,531.20 100.0% $0.00 $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$27,531.20 $27,531.20 $27,531.20 100.0% $0.00 $27,531.20 100.0% $0.00 CHDO Loans (CL)

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 12
17:44
08-20-26
Status of HOME Grants
CHDO Capacity (CC)
Fiscal
Year Authorized Amount Amount Subgranted Amount Committed % Auth
Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 13
17:44
08-20-26
Status of HOME Grants
Reservations to State Recipients and Subrecipients (SU) Fiscal
Year Authorized Amount
Amount Subgranted
to Other Entities Amount Committed % Auth Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 14
17:44
08-20-26
Status of HOME Grants
Fiscal
Year Total Authorization
Local Account
Funds
Committed
Amount
Net Disbursed for
Activities
Net Disbursed for
AD/CO/CB Net Disbursed
Disbursed
Pending
Approval Total Disbursed
Available to
Disburse
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$724,008.00 $0.00 $724,008.00 $651,607.20 $72,400.80 $724,008.00 $0.00 $724,008.00 $0.00 $686,669.00 $0.00 $686,669.00 $618,002.10 $68,666.90 $686,669.00 $0.00 $686,669.00 $0.00 $650,460.00 $18,745.54 $669,205.54 $604,159.54 $65,046.00 $669,205.54 $0.00 $669,205.54 $0.00 $656,951.00 $0.00 $656,951.00 $631,354.06 $25,596.94 $656,951.00 $0.00 $656,951.00 $0.00 $629,517.00 $0.00 $629,517.00 $566,965.40 $62,551.60 $629,517.00 $0.00 $629,517.00 $0.00 $695,537.00 $18,655.00 $714,192.00 $644,638.30 $69,553.70 $714,192.00 $0.00 $714,192.00 $0.00 $689,961.00 $19,800.00 $709,761.00 $640,764.90 $68,996.10 $709,761.00 $0.00 $709,761.00 $0.00 $606,834.00 $0.00 $606,834.00 $546,150.60 $60,683.40 $606,834.00 $0.00 $606,834.00 $0.00 $513,588.00 $0.00 $513,588.00 $462,229.20 $51,358.80 $513,588.00 $0.00 $513,588.00 $0.00 $483,072.00 $9,377.00 $492,449.00 $444,141.80 $48,307.20 $492,449.00 $0.00 $492,449.00 $0.00 $504,484.00 $12,570.00 $517,054.00 $465,115.00 $51,939.00 $517,054.00 $0.00 $517,054.00 $0.00 $501,578.00 $0.00 $501,578.00 $451,420.20 $50,157.80 $501,578.00 $0.00 $501,578.00 $0.00 $538,365.00 $496,391.45 $1,034,756.45 $981,435.25 $53,321.20 $1,034,756.45 $0.00 $1,034,756.45 $0.00 $535,113.00 $97,245.57 $632,358.57 $594,371.52 $37,987.05 $632,358.57 $0.00 $632,358.57 $0.00 $772,659.00 $357,080.41 $1,129,739.41 $1,053,205.62 $76,533.79 $1,129,739.41 $0.00 $1,129,739.41 $0.00 $721,434.00 $85,788.30 $469,265.10 $398,621.36 $39,605.77 $438,227.13 $31,037.97 $469,265.10 $337,957.20 $783,168.00 $160,011.75 $195,040.20 $160,011.75 $35,028.45 $195,040.20 $0.00 $195,040.20 $748,139.55 $804,001.00 $132,871.94 $163,255.44 $132,871.94 $30,383.50 $163,255.44 $0.00 $163,255.44 $773,617.50 $867,741.00 $75,800.00 $139,681.43 $75,800.00 $63,881.43 $139,681.43 $0.00 $139,681.43 $803,859.57 $911,188.00 $276,026.82 $352,006.94 $276,026.82 $75,980.12 $352,006.94 $0.00 $352,006.94 $835,207.88 $766,503.28 $153,871.03 $223,822.86 $153,871.03 $69,951.83 $223,822.86 $0.00 $223,822.86 $696,551.45 $752,310.33 $0.00 $48,108.08 $0.00 $25,385.69 $25,385.69 $22,722.39 $48,108.08 $704,202.25 $14,795,141.61 $1,914,234.81 $11,809,841.02 $10,552,763.59 $1,203,317.07 $11,756,080.66 $53,760.36 $11,809,841.02 $4,899,535.40 Total Program Funds

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 15
17:44
08-20-26
Status of HOME Grants
Fiscal
Year Total Authorization
Local
Account
Funds
% Committed for
Activities
% Disb for
Activities
% Disb for
AD/CO/CB % Net Disbursed
% Disbursed
Pending
Approval % Total Disbursed
% Available to
Disburse
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Total
$724,008.00 $0.00 100.0% 89.9% 10.0% 100.0% 0.0% 100.0% 0.0% $686,669.00 $0.00 100.0% 89.9% 9.9% 100.0% 0.0% 100.0% 0.0% $650,460.00 $18,745.54 100.0% 90.2% 10.0% 100.0% 0.0% 100.0% 0.0% $656,951.00 $0.00 100.0% 96.1% 3.8% 100.0% 0.0% 100.0% 0.0% $629,517.00 $0.00 100.0% 90.0% 9.9% 100.0% 0.0% 100.0% 0.0% $695,537.00 $18,655.00 100.0% 90.2% 9.9% 100.0% 0.0% 100.0% 0.0% $689,961.00 $19,800.00 100.0% 90.2% 10.0% 100.0% 0.0% 100.0% 0.0% $606,834.00 $0.00 100.0% 89.9% 10.0% 100.0% 0.0% 100.0% 0.0% $513,588.00 $0.00 100.0% 90.0% 10.0% 100.0% 0.0% 100.0% 0.0% $483,072.00 $9,377.00 100.0% 90.1% 9.9% 100.0% 0.0% 100.0% 0.0% $504,484.00 $12,570.00 100.0% 89.9% 10.2% 100.0% 0.0% 100.0% 0.0% $501,578.00 $0.00 100.0% 90.0% 10.0% 100.0% 0.0% 100.0% 0.0% $538,365.00 $496,391.45 100.0% 94.8% 9.9% 100.0% 0.0% 100.0% 0.0% $535,113.00 $97,245.57 99.9% 93.9% 7.0% 100.0% 0.0% 100.0% 0.0% $772,659.00 $357,080.41 100.0% 93.2% 9.9% 100.0% 0.0% 100.0% 0.0% $721,434.00 $85,788.30 58.1% 49.3% 5.4% 54.2% 3.8% 58.1% 41.8% $783,168.00 $160,011.75 20.6% 16.9% 4.4% 20.6% 0.0% 20.6% 79.3% $804,001.00 $132,871.94 17.4% 14.1% 3.7% 17.4% 0.0% 17.4% 82.5% $867,741.00 $75,800.00 14.8% 8.0% 7.3% 14.8% 0.0% 14.8% 85.1% $911,188.00 $276,026.82 29.6% 23.2% 8.3% 29.6% 0.0% 29.6% 70.3% $766,503.28 $153,871.03 24.3% 16.7% 9.1% 24.3% 0.0% 24.3% 75.6% $752,310.33 $0.00 6.3% 0.0% 3.3% 3.3% 3.0% 6.3% 93.6%
$14,795,141.61 $1,914,234.81 70.6% 63.1% 8.1% 70.3% 0.3% 70.6% 29.3% Total Program Percent

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 1
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Commitments from Authorized Funds
Fiscal
Year Total Authorization

AD/CO/CB
Authorization
SU Funds-Subgrants
to Other Entities
EN Funds-PJ Committed to
Activities Total Authorized Commitments % of Auth Cmtd
2021
Total
$2,918,326.00 $437,748.90 $0.00 $0.00 $437,748.90 15.0% $2,918,326.00 $437,748.90 $0.00 $0.00 $437,748.90 15.0%

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 2
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Disbursements from Treasury Account
Fiscal
Year Total Authorization Disbursed Returned Net Disbursed Disbursed Pending
Approval Total Disbursed % Disb Available to Disburse
2021
Total
$2,918,326.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $2,918,326.00 $2,918,326.00 $0.00 $0.00 $0.00 $0.00 $0.00 0.0% $2,918,326.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 3
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Fiscal
Year Authorized for
Activities
Amount Committed
to Activities % Cmtd Disbursed Returned Net Disbursed
% Net
Disb
Disbursed
Pending
Approval Total Disbursed % Disb
2021
Total
$2,480,577.10 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $2,480,577.10 $0.00 0.0% $0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% Home Activities Commitments/Disbursements from Treasury Account

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 4
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Administrative Funds (AD)
Fiscal
Year Authorized Amount Amount Committed % Auth Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2021
Total
$437,748.90 $0.00 0.0% $437,748.90 $0.00 0.0% $437,748.90 $437,748.90 $0.00 0.0% $437,748.90 $0.00 0.0% $437,748.90

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 5
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Fiscal
Year Authorized Amount Amount Committed
% Auth
Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2021
Total
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
CHDO Operating Funds (CO)
Capacity Building Funds (CB)
Fiscal
Year Authorized Amount Amount Committed
% Auth
Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2021
Total
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 6
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Reservations to State Recipients and Subrecipients (SU) Fiscal
Year Authorized Amount
Amount Subgranted
to Other Entities Amount Committed % Auth Cmtd Balance to Commit Total Disbursed % Auth Disb Available to Disburse 2021
Total
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00
$0.00 $0.00 $0.00 0.0% $0.00 $0.00 0.0% $0.00

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 7
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Fiscal
Year Total Authorization
Local Account
Funds
Committed
Amount
Net Disbursed for
Activities
Net Disbursed for
AD/CO/CB Net Disbursed
Disbursed
Pending
Approval Total Disbursed
Available to
Disburse
2021
Total
$2,918,326.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,918,326.00 $2,918,326.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,918,326.00 Total Program Funds

U.S. Department of Housing and Urban Development

APPLE VALLEY CONSORTIUM
IDIS - PR27
Office of Community Planning and Development
Integrated Disbursement and Information System
DATE:

TIME:

PAGE: 8
17:45
08-20-26
Status of HOME Grants

HOME-ARP
Fiscal
Year Total Authorization
Local
Account
Funds
% Committed for
Activities
% Disb for
Activities
% Disb for
AD/CO/CB % Net Disbursed
% Disbursed
Pending
Approval % Total Disbursed
% Available to
Disburse
2021
Total
$2,918,326.00 $0.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100.0% $2,918,326.00 $0.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100.0% Total Program Percent

IDIS Report – PR 33
HOME Matching Liability Report

U.S. Department of Housing and Urban Development
Integrated Disbursement and Information System
Office of Community Planning and Development
Home Matching Liability Report
PAGE: 1
TIME: 17:46
IDIS - PR33 DATE: 08-20-26

APPLE VALLEY, CA
Match
Percent
Total
Disbursements
Disbursements
Requiring Match
Match Liability
Amount
Fiscal
Year
2005 0.0% $167,318.08 $134,797.70 $0.00
2006 0.0% $161,824.12 $133,021.30 $0.00
2007 0.0% $552,224.48 $527,433.00 $0.00
2008 0.0% $692,697.15 $642,385.15 $0.00
2009 0.0% $956,954.81 $837,025.26 $0.00
2010 0.0% $354,450.92 $295,985.38 $0.00
2011 0.0% $685,974.96 $563,234.53 $0.00
2012 0.0% $368,804.00 $324,499.58 $0.00
2013 0.0% $774,906.60 $754,161.27 $0.00
2014 0.0% $502,552.25 $433,870.44 $0.00
2015 0.0% $310,116.95 $287,515.32 $0.00
2016 0.0% $530,787.32 $472,469.63 $0.00
2017 0.0% $924,341.92 $800,444.36 $0.00
2018 0.0% $243,292.09 $222,188.04 $0.00
2019 0.0% $83,885.57 $0.00 $0.00
2021 0.0% $152,902.97 $127,577.75 $0.00
2023 0.0% $758,699.81 $720,106.88 $0.00

U.S. Department of Housing and Urban Development
Integrated Disbursement and Information System
Office of Community Planning and Development
Home Matching Liability Report
PAGE: 2
TIME: 17:46
IDIS - PR33 DATE: 08-20-26
2024 0.0% $528,853.78 $368,653.44 $0.00
2025 0.0% $641,537.80 $541,293.97 $0.00
PR33

Town Council Agenda Report
Date: September 8, 2026
To: Honorable Mayor and Town Council
Subject: FINAL REVIEW OF TOWN OF APPLE VALLEY VISION, MISSION,

CORE VALUES, AND SUPPORTING GOALS PRIOR TO ADOPTION
From: Guy Eisenbrey, Town Manager
Submitted by: Sarah Krieg, Public Information Officer
Town Manager
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
A. Provide final thoughts and input on the Town of Apple Valley Vision, Mission, Core Values, and supporting goals as the Town’s strategic framework for guiding future priorities, investments and decision-making.

B. Move to direct staff to bring final “Vision” resolution back to Council for approval at the next scheduled meeting.

BACKGROUND
The Town of Apple Valley has long used a community vision to help guide priorities, investments, and decisions that shape the community’s future. With the Town’s previous vision developed for a 2020 horizon, the Town initiated a comprehensive visioning process in 2026 to establish an updated framework that reflects Apple Valley today and the community residents want to build for the future.

The visioning process was designed to be community-driven and included opportunities for input from residents, Town staff and community stakeholders. Public engagement included a community survey and a Vision Town Hall held June 10, 2026, at the Singh Center for the Arts, where residents were invited to share their priorities, concerns, and aspirations for Apple Valley.

Feedback gathered throughout the process helped identify common themes around preserving Apple Valley’s unique character, maintaining a safe and well-maintained community, approaching growth responsibly, expanding economic opportunity, and supporting a high quality of life for residents of every generation.

That input was used to develop a new Vision, Mission, four Core Values, and supporting goals intended to provide a clear, long-term framework for the Town.

ANALYSIS
The Vision is intended to be a living document that can be revisited and refined as Apple Valley grows and priorities change. Staff will incorporate the Vision into future planning efforts and staff reports, creating a clear connection between Council actions and the community priorities they support.

VISION ALIGNMENT
This item establishes the Town’s new Vision and strategic framework. Upon adoption, the Vision, Mission, Core Values and supporting goals will serve as the foundation for future Town priorities and will be used to evaluate and communicate how future Council actions, programs, projects and investments advance the community’s long-term vision.

FISCAL IMPACT
There is no fiscal impact associated with the adoption of the Town’s vision.

ATTACHMENTS
A. Draft Strategic Vision Plan
B. Putting Our Vision into Action

Apple Valley
of the High
Desert
Apple Valley’s Longterm Vision and Strategic Plan
Approved by Town Council October 13, 2026

“As Apple Valley continues to grow, evolve, and prosper, we remain committed to preserving the core of who we are and investing in what makes Apple Valley, Apple Valley."
Mayor Scott Nassif

Acknowledgements
Mayor
Scott Nassif
Council
Kari Leon
Art Bishop
Larry Cusack
Curt Emick
Town Manager
Guy Eisenbrey
Town Leadership Team
La Vonda Pearson, Assistant Town
Manager
Adriana Atteberry, Animal Services
Brandon Cales, Information
Technology
David Contreras, Planning
Debbie Rivera, Parks & Recreation
Julie Ryan, Strategic Initiatives
Kiel Mangerino, Town Clerk
Kristine Williams, Human Resources
Paul Osterman, Building & Safety
Richard Pedersen, Town Engineer
Sarah Krieg, Public Information
Silvia Urenda, Economic Development
& Housing
Suresh Malkani, Finance
Brian Roper, Apple Valley Polic
Department (AVPD) Captain
Armando Avila, AVPD Lieutenant
Community Partners and Participating
Organizations
High Desert Chamber of Commerce
Lewis Center for Educational Research
Apple Valley Unified School District
Jess Ranch Senior Living
San Bernardino County Police
Department
Sun City Apple Valley
Solstice Senior Living (Confirm if this or
Mountain View)
HUD Fair Housing Foundation
Symba Center
Community Health Action Network
Workforce Development Board
Apple Valley Residents
More than 1,500 participants shared
input through surveys, focus groups,
community events, and a town hall.

Project Team
Julie Ryan, Strategic Initiatives
Sarah Krieg, Public Information

Consultant Team
Harness Strategy, LLC
Cardinal Communications

Table of Contents
Acknowledgements..................................................................................................................................................... 3 A Message from the Mayor...................................................................................................................................... 5

1. Our Vision, Mission, & Principles.......................................................................................................................6

2. Planning for Apple Valley’s Future ................................................................................................................ 7

3. Apple Valley: Yesterday, Today, and Tomorrow.....................................................................................9

4. Community Voices: Listening First ...............................................................................................................11

5. Our Shared Future...................................................................................................................................................15

6. Our Core Values & Goals ......................................................................................................................................17 Core Value #1 - Preserve Who We Are ............................................................................................................17 Core Value #2 – Protect What Matters Most...............................................................................................21 Core Value #3 – Grow Thoughtfully..................................................................................................................23 Core Value #4: Help Every Generation Thrive ...........................................................................................27

7. Growing Our Vision.................................................................................................................................................31 Our Shared Future ......................................................................................................................................................33

A Message from the Mayor
Dear Apple Valley Residents,
Apple Valley has always had a strong sense
of who we are and what makes this a
special place to call home. As our Town and
the High Desert region grow and change,
we have both an opportunity and a
responsibility to plan thoughtfully for the
future we want to create.

That is why we undertook this long-term
strategic planning effort: to look beyond
today’s needs and establish a shared vision
that reflects our community, embraces
new opportunities, evolves to meet
changing needs, and prepares for the
challenges ahead.

We began by listening.

Residents, students, seniors, businesses,
community partners, Town employees, and
others shared what they value, what they
want to protect, where we can improve,
and what they hope future generations will
experience here. Town leadership and the
Town Council then worked together to turn
those voices into a clear vision and strategic
direction.

What we heard was a strong desire to
preserve the small-town, High Desert
character that draws and keeps people
here while developing thoughtfully so
future generations continue to call Apple
valley home. This clear message uncovered
our vision and strategic plan’s central
theme: Apple Valley: The Core of the High
Desert.

The “core” of something is its essence, the
part that makes it what it is. That single
word captures what residents kept telling
us: preserve what makes Apple Valley a
special place to live. This does not mean
standing still. It means carrying forward the
core of who we are, while creating a
community where people can live, work,
play, and build their futures.

