Agenda packet, regular meeting — Palm Desert City Council, June 26, 2025 (part 3 of 6)

ADDENDA CONFIRMATION
Addendum #1
Confirmed Apr 11, 2025 10:18 AM by Deena Moore
Addendum #2
Confirmed Apr 11, 2025 10:18 AM by Deena Moore
Addendum #3
Confirmed Apr 11, 2025 10:18 AM by Deena Moore
Addendum #4
Confirmed Apr 11, 2025 10:18 AM by Deena Moore

QUESTIONNAIRE

1. Proposal (WITHOUT COST)*
Proposals shall be concise, well organized and demonstrate qualifications and applicable experience. Proposals shall be organized and include page numbers for all pages in the proposal. The proposal shall be uploaded here, in the following order and shall include:

1. Cover Letter
A. This letter should briefly introduce the firm, summarize the firm’s general qualifications, include an executive summary of the specific approach which will be used to deliver the work scope; and identify the individual(s) name, address and phone number authorized to negotiate Agreement terms and compensation.

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 364
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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B. References: The proposal shall include a list of recently completed projects that are similar in scope and function to this RFP. Provide a description of the project, client name, and the name, title, and telephone number of the primary contact person.

3. Firm Staffing and Key Personnel
A. Staffing: Provide the number of staff to be assigned to perform the Services and the names/discipline/job title of each as well as your firm’s capacity to provide additional personnel as needed.

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

4. Proposed Method to Accomplish the Work
A. Describe the technical and management approach to providing the Services to the City. Proposer should take into account the scope of the Services, and general functions required. Include a draft first year schedule of tasks, milestones, and deliverables that will provide for timely provision of the Services. In reviewing the scope of Services and goals described herein, the Proposer may identify additional necessary tasks and is invited to bring these to the City’s attention within the discussion of its proposed method to accomplish the work.

AMTEK_CONSTRUCTION_REPONSE-_Proposal.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

else to put in a sham bid, or to refrain from bidding. The Bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Bid Price of the Bidder or any other Bidder, or to fix any overhead, profit, or cost element of the Bid Price, or of that of any other Bidder. All statements contained in the Bid are true. The Bidder has not, directly or indirectly, submitted his or her Bid Price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

Any person executing this declaration on behalf of a Bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the Bidder.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

3. Iran Contracting Act Certification*
(Public Contract Code section 2200 et seq.)
As required by California Public Contract Code Section 2204, the Contractor certifies subject to penalty for perjury that the option selected below relating to the Contractor’s status in regard to the Iran Contracting Act of 2010 (Public Contract Code Section 2200 et seq.) is true and correct.

Note: In accordance with Public Contract Code Section 2205, false certification of this form shall be reported to the California Attorney General and may result in civil penalties equal to the greater of $250,000 or twice the Contract amount, termination of the Contract and/or ineligibility to bid on contracts for three years.

The Contractor is not identified on the current list of person and entities engaged in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203; or a financial instruction that extends, for 45 calendar days or more, credit in the amount of $20,000,000 or more to any other person or entity identified on the current list of persons and entities engaging in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203, if that person or entity uses or will use the credit to provide goods or services in the energy sector in Iran. 366
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 490382
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000009822
Click to Verify Value will be copied to clipboard

6. Type of Business*
S Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

N/A
367
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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9. No Deviations from the RFP*
In submitting a proposal in response to this RFP, Proposer is certifying that it takes no exceptions to this RFP including, but not limited to, the Agreement. If any exceptions are taken, such exceptions must be clearly noted here, and may be reason for rejection of the proposal. As such, Proposer is directed to carefully review the proposed Agreement and, in particular, the insurance and indemnification provisions therein (or type "N/A").

Maximum response length: 5000 characters
N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

AMTEK_CONSTRUCTION_REPONSE-_Project_Team_Resumes.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
A. Full Name: Alan Sayce
B. Title: President / CEO
C. Physical Business Address: 946 N LEMON STREET, ORANGE CA 92867 D. Email Address: [email protected]
368
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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E. Phone Number: Office (562) 696-7111 Ext.101
A. Full Name: Steve Sayce
B. Title: Vice President
C. Physical Business Address: 946 N LEMON STREET, ORANGE CA 92867 D. Email Address: [email protected]
E. Phone Number: Office (562) 696-7111
A. Full Name: Deena Moore
B. Title: Secretary/COO/ Service Manager
C. Physical Business Address: 946 N LEMON STREET, ORANGE CA 92867 D. Email Address: [email protected]
E. Phone Number: Office (562) 696-7111 Ext.103
A. Full Name: Loretta Sayce
B. Title: Treasurer/ CFO
C. Physical Business Address: 946 N LEMON STREET, ORANGE CA 92867 D. Email Address: [email protected]
E. Phone Number: Office (562) 696-7111 Ext.105
369
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $190.00
2 Construction Supervisor Hourly Rate $197.00
3 Framer Hourly Rate $174.00
4 Drywall Installer Hourly Rate $174.00
5 Plumber Hourly Rate $190.00
6 Concrete worker Hourly Rate $168.00
7 Carpenter Hourly Rate $174.00
8 Painter Hourly Rate $168.00
9 Welder Hourly Rate $168.00
10 Flooring Installer Hourly Rate $168.00
11 Electrician Hourly Rate $177.00
370
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[AMTEK CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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Line Item Description Unit of Measure Unit Cost
12 Laborer Hourly Rate $168.00
371
372
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
Brian Stemmer Construction Response

CONTACT INFORMATION
Company:

Brian Stemmer Construction
Email:
[email protected]
Contact:
brian stemmer
Address:
74478 Hwy 111 #322
Palm Desert, CA 92260
Phone:
(760) 819-5476
Website:

N/A
Submission Date:

Apr 15, 2025 12:22 PM (Pacific Time)
373
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Apr 7, 2025 1:53 PM by brian stemmer
Addendum #2
Confirmed Apr 7, 2025 1:55 PM by brian stemmer
Addendum #3
Confirmed Apr 7, 2025 1:55 PM by brian stemmer
Addendum #4
Confirmed Apr 15, 2025 12:14 PM by brian stemmer

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 374
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Palm_Desert_RFP_2025_Housing_Authority.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

The amount of the Contract payable to the Contractor for the Project does not exceed $1,000,000.

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 649172
Click to Verify Value will be copied to clipboard
376
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1001078656
Click to Verify Value will be copied to clipboard

6. Type of Business*
Sole Proprietor/Individual

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

Maximum response length: 5000 characters
377
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

Resume.docx

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
Brian Stemmer
Owner
74478 Hwy 111 #322 Palm Desert, Ca. 92260
[email protected]
760-819-5476

12. Certification of Proposal: The undersigned hereby submits its proposal and, by doing so, agrees to furnish services in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.* Confirmed
378
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[BRIAN STEMMER CONSTRUCTION] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $145.00
2 Construction Supervisor Hourly Rate $130.00
3 Framer Hourly Rate $120.00
4 Drywall Installer Hourly Rate $120.00
5 Plumber Hourly Rate $120.00
6 Concrete worker Hourly Rate $120.00
7 Carpenter Hourly Rate $120.00
8 Painter Hourly Rate $120.00
9 Welder Hourly Rate $120.00
10 Flooring Installer Hourly Rate $120.00
11 Electrician Hourly Rate $140.00
12 Laborer Hourly Rate $95.00
379
380
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
Cove Electric Inc. Response

CONTACT INFORMATION
Company:

Cove Electric Inc.

Email:
[email protected]
Contact:

Jorge Chavez
Address:
77-971 Wildcat Drive, Suite F
Palm Desert, CA 92211
Phone:
(760) 360-0036
Website:
https://coveelectric.com/
Submission Date:

Apr 17, 2025 5:00 PM (Pacific Time)
381
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

QUESTIONNAIRE

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

4. Proposed Method to Accomplish the Work
382
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

A. Describe the technical and management approach to providing the Services to the City. Proposer should take into account the scope of the Services, and general functions required. Include a draft first year schedule of tasks, milestones, and deliverables that will provide for timely provision of the Services. In reviewing the scope of Services and goals described herein, the Proposer may identify additional necessary tasks and is invited to bring these to the City’s attention within the discussion of its proposed method to accomplish the work.

Cove_Electric_Resume_-_Project_4_4.17.25.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

The Bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The Bid is genuine and not collusive or sham. The Bidder has not directly or indirectly induced or solicited any other Bidder to put in a false or sham bid. The Bidder has not directly or indirectly colluded, conspired, connived, or agreed with any Bidder or anyone else to put in a sham bid, or to refrain from bidding. The Bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Bid Price of the Bidder or any other Bidder, or to fix any overhead, profit, or cost element of the Bid Price, or of that of any other Bidder. All statements contained in the Bid are true. The Bidder has not, directly or indirectly, submitted his or her Bid Price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

3. Iran Contracting Act Certification*
(Public Contract Code section 2200 et seq.)
383
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 4 ends

As required by California Public Contract Code Section 2204, the Contractor certifies subject to penalty for perjury that the option selected below relating to the Contractor’s status in regard to the Iran Contracting Act of 2010 (Public Contract Code Section 2200 et seq.) is true and correct.

The amount of the Contract payable to the Contractor for the Project does not exceed $1,000,000.

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 39702
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000004317
Click to Verify Value will be copied to clipboard

6. Type of Business*
C Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A
384
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

N/A

Maximum response length: 5000 characters
N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

Cove_Electric_Resume_-_Project_4_4.17.25.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address
385
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

5. Phone Number
Charles Bojkovsky
77971 Wildcat Dr. Ste. F
Palm Desert CA 92211
[email protected]
(760) 275-7594
Danielle Bojkovsky
77971 Wildcat Dr. Ste. F
Palm Desert CA 92211
[email protected]
(760) 275-6220

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders. 386
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[COVE ELECTRIC INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $0.00
2 Construction Supervisor Hourly Rate $0.00
3 Framer Hourly Rate $0.00
4 Drywall Installer Hourly Rate $0.00
5 Plumber Hourly Rate $0.00
6 Concrete worker Hourly Rate $0.00
7 Carpenter Hourly Rate $0.00
8 Painter Hourly Rate $0.00
9 Welder Hourly Rate $0.00
10 Flooring Installer Hourly Rate $0.00
11 Electrician Hourly Rate $109.00
12 Laborer Hourly Rate $0.00
387
388
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
M. Brey Inc, dba MBE Construction Response

CONTACT INFORMATION
Company:

M. Brey Inc, dba MBE Construction
Email:
[email protected]
Contact:

Marco Rodriguez
Address:
408 Elm Ave.

Beaumont, CA 92223
Phone:

N/A
Website:

N/A
Submission Date:

Apr 2, 2025 1:09 PM (Pacific Time)
389
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Mar 31, 2025 10:22 AM by Marco Rodriguez
Addendum #2
Confirmed Mar 31, 2025 10:22 AM by Marco Rodriguez
Addendum #3
Confirmed Mar 31, 2025 10:22 AM by Marco Rodriguez
Addendum #4
Confirmed Apr 11, 2025 7:50 AM by Marco Rodriguez

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 390
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Proposal_Palm_Desert.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

The amount of the Contract payable to the Contractor for the Project does not exceed $1,000,000.

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 581224
Click to Verify Value will be copied to clipboard
392
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000005926
Click to Verify Value will be copied to clipboard

6. Type of Business*
S Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

Maximum response length: 5000 characters
393
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

Resumes.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
Matthew Brey,
President
408 Elm Ave
Beaumont, CA 92223
[email protected]
951-845-5438

12. Certification of Proposal: The undersigned hereby submits its proposal and, by doing so, agrees to furnish services in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.* Confirmed
394
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[M. BREY INC, DBA MBE CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $147.00
2 Construction Supervisor Hourly Rate $151.00
3 Framer Hourly Rate $127.00
4 Drywall Installer Hourly Rate $127.00
5 Plumber Hourly Rate $142.00
6 Concrete worker Hourly Rate $127.00
7 Carpenter Hourly Rate $127.00
8 Painter Hourly Rate $127.00
9 Welder Hourly Rate $127.00
10 Flooring Installer Hourly Rate $127.00
11 Electrician Hourly Rate $142.00
12 Laborer Hourly Rate $119.00
395
396
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
PUB Construction, Inc. Response

CONTACT INFORMATION
Company:

PUB Construction, Inc.

Email:
[email protected]
Contact:

Chris Yi
Address:
23545 Palomino Dr.

Ste. 104
Diamond Bar, CA 91765
Phone:
(909) 455-0187
Website:

N/A
Submission Date:

Apr 10, 2025 3:57 PM (Pacific Time)
397
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Feb 24, 2025 1:26 PM by Chris Yi
Addendum #2
Confirmed Mar 21, 2025 4:09 PM by Chris Yi
Addendum #3
Confirmed Mar 21, 2025 4:10 PM by Chris Yi
Addendum #4
Confirmed Apr 10, 2025 3:55 PM by Chris Yi

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 398
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Cover_Letter.pdf
Proposed_Method.pdf
Key_Personnel.docx
References.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following. 399
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

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I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

Page 5 ends

identified on the current list of persons and entities engaging in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203, if that person or entity uses or will use the credit to provide goods or services in the energy sector in Iran.

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 788668
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000005407
Click to Verify Value will be copied to clipboard

6. Type of Business*
S Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

8. Changes to Agreement*
The City or Authority standard professional services agreement contract is included as an attachment herein. The Proposer shall identify any objections to and/or request changes to the standard contract language in this section of the proposal (or type "N/A"). If you are identifying changes here ALSO upload a copy of the redlined Language/Agreement with your Proposal. Changes requested may effect the City or Authority's decision to enter into an Agreement. 401
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

N/A

Maximum response length: 5000 characters
N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

Jerry_Greer_Resume.pdf
Anthony_Favela_Resume.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
Chris Yi
President/Secretary
402
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

23545 Palomino Dr. #104 Diamond Bar, CA 91765
[email protected]
909-455-0187

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $130.00
2 Construction Supervisor Hourly Rate $100.00
3 Framer Hourly Rate $114.00
4 Drywall Installer Hourly Rate $114.00
5 Plumber Hourly Rate $132.00
6 Concrete worker Hourly Rate $110.00
7 Carpenter Hourly Rate $114.00
8 Painter Hourly Rate $89.00
403
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[PUB CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT
Request For Proposal - Facilities Repairs and Improvements Project 4

Page 8 ends

Line Item Description Unit of Measure Unit Cost
9 Welder Hourly Rate $131.00
10 Flooring Installer Hourly Rate $88.00
11 Electrician Hourly Rate $127.00
12 Laborer Hourly Rate $104.00
404
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE

DOCUMENT REPORT
RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
R&R B Inc DBA Servpro of Palm Springs/Indio/Coachella/LaQuinta/Indian Wells Response

CONTACT INFORMATION
Company:

R&R B Inc DBA Servpro of Palm Springs/Indio/Coachella/LaQuinta/Indian Wells Email:
[email protected]
Contact:

Amber Pedersen
Address:
81785 Trader Place, Suite A
Indio, CA 92201
Phone:

N/A
Website:
servprochinochinohills.com
Submission Date:

Apr 4, 2025 12:17 PM (Pacific Time)
405
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Mar 20, 2025 11:12 AM by Amber Pedersen
Addendum #2
Confirmed Mar 20, 2025 11:12 AM by Amber Pedersen
Addendum #3
Confirmed Mar 20, 2025 11:12 AM by Amber Pedersen
Addendum #4
Confirmed Apr 10, 2025 1:20 PM by Amber Pedersen

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 406
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Final_Draft-Submittal_(2024-RFP-161)_Facility_Repairs_and_Improvement_Project_4.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

The Contractor is not identified on the current list of person and entities engaged in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203; or a financial instruction that extends, for 45 calendar days or more, credit in the amount of $20,000,000 or more to any other person or entity identified on the current list of persons and entities engaging in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203, if that person or entity uses or will use the credit to provide goods or services in the energy sector in Iran. 408
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 935856
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000030258
Click to Verify Value will be copied to clipboard

6. Type of Business*
S Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

N/A
409
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

Maximum response length: 5000 characters
N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

Resumes.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
Rick Brogdon; Owner/President; 13885 Redwood Ave. Chino, CA 91710; [email protected]; 909-548-3191 Rhonda Brogdon; Owner/Secretary/Treasurer; 13885 Redwood Ave. Chino, CA 91710; [email protected]; 909-548-3191 410
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $115.50
2 Construction Supervisor Hourly Rate $115.50
3 Framer Hourly Rate $115.50
4 Drywall Installer Hourly Rate $115.50
5 Plumber Hourly Rate $126.50
6 Concrete worker Hourly Rate $126.50
7 Carpenter Hourly Rate $115.50
8 Painter Hourly Rate $115.50
9 Welder Hourly Rate $126.50
10 Flooring Installer Hourly Rate $115.50
11 Electrician Hourly Rate $126.50
411
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[R&R B INC DBA SERVPRO OF PALM SPRINGS/INDIO/COACHELLA/LAQUINTA/INDIAN WELLS] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 8 ends

Line Item Description Unit of Measure Unit Cost
12 Laborer Hourly Rate $105.50
412
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
Southern Pacific Construction Response

CONTACT INFORMATION
Company:

Southern Pacific Construction
Email:
[email protected]
Contact:

Scott Patterson
Address:
33362 rhine ave
Temecula, CA 92592
Phone:

N/A
Website:
spcbuild.com
Submission Date:

Apr 9, 2025 5:20 PM (Pacific Time)
413
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Mar 30, 2025 12:22 PM by Scott Patterson
Addendum #2
Confirmed Mar 30, 2025 12:23 PM by Scott Patterson
Addendum #3
Confirmed Mar 30, 2025 12:23 PM by Scott Patterson
Addendum #4
Confirmed Apr 9, 2025 5:00 PM by Scott Patterson

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 414
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Cover_experience_staffing.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

The Contractor is not identified on the current list of person and entities engaged in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203; or a financial instruction that extends, for 45 calendar days or more, credit in the amount of $20,000,000 or more to any other person or entity identified on the current list of persons and entities engaging in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203, if that person or entity uses or will use the credit to provide goods or services in the energy sector in Iran. 416
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 580492
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 1000824046
Click to Verify Value will be copied to clipboard

6. Type of Business*
S Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

NA
417
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

Maximum response length: 5000 characters
NA

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

SP_Resume.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title

3. Physical Business Address

4. Email Address

5. Phone Number
Scott Patterson
President
33362 Rhine Ave
Temecula CA, (2592
418
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

[email protected]
951-795-6306

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders.

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $162.00
2 Construction Supervisor Hourly Rate $162.00
3 Framer Hourly Rate $125.00
4 Drywall Installer Hourly Rate $110.00
5 Plumber Hourly Rate $140.00
6 Concrete worker Hourly Rate $155.00
7 Carpenter Hourly Rate $125.00
8 Painter Hourly Rate $101.00
9 Welder Hourly Rate $160.00
419
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[SOUTHERN PACIFIC CONSTRUCTION] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 8 ends

Line Item Description Unit of Measure Unit Cost
10 Flooring Installer Hourly Rate $100.00
11 Electrician Hourly Rate $122.00
12 Laborer Hourly Rate $112.00
420
City of Palm Desert
PW - Operations & Maintenance
Randy Chavez, Director of Public Works
73-510 Fred Waring Drive, Palm Desert, CA 92260
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
RESPONSE DEADLINE: April 17, 2025 at 5:00 pm
Report Generated: Friday, May 9, 2025
Urban Work Construction, Inc. Response

CONTACT INFORMATION
Company:

Urban Work Construction, Inc.

Email:
[email protected]
Contact:

James Henderson
Address:
39203 LEOPARD ST
Ste. B
Palm Desert, CA 92211
Phone:
(760) 321-3770
Website:
callurbanworx.com
Submission Date:

Apr 17, 2025 2:43 PM (Pacific Time)
421
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 2 ends

ADDENDA CONFIRMATION
Addendum #1
Confirmed Apr 17, 2025 12:56 PM by James Henderson
Addendum #2
Confirmed Apr 17, 2025 12:56 PM by James Henderson
Addendum #3
Confirmed Apr 17, 2025 12:56 PM by James Henderson
Addendum #4
Confirmed Apr 17, 2025 12:56 PM by James Henderson

QUESTIONNAIRE

2. Experience and Technical Competence
A. Background: Provide history of the firm’s consulting experience which specifically addresses the individual or firm’s experience with similar Service as described in this RFP. 422
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 3 ends

B. Key Personnel: Identify key persons that will be principally responsible for working with the City. Indicate the role and responsibility of each individual.

C. Team Organization: Describe proposed team organization, including identification and responsibilities of key personnel.

D. Subcontractors: The Proposer shall identify functions that are likely to be subcontracted and identify the subcontractor that is anticipated to perform each function.

Submittal_-_Facilities_Repairs_and_Improvements_Project_4_A-D.pdf

2. Non-Collusion Declaration*
The undersigned declares:

I am an authorized representative of my company, the party making the foregoing Bid, to certify the following.

Page 4 ends

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Confirmed

The Contractor is not identified on the current list of person and entities engaged in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203; or a financial instruction that extends, for 45 calendar days or more, credit in the amount of $20,000,000 or more to any other person or entity identified on the current list of persons and entities engaging in investment activities in Iran prepared by the California Department of General Services in accordance with subdivision (b) of Public Contract Code Section 2203, if that person or entity uses or will use the credit to provide goods or services in the energy sector in Iran. 424
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 5 ends

4. Enter your valid CA Contractors State License Board (CSLB) number* Please enter your License Number here. This will be verified against the state database. 1066712
Click to Verify Value will be copied to clipboard

5. Enter your California Department of Industrial Relations (DIR) Registration number* Please enter your Public Works Contractor DIR Number. This will be verified against the state database. 2000008490
Click to Verify Value will be copied to clipboard

6. Type of Business*
C Corporation (if corporation, two signatures are required)

7. Litigation*
Provide litigation history for any claims filed by your firm or against your firm related to the provision of Services in the last five (5) years (or type "N/A").