Four core values bring our vision to life:

Preserve Who We Are — celebrates and
protects the character, beauty, history,
neighborhoods, and community spirit that
make Apple Valley unique.

Protect What Matters Most — keeps Apple
Valley safe and invests in the infrastructure
and public assets residents rely on every
day.

Grow Thoughtfully — strengthens our local
economy, creating new opportunities while
ensuring growth enhances community
identity.

Help Every Generation Thrive — increases
access to services, amenities, recreation,
and opportunities that support healthy
living and quality of life at every stage.

Together, these core values provide clear
direction for the decisions and investments
we make today—and the seeds we plant for
Apple Valley's future. They are ambitious
but achievable if we continue growing
them together.

Thank you to everyone who took a survey,
joined a conversation, attended a meeting,
shared an idea, or told us what you love
about Apple Valley and hope for its future.

Your voice is reflected throughout this plan.

Our future belongs to all of us. By staying
true to our core while looking confidently
ahead, we can keep Apple Valley a
community we are proud to call home—
and one future generations will be proud to
call home, too.

Scott Nassif
Mayor, Town of Apple Valley

1. Our Vision, Mission, & Principles

VISION
Apple Valley is a safe, unique and
thriving high-desert community
where quality of life comes first,
shared experiences strengthen
community, and responsible
growth creates opportunities for all
residents to live, work, play and
build their futures.

MISSION
Serve our community through
exceptional public service,
responsible stewardship, economic
opportunity, and strong community
connection to provide a better way
of life.

OUR

PRINCIPLES
Accountability
Transparency
Integrity
Collaboration
Teamwork
Service
Fiscal Responsibility /
Resource Stewardship

2. Planning for Apple Valley’s Future
We undertook this strategic visioning effort to establish a shared long-term vision, respond to evolving needs and challenges, and define a clear path forward for Apple Valley’s future.

Why We Planned
Apple Valley has changed considerably since becoming a Town in 1988, and our community and region will continue to change in the years ahead. Growth, new economic opportunities, aging infrastructure, changing community needs, and evolving expectations all create choices about what we preserve, how we evolve, and how we prepare for the future.

Rather than allowing those choices to be made one project or decision at a time, we undertook this strategic visioning effort to look beyond immediate needs and define the kind of community we want for the long term — one shaped by the people who live, work, learn, serve, and do business in Apple Valley.

From that foundation, the Town established a meaningful and inspiring vision supported by core values and goals that will guide future decisions, investments, partnerships, and services.

How We Planned
We designed the process to listen first and then make clear decisions, translating community input into an inspiring vision and practical strategic framework.

We followed a Listen → Decide → Plan approach.

LISTEN
The Town began by listening to the community and understanding current conditions, needs, concerns, and aspirations. Residents, businesses, students, seniors, community partners, Town employees, leadership, and the Town Council shared what they value about Apple Valley, what concerns them, and what they hope for our future.

DECIDE
Town leaders synthesized and considered community input, existing plans, new opportunities, and potential challenges to align on a strategic direction.

PLAN
The Town then organized that direction into this strategic plan, outlining the vision, mission, core values, and strategic priorities and goals that guide us forward.

The chapters that follow move from context and community input to shared direction, priorities, and a practical approach for putting the plan into action.

3. Apple Valley: Yesterday, Today, and
Tomorrow
Apple Valley has always been shaped by people with a vision for what this High Desert community could become. Understanding where we came from — and how we are changing today — provides important context for the choices that will shape our future.

Yesterday — A Community with a Distinct Identity
Apple Valley’s wide-open spaces, desert landscape, and rural character have drawn people to the area for generations. Beginning in the 1940s, Newton T. Bass and Bernard “Bud” Westlund helped transform the area through the Apple Valley Ranchos Land Company, promoting a distinctive High Desert community that offered open space and larger lots, equestrian-centered and outdoor recreation, a charming downtown village with local businesses, and a vibrant community life.

Over time, Apple Valley grew, but our identity remained important. When residents voted to incorporate in 1988, local control gave the newly established Town greater ability to shape our own future and remain rooted in our small-town culture.

To continue looking ahead, Apple Valley established Vision 2020, with long-term goals to improve safety, infrastructure, recreation, community life, and economic development—all centered on Apple Valley’s promise of “A Better Way of Life.” Today — Growing and Changing
Since incorporation in 1988, Apple Valley has grown from 41,000 to approximately 75,000 residents and is part of a High Desert region experiencing continued growth and change. Long-time residents and newcomers alike continue to value many of the qualities that have defined us for decades—open space, distinctive neighborhoods, affordability, a strong sense of community, small-town feel, and a quality of life that feels different from surrounding areas.

At the same time, our community’s needs are evolving. Infrastructure built to serve earlier generations is aging. Residents expect safe roads, reliable services, recreation, healthcare, shopping, dining, and other amenities close to home. Economic development is creating new opportunities for jobs and investment, while new housing and development raise important questions about where and how we should grow to maintain our character while supporting new residents.

The Town is responding to many of these needs. Investments in public safety, infrastructure, parks, and community amenities are helping strengthen quality of life, while economic development efforts are expanding opportunities for businesses and employment. The passage of Measure P in 2024 provided an additional locally

controlled resource to invest in public safety, infrastructure, and other community priorities.

Tomorrow — Choosing Our Future
Our future will bring both opportunity and change. Steady population growth, regional development, new economic investment, changing community needs, and evolving expectations will continue to shape Apple Valley in the years ahead.

The question is not simply whether Apple Valley will change, but how we will change.

How can we preserve the character and sense of community residents value while creating new opportunities? How can we protect and maintain the foundations residents rely on every day? And how can Apple Valley continue to be a place where people of different ages and generations can enjoy a great quality of life? Answering those questions begins with listening to the people who know Apple Valley best. The next chapter shares what the community said and how that input was used to develop the Town’s vision and strategy.

Building on Our Current Momentum
 Measure P is creating local investment capacity, providing an estimated $9 million annually through a 1% local revenue measure dedicated to public safety, infrastructure, and essential municipal services.
 The approved Bear Valley Road Bridge Rehabilitation Project will result in major infrastructure improvement for the community.
 In 2025 alone, crews filled 43,950 potholes and resurfaced 29.3 miles of roads, extending the life of key transportation infrastructure and improving road conditions and safety.  Recreation facilities were improved and capacity increased, with five ballfields being renovated at James Woody Park and a new ballfield built at McConnell Park.  The ADA Village North sidewalk project was completed, improving accessibility and pedestrian connectivity.

4. Community Voices: Listening First
We began the strategic planning process by listening. Before establishing a longterm vision, the Town asked residents and stakeholders what they value about Apple Valley today, what they want to preserve, what could be improved, and what they hope for our future.

That sequence was intentional. A community vision should reflect the people who live, work, learn, do business, and build their lives here. Through the Your Town–Your Voice community engagement initiative1, we sought both broad community input and deeper perspectives from people and organizations with different experiences and connections to Apple Valley.

How We Listened
Rather than relying on a single survey or public meeting, we created multiple ways for people to participate. The community-wide survey provided broad input, while focus groups, stakeholder discussions, leadership interviews, and the Community Visioning Town Hall provided opportunities to explore issues more deeply and hear from different perspectives.

Importantly, the Town also met people where they already gathered—at parks, sporting events, community celebrations, schools, business gatherings, and other community locations—making participation easier for people who might not typically attend a formal public meeting.

1 A complete summary of the community engagement process, findings, supporting data, and resident comments is provided in a separate Community Engagement Report.

Engagement At-A-Glance
Residents | Students | Seniors | Businesses | Community Partners | Town Leadership | Town Council
What We Heard
Different activities and participants brought different perspectives, but seven themes emerged consistently across the engagement process. We tested those themes against multiple sources of input—including survey results, open-ended comments, focus groups, interviews, community outreach conversations, and Town Hall polling— to identify the issues most consistently important to the community.

Seven Community Themes

1. Preserve what makes Apple Valley special. Protect the Town’s distinctive character, open spaces, High Desert environment, history, appearance, and strong sense of community pride.

2. Keep Apple Valley safe. Continue making public safety a foundation of quality of life and Apple Valley’s future.

3. Take care of the infrastructure residents rely on. Maintain and improve roads, sidewalks, trails, parks, public facilities, utilities, and other assets that support everyday life.

4. Grow thoughtfully. Expand jobs, businesses, housing, amenities, and economic opportunity in ways that strengthen rather than diminish Apple Valley’s character.

5. Strengthen community life. Create more opportunities to recreate, gather, connect, and enjoy parks, events, arts, entertainment, and community spaces.

6. Support community well-being through services and partnerships. Improve access to healthcare, education, youth and senior services, housing, and other resources that help residents thrive.

7. Keep listening, communicating, and building trust. Strengthen communication, transparency, fiscal stewardship, accountability, and opportunities for continued community involvement.

How Community Voices Shaped Our Strategic Direction
The engagement process revealed more than a list of individual needs and ideas.

Taken together, community voices painted a clear picture of what matters most:
preserving what makes Apple Valley unique while continuing to invest, improve, and create opportunities for generations to come.

From hundreds of conversations and more than a thousand survey responses, four clear and consistent core values emerged:
 Preserve Who We Are reflects the deep pride residents have in Apple Valley’s character, history, open spaces, neighborhoods, beauty, and sense of community.
 Protect What Matters Most recognizes that safety, reliable infrastructure, and well-maintained public assets form the foundation of everyday quality of life.  Grow Thoughtfully captures the community’s desire for economic opportunity, local jobs, housing, businesses, and amenities—while ensuring growth strengthens rather than diminishes Apple Valley.
 Help Every Generation Thrive reflects the importance of services, recreation, community spaces, and opportunities that help people live well throughout every stage of life.

These core values do not represent four separate futures. Together, they form one shared direction for Apple Valley.

These values became the foundation for the strategic framework presented in the next chapter.

5. Our Shared Future

Our Strategic Framework
The strategic framework presented on the previous page connects Apple Valley’s shared long-term vision and mission with four core values—the Town’s top priorities— and the goals that will help achieve them. Together, these elements translate what the community said matters most and the direction set by Town leadership into a clear structure for focusing attention, resources, and action.

How the Framework Fits Together
The strategic framework centers around the idea of the “Core” – the things that matter most to Apple Valley.

The Core Vision
The vision describes the future Apple Valley is working toward, while the mission defines the Town's role and how it will serve the community along the way. Together, they reflect what it means for Apple Valley to be “The Core of the High Desert.” Core Values
Four core values identify what matters most in achieving our vision: Preserve Who We Are, Protect What Matters Most, Grow Thoughtfully, and Help Every Generation Thrive.

Seeds for the Future
Within each core priority, goals identify what we intend to accomplish - the seeds planted today to help achieve the vision for tomorrow.

Growing the Vision
The vision and goals are implemented through action: Town operations, investments, partnerships, measurement, learning, and continuous improvement Together, these elements create a shared framework for keeping the Town focused on the vision residents, leadership, and the Town Council helped shape.

Four Core Values, One Shared Vision
Our four core values each have a distinct focus, but they are deeply connected.

Progress in one area often supports—and depends on—progress in another.

Infrastructure investments make thoughtful growth possible. A strong local economy supports Town services and community well-being. Parks, programs, events, and public spaces strengthen belonging and pride. As we grow, protecting the character and quality of life residents value remains central to Apple Valley’s future.

The following chapter explains each priority in more detail and the goals that will help move Apple Valley forward.

6. Our Core Values & Goals
This chapter describes the plan to implement our four core values.

The following sections describe:
 How each priority moves us toward our shared vision
 The seeds (goals) we must plant to make progress
 What success will look like
 Broad strategies for moving forward
 The measures we can use to understand whether we are making progress The strategies provide a starting point for implementing each goal. Some are already underway, while others may evolve as needs, opportunities, and resources change.

The measures identify the kinds of information we can use to assess progress and community outcomes. As implementation moves forward, we will refine measures based on available data, reporting capabilities, and the information most useful for understanding progress.

With this structure, the strategic plan gives us clear direction while allowing us to adapt as needs, opportunities, and resources change.

Core Value #1 - Preserve Who We Are
Celebrate and preserve the unique character, natural beauty, history, neighborhoods, and community spirit that make Apple Valley a place people are proud to call home.

How This Core Priority Achieves Our Vision
Throughout the community engagement process, one message came through clearly: residents value what makes Apple Valley different and want to protect those qualities for the future.

Residents spoke with pride about Apple Valley’s open spaces, rural character, scenic beauty, established neighborhoods, history, art and culture, and strong sense of community. They value living in a place that feels welcoming, connected, and distinctly Apple Valley.

Through this priority, we will preserve what makes Apple Valley special while strengthening the pride, identity, and connections that will carry our community forward.

Seeds for the Future (What We’ll Do)
We have established four goals to advance this core priority:

Goal 1.1 – Preserve and celebrate the unique character that makes Apple Valley home
Our history, open spaces, established neighborhoods, and special places help tell the story of Apple Valley and give our Town its distinct character. As Apple Valley continues to evolve, we will focus on protecting the qualities residents value while ensuring the Town's history and identity continue to be shared and celebrated.

What Success Looks Like
 Apple Valley’s history and story are visible and celebrated throughout the community.
 Established neighborhoods and larger-lot areas continue to contribute to Apple Valley’s distinct character.
 Places with special meaning to the community are preserved, restored, or thoughtfully reused, where feasible.
 Open spaces and the natural High Desert environment remain defining features of Apple Valley's identity.

Strategies & Actions
 Protect established neighborhoods, larger-lot areas, and other key parts of Apple Valley’s character through zoning and development standards.  Use planning tools and development requirements to protect open space and important natural features as Apple Valley grows.
 Work with property owners and partners to identify important historic and cultural places and preserve, restore, or reuse them when feasible.  Partner with historical groups, schools, and community organizations to share Apple Valley’s history through public spaces, programs, exhibits, signage, and stories.

Goal 1.2 – Foster an inclusive, welcoming, and connected community where people feel they belong
Apple Valley's community activities, traditions, celebrations, and shared spaces bring people together and help create the friendly, small-town feel and sense of connection residents value. We will build on that strong foundation by creating more opportunities for people of all ages and backgrounds to participate, connect, and feel that they belong in Apple Valley.

What Success Looks Like
 Residents of all ages and backgrounds have opportunities to come together through welcoming community events, traditions, activities, and shared spaces.
 Arts and culture celebrate Apple Valley's history, creativity, and diverse community while creating new opportunities for connection.

 Residents feel a strong sense of belonging, community pride, and investment in Apple Valley's future.

Strategies & Actions
 Continue and expand Town events, traditions, and activities to provide additional opportunities for the community to connect.
 Increase public art, cultural activities, and welcoming gathering spaces throughout Apple Valley.
 Develop a long-term approach to arts and culture, including consideration of an arts master plan and sustainable funding options.

Goal 1.3 – Enhance the beauty and appearance of our community Caring for and improving the places we share helps Apple Valley's appearance reflect the pride residents have in their community. We will continue enhancing the appearance of Apple Valley by addressing blight, graffiti, and deteriorating properties quickly and consistently, while working together to keep neighborhoods and public spaces looking their best.

What Success Looks Like
 Public spaces, neighborhoods, and community gateways are attractive, welcoming, and well maintained.
 Blight, graffiti, and deteriorating properties are addressed quickly and consistently.
 Residents, businesses, community organizations, and the Town work together to keep Apple Valley clean and beautiful.

Strategies & Actions
 Increase enforcement of property maintenance standards to reduce blight, graffiti, and unsafe or deteriorating properties.
 Organize expanded cleanups and beautification projects with residents, businesses, and community groups.
 Invest in landscaping, cleanup, signage, and other improvements to Townowned spaces and community gateways.

Goal 1.4 – Develop a Town workforce that embodies Apple Valley's values and delivers exceptional public service
Town employees play an important role in shaping residents' everyday experience of Apple Valley and in achieving the vision set out in this plan. In accordance with this goal, we will focus on building a talented, service-minded workforce with the skills, support, and opportunities to grow, lead, solve problems, and serve the community well.

What Success Looks Like

 The Town is a great place to work, attracting and retaining talented employees who are committed to Apple Valley and public service.
 Employees have opportunities to learn, grow, lead, and build meaningful careers with the Town.
 Employees are empowered to solve problems, work across departments, and provide responsive, high-quality service to residents.

Strategies & Actions
 Partner with workforce development organizations and other recruiting resources to broaden outreach and attract qualified candidates to Town careers.
 Invest in employee training, leadership development, mentoring, and other growth opportunities that build the skills needed to serve residents and carry out the Town’s priorities.
 Develop career pathways and succession plans that create opportunities for employee advancement and prepare the next generation of Town leaders.

How We’ll Measure Progress
We will track progress and evaluate the results of this Core Priority through these or other, appropriate and available success measures:
 Preservation & Open Space — Number and status of identified preservation, restoration, adaptive reuse, and open-space efforts.
 Community Pride & Belonging — Resident perceptions of community pride, belonging, and connection, as data become available.
 Community Participation — Attendance and participation in Town events, cultural activities, and volunteer opportunities.
 Community Appearance — level of code enforcement activity, graffiti response time, number of cleanup efforts, and other indicators of property and community appearance.
 Arts & Culture — Number of and participation in arts, cultural, and historical programs and activities.
 Town Workforce — Employee vacancies and retention, participation in professional development, and internal advancement.

Community Voices
"Please start preserving our history and stop tearing down old buildings."
“I love the small town feel of Apple Valley, it’s one of the most important aspects for our family.”
“Develop art, culture, and outdoor spaces for all to enjoy.”

“Apple Valley doesn’t feel like other town governments. It feels more like residents serving residents.”
Core Value #2 – Protect What Matters
Most
Foster a safe, resilient, and well-maintained community by investing in public safety, reliable infrastructure, and responsible stewardship of the public assets residents rely on every day.

How This Core Priority Achieves Our Vision
Throughout the engagement process, residents consistently identified safety and infrastructure among their highest priorities. They want to feel safe and know that the roads, public spaces, facilities, and other infrastructure they rely on every day are well maintained and working as they should.

Residents' definition of safety goes beyond preventing crime. It includes safe roads and intersections, places to walk and bike, well-maintained parks and public facilities, and reliable infrastructure that supports daily life. Together, public safety and sound infrastructure provide the foundation for a community where people can live, work, travel, play, and gather with confidence.