N/A

N/A
425
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 6 ends

Maximum response length: 5000 characters
N/A

10. Project Team Resumes*
Submit resumes of all key personnel/support staff that will produce work product for the Services. Describe their qualifications, education, and professional licensing.

James_Henderson_Resume.pdf
John_Doyle_Resume.pdf
Mike_Doyle_Resume.pdf
Zack_Vaughan_Resume.pdf
Maribel_Orellana_Resume.pdf
Taryn_Rodriguez_Resume.pdf
Martin_Hurtado_Resume.pdf
Jesse_Hurtado_Resume.pdf
Amanda_Anthony_Resume.pdf
Joshua_Bogle_Resume.pdf
Luis_Salazar_Resume.pdf

11. List the Signatory(s) Authorized to Sign and Bind an Agreement.* (If two (2) signatures are required, include the following information for both signatories)

1. Full Name

2. Title
426
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 7 ends

3. Physical Business Address

4. Email Address

5. Phone Number
• Name: James Henderson
• Title: President
• Address: 39203 Leopard St., Ste. B, Palm Desert, CA 92211 • Email: [email protected]
• Phone: (760) 321-3770
• Name: John Doyle
• Title: CFO & COO
• Address: 39203 Leopard St., Ste. B, Palm Desert, CA 92211 • Email: [email protected]
• Phone: (760) 321-3770

PRICE TABLES

HOURLY RATES
These rates are to be used to provide quotes for work under the Maintenance Services Agreement and incorporated into Task Orders. 427
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT RFP No. 2024-RFP-161
Facilities Repairs and Improvements Project 4
[URBAN WORK CONSTRUCTION, INC.] RESPONSE DOCUMENT REPORT Request For Proposal - Facilities Repairs and Improvements Project 4

Page 8 ends

Line Item Description Unit of Measure Unit Cost
1 Construction Foreman Hourly Rate $220.00
2 Construction Supervisor Hourly Rate $217.00
3 Framer Hourly Rate $195.00
4 Drywall Installer Hourly Rate $195.00
5 Plumber Hourly Rate $212.00
6 Concrete worker Hourly Rate $184.00
7 Carpenter Hourly Rate $195.00
8 Painter Hourly Rate $152.00
9 Welder Hourly Rate $216.00
10 Flooring Installer Hourly Rate $180.00
11 Electrician Hourly Rate $217.00
12 Laborer Hourly Rate $187.00
428
Contract No. ___________
Exhibit “C” Revised 11-2-20
BBK 72500.00001\32374915.1
KNOW ALL PERSONS BY THESE PRESENTS:

THAT WHEREAS, the City of Palm Desert (hereinafter referred to as “City”) has awarded to Vendor Name, (hereinafter referred to as the “Contractor”) an agreement for Facilities Repairs and Improvements Project (hereinafter referred to as the “Project”).

WHEREAS, the work to be performed by the Contractor is more particularly set forth in the Contract Documents for the Project dated July 1, 2025, (hereinafter referred to as “Contract Documents”), the terms and conditions of which are expressly incorporated herein by reference; and
WHEREAS, the Contractor is required by said Contract Documents to perform the terms thereof and to furnish a bond for the faithful performance of said Contract Documents.

NOW, THEREFORE, we, Vendor Name, the undersigned Contractor and _____________________________________________ as Surety, a corporation organized and duly authorized to transact business under the laws of the State of California, are held and firmly bound unto the City in the sum of Four Million, Five Hundred Thousand Dollars, ($4,500,000), said sum being not less than one hundred percent (100%) of the total amount of the Contract, for which amount well and truly to be made, we bind ourselves, our heirs, executors and administrators, successors and assigns, jointly and severally, firmly by these presents.

THE CONDITION OF THIS OBLIGATION IS SUCH, that, if the Contractor, his or its heirs, executors, administrators, successors or assigns, shall in all things stand to and abide by, and well and truly keep and perform the covenants, conditions and agreements in the Contract Documents and any alteration thereof made as therein provided, on its part, to be kept and performed at the time and in the manner therein specified, and in all respects according to their intent and meaning; and shall faithfully fulfill all obligations including the one-year guarantee of all materials and workmanship; and shall indemnify and save harmless the City, its elected or appointed officers, and their respective agents, officials, employees, volunteers and representatives, as stipulated in said Contract Documents, then this obligation shall become null and void; otherwise it shall be and remain in full force and effect.

As a condition precedent to the satisfactory completion of the Contract Documents, unless otherwise provided for in the Contract Documents, the above obligation shall hold good for a period of one (1) year after the acceptance of the work by City, during which time if Contractor shall fail to make full, complete, and satisfactory repair and replacements and totally protect the City from loss or damage resulting from or caused by defective materials or faulty workmanship, Surety shall undertake and faithfully fulfill all such obligations. The obligations of Surety hereunder shall continue so long as any obligation of Contractor remains. Nothing herein shall limit the City’s rights or the Contractor or Surety’s obligations under the Contract, law, or equity, including, but not limited to, California Code of Civil Procedure section 337.15.

Whenever Contractor shall be, and is declared by the City to be, in default under the Contract Documents, the Surety shall remedy the default pursuant to the Contract Documents, or shall promptly, at the City’s option:
(1) Take over and complete the Project in accordance with all terms and conditions in the Contract Documents; or
(2) Obtain a bid or bids for completing the Project in accordance with all terms and conditions in the Contract Documents and upon determination by Surety of the Exhibit "E"

PERFORMANCE BOND
429
Contract No. ___________
lowest responsive and responsible bidder, arrange for a Contract between such bidder, the Surety and the City, and make available as work progresses sufficient funds to pay the cost of completion of the Project, less the balance of the contract price, including other costs and damages for which Surety may be liable. The term “balance of the contract price” as used in this paragraph shall mean the total amount payable to Contractor by the City under the Contract and any modification thereto, less any amount previously paid by the City to the Contractor and any other set offs pursuant to the Contract Documents.
(3) Permit the City to complete the Project in any manner consistent with local, California and federal law and make available as work progresses sufficient funds to pay the cost of completion of the Project, less the balance of the contract price, including other costs and damages for which Surety may be liable. The term “balance of the contract price” as used in this paragraph shall mean the total amount payable to Contractor by the City under the Contract and any modification thereto, less any amount previously paid by the City to the Contractor and any other set offs pursuant to the Contract Documents.

Surety expressly agrees that the City may reject any contractor or subcontractor which may be proposed by Surety in fulfillment of its obligations in the event of default by the Contractor.

Surety shall not utilize Contractor in completing the Project nor shall Surety accept a bid from Contractor for completion of the Project if the City, when declaring the Contractor in default, notifies Surety of the City’s objection to Contractor’s further participation in the completion of the Project.

The Surety, for value received, hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of the Contract Documents or to the Project to be performed thereunder shall in any way affect its obligations on this bond, and it does hereby waive notice of any such change, extension of time, alteration or addition to the terms of the Contract Documents or to the Project, including but not limited to the provisions of sections 2819 and 2845 of the California Civil Code.
[SIGNATURES ON NEXT PAGE]
430
Contract No. ___________
IN WITNESS WHEREOF, we have hereunto set our hands and seals this _______ day of ______________, 20____.
(Corporate Seal)
Contractor/ Principal
By ____________________ ____
Printed name: _______________________
Title: ______________________________
(Corporate Seal) Surety
By: ________________________________
Printed Name: _______________________
Attorney-in-Fact
(Attach Attorney-in-Fact Certificate)
Signatures of those signing for the Contractor and Surety must be notarized and evidence of corporate authority attached.

The rate of premium on this bond is ____________ per thousand. The total amount of premium charges, $_______________________________.
(The above must be filled in by corporate attorney.)

THIS IS A REQUIRED FORM
Any claims under this bond may be addressed to:
(Name and Address of Surety)
(Name and Address of Agent or
Representative for service of
process in California, if different
from above)
(Telephone number of Surety and
Agent or Representative for
service of process in California)
NOTE: A copy of the Power-of-Attorney authorizing the person signing on behalf of the Surety to do so must be attached hereto.
431
Contract No. ___________
NOTE: This acknowledgment is to be completed for Contractor/Principal.

Notary Acknowledgment
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

STATE OF CALIFORNIA
COUNTY OF ______________
On , 20___, before me, _______________________________, Notary Public, personally appeared ___________________________ , who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of
the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

OPTIONAL
Though the information below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent removal and reattachment of this form to another document.

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT  Individual
 Corporate Officer
Title(s) Title or Type of Document
 Partner(s)  Limited
 General Number of Pages
 Attorney-In-Fact
 Trustee(s)
 Guardian/Conservator Date of Document
 Other:

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
432
Contract No. ___________
NOTE: This acknowledgment is to be completed for the Attorney-in-Fact. The Power-of-Attorney to local representatives of the bonding company must also be attached.

STATE OF CALIFORNIA
COUNTY OF ______________
On , 20___, before me, _______________________________, Notary Public, personally appeared _____________________________ , who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of
the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
433
Contract No. ___________

PAYMENT BOND
KNOW ALL PERSONS BY THESE PRESENTS That
WHEREAS, the City of Palm Desert (hereinafter designated as the “City”), by action taken or a resolution passed June 26, 2025, has awarded to Vendor Name, hereinafter designated as the “Principal,” a contract for the work described as follows:

Facilities Repairs and Improvements Project (the “Project”).; and WHEREAS, the work to be performed by the Principal is more particularly set forth in the Contract Documents for the Project dated July 1, 2025, (“Contract Documents”), the terms and conditions of which are expressly incorporated by reference; and WHEREAS, said Principal is required to furnish a bond in connection with said contract; providing that if said Principal or any of its Subcontractors shall fail to pay for any materials, provisions, provender, equipment, or other supplies used in, upon, for or about the performance of the work contracted to be done, or for any work or labor done thereon of any kind, or for amounts due under the Unemployment Insurance Code or for any amounts required to be deducted, withheld, and paid over to the Employment Development Department from the wages of employees of said Principal and its Subcontractors with respect to such work or labor the Surety on this bond will pay for the same to the extent hereinafter set forth.

NOW THEREFORE, we, the Principal and __________________________ as Surety, are held and firmly bound unto the City in the penal sum of Four Million, Five Hundred Thousand Dollars, ($4,500,000) lawful money of the United States of America, for the payment of which sum well and truly to be made, we bind ourselves, our heirs, executors, administrators, successors and assigns, jointly and severally, firmly by these presents.

THE CONDITION OF THIS OBLIGATION IS SUCH that if said Principal, his or its subcontractors, heirs, executors, administrators, successors or assigns, shall fail to pay any of the persons named in Section 9100 of the Civil Code, fail to pay for any materials, provisions or other supplies, used in, upon, for or about the performance of the work contracted to be done, or for any work or labor thereon of any kind, or amounts due under the Unemployment Insurance Code with respect to work or labor performed under the contract, or for any amounts required to be deducted, withheld, and paid over to the Employment Development Department or Franchise Tax Board from the wages of employees of the contractor and his subcontractors pursuant to Section 18663 of the Revenue and Taxation Code, with respect to such work and labor the Surety or Sureties will pay for the same, in an amount not exceeding the sum herein above specified, and also, in case suit is brought upon this bond, all litigation expenses incurred by City in such suit, including reasonable attorneys’ fees, court costs, expert witness fees and investigation expenses.

This bond shall inure to the benefit of any of the persons named in Section 9100 of the Civil Code so as to give a right of action to such persons or their assigns in any suit brought upon this bond.

It is further stipulated and agreed that the Surety on this bond shall not be exonerated or released from the obligation of this bond by any change, extension of time for performance, addition, alteration or modification in, to, or of any contract, plans, specifications, or agreement pertaining or relating to any scheme or work of improvement herein above described, or pertaining or relating to the furnishing of labor, materials, or equipment therefore, nor by any change or modification of any terms of payment or extension of the time for any payment pertaining or relating to any scheme or work of improvement herein above described, nor by any rescission or 434
Contract No. ___________
attempted rescission of the contract, agreement or bond, nor by any conditions precedent or subsequent in the bond attempting to limit the right of recovery of claimants otherwise entitled to recover under any such contract or agreement or under the bond, nor by any fraud practiced by any person other than the claimant seeking to recover on the bond and that this bond be construed most strongly against the Surety and in favor of all persons for whose benefit such bond is given, and under no circumstances shall Surety be released from liability to those for whose benefit such bond has been given, by reason of any breach of contract between the owner or City and original contractor or on the part of any obligee named in such bond, but the sole conditions of recovery shall be that claimant is a person described in Section 9100 of the Civil Code, and has not been paid the full amount of his claim and that Surety does hereby waive notice of any such change, extension of time, addition, alteration or modification herein mentioned and the provisions of sections 2819 and 2845 of the California Civil Code.
[SIGNATURES ON NEXT PAGE]
435
Contract No. ___________
IN WITNESS WHEREOF, we have hereunto set our hands and seals this _______ day of ______________, 20__.
(Corporate Seal)
Contractor/ Principal
By ____________________ ____
Printed name: _______________________
Title: ______________________________
(Corporate Seal) Surety
By: ________________________________
Printed Name: _______________________
Attorney-in-Fact
(Attach Attorney-in-Fact Certificate)
Signatures of those signing for the Contractor and Surety must be notarized and evidence of corporate authority attached. A Power-of-Attorney authorizing the person signing on behalf of the Surety to do so much be attached hereto.

NOTE: A copy of the Power-of-Attorney authorizing the person signing on behalf of the Surety to do so must be attached hereto.
436
Contract No. ___________
NOTE: This acknowledgment is to be completed for Contractor/Principal.

STATE OF CALIFORNIA
COUNTY OF ______________
On _________________, 20___, before me, _______________________________, Notary Public, personally appeared _______________________________ , who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of
the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
437
Contract No. ___________
NOTE: This acknowledgment is to be completed for the Attorney-in-Fact. The Power-of-Attorney to local representatives of the bonding company must also be attached.

I certify under PENALTY OF PERJURY under the laws of
the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature of Notary Public

Signer is representing:

Name Of Person(s) Or Entity(ies)
Signer(s) Other Than Named Above
438
Attachment 1
Facility Locations
Buildings Fire Stations Parks and Recreation Housing Authority Properties City Hall
73510 Fred Waring Drive
Fire Station No. 33
44400 Towne Center Way
Palm Desert Aquatic Center
73751 Magnesia Falls Drive
One Quail Place
72-600 Fred Waring
Community Center
(Henderson)
72559 Highway 111
Fire Station No. 67
73200 Mesa View Drive
Cahuilla Hills Park
45825 Edgehill Drive
Las Serenas
73-315 Country Club Drive
Corporation Yard
74705 42nd Avenue
Fire Station No. 71
73995 Country Club Drive
Cap Homme/Ralph Adams Park
72500 Thrush Road
California Villas
77-107 California Drive
Portola Community Center
45480 Portola Avenue
Civic Center Park
43900 San Pablo Ave
Catalina Gardens
73-600 Catalina Way
Palm Desert Sheriff
Substation,
73520 Fred Waring Drive
Freedom Park
77400 Country Club Drive
Desert Pointe
43-805 Monterey Avenue
Parkview Office Complex
73710 Fred Waring Drive
Hovley Soccer Park
74735 Hovley Lane
Laguna Palms
73-875 Santa Rosa Way
Desert Willow Golf Resort,
38995 Desert Willow Drive
Ironwood Park
47800 Chia Drive
Neighbors
73-535 Santa Rosa Way
iHUB
37023 Cook Street, Ste 102
Joe Mann Park
77810 California Drive
Pueblos
73-695 Santa Rosa Way
Henderson Building Magnesia Falls City Park
74200 Rutledge Way
Taos Palms
44-830 Las Palmas
Artists Center
725567 Highway 111
Palma Village Park
44550 San Carlos Avenue
Candlewood Apartments
7400 & 74002 Shadow Mountain
Palm Desert Historical Society,
72861 El Paseo
University Park East
74902 University Park Drive
Palm Village Apartments
73-650 Santa Rosa Way
State Building
73720 Fred Waring Drive
University Dog Park
74802 University Park Drive
Sagecrest
73-811 Santa Rosa Way
Washington Charter School Park
45768 Portola Avenue
La Rocca Villas
42-135 Golden Eagle Lane
Park A
74201 Harper Street
Carlos Ortega Villas
77-915 Avenue of the States
Santa Rosa
73625 Street Rosa Way
439
440

Page 1 of 1 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Maria Gonzalez, Management Analyst
SUBJECT: RESOLUTION AUTHORIZING THE LEVY OF A SPECIAL TAX IN COMMUNITY FACILITIES DISTRICT NO. 2021-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026
RECOMMENDATION:

Adopt a Resolution entitled “RESOLUTION OF THE CITY OF PALM DESERT, CALIFORNIA AUTHORIZING THE LEVY OF A SPECIAL TAX IN COMMUNITY FACILITIES DISTRICT NO. 2021-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026.”
BACKGROUND/ANALYSIS:

The Community Facilities District (CFD) is located in the area north of Desert Willow between Portola and Cook Street whose public improvements are financed by the issuance of the CFD’s $15.2 million refunding bonds issued to fund the remaining public improvements.

Annually, the City Council must approve a Resolution authorizing the levy of the special tax.

Staff requests that the City Council authorize the levy of a special tax to pay for costs and expenses related to this District. The maximum rate of the special tax for the next fiscal year is attached to the resolution as Exhibit A. Approval of the resolution will allow the County Auditor to collect taxes as they become due and remit to the City to repay the debt.

Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:

The CFD 2021-1A (University Park) bonds are repaid through taxes collected on the respective parcels located within the boundaries. Approval of the resolution will allow the parcels to be levied for the 2025/26 tax year and provide the City with the funds to pay the debt service on a timely basis. Budgets for the annual debt service have been included in the Proposed FY 2025- 26 Annual Budget.

ATTACHMENTS:

1. Resolution - (Exhibit “A” – Proposed Special Tax Rates Attached)

2. Community Facilities Districts Map – Exhibit “B”
441
442
RESOLUTION NO. 2025-____

RESOLUTION OF THE CITY OF PALM DESERT, CALIFORNIA

AUTHORIZING THE LEVY OF A SPECIAL TAX IN COMMUNITY
FACILITIES DISTRICT NO. 2021-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026
WHEREAS, the City Council of the City of Palm Desert (hereinafter referred to as the "Agency"), has initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors relating to the levy of a special tax in a Community Facilities District, as authorized pursuant to the terms and provisions of the "Community Facilities Act of 1982", being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California. Community Facilities District No. 2021-1 shall hereinafter be referred to as "District"; and
WHEREAS, this City Council, by Ordinance as authorized by Section 53340 of the Government Code of the State of California, has authorized the levy of a special tax to pay for costs and expenses related to said District, and this City Council intends to establish the specific rate of the special tax to be collected for the next fiscal year.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Palm Desert, California, as follows:

SECTION 1. That the foregoing Recitals are true and correct and are incorporated herein by this reference.

SECTION 2. That the special tax rates for each tax category to be used to generate special tax revenues, which will be collected to pay for the costs and expenses for the next fiscal year (2025/2026) for the referenced District, is hereby determined and established as set forth in the attached, referenced and incorporated Exhibit “A”.

SECTION 3. That the rate as set forth above does not exceed the amount as previously authorized by Ordinance of this Council, and is not in excess of that as previously approved by the qualified electors of the District.

SECTION 4. The special tax shall be collected in the same manner as ordinary ad valorem property taxes are collected, and shall be subject to the same penalties, procedures and sale in case of any delinquency for ad valorem taxes. The Tax Collector is hereby authorized to deduct reasonable administrative costs incurred in collecting any said special tax.

SECTION 5. Monies above collected shall be paid into the District funds.

SECTION 6. The Auditor of the County is hereby directed to enter in the next County assessment roll on which taxes will become due, opposite each lot or parcel of land effected in a space marked "public improvements, special tax" or by any other 443
Resolution No. 2025-____ Page 2
suitable designation, the installment of the Special Tax, and for the exact rate and amount of said tax, reference is made to the attached Exhibit “A”.

SECTION 7. The County Auditor shall then, at the close of the tax collection period, promptly render to this Agency a detailed report showing the amount and/or amounts of such Special Tax installments, interest, penalties and percentages so collected and from what property collected, and also provide a statement of any percentages retained for the expense of making any such collection.

SECTION 8. Special Taxes are to be levied on non-exempt parcels within the District. Should it be discovered that any taxable parcels are not submitted to the County Auditor for inclusion into the 2025/2026 Tax Roll subsequent to the submittal deadline of August 10, 2025, the City Council directs the City of Palm Desert staff or their agents to bill such parcels directly via U.S. mail using the rates as approved in Exhibit “A”.

ADOPTED ON ________________, 2025.

JAN C. HARNIK
MAYOR
ATTEST:

ANTHONY J. MEJIA

CITY CLERK
444
Resolution No. 2025-____ Page 3
I, Anthony J. Mejia, City Clerk of the City of Palm Desert, hereby certify that Resolution No. 2025-__ is a full, true, and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Desert on _______________________, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, on ___________________.

ANTHONY J. MEJIA

CITY CLERK
445
Resolution No. 2025-____ Page 4
Exhibit “A”
Community Facilities District No. 2021-1
(University Park)
Proposed Special Tax Rates
Fiscal Year 2025/2026
The following tables summarize the Assigned and the Proposed Special Tax Rates relating to each land use class.

Zone 1
(1)The Assigned Special Tax for Developed, Provisional Welfare, Provisional, Approved, and Undeveloped Property shall be increased by two percent (2%) of the amount in effect the prior Fiscal Year.
(2)The Proposed Special Tax Rates to be Levied for Fiscal Year 2025/2026 will not exceed the Assigned Special Tax Rates described above.