We are already investing in these priorities. In 2024, voters approved Measure P, creating an ongoing local revenue source for public safety, infrastructure, and qualityof-life improvements. Through this priority, we will carry forward our commitment to protect both the people who call Apple Valley home and the places and systems they count on every day.

Seeds for the Future (What We’ll Do)
We have established two goals to advance this core priority:

Goal 2.1 – Ensure Apple Valley remains the safest community in the High Desert Feeling safe at home, in neighborhoods, on the road, and in public spaces is fundamental to residents’ quality of life. To achieve this goal, we will build on the Town's strong safety record and continue investing in public safety through effective staffing, prevention, partnerships, and responsive services.

What Success Looks Like
 Apple Valley remains the safest community in the High Desert.  Crime and other public safety concerns are prevented or addressed before they become more serious.

 Residents have peace of mind knowing they and their families can safely live, travel, play, and gather throughout the community.

Strategies & Actions
 Keep public safety staffing strong and assign deputies based on calls, crime trends, time of day, and other safety data.
 Use targeted enforcement to address retail crime, traffic safety, and emerging issues.
 Invest in crime prevention and youth programs that stop problems before they start.
 Work with residents, schools, businesses, and partners to identify concerns, share information, and prevent crime.

Goal 2.2 – Maintain and improve the infrastructure that keeps our community safe, accessible, and resilient
Residents sent a clear message: we must take care of the infrastructure Apple Valley already has while preparing thoughtfully for the future.

Roads and other infrastructure ranked among residents’ highest priorities for future Town investment. But infrastructure is more than roads and utilities. It includes sidewalks, crosswalks, trails, parks, recreation facilities, and public buildings that help people safely travel, gather, work, and enjoy their community. Maintaining these assets protects the investments Apple Valley has already made while supporting quality of life and future economic vitality.

What Success Looks Like
 Roads, intersections, sidewalks, crosswalks, trails, and other transportation infrastructure are safe, connected, and well maintained.  Residents can travel safely and efficiently throughout Apple Valley using transportation options that reflect the community's needs and character.  Public facilities, parks, and other Town assets are well maintained, accessible, and able to serve the community for the long term.
 Essential utility services are reliable and affordable for Apple Valley residents and businesses.

Strategies & Actions
 Use long-term pavement and asset plans to guide infrastructure maintenance, repairs, and replacement.
 Prioritize road, intersection, sidewalk, crosswalk, trail, and connection improvements based on safety, condition, and community need.  Preserve equestrian routes where appropriate and improve pedestrian, bicycle, and multi-use connections.
 Seek additional funding to maintain and improve infrastructure and public assets over time.

 Work with utility providers to support reliable, affordable essential services.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:
 Public Safety — Crime rates and trends, response times, public safety staffing and deployment, proactive policing activity, and residents' perceptions of safety.
 Traffic Safety — Number and trends in serious traffic crashes, injuries, and fatalities.
 Road & Infrastructure Condition — Pavement conditions, miles of roads maintained or resurfaced, deferred maintenance, and condition of other critical infrastructure.
 Infrastructure Responsiveness — Time to address potholes, repairs, maintenance needs, and other reported infrastructure concerns.  Connectivity & Accessibility — Miles and connectivity of sidewalks, crosswalks, trails, bike lanes, and other transportation improvements.  Public Asset Stewardship — Condition, maintenance, and planned repair or replacement of parks, public facilities, and other Town-owned assets.

Community Voices
"Public safety is #1."
“For improved safety and outdoor living, we need sidewalks and better lighting."
"Please fix your roads…Focus on maintaining and supporting what we have versus too much focus on bringing in outside
development."
Core Value #3 – Grow Thoughtfully
Cultivate growth that strengthens Apple Valley’s identity, expands opportunity, and creates a vibrant and sustainable future for residents and businesses.

How This Core Priority Achieves Our Vision
Residents recognize that thoughtful growth is important to Apple Valley’s future. A strong and diverse local economy can create jobs, expand opportunities, provide the revenues needed to support Town services, and bring more of the shopping, dining, entertainment, and amenities residents want closer to home.

Residents also made clear that growth should not come at any cost. They want Apple Valley to grow in ways that protect quality of life, make good use of existing and future infrastructure, and maintain the qualities that distinguish Apple Valley from surrounding communities.

Residents want a future where more people can live and work in Apple Valley, young people can find education and career opportunities close to home, businesses and entrepreneurs can thrive, and residents can spend more of their time and dollars within their own community.

Growing thoughtfully means we must guide growth and investment in ways that strengthen the local economy, expand opportunities, and enhance quality of life while preserving what makes Apple Valley special.

Seeds for the Future (What We’ll Do)
We have established three goals to advance this core priority:

Goal 3.1 – Cultivate a vibrant and resilient local economy A strong local economy gives Apple Valley greater ability to shape its future.

Supporting existing businesses, attracting new investment, and growing the Town’s economic base can create jobs, generate revenues for community priorities, and bring more shopping, dining, services, and entertainment closer to home.

To make progress on Goal 3.1, we will build on current momentum and leverage emerging economic opportunities to create an environment where businesses of all sizes can invest, grow, and succeed.

What Success Looks Like
 Existing businesses remain and grow in Apple Valley while new businesses and industries choose to invest here.
 Apple Valley has a diverse and resilient economic base that provides stable revenues and can adapt to changing economic conditions.  The North Apple Valley Industrial area continues to grow as a major center for employment and economic investment in the High Desert.
 Residents have more opportunities to shop, dine, access services, and enjoy entertainment within Apple Valley.
 Small businesses and entrepreneurs can access resources, customers, and support to start and grow in Apple Valley.

Strategies & Actions
 Market Apple Valley’s land, location, housing affordability, infrastructure, and other economic assets to businesses that fit the Town’s goals.  Work with existing businesses to understand needs, reduce barriers, and support continued investment.

 Streamline development and permitting and improve coordination across Town departments.
 Use land-use planning, development standards, and infrastructure investments to guide growth to appropriate locations.
 Plan for growth around major opportunities, including the North Apple Valley Industrial area and future Brightline West station.  Partner with the Chamber of Commerce and economic development groups to connect small businesses with resources, financing, and support.

Goal 3.2 – Expand housing options that meet current and future resident needs As Apple Valley grows and changes, residents will need housing options that reflect different stages of life, household sizes, incomes, and abilities. Greater choice can help young adults establish themselves in Apple Valley, provide homes for a growing workforce and families, and allow senior residents to remain in the community they know and love.

What Success Looks Like
 Residents have a range of housing choices that meet different household needs, life stages, incomes, and abilities.
 More people who work in Apple Valley have opportunities to live in the community.
 Seniors have housing choices that allow them to downsize or age in place while remaining in Apple Valley.
 New housing is located where infrastructure, transportation, services, and amenities can support it and it complements surrounding neighborhoods.

Strategies & Actions
 Review and update the development code to allow housing options that meet changing community needs while protecting neighborhood character.  Coordinate housing, land-use, and infrastructure planning across Town departments so new development is located where it can be effectively supported.
 Provide early outreach and information to developers about housing needs, development opportunities, Town requirements, and community expectations.

Goal 3.3 – Expand pathways to local jobs and careers
Many Apple Valley residents travel outside the community for work, while young people may look elsewhere for education and career opportunities. As the local economy grows, we want more residents to have opportunities to find good jobs and build careers closer to home.

Connecting residents to those opportunities will require coordination among local employers, schools, colleges, workforce organizations, and other community partners so education and training keep pace with the needs of a changing economy.

What Success Looks Like
 More Apple Valley residents have opportunities to work and build careers close to home.
 Local employers can find the skilled workers they need to grow and succeed.  Students and residents have clear pathways from education and training to local jobs and careers.
 Young people see Apple Valley as a place where they can pursue a career, build a future, and raise a family.

Strategies & Actions
 Work with schools, colleges, employers, and workforce organizations to align education and training with current and future local job needs.  Connect residents and students to training, internships, apprenticeships, and local jobs.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:
 Business & Economic Growth — Trends in active and new businesses, commercial development, business investment, vacancies, and locally generated revenues.
 Local Employment — Trends in jobs and employment opportunities within Apple Valley.
 Housing Development & Choice — New housing units and permits, including the types of housing being developed to meet changing community needs.  Workforce Connections — Where data are available, participation in workforce and training programs that connect residents and students to local employment opportunities.

Community Voices
"I would encourage Town leadership to focus on thoughtful growth that balances development with quality of life for residents... ensuring future planning keeps community needs, public safety, and long-term sustainability at the center of decision-making." “Commercial development will provide a strong tax base to support the town in the future. Every dollar spent outside of Apple Valley supports another city. Attract and grow our local businesses so those dollars stay here.”

"Keep it a small town. Don't bring in a bunch of large companies.

Support small business."
Core Value #4: Help Every Generation
Thrive
Increase access to services, amenities, and recreational opportunities that support lifelong well-being and quality of life.

How This Core Priority Achieves Our Vision
Residents want Apple Valley to be a place where people of every age can live healthy, active, and connected lives.

Parks, recreation, community spaces, and supportive services help make that possible by giving residents places to play, gather, stay active, and find help when they need it.

While Apple Valley doesn’t provide every service directly, it can offer strong programs, partner with service providers, connect residents to resources, and advocate for needs that matter to the community.

Seeds for the Future (What We’ll Do)
We have established two goals to advance this priority and help residents thrive.

Goal 4.1 – Increase access to the services and resources residents need to thrive Residents need clear, easy access to services and resources that support healthy, stable lives, including healthcare, transportation, housing assistance, social services, animal services, and other supports.

Our role varies depending on the service. We provide some services directly, partner with organizations that provide others, connect residents with available resources, and work to attract needed services to the community.

What Success Looks Like
 Residents can easily find and connect with the services and resources they need.
 Children, seniors, people with disabilities, and residents experiencing hardship have access to resources that support their well-being and independence.  Residents have greater access to healthcare, including needed specialty services, within Apple Valley.
 Animals and their owners have access to quality services that support animal safety, responsible pet ownership, and successful adoption or placement.

Strategies & Actions
 Provide responsive Town services where Apple Valley has a direct role, including Animal Services.
 Coordinate with County agencies, nonprofits, healthcare providers, transportation providers, faith-based groups, and other partners to close service gaps.
 Improve online and community information so residents can find services, request help, and connect with resources.
 Work with healthcare providers and partners to expand medical and specialty services in Apple Valley.

Goal 4.2 – Expand recreational opportunities and community spaces that promote healthy living
Apple Valley’s parks, trails, recreation programs, and community spaces give residents places to play, exercise, gather, and connect. Residents value these opportunities and want more ways for people of different ages, interests, and abilities to participate.

Building on Apple Valley’s existing recreational assets and the priorities established in the Town’s Recreation Master Plan, we will continue investing in programs, amenities, and community spaces that encourage active living and bring people together.

What Success Looks Like
 Residents of all ages, interests, and abilities have recreation options that fit their needs.
 Parks, trails, and community spaces are welcoming, accessible places for active living, outdoor play, and community connection.

 Programs and amenities evolve to reflect changing recreation interests and community needs.
 More residents can participate regardless of cost, transportation, information, or accessibility barriers.

Strategies and Actions
 Advance priorities identified in the Recreation Master Plan, including planned park, trail, facility, and amenity improvements.
 Adjust recreation programs over time based on participation, community interests, and changing needs.
 Pursue grants, partnerships, and other funding sources to help advance recreation improvements and keep programs accessible and affordable.  Use the Town website, maps, outreach, and other tools to help residents find parks, trails, recreation programs, and community amenities.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:
 Service Awareness & Connection — Level of resident awareness of where to find service information, plus the number of visits to service webpages, calls, referrals, and resource requests.
 Service Access & Partnerships — Residents served through Town services and partner programs, including outreach events, assistance referrals, and service partnerships.
 Animal Services — Pets adopted, returned to owners, licensed, or placed with rescue partners, plus shelter intake and outcome rates.  Recreation Participation — Number of residents using Town recreation programs, events, parks, trails, and facilities, including participation by age group and other demographics when available.
 Recreation Access & Affordability — Participation in low-cost or free programs, scholarships or fee waivers used, accessible programs offered, and residents served in different parts of town.
 Parks, Trails & Amenities — Acres of parks, miles of trails, number of recreation amenities, completed improvements, and resident satisfaction with parks and facilities.

Community Voices
"Invest in the children."
"We would love more family [recreation] opportunities such as splash pads, water parks, open gym locations, walking trails, etc."

"Medical services are important. We cannot afford to have poor medical services."
"Be more aware of the needs of handicapped and disabled residents."

7. Growing Our Vision
Turning the long-term strategic direction into tangible results for the community Our shared vision serves as Apple Valley’s North Star: the long-term destination that guides decisions, investments, partnerships, and everyday work.

Turning the vision into results requires deliberate planning, sustained action, investment, and partnership. By nurturing the priorities and goals established in this plan, Apple Valley can grow its vision into measurable progress for the community.

Putting the Plan Into Action
To achieve our long-term destination, the Town will translate the core values, goals, and strategies in this plan into practical management, operations, and decisionmaking tools.

We will use the strategic plan to support and guide:
 Strategic action planning to identify initiatives, responsibilities, timelines, and resources needed to move priorities forward.
 Decision-making by providing a consistent lens for considering new opportunities, investments, tradeoffs, and policy choices.
 Partnerships by identifying where collaboration with businesses, schools, healthcare providers, nonprofits, utilities, regional agencies, and other organizations can help advance shared goals.
 Town operations by strengthening coordination across departments and connecting day-to-day work with longer-term community outcomes.  Communication and accountability by providing a consistent framework for sharing priorities and progress with employees, the Town Council, partners, and residents.

Measuring Progress
The strategic plan identifies success measures that will help us understand whether these efforts are producing results—and whether the vision is beginning to bear fruit.

As implementation moves forward, we will refine these measures into specific key performance indicators (KPIs), considering available data, reporting capabilities, resources, and opportunities to establish new measures where they would provide meaningful insight. The measures will be used to track progress, assess results, and foster transparency and accountability.

Our goal is not to measure everything. A practical set of meaningful measures will help us make informed decisions, identify where additional attention may be needed, and communicate progress to the community.

As our approach to strategic implementation matures, we will identify and refine success measures, establish baselines and targets, where appropriate, and report accomplishments based on the information most useful to decision-makers and residents.

Continual Growth (Keeping the Plan Relevant)
Apple Valley’s vision, core values and strategic priorities provide long-term direction, but the plan must remain useful as conditions change. Periodic review and revision will help the Town assess progress, respond to new needs and opportunities, and adjust actions while staying anchored to the vision, core values, and goals established in this plan.
 Connect the core values to budgets and work plans through annual planning, department work planning, capital investments, grant opportunities, and partnership discussions.
 Review progress regularly to understand what is working, what needs attention, and where a different approach may be needed.  Refine strategies, initiatives, measures, baselines, and targets as better information becomes available.
 Keep the plan visible through Town communications, outreach, employee conversations, and updates to the Town Council and community.  Continue an ongoing cycle of action, learning, and improvement so Apple Valley can turn shared direction into measurable progress over time.

Our Shared Future
Apple Valley’s future will be shaped by the choices we make together—what we choose to preserve, what we protect, how we grow, and how we create opportunities for people of every generation to thrive.

This strategic plan provides shared direction for those choices. Its success will depend on continued partnership among residents, the Town Council, employees, businesses, community organizations, and everyone who cares about Apple Valley’s future.

Together, we can preserve what makes Apple Valley special, protect what matters most, grow thoughtfully, and build a community where every generation can thrive.

Everything in this vision is rooted in four core values that reflect what residents said matters most.

APPLE VALLEY,

THE C RE

OF THE HIGH DESERT
FOUR VALUES.

ONE SHARED VISION.

This homegrown vision
was shaped by our
community and will guide
us in building a safe,
vibrant, and thriving Town
for generations to come.

Apple Valley is
a safe, unique,
and thriving
High Desert
community
where quality
of life comes
first, shared
experiences
strengthen
community,
and responsible
growth creates
opportunities
for all residents
to live, work,
play, and build
their futures.

OUR VISION

OUR MISSION
Serve our community through
exceptional customer service,
responsible stewardship,
economic opportunity, and strong
community connection to provide
a Better Way of Life.

OUR PRINCIPLES
Accountability
Transparency
Integrity
Collaboration
Teamwork
Service
Fiscal
Responsibility
Fiscal
Responsibility

Develop a Town workforce that
embodies Apple Valley's values and
delivers exceptional public service.

Enhance the beauty and
appearance of our community.

Foster an inclusive, connected,
and welcoming community
where people of all ages belong.

Preserve and celebrate the
unique character that makes
Apple Valley home.

Celebrate and preserve the unique character,
natural beauty, history, neighborhoods, and
community spirit that make Apple Valley a
place people are proud to call home.

CORE VALUE #1

SEEDS FOR THE FUTURE

PRESERVE WHO
WE ARE

THE SEEDS WE PLANT TODAY

WILL GROW INTO A STRONGER

APPLE VALLEY TOMORROW
1 2
3 4

1 2
Maintain and improve the
infrastructure that keeps our
community safe, accessible
and resilient.

Ensure Apple Valley remains
the safest community in the
High Desert.

CORE VALUE #2

SEEDS FOR THE FUTURE

PROTECT WHAT

WE VALUE MOST
Foster a safe, resilient, and well-maintained
community by investing in public safety, reliable
infrastructure, and responsible stewardship.
1 2

Expand pathways to local jobs
and careers.

Expand housing options that meet
current and future resident needs.

Cultivate growth that strengthens Apple
Valley’s identity, expands opportunity, and
creates a vibrant and sustainable future for
residents and businesses.

Cultivate a vibrant resilient local economy.

CORE VALUE #3
GROW

THOUGHTFULLY
1 2
3 SEEDS FOR THE FUTURE
Preserve and celebrate the unique
character that makes Apple Valley home.

Increase access to the services,
amenities, and resources
residents need to thrive.

Expand recreational
opportunities and community
spaces for healthy living.

Increase access to the services, amenities, and
recreational opportunities that support lifelong
wellbeing, and quality of life.

HELP EVERY

GENERATION
THRIVE
1 2

SEEDS FOR THE FUTURE
CORE VALUE #4

Town Council Agenda Report
Date: September 8, 2026
To: Honorable Mayor and Town Council
Subject: INTRODUCE ORDINANCE NO. 580 AN ORDINANCE OF THE TOWN

COUNCIL OF THE TOWN OF APPLE VALLEY, CALIFORNIA,
AMENDING CHAPTER 12.37, ENTITLED “GENERAL VEHICLE
PARKING RESTRICTIONS” OF TITLE 12 OF THE TOWN OF APPLE

VALLEY MUNICIPAL CODE, AND DESIGNATING THE SUPER
From: Guy Eisenbrey, Town Manager
Submitted by: Richard Pedersen, Town Engineer
Engineering Division
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
A. Find the proposed adoption of Ordinance No. 580 is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the proposed amendment may have a significant effect on the environment.

B. Move to waive the reading of Ordinance No. 580 in full and read the ordinance by title only.

C. Move to introduce Ordinance No. 580, entitled “An Ordinance of the Town Council of the Town of Apple Valley, California, Amending Chapter 12.37, ‘General Vehicle Parking Restrictions,’ of Title 12 of the Apple Valley Municipal Code” D. Schedule adoption of Ordinance No. 580 and adoption of Resolution No. 2026-34, establishing no-parking and no-stopping zones within the Town of Apple Valley for the next Town Council meeting.

SUMMARY
Ordinance No. 580 amends Chapter 12.37 of the Apple Valley Municipal Code to allow the Town Council to establish and amend no-parking and no-stopping zones by resolution rather than by ordinance, consistent with California Vehicle Code section 22507. The ordinance also designates the Town Manager or the Town Manager’s designee as the Superintendent of Streets for purposes of administering Chapter 12.37. These

amendments streamline future updates while preserving Town Council approval of all parking restrictions.

BACKGROUND
On March 8, 2022, the Town Council adopted Ordinance No. 550, which added Chapter

12.37 and amended Chapter 12.38 of Title 12 of the Apple Valley Municipal Code, thereby codifying and consolidating vehicle parking restrictions that had previously been established by Town Council resolutions. Ordinance No. 550 also authorized designated Town and Sheriff’s Department personnel to issue citations to vehicles parked in violation of posted restrictions.

Because the parking restrictions are currently codified in Chapter 12.37, adding, removing, or modifying a parking restriction requires an amendment to the Municipal Code. This process generally requires preparation and introduction of an ordinance, consideration of the ordinance at a subsequent Town Council meeting, publication of the ordinance or a summary, and a 30-day period following adoption before the ordinance becomes effective. This process can delay implementation of parking restrictions needed to protect public health, safety, and welfare.

California Vehicle Code section 22507 expressly authorizes local authorities to prohibit or restrict the stopping, parking, or standing of vehicles by ordinance or resolution, provided that adequate signs or markings are installed. The proposed amendment aligns Chapter

12.37 with this statutory authority while retaining Town Council approval of all permanent parking restrictions.

Ordinance No. 580 amends Chapter 12.37 to provide that the Town Council may establish no-parking and no-stopping zones by resolution pursuant to California Vehicle Code section 22507. This change eliminates the need to amend the Municipal Code each time a no-parking or no-stopping zone is added to or removed from the master list.

Ordinance No. 580 also designates the Town Manager or the Town Manager’s designee as the Superintendent of Streets. The Superintendent of Streets will administer Chapter

12.37 and implement Council-approved parking restrictions through the installation or removal of signs and curb markings.

VISION ALIGNMENT
The recommended action supports the Town’s Vision by promoting the safe and efficient use of the public roadway system and improving the Town’s ability to respond to traffic and parking concerns. Authorizing parking restrictions by Town Council resolution maintains public accountability while providing a more efficient process for implementing measures necessary to protect public safety and mobility.

FISCAL IMPACT
Adoption of the ordinance will not result in a significant direct fiscal impact. Costs associated with publication of the ordinance and any future installation or removal of signs

and curb markings are expected to be absorbed within existing departmental appropriations.

ATTACHMENTS
A. Ordinance No. 580
B. Resolution No. 2026-34

ORDINANCE NO. 580

AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN

OF APPLE VALLEY, COUNTY OF SAN BERNARDINO,
STATE OF CALIFORNIA AMENDING CHAPTER 12.37 OF

THE TOWN OF APPLE VALLEY MUNICIPAL CODE AND

DESIGNATING THE SUPERINTENDENT OF STREETS AS

THE DECISION-MAKING BODY OVER STREET AND

HIGHWAY RESTRICTIONS
WHEREAS, Vehicle Code section 22507 authorizes local authorities to, by ordinance or resolution, prohibit or restrict the stopping, parking, or standing of vehicles on certain streets or highways, or portions thereof, during all or certain hours of the day; and
WHEREAS, under the Vehicle Code, the parking of any type vehicle on certain streets or highways may be prohibited or restricted, during all or certain hours of a day, where signs or markings giving adequate notice of such regulations have been placed; and
WHEREAS, Chapter 12.37 “General Vehicle Parking Restrictions” of the Municipal Code of the Town of Apple Valley addresses the rules generally applicable to parking within the Town, including the establishment of no-parking and no-stopping zones; and WHEREAS, because the restrictions are currently codified into an ordinance, the process for adjusting the restrictions is cumbersome and costly (involving the drafting of an ordinance, two council meetings, formal noticing in a newspaper, and a thirty day wait period until they are effective following adoption); and WHEREAS, such restrictions are typically non-controversial and, rather, are necessary to protect the public health, safety, and welfare; and WHEREAS, the Town Council, therefore, desires a more streamlined method to establish parking restrictions within the Town; and
WHEREAS, the Town of Apple Valley desires to designate the Superintendent of Streets, and his or her designees, as the decision-making body over street and highway restrictions covered under Chapter 12.37; and.

WHEREAS, all of the findings and conclusions made by the Town of Apple Valley Town Council pursuant to this Ordinance are based upon the oral and written evidence before it as a whole.

NOW, THEREFORE, the Town Council of the Town of Apple Valley, State of California, does ordain as follows:

Ordinance No. 580
Section 1. The recitals above are true and correct and are hereby incorporated herein by this reference.

Section 2. Chapter 12.37 of the Apple Valley Municipal Code is hereby amended in its entirety to read as follows:
“CHAPTER 12.37 – GENERAL VEHICLE PARKING RESTRICTIONS
Sections:

12.37.010 Application of Stopping, Standing and Parking Regulations.

12.37.020 Definitions.

12.37.030 Authority of the Superintendent of Streets.

12.37.040 No-Parking Zones.

12.37.050 No-Stopping Zones.

12.37.060 Violation and penalties.

12.37.070 Enforcement.

12.37.010 - Application of Stopping, Standing and Parking Regulations. (a) The provisions of this Chapter prohibiting the stopping, standing or parking of a vehicle shall apply at all times or at those times herein specified, except when it is necessary to stop a vehicle to avoid conflict with other traffic or in compliance with the directions of a police officer or official traffic control device.
(b) The provisions of this Chapter imposing a time limit on standing or parking shall not relieve any person from the duty to observe other and more restrictive provisions of the California Vehicle Code or an ordinance of this Town prohibiting or limiting the standing or parking of vehicles in specified places or at specified times.

12.37.020 – Definitions.

The following words and phrases when used in this Chapter shall, for the purpose of this Chapter, have the meanings respectively ascribed to them in this Chapter. Whenever words of phrases used in this Chapter are not defined, but are defined in the California Vehicle Code and amendments thereto, such definitions shall apply. (a) “Alley” shall mean a public thoroughfare, not exceeding thirty feet in width, for the use of pedestrians and/or vehicles, which affords only a secondary means of access to the abutting property.
(b) “Curb” shall mean the lateral boundary of the roadway, whether such curb be marked by curbing construction, or not so marked; the word “curb” as

Ordinance No. 580
used in this title shall not include the line dividing the roadway of a street from parking strips in the center of a street.
(c) “Loading Zone” shall mean the space adjacent to a curb, reserved for the exclusive use of vehicles during the loading or unloading of passengers or materials.
(d) “Park” shall mean to leave standing any vehicle, whether occupied or not, otherwise than temporarily for the purpose of and while actually engaged in loading or unloading of passengers or materials or for other temporary purposes and time periods ascribed to in this Chapter.
(e) “Stand” shall mean any starting or standing of a vehicle, whether occupied or not, except where necessary to avoid conflict with other traffic or in compliance with the directions of a police officer or official traffic control device.
(f) “Stop” shall mean complete cessation of movement.
(g) “Superintendent of Streets” shall mean the Town Manager or their designee.
(h) “Traffic Control Device” shall mean all signs, signals, markings and devices not inconsistent with this title, placed or erected by authority of a public body or official having jurisdiction, for the purpose of regulating, warning, or guiding or otherwise controlling traffic.
(i) “Traffic Island” shall mean a raised island located in the roadway and separating opposing or conflicting streams of traffic.

12.37.030 – Authority of the Superintendent of Streets
(a) The Superintendent of Streets is authorized to update the “no-stopping” and “no-parking” zones outlined in this Chapter as necessary to protect the public health, safety, and welfare, by resolution of the Town Council that amends the Master List pertaining to “no-stopping” and “no-parking” zones.
(b) The Superintendent of Streets is further authorized to place signs or curb markings, indicating no parking or stopping within the zones detailed in this Chapter. (c) Whenever the Superintendent of Streets finds that the conditions because of which parking was prohibited no longer exist, the Superintendent of Streets shall remove such signs and curb markings placed pursuant to subsection (b).

12.37.040 – No-Parking Zones.

Ordinance No. 580
(a) The Town Council shall, by resolution, establish a Master List designating certain streets or portions thereof as “No-Parking Zones”. The Superintendent of Streets shall develop and make recommendations on the establishment of “No-Parking Zones”.

The operator of a vehicle, including, but not limited to a commercial vehicle subject to additional parking restrictions under Chapter 12.38, shall not park such vehicle at any time in any of locations listed on the Master List.
(b) The Town Manager or his or her designee shall cause either curb markings to be painted or signs to be installed as may be necessary to carry out the provisions of this Section.

12.37.050 – No-Stopping Zones.
(a) The Town Council shall, by resolution, establish a Master List designating certain streets or portions thereof as “No-Stopping Zones”. The Superintendent of Streets shall develop and make recommendations on the establishment of “No-Stopping Zones”.

The operator of a vehicle, including, but not limited to a commercial vehicle subject to additional parking restrictions under Chapter 12.38, shall not stop such vehicle at any time in the locations listed on the Master List.
(b) The Town Manager or his or her designee shall cause either curb markings to be painted or signs to be installed as may be necessary to carry out the provisions of this Section

12.37.060 - Violation and Penalties.

Each person, firm, or corporation in violation of any Section in this Chapter shall be guilty of a separate offense for each and every day during any portion of which any violation of any provision of this Chapter is committed, continued, or permitted by such person, firm, or corporation and may be punished in accordance with Chapters 1.01 of this Code.

Alternatively, the violation may be punished with the issuance of a parking fine as is established by resolution of the Town Council and as may be changed from time to time.

12.37.070 - Enforcement.

The provisions of this Chapter shall be enforced by the Town Manager or their designee.” Section 3. Compliance with California Environmental Quality Act. This Ordinance has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA) and the State CEQA Guidelines and it has been determined that approval of the Ordinance is exempt from further environmental review under the general rule in California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions

Ordinance No. 580
without any physical project being approved, it can be seen with certainty that there is no possibility that the amendments to the Municipal Code will have a significant effect on the environment. The Town Council concurs in these findings and adopts them as its own.

Section 4. Notice of Adoption. The Town Clerk of the Town of Apple Valley shall certify to the adoption of this ordinance and cause publication to occur in a newspaper of general circulation and published and circulated in the Town in a manner permitted under Section 36933 of the Government Code of the State of California.

Section 5. Effective Date. This Ordinance shall become effective thirty (30) days after the date of its adoption.

Section 6. Severability. If any section, sentence, clause or phrase of this Ordinance or the application thereof to any entity, person or circumstance is held for any reason to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. The Town Council of the Town of Apple Valley hereby declares that it would have adopted this Ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.

APPROVED and ADOPTED by the Town Council of the Town of Apple Valley and signed by the Mayor and attested by the Town Clerk this 13th day of October, 2026.

Scott Nassif, Mayor
ATTEST:

Kiel E. Mangerino, Acting Town Clerk
Approved as to Form: Approved as to Content:

Thomas Rice, Town Attorney Guy Eisenbrey, Town Manager

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RESOLUTION NO. 2026-34

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF APPLE
VALLEY, CALIFORNIA ESTABLISHING A MASTER LIST OF NOPARKING AND NO-STOPPING ZONES PURSUANT TO CHAPTER 12.37

OF THE TOWN OF APPLE VALLEY MUNICIPAL CODE
WHEREAS, Vehicle Code section 22507 authorizes local authorities to, by ordinance or resolution, prohibit or restrict the stopping, parking, or standing of vehicles on certain streets or highways, or portions thereof, during all or certain hours of the day; and
WHEREAS, under the Vehicle Code, the parking of any type vehicle on certain streets or highways may be prohibited or restricted, during all or certain hours of a day, where signs or markings giving adequate notice of such regulations have been placed; and
WHEREAS, on October 13th, 2026, the Town Council of Apple Valley (“Town Council”) adopted Ordinance No. 580, in order to implement a more streamlined method to establish parking restrictions within the Town; and
WHEREAS, the purpose of this Resolution is to establish a Master List of NoParking and No-Stopping Zones pursuant to Chapter 12.37 of the Town of Apple Valley Municipal Code.

NOW, THEREFORE, the Town Council of the Town of Apple Valley, California does hereby resolve as follows:

SECTION 1. Recitals. The Town Council hereby finds and determines that the recitals above are true and correct and are each incorporated by reference and adopted as findings by the Town Council.

SECTION 2. CEQA. The Town Council hereby finds that the adoption of this resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(b)(3), that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions without any physical project being approved, it can be seen with certainty that there is no possibility that the amendments to the Municipal Code will have a significant effect on the environment. The Town Council concurs in these findings and adopts them as its own.

SECTION 3. Establishment of Master List of No-Parking Zones. Pursuant to Chapter 12.37 of the Apple Valley Municipal Code, the operator of a vehicle shall not park such vehicle at any time in any of the following places:
(1) On the east side of Navajo Road just south of Powhatan Road;

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(2) On Headquarters Drive a length of 290 feet on the north and south curb lines in front of the Headquarters Fire Station;
(3) On Apple Valley Road a length of 100 feet on the east and west curb lines extending south from the curb return at Bear Valley Road and 20 feet from either side of the driveway entrances;
(4) At 13643 Navajo Road on the southside of the driveway entrance for a length not to exceed 20 feet;
(5) At any of the following Route 4 bus stops:
(i) Stop 1 - North Outer Highway 18/Apple Valley Inn Road in front of Security Pacific Bank;
(ii) Stop 2 - North Outer Highway 18/West of Tao Road;
(iii) Stop 3 - North Outer Highway 18/East of Tuscola Road; (iv) Stop 4 - South Outer Highway 18/East of Apple Valley Road; (v) Stop 5 - South Outer Highway 18 at Lions Park;
(vi) Stop 6 - West side of Navajo Road/South of Highway 18; (vii) Stop 7 - Navajo Road/South of Ottawa Road; or
(viii) Stop 8 - South side of Yucca Loma Road at the Yucca Loma Elementary School;
(6) At any of the following Route 5 bus stops:
(i) Stop 1 - West side of Navajo Road/North of Bear Valley Road; (ii) Stop 2 - West side of Navajo Road/South of Bear Valley Road across from Apple Valley High School;
(iii) Stop 3 - North Outer Bear Valley Road/West of Kiowa Road; (iv) Stop 4 - South Outer Highway 18/East of Quinnault Road in front of the Apple Valley Post Office;
(7) On the north side of Bear Valley Road from Snapping Turtle Road to 150 feet west of Snapping Turtle Road;
(8) On the west side of Navajo Road from Bear Valley Road to Laguna Road; (9) On the east side of Navajo Road from Powhattan Road to 35 feet south of Powhattan Road;

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(10) On the south side of Outer Highway 18 South from the mobile home park entrance at 22325 Outer Highway 18 South to 218 feet west of said entrance;
(11) On the east side of Palmero Road from Corwin Road to 700 feet north of Corwin Road;
(12) On the east side of Kasota Road from Siskiyou Road to 100 feet of Siskiyou Road; and
(13) On the east side of Quinnault Road from the Apple Valley Post Office's south driveway to 230 feet north of the south driveway and from the north driveway to 10 feet south of the north driveway;
SECTION 4. Establishment of Master List of No-Stopping Zones. Pursuant to Chapter 12.37 of the Town of Apple Valley Municipal Code, the operator of a vehicle shall not stop such vehicle at any time in any of the following places:
(1) On the north side of Sandia Road from Pasco Road to Mohawk Road from 7:30 a.m. to 8:00 a.m. and from 2:00 p.m. to 2:30 p.m. on Monday through Friday;
(2) On the east side of Havasu Road from Cronese Lane to approximately 300 feet north of Cronese Lane from Havasu Road to approximately 300 feet east of Havasu Road from 8:30 a.m. to 9:00 a.m. and from 3:00 p.m. to 3:30 p.m. on Monday through Friday;
(3) On the west side of Mesquite Road from Nisqually Road to the north school boundary and along the south side of Nisqually Road from Mesquite Road to east school boundary from 7:30 a.m. to 8:15 a.m. and from 2:00 p.m. to 2:30 p.m. on Monday through Friday;
(4) On the south side of Thunderbird Road across from the Vista Campana Middle School from Wichita Road to 180 feet east of Wanaque Road from 7:00 a.m. to 5:00 p.m.;
(5) On the west side of Mesquite Road from Esaws Road to 500 feet north of Esaws Road from 6:30 a.m. to 2:30 p.m. on Monday through Friday; (6) On the north and south sides of Yucca Loma Road from Havasu Road to Kasanka Road;
(7) On the south side of Mana Road from the Lewis Center to 1,200 feet to the east from 2:00 p.m. to 4:00 p.m. on Monday through Friday; and (8) On both sides of Lookout Road between Mana Road and Branding Iron Road from 2:00 p.m. to 4:00 p.m. on Monday through Friday.