Zone 2

LAND USE CLASS SPECIAL TAX RATE

MULTIPLIER

RESIDENTIAL

FLOOR AREA

ASSIGNED

SPECIAL TAX
RATE(1)

PROPOSED

SPECIAL
TAX RATE(2)
Developed & Provisional Welfare Property
1 Single Family Property Per Residential Unit ≥2500 $2,489.59 $2,489.59 2 Single Family Property Per Residential Unit 2400-2499 $2,408.41 $2,408.41 3 Single Family Property Per Residential Unit 2300-2399 $2,354.28 $2,354.28 4 Single Family Property Per Residential Unit 2200-2299 $2,273.10 $2,273.10 5 Single Family Property Per Residential Unit 2100-2199 $2,191.92 $2,191.92 6 Single Family Property Per Residential Unit 2000-2099 $2,083.68 $2,083.68 7 Single Family Property Per Residential Unit 1900-1999 $1,731.89 $1,731.89 8 Single Family Property Per Residential Unit 1800-1899 $1,677.76 $1,677.76 9 Single Family Property Per Residential Unit < 1800 $1,380.10 $1,380.10 10 Non-Residential Property Per Acre NA NA NA
Provisional, Approved, & Undeveloped
Property
Per Acre NA $16,690.02 $16,690.02

LAND USE CLASS SPECIAL TAX RATE

MULTIPLIER

RESIDENTIAL

FLOOR AREA

ASSIGNED

SPECIAL
TAX RATE(1)

PROPOSED

SPECIAL TAX
RATE(2)
Developed& Provisional Welfare Property
1 Single Family Property Per Residential Unit ≥3400 $3,274.35 $3,274.35 2 Single Family Property Per Residential Unit 3200-3399 $3,220.23 $3,220.23 3 Single Family Property Per Residential Unit 3000-3199 $3,111.99 $3,111.99 4 Single Family Property Per Residential Unit 2800-2999 $3,030.81 $3,030.81 5 Single Family Property Per Residential Unit 2600-2799 $2,895.50 $2,895.50 6 Single Family Property Per Residential Unit 2400-2599 $2,841.38 $2,841.38 7 Single Family Property Per Residential Unit 2200-2399 $2,814.32 $2,814.32 8 Single Family Property Per Residential Unit 2000-2199 $2,787.26 $2,787.26 9 Single Family Property Per Residential Unit < 2000 $2,679.01 $2,679.01 10 Non-Residential Property Per Acre NA NA NA
Provisional, Approved, & Undeveloped Property Per Acre NA $20,914.75 $20,914.75 446
Resolution No. 2025-____ Page 5
(1)The Assigned Special Tax for Developed, Provisional Welfare, Provisional, Approved, and Undeveloped Property shall be increased by two percent (2%) of the amount in effect the prior Fiscal Year.
(2)The Proposed Special Tax Rates to be Levied for Fiscal Year 2025/2026 will not exceed the Assigned Special Tax Rates described above. 447
448

PORTOLA AVE

FRANK SINATRA DR

PORTOLA AVE

GERALD FORD DR

COOK ST COOK ST

GERALD FORD DR

COLLEGE DR
Copyright nearmap 2015
Community Facilities District
I

VICINITY MAP
CFD 2021-1 Boundary
449
450

Page 1 of 1 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Maria Gonzalez, Management Analyst
SUBJECT: RESOLUTION AUTHORIZING THE LEVY OF A SPECIAL TAX IN COMMUNITY FACILITIES DISTRICT NO. 2005-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026
RECOMMENDATION:

Adopt a resolution entitled “RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM

DESERT, CALIFORNIA, AUTHORIZING THE LEVY OF A SPECIAL TAX IN COMMUNITY FACILITIES DISTRICT NO. 2005-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026.” BACKGROUND/ANALYSIS:

The Community Facilities District (CFD) is located in the area north of Desert Willow between Portola and Cook Street, whose improvements are financed with the proceeds of the CFD’s $50 million and $17.915 million bonds issued to fund the improvements for streets, infrastructure, water, sewer, park improvements, and land acquisitions.

Annually, the City Council must approve the levy of the special tax. A Resolution authorizing the levy of a special tax to pay for costs and expenses related to this District is necessary. The maximum rate of the special tax for the next fiscal year is attached to the resolution as Exhibit “A”. Approval of the resolution will allow the County Auditor to levy and collect taxes to pay the associated debt.

Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:

The CFD 2005-1 (University Park) bonds are repaid through taxes collected on the respective parcels located within the boundaries. Approval of the resolution will allow the parcels to be levied for the 2025/26 tax year and provide the City with the funds to pay the debt service on a timely basis. Budgets for this purposes have been included in the Proposed FY 2025-26 Annual Budget.

ATTACHMENTS:

1. Resolution - (Exhibit “A” – Proposed Special Tax Rates Attached)

2. Community Facilities Districts Map – Exhibit “B”
451
452
RESOLUTION NO. 2025-____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM DESERT,

CALIFORNIA, AUTHORIZING THE LEVY OF A SPECIAL TAX IN
COMMUNITY FACILITIES DISTRICT NO. 2005-1 (UNIVERSITY PARK) FOR FISCAL YEAR 2025/2026
WHEREAS, the City Council of the City of Palm Desert (hereinafter referred to as the "Agency"), has initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors relating to the levy of a special tax in a Community Facilities District, as authorized pursuant to the terms and provisions of the "Community Facilities Act of 1982", being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California. Community Facilities District No. 2005-1 shall hereinafter be referred to as "District"; and
WHEREAS, this City Council, by Ordinance as authorized by Section 53340 of the Government Code of the State of California, has authorized the levy of a special tax to pay for costs and expenses related to said District, and this City Council intends to establish the specific rate of the special tax to be collected for the next fiscal year.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Palm Desert, California, as follows:

SECTION 1. That the foregoing Recitals are true and correct and are incorporated herein by this reference.

SECTION 2. That the special tax rates for each tax category to be used to generate special tax revenues, which will be collected to pay for the costs and expenses for the next fiscal year (2025/2026) for the referenced District, will not exceed the rates as set forth in the attached, referenced and incorporated Exhibit “A”.

SECTION 3. That the rate as set forth above does not exceed the amount as previously authorized by Ordinance of this Council and is not in excess of that as previously approved by the qualified electors of the District.

SECTION 4. The Special Tax shall be collected in the same manner as ordinary ad valorem property taxes are collected, and shall be subject to the same penalties, procedures, and sale in case of any delinquency for ad valorem taxes. The Tax Collector is hereby authorized to deduct reasonable administrative costs incurred in collecting any said Special Tax.

SECTION 5. All monies collected pursuant to this Resolution shall be paid into the funds of the District.
453
Resolution No. 2025-____ Page 2
SECTION 6. Upon receipt from the County of the final secured tax roll, the special tax consultant shall determine the special tax levy needed to meet the Special Tax Requirement, which shall not exceed the rates shown in Exhibit A hereto. The Auditor of the County is hereby directed to enter in the next County assessment roll on which taxes will become due, opposite each lot or parcel of land effected in a space marked "Public Improvements, Special Tax" or by any other suitable designation, the installment of the Special Tax, and for the exact rate and amount of said tax.

SECTION 7. The County Auditor shall then, at the close of the tax collection period, promptly render to this Agency a detailed report showing the amount and/or amounts of such special tax installments, interest, penalties and percentages so collected and from what property collected, and also provide a statement of any percentages retained for the expense of making any such collection.

ADOPTED ON ________________, 2025.

JAN C. HARNIK
MAYOR
ATTEST:

ANTHONY J. MEJIA

CITY CLERK
454
Resolution No. 2025-____ Page 3
I, Anthony J. Mejia, City Clerk of the City of Palm Desert, hereby certify that Resolution No. 2025-__ is a full, true, and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Desert on _______________________, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, on ___________________.

ANTHONY J. MEJIA

CITY CLERK
455
Resolution No. 2025-____ Page 4
Exhibit “A”
Community Facilities District No. 2005-1
(University Park)
Proposed Special Tax Rates
Fiscal Year 2025/2026
The following tables summarize the Assigned and the Proposed Special Tax Rates relating to each land use class.

Zones A – D

LAND USE CLASS SPECIAL TAX RATE

MULTIPLIER

ASSIGNED

SPECIAL TAX RATE

PROPOSED

SPECIAL TAX
RATE (1)
Developed Property
Zone A Per Acre $21,000 $21,000
Zone B Per Acre $27,000 $27,000
Zone C Per Acre $27,000 $27,000
Zone D Per Acre $23,000 $23,000
Undeveloped & Provisional Undeveloped Property
Zone A Per Acre $21,000 $21,000
Zone B Per Acre $27,000 $27,000
Zone C Per Acre $27,000 $27,000
Zone D Per Acre $23,000 $23,000
(1)The Proposed Special Tax Rates to be Levied for Fiscal Year 2025/2026 will not exceed the Assigned Special Tax Rates described above.

Zone E

LAND USE

CLASS SPECIAL TAX RATE MULTIPLIER RESIDENTIAL FLOOR AREA

ASSIGNED

SPECIAL TAX
RATE

PROPOSED

SPECIAL TAX
RATE(1)
Single Family
Property Per square foot of Residential Floor Area > 2,300 $1.44 $1.44
Single Family
Property Per square foot of Residential Floor Area 2,300 - 1,725 $1.67 $1.67
Single Family
Property Per square foot of Residential Floor Area < 1,725 $1.38 $1.38
Multifamily
Property Per square foot of Residential Floor Area N/A $1.50 $1.50 Non Residential Per Acre N/A $28,000 $28,000
Undeveloped Per Acre N/A $28,000 $28,000
(1)The Proposed Special Tax Rates to be Levied for Fiscal Year 2025/2026 will not exceed the Assigned Special Tax Rates described above.
456

PORTOLA AVE

FRANK SINATRA DR

PORTOLA AVE

GERALD FORD DR

COOK ST COOK ST

GERALD FORD DR

COLLEGE DR
Copyright nearmap 2015
Community Facilities District
I

VICINITY MAP
CFD 2005-1 Boundary
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CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Cesar Lopez, Associate Engineer
SUBJECT: RESOLUTION APPROVING THE SUMMARY VACATION OF A PORTION OF THE PUBLIC SERVICE EASEMENT ON LOT 6 AND 7 OF TRACT MAP 30438
RECOMMENDATION:

Adopt a Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM

DESERT, CALIFORNIA, APPROVING THE SUMMARY VACATION OF A PORTION OF THE PUBLIC SERVICE EASEMENT ON LOT 6 AND LOT 7 OF TRACT MAP 30438.

BACKGROUND/ANALYSIS:

On January 5, 2006, Tract Map 30438 was approved by the Palm Desert City Council and recorded with the County of Riverside. Tract Map 30438 established the public service easements in favor of the City of Palm Desert across multiple lots within the tract. Lot 6 and Lot 7 of Tract Map 30438 are vacant residential lots with existing public service easements granted exclusively to the City of Palm Desert.

On April 25, 2025, the developer, Des Bunting of Monroe Living Inc. (Applicant), submitted a request to vacate a portion of the public service easement to construct a home and side yard walls within the easement area. While an encroachment to build within the easement could be granted, it is best practice to vacate the easement. The Applicant coordinated with utility companies to confirm that no existing in-place public service facilities or planned utilities are located within the proposed easement vacation area. A summary of these findings is provided in the attached letter (Attachment 2).

Palm Desert Municipal Code Section 12.36.110(F) establishes the circumstances under which the City Council may summarily vacate a public service easement. The request meets the criteria for such a summary vacation, as the subject easement is no longer necessary for present or future public use, and the subject easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding this date, consistent with the provisions of Section 12.36.110(F).

The proposed summary vacation is consistent with the Palm Desert General Plan, which encourages efficient land use and supports residential development that makes use of existing infrastructure without compromising public utility service. The vacation will not interfere with existing or planned infrastructure and will facilitate the development of appropriately zoned residential lots, aligning with the City's land use goals.

On May 16, 2025, Public Works staff confirmed that no existing utilities are located within the portion of the easement proposed for vacation. All current utilities are located within the street 459
City of Palm Desert
Vacate a portion of a Public Service Easement for Lots 6 and 7 of Tract Map 30438

Page 2 of 2 ends

or adjacent public service easements. There are no current or anticipated future plans to utilize the subject area for utility purposes.

On June 2, 2025, the City Surveyor approved the legal description and plat of the proposed easement vacation.

Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:

There is no financial impact to the General Fund with this action.

ATTACHMENTS:

1. Resolution

2. Applicant’s Request

3. Tract Map 30438

4. Legal description and plat

5. Vicinity Map
460
RESOLUTION NO. 2025-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM

DESERT, CALIFORNIA, APPROVAL TO VACATE A PORTION OF THE PUBILC SERVICE EASEMENT ON LOT 6 AND LOT 7 OF TRACT MAP 30438.

WHEREAS, a certain public service easement was previously dedicated to the City of Palm Desert by Tract Map 30438, and recorded at the Riverside County Recorder on January 5, 2006, in Book 396, Pages 93-95, Official Records of the County of Riverside; and
WHEREAS, the public service easement is no longer necessary for present or prospective public use, and the subject easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding this date; and
WHEREAS, all public utility companies and relevant departments have been notified and have either consented to the vacation or have indicated no objection; and WHEREAS, the City of Palm Desert finds that the vacation of said easement is consistent with the General Plan and serves the public interest.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Palm Desert, California, as follows:

SECTION 1. That the foregoing Recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City of Palm Desert finds that:

A. The easement is unnecessary for present or prospective public service purposes, and the subject easement has not been used for the purpose for which it was dedicated or acquired for five consecutive years immediately preceding this date; and
B. The vacation will not adversely affect the public interest; and C. All necessary notices have been given and all procedural requirements have been met.

SECTION 3. The public service easement located on lot 6 and lot 7 of Tract Map 30438, as legally described in Exhibit "A" and depicted in Exhibit "B", is hereby vacated pursuant to the authority granted under City of Palm Desert Municipal Code Section

12.36.110.

SECTION 4. The City Clerk is hereby directed to cause a certified copy of this 461
Resolution No. 2025-____ Page 2
Resolution, along with the attached Exhibits, to be recorded in the Office of the Recorder of Riverside County in accordance with applicable law.

SECTION 5. This Resolution shall take effect immediately upon this adoption.

ADOPTED ON ________________, 2025.

JAN C. HARNIK
MAYOR
ATTEST:

ANTHONY J. MEJIA

CITY CLERK
I, Anthony J. Mejia, City Clerk of the City of Palm Desert, hereby certify that Resolution No. 2025-__ is a full, true, and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Desert on _______________________, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, on ___________________.

ANTHONY J. MEJIA

CITY CLERK
462
11650 Gateway Boulevard | Los Angeles, California 90064 | 424.273.1500 | License #1058225 May 28, 2025
City of Palm Desert
73-510 Fred Waring Drive
Palm Desert, CA 92260
Re: VAC25-001
Easement Vacation
Tract 30438 – Lots 6 & 7
Dear City of Palm Desert:

We are requesting vacation of an existing 10’ wide public utility easement around the perimeter of the 24’ wide emergency turnaround that extends between the front and side yards of lots 6 and 7 of Tract 30438.

The utilities servicing all seven residential lots of this tract have been installed, are operable and are not located within the easement area we are seeking to be vacated.

Tract map 30438 was recorded in 2006 and established boundaries of seven residential and three common area lots. In part, the tract map provides for:

1. Dedication “to the City of Palm Desert, the easement for public utilities and for right of ingress of service and emergency vehicles over and across Lot A”.

Lot A is a private street named Old Stone Trail that is owned by the Homeowners Association.

2. Dedication “to the City of Palm Desert an easement 10’ in width for public utility purposes”.

This easement is depicted on the tract map and is located behind the curb following the residential frontage contiguous to lot A customary to this type of sub-division.

3. The above dedications include a 10’ easement around the perimeter of the 24’ wide turnaround between lots 6 and 7 that extends approximately 70’ from the curb between the two lots. The 24’ turnaround is part of lot A.
463

Page 2 ends

The constructed utilities are located under the lot A street and within the 10’ easement behind the curb that runs across the front of the residential lots.

As a requirement of our work, Dig Alert has marked locations of the installed utilities within the street and 10’ easement. Through this process and working with the utility companies, it has been determined that there are no public utilities located within the 10’ perimeter easement area we are requesting be vacated.

We understand that a representative(s) from the Public Works Department visited the site and observed the same.

Granting this request will remove an encumbrance that currently restricts the design and utility of lots 6 and 7 and will enable better compliance ultimately to the benefit of the future owners of these two homes.

We appreciate your support in this matter and are available to answer question and provide additional information as needed.

Best regards,
Monroe Living, Inc.

J. Desmond Bunting
Vice President
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HEI

C O N S U L T I N G
TEC w w w . h e i t e c i n c . c o m
Suite 309
777 East Tahquitz Canyon Way
Palm Springs, California 92262
Phone: 760.340.9060
05/22/25
471
HEI

C O N S U L T I N G
TEC w w w . h e i t e c i n c . c o m
Suite 309
777 East Tahquitz Canyon Way
Palm Springs, California 92262
Phone: 760.340.9060 C.V.W.D. CHANNEL
LOT 'B' TRACT 30438

LOT 'A'
LOT 7
TRACT 30438
LOT 6
TRACT 30438

OLD STONE TRAIL
05/22/25
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Vicinity Map
N
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Page 1 of 2 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Cesar Lopez, Associate Engineer
SUBJECT: RELEASE THE MAINTENANCE BOND FOR TRACT MAP 37506-1

PARKS A AND B, UNIVERSITY PARK
RECOMMENDATION:

Release the Maintenance Bond for Tract Map 37506-1 in the full amount of $58,393.28.

BACKGROUND/ANALYSIS:

On November 20, 2018, Planning Commission approved by Resolution No. 2745 a request by University Park Investors, LLC (801 San Ramon Valley Blvd., Suite F, Danville, CA 94526) to construct a 174+ acre, master planned subdivision located on Gerald Ford Drive between Portola Avenue and Pacific Avenue. Tract Map 37506-1 is phase I of this project. Phase I includes 16 public streets, two public parks (A & B), and 236 single family lots.

The two (2) public parks including Park A (Lot PP of Tract Map 37506-1), APN: 694-574-003, 1.32 acres and Park B (Lot X of Tract Map 37506-1), APN: 694-570-040, 0.99 acres. Park A includes playground equipment with shade structures, tables and benches, a drinking fountain, and a walking trail. Park B consists of a walking trail, a bench, and open space. See Attachment 3.

On September 11, 2023, the Public Works Department verified the completion of the parks.

Additionally, the Engineer of Record has submitted a Letter of Certification verifying the completion of improvements. Improvements for the parks can be found in approved grading plan G-1426. A Record Drawing of the improvements is on file in the Development Services Department.

On October 26, 2023, the City Council accepted Parks A & B for city’s continued maintenance, releasing the faithful performance and payment (Labor and Materials) Bonds, and accepting the Maintenance Warranty Bond in the amount of $58,393.28. Pursuant to the Palm Desert Municipal Code Section 26.28.140, the City of Palm Desert required the acceptance of a ten percent Maintenance guarantee for a one-year period after completion of improvements.

On May 29, 2025, the Public Works Department confirmed that both parks remain in good condition, concluding the warranty period.

Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:
475
City of Palm Desert
Release the maintenance bond for TR 37506-1 Parks A and B

Page 2 of 2 ends

Annual Maintenance is included in the FY 2025-26 Proposed Budget and estimated at a cost of $90,060. There is no additional financial impact to the General Fund.

ATTACHMENTS:

1. Maintenance Bond

2. Vicinity Map

3. Approved landscape plans for Park A and Park B
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477
478
479
480
481
482
Portola Avenue
McCarthy St
Portola A
venue
Dexter St
McCarthy St
Portola A
venue
College Drive
Portola A
venue
Hartley St
Storke Dr
Gerald Ford Drive
Andrews Dr
Hinksey
St
Dexter St
Cannon Dr
Lasuen St
Becker St
Hartle
y
St
Harper St
Lasuen
St
College Drive
Radford
Dr
Royce Dr
Karsten St
Randall Ln
Pacific Avenue
Wallace St
Bertain Dr
Storke Dr
Dinah Shore Drive
Gerald Ford Drive
Franklin Dr
Pacific Avenue
Wallace St
Parker Ln
Bertain Dr
Harper St
Nichols Dr
College Drive College Driv e
Buckley
Dr
Aldrich Dr
Aldrich
Dr
Terrazzo Loop
Hewitt Dr
Putm
a
n
St
Vicinity Map
Esri Community Maps Contributors, Loma Linda University, UC Riverside, City of Palm Desert, County of Riverside, California State Parks, © OpenStreetMap, Microsoft, Esri, HERE, Garmin, SafeGraph, GeoTechnologies, Inc, METI/
Palm Desert Parcels
Palm Desert City Boundary
10/11/2023, 5:14:03 PM
0 0.02 0.04 0.08 mi
0 0.03 0.07 0.13 km
1:2,257
Esri Community Maps Contributors, Loma Linda University, UC Riverside, City of Palm Desert, County of Riverside, California State Parks, © OpenStreetMap, Microsoft, Esri, HERE, Garmin, SafeGraph, Park A
APN: 694-574-003

1.32 acres
Park B
APN: 694-570-040

0.99 acres
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484
A
B
B
A
A
A
B
B
B
A
C
C
C
C
C
A
C
C
C
60" ROUND
60" ROUND
10 W/H
10 10
10 PREP.

CABLE/
I.T. FIRE

MENS WOMENS

FITNESS
JAN.

JAN.

W/H
50 -0"
50 -0"
4 -0" 14 -6" 15 -0"
2 -0"
4 -0" 14 -6" 15 -0" 14 -6"
SITE MAP, N.T.S.
77-899 WOLF RD.

PH. (760) 777-9131
FAX (760) 777-9132

PALM DESERT, CA
LIC# 2754, EXP 04/30/20
92211

HERMANN

CITY OF PALM DESERT, CA

UNIVERSITY PARK - PHASE ONE

DESIGN GROUP
SUITE 102
PARK "A" - PRELIMINARY LANDSCAPE PLAN

SITE FURNITURE

DRINKING FOUNTAIN

PLAY STRUCTURES

SHADE STRUCTURE
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Page 1 of 3 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Cesar Lopez, Associate Engineer
SUBJECT: RELEASE THE FAITHFUL PERFORMANCE BOND, LABOR AND

MATERIALS BOND FOR OFFSITE IMPROVEMENTS, PARTICULATE

MATTER BOND, ACCEPT THE MAINTENANCE BOND, AUTHORIZE

APPROPRIATION OF FUNDS FOR REIMBURSEMENT IN AN AMOUNT
NOT TO EXCEED $593,000
RECOMMENDATION:

1. Accept Public Improvements for the extension of Technology Drive and Zenith Drive.

2. Release the following bonds for the extension of Technology Drive and Zenith Drive (PG22- 0007):
o Faithful Performance Bond in the amount of $1,137,582. o Labor and Materials Bond in the amount of $1,137,582.

3. Release Particulate Matter (PM10) Bond for Rough Grading Permit (RG22-0008) in the amount of $29,940 to Apogee Professional Services.

4. Accept Maintenance Bond in the amount of $113,758.20.

5. Authorize an appropriation of $293,000 from unobligated Capital Project Funds to Street Capital Improvement Account No. 4004311-432000.

6. Authorize reimbursement to Palm Desert University Gateway, LLC in the amount not to exceed $593,000 for street improvements adjacent to the city-owned parcel.

BACKGROUND/ANALYSIS:

On July 8, 2015, the City Council approved a Development Agreement (DA) for the University Park/Gateway area of the City with Palm Desert University Gateway, LLC (Owner), 38 S Clancy Ln, Rancho Mirage, CA 92270. Section 3.2 (f) of the DA stipulates that the parties to the Agreement agree to each pay for half of the Technology Drive street improvements to provide access to any portion of the project in advance of the development of any portion of the Planning Area 8 and 9 by the City, the City shall reimburse the “Owner the City’s fair share of the approved soft and hard costs of the improvements.”
A reimbursement allocation of $593,000 is planned for the fair share cost of frontage improvements on the City-owned parcel. The City budgeted $300,000 in the Fiscal Year 2024- 25 budget for the construction of these offsite improvements. Since the final costs have not yet been accepted, the City anticipates an additional $293,000 (including 10% contingency) to cover the City portion of the shared costs.
487
City of Palm Desert
Accept Public Improvement for Technology/Zenith Drive

Page 2 of 3 ends

On March 15, 2022, the Planning Commission approved the Millennium Apartments Project (PP22-0009) by Resolution No. 2809, a request by MRES Millennium Holdings, LLC (Applicant), 12149 West Center Road, Omaha, NE 68144, consisting of a precise plan to construct 330 apartment units within fifteen buildings (Project).

On December 29, 2022, the PM 10 Bond was received under the rough grading permit RG22- 0008 by check no. 1263 for the Project, payment by Apogee Professional Services, LLC (12149 W. Center Road, Omaha, NE 68144).

Palm Desert Municipal Code Chapter 24.12 requires a PM10 mitigation plan and implementation of dust control measures during construction to reduce fugitive dust and particulate matter emissions. Section 24.12.070 mandates a bond (or approved alternative) to ensure stabilization of disturbed areas if dust control fails or the site is abandoned. PM10 bonds are submitted before grading permits are issued, with Public Works Inspectors monitoring compliance throughout the project. City Council approval is required for bond release, which is now coordinated with the release of improvement and grading bonds upon project completion and confirmation that no disturbed areas remain. Staff recommends approval of PM10 bond release for the listed projects, as all have passed final inspection and no further mitigation is needed.

On March 29, 2024, both the Faithful Performance Bond and the Labor and Materials Bond for offsite improvements were received under Precise Grading Permit No. PG22-0007, each in the amount of $1,137,582. Subsequently, on April 25, 2024, the City Council approved the release of the Grading Bond for the project. The offsite improvements involved the project’s frontage along Technology Drive and Zenith Drive extending to Gerald Ford Drive, encompassing a full street improvement rather than just the project’s half portion as required by Resolution No. 2809.

Progress was delayed to ensure compliance with the scope of work agreed upon with the City, which also owns an abutting parcel (Assessor’s Parcel Number 694-120-028).

On January 15, 2025, the Public Works Department verified the completion of all public improvements for this project. Additionally, the Engineer of Record has submitted the Letter of Certification verifying the completion of improvements. Project requirements are documented in the approved grading plan (PG22-0007) and the Engineer’s Estimate. A Record Drawing of the improvements is on file with the Development Services Department.

Per Palm Desert Municipal Code Section 26.28.140, a 10% Maintenance Bond is required for one year after completion. The developer has submitted a $113,758.20 bond for this purpose.

Legal Review:

The City Attorney’s Office has reviewed this report.

FINANCIAL IMPACT:

Funds are available in Account No. 4004311-4332000 in the amount of $300,000 in the FY 2024- 25 Budget. To ensure City costs are covered, staff has identified Gas Tax funds available to complete this project and has transferred them to the Capital Projects Fund to simplify tracking of this project. Staff is requesting an appropriation of those monies from unobligated Capital 488
City of Palm Desert
Accept Public Improvement for Technology/Zenith Drive

Page 3 of 3 ends

Project Fund Balance to Account No. 4004311-4332000 in the amount of $293,000. The combined amount includes 10% contingency and upon completion, any unspent portion will be returned to the Gas Tax Fund. The City will be required to maintain Technology Drive moving forward.

ATTACHMENTS:

1. Development Agreement

2. Faithful Performance Bond

3. Labor and Materials Bond

4. Particulate Matter (PM 10) Receipt

5. Maintenance Bond

6. Vicinity Map
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DESCRIPTION ACCOUNT QTY PAID
PermitTRAK $38,313.69
RG22-0008 Address: APN: 694190087 $38,313.69
PM10 DEPOSIT GL-6100000-2283900 1 $29,940.00
PUBLIC WORKS $8,373.69
APPLICATION PROCESSING GL-1100000-3221200 0 $279.00
ROUGH GRADING INSPECTION GL-1100000-3411200 0 $7,299.69 SWPPP INSPECTION GL-1100000-3411200 0 $318.00
PM10 INSPECTION GL-1100000-3411200 0 $477.00
TOTAL FEES PAID BY RECEIPT: R52881 $38,313.69
Printed: Tuesday, June 17, 2025 5:08 PM
Date Paid: Thursday, December 29, 2022
Paid By: APOGEE
Pay Method: CHECK 1263
1 of 1
Cashier: TFW
Cash Register Receipt
City of Palm Desert
Receipt Number
R52881
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Technology Driv
e
adford Dr
zo Loop
Gerald
Ford
Drive
DMV
University Dog
Park
Chase
School Rd
C
o
ok Street
¯

TECHNOLOGY DRIVE

ZENITH DRIVE
Vicinity Map

GERALD FORD DRIVE

ZENITH DRIVE
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Page 1 of 2 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Cesar Lopez, Associate Engineer
SUBJECT: RELEASE PARTICULATE MATTER (PM10) BONDS FOR COMPLETED

PROJECTS
RECOMMENDATION:

Release the following PM 10 Bonds:

1. Starwood Vacational Ownership Inc in the amount of $22,270

2. Villa Portofino phase 29 (PG21-0013) in the amount of $1,420

3. Villa Portofino phase 32 (PG21-0015) in the amount of $1,420

4. Chick-Fil-A (PG19-0029) in the amount of $740

5. Hovley Gardens (PG21-0018) in the amount of $3,980

6. Villa Portofino phase 25 (PG21-0011) in the amount of $1,420

7. Villa Portofino phase 1 (PG21-0026) in the amount of $2,560

8. Single Family Grading 143 Tepin Way (SFGR22-0005) in the amount of $1,360

9. Mechanics Bank (PG22-0040) in the amount of $820

10. Heartbeat at 22 (PG22-0037) in the amount of $1,440

11. Carmax Auto Superstore (PG23-0010) in the amount of $3,220

12. Palms to Pines Plaza West (PG23-0001) in the amount of $460

13. Single Family Grading 49981 Canyon View Dr (SFGR23-0002) in the amount of $980 BACKGROUND/ANALYSIS:

The Palm Desert Municipal Code Chapter 24.12 establishes minimum requirements for demolition activities and other land uses to reduce fugitive dust and particulate matter (PM10) emissions. A fugitive dust PM10 mitigation plan is approved prior to land alteration and mitigation measures are implemented throughout the construction phase.

The Palm Desert Municipal Code Section 24.12.070 requires a bond (or equivalent form approved by the city including a cash deposit) sufficient to completely stabilize all disturbed areas if the operator fails to adequately control dust or abandons the site in lieu of mitigating fugitive dust problems; and shall be easily accessible to the city to initiate stabilization measures without a significant delay. PM10 bonds were received prior to a grading permit. The Public Works Inspectors monitor and inspect the project to ensure there is compliance throughout the project.

During our municipal code review, staff and the city’s legal counsel have determined that City Council approval is required for the release of PM10 bonds. The City Council has approved the release of improvement and grading bonds for the listed projects. Moving forward with current projects, PM10 bonds will be released concurrently with the improvement and grading bonds. 553
City of Palm Desert
Release of PM10 Bonds for Completed Projects

Page 2 of 2 ends

The release of a PM10 bond is eligible at the time of the completion of the project where no disturbed areas remain. The following projects have an approved final public work inspection, and no further fugitive dust PM10 mitigation is required, therefore staff recommends approval.

Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:

The amounts listed below are currently being held in trust by the City and upon approval, refund checks will be issued. There is no fiscal impact to the General Fund with this action.

Project Date
Received Amount Surety Type Final PWInspection Date
Starwood Vacation Ownership 01/02/2008 $22,270 TD 4560 6/3/2011 Villa Portofino phase 29 7/15/2021 $1,420 Check 3044 3/18/2022 Villa Portofino phase 32 7/20/2021 $1,420 Check 3049 6/9/2022 Chick-Fil-A 9/22/2021 $740 Credit Card 6/21/2022
Hovley Gardens 12/16/2021 $3,980 Check 56579 8/29/2024
Villa Portofino phase 25 2/16/2022 $1,420 Check 3346 2/13/2023 Villa Portofino phase 1 4/15/2022 $2,560 Check 3498 11/13/2023 143 Tepin Way 8/9/2022 $1,360 Check 12945 1/10/2025
Mechanics Bank 3/23/2023 $820 Check 29463 3/19/2024
Heartbeat at 22 2/22/2023 $1,1440 Check 233 4/15/2024
Carmax Auto Superstore 4/12/2023 $3,220 Check 9415782 2/11/2025 Palms to Pines Plaza west 5/01/2023 $460 Credit Card 9/11/2023 49981 Canyon View Dr 6/8/2023 $980 Credi Card 3/20/2025 554

Page 1 of 4 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 26, 2025
PREPARED BY: Randy Chavez, Director of Public Works
Bertha A. Escobedo, Business Operations Manager
SUBJECT: ADOPT POLICIES FOR THE FLEET MANAGEMENT AND REPLACEMENT

SCHEDULE AND AUTHORIZE APPROPRIATION AND THE PURCHASE

OF SIX HYBRID VEHICLES
RECOMMENDATION:

1. Adopt a Resolution entitled “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

PALM DESERT, CALIFORNIA, ADOPTING ADMINISTRATIVE POLICY REGARDING FLEET MANAGEMENT.”

2. Adopt a Resolution entitled “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM DESERT, CALIFORNIA, ADOPTING FLEET REPLACEMENT SCHEDULE.”

3. Reject all bids received under OpenGov for Fleet Vehicles: Six 2025 Plug-In Hybrid 4-Door Vehicles.

4. Authorize the purchase of six 2025 Plug-In Hybrid 4-Door Vehicles through a Cooperative Purchasing Agreement from National Auto Fleet Group, from Watsonville, California, in the amount of $236,350.44, plus $10,000 in contingency for unforeseen items.

5. Appropriate $500,000 from unobligated Equipment Replacement Fund Balance to Account No. 5304310-440300.

6. Appropriate $2,681,980 from General Fund Balance Committed Equipment Replacement Reserve ($2,967,611) allocation and transfer out/in to Equipment Replacement Fund Capital Auto/Fleet Vehicles Account No. 5304310-4403000.

7. Authorize the City Manager to reallocate equipment, timing, and annual estimated costs to achieve economies of scale and/or proactively purchase available inventory.

8. Authorize the City Attorney to make necessary non-monetary changes to the agreement(s)

9. Authorize the City Manager to execute the agreement(s) and any other documents necessary to effectuate this action.

BACKGROUND/ANALYSIS:

Existing Fleet Vehicles:

Fleet management refers to the coordinated oversight of a municipality’s vehicles to ensure they are available, reliable, and suitable for the tasks required by each department. This includes vehicle procurement, maintenance, assignment, utilization tracking, and eventual replacement.

A well-managed fleet supports operational efficiency, cost control, and service delivery across the organization.

The City’s active fleet currently consists of 61 vehicles used to support daily municipal operations such as public works, code enforcement, inspections, and administrative duties. Of these, 31 vehicles are leased through Enterprise Fleet Management, and 30 are City-owned assets. The 555
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fleet includes a mix of trucks, sedans, SUVs, and vans assigned to specific departments based on operational needs.

Most of the current fleet was procured in Fiscal Year 2018-19 during a consolidated procurement and leasing transition, which standardized the City’s vehicle inventory and shaped its current structure. All 31 leased vehicles were acquired during this period. While the approach streamlined acquisition and improved consistency across departments, reliance on a single procurement year created a compressed replacement window that may pose operational and budgetary challenges over time.

Fleet Management Policy (Attachment 1):

The Study recommended the adoption of a formal Fleet Management Policy (Policy) and replace the 2010 Fleet Management Policy, to ensure a consistent approach to managing the City’s vehicle inventory over time. In response, the City has developed a Policy that outlines procedures for vehicle acquisition, assignment, replacement, and retirement. The Policy will establish standard replacement guidelines based on vehicle class, mileage, and service life, supplemented by condition-based assessments and metrics to inform decision-making. It will also clarify departmental responsibilities for tracking vehicle usage, reporting maintenance needs, and participating in replacement planning. Formalizing the Policy improves operational coordination, supports long-range capital planning, enhances budget forecasting, and ensures vehicle decisions align with service needs and regulatory requirements. The Policy is attached to a resolution presented for adoption. If adopted, Policy No. PW-002 will serve as the foundational administrative policy governing fleet operations, with subsequent procedures— such as the Fleet Replacement Schedule—issued in alignment with its provisions.

Fleet Replacement Schedule (Attachment 2):

A Fleet Replacement Schedule (Schedule) is a long-range scheduling tool used by municipalities to systematically plan for the timely replacement of vehicles based on operational needs, lifecycle performance, and cost-effectiveness. A Schedule helps avoid budget spikes by spreading capital costs over multiple years and ensures that aging vehicles are retired before reliability, safety, or maintenance concerns impact service delivery. It also provides a structured framework for aligning vehicle replacements with evolving regulatory requirements.

As part of the Study, the City’s consultant recommended implementing a phased Schedule to transition away from the current single-year acquisition model and phase out of the vehicle lease program. In response, the Schedule was developed based on vehicle condition, age, mileage, utilization, and department input. The Schedule includes both leased and City-owned vehicles and allows flexibility to adjust timelines based on operational needs and available funding. The total estimated cost of implementing the Schedule primarily over a five-year period is $3,326,000, which includes $246,350.44 for the initial purchase of the six carpool vehicles that under Action 4 of this report.

By adopting the Schedule, the City will improve budget predictability, extend the useful life of its fleet through timely replacements, and reduce overall lifecycle costs. The Schedule also supports ongoing compliance with regulatory requirements and aligns with industry standards/best practices for public fleet management. The Schedule is included in the resolution 556
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presented for adoption and will be formalized as Administrative Procedure No. PW-002A under the City’s Fleet Management Policy.

Fleet Vehicle Study (Attachment 3):

To support the long-term sustainability, safety, and efficiency of its fleet operations, in January 2024, the City retained Matrix Consulting Group under Contract No. A47220 to conduct a comprehensive Fleet Vehicle Study (Study) that was completed in November 2024. The Study evaluated all 61 active vehicles, reviewing their condition, utilization, departmental assignment, maintenance history, City procurement practices, and lease-versus-own strategies. It also assessed internal fleet policies to identify opportunities for improvement and alignment with industry standards/best practices.

In December of 2024, Amendment No. 1 to the Matrix contract in the amount of $81,080 was approved to extend the fleet management support services through December 31, 2025, and include support services for the implementation of the new Electric Vehicle Charging Stations.

Monthly support tasks include tracking maintenance, reviewing filings, and managing vehicle specifications. Annual tasks address vehicle replacement planning, utilization reviews, and compliance with California Air Resources Board (CARB) guidelines.

Fleet Vehicle Acquisition (Attachment 4):

As part of the Fiscal Year 2024-25 budget, the City Council allocated funding to begin replacing the carpool fleet with electric vehicles. The directive was established prior to the development of the Study and reflects the City’s broader goals of reducing emissions and modernizing its vehicle operations. To implement this directive, the procurement was advertised via the City’s bid portal, OpenGov (Project ID No. 2025-IFB-174), and one bid was received electronically by April 17, 2025. The bid was from Envision DTE FD Auto LLC, from Duarte, California, in the amount of $252,110.

Concurrently, staff obtained pricing through Sourcewell, a cooperative purchasing program and public agency. The Sourcewell quote totaled $236,350.44, providing lower pricing than the formal bid. Based on this comparison, staff recommends rejecting all bids received through the City’s formal bid process. Pursuant to PDMC Section 3.30.160(E), staff recommends proceeding with the acquisition of the six carpool vehicles through Sourcewell at the established amount, and include a $10,000 contingency for unforeseen items, for a total request of $246,350.44.

Conclusion:

To strengthen the City of Palm Desert’s fleet operations, a comprehensive study analyzed existing practices and recommended long-term strategies. Based on the study’s recommendations, staff proposes adopting two interrelated policies: the Fleet Management Policy (Policy No. PW-002), which provides a structured framework for citywide fleet oversight, and the Fleet Replacement Schedule (Policy No. PW-002A), which formalizes a phased approach to vehicle replacement. Staff will return with additional policies as suggested by the Study and to implement best practices. Concurrently, staff evaluated procurement options for carpool vehicles budgeted in Fiscal Year 2024-25. As such, this report recommends rejecting all formal bids for six vehicles and proceeding with the purchase of six plug-in hybrid vehicles through a cooperative purchasing program.
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Legal Review:

This report has been reviewed by the City Attorney’s Office.

FINANCIAL IMPACT:

The approved Capital Improvements Project (CIP) List for Fiscal Year 2024-25 includes $250,000 for the acquisition of hybrid carpool vehicles and $300,000 in the proposed FY 2025- 26 CIP List for Fleet Replacement. Implementation of the 5-Year Vehicle Replacement Schedule requires approximately $3,326,000 in total; however, this includes the purchase of the six carpool vehicles. The Equipment Replacement Fund has unobligated cash in the amount of $500,000 that can be used toward the fleet plan. The General Fund Committed Equipment Replacement Reserve has a current allocation of $2,967,611. In order to achieve economy of scales, staff requests an appropriation and transfer of $2.7 million from the General Fund Equipment Reserve to the Equipment Replacement Fund 5304310-4400300.

A balance of $267,611 will be left in the reserve for equipment and the required amount will be replenished per the policy, from uncommitted General Fund balance.

The following table illustrates the budget and costs of the fleet replacement schedule for the next five years. By approving the full amount, staff can bundle fleet procurement requests to realize economy of scale savings. It also provides flexibility to purchase vehicles based on availability and potential savings.

Description Action Budget Expenses Balance
5304310-4403000 FY 2024/25 $250,000
5304310-4400300 FY 2025/26 $300,000
A47220 Matrix Consulting 03/04/2024 $64,900.00
A47220 -Amend #1 12/09/2024 $81,080.00
*Six Hybrid Carpools 06/26/2025 $236,350
*Contingency 06/26/2025 $10,000.00
*5-year Replacement 06/26/2025 $3,089,650
*Appropriation from Equip Cash $500,000
*Appropriation from Equip Reserve 06/26/2025 $2,700,000 Skid Loader Equipment Pending $250,000
Totals $3,750,000 $3,731,980 $18,020
*Current requests
The fund balance and unused contingency amount will be reallocated to other equipment orders, as needed.

ATTACHMENTS:

1. Fleet Vehicle Study

2. Resolution (Fleet Management)

3. Resolution (Fleet Replacement Schedule)

4. Vehicle Purchase Quote
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Table of Contents

1. Executive Summary 1

2. Fleet Overview 4

3. Regulatory Requirements and Standards 11

4. Fleet Composition Analysis 15

5. Leasing Versus Purchasing Evaluation 33

6. Fleet Replacement Plan 47

7. Fleet Maintenance Plan 54

8. Implementation Guidance 63
Appendix A: List and Terms of Leased Vehicles 65
Appendix B: Comprehensive Maintenance Plan Framework 68 560
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1. Executive Summary
Matrix Consulting Group was engaged to conduct a fleet and electrification study for the City of Palm Desert. This study reviews the existing fleet and makes recommendations regarding the future management of the fleet.