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SECTION 5. Effective Date. This Resolution shall become effective immediately upon its adoption.

SECTION 6. Certification. The Town Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

SECTION 7. Severability.If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this resolution are declared to be severable.

APPROVED AND ADOPTED by the Town Council of the Town of Apple Valley this __ day of _____________, 2026.
__________________________
Scott Nassif, Mayor
ATTEST:
_______________________________
Kiel E. Mangerino, Acting Town Clerk
Approved as to Form: Approved as to Content:

Thomas Rice, Town Attorney Guy Eisenbrey, Town Manager

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STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss.

TOWN OF APPLE VALLEY )
I HEREBY CERTIFY that the foregoing Resolution No. 2026-XX was duly adopted by the Town Council of the Town of Apple Valley at a regular meeting thereof, held on the ____ day of _________ 2026, by the following vote of Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

Kiel E. Mangerino, Acting Town Clerk
Town Clerk

Town Council Agenda Report
Date: September 8, 2026
To: Honorable Mayor and Town Council
Subject: A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF APPLE

VALLEY APPROVING ORGANIZATIONAL CHANGES AND
ASSOCIATED AMENDMENTS TO THE TOWN’S CLASSIFICATION

AND SALARY SCHEDULE
From: Guy Eisenbrey, Town Manager
Submitted by: Kristine Williams, Human Resources Manager Human Resources Manager
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Approve Resolution No. 2026-31, A Resolution of the Town Council of the Town of Apple Valley, California, approving organizational changes and associated amendments to the Town’s Classification and Salary Schedule.

BACKGROUND
The Town Manager is proposing a reorganization intended to better align departmental functions, clarify areas of responsibility, and establish an organizational structure that supports the Town’s current and future operational needs.

To implement the proposed reorganization, Human Resources reviewed the affected classifications and prepared the necessary new and revised classification specifications, title changes, reclassifications, and salary schedule amendments. The proposed changes include:

New Classifications:
 Community Services Manager – Range 72: $9,024 to $12,751 monthly.  Deputy Town Manager – NR: $16,802 – $21,620 per month.  Director of Human Resources and Risk Management – Range 86: $12,751 to $18,017 monthly.
 Entertainment Production Coordinator – Range 47: $4,867 to $6,878 monthly.  Environmental Programs Manager – Range 72: $9,024 to $12,751 monthly.  Public Works Operator I – Range 41: 4,197 to $5,930 monthly.  Public Works Operator II – Range 45: $4,633 to $6,546 monthly.

 Media Specialist – Range 53: $5,645 to $7,976 monthly.  Senior Public Works Operator – Range 49: $5,114 to 7,226 monthly.  Theater Technician I – Range 30: $3,199 to $4,450 monthly.  Theater Technician II – Range 37: $3,802 to $5,373 monthly.  Theater Technician III – Range 43: $4,409 to $6,231 Monthly.

Reclassifications (adjustment to salary):
 Golf Services Supervisor (Range 52: $5,507 to $7,781 monthly) to Golf Services Manager (Range 72: $9,024 to $12,751 monthly).
 Human Resources Manager (Range 72: $9,024 to $12,751 monthly) to Director of Human Resources and Risk Management (Range 86: $12,751 to $18,017 monthly).
 Public Information Officer (Range 72: $9,024 to $12,751 monthly) to Communications and Creative Arts Administrator (Range 76: $9,961 to $14,075 monthly).
 Town Clerk from Range 76 ($9,961 to $14,075 monthly) to Range 86 ($12,751 to $18,017 monthly) and drop interim title for incumbent.

Classification Retitles (no adjustment to salary):
 Assistant Director of Community Enhancement to Assistant Director of Strategic Initiatives.
 Director of Government Services/Town Clerk to Town Clerk.  Director of Parks and Recreation to Community Services Director.  Golf Services Retail Assistant to Golf Services Assistant.  Municipal Services Technician to Code Enforcement Technician.  Special Projects Manager to Environmental Programs Manager.  Special Projects Manager to Finance Manager.

Classification Amendments:
 Entertainment Production Supervisor – amend classification to align with new Entertainment Production classification family.
 Maintenance Worker I, Maintenance Worker II, and Senior Maintenance Worker – Remove Streets and Wastewater responsibilities to align with the newly established Public Works Operator classification series.

Classifications to Remove:
 Director of Business Development and Communications
 Director of Government Services
 Director of Municipal Services
 Special Projects Manager
 Golf Services Aide
Lastly, Human Resources recommends adjusting the Assistant Town Manager salary range to $16,802 – $21,620 per month to correct a range adjustment made earlier this year and restore appropriate alignment within the Town’s executive management structure. The current range has a maximum salary of approximately $30,548 per month,

which exceeds the Town Manager salary. The proposed range corrects this discrepancy, provides appropriate overlap with Director-level classifications, and maintains approximately 10.5% separation between the Assistant Town Manager maximum and the Town Manager salary.

VISION ALIGNMENT
The proposed reorganization clarifies departmental roles and responsibilities, strengthens leadership and accountability, and better aligns staffing resources with current and emerging organizational priorities. The reorganization also establishes clearer functional areas of responsibility and positions the Town to effectively support operational needs, strategic initiatives, and quality service delivery to the community.

FISCAL IMPACT
The reclassifications of the Wastewater and Streets Maintenance Worker I’s, Maintenance Worker II’s, and Senior Maintenance Workers to Public Works Operator I’s, Public Works Operator II’s, and Senior Public Works Operator will result in a total fiscal impact of approximately $30,511.26. These costs will be funded through applicable Enterprise Funds and will have no impact on the General Fund.

Any additional salary impacts associated with the proposed organizational changes will be addressed through the budget process and brought forward for consideration as part of future budget discussions.

ATTACHMENTS
A. Resolution 2026-31
B. Classification and Salary Schedule
C. Assistant Director of Strategic Initiatives Classification D. Code Enforcement Technician Classification
E. Communications and Creative Arts Classification
F. Community Services Manager Classification
G. Deputy Town Manager Classification
H. Director of Community Services Classification
I. Director of Human Resources and Risk Management Classification J. Entertainment Production Coordinator Classification
K. Entertainment Production Supervisor Classification
L. Environmental Programs Manager Classification
M. Golf Services Assistant Classification
N. Golf Services Manager Classification
O. Maintenance Worker I Classification
P. Maintenance Worker II Classification
Q. Maintenance Worker, Senior Classification
R. Media Specialist Classification
S. Public Works Operator I Classification
T. Public Works Operator II Classification
U. Public Works Operator, Senior Classification

V. Theater Technician I Classification
W. Theater Technician II Classification
X. Theater Technician III Classification
Y. Town Clerk Classification

RESOLUTION NO. 2026 – 31

A RESOLUTION OF THE TOWN COUNCIL OF THE

TOWN OF APPLE VALLEY APPROVING

ORGANIZATIONAL CHANGES AND ASSOCIATED

AMENDMENTS TO THE CLASSIFICATION AND

SALARY SCHEDULE FOR THE TOWN OF APPLE
VALLEY
WHEREAS, the Town Council of the Town of Apple Valley has established Classification and Salary Schedule for the Town of Apple Valley; and WHEREAS, the Town Council of the Town of Apple Valley wishes to modify the Classification and Salary Schedule for the Town of Apple Valley.

NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF APPLE VALLEY AS FOLLOWS:

Section 1. The Town Council finds that all of the facts set forth in the Recitals of this Resolution, are true and correct, and are incorporated herein by reference.

Section 2. The Town Council hereby adopts the Classification and Salary Schedule as shown in Attachment B.

Section 3. The Town Council hereby adopts all Job Classifications as shown in Attachments C-Y.

Section 4. Severability. If any section, subsection, sentence, clause, phrase, or portion of this Resolution is for any reason held to be invalid or unenforceable by a court of competent jurisdiction, the remaining portions of this Resolution shall nonetheless remain in full force and effect.

Section 5. Effective Date. This Resolution is effective immediately. All resolutions, parts of resolutions in conflict herewith are hereby amended to be consistent herewith.

APPROVED and ADOPTED by the Town Council of the Town of Apple Valley this 8 th day of September 2026.
_____________________________________
Scott Nassif, Mayor
ATTEST:
______________________________
Kiel Mangerino, Acting Town Clerk

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Account Clerk I 36 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 Account Clerk II 40 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 Accountant I 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Accountant II 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Accountant, Senior 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 Accounting Technician 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 Accounting Technician, Senior 49 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 Administrative Analyst I 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Administrative Analyst II 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 Administrative Assistant 42 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 Administrative Assistant, Senior 48 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 Animal Behaviorist 44 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 Animal Health Assistant 39 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 Animal Health Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Animal Outreach Assistant 39 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 Animal Services Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Animal Services Assistant 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Animal Services Attendant 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Animal Services Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Animal Services Officer I 42 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Animal Services Officer II 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 Animal Services Officer Trainee 38 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 Animal Services Officer, Senior 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Animal Services Specialist, Senior 39 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 Animal Services Technician 40 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 Assistant Director of Community Development 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 Assistant Director of Econ Dev & Housing 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 Assistant Director of Finance 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 Assistant Director of Strategic Initiatives 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 Assistant Planner 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Assistant Pool Manager 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Assistant Town Clerk 64 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 Assistant Town Manager NR $16,802.0600
Associate Planner 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Code Enforcement Officer I 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 Code Enforcement Officer II 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Code Enforcement Officer, Senior 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Code Enforcement Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Code Enforcement Technician 42 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 Communications and Creative Arts Administrator 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Community Enhancement Lead Worker 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 Community Services Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Custodian 31 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 Customer Service Representative 38 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 Deputy Town Clerk 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Director of Animal Services 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Community Development 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Community Services 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Finance 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Human Resources and Risk Management 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Innovation and Technology 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Planning 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Director of Public Works 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Economic Development Assistant 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Economic Development Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Economic Development Specialist I 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Economic Development Specialist II 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 Enforcement Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Entertainment Production Coordinator 47 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 Entertainment Production Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Environmental Programs Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Equipment Operator 48 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 Event Assistant 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Event Coordinator 51 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 Executive Assistant 54 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 Facilities Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Finance Analyst 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 Finance Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Fiscal Services Supervisor 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 Fleet Mechanic 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 Geographic Information Systems (GIS) Specialist 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Golf Services Assistant 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 Golf Services Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Graphic and Web Designer 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Housing & Community Dev Specialist I 57 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 Housing & Community Dev Specialist II 63 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 Housing & Community Development Supervisor 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 Housing & Community Development Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 Human Resources Analyst 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 Human Resources Assistant 50 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Human Resources Coordinator 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Human Resources Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Innovation and Technology Analyst 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 Innovation and Technology Coordinator 63 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 Innovation and Technology Specialist 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Innovation and Technology Technician 49 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 Intern 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Lifeguard 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 Maintenance Aide 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Maintenance Worker I 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Maintenance Worker II 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Maintenance Worker, Senior 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 Manager of Legislative Affairs and Grants 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Media Specialist 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Office Assistant 33 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 Office Assistant, Senior 39 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 Park and Recreation Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Parks Supervisor 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Planner, Senior 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 Planning Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Planning Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 Pool Manager 40 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 Principal Accountant 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 Principal Planner 70 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 Public Information Officer 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Public Relations Specialist 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Public Relations Specialist, Senior 56 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 Public Works Inspector 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Public Works Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Public Works Operator I 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Public Works Operator II 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 Public Works Operator, Senior 49 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 Public Works Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Public Works Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 Records Technician 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Recreation Assistant 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Recreation Coordinator 47 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 Recreation Leader I 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Recreation Leader II 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 Recreation Specialist 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay pe Recreation Supervisor 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Recreation Supervisor, Senior 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Registered Veterinary Technician 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 Rescue Coordinator 44 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 Theater Technician II 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Theater Technician III 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 Theather Technician I 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 Town Clerk 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 Town Manager NR

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
$4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 nd 26 pay periods

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $21,620.1699
$7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991

Adopted by Council as of 09/08/2026

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 09/8/2026
Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15
nd 26 pay periods
$6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 $24,167.00

Adopted by Council as of 09/08/2026

Resolution No. Town of Apple Valley Page 1 of 4
FLSA: Exempt*
Assistant Director of Strategic Initiatives

SUMMARY
Under administrative direction, assists in planning, organizing, directing and evaluating strategic initiatives, legislative affairs, intergovernmental relations, grant administration, and other executive-level programs and projects; coordinates assigned activities with Town departments, elected officials, governmental agencies, community organizations, and the public; provides complex policy analysis and organizational support to executive management; fosters collaborative relationships among stakeholders; and performs related work as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Town Manager or designee. Exercises direction and supervision over professional, technical, and clerical staff.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Assists in the planning, development, implementation, and evaluation of the Town's strategic initiatives, legislative affairs, grant administration, Apple Valley Choice Energy (AVCE), environmental compliance, transit, and waste management programs and services.  Develops, implements, and evaluates goals, objectives, policies, procedures, and performance measures for assigned programs; recommends organizational and operational improvements to enhance service delivery and efficiency.  Identifies, researches, prepares, submits, and administers grant applications and funding opportunities; monitors grant compliance, reporting requirements, and program performance to maximize external funding resources.
 Monitors, analyzes, and communicates federal, state, and regional legislative and regulatory activities affecting municipal operations; evaluates impacts and provides recommendations to executive leadership regarding legislative priorities and policy positions.  Coordinates development and implementation of the Town's Legislative Platform and serves as a liaison with elected officials, governmental agencies, regional organizations, and legislative advocacy groups.
 Plans, manages, and oversees the daily operations, contracts, budgets, and performance of assigned programs, including Apple Valley Choice Energy (AVCE), transit, waste management, environmental, and sustainability initiatives.  Monitors legislative, regulatory, and industry developments affecting environmental, energy, transit, and waste management programs and ensures compliance with applicable laws, regulations, permits, and reporting requirements.

Resolution No. Town of Apple Valley Page 2 of 4
 Conducts complex administrative, operational, financial, and policy analyses; develops recommendations and implementation strategies to support organizational priorities and executive decision-making.
 Develops and administers assigned program budgets; monitors expenditures, forecasts funding needs, evaluates financial performance, and recommends budget adjustments.  Establishes and maintains collaborative working relationships with Town departments, governmental agencies, community organizations, business partners, utilities, contractors, consultants, and the public to advance strategic initiatives and organizational objectives.  Represents the Town before the Town Council, committees, regional organizations, regulatory agencies, and professional associations; prepares and delivers presentations, staff reports, agenda items, and other complex written materials.  Responds to complex public inquiries, concerns, and complaints regarding assigned programs and develops effective, customer-focused solutions.  Monitors changes in laws, regulations, technology, and industry best practices affecting assigned program areas and recommends policy, operational, and procedural improvements.  Oversees the maintenance of program records, official files, contracts, reports, and related documentation in accordance with legal and organizational requirements.  Leads or participates in Town-wide strategic initiatives, organizational improvement efforts, and special projects as assigned by the Town Manager or designee.  Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is a mid-level executive management classification responsible for assisting in the administration of Town-wide strategic initiatives and executive projects. The incumbent performs highly responsible administrative, analytical, legislative, and intergovernmental work requiring considerable independent judgment and political acumen. Responsibilities include overseeing assigned programs, directing strategic initiatives, coordinating legislative advocacy, pursuing grant funding opportunities, managing complex organizational projects, and representing the Town with governmental agencies and community partners. Successful performance requires extensive knowledge of municipal government operations, public policy, organizational management, and the ability to effectively advise executive leadership on sensitive and complex issues.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor’s degree from an accredited college or university with major coursework in public administration, business administration, political science, public policy, communications, or a related field, and five (5) years of progressively responsible experience in municipal government, governmental affairs, strategic planning, legislative affairs, grants administration, organizational management, or a related field, including at least two (2) years of supervisory or management experience. Possession of a Master's Degree is highly desirable.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Resolution No. Town of Apple Valley Page 3 of 4
Knowledge of:
 Principles and practices of public administration, strategic planning, project management, budgeting, contract administration, and program evaluation.  Principles and practices of employee supervision, leadership, training, and performance management.
 Municipal government operations, organizational structure, and the role of elected officials.  Federal, state, and local legislative and regulatory processes affecting municipal government.  Legislative affairs, intergovernmental relations, and public policy development.  Grant research, writing, administration, compliance, and reporting.  Principles and practices of community choice energy (AVCE), environmental programs, transit, waste management, and sustainability initiatives.  Applicable federal, state, and local laws, regulations, and policies related to assigned program areas.
 Administrative research, financial analysis, and report preparation.  Public speaking, customer service, and effective stakeholder engagement.  Modern office technology, software applications, and business communication.

Ability to:
 Plan, organize, direct, and evaluate complex programs, projects, and strategic initiatives.  Analyze complex administrative, legislative, financial, and operational issues and develop practical recommendations.
 Monitor legislation, regulatory changes, and funding opportunities affecting Town operations.  Prepare and administer grant applications and oversee grant-funded programs.  Develop policies, procedures, budgets, reports, and strategic recommendations.  Supervise, motivate, and evaluate assigned staff.
 Prepare and deliver clear, concise reports, presentations, and recommendations.  Interpret and apply laws, regulations, contracts, and policies.  Manage multiple priorities and exercise sound independent judgment.  Establish and maintain effective working relationships with elected officials, government agencies, community organizations, staff, and the public.  Communicate effectively, both orally and in writing.
 Represent the Town professionally before the Town Council, committees, regulatory agencies, and community organizations.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; operate a motor vehicle to attend meetings and visit various Town facilities; vision to read printed materials and a computer screen; and hearing and speech to communicate effectively in person, before groups, and over the telephone. The position requires frequent sitting, standing, and walking; occasional bending, stooping, kneeling, reaching, and lifting or carrying objects weighing up to 25 pounds. Finger dexterity is required to operate a computer keyboard and other standard office equipment and to prepare and review documents.