Key areas of focus include the composition of the fleet to efficiently meet the operational needs of the City, compliance with applicable regulations regarding zero-emissions vehicles, the respective value of leasing and purchasing, the adoption of cost-effective replacement cycles, and the maintenance and staffing resources needed to support the fleet.

1.1 Study Overview
The study entailed a series of analytical tasks, each of which contributed to answering the key questions and developing recommendations. These included:

1. The project team collected data on the City’s fleet and conducted interviews with staff to develop a deep understanding of the organization and its operations.

Based on this, a descriptive profile was created summarizing the existing fleet composition, the City’s fleet facilities, budget, organizational structure, staffing, policies, and technology resources.

2. The project team interviewed points of contact within each department and division of the City, learning about the daily use of their fleet assets, their fit for their assigned function, and the City’s intended disposition of the asset. Odometer readings and GeoTab GIS data were collected. Based on this, recommendations for the future state composition of the fleet were developed. These recommendations included eliminating some underused vehicles and changing others to classifications that are more standardized or better suited to the specific needs of the City.

3. The project team reviewed the relevant regulatory requirements regarding zeroemission vehicle (ZEV) adoption and electrification. Based on the timeframes from these regulations and the appropriate replacement lifecycles for each unit, specific timelines and powertrains for the replacement of each fleet asset were recommended.

4. The project team analyzed the costs of leasing and purchasing. This included a comparison of the annualized total cost of ownership (TCO) for each option, as well as non-cost factors such as management responsibility and the impact of ZEV 561
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adoption. Fleet replacement recommendations were developed to align with the optimal fleet leasing/ownership approach.

5. The project team created a detailed fleet replacement plan for each individual vehicle and each recommended classification. This plan aligns with the requirements of the City’s operational needs, cost-efficient replacement lifecycles, regulatory requirements for ZEV adoption, and lease agreement timelines.

6. The project team recommended an approach to maintenance and staffing for supporting the fleet. This includes preventive maintenance tasks and schedules which can be tracked in the City’s fleet management software, and job roles and responsibilities for a position overseeing the fleet.

The study’s analysis and recommendations provide a roadmap for the City as it navigates the end of many of the current leases, the regulatory environment related to ZEV adoption and electrification, and the adoption of fleet management software and maintenance planning.

1.2 Summary of Key Findings and Recommendations
While each of the sections of this report discusses our findings in more detail, the following bullets summarize the answers to the key questions in the study in the form of findings and recommendations.
• Fleet Composition: The fleet can be right-sized by eliminating three units or scheduling them for non-replacement. The City’s future fleet will also include fewer classifications in order to standardize assets, more zero-emissions vehicles, and more four-wheel drive units.
• Regulatory Compliance: The City’s focus for compliance will primarily be on the Advanced Clean Fleets (ACF) rule, which applies to medium- and heavy-duty assets. The “milestone” approach will require the addition of two ZEV models in this category by 2026, two additional units by 2029, and more ZEV vehicles in subsequent years. The City is free to use light-duty vehicles in any powertrain, but manufacturers are likely to increasingly emphasize ZEV units in this category due to the Advanced Clean Cars (ACC) rule.
• Leasing and Ownership: The City should adopt an ownership strategy instead of leasing, saving about $50,000 per year. The City should purchase most of its leased units from Enterprise this year, terminate leases where purchasing a replacement immediately is appropriate, and extend two leases to 2026 in preparation for their replacements.
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• Staffing: The City should hire a Fleet Coordinator position to manage the fleet.

This position would be responsible for vehicle acquisition and disposal, managing vendor contracts for maintenance and repairs, and managing the City’s fleet management software.
• Maintenance: The City should enter into a contract for preventive maintenance on the fleet and additional contracts for repairs and specialized fleet work. These contracts may be with other government agencies such as a nearby city or the County of Riverside, or with a private vendor such as a fleet management company. The City should use the provided preventive maintenance schedules to plan and monitor contracted maintenance and repairs.
• Fleet Management: The City should adopt a number of fleet management policies and practices such as a utilization policy, a multi-year replacement plan, a department charge-back methodology, and a specifications development process.

The use of Cartegraph and other data sources will be essential for maintenance management, generating reports, and strategic decision-making.

The background and rationale for each of these recommendations is provided in the following chapters.

1.3 Implementation Note
The analysis and recommendations in this report have been developed over the course of the study, which concluded at the end of October 2024. Likewise, the implementation guidance in this document is applicable to the conditions and circumstances of that time period. The City’s approach to implementation will necessarily change, however, as conditions and circumstances fluctuate.

The replacement plan should be viewed flexibly. As additional staff are added to the City’s roster, State regulations change, or vehicles become inoperable unexpectedly due to collisions or breakdowns, the vehicle replacement plan will change. When adjusting the replacement plan, the City should always consider the impact to cost of asset ownership and CARB regulations.

Early replacements of light-duty zero-emissions vehicles can be undertaken with minimal impact. Additions of medium- and heavy-duty (ACF) vehicles should be approached more cautiously to ensure ongoing compliance with the advanced clean fleets (ACF) rule. 563
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2. Fleet Overview
This chapter provides a fleet overview that summarizes the current organization and operations of the City’s fleet, as well as existing asset inventory, facilities, budget, technology use, and relevant policies. This overview section does not attempt to include every organizational and operational facet related to the fleet. Instead, it provides a summary profile that can be used as a starting point to show how specific recommendations will impact the organization’s approach – whether in organizational structure, operational practices, or in the makeup and management of the fleet.

2.1 Fleet Overview
The fleet function in Palm Desert is part of the Public Works Department. The Streets and Fleet Supervisor oversees streets work and the City’s fleet.

The fleet consists of 61 active vehicles and equipment pieces including 32 light-duty pickups, ten medium-duty trucks of various configurations, and nine sedans and SUVs.

Half of the fleet, including the majority of light-duty vehicles, is leased.

The following table provides a total count and average age in years – as of June 2024 – for each vehicle classification.

Current Fleet Inventory
Classification Count Avg. Age
City-owned 30 9.3
Cart/ATV 3 22
Sedan 1 8
Truck HD Dump 1 5
Truck HD Tank 1 5
Truck LD .5 Ton 12 9.3
Truck LD Compact 2 7
Truck MD 1 Ton 5 10
Truck MD 1 Ton Dump 1 8
Truck MD Class 4 Paint 1 2
Truck MD Class 5 1 23
Truck MD Class 5 Aerial 2 5.5
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Classification Count Avg. Age
Leased 31 5.9
Sedan 5 5.6
SUV Small 3 6
Truck LD .5 Ton 18 6
Truck MD 1 Ton 3 6
Truck MD 1 Ton Dump 1 6
Truck MD Class 5 1 -
Grand Total 61 8.5
The next graph demonstrates the number of assets in the active fleet by model year, separating city-owned from leased units. It shows that starting in 2018, the majority of the City’s fleet acquisitions are leased units.

Current Fleet by Model Year
The fleet is used for a variety of functions, with Public Works being the largest user. The following table shows the count of each classification type along with average annual utilization in miles.

Current Fleet by Utilization
Classification Count Avg. Utilization
Cart/ATV 3 N/A
Sedan 6 2,834
SUV Small 3 2,732
Truck HD Dump 1 1,460
Truck HD Tank 1 1,834
Truck LD .5 Ton 30 4,849
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Classification Count Avg. Utilization
Truck LD Compact 2 7,034
Truck MD 1 Ton 8 6,643
Truck MD 1 Ton Dump 2 4,043
Truck MD Class 4 Paint 1 N/A
Truck MD Class 5 2 N/A
Truck MD Class 5 Aerial 2 8,855
Total 61 4,854
Most of the fleet assets are fueled by unleaded gasoline, but a few units are electric or diesel-powered. The following table shows a count of the current fleet by fuel type, for those available.

Current Fleet by Fuel Type
Fuel Type Count Percentage
Diesel 3 4.84%
Electric 3 4.84%
Gas 55 88.71%
Multiple 1 1.61%
Most preventive maintenance and repair work is outsourced to private vendors; only very minor tasks such as wiper blade replacement are handled by maintenance workers.

2.2 Facilities
Palm Desert has a maintenance shop at the corporation yard at 74705 42nd Ave, a building which is about 25 years old. The facility has space for three heavy-duty work bays, but the facility has not been built out or equipped for work because the City outsources maintenance and repairs. It has no lifts or tools and is only used to store some fluids and oil. The building also has four offices and an exterior car wash bay, which was built after the original building.

The site has a dispenser for unleaded fuel with a 2,000-gallon tank, and a dispenser for diesel fuel with a 1,000-gallon tank.

The corporation yard operates on a 9-80 schedule. Staff work from 5 a.m. to 2:30 p.m.

Monday through Thursday. Fridays are from 5:30 a.m. to 2 p.m. with every other Friday off.
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Palm Desert Corporation Yard – Aerial View

2.3 Budget
The fleet budget is managed as part of the general fund with each department making annual requests for vehicle replacements. Annual lease payments have constituted the largest annual expenditure in recent years. The budget for the current fiscal year shows $1.56 million in planned equipment purchases as well as an increase in expected maintenance costs.

FY21-22 Actual FY22-23 Actual FY23-24 Budget
Operations $302,415 $318,788 $409,083
Fuel $135,102 $133,134 $137,500
Maintenance $167,314 $185,654 $240,000
Fuel Management System - $0 $31,583
Capital $249,280 $232,777 $1,775,052
Equipment Purchases 4403000 $6,250 - $1,356,111
Equipment Purchases 4404500 - - $200,000
Annual Lease Payments (Enterprise) $243,030 $232,777 $218,941 Total $551,695 $551,565 $2,184,135
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2.4 Organization
The following organizational chart shows the current structure of the fleet organization in Palm Desert. The oversight of fleet operations falls to the Streets Maintenance Supervisor who reports to a Deputy Director of Public Works. The two Senior Maintenance Workers and nine maintenance workers primarily focus on streets work with periodic fleet-specific tasks. An Administrative Assistant provides administrative support for the fleet as part of their other duties, and some fleet management and oversight responsibilities fall to a Senior Project Manager who reports to the Deputy Director of Public Works. Each staff member has a role in fleet management as a small fraction of their overall workload, but none are assigned fully to manage the fleet.

2.5 Job Descriptions
The next table shows a summary of the key roles and responsibilities of each position. It is important to note that the maintenance workers are not mechanics and perform little work on vehicles.

Deputy Public
Works Director
(1)
Streets
Maintenance
Supervisor
(1)
Administrative
Assistant
(1)
Senior
Maintenance
Workers
(2)
Maintenance
Workers
(9)
Senior Project
Manager
(1)
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Position Title Key Roles and Responsibilities
Streets Maintenance
Supervisor
• Plan, organize, and supervise the maintenance, repair, and construction of city streets, fleet vehicles, and other infrastructure; ensure compliance with safety standards and operational guidelines.
• Monitor and evaluate staff performance, provide training, and manage resources and equipment necessary for street
maintenance activities.
• Oversee the preparation of reports, manage budgets, and participate in the bidding and procurement processes for maintenance projects and materials.
• Coordinate with other city departments, contractors, and external agencies to ensure effective execution of street maintenance operations and respond to public inquiries or emergencies as needed.

Senior Maintenance
Worker
• All duties of Maintenance Worker.
• Oversee teams of Maintenance Workers, ensure work is done to satisfactory standards, report to the Supervisor and assist Maintenance Worker • Operate city vehicles safely and responsibly, and take vehicles to vendors and dealerships for preventive maintenance and repairs. • Perform maintenance and repair tasks on city streets, sidewalks, and related infrastructure.
• Operate and maintain a variety of tools and heavy machinery such as paving equipment, paint stripers, and other maintenance equipment.
• Conduct regular inspections and ensure cleanliness and safety of public roads and pathways, removing debris and hazards.

Administrative Assistant • Provide general administrative support to the Street Maintenance Supervisor, such as scheduling meetings, preparing
correspondence, and managing calendars.
• Assist in the procurement of vehicles, parts, and equipment by obtaining quotes, preparing purchase orders, and tracking deliveries.
• Assist in contract administration, including coordinating contract renewal and ensuring timely execution of contract documents. • Update vehicle information as requested, mileage, drivers assigned, vehicle specifications, and any other pertinent details.

Senior Project Manager • Negotiate and manage leased vehicle contracts, ensuring compliance and accurate record-keeping.
• Support fleet policy development, coordinate with stakeholders, and contribute to strategic planning for optimized fleet operations. • Conduct market research, prepare cost-benefit analyses, and assist in procurement documentation for purchasing fleet vehicles. 569
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2.6 Policy Framework
The following table summarizes the City’s key fleet operations and asset management policies.

Policy Description
Fleet Services Policy
and Procedure (2010)
Outlines the administrative guidelines for the use and maintenance of city fleet vehicles. Specifies the responsibilities for procuring and maintaining fleet vehicles, assigning them to employees, and providing pool vehicles.

Includes rules for vehicle operation, emphasizing safety and seat belt use, a ban on smoking and handheld cell phone use, and restrictions against operating vehicles under the influence. Covers maintenance, fueling procedures, insurance, and registration requirements, as well as guidelines for the use of personal and rental vehicles for city business.

Capital and
Inventoriable Assets
Management
Sets thresholds for capitalization and details requirements for the accounting of purchased, donated, or developed assets. It mandates recording assets at historical cost and outlines specific procedures for depreciation using the straight-line method.

Disposal of Surplus
Property and
Equipment
Defines procedures for responsibly disposing of surplus property and equipment, including criteria for declaring items as surplus and the various methods of disposal like donation, sale, or recycling.

2.7 Technology
The following table provides a summary of the technology utilized in fleet operations.

Each tool or application is accompanied by a description of its functionality and the primary ways it is used.

Technology Description
Cartegraph Asset management system used city-wide, functions as the fleet management system.

Contains records of all vehicles and equipment.

Gasboy Drivers use key fobs for fuel, and each fueling includes the driver and vehicle number which goes into a database.

Geotab Automatic vehicle location and GIS-powered data collection system being implementation to generate data on vehicle usage, efficiency, and safety.

NetworkFleet Real-time vehicle tracking, diagnostics, and reporting program offering insights into performance, fuel usage, maintenance needs, and driver behavior. 570
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3. Regulatory Requirements and Standards
A crucial component of any city’s fleet strategy is compliance with state and regional requirements for zero-emissions vehicles. The California Air Resources Board (CARB) has developed regulations and maintains a robust collection of resources intended to guide the widespread introduction of zero-emission cars, trucks, and equipment. This effort includes a wide variety of programs, resources, and zero-emission vehicle information available at CARB’s Zero-Emission Transportation webpage1.

Three primary regulations are most relevant to municipal fleet electrification because they impose mandatory requirements upon public and private fleet operators, and manufacturers who sell their vehicles in California. The Advanced Clean Cars and Advanced Clean Trucks regulations directly impact vehicle manufacturers who sell their vehicles in California. The Advanced Clean Fleets regulations directly impact fleets.

3.1 Advanced Clean Cars
The Advanced Clean Cars (ACC) program combines several regulations into one package. Advanced Clean Cars I was adopted in 2012 and created regulations aimed at scaling down emissions of light-duty passenger cars, pickup trucks and SUVs by requiring an increased number of zero-emission vehicles (ZEVs) to meet air quality and greenhouse gas emissions reduction goals. The Advanced Clean Cars II regulations were adopted in 2022, imposing the next level of low-emission and ZEV standards for model years 2026- 2035 that contribute to meeting federal ambient air quality ozone standards and California’s carbon neutrality targets. Current regulations require that, by 2035, all new passenger cars, trucks and SUVs sold in California will be zero emission vehicles.

The regulations are two-pronged. First, the Zero-emission Vehicle Regulation supports Governor Newsom’s 2020 Executive Order N-79-20 that requires all new passenger vehicles sold in California to be zero emissions by 20352. Second, the Low-emission Vehicle Regulations include increasingly stringent standards for gasoline cars and heavier passenger trucks to continue to reduce smog-forming emissions. The chart below illustrates the increasing percentage of zero-emission vehicle sales requirements that vehicle manufacturers are required to meet, including battery-electric and plug-in hybrid vehicles, by 2035.
1 California Air Resources Board (CARB). Zero-Emission Transportation, https://ww2.arb.ca.gov/our-work/topics/zeroemission-transportation. 2 State of California Executive Department. Executive Order N-79-20. 9/23/2020, https://www.gov.ca.gov/wpcontent/uploads/2020/09/9.23.20-EO-N-79-20-Climate.pdf. 571
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California Advanced Clean Cars (ACC) Requirements
Source: California Air Resources Board (CARB) – arb.ca.gov

3.2 Advanced Clean Trucks
Starting with the 2024 model year, the Advanced Clean Trucks (ACT) regulation requires manufacturers to sell zero-emission vehicles (ZEVs) as an increasing percentage of total medium- and heavy-duty sales in California. By the end of the 2024 model year, 5% to 9% of sales need to be ZEVs, depending on the truck category. Manufacturers were able to receive early credits for selling 2021 through 2023 model year ZEVs. They also have the flexibility to sell more ZEVs in one category while selling fewer in another, with the caveat that they must still sell a minimum number of ZEV tractors. Manufacturers were also allowed to trade or bank credits from excess ZEV sales and have one extra year to make up any shortfall.

In response to the ACT regulation, the sales of new ZEV medium- and heavy-duty trucks in California in 2023 doubled from the prior year, representing 1 out of every 6 new ACTregulated vehicles. With more than 18,000 medium- and heavy-duty ZEVs sold in California in 2023, the state exceeded its ACT goal two years ahead of schedule and sold five times the number of ZEVs required by the regulation, according to a report released by CARB3.
3 California Air Resources Board (CARB). Advanced Clean Trucks Credit Summary Through the 2023 Model Year, https://ww2.arb.ca.gov/resources/fact-sheets/ACT-Credits-Summary%202023. 572
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3.3 Advanced Clean Fleets
Approved on April 28, 2023, the Advanced Clean Fleets (ACF) regulation applies to vehicles with a gross vehicle weight rating (GVWR) greater than 8,500 lbs. and sets “stringent emission standards for mobile sources that are needed to protect the public health and welfare of Californians by improving air quality and by mitigating the harms posed by greenhouse gases”4. The ACF regulation complements the Advanced Clean Trucks regulation and is aimed at advancing the introduction of zero-emission technologies into California’s truck and bus fleets, requiring fleets that are well suited for electrification to reduce emissions through requirements to both phase-in the use of ZEVs for targeted fleets and requirements that manufacturers only manufacture ZEV trucks starting in the 2036 model year. Achieving these and other milestones will contribute to meeting the goals in Governor Newsom’s 2020 Executive Order N-79-205.

There are two approaches that State and local government fleets can use to comply with ACF regulations. Option 1 (sometimes referred to as the ‘Model Year Option’) dictates that fleets must ensure, beginning January 1, 2024, that 50% of their annual vehicle purchases are ZEVs, and beginning January 1, 2027, that 100% of vehicle purchases are ZEVs. Near-zero-emissions vehicles, as defined in the regulation, with a vehicle model year of 2035 or earlier, count the same as ZEVs for this requirement. New internal combustion engine (ICE) vehicles, 2024 or newer, must have an engine certified to applicable California emissions standards and emissions-related requirements, and any used ICE vehicle added to the fleet must have a 2010–2023 model year engine. The required ZEV percentages by model year under this option are shown in the table below.

Required ZEV Purchases by Year (Model Year Option) 2024 2025 2026 2027 2028+ Percent of Vehicles 50% 50% 50% 100% 100%
Option 2 is the ZEV Milestones Option, which allows State and local governments the flexibility of phasing in ZEVs based on the suitability of different vehicles in their fleets.

Under this option, vehicles are categorized according to three “milestone groups”. Each milestone group carries with it an increasing percentage of annual vehicles purchases that must be ZEVs. The percentages by milestone group are shown in the table below. It should be noted that all 17 of the ACF-regulated vehicles in the Palm Desert fleet fit into Milestone Group 2.
4 California Air Resources Board (CARB). Advanced Clean Fleets, https://ww2.arb.ca.gov/ourwork/programs/advanced-clean-fleets/about. 5 State of California Executive Department. Executive Order N-79-20. 9/23/2020, https://www.gov.ca.gov/wpcontent/uploads/2020/09/9.23.20-EO-N-79-20-Climate.pdf. 573
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Required ZEV Composition (Milestones Option) 10% 25% 50% 75% 100% Milestone Group 1: Box trucks, vans, buses with two
axles, yard tractors, light-duty package delivery vehicles 2025 2028 2031 2033 2035
Milestone Group 2: Work trucks, day cab tractors,
pickup trucks, buses with three axles
2027 2030 2033 2036 2039
Milestone Group 3: Sleeper cab tractors and specialty
vehicles
2030 2033 2036 2039 2042
Based on the fleet composition and vehicle utilization analysis, the ACF Milestones Option is recommended. When opting into the ZEV Milestones Option, the fleet owner must report this intention. After electing to use this option, fleet owners are no longer subject to, and may not switch back to, the State or Local Government Fleet Requirements.

3.4 Reporting
Regardless of the option selected, ACF requires fleets to report their vehicle information through the Truck Regulation Upload, Compliance and Reporting System (TRUCRS).

TRUCRS reporting information, guidance and a link to the submission portal is available at CARB’s TRUCRS Reporting Information webpage6.

Recommendations
The following recommendations pertaining to fleet regulation should be adopted by the City:

1. Adopt option 2 (Milestones Approach) for ZEV compliance.

2. Report the option selected and vehicle selection information through TRUCRS. 6 California Air Resources Board (CARB). TRUCRS Reporting Information, https://ww2.arb.ca.gov/ourwork/programs/truck-bus-regulation/trucrs-reporting-information. 574
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4. Fleet Composition Analysis
This chapter provides the project team’s analysis of the City’s fleet and recommendations for right-sizing and reallocation based on sound fleet utilization principles. It also includes and an assessment of EV replacement needs based on the market for these vehicles and the regulations governing fleet emissions. It provides a summary and a preliminary recommendation for each vehicle.

4.1 Analysis Framework and Principles
In addition to the regulatory requirements outlined in Section 3, the transition and replacement plan is shaped by factors including the efficiency of fleet composition, the cost-effectiveness of replacement lifecycles, the availability of ZEV vehicles in the market, and the timing of leasing and purchasing decisions.

1. Fleet Composition
Efficient fleet composition calls for organizations to have a mobility mindset. When a transportation requirement is identified, management and users should first ask whether that requirement can be met most efficiently by means such as leasing, renting, public transportation, employee reimbursement, or pooled vehicles. Vehicle leasing/ownership should be undertaken only when the business case is framed by the organization’s needs and the cost to taxpayers justifies it. When leasing/ownership is the best option, care should be taken in matching the asset to the requirement in a way that promotes efficiency and sustainability.

2. Fleet Replacement Timelines
Vehicles and equipment should be replaced at the point that will minimize the Total Cost of Ownership (TCO) to the City7. This is usually just before the maintenance costs associated with an older vehicle start to spike. By establishing a standard set of replacement cycles as the basis for replacement decisions and replacement funding, the City can prevent the recurrence of an aged fleet, which is costly and inefficient. A set of replacement cycles can be used for each classification of motorized vehicles and equipment in the fleet. These are shown in the following table. 7 TCO methodologies are discussed further in Section 5. 575
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Suggested Fleet Replacement Lifecycles
Classification Lifecycle (years)
Sedan 10
SUV Small / Crossover 10
Truck LD 1/2 Ton 10
Truck LD Compact 10
Truck MD 1 Ton 12
Truck MD Class 4/5 15
Truck HD Dump 15
Truck HD Tank 15
Cart/ATV 15
These standard replacement lifecycles have been used to project estimated replacement timing for vehicles to minimize the total cost of ownership.

4.2 Methodology
This section describes the three-step methodology used to develop the EV transition and fleet composition plan.

1. Fleet Composition Review
The first step of the right-sizing and reallocation analysis was to interview stakeholders to discuss the vehicles and equipment in each division. These interviews provided information about the daily use of these assets, their fit for their assigned function, and the City’s intended disposition of the asset.

Along with these interviews, mileage data was collected from each vehicle – both their odometer reading and a set of data from the GeoTab GIS vehicle location system which is installed on some of the vehicles. This data allowed for a comparison of interview findings with information about units’ frequency of use, typical driving durations, and average annual mileage.

Based on this analysis, one of the following dispositions was assigned to each asset:
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Immediately At Next Cycle
Replace in Kind Replace the asset with the same
type immediately, typically because
it is aged past its lifecycle.

Replace the asset with the same
type at the next replacement cycle.

Right-Type Replace the asset with an asset
more suited to the job function
immediately, typically because it is
aged past its lifecycle.

Replace the asset with an asset
more suited to the job function at
the next replacement cycle.

Eliminate Dispose of the vehicle as soon as
possible through an appropriate
remarketing method.

Dispose of the vehicle when it is
next due for replacement, and do
not replace it.

These recommendations were adjusted later in the process after analyzing the impacts of leasing and purchasing.

2. Zero Emissions Conversion Review
In the second step, the suitability of various electric vehicle types (e.g., sedans, vans, trucks) to meet the City's operational needs was evaluated. This analysis was based on the current and expected commercially available EV options, as well as consideration of the City’s operational needs and charging requirements. Additionally, this review considered the impact of the applicable regulations and the urgency of EV transition to comply with them.
• Light-Duty Vehicles: The light-duty fleet consists of 44 vehicles, of which 26 (60%) are Ford F-150 ½-ton pickup trucks, five are similar trucks from other manufacturers, and nine are sedans and small SUVs. There is also a single Neighborhood Electric Vehicle (NEV), two electric carts, and one historical vehicle in service. The light-duty EV market is well-developed and there are viable EV options for all the ICE powered light-duty vehicles in the fleet. • Medium- and Heavy-Duty Vehicles: The medium- and heavy-duty fleet consists of 17 vehicles that are subject to ACF regulations, of which nine are Class 3, six are Class 5, and two are Class 6 trucks. While there are existing EV options available in each of these vehicle classes, individual vehicle utilization is highly variable and needs to be accounted for as electrification of this subset of the fleet to achieve regulatory compliance is accomplished.

3. Preliminary Replacement Recommendations
In the third step, a preliminary recommendation was developed for each unit. This incorporated the year-by- year replacement of each asset and the integration of electric vehicles into the City's fleet, considering operational demands and the market availability 577
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of suitable EV options. The recommendations were designed to comply with the relevant state regulations and timelines as described in Section 3, focusing on the assets in the City’s fleet which are best-suited for EV replacement. The plan did not include the leasing and purchasing analysis, which were completed later in the study. The full replacement plan, which includes updated timeline recommendations, is provided in Section 6.

4.3 Analysis of Fleet Data
The City provided access to the GeoTab GPS data for the fleet, which tracks the locating and timing every time a vehicle is turned on. It is only installed on a subset of vehicles, but it provides a data-rich view of their usage including the number of days a vehicle is driven, the average number of hours in use on days when it is driven, and the maximum single-day number of hours in use. The following table shows this data.

GeoTab Data for Available Units (12 months ending 3/31/24) Asset # Department Description Days Driven Daily Avg 1-Day Max 1 DPW - Facilities 2018 F-150 175 1:00:40 2:51:16
2 Dev - Bldg & Safety 2018 F-150 185 2:33:24 5:04:42
4 DPW - Streets 2018 F-350 3 4:01:38 4:50:54
5 Pool Vehicle 2019 Ford Fusion 116 0:43:38 3:24:14
6 Dev - Code 2018 F-150 203 1:45:26 4:07:58
7 DPW - Director 2018 F-150 85 0:44:48 3:51:14
10 Capital Projects 2018 F-150 184 2:22:30 5:21:50
77 DPW - Traffic 2018 F-350 10 1:49:09 2:49:00
78 Capital Projects 2018 F-150 174 1:06:57 4:57:32
79 DPW - Streets 2018 F-150 210 1:44:58 6:43:47
80 COPS Program 2018 Ford Escape 62 2:19:07 3:58:02
81 COPS Program 2018 Ford Escape 55 2:01:09 5:21:10
82 DPW - Streets 2018 F-350 199 2:15:49 5:52:36
83 Pool Vehicle 2018 Ford Fusion 145 0:41:28 5:30:44
84 DPW - Facilities 2018 F-150 185 1:22:20 3:24:04
86 DPW - Streets 2018 F-550 75 1:45:02 5:36:18
87 DPW - Streets 2018 F-350 Dump 170 2:13:49 6:50:33
88 COPS Program 2018 Ford Flex 138 2:40:54 5:28:56
90 Pool Vehicle 2018 Ford Escape 142 0:46:07 4:56:33
91 DPW - Landscape 2018 F-150 196 2:10:50 5:42:08
92 Dev - Bldg & Safety 2018 F-150 138 2:13:16 3:57:38
94 Pool Vehicle 2019 Ford Flex 99 0:41:19 4:34:03
95 DPW - Landscape 2018 F-150 222 1:52:11 6:01:27
96 Dev - Bldg & Safety 2018 F-150 191 2:08:59 3:09:44
99 Capital Projects 2018 F-150 174 1:08:34 4:24:25
100 Dev - Bldg & Safety 2018 F-150 180 1:23:07 3:03:23
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This data provides some important points regarding utilization and suitability for EV transition:
• Most vehicles are driven regularly. The average among this group was 145 days over the course of the year, and 70% of units were driven at least 125 days. The vehicles that show lower utilization levels had broken sensors or are shared or special-purpose units which can justify less frequent use. • The average daily use is moderate. The average daily use for this group was an hour and 45 minutes, with 80% of units averaging less than 2 hours and 15 minutes. One vehicle averaged just over 4 hours, but no other unit averaged more than 2 hours and 40 minutes.
• Vehicles are rarely if ever pushed for long durations. The typical 1-day max during the year was 4 hours and 41 minutes, and no vehicle was driven on any day more than 6 hours and 50 minutes.

The GeoTab data shows that the utilization of most vehicles is strong. While it only included 26 units, it shows that the average daily use of the fleet – as well as the maximum duration of use – is moderate. Because of this, electric vehicles are good candidates as long as the City’s charging infrastructure can support them.

4.4 Fleet Composition Analysis and Recommendations
The following section provides analysis and recommendations for each vehicle in the City’s inventory. It includes vehicle right-typing and reallocation recommendations as well as a determination of each unit’s suitability for EV conversion and a timeframe for the transition. Key findings from the analysis include:
• As stated above, the GeoTab data provided by the City covered 26 units (43%) of the 61 operational assets in the fleet inventory, preventing a full utilization determination for some vehicles beyond a simple calculation of average miles per year. Where available, the GeoTab data showed that no unit had average daily use above 4 hours, and no unit had a maximum daily use in any day greater than 6 hours and 50 minutes. This suggests that most vehicles’ use is compatible with EV transition.
• In response to the recent storm and flooding in Palm Desert this spring, the City Manager’s Office has asked that the number of 4WD vehicles be increased in order to provide capacity for sand/mud operations as needed in case of future 579
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storm/flooding/mudslide events in the City. Additional units have been recommended for 4WD replacement to provide requested capacity within the fleet.

The findings and recommendations in the following sections do not include specific timeframes, because those depend on the impacts of leasing and purchasing decisions.

The full replacement plan – including timeframes – can be found in Section 6, which includes considerations of leasing and purchasing decisions as well as the utilization and EV transition analysis.

1. Public Works – Streets
The Streets Division is responsible for maintaining the City’s streets and sidewalks, conducting pavement repairs, resurfacing, and some traffic markings. The Division is supported by 15 vehicles, primarily a mix of light-duty and medium-duty trucks and their specialized configurations and attachments for road work.

The following table discusses the recommended type and disposition for each vehicle, as well as its candidacy for EV conversion based on its utilization, the EV market, and CARB regulations. A recommendation and timeframe are provided for each unit.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
3 2004 F-350 Concrete Truck Specialized vehicle
for specialized use,
good utilization.

Heavier body
appropriate for
concrete work.

ACF Milestone
Group 2. Compatible
EV chassis available.

Class 5 Utility
Body in 2024. ICE
in first cycle; EV
by 2038.
4 2018 F-350 Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace with 1
Ton 4WD Flatbed
EV by 2026.
9 2019 F-750 Dump Truck Only HD Dump Truck
unit for specialized
function, appropriate
type.

ACF Milestone
Group 2. Compatible
EV chassis available.

Hydraulic power not
yet widespread in EV
market.

Replace with
Class 7 Dump
Body EV by 2035.
11 2019 F-750 Water Truck Only HD Water Truck
unit for specialized
function, appropriate
type.

ACF Milestone
Group 2. No
compatible EV
options currently
available.

Replace with
Class 7 Tanker
Truck EV by
2038.
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Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
12 2022 F-450 Stencil Truck Specialized vehicle
for specialized use,
good utilization.

ACF Milestone
Group 2. No
compatible EV
options currently
available.

Replace in kind
with Class 4
Stencil Truck EV
by 2038.
57 2016 GMC Sierra Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

Compatible EV
currently available.

Replace with ½
Ton 4WD Ext Cab
EV at next cycle
in 2026.
63 2016 F-350 Dump Truck Correctly sized and
well utilized.

ACF Milestone
Group 2. Compatible
EV chassis available.

Hydraulic power not
yet widespread in EV
market.

Replace in kind
with 1 Ton 2WD
Dump Truck EV
by 2035.
64 2016 F-350 Flat Bed Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

Duration of loan to
PD/Code unclear.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace in kind
with 1 Ton 4WD
Flatbed EV by
2032.
67 2017 F-150 Truck Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

Compatible EV
currently available.

Replace with ½
Ton 4WD Ext Cab
EV at next cycle
in 2027.
70 2017 GMC 3500 Flatbed Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace with 1
Ton 4WD Flatbed
EV by 2029.
71 2017 GMC 3500 Flatbed Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace with 1
Ton 4WD Flatbed
EV by 2029.
79 2018 F-150 Correctly sized and
well utilized. Ext cab
sufficient for 1-2
passengers.

Compatible EV
currently available.

Replace with ½
Ton 4WD Ext Cab
EV at lease
renewal or next
cycle in 2028.
82 2018 F-350 Correctly sized and
well utilized. 4WD
needed for sand/mud
use occasionally.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace with 1
Ton 4WD Flatbed
EV by 2026.
86 2018 F-550/Ditch Witch Specialized vehicle
for specialized use.

Department has
planned for Vac truck
as replacement.

ACF Milestone
Group 2. No
compatible EV
options currently
available.

Replace as
planned with HD
Vac Truck in
2024. ICE in first
cycle; EV by
2038.
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Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
87 2018 F-350 Dump Correctly sized and
well utilized.

ACF Milestone
Group 2. Compatible
EV chassis available.

Hydraulic power not
yet widespread in EV
market.

Replace in kind
with 1 Ton 2WD
Dump Truck EV
by 2035.

The division’s vehicles are generally well-utilized and their configuration and assignment are matched to their function. Because many of their regularly used trucks are also afterhours responding in sand/mud to storms, some should be converted to 4WD units.

The vehicles in this division are the best candidates for the first ACF (medium- and heavyduty) transitions to EVs, beginning with the 1-ton flatbed trucks. They are relatively lightweight compared to utility body and dump trucks, and an initial transition of two trucks in this category will leave the City with three ICE versions while operators acclimate to operating the EV versions.

2. Public Works – Traffic
The Traffic Division is responsible for maintaining the City’s lighted traffic signals, to include intersections, crosswalks, and other caution zones. It maintains a total of 97 intersections (of 102 total owned by the City) as well as roundabout lighting. The Division is supported by 5 vehicles, including two Class 5 aerial bucket trucks for signal work.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
47 2014 F-150 Correctly sized and
well utilized. Ext cab
useful for storage,
and division should
have a 4WD truck.

Due for replacement.

Compatible EV
currently available.

Replace with ½
Ton 4WD Ext Cab
EV in 2025.
59 2001 F-550 (non-operable) Unit is aged and has
been non-operable
for years.

ACF Milestone
Group 2. Disposal
will reduce the size
of the ACF-regulated
fleet.

Eliminate
immediately.
72 2017 F-550 Bucket Truck Specialized vehicle
for specialized use.

ACF Milestone
Group 2. Compatible
Replace in kind
with Class 5
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Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
Appropriately sized
and well utilized.

EV chassis available.

Hydraulic power not
yet widespread in EV
market.

Aerial Truck EV
by 2032.
77 2018 F-350 Appropriate unit for
traffic support role,
and consistent
utilization.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace in kind
with 1 Ton 2WD
Utility Body EV by
2032.
556 2020 F-550 Bucket Truck Specialized vehicle
for specialized use.

Appropriately sized
and well utilized.

ACF Milestone
Group 2. Compatible
EV chassis available.

Hydraulic power not
yet widespread in EV
market.

Replace in kind
with Class 5
Aerial Truck EV
by 2035.

The Division’s specialized traffic light functions require specialized vehicles, and the current fleet reflects this. An aged, non-operable unit should be eliminated, and the Division should have at least one 4WD truck.

3. Public Works – Landscape
The Landscape Division is responsible for inspecting and maintaining city landscape areas and parks, as well as managing contractors. The Division is supported by 4 vehicles, all of which are half-ton trucks housed at City Hall.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
45 2014 F-150 Correctly sized and well
utilized. 4WD needed for
sand/mud use
occasionally.

Compatible EV
currently available.

Replace with ½ Ton
4WD Ext Cab in
2025; EV at next
cycle in 2035.
48 2014 F-150 Assigned to landscape
division, but not used
currently.

N/A Eliminate
immediately.
91 2018 F-150 Correctly sized and well
utilized. 4WD needed for
sand/mud use
occasionally.

Compatible EV
currently available.

Replace with ½ Ton
4WD Ext Cab EV at
lease renewal or
next cycle in 2028.
95 2018 F-150 Appropriate size and well
utilized. Division could use
Compact pickup EV not
yet available except as
hybrid. Larger pickup
Replace with
compact pickup
4WD Ext Cab EV at
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Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
some compact trucks. Due
for replacement.

EV and Compact SUV
EV currently available.
lease renewal or
next cycle in 2028.
97 2018 F-150 Appropriate size and well
utilized. Division could use
some compact trucks. Due
for replacement.

Compact pickup EV not
yet available except as
hybrid. Larger pickup
EV and Compact SUV
EV currently available.

Replace with
compact pickup
4WD Ext Cab EV at
lease renewal or
next cycle in 2028.

The division’s use of light-duty pickups is appropriate and should continue. Not all of the Division’s trucks need to be half-ton units; compact pickups are sufficient for much of the light-duty landscape work for which they are used. The Division should have 4WD trucks for occasional sand/mud use and response to emergencies.

4. Public Works – Facilities
The Facilities Division is responsible for inspecting and maintaining city facilities, as well as managing contractors. The Division is supported by 3 vehicles, all of which are halfton trucks housed at City Hall.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
1 2018 F-150 Correctly sized and well
utilized. Lift gate needed
for heavy hauling.

Compatible EV
currently available.

Replace with ½
Ton 2WD Ext Cab
EV w/Lift Gate at
lease renewal or
next cycle in
2028.
58 2016 GMC 1500 Assigned to project
manager; no need for fullsized truck. Well utilized.

Compact pickup EV not
yet available except as
hybrid. Larger pickup
EV and Compact SUV
EV currently available.

Replace with
compact pickup
4WD Ext Cab in
2026; EV at next
cycle in 2036.
84 2018 F-150 Correctly sized and well
utilized. Utility body
needed for better
storage.

Compatible EV
currently available.

Replace with ½
Ton 2WD Utility
Body EV at lease
renewal or next
cycle in 2028.

The Facilities Division is staffed by a project manager, a senior facilities technician, and a facilities technician. The Division needs at least one truck with a lift gate and at least one unit with the expanded storage of a utility body. The project manager does not need 584
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a full-size pickup, but should have 4WD for occasional sand/mud use and response to emergencies.

5. Public Works – Other
There are a number of additional fleet assets in the Public Works Department that do not belong to any of the operational divisions. These include the vehicles assigned to the Director and Assistant Director, as well as the graffiti truck, a spare truck, and a handful of electric carts.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
7 2018 F-150 Assigned to Dept
Director; no need for
full-sized truck.

Compact pickup EV
not yet available
except as hybrid.

Larger pickup EV
and Compact SUV
EV currently
available.

Replace with
compact pickup
4WD Ext Cab EV
at lease renewal
or next cycle in
2028.
46 2014 F-150 Assigned to Dept
Director; no need for
full-sized truck.

Compact pickup EV
not yet available
except as hybrid.

Larger pickup EV
and Compact SUV
EV currently
available.

Replace with
compact pickup
4WD Ext Cab; EV
at next cycle in
2035.
56 2016 Ford F-350 Specialized vehicle
for specialized use.

Appropriately sized
and well utilized.

ACF Milestone
Group 2. Compatible
EV chassis available.

Replace in kind
with 1 Ton 2WD
Utility Body EV by
2032.
60 2016 GMC 1500 Essentially a pool
vehicle. Sensible to
have one pool truck
at the city yard.

Compatible EV
currently available.

Replace with ½
Ton 4WD Ext Cab
EV in 2026.

Carts/ATVs
224 2002 Ford NEV Electric cart, not
planned for
replacement.

Existing EV. Do not replace.
275 Humdinger Electric cart,
appropriate for city
yard use.

Existing EV. Replace in kind at
next cycle.
287 Flat Bed Utility Cart Electric cart,
appropriate for city
yard use.

Existing EV. Replace in kind at
next cycle.
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These miscellaneous vehicles in the Public Works Department can be transitioned to EVs of the appropriate size when they are available. A compact pickup replacement this year will likely be an ICE due to the lack of EV options in the category, but suitable EV options are available for all others. The carts and ATVs are already EVs powered by Level 1 (traditional outlet) charging.

6. Development – Building and Safety
The Building and Safety division is assigned to inspecting construction and development sites, ensuring compliance with building and safety codes. The Division is supported by 6 half-ton pickups which are housed at City Hall and assigned to inspectors and the division supervisor and used for daily inspection work.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
2 2018 F-150 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at lease
renewal or next
cycle in 2028.
61 2016 GMC 1500 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at next cycle in
2026.
92 2018 F-150 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at lease
renewal or next
cycle in 2028.
96 2018 F-150 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at lease
renewal or next
cycle in 2028.
98 2018 F-150 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at lease
renewal or next
cycle in 2028.
100 2018 F-150 Well utilized for
dedicated assignment.

Truck not needed for
this function.

Compatible EV
currently available.

Replace with
Compact SUV EV
AWD at lease
renewal or next
cycle in 2028.
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The Division has a Supervisor and five inspectors, and its trucks are used regularly and highly utilized. Their work does not involve any heavy tools or hauling materials/debris, but these vehicles may be called for assistance with as part of the City’s emergency response plan. They should be right-sized to the minimum viable 4WD asset, either a compact pickup or Compact SUV EV.

7. Development – Code Compliance
The Code Compliance Division is responsible for inspecting and responding to property code violations in the City, as well as writing citations and cleaning up trash, debris, and abandoned material. The Division has 5 half-ton pickups to support its operations which are housed at city hall.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
6 2018 F-150 Appropriate size and
well utilized.

Compatible EV
currently available.