Employees primarily work in an office environment with moderate noise levels and controlled temperature conditions. The position requires occasional travel throughout the Town and to meetings, conferences, training sessions, and regional or governmental agencies. Employees

Resolution No. Town of Apple Valley Page 4 of 4
may occasionally work outdoors and be exposed to varying weather conditions while attending meetings or inspecting project sites. Work may involve interaction with elected officials, regulatory agencies, community organizations, consultants, contractors, and members of the public, including individuals who may be upset or dissatisfied. *FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

FLSA: Non-Exempt*
Code Enforcement Technician

SUMMARY
Under general supervision, provides a wide variety of technical office administrative and secretarial support duties involved in the enforcement and communication of code enforcement activities; performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Enforcement Manager. No supervision of staff is exercised.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Handles front counter traffic, including answering general questions, handling complaints, issuing permits, collecting fees, and providing information to public.  Performs a wide variety of general clerical duties to support departmental operations, including filing, preparing notices, case progress reports, and monthly and year-end reports, and ordering and maintaining office and other related supplies.  Screens calls, visitors, and mail; responds to complaints and requests for information; assists in interpreting and applying regulations, policies, procedures, systems, rules, and precedents in response to inquiries and complaints from public; directs callers to appropriate Town staff.  Dispatches calls to Code Enforcement Officers via a two-way radio.  Verifies and reviews forms and reports for completeness and conformance with established regulations and procedures; applies departmental and program policies and procedures in determining completeness of applications, records, and files.  Performs project research, analysis, and report preparation related to the activities of the department; may prepare technical reports and perform other technical work related to the department.
 Organizes, coordinates, maintains, and updates departmental record systems; enters and updates information with departmental activity, inventory files, photos and report summaries; purges files as required.
 Gathers, assembles, updates, and distributes a variety of department specific information, forms, records, and data as requested.
 Receives cash for citation fees and reconciles cash drawer; issues receipts and refunds as necessary.
 Schedules administrative hearings; provides due process notices of hearings to all parties involved; prepares documentation of violations for hearings.

Resolution No.2024-30 Town of Apple Valley Page 1 of 3

Resolution No.2024-30 Town of Apple Valley Page 2 of 3
 Assists with special programs and events as assigned, including coordinating advertising, compiling project or event data, entering information into appropriate databases, printing inspection schedules, mailing out inspection packets and notices, collecting and processing payments, receiving complaints, notifying assigned officers, monitoring case status and scheduling follow-up inspections.
 Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is a journey-level class in the Code Enforcement Department that performs technical, clerical, and administrative support activities. Responsibilities include overseeing and administering the department’s process for documentation, forms, reports, records, applications, notices, and other critical paperwork; ensuring the conformance of paperwork with department policies and procedures; conducting project research, analysis, and report preparation; and cash handling.

Incumbents are required to exercise a large degree of initiative, discretion, and independent judgment in following policies and procedures. This class is distinguished from other administrative and secretarial classes in that it requires specialized technical knowledge and skills pertaining to the Town’s code enforcement and other enterprise functions, in addition to standard office support duties.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Equivalent to the completion of the twelfth (12th) grade supplemented by college coursework in business, public administration, administration of justice, or related field; four (4) years of varied clerical support experience preferably involving some public contact.

LICENSE AND CERTIFICATION REQUIREMENTS
None
Knowledge of:
 Principles, practices, methods, and techniques of code violation investigation and compliance.  Applicable codes, regulations, policies, technical processes, and procedures related to the department assigned.
 Modern office administrative and secretarial practices and procedures, including the use of standard office equipment.
 Business letter writing and the standard format for reports and correspondence.  Principles and practices of data collection and report preparation.  Business arithmetic and basic statistical techniques.  Basic principles of record keeping and cash handling.  Computer applications including word processing, database, and spreadsheet applications.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for dealing effectively with the public, vendors, contractors and Town staff, in person and over the telephone.
 Techniques for providing a high level of customer service to the public and Town staff, in person and over the telephone.

Resolution No.2024-30 Town of Apple Valley Page 3 of 3
Ability to:
 Perform responsible technical, administrative, and secretarial support work with accuracy, speed, and minimal supervision.
 Provide varied, confidential, and responsible secretarial and office administrative work requiring the use of tact and discretion.
 Understand the organization and operation of the Town and of outside agencies as necessary to assume assigned responsibilities.
 Interpret and apply administrative and departmental policies and procedures.  Respond to and effectively prioritize multiple phone calls, walk-up traffic, and other requests or interruptions.
 Compose correspondence and reports from brief instructions.  Organize, maintain, and update office database and records systems.  Make accurate arithmetic, financial, and statistical computations.  Enter and retrieve data from a computer with sufficient speed and accuracy.  File materials alphabetically, chronologically, and numerically.  Organize work, coordinate projects, set priorities, meet critical time deadlines, and follow-up on assignments with a minimum of direction.
 Operate modern office equipment including computer equipment and software programs.  Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy and legal guidelines in politically sensitive situations.
 Establish and maintain effective working relationships with those contacted in the course of work.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required.

Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. Town of Apple Valley Page 1 of 4
FLSA: Exempt*

Communications and Creative Arts Administrator

SUMMARY
The Communications and Creative Arts Administrator is appointed by and serves at the pleasure of the Town Manager. Under general direction of the Town Manager, plans, organizes, directs, and oversees the Town’s comprehensive communications, public information, media relations, marketing, branding, community engagement, and creative arts programs. Serves as the Town’s official Public Information Officer (PIO) and principal communications advisor to the Town Manager and Town Council.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Town Manager. Exercises direct and indirect supervision over supervisory, professional, technical, and administrative support staff.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Plans, organizes, directs, and evaluates the activities and operations of the Communications and Creative Arts Division, including strategic communications, public information, media relations, digital communications, marketing, branding, community engagement, and creative arts programs.
 Serves as the Town's designated Public Information Officer and official spokesperson; develops and implements strategic communications, public information, and media relations programs that promote transparency, public trust, and Town priorities.  Provides strategic communications counsel to the Town Manager, Town Council, and executive leadership regarding public information, community relations, crisis communications, emerging issues, and sensitive or high-profile matters.  Develops and oversees communication strategies, branding initiatives, marketing campaigns, publications, multimedia content, speeches, presentations, and public outreach efforts to ensure consistent messaging and enhance the Town's identity and reputation.  Directs the Town's digital communications strategy, including oversight of the Town website, social media platforms, digital content, online engagement, accessibility compliance, and reputation management.
 Coordinates with Town departments to develop and implement communication strategies, public outreach initiatives, marketing efforts, and community engagement activities that support organizational goals and ensure consistent messaging across the organization.  Develops and implements emergency and crisis communication plans; serves as the Public Information Officer during emergency operations and coordinates timely, accurate, and effective public information during incidents and disasters.

 Develops, administers, and promotes the Town's creative arts and public art programs, including public art initiatives, exhibitions, placemaking projects, artist partnerships, and community engagement activities that enhance quality of life and community identity.  Represents the Town before residents, media representatives, governmental agencies, community organizations, business groups, educational institutions, and other stakeholders; establishes and maintains collaborative partnerships.
 Plans, organizes, assigns, supervises, trains, mentors, and evaluates assigned staff; provides opportunities for professional development and implements corrective or disciplinary actions, as necessary.
 Develops department goals, objectives, policies, procedures, work plans, performance measures, and budgets; monitors expenditures and ensures effective and efficient use of resources.
 Administers consultant agreements, professional service contracts, and grant-funded projects; monitors compliance with applicable laws, regulations, and Town policies.  Monitors industry trends, legislation, emerging technologies, and best practices related to communications, digital media, public engagement, and creative arts; recommends and implements operational improvements.
 Responds to inquiries, complaints, and requests from elected officials, employees, residents, media representatives, and community stakeholders.
 Performs related duties as assigned.

DISTINGUISHING CHARACTERISTICS
This executive management classification oversees and directs the Town's Public Information and Creative Arts functions. Serving as the Town's designated Public Information Officer and official spokesperson, the incumbent is responsible for providing strategic leadership in communications, media relations, marketing, branding, digital communications, community engagement, and creative arts initiatives. The position exercises a high degree of independent judgment and initiative and provides policy-level recommendations to executive leadership and the Town Council on complex communications, public engagement, and creative arts matters.

The incumbent is accountable for advancing Town priorities through strategic communications, crisis and emergency messaging, community outreach, stakeholder engagement, and creative arts programming that promote transparency, civic pride, economic vitality, and public trust. This position provides complex and sensitive professional support to executive leadership, represents the Town before the public, media, community organizations, and governmental agencies, and is responsible for protecting and enhancing the Town's identity, reputation, and public image.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor's degree from an accredited college or university in communications, public relations, journalism, marketing, public administration, or a closely related field, and five (5) years of progressively responsible professional experience in communications, public information, public relations, marketing, or a closely related field, including two (2) years of supervisory or management experience.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Principles and practices of public information administration, strategic communications, public relations, media relations, and marketing.
 Crisis communications, emergency management communications, and public information operations.
 Public engagement, community outreach, stakeholder relations, and reputation management.  Creative arts programming, arts management, placemaking, and creative community development.
 Local government organization, administration, and public policy development.  Budget preparation, administration, and fiscal management.  Principles of employee supervision, leadership, training, performance management, and organizational development.
 Website administration, digital communications, social media management, and accessibility requirements.
 Photography, videography, multimedia production, graphic design, and content creation.  Adobe Creative Suite and other industry-standard communications software.  Applicable federal, state, and local laws, regulations, and ethical standards.  FEMA, NIMS, SEMS, ICS, and emergency public information principles.  English usage, grammar, spelling, composition, and professional writing techniques.

Ability to:
 Serve effectively as the Town’s official spokesperson and Public Information Officer.  Develop and execute comprehensive strategic communications programs.  Oversee public arts and creative arts initiatives involving diverse stakeholder interests.  Analyze complex issues and develop effective communication strategies.  Communicate clearly and persuasively in both written and oral formats.  Prepare high-quality reports, presentations, speeches, and correspondence.  Plan, organize, supervise, and evaluate the work of assigned staff.  Build and maintain collaborative relationships with elected officials, media representatives, community leaders, and the public.
 Manage multiple projects simultaneously while meeting deadlines and budget requirements.  Exercise sound independent judgment and political acumen.  Effectively communicate during emergencies and rapidly changing situations.  Represent the Town professionally before public and private organizations.  Utilize technology and data analytics to improve organizational effectiveness.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office environment and use standard office equipment, including a computer; operate a motor vehicle; and travel to various work, meeting, and event locations. Must be able to communicate effectively in person, virtually, and by telephone. Duties require occasional standing, walking, bending, stooping, reaching, and lifting materials necessary to perform assigned responsibilities.

Work is performed primarily in an office environment with occasional attendance at community events, construction sites, outdoor facilities, public meetings, and emergency operations centers.

Incumbent may be exposed to varying weather conditions, elevated noise levels, and stressful situations requiring rapid decision-making and public communication. Must be available to attend evening and weekend meetings, special events, and emergency response operations. May be required to work extended or irregular hours during emergencies, special events, or critical incidents.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. Town of Apple Valley Page 1 of 4
FLSA: Exempt*

Community Services Manager

SUMMARY
The individual in this position is appointed by the Town Manager and works at the pleasure of the Town Manager. Under general direction of the Director of Community Services, the Community Services Manager plans, organizes, manages, and provides direction to assigned functions and activities of the Community Services Department, specifically the Facilities and Parks Divisions; coordinates assigned activities with other Town departments, outside agencies, and the public; fosters cooperative working relationships among Town departments and with intergovernmental and regulatory agencies, community organizations, and various public and private groups; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Director of Community Services. Exercises direction and supervision over professional, technical, maintenance, trades, and clerical staff assigned to the Facilities and Parks Divisions.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Assists in the management, development, and implementation of goals, objectives, policies, and priorities for the Community Services Department; recommends appropriate service and staffing levels; and develops and administers policies and procedures.  Plans, manages, and oversees the daily functions, operations, maintenance programs, and activities of the Facilities and Parks Divisions.
 Develops and implements maintenance standards, operational procedures, work plans, and performance measures to improve efficiency, effectiveness, and service delivery.  Oversees the maintenance, repair, renovation, and improvement of Town-owned buildings, parks, sports fields, landscaped areas, trails, recreational amenities, and related facilities.
 Coordinates and monitors contracted maintenance, repair, custodial, landscaping, irrigation, construction, and specialized services to ensure compliance with Town standards and contractual requirements.
 Assists in the preparation and administration of divisional budgets, including operating and capital improvement budgets; monitors expenditures and recommends budget adjustments as necessary.
 Participates in the planning, design, construction, and renovation of parks, facilities, and related infrastructure improvements; coordinates with consultants, contractors, and regulatory agencies as required.

 Evaluates facility and park conditions and develops preventive maintenance, replacement, and asset management programs to maximize service life and operational performance.

Responds to public inquiries, concerns, and complaints regarding park, facility, landscaping, maintenance, and related community services operations and assists with resolutions.
 Ensures compliance with applicable federal, state, and local laws, regulations, environmental requirements, safety standards, and Town policies.  Monitors changes in laws, regulations, best practices, and technology affecting facilities and grounds maintenance operations and recommends policy or procedural improvements.
 Establishes and maintains positive community relations through public outreach, meetings, presentations, and participation in community events.  Serves as liaison with governmental agencies, utility providers, school districts, community organizations, sports groups, contractors, consultants, and other stakeholders.  Prepares, reviews, and presents staff reports, management updates, budget documents, grant applications, and other complex reports and correspondence.  Participates on and makes presentations to the Town Council, commissions, committees, and community groups as assigned.
 Maintains and directs the maintenance of official departmental records, files, and documentation.
 Plans, organizes, assigns, supervises, trains, motivates, and evaluates assigned personnel; establishes work priorities; monitors workflow and reviews work products, methods, and procedures; provides coaching and staff development; addresses performance issues; and recommends or implements disciplinary actions in accordance with Town policies and procedures.
 Performs other duties as assigned

DISTINGUISHING CHARACTERISTICS
This is a management classification responsible for overseeing, directing, and participating in the administration of major operational functions within the Community Services Department. The incumbent assists in short- and long-range planning, policy development, budget administration, and operational management of the Facilities and Parks Divisions. Successful performance requires knowledge of municipal operations, public administration principles, asset management practices, and maintenance operations related to parks, grounds, and public facilities.

Responsibilities include coordinating activities with other Town departments and outside agencies, managing assigned functions, and ensuring the effective delivery of services. The incumbent is accountable for assisting in the achievement of departmental goals and objectives and for advancing Town priorities within established policy guidelines.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor's degree in Public Administration, Business Administration, Parks and Recreation Management, Facilities Management, Landscape Management, Construction Management, or a related field; and Five (5) years of increasingly responsible experience in public sector facilities, parks, grounds, building maintenance, or related municipal operations, including at least two (2) years of supervisory experience.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.
 Certified Park and Recreation Professional (CPRP), Certified Park and Recreation Executive (CPRE), Certified Facility Manager (CFM), or related professional certification is desirable.

Knowledge of:
 Administrative principles and practices, including goal setting, program development, implementation, evaluation, project management, and supervision of staff.  Principles and practices of employee supervision, work planning, assignment, evaluation, and staff development.
 Organization and management practices applicable to municipal operations and public service delivery.
 Principles, practices, and methods of facilities management, grounds maintenance, parks maintenance, landscaping, irrigation systems, custodial operations, and asset management.  Budget preparation, administration, procurement, and contract management.  Applicable federal, state, and local laws, regulations, and safety requirements affecting facilities and grounds operations.
 Capital improvement planning, project management, and construction administration.  Principles of recordkeeping and reporting.
 Modern office practices, methods, and computer applications related to the work.  Techniques for effective public speaking and presentations.  Customer service principles and techniques.
 English usage, grammar, spelling, vocabulary, and punctuation.  Methods and techniques for establishing and maintaining effective working relationships with elected officials, community organizations, governmental agencies, contractors, employees, and the public.

Ability to:
 Recommend and implement goals, objectives, policies, and procedures that improve operational effectiveness and service delivery.
 Plan, organize, assign, review, and evaluate the work of assigned staff.  Train, motivate, and develop employees.
 Evaluate operations and recommend improvements in procedures, methods, policies, and service levels.
 Analyze facility and park maintenance needs and develop practical and cost-effective solutions.
 Prepare and administer budgets and monitor expenditures.  Manage multiple projects and priorities simultaneously.  Prepare clear, concise, and comprehensive reports, correspondence, policies, procedures, and presentations.
 Interpret and apply applicable laws, regulations, codes, and policies.  Conduct research, evaluate alternatives, and make sound recommendations.  Effectively represent the Department and Town before governmental agencies, community groups, boards, commissions, contractors, and the public.  Identify and respond to community concerns and service needs.  Organize work, establish priorities, meet deadlines, and exercise sound independent judgment.
 Operate modern office equipment and software systems.

 Communicate effectively both orally and in writing.
 Establish and maintain effective working relationships with those contacted in the course of work.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; operate a motor vehicle; and visit various Town facilities, parks, project sites, and meeting locations. Vision sufficient to read printed materials and a computer screen and hearing and speech sufficient to communicate in person, before groups, and over the telephone are required. Incumbents frequently inspect parks, landscaped areas, facilities, recreational amenities, and construction or maintenance sites. Work may involve exposure to varying weather conditions, dust, noise, vibration, mechanical hazards, and other environmental conditions associated with Facilities and Parks maintenance operations.

This classification combines office and field responsibilities. Employees may interact with upset staff members, contractors, community groups, and members of the public while interpreting and enforcing departmental policies and procedures. Evening and weekend work may be required. *FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. Town of Apple Valley Page 1 of 3
FLSA: Exempt*

Deputy Town Manager

SUMMARY
Under administrative direction of the Town Manager, assists in planning, organizing, directing, and administering Town-wide operations, strategic initiatives, and organizational priorities; provides executive oversight of assigned departments, programs, and special projects; serves as a principal advisor to the Town Manager; represents the Town in interactions with elected officials, governmental agencies, community organizations, and business stakeholders; serves as Acting Town Manager in the absence of the Town Manager; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the Town Manager. Exercises general direction over assigned department directors, management, supervisory, professional, technical, and administrative support staff.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Assists the Town Manager in directing and administering Town operations and strategic initiatives.
 Provides executive oversight of assigned departments and organizational functions.  Develops, implements, and evaluates organizational goals, policies, strategic initiatives, and performance measures.
 Directs, coordinates, and evaluates departmental operations to ensure efficient and effective service delivery.
 Reviews departmental budgets, staffing plans, operational priorities, and performance objectives.
 Conducts organizational studies and operational analyses; develops recommendations to improve efficiency and customer service.
 Leads major Town initiatives involving organizational effectiveness, economic development, infrastructure, technology, community enhancement, and other strategic priorities.  Represents the Town Manager before the Town Council, governmental agencies, community organizations, businesses, and the public.
 Prepares and presents reports, staff reports, agenda items, recommendations, and presentations.
 Participates in the development and administration of the Town budget.  Provides leadership, coaching, succession planning, and performance management for assigned executive staff.
 Participates in emergency preparedness and disaster response activities.

 Serves as Acting Town Manager in the absence of the Town Manager.  Performs related duties as assigned.

DISTINGUISHING CHARACTERISTICS
The Deputy Town Manager is an executive management position responsible for providing leadership and oversight of multiple departments and functional areas as assigned by the Town Manager. Departmental assignments may change based upon organizational needs, strategic priorities, succession planning objectives, special projects, or operational requirements. The position exercises significant independent judgment, political acumen, and discretion in carrying out Town objectives and Council priorities. This classification is distinguished from the Town Manager in that the Town Manager serves as the Chief Executive Officer of the organization and has ultimate responsibility for all municipal operations. The Deputy Town Manager assists in carrying out those responsibilities and may exercise delegated authority over assigned functions and departments.

This position is intended to provide organizational flexibility and may oversee a broad portfolio of municipal services, including but not limited to Community Development, Public Works, Engineering, Economic Development, Animal Services, Recreation, Code Enforcement, Information Technology, Finance, Human Resources, Public Information, Housing, Grants, and other divisions as assigned.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor's degree from an accredited college or university in Public Administration, Business Administration, Public Policy, Finance, Engineering, Planning, Political Science, or a closely related field; and ten (10) years of progressively responsible management experience in local government, including at least five (5) years in a senior executive, department director, assistant city manager, deputy city manager, deputy town manager, or comparable leadership role. A Master’s Degree in public administration or a closely related field is highly desirable.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Principles and practices of municipal management and local government administration.  California municipal government operations and public sector management.  Public policy development and implementation.
 Strategic planning and organizational development.
 Budgeting, fiscal management, and public finance.
 Personnel administration, labor relations, and leadership principles.  Municipal laws, regulations, and government procedures.  Project management and performance management methodologies.  Principles of economic development and community engagement.  Intergovernmental relations and public-sector partnerships.  Emergency management principles and practices.

 Public meeting procedures and Brown Act requirements.

Ability to:
 Provide effective executive leadership in a complex public organization.  Manage multiple departments and major initiatives simultaneously.  Analyze complex administrative, financial, operational, and policy issues.  Build collaborative relationships with elected officials, employees, businesses, and residents.  Exercise sound judgment in politically sensitive situations.  Communicate effectively orally and in writing.
 Develop consensus among diverse stakeholders.
 Lead organizational change and continuous improvement efforts.  Interpret laws, regulations, and policies.
 Prepare clear and persuasive reports, presentations, and recommendations.  Foster an organizational culture centered on service, accountability, and innovation.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle, and to visit various Town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, typewriter keyboard or calculator, and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No.2022-18 Town of Apple Valley Page 1 of 4
FLSA: Exempt*

Director of Community Services

SUMMARY
The position of Director of Community Services is an appointed position by the Town Manager.

Under administrative direction the Director plans, organizes, manages, and provides administrative direction and oversight for all functions and activities of the Community Services Department, including maintenance and operations of parks and related facilities, recreation programs, special events, municipal golf course and Town facilities; coordinates assigned activities with other Town departments, officials, outside agencies, and the public; fosters cooperative working relationships among Town departments and with intergovernmental and regulatory agencies and various public and private groups; provides highly responsible and complex professional assistance to Town management staff in areas of expertise; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the Town Manager. The work provides for a wide variety of independent decision-making, within legal and general policy and regulatory guidelines.

Exercises general direction and supervision over management, professional, technical, and clerical staff through subordinate levels of supervision.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Plans, manages, and oversees the daily functions, operations, and activities of the Community Services Department including multiple comprehensive recreation programs, such as youth programs, aquatics, youth sports, adult sports, summer programs, after-school programs, special interest classes, centralized registration for classes and events, and special events; oversees operations of recreation and sports facilities, including athletic fields, park lands, swimming pool, recreation centers, golf course, and community centers.  Manages and participates in the development and administration of the department’s budget; directs the forecast of additional funds needed for staffing, equipment, and supplies; directs the monitoring of and approves expenditures; directs the preparation and implementation of budgetary adjustments.
 Ensures that the Department’s programs are implemented in a manner consistent with the Town’s goals and policies; determines major departmental policies, performs short- and longrange planning activities, and sets direction, goals, objectives, and priorities for the department.

Resolution No.2022-18 Town of Apple Valley Page 2 of 4
 Selects, trains, motivates, and directs department personnel; evaluates and reviews work for acceptability and conformance with department standards, including program and project priorities and performance evaluations; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures; responds to staff questions and concerns.
 Represents the Community Services Department to other Town departments, elected officials, outside agencies, and the general public; explains and interprets departmental programs, policies, and activities; negotiates and resolves significant and controversial issues.  Responds to public inquiries and complaints and assists with resolutions and alternative recommendations.
 Conducts a variety of departmental, organizational, and operational studies and investigations; recommends modifications to programs, policies, and procedures as appropriate.  Monitors changes in laws, regulations, and technology that may affect Town or departmental operations; implements policy and procedural changes as required.  Prepares, reviews, and presents staff reports, various management and information updates, and complex reports on special projects as assigned by the Town Manager.  Provides staff support for the Town’s Park and Recreation Commission.  Participates on and makes presentations to the Town Council and a variety of boards and commissions; attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of Parks and Recreation.  Directs the maintenance and cleaning of parks, facilities, vehicles, and equipment; responsible for fee collections; supervises records maintenance and prepares required reports.  Maintains close contact with school officials and community groups regarding program offerings and coordination of services.
 Facilitates the use of all Town and School District athletic resources to community sports organizations
 Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is a department head classification that oversees, directs, and participates in all activities of the Community Services Department, including short- and long-range planning and development and administration. This class provides assistance to the Town Manager in a variety of administrative, coordinative, analytical, and liaison capacities. Successful performance of the work requires knowledge of public policy, municipal functions, and activities, including the role of an elected Town Council, and the ability to develop, oversee, and implement projects and programs in a variety of areas. Responsibilities include coordinating the activities of the department with those of other departments and agencies and managing and overseeing the complex and varied functions of the department. The incumbent is accountable for accomplishing departmental planning and operational goals and objectives and for furthering Town goals and objectives within general policy guidelines.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor’s degree from an accredited college or university with major coursework in recreation, physical education, business or public administration, or a related field, and seven (7) years of experience in community services and recreational programs, including three (3) years

Resolution No.2022-18 Town of Apple Valley Page 3 of 4
of considerable supervisory or administrative experience. Possession of a Master’s degree is highly desirable.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Administrative principles and practices, including goal setting, program development, implementation and evaluation, project management, and supervision of staff, either directly or through subordinate levels of supervision.
 Principles and practices of budget administration.
 Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures.  Applicable Federal, State, local laws, codes, and regulations related to the development, implementation, and administration of recreation programs, as well as facilities operations and maintenance.
 Principles and practices of contract administration and evaluation.  Organization and management practices as applied to the development, analysis, and evaluation of programs, policies, and operational needs of the assigned division.  General principles of risk management related to the functions of the assigned area.  Recent and on-going developments, current literature, and sources of information related to the recreation and facilities operations and maintenance.  Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment.  Computer applications related to the work.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for dealing effectively with the public, vendors, contractors, and Town staff, in person and over the telephone.
 Techniques for effectively representing the Town in contacts with governmental agencies, community groups, various business, professional, educational, regulatory, and legislative organizations.
 Techniques for providing a high level of customer service to public and Town staff, in person and over the telephone.

Ability to:
 Recommend and implement goals, objectives, and practices for providing effective and efficient services.
 Manage and monitor complex projects, on time, and within budget.  Plan, organize, schedule, assign, review, and evaluate the work of staff.  Train staff in work procedures.
 Evaluate and develop improvements in operations, procedures, policies, or methods.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.
 Analyze, interpret, summarize, and present administrative and technical information and data in an effective manner.
 Interpret, explain, and ensure compliance with Town policies and procedures, complex laws, codes, regulations, and ordinances.

Resolution No.2022-18 Town of Apple Valley Page 4 of 4
 Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
 Effectively represent the division and the Town in meetings with governmental agencies, community groups, various businesses, professional, and regulatory organizations, and in meetings with individuals.
 Establish and maintain a variety of filing, record-keeping, and tracking systems.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.  Operate modern office equipment, including computer equipment and specialized software applications programs.
 Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish and maintain effective working relationships with those contacted in the course of the work.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle, and to visit various Town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing in and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

While performing the duties of this job, the employee occasionally works in outside weather conditions. The employee is occasionally exposed to wet and/or humid conditions and toxic or caustic chemicals. Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. Town of Apple Valley Page 1 of 4
FLSA: Exempt*

Director of Human Resources and Risk Management

SUMMARY
Under administrative direction, plans, organizes, directs, and administers the Town’s comprehensive Human Resources and Risk Management programs, services, and operations.

Provides executive leadership and strategic direction in the areas of recruitment and selection, classification and compensation, employee relations, benefits administration, organizational development, policy development, performance management, training, workers’ compensation, safety, insurance administration, claims management, regulatory compliance, and loss prevention.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the Town Manager or designee. The work provides for a wide variety of independent decision-making, within legal and general policy and regulatory guidelines. Exercises general direction and supervision over management, professional, technical, and clerical staff through subordinate levels of supervision.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
• Plans, organizes, directs, and evaluates the activities, operations, services, and personnel of the Human Resources and Risk Management Department; establishes performance expectations, evaluates departmental effectiveness, and implements improvements to enhance organizational performance and customer service. • Develops and implements strategic goals, objectives, programs, and initiatives that support the Town's mission, organizational objectives, and operational priorities. • Serves as a strategic advisor to executive leadership on human resources, organizational development, workforce planning, employment law, risk management, and related policy matters; provides guidance on complex personnel and organizational issues while ensuring compliance with applicable Town policies and federal, state, and local laws and regulations. • Directs the administration of comprehensive human resources programs, including recruitment and selection, classification and compensation, employee relations, benefits administration, performance management, training, and policy development. • Oversees the Town's Risk Management programs, including workers' compensation, workplace safety, insurance administration, claims management, loss prevention, and regulatory compliance.

• Coordinates Human Resources and Risk Management activities with Town departments, governmental agencies, consultants, and professional organizations to promote collaboration and organizational effectiveness.
• Develops and administers the department budget; monitors expenditures; evaluates operational effectiveness; and recommends improvements to programs, services, staffing, and resource allocation.
• Represents the Town in meetings and negotiations with governmental agencies, legal counsel, insurance providers, consultants, professional organizations, and other public and private entities.
• Establishes and maintains collaborative relationships with Town leadership, employees, elected officials, regulatory agencies, and community stakeholders to support organizational effectiveness and exceptional public service.
• Monitors changes in legislation, regulations, industry trends, and best practices affecting human resources and risk management; evaluates organizational impacts; and recommends appropriate policy and operational changes.
• Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is a department head classification that oversees, directs, and participates in all activities of the Human Resources and Risk Management Department, including workforce planning, strategic planning, policy development, and department administration. This class provides assistance and guidance to the Town Manager or Designee in a variety of administrative, coordinative, analytical, and advisory capacities. Successful performance of the work requires extensive knowledge of public sector human resources, risk management, employment law, organizational development, and municipal operations, as well as the ability to develop, implement, and evaluate programs, policies, and initiatives that support the Town's workforce and organizational objectives. Responsibilities include coordinating the activities of the department with those of other Town departments, governmental agencies, and external organizations, while managing the complex and varied functions of human resources and risk management. The incumbent is accountable for accomplishing departmental strategic and operational goals and objectives and for advancing Town priorities within established policy guidelines.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor’s degree from an accredited college or university with major coursework in human resources management, public administration, business administration, organizational leadership, or a closely related field. Seven (7) years of progressively responsible professional experience in human resources, risk management, or a closely related field, preferably within a public agency, including at least four (4) years of management or supervisory experience with responsibility for organizational leadership, personnel administration, policy development, and strategic planning. Possession of a Master’s degree is highly desirable.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Town organization, operations, policies and procedures.  Principles, practices, and trends of public sector human resources management, including recruitment, classification and compensation, employee relations, performance management, benefits administration, organizational development, and training.  Principles and practices of risk management, including workers' compensation, workplace safety, insurance administration, claims management, loss prevention, and regulatory compliance.
 Applicable federal, state, and local laws, regulations, and court decisions governing employment, labor relations, workplace safety, risk management, and public agency operations.
 Principles of organizational leadership, strategic planning, policy development, and organizational effectiveness.
 Public administration principles, budgeting, fiscal management, and administrative practices.  Principles of supervision, employee development, performance management, and organizational change.
 Methods of research, analysis, problem solving, and report preparation.  Modern office practices, procedures, technologies, and software applications relevant to human resources and risk management.

Ability to:
 Provide strategic leadership and direction for a comprehensive Human Resources and Risk Management Department.
 Analyze complex organizational, personnel, and operational issues; evaluate alternatives; and develop effective recommendations and solutions.
 Interpret, apply, and administer federal, state, and local laws, regulations, policies, and administrative procedures.
 Develop, implement, and evaluate strategic initiatives, policies, programs, and organizational improvements.
 Establish and maintain effective working relationships with elected officials, executive leadership, employees, regulatory agencies, consultants, legal counsel, and the public.  Communicate effectively, both orally and in writing, including preparing clear reports, recommendations, policies, and presentations.
 Lead, motivate, mentor, and evaluate staff while fostering collaboration, accountability, and professional development.
 Manage multiple priorities, exercise sound independent judgment, and make effective decisions in sensitive and complex situations.
 Negotiate, facilitate, and resolve conflicts while maintaining confidentiality, professionalism, and integrity.
 Represent the Town effectively in meetings, negotiations, and public settings.  Use initiative in making difficult decisions.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and travel to various Town facilities and meeting locations; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification, although standing and walking between work areas and Town facilities may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer

keyboard, calculator, and other standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform assigned duties.

Employees work primarily in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. The incumbent may occasionally visit Town facilities, attend meetings, or observe workplace conditions in support of Human Resources and Risk Management activities. Employees may interact with upset employees, elected officials, department directors, and members of the public while interpreting policies, resolving conflicts, conducting investigations, or addressing sensitive and confidential matters.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. Town of Apple Valley Page 1 of 4
FLSA: Non-Exempt*

Entertainment Production Coordinator

SUMMARY
Under general supervision, coordinates, organizes, and participates in the planning and implementation of live performances, theatrical and entertainment productions, facility rentals, community programming, and special events at the Singh Center for the Arts and other assigned Town facilities. Serves as the lead operational coordinator during assigned programs and events, ensuring activities are conducted safely, efficiently, and in alignment with operational and program objectives. Assists supervisory staff with event planning, scheduling, staffing coordination, production logistics, vendor and client communication, marketing support, and facility operations.

Assists in efforts to increase facility utilization, revenue opportunities, community engagement, and program effectiveness. Interacts professionally with artists, vendors, facility users, elected officials, Town staff, and members of the public. Performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Entertainment Production Supervisor and/or Director of Community Services. May exercise technical and functional direction over Recreation Specialists, Recreation Assistants, Entertainment Production Technicians, and seasonal or volunteer staff during assigned programs and events. This classification does not exercise formal supervision.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Coordinates and participates in the planning, organization, and execution of entertainment productions, theatrical performances, special events, and related programming at the Singh Center for the Arts and assigned Town facilities.
 Serves as on-site lead during assigned productions and events, ensuring technical operations, staffing, and event flow are executed safely, efficiently, and according to established production plans.
 Assists supervisory staff in developing production schedules, event timelines, staffing plans, technical requirements, and operational strategies.
 Directs and supports technical staff, part-time personnel, and volunteers during event execution, including setup, show operations, and strike activities, but does not exercise formal supervisory authority.
 Coordinates production logistics including staging layouts, technical requirements, equipment needs, scheduling coordination, and event readiness.
 Coordinates Facility Use Agreements (FUA) processes in collaboration with clerical staff, including booking coordination, documentation support, and production/facility scheduling alignment.

Resolution No. Town of Apple Valley Page 2 of 4
 Works with clerical and administrative staff to obtain estimates, quotes, and booking information for productions, facility rentals, and event services.  Communicates with artists, performers, vendors, volunteers, and community partners regarding production requirements, logistics, and event execution under supervisory direction.  Acts independently during assigned events when supervisory staff are unavailable, exercising sound judgment within established policies, procedures, and production guidelines.  Assists in purchasing coordination, equipment replacement requests, and repair needs for production and event operations in accordance with Town procedures.  Supports efforts to maximize facility utilization, production scheduling efficiency, and event/program revenue opportunities.
 Assists in preparation and distribution of production materials, promotional content, schedules, and operational communications.
 Monitors production and event activities to ensure compliance with safety standards, technical requirements, and Town policies.
 Resolves routine production and operational issues during events and escalates complex issues to supervisory staff as needed.
 Maintains records related to productions, staffing, facility usage, technical operations, and event outcomes.
 Participates in post-event and post-production evaluations and provides input on operational improvements and production enhancements.
 Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is the journey-level classification in the Entertainment Production series responsible for coordinating and leading assigned entertainment productions, theatrical events, audiovisual operations, recreation programs, and facility-based events at the Singh Center for the Arts and other assigned Town facilities. Incumbents serve as on-site operational leads during assigned events, actively working alongside technical staff, production crews, volunteers, and event personnel while also participating in pre-event planning, scheduling coordination, facility use coordination, and post-event evaluation.

This classification differs from Theater Technician III in that Technicians primarily focus on handson technical execution, setup, operation, troubleshooting, and breakdown of production equipment under direction. The Entertainment Production Coordinator is responsible for broader coordination of assigned programs and events, including staffing and crew coordination, operational planning, Facility Use Agreement coordination, and ensuring successful event and production delivery while maintaining an active on-site leadership role during event execution.

This classification differs from the Entertainment Production Supervisor in that the Supervisor holds full managerial responsibility for program direction, budgeting authority, and long-term strategic planning.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Equivalent to an Associate's degree in theater production, entertainment technology, technical theater, event management, or a related field, and four (4) years of progressively responsible experience in theatrical productions, entertainment production, or technical event operations.