Replace with ½ Ton
2WD Ext Cab EV at
lease renewal or
next cycle in 2028.
68 2017 F-150 Appropriate size and
well utilized.

Compatible EV
currently available.

Replace with ½ Ton
2WD Ext Cab in
2027; EV at next
cycle in 2037.
85 2018 F-150 Appropriate size and
well utilized. Some 4WD
needed in division.

Compatible EV
currently available.

Replace with ½ Ton
4WD Ext Cab EV at
lease renewal or
next cycle in 2028.
93 2018 F-150 Appropriate size and
well utilized. Some 4WD
needed in division.

Compatible EV
currently available.

Replace with ½ Ton
4WD Ext Cab EV at
lease renewal or
next cycle in 2028.
253 2006 F-150 Crew Cab Appropriate size and
well utilized. Some 4WD
needed in division. Crew
cab for supervisor.

Compatible EV
currently available.

Replace with ½ Ton
4WD Crew Cab in
2025; EV at next
cycle in 2035.

The Division’s work requires the use of a truck by each inspector. While typical work happens on city streets, some of the unit’s trucks should be 4WD to allow periodic sand/mud operations as needed. The Supervisor’s truck should have a crew cab to allow transporting more passengers.
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Grant funding for abandoned vehicle enforcement may be available to support the cost of vehicles in this division.

8. Capital Projects
The Capital Projects division is responsible for overseeing work on capital projects in the City and inspecting connections to City traffic, water, and wastewater infrastructure. The Division is supported by 4 half-ton trucks which are housed at City Hall and primarily driven by inspectors.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
10 2018 F-150 Appropriate size and
well utilized.

Compatible EV
currently available.

Replace in kind with
½ Ton 2WD Ext Cab
EV at lease renewal
or next cycle in
2028.
69 2017 F-150 Appropriate size and
well utilized. Some
4WD needed in division.

Compatible EV
currently available.

Replace with ½ Ton
4WD Ext Cab in
2027; EV at next
cycle in 2037.
78 2018 F-150 4WD Appropriate size and
well utilized. Some
4WD needed in division.

Compatible EV
currently available.

Replace in kind with
½ Ton 4WD Ext Cab
EV at lease renewal
or next cycle in
2028.
99 2018 F-150 Appropriate size and
well utilized.

Compatible EV
currently available.

Replace in kind with
½ Ton 2WD Ext Cab
EV at lease renewal
or next cycle in
2028.

The Division needs half-ton pickups for each inspector and another to be shared between the division manager and the project managers. At least two of the pickups should be 4WD for occasional sand/mud operations.

9. COPS Program
The Citizens on Patrol (COPS) program is a volunteer police assistance force, which is supported by City Manager’s Office but is mostly self-run. It includes about 35-40 volunteers who attend monthly meetings and city events, conduct traffic control and visibility patrols, and complete some administrative work. The program has 7 vehicles 588
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which are shared between COPS volunteers and housed at the corporation yard and the Portola Community Center.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
62 2016 Ford Flex SE
Sedan
Well utilized, should be
standardized in this
division.

Compatible EV
currently available.

Replace with
Compact SUV EV in
2026.
65 2017 Chevy Colorado Well utilized, should be
standardized in this
division. A few 4WD
useful for sand/ mud
use occasionally.

Compact pickup EV
not currently available.

Larger pickup EV and
Compact SUV EV
currently available.

Replace with
Compact Pickup
4WD Ext Cab in
2027; EV at next
cycle in 2037.
66 2017 Chevy Colorado Well utilized, should be
standardized in this
division. A few 4WD
useful for sand/ mud
use occasionally.

Compact pickup EV
not currently available.

Larger pickup EV and
Compact SUV EV
currently available.

Replace with
Compact Pickup
4WD Ext Cab in
2027; EV at next
cycle in 2037.
80 2018 Ford Escape Well utilized, should be
standardized in this
division.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.
81 2018 Ford Escape Well utilized, should be
standardized in this
division.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.
88 2018 Ford Flex Well utilized, should be
standardized in this
division.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.
89 2018 Ford Fusion Well utilized, should be
standardized in this
division.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.

The Division’s units appear to be well utilized from the available data. They should be standardized to vehicles with sufficient space to carry traffic cones such as SUVs and Compact Pickups. Their work does not require off-road operations, but a few units should have 4WD capability for occasional sand/mud operations as needed. 589
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10. Pool Vehicles
The City has four pool vehicles at City Hall which are not assigned to an individual; anyone in the City can reserve these, including council members. They are used mostly in town, and occasionally for out-of-town multiple-day trips.

Unit Description
Right-Sizing and
Reallocation
EV Transition
Evaluation
Preliminary
Recommendation
5 2019 Ford Fusion Good utilization, should
be standardized with
other admin vehicles.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2029.
83 2018 Ford Fusion Good utilization, should
be standardized with
other admin vehicles.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.
90 2018 Ford Escape Good utilization, should
be standardized with
other admin vehicles.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2028.
94 2019 Ford Flex Good utilization, should
be standardized with
other admin vehicles.

Compatible EV
currently available.

Replace with
Compact SUV EV at
lease renewal or
next cycle in 2029.

The data on these pool vehicles suggests frequent use (an average of 125 days per unit) at short durations. The four vehicles appear to be an appropriate number and sufficiently utilized. They should be standardized with other vehicles in the fleet as roomy, versatile vehicles (such as Compact SUV EVs) which can be converted to EVs quickly.

4.5 Best Practices for Fleet Composition Management
The following table provides a list of best industry practices for managing fleet composition, utilization levels, right-sizing, and effective asset disposition. Together, these practices result in a data-informed, cost-effective fleet where vehicles are strategically selected to meet departments’ operational and mobility needs as efficiently as possible. The principles of utilization thresholds, minimizing total cost of ownership, and ongoing cost allocation for replacement planning are central to this fleet approach. 590
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Best Practice

1. Asset utilization policies and guidelines are clearly defined to ensure that vehicles and equipment are allocated properly based on job requirements.

2. Utilization thresholds are in place and the fleet is reviewed annually against these benchmarks.

3. Processes are in place to capture utilization data from available sources and to validate and analyze the data.

4. Motor Pool vehicles are available for occasional transportation needs. Motor Pools reduce the number of assigned vehicles in the fleet and reduce mileage reimbursements.

5. A cost charge-back system is in place that promotes transparency and incentivizes fleet users to reduce ownership and operating costs.

6. A replacement policy is in place and asset replacement cycle guidelines reasonably follow industry norms.

7. A multiple-year fleet equipment replacement plan has been developed to identify future peak year funding requirements so that this can be dealt with in a planned manner.

8. Focus is on matching vehicle design to meet specific customer job requirements and customers are given ample input into the specification process.

9. Non-technical requirements such as parts lists, repair manuals, diagnostic tools, and training are included in vehicle specifications.

10. Vehicles are remarketed at the optimum point in their lifecycle to minimize the Total Costs of Ownership (TCO).

11. Equipment standardization is ensured where possible in order to minimize the number of tools needed and maximize the efficiency of mechanics and driver training.

12. Vehicle decommissioning practices ensure that vehicles are disposed of in the most efficient and cost-effective manner possible. Vehicles determined to no longer be needed are physically removed from service so as to control fleet size.

13. A fleet system is in place that uses modern technology and provides up to date functionality for asset management, maintenance management, performance measurement, and cost reporting.

14. A telematics system is in place to improve routing and scheduling of services, identify driver training issues, and provide timely fleet data.

15. Information produced by systems are routinely used to make management decisions and reports are provided to customer departments.
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Recommendations
The following recommendations pertaining to fleet composition should be adopted by the City:

3. Adopt the fleet right-sizing recommendations made in this chapter.

4. Establish a fleet utilization and right-sizing plan which includes utilization policies and thresholds, provisions for lightly-used assets, and a process for collecting and reviewing utilization data at least annually to make decisions about fleet composition and efficiently decommissioning assets.

5. Adopt a replacement policy based on asset replacement cycle guidelines similar to those recommended in this report. Create a multi-year replacement plan based on the anticipated lifecycles, TCO maximization, and industry norms.

6. Complete the entry of all fleet assets and data into Cartegraph, and supplement this with fueling, telematics, and GeoTab data to assess utilization trends and the efficiency of fleet usage.

7. Formalize the City’s motor pool policies and reservation system.

8. Create a policy for developing fleet specifications. Specifications should be developed in collaboration with user groups early in the process, and they should be informed by their specific job requirements as well as the utilization review findings. Specifications should lead to standardized classifications as much as possible, and they should include non-technical requirements such as parts lists, repair manuals, diagnostic tools, and training

9. Establish a department cost charge-back system to promote transparency and incentivize fleet users to reduce ownership and operating costs. 592
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5. Leasing Versus Purchasing Evaluation
The City currently leases 31 vehicles (53% of its active on-road vehicle fleet) from Enterprise. All the vehicles that are presently being leased are 2018 model year units. The table below shows the leased assets by vehicle classification.

Leased Fleet Assets: Palm Desert
Classification Count
Sedan 5
SUV Small 3
Truck LD ½ Ton 18
Truck MD 1 Ton 3
Truck MD 1 Ton Dump 1
Truck MD Class 5 1
Total 31
The terms of these leases are ending this year. This chapter discusses whether leasing or purchasing vehicles for the City’s fleet is more cost-effective, the implications of this decision for replacement planning, budgeting, staffing, and implementation steps for the coming years.

5.1 Leasing and Purchasing Philosophy
Government organizations may consider leasing vehicles instead of purchasing and owning them, for several reasons. Leasing allows a fleet to acquire necessary vehicles without a large upfront cost. Leasing companies or Fleet Management Companies (FMC) specialize in common fleet vehicles like sedans, SUVs, and standard pickup trucks. At the end of the lease terms, the vehicles can either be returned to the leasing company or purchased by the lessee.

This arrangement has disadvantages. The vehicles are acquired under a contract that may have high early termination fees. Mileage clauses may also restrict the number of miles that can be driven before a surcharge is assessed. In addition, certain specialty vehicles needed for municipal operations may not be available through a leasing company.
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Advantages and Disadvantages of Fleet Leasing
Advantages Disadvantages
The lessee replaces their vehicles every few years
according to the lease terms. This maintains a
fleet of newer vehicles.

Certain specialty vehicles may not be available
through a lease; the lessee may have to settle for
a vehicle that does not fully meet needs.

Leasing may alleviate some of the administrative
burden of managing their fleet.

Lease payments are ongoing even after the
vehicle is fully depreciated; there is no break in
monthly payments.

Leased vehicles require a smaller cash outlay at
the time of purchase.

Leases may include excess fees for mileage and
wear and tear, as well as interest on monthly
payments.

New vehicles can be added quickly to scale up the
size of the fleet.

The lessee cannot customize vehicles for their
intended job.

Maintenance services can be included in the lease
for an additional monthly payment.

Maintenance may have to be performed by a
specific vendor which could be inconvenient.

When considering leasing, the primary decision factors are usually financial benefit and convenience. Leasing allows organizations to sidestep the need for capital funds to acquire vehicles, but they must consider the total costs of the lease over the term.

Most government organizations acquire vehicles through outright purchase. They earmark funds during the annual budget process for capital additions and replacements, then purchase the asset once the budget is approved. Depending on the procurement policies of the organization and adopted purchasing limits, this process may involve a formal bidding or proposal process, or assets may also be purchased through Cooperative Purchasing Agreements (CPA) or cooperative purchasing from an existing contract with another governmental entity (when permitted).

Advantages and Disadvantages of Fleet Purchasing
Advantages Disadvantages
No additional fees for wear and tear or mileage
overages.

Purchased vehicles experience rapid depreciation
in the first few years of use, and modifications
may lower value when reselling.

The organization can modify or upfit the vehicle
as necessary for the job.

May require a greater degree of administrative
oversight to manage purchase, disposal, and
maintenance of vehicles.

The organization keeps the proceeds when the
vehicle is sold.

Maintenance costs typically increase the longer
the vehicle stays in the fleet.

The vehicle can be repaired in-house or taken to
any repair shop.

A large initial capital outlay is required.

There are no monthly payments.
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The purchasing decision may be based on fiscal criteria, such as an agency’s funding and capital investment approach. An organization may choose to lease vehicles because they lack the capital funds to make initial purchases, or if the total cost of ownership (TCO) for a lease is lower than the TCO of a purchase over the same time period.

5.2 Comparison of Total Cost of Ownership
This section discusses the relative fiscal value of leasing versus purchasing in terms of the annualized total cost of ownership for each. It also addresses factors that may impact this cost analysis in future years, such as changing fleet composition.

1. Annualized TCO Definition
The "Total Cost of Ownership" (TCO) for a vehicle refers to the complete cost of owning and operating a vehicle over a period of time. It includes all expenses related to the vehicle beyond the initial purchase price. This includes:
• Depreciation: The reduction in the vehicle's value over time, resulting in a lower residual value than the original purchase price.
• Financing Costs: Interest and fees associated with vehicle loans or leases. • Fees: For registration, licensing, after-market equipment, and other costs. • Insurance: Costs of insuring the vehicle.
• Fuel: The cost of gasoline, diesel, or electricity to power the vehicle. • Maintenance and Repairs: Regular servicing, oil changes, tire replacements, and unexpected repairs.

This comprehensive measure helps assess the true financial impact of vehicle leasing or ownership over its lifetime. Dividing the total cost of ownership by the length of ownership yields the Annualized TCO, or the average cost per year to own the vehicle over the course of its lifecycle/lease term.

2. TCO Factors for Leasing and Purchasing
The factors determining the total cost of ownership are similar for leased vehicles and purchased vehicles, with some key differences:
• Leasing costs include initial one-time fees, a monthly depreciation charge, monthly leasing fee, monthly sales tax, insurance, maintenance fees, and any out-of-pocket repairs required. The remaining residual value at the end of the lease is an asset available to the lessee.
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• Purchasing costs include the initial purchase price, as well as one-time charges, the cost to the City of self-insurance, and all maintenance and repairs.

Purchasing vehicles requires an up-front purchasing expense and bearing the full risk of maintenance and repairs, whereas leasing requires monthly depreciation, a leasing fee, sales tax, and expenses required to offset the cost of maintenance and repairs.

3. Sample Comparison of Annualized TCO
The following table provides a comparison of leasing versus purchasing for a 1/2 Ton 4WD Pickup. This is a common classification for Palm Desert. The fleet composition analysis completed earlier in this study recommends 12 such vehicles for the City’s fleet.

The table compares each of the TCO factors and calculates the TCO for three options: a five-year leasing cycle, a five-year lease with a five-year extension (for a total 10-year cycle), and a 10-year lifecycle for purchase and ownership of the asset. It also divides each of these figures by the length of ownership to determine the annualized TCO. The following values and assumptions are used in the comparison:
• The initial purchase price is estimated at $52,565, or a monthly depreciation charge of $876 for the leased vehicle. The initial fees are based on the State of CA registration fee and the cost of badging and delivery. The charges are assumed to be unchanged for purchasing, but twice the initial amount for the extended lease based on the City’s lease documents.
• The term is anticipated to be 60 months for the lease (matching the initial term of the City’s leases), and 120 months for purchased units. • The monthly leasing fee is $216 (equivalent to 9.3% APR), and the monthly taxes/fees are pulled from the leasing documents for vehicles of this classification. This is multiplied by the number of months in the lease term. After the initial lease term, the leasing fee drops to $25/month for the extended lease. • It is assumed that the cost of insurance and the cost to the City for self-insurance will be approximately equal, and fuel is not shown because it is assumed that the cost of fuel will not change depending on whether the vehicle is leased or purchased.
• The maintenance/repair cost is higher for the extended lease because the term is longer and because it is anticipated that the vehicle’s mileage will exceed the terms of the maintenance agreement during the extension period, requiring out-ofpocket spending to maintain. The cost is higher still for the purchased unit because maintenance and repair costs are paid entirely out-of-pocket for the duration of the ownership period.
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• Due to the longer lifecycle for extended leases and purchased units, the residual value is lower than the residual value at the end of the initial lease term.

Lease
(5 years)
Lease +
Extension
(10 years)
Purchase
(10 years)
Pickup 1/2 Ton 4WD Ext/Crew Cab
Initial Purchase Price $0 $0 $52,565
Initial Fees (licensing, delivery, badging) $1,278 $2,556 $1,278 Monthly depreciation charge (initial term) $876 $876 $0 Monthly leasing fee (initial term) $216 $216 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $85 $85 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $48 $48 $0
Lifespan Maintenance/Repair (out of pocket) $2,000 $4,500 $10,990 Lifecycle/Lease Term (months) 60 120 120
Residual Value $25,000 $18,500 $18,500
Total Cost of Ownership (TCO) $55,510 $68,848 $53,893
Annualized TCO $11,102 $6,885 $5,389
The result of these calculations is an annualized TCO estimate of $11,102 for leasing for five years, $6,885 for a 5-year lease with a 5-year extension, and $5,389 over ten years for purchase.

This analysis suggests that the annualized TCO for leasing plus the extension is significantly lower than leasing for just the initial term, but that the annualized TCO for purchased vehicles is lower than either leasing arrangement. This excludes the personnel costs of managing fleet acquisition.

4. Comparison of Annualized TCO for Fleet-Wide Classifications The following table shows this calculation for nine separate vehicle classifications that are found in the City’s fleet and recommended in the fleet composition analysis performed earlier in this study, including the 1/2 Ton 4WD Pickup shown above. The figures in this table are sourced from the City’s lease documents, research on the vehicle market, estimates from industry sources like CarEdge.com, and our team’s years of experience as fleet managers and consultants for agencies across the country. 597
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Leasing versus Purchasing: Comparison of Annualized TCO for Nine Fleet Classifications in Palm Desert
Lease
(5 years)
Lease +
Extension
(10 years)
Purchase
(10 years)
Compact SUV 2WD/4WD
Initial Purchase Price $0 $0 $41,130
Initial Fees (licensing, delivery, badging) $1,150 $2,300 $1,150 Monthly depreciation charge (initial term) $686 $686 $0 Monthly leasing fee (initial term) $169 $169 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $66 $66 $0
Monthly sales tax (in extension) - $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $48 $48 $0
Lifespan Maintenance/Repair (out of pocket) $500 $1,500 $4,000 Lifecycle/Lease Term (months) 60 120 120
Residual Value $15,000 $10,000 $10,000
Total Cost of Ownership (TCO) $48,530 $58,740 $43,840
Annualized TCO $9,706 $5,874 $4,384
Compact Pickup 4WD Ext Cab
Initial Purchase Price $0 $0 $40,000
Initial Fees (licensing, delivery, badging) $1,000 $2,000 $1,000 Monthly depreciation charge (initial term) $667 $667 $0 Monthly leasing fee (initial term) $164 $164 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $64 $64 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $48 $48 $0
Lifespan Maintenance/Repair (out of pocket) $750 $2,000 $5,000 Lifecycle/Lease Term (months) 60 120 120
Residual Value $15,000 $10,000 $10,000
Total Cost of Ownership (TCO) $47,113 $57,423 $43,560
Annualized TCO $9,423 $5,742 $4,356
Pickup 1/2 Ton 2WD Ext Cab
Initial Purchase Price $0 $0 $44,250
Initial Fees (licensing, delivery, badging) $1,278 $2,556 $1,278 Monthly depreciation charge (initial term) $738 $738 $0 Monthly leasing fee (initial term) $181 $181 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $71 $71 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
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Lease
(5 years)
Lease +
Extension
(10 years)
Purchase
(10 years)
Monthly maintenance fee $48 $48 $0
Lifespan Maintenance/Repair (out of pocket) $2,000 $4,500 $10,990 Lifecycle/Lease Term (months) 60 120 120
Residual Value $20,000 $13,500 $13,500
Total Cost of Ownership (TCO) $49,347 $62,685 $50,578
Annualized TCO $9,869 $6,269 $5,058
Pickup 1/2 Ton 4WD Ext/Crew Cab
Initial Purchase Price $0 $0 $52,565
Initial Fees (licensing, delivery, badging) $1,278 $2,556 $1,278 Monthly depreciation charge (initial term) $876 $876 $0 Monthly leasing fee (initial term) $216 $216 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $85 $85 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $48 $48 $0
Lifespan Maintenance/Repair (out of pocket) $2,000 $4,500 $10,990 Lifecycle/Lease Term (months) 60 120 120
Residual Value $25,000 $18,500 $18,500
Total Cost of Ownership (TCO) $55,510 $68,848 $53,893
Annualized TCO $11,102 $6,885 $5,389
Truck 1 Ton 2WD Dump
Initial Purchase Price $0 $0 $95,000
Initial Fees (licensing, delivery, badging) $1,846 $3,692 $1,846 Monthly depreciation charge (initial term) $1,583 $1,583 $0 Monthly leasing fee (initial term) $390 $390 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $153 $153 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $75 $75 $0
Lifespan Maintenance/Repair (out of pocket) $3,500 $7,250 $15,685 Lifecycle/Lease Term (months) 60 120 120
Residual Value $45,500 $31,000 $31,000
Total Cost of Ownership (TCO) $95,669 $119,635 $89,091
Annualized TCO $19,134 $11,964 $8,909
Truck 1 Ton 4WD Flatbed
Initial Purchase Price $0 $0 $85,000
Initial Fees (licensing, delivery, badging) $1,781 $3,562 $1,781 Monthly depreciation charge (initial term) $1,417 $1,417 $0 599
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Lease
(5 years)
Lease +
Extension
(10 years)
Purchase
(10 years)
Monthly leasing fee (initial term) 349 $349 $0
Monthly leasing fee (in extension) $0 $25 $0
Monthly sales tax (initial term) 137 $137 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $75 $75 $0
Lifespan Maintenance/Repair (out of pocket) $3,000 $6,750 $15,685 Lifecycle/Lease Term (months) 60 120 120
Residual Value $30,000 $20,000 $20,000
Total Cost of Ownership (TCO) $97,221 $116,622 $90,026
Annualized TCO $19,444 $11,662 $9,003
Truck 1 Ton 2WD Utility Body
Initial Purchase Price $0 $0 $95,000
Initial Fees (licensing, delivery, badging) $1,846 $3,692 $1,846 Monthly depreciation charge (initial term) $1,583 $1,583 $0 Monthly leasing fee (initial term) $390 $390 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $153 $153 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $75 $75 $0
Lifespan Maintenance/Repair (out of pocket) $3,000 $6,750 $15,685 Lifecycle/Lease Term (months) 60 120 120
Residual Value $34,000 $18,900 $18,900
Total Cost of Ownership (TCO) $106,669 $131,235 $101,191 Annualized TCO $21,334 $13,124 $10,119
Class 5 2WD Aerial
Initial Purchase Price $0 $0 $209,990
Initial Fees (licensing, delivery, badging) $2,519 $5,038 $2,519 Monthly depreciation charge (initial term) $3,500 $3,500 $0 Monthly leasing fee (initial term) $861 $861 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $338 $338 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $84 $84 $0
Lifespan Maintenance/Repair (out of pocket) $4,000 $7,750 $15,685 Lifecycle/Lease Term (months) 60 120 120
Residual Value $99,500 $62,995 $62,995
Total Cost of Ownership (TCO) $197,764 $244,678 $172,759 Annualized TCO $39,553 $24,468 $17,276
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Lease
(5 years)
Lease +
Extension
(10 years)
Purchase
(10 years)
Class 5 2WD Utility Body
Initial Purchase Price $0 $0 $240,000
Initial Fees (licensing, delivery, badging) $2,790 $5,580 $2,790 Monthly depreciation charge (initial term) $4,000 $4,000 $0 Monthly leasing fee (initial term) $984 $984 $0
Monthly leasing fee (in extension) - $25 $0
Monthly sales tax (initial term) $386 $386 $0
Monthly sales tax (in extension) $2
Monthly Insurance / self-insurance $63 $63 $63
Monthly maintenance fee $84 $84 $0
Lifespan Maintenance/Repair (out of pocket) $4,000 $7,750 $15,685 Lifecycle/Lease Term (months) 60 120 120
Residual Value $99,500 $62,995 $62,995
Total Cost of Ownership (TCO) $238,326 $285,511 $203,040 Annualized TCO $47,665 $28,551 $20,304
The following table and chart summarize the annualized TCO for each of these vehicle classifications.