Additional relevant experience in live event production, theater operations, stage management, audiovisual systems, or large-scale event coordination may be substituted for education on a year-for-year basis.

Resolution No. Town of Apple Valley Page 3 of 4

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Principles, practices, and equipment used in theatrical productions, live entertainment, audiovisual systems, staging, and facility operations.
 Event production workflows including stage operations, house management, lighting, sound, audiovisual systems, and live event execution.
 Facility scheduling, Facility Use Agreements (FUA), program coordination, and event logistics planning for public facilities and entertainment venues.  Operation, maintenance, and basic troubleshooting of lighting, sound, video, rigging, and related production equipment.
 Safety practices applicable to technical theater, event production, and public assembly facilities.
 Inventory control, equipment tracking, and basic recordkeeping procedures.  Principles of event coordination, inventory control, recordkeeping, and customer service.  Modern office practices, computer applications, and correct English usage, grammar, spelling, and punctuation.
 Customer service principles and practices related to public facilities, events, and community services.
 English usage, grammar, spelling, vocabulary, and punctuation.  Applicable Town policies, procedures, operational standards, and safety guidelines related to assigned program and facility areas.

Ability to:
 Perform the setup, operation, troubleshooting, and breakdown of theatrical production systems with limited supervision.
 Coordinate assigned technical operations, event logistics, and production activities while ensuring safe and efficient event execution.
 Organize assigned work, establish priorities, and complete multiple assignments within established production timelines.
 Provide technical guidance and training to lower-level staff, volunteers, and temporary personnel.
 Read and interpret production requirements, technical riders, and event plans to support successful performances and events.
 Organize and prioritize work, maintain records, and meet production schedules and deadlines.  Communicate effectively and maintain positive working relationships with staff, performers, vendors, facility users, and the public.
 Provide courteous customer service and maintain effective working relationships in active, high-pressure live event and house environments.
 Operate standard office equipment and computer applications related to production operations and perform the physical duties of the position.  Perform physically demanding work, including lifting, carrying, rigging support, climbing ladders, working at heights, and moving technical equipment, staging materials, and event supplies as required.

Resolution No. Town of Apple Valley Page 4 of 4
 Work effectively in fast-paced, high-demand live production environments involving multiple stakeholders and time-sensitive operations.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a theatrical production, live entertainment, event, and/or performing arts facility setting and use standard office, technical production, and event equipment, including audiovisual, lighting, sound, staging, and related systems and tools; vision to read printed materials, technical documentation, and computer screens in varying lighting conditions; and hearing and speech to communicate in person, over the telephone, and in active live event environments with amplified sound.

Must possess the physical stamina to lift, carry, push, and pull equipment, supplies, and materials weighing up to 50 pounds, including tables, chairs, audiovisual equipment, staging components, rigging-related materials, and other production and event elements. Finger dexterity is required to operate computers, standard office equipment, and basic technical production tools.

Employees work in both indoor and outdoor live entertainment environments with moderate to high noise levels, variable temperature conditions, and occasional exposure to inclement weather and event-related conditions. Work may include exposure to low-light or no-light environments, sudden lighting changes, strobing or dynamic lighting effects, and varying visibility conditions typical of live performances. Employees may also work at varying heights, including use of ladders, catwalks, and elevated platforms. Incumbents may be exposed to dust, cleaning agents, and similar materials. Employees may interact with staff, vendors, performers, artists, and the public in sometimes stressful or high-pressure live event situations while maintaining professionalism and adherence to departmental policies. *FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No. 2024-15 Town of Apple Valley Page 1 of 4 FLSA: Exempt*

Entertainment Production Supervisor

SUMMARY
Under general supervision, plans, organizes, supervises, and coordinates entertainment production operations, technical services, and event support activities for the Singh Center for the Arts and other Town facilities; oversees the planning and execution of theatrical productions, live entertainment, facility rentals, and special events; manages production staffing, schedules, budgets, equipment, vendors, and operational resources; develops and implements production standards, policies, procedures, and safety protocols; provides highly responsible technical and administrative support to management; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Director of Community Services. Exercises general supervision over technical, part-time, seasonal, and volunteer personnel engaged in entertainment production and event operations.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Supervises and coordinates production and technical functions for performing arts productions, including electrical and lighting standards, rigging and fly systems, carpentry and set construction and assembly, audio, video and special effects, and stage management; trouble-shoots and resolves technical and production problems.  Plans, coordinates, and supervises production crews and assignments, including load-ins, technical rehearsals, and performances.
 Selects, trains, assigns, and evaluates the work of professional and technical staff as part of the regular production team; establishes work schedules and approves time sheets and work records.
 Administers technical requirements, equipment maintenance standards, and stage safety functions by interfacing with artistic staff, producers, and promoters; acts as liaison during design and product meetings; attends first read-through, designer run, and technical rehearsals and pre-views, as needed; prepares and enforces policies and stage and production safety protocols; trains and indoctrinates staff.  Reviews design lighting and audio services requirements and plans production needs for each performance by considering scripts and technical requirements; considers rehearsal and pre-production needs as well as final production requirements.

Resolution No. 2024-15 Town of Apple Valley Page 2 of 4  Works with the Director of Community Services to provide input on season schedule and to consider design and production needs and feasibility based on staffing, equipment, and materials.
 Manages production and materials budgets, including equipment, labor, and supplies and coordinates maintenance needs with Facilities staff.
 Negotiates with vendors to procure equipment and supplies within budgetary guidelines and maintains theater production inventory of equipment and materials.  Reviews contract riders pertaining to technical and associated production needs; prepares estimates for show costs for review with the Director of Community Services.  Provides technical services to other users of the Singh Center for the Arts and other Town facilities including but not limited to the Conference Center and other meeting spaces with audio/visual equipment, including rentals and use by other departments and agencies.  Participates in management and staff planning meetings regarding theater production operations’ needs and requirements.
 Prepares reports and maintains records related to programs and operations.  Develops, implements, and monitors goals, objectives, policies, and priorities for designated program areas reflective of the community's needs and the Town’s and Division's overall goals, policies, and ordinances, and compliance with applicable Federal, State, and local rules, regulations, and guidelines.  Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is the supervisory-level classification in the Entertainment Production classification series.

Incumbents are responsible for the overall planning, supervision, and administration of entertainment production operations, including theatrical productions, live entertainment, special events, facility rentals, and technical services provided at Town facilities. Responsibilities include supervising assigned staff; establishing production schedules and work priorities; overseeing budgets, purchasing, contracts, equipment, and facility resources; evaluating technical and operational requirements; and developing policies, procedures, and safety standards to support efficient and successful production operations.

This classification requires comprehensive knowledge of entertainment production management, technical theater operations, event coordination, staff supervision, budgeting, and resource administration. Incumbents exercise substantial independent judgment in resolving complex production and operational issues and serve as the primary management-level liaison with performers, promoters, vendors, contractors, facility users, Town departments, and other partners.

This class is distinguished from the Entertainment Production Coordinator in that the latter coordinates assigned productions, schedules, staffing, and event logistics, while the Entertainment Production Supervisor has overall supervisory, budgetary, policy, and operational responsibility for the entertainment production program. It is further distinguished from the Parks and Recreation Manager in that the latter has broader management responsibility for departmental programs, facilities, and operations.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Resolution No. 2024-15 Town of Apple Valley Page 3 of 4 Requires a Bachelor's degree from an accredited college or university in theater production, technical theater, entertainment technology, event management, public administration, business administration, or a closely related field and five (5) years of progressively responsible experience in theater production, live entertainment, technical event operations, or a related field, including at least two (2) years of supervisory experience. An equivalent combination of education and experience that provides the required knowledge, skills, and abilities may be considered.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Theater and production management practices, including stage set-ups, electrical and lighting, video production and special effects.
 Carpentry and rigging, painting and plastering, wardrobe administration, and construction trades practices; facility management, purchasing and inventory management, and equipment rental practices.
 Principles and practices of employee and volunteer supervision, including work planning, assignment, direction, review, and training, and performance evaluation.  Principles and practices of recreational program administration, including program development, implementation, review, and evaluation, budgeting, purchasing, and personnel management; service delivery needs related to the program area(s) to which assigned.  Applicable Federal, State, and local laws, codes, and regulations related to designated program areas.
 Recent and on-going developments, current literature, and sources of information related to community program planning and administration.
 Safety principles and practices, including basic first aid and health/hygiene.  Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment.  Computer applications related to the work.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for dealing effectively with the public, vendors, contractors, and Town staff, in person and over the telephone.
 Techniques for effectively representing the Town in contacts with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations.
 Techniques for providing a high level of customer service to public and Town staff, in person and over the telephone.

Ability to:
 Plan, supervise, coordinate, review, and evaluate recreation programs.  Supervise, select, train, motivate, and evaluate the work of staff and volunteers.  Interpret and apply theater production design plans and specifications; analyze and solve technical problems; read scripts and set production needs and determine best design, staffing, and budget allocations.
 Interpret, apply, and explain applicable Federal, State, and local policies, procedures, laws, and regulations related to designated program area(s).
 Apply Town policies, procedures, and organizational priorities related to various recreational programs as needed.

Resolution No. 2024-15 Town of Apple Valley Page 4 of 4  Plan, organize, direct, and oversee the implementation of a variety of recreational programs and/or other recreational programs suited to the needs of the community.  Effectively conduct meetings and make presentations to various groups.  Maintain facilities and equipment in a clean, safe, and secure manner.  Prepare clear and concise reports, correspondence, and other written materials.  Establish and maintain a variety of filing, record-keeping, and tracking systems.  Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Must possess mobility to work in a standard office and/or recreational facility setting and use standard office and/or recreation equipment, including a computer; to operate a motor vehicle, and to visit various Town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard. or calculator and to operate standard office equipment. Positions in this classification frequently bend, stoop, kneel, reach, climb, and walk on uneven surfaces to participate in recreational activities; and push and pull drawers open and closed to retrieve and file information.

Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

The employee constantly works in a theater production center as well as in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. This classification will also work outdoors and may be exposed to inclement weather conditions and hot and cold temperatures. The employee is expected to work variable hours in order to supervise production staff given the theater performance schedule.

Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.
*FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

Resolution No.2023-03 Town of Apple Valley Page 1 of 3
FLSA: Exempt*

Environmental Programs Manager

SUMMARY
Under general supervision, coordinates and oversees the daily operations of the Town’s Solid Waste, community enhancement, and other environmental programs; enforces the Town’s solid waste ordinances, including contracted refuse and recyclable collection; applicable maintenance ordinances; performs related duties as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Town Manager or designee. Exercise direct supervision over assigned staff.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Plan, organize, coordinate all aspects of daily operations of Solid Waste Programs.  Direct and supervise subordinate staff, volunteers, other division tasks.  Set work priorities, create schedules, provide training, conduct performance evaluations, give commendations and/or corrective/disciplinary feedback to employees.  Administer the Adopt a Street Program, solicit participants, order signs, assist in determining sign placement, arrange for the disposal of collected rubbish, order and ensure needed supplies for scheduled clean up, and maintain various records.  Coordinate logistics of bi-annual Community Cleanup Day events with other departments.  Create and maintain procedures related to division tasks.  Compile data and prepare reports on programs.
 Conduct research and solicit quotes on labor, equipment, or tools needed to accomplish division assignments.
 Assist with administration of grants for Tire Cleanup, Used Oil Payment Program, and other grants as applicable.
 Ensure compliance with State regulations for collection and storage of tires and similar items collected by division.
 Attend public outreach events and educate the public about Town services.  Update and maintain computer records and create forms to track division productivity and results.
 Review building plans for compliance with Town codes regarding trash enclosures and other related solid waste/environmental considerations.

Resolution No. 2023-03 Town of Apple Valley Page 2 of 3  Maintain confidentiality of work-related issues and Town information.  Performs other duties as assigned.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Requires a Bachelor's degree in environmental studies, business administration, public administration, or a closely related field, and five (5) years of progressively responsible experience in code enforcement and waste management operations, including two (2) years of supervisory experience.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Town policies and procedures.
 Penal codes.
 Health and safety codes.
 Town ordinances regarding sanitation, nuisances, and business licensing.  Principles and practices of solid waste management.
 Public education and information techniques and practices.  Principles and practice of project management.

Ability to:
 Use initiative, discretion, and judgment within established procedures guidelines and rules.  Define problems, establishing facts, and drawing valid conclusions.  Organize efficient and equitable work schedules and coordinating logistics for complex events and daily operations.
 Direct the work of employees, resolving problems or concerns, and creating cohesive work teams.
 Coordinate logistics, planning events, and effectively managing multiple projects and activities.
 Manage situations requiring diplomacy, fairness, firmness, and sound judgment.  Interpret and apply Town, state, and federal codes, laws and regulations regarding solid waste management and business licensing.
 Provide efficient customer service.
 Communicate effectively, both verbally and in writing.  Operate a personal computer and various software applications.  Establish and maintain cooperative working relationships with managers, supervisors, employees, businesses, contractors, schools, external public and private agencies and the public.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
Work is performed in an office or outdoor work environment. May be required to use a stair step system. May be required to perform frequent bending, twisting, and stooping motions. May be required to lift and carry items weighing up to 50 pounds. May be exposed to dust, extreme noise

Resolution No. 2023-03 Town of Apple Valley Page 3 of 3 levels, dangerous machinery, and extreme weather conditions. Incumbent must be able to see and hear in the normal range, with or without correction, and communicate verbally and in written form with great facility and must be able to be understood. Incumbent must have the stamina to work long hours and overtime, if assigned, and must be willing to work an irregular schedule, which may include weekends, holidays, evenings, and/or varying shifts. *FLSA designations cannot be assigned to a class. An employer must show that each employee meets every requirement of the claimed exemption. The FLSA designation listed above is for general administrative guidelines.

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FLSA: Non-Exempt*

Golf Services Assistant

SUMMARY
Under general supervision assists the Golf Services Supervisor with the daily operations of the Pro Shop and Cart Barn. Duties include opening and closing the Pro Shop, answering telephone calls, making golf reservations, assisting customers, and assisting with the receiving, pricing, merchandising, management, and maintenance of inventory and retail goods. Provides cleaning, charging, and routine maintenance of the golf cart fleet; manages and maintains the Cart Barn, cart staging areas, and surrounding exterior areas; and ensures these areas remain clean, organized, and well-maintained. Performs other duties as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Golf Services Supervisor. May exercise technical and functional direction over assigned part-time or seasonal staff.

ESSENTIAL FUNCTIONS -- Essential functions, as defined under the Americans with Disabilities Act, may include any of the following representative duties, knowledge, and skills. This list is ILLUSTRATIVE ONLY and is not a comprehensive listing of all functions and duties performed by incumbents of this class. Employees are required to be in attendance and prepared to begin work at their assigned work location on the specified days and hours. Factors such as regular attendance at the job are not routinely listed in job descriptions but are an essential function. Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job. Essential duties and responsibilities may include, but are not limited to, the following:
 Administers point of sales transactions and maintain the day-to-day golf reservation systems by reserving tee times and lessons, check-in customers, and receiving payments.  Provides excellent customer service.
 Handles telephone calls and assist in golf shop operations.  Prepares and maintains a variety of files and reports on a daily, weekly, monthly, and annual basis relating to the functions of assigned facilities.  Receives cash and other forms of payment, such as checks and credit cards, for designated items; makes appropriate change; reconciles petty cash and cash drawers in an accurate and timely manner; processes refund requests and distributes to the appropriate personnel for approval; follows up with customers on outstanding payments for all private rentals.  Understands and monitor the tee sheet and be able to communicate play restrictions as it relates to guests, accompanied and unaccompanied groups while consistently maintaining communications and coordination with the starter and outside services.  Provides full tournament and event enrollment functions for members including event dates, format explanation, handicap requirements, and opening/closing dates for event registration.  Helps coordinate sales to move slow inventory and season ending markdowns.  Utilizes the club specific point of sale system to accurately execute golf shop sales, inventory control and the receiving of inventory.
 Creates visual merchandising displays and assist in rearranging the Pro Shop periodically.  Monitors special orders and contact members upon arrival.

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 Accurately logs and charge members and guests for golf fees.  Follows procedures in opening and closing the Pro Shop.  Assists with the maintenance of the golf course’s cart fleet.  Performs duties to keep maintain the operations of the driving range.  Performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is the journey level in the Golf Services series. Incumbents, under the direction of the Golf Services Supervisor, have a wide range of responsibilities that relate to assisting with the overall operation of the Town’s municipal Golf Course. Work is generally reviewed in progress and upon completion. This class is distinguished from the Golf Services Supervisor in that the latter assumes broader responsibilities requiring a higher level of comprehensive knowledge of and more experience in the development and provision of golf course operations, the ability to organize and oversee the work of staff, and the ability to execute significant administrative responsibilities.

MINIMUM QUALIFICATIONS
Education, Training, and Experience Guidelines
An equivalent combination of training and experience that would provide the required knowledge, skills and abilities may be considered. A typical way to obtain the required qualifications would be:

Equivalent to the completion of the twelfth (12th) grade AND a minimum of two (2) years experience in retail or customer service. Golf course operations experience is highly desired.

LICENSE AND CERTIFICATION REQUIREMENTS
 Valid California class C driver’s license with satisfactory driving record and automobile insurance.

Knowledge of:
 Departmental practices and procedures and applicable Town policies.  Word processing methods, techniques, and programs; general accounting methods, procedures, and terminology; database and spreadsheet applications and programs.  Principles, practices, and methods, of retail sales, merchandising and cash handling.  Basic recreational, cultural, and social needs of the community.  Strong organization, computer, and communication skills.  Applicable Federal, State, and local laws, regulations, codes, and guidelines related to the program area(s) and facilities to which assigned.
 Basic mathematics and statistical principles.
 Record keeping principles and procedures.
 Modern office practices, methods, and computer equipment.  Computer applications related to the work.
 English usage, grammar, spelling, vocabulary, and punctuation.  Techniques for providing a high level of customer service to members of the public and Town staff, in person and over the telephone.

Ability to:
 Learn, interpret, apply, and explain Federal, State, and local policies, procedures, laws, and regulations related to the assigned program area(s).
 Prepare written narratives, correspondence, notices, and/or other marketing materials or reports in a clear and concise format.
 Maintain and update a variety of files and records, including confidential documentation.