Leasing versus Purchasing: Comparison of Annualized TCO for Nine Fleet Classifications in Palm Desert
Class Lease
Lease +
Extension Purchase
Compact SUV 2WD/4WD $9,706 $5,874 $4,384
Compact Pickup 4WD Ext Cab $9,423 $5,742 $4,356
Pickup 1/2 Ton 2WD Ext Cab $9,869 $6,269 $5,058
Pickup 1/2 Ton 4WD Ext/Crew Cab $11,102 $6,885 $5,389
Truck 1 Ton 2WD Dump $19,134 $11,964 $8,909
Truck 1 Ton 4WD Flatbed $19,444 $11,662 $9,003
Truck 1 Ton 2WD Utility Body $21,334 $13,124 $10,119
Class 5 2WD Aerial $39,553 $24,468 $17,276
Class 5 2WD Utility Body $47,665 $28,551 $20,304
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Leasing versus Purchasing: Comparison of Annualized TCO for Nine Fleet Classifications in Palm Desert
This analysis shows that regardless of classification, purchasing results in a lower annualized TCO than either leasing option. The savings for ownership is greater for more expensive vehicles, but the ratio of costs remains fairly equal throughout. The annualized TCO of extended leasing is lower than the cost of leasing by 37-40% regardless of classification, and the annualized TCO of purchasing is lower than the cost of leasing by 49-57% regardless of classification.

These calculations do not include the cost to the City of managing the purchase and disposal of their fleet internally. This is covered below.

5. Fleet-Wide Annualized TCO Comparison
The total fleet-wide savings of leasing versus purchasing can be estimated by calculating the per-vehicle annualized TCO for each classification and multiplying it by the number of vehicles in that classification. The count of vehicles in the table below equals 56 in total, based on the recommendations of the fleet composition analysis completed earlier in this study.
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Leasing versus Purchasing:

Annual Fleet-Wide Savings Realization in Palm Desert
Classification Leased Units
Purchase
Savings Over
Leasing
Purchase Savings
Over Leasing +
Extension
Compact SUV 2WD/4WD 13 $69,185 $19,370
Compact Pickup 4WD Ext Cab 3 $15,200 $4,159
Pickup 1/2 Ton 2WD Ext Cab 4 $19,246 $4,843
Pickup 1/2 Ton 4WD Ext/Crew Cab 5 $28,564 $7,478
Truck 1 Ton 2WD Dump 1 $10,225 $3,054
Truck 1 Ton 4WD Flatbed 2 $20,883 $5,319
Truck 1 Ton 2WD Utility Body 2 $22,429 $6,009
Class 5 2WD Aerial - - -
Class 5 2WD Utility Body - - -
HD Dump/Tank/Jet/Vac Truck 1 - -
Total 31 $185,733 $50,231
This analysis shows that converting all of the City’s leased units to owned units would result in an annual savings of about $185,000 if compared to 5-year leases, or $50,000 if compared to a lease + extension model.

This analysis does not include the three heavy-duty trucks in the recommended fleet composition (a dump, a tanker, and a jet/vac truck) because no leasing cost data is available for them. It is assumed that all three – including the Class 5 unit which is currently leased and recommended for conversion to a HD Jet/Vac truck – will be purchased rather than leased.

Regardless of whether the City leases or owns its fleet, they should create a Fleet Coordinator position to oversee the acquisition, disposal, and maintenance/repair contracts that the fleet requires. This position is estimated at $130,000 annually in salary and benefits, which is offset by the savings to be gained from owning the fleet. Based on this, fleet ownership is the most cost-effective approach for the City of Palm Desert.

5.3 Impact of Zero-Emission Vehicle Transition
As the composition of the fleet changes in the coming years, more of the fleet will be transitioned to zero-emission vehicles (ZEVs) in compliance with CARB regulations, as outlined in the analysis completed earlier in this study. As a result, the cost impact of leasing versus purchasing may shift. While the cost of future vehicles cannot be fully known, the following points summarize the key themes and trends within the annualized TCO dynamic as more of the fleet is replaced with zero-emissions units. • Vehicle Prices: ZEVs will likely cost more than conventional units, at least in the immediate term. Because the City “purchases” vehicles in both a purchase or 603
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leasing scenario (either through an up-front expense or a monthly depreciation charge, respectively), this part of the comparison will remain unchanged. • Depreciation and Residual Values: While the market is still fluctuating, ZEVs tend to depreciate faster and have lower resale values than conventional fuels. This means that the residual value at the end of a 5-year lease would likely be lower, as would the resale value at the end of a 10-year lifecycle. Given the uncertainty around depreciation and resale value, the shorter leasing term offers some reduction in risk compared to the longer lifecycle of ownership • Technology Advances: ZEV technology is advancing rapidly, creating a risk of technological obsolescence for owners. Leasing offers flexibility by allowing the city to regularly upgrade to the latest models, minimizing the risk of being stuck with outdated vehicles, whereas ownership carries the potential downside of outdated technology over time.
• Charging Requirements: Both leasing and purchasing will require the City to make arrangements for charging the electric vehicles added to the fleet. The cost would remain the same whether the vehicles are leased, or city owned. • Maintenance and Repair Cost: ZEVs generally have lower maintenance and repair costs compared to conventional vehicles due to fewer mechanical components and no need for oil changes. This reduction in long-term maintenance expenses makes purchasing ZEVs more appealing because maintenance and repair costs are currently fairly significant factors in the cost of ownership for some classes.

Maintenance and repair costs would be reduced under both the leasing and purchase options.
• Fuel Cost: While the cost of fuel for ZEVs is significantly lower than for traditional combustion engine vehicles, it will remain the same whether the vehicle is leased or purchased.

The cost impact for most of these factors is uncertain, and they are likely to continue to fluctuate. For other factors such as maintenance and fuel costs, the cost is largely unaffected by whether they vehicle is purchased or leased. Considering this, the findings of the cost comparison still favor ownership over leasing.

5.4 Non-Cost Factors
In addition to the total cost of ownership, the City should consider other, non-cost related factors in the decision to lease or purchase vehicles. These include:
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• Complexity versus Convenience: Leasing simplifies fleet management by outsourcing maintenance, upgrades, and vehicle replacement, making it more convenient. Ownership requires more complex internal management, including maintenance scheduling, depreciation tracking, and replacement planning. These internal tasks can be handled by a Fleet Coordinator position to oversee the City’s 55-60 vehicles.
• Scalability: Leasing allows for easier scalability as the fleet grows, providing the flexibility to quickly add vehicles as needed based on city needs. Leasing companies may be able to secure vehicles more quickly due to their purchasing power with manufacturers. Ownership requires larger initial capital outlays and more planning to scale up, especially for long-term fleet expansion. While ownership would require more capital resources initially to add vehicles, it would not prevent the City from complying with CARB regulations or making the transition to ZEVs.
• Flexibility for Replacing/Right-Typing Vehicles: Leasing provides more flexibility to replace or rotate vehicles as needs change, ensuring the fleet is right-sized and right-typed for different operational demands. Owning the fleet makes adjustments slower and less flexible, as replacement schedules depend on budget cycles and asset lifespans. Both leasing and ownership can accommodate the CARB regulations for ZEV adoption. But if the operational demands of the City’s vehicles are expected to change notably in the coming years, leasing would allow more convenience – but not necessarily any cost savings – in accomplishing this. • Fleet Downtime and Shop Capacity: Because the City of Palm Desert does not have its own maintenance shop, the maintenance and repair of vehicles cannot be performed by in-house staff. Contract arrangements are necessary. Under the leasing agreement, Enterprise provides a maintenance contract for a monthly pervehicle fee, and the City holds other vendor contracts for repairs and specialized work. The arrangement under a fleet ownership model would be similar. The City could either create a maintenance contract with a fleet management company or manage multiple contracts with local vendors. Alternatively, they could explore the option of an Interagency Agreement (IA) with another municipality such as the City of Indio or Riverside County. Regardless of the fleet acquisition model selected, maintenance and repairs will be outsourced, with minimal impact on fleet availability, downtime, or performance.

While there are minor differences in factors such as complexity, scalability, flexibility, and fleet downtime, ultimately neither leasing nor owning presents an advantage so significant that it would outweigh the cost considerations. Both models offer viable 605
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solutions for managing a municipal fleet, and the City’s decision should primarily focus on the total cost of ownership to ensure the most financially sound approach.

Recommendations
The following recommendations pertaining to fleet acquisition should be adopted by the city:

10. Buy out the leases for the vehicles identified in this chapter.

11. Track capital and operating costs to fully understand the TCO of EV as it evolves.

12. Establish a contract(s) for third party maintenance to replace the Enterprise arrangement.
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6. Fleet Replacement Plan
The following section summarizes the fleet replacement and electrification plan for the City, including descriptions and timelines of fleet leasing and replacement for each classification and each individual vehicle.

6.1 Recommendations
The City of Palm Desert should plan to transition from leased to owned vehicles across all classifications, maintain compliance with CARB regulations, and employ a Fleet Coordinator to oversee the management of the fleet.

1. Fleet Replacement Recommendations
The recommendations for vehicles fall into four categories depending on their current leasing status and the applicability of Advanced Clean Fleet (ACF) regulations:
• City-Owned ACF-Applicable Vehicles: Purchase replacements at the end of lifecycle, as outlined in the replacement plan.
• City-Owned Light-Duty Vehicles: Purchase replacements at the end of lifecycle, as outlined in the replacement plan. The City may purchase ICE, HEV, or ZEV units as long as manufacturers and dealers permit.
• Leased ACF-Applicable Vehicles: End leases and replace with purchased vehicles, or purchase vehicles out of the leases, within the next two years. • Leased Light-Duty Vehicles: Buy vehicles out of their lease, then replace at the end of lifecycle, as outlined in the replacement plan. The City may purchase ICE, HEV, or ZEV units as long as manufacturers and dealers permit.

The following table illustrates this updated replacement plan. EV replacements are shown in blue, while hybrid or EV-optional replacements are shown in light green. ICE replacements are shown in orange. Vehicles recommended to be purchased out of their leases in 2025 are shown in gray.
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Fleet Replacement Plan by Recommended Classification
Classification
2025202620272028202920302031203220332034203520362037203820392040 City-owned
1 Ton 2WD Dump ACF 1 1
1 Ton 2WD Utility ACF 1
1 Ton 4WD Flatbed ACF 2 1
Class 4 Stencil Truck ACF 1
Class 5 2WD Aerial ACF 1 1
Class 5 2WD Utility ACF 1 1
Class 7 Dump Body ACF 1
Class 7 Tanker Truck ACF 1
1/2 Ton 2WD Ext Cab 1 1
1/2 Ton 4WD Crew 1 1
1/2 Ton 4WD Ext Cab 2 2 2 2 2 2
Compact Pickup 4WD 1 1 2 1 1 2
Compact SUV 2WD 1 1
Compact SUV 4WD 1 1
Electric Cart 2
Leased
1 Ton 2WD Dump ACF 1 1
1 Ton 2WD Utility ACF 1 1
1 Ton 4WD Flatbed ACF 2 2
HD Jet/Vac Truck ACF 1 1
1/2 Ton 2WD Ext Cab 3 3 3
1/2 Ton 2WD Utility 1 1 1
1/2 Ton 2WD w/Gate 1 1 1
1/2 Ton 4WD Ext Cab 5 5 5
Compact Pickup 4WD 3 3 3
Compact SUV 2WD 8 8 8
Compact SUV 4WD 5 5 5

2. Fleet Recommendations by Unit
The following table shows the recommendation and timeline for each individual vehicle in the fleet, including leasing and electrification considerations. 608
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Fleet Replacement Recommendations and Plan: Individual Vehicles Unit Status Current Classification ACF Recommendation
1 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
2 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2027.
3 Owned 2004 F-350 Concrete Truck ACF Replace with Class 5 2WD Utility Body ICE in 2025. Replace with ZEV by 2038.
4 Lease 2018 F-350 ACF Extend lease to 2026. Purchase ZEV Replacement in 2026.
5 Lease 2019 Ford Fusion - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
6 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
7 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
9 Owned 2019 F-750 Dump Truck ACF Replace with Class 7 Dump Body ZEV by 2035. 10 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
11 Owned 2019 F-750 Water Truck ACF Replace with Class 7 Tanker Truck ZEV by 2038. 12 Owned 2022 F-450 Stencil Truck ACF Replace with Class 4 Stencil Truck ZEV by 2038. 45 Owned 2014 F-150 - Replace with ICE, HEV, or ZEV in 2025. 46 Owned 2014 F-150 Truck - Replace with ICE, HEV, or ZEV in 2025. 47 Owned 2014 F-150 - Replace with ICE, HEV, or ZEV in 2025. 48 Owned 2014 F-150 - Dispose of vehicle in 2025 and eliminate from inventory.
56 Owned 2016 Ford F-350 ACF Replace with 1 Ton 2WD Utility Body ZEV by 2032.
57 Owned 2016 GMC Sierra - Replace with ICE, HEV, or ZEV in 2026. 58 Owned 2016 GMC Sierra 1500 - Replace with ICE, HEV, or ZEV in 2026. 59 Owned 2001 F-550 - Non operable - Dispose of vehicle in 2025 and eliminate from inventory.
60 Owned 2016 GMC Sierra 1500 Truck - Replace with ICE, HEV, or ZEV in 2026. 61 Owned 2016 GMC Sierra 1500 - Replace with ICE, HEV, or ZEV in 2026. 62 Owned 2016 Ford Flex SE Sedan - Replace with ICE, HEV, or ZEV in 2026. 63 Owned 2016 F-350 Dump Truck ACF Replace with 1 Ton 2WD Dump ICE in 2026.

Replace with ZEV by 2035.
64 Owned 2016 F-350 Flat Bed ACF Replace with 1 Ton 4WD Flatbed ZEV by 2032. 65 Owned 2017 Chevy Colorado - Replace with ICE, HEV, or ZEV in 2027. 66 Owned 2017 Chevy Colorado - Replace with ICE, HEV, or ZEV in 2027. 67 Owned 2017 F-150 Truck - Replace with ICE, HEV, or ZEV in 2027. 68 Owned 2017 F-150 ext-cab - Replace with ICE, HEV, or ZEV in 2027. 69 Owned 2017 F-150 ext-cab - Replace with ICE, HEV, or ZEV in 2027. 70 Owned 2017 GMC 3500 Flatbed ACF Replace with 1 Ton 4WD Flatbed ZEV by 2029. 71 Owned 2017 GMC 3500 Flatbed ACF Replace with 1 Ton 4WD Flatbed ZEV by 2029. 72 Owned 2017 Ford-F550 Bucket Truck ACF Replace with Class 5 2WD Aerial ZEV by 2032. 609
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Unit Status Current Classification ACF Recommendation
77 Lease 2018 F-350 ACF Buy the vehicle out of the lease in 2025.

Purchase ZEV replacement by 2032.
78 Lease 2018 F-150 4x4 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2029.
79 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2029.
80 Lease 2018 Ford Escape - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
81 Lease 2018 Ford Escape - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
82 Lease 2018 F-350 ACF Extend lease to 2026. Purchase ZEV Replacement in 2026.
83 Lease 2018 Ford Fusion - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
84 Lease 2018 Ford F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
85 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2029.
86 Lease 2018 F-550/Ditch Witch ACF End lease and purchase HD Vac Truck ICE in 2025. Replace with ZEV by 2038.
87 Lease 2018 F-350 DUMP ACF End lease and purchase 1 Ton 2WD Dump ICE in 2025. Replace with ZEV by 2035.
88 Lease 2018 Ford Flex - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
89 Lease 2018 Ford Fusion - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
90 Lease 2018 Ford Escape Eps - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
91 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2029.
92 Lease 2018 F-150 Truck - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2027.
93 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2029.
94 Lease 2019 Ford Flex - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2028.
95 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
96 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2027.
97 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
98 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2027.
99 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2030.
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Unit Status Current Classification ACF Recommendation
100 Lease 2018 F-150 - Buy the vehicle out of the lease in 2025. Replace with ICE, HEV, or ZEV in 2027.
224 Owned 2002 Ford NEV (Green) - Dispose of vehicle at end of lifecycle and do not replace.
253 Owned 2006 F-150 Super Crew - Replace with ICE, HEV, or ZEV in 2025. 275 Owned Humdinger - Replace with Electric Cart in 2031. 287 Owned Flat Bed Utility Cart - Replace with Electric Cart in 2031. 556 Owned 2020 F-550 Bucket Truck ACF Replace with Class 5 2WD Aerial ZEV by 2035.

3. Fleet Replacement Funding
The following table provides cost estimates for this plan over the coming years, presented in current year dollars. It assumes that city-owned vehicles can be sold for a residual value of 15% of the purchase price, and that leased vehicles can be bought out of their lease for only a service fee once the book value has been fully depreciated over the original lease term.

Annual Cost of Fleet Purchases
The increase in 2038 is due to a confluence of multiple replacements due that year; this can be addressed by replacing some of them early, using an annual fleet replacement allocation.

The cost of capital fleet replacement for the recommended fleet composition is estimated at $300,000 per year. In the initial years however, a greater expenditure will be required to bring outdated fleet assets up to date and replace leased vehicles with purchased ones.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2025202620272028202920302031203220332034203520362037203820392040 611
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4. Staffing and Contracting
The City should enter into a contract for preventive maintenance on the fleet and additional contracts for repairs and specialized fleet work. When vehicles are under warranty, dealership services should be utilized. Otherwise, the Fleet Coordinator should manage maintenance and repair contracts. These may be with other government agencies such as a nearby city or the County of Riverside, or with a private vendor such as a fleet management company.

The City should hire a Fleet Coordinator position to manage the fleet. This position differs from a traditional fleet manager because they would not oversee a mechanic shop, but they would be responsible for acquisition, disposal, managing vendor contracts for maintenance and repairs, and managing the City’s fleet management software. The following summarizes the key duties and costs for this position:

Fleet Coordinator
Reports to Streets Maintenance
Supervisor
Salary/Benefits Estimate:
$130,000 per year
• Work with city departments to develop vehicle
specifications based on operational needs.
• Manage the acquisition of fleet vehicles, ensuring timely procurement and delivery.
• Oversee contracts for vehicle upfitting, badging, and preparation for end-of-life, as well as routine maintenance, repairs, and specialized work.
• Handle vehicle disposal, ensuring compliance with city policies and procedures.
• Assist with capital planning to support fleet sustainability and growth.
• Act as the power user of fleet management software,
including vehicle tracking and location systems.

6.2 Fleet Replacement Steps
The following table outlines the key steps for the City to implement the recommendations above, including the year, responsibility, and estimated cost of each step.

Action Year Responsibility Cost Estimate
Extend Leases for Units #4 and
#82 until 2026
2024 Public Works / Purchasing $1,210 / month
Hire Fleet Coordinator 2025 City Manager’s Office /
Director of Public Works
$130,000 / year
Contract for Fleet PMs & Repairs
of Owned Vehicles
2025 Fleet Coordinator Similar to current rates
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Action Year Responsibility Cost Estimate
Purchase 26 leased light-duty
(non-ACF) vehicles out of their
leases
2025 Fleet Coordinator $10,400 in service fees
Replace Unit #3 (2004 F-350
Concrete Truck) with Class 5
Utility Body ICE as planned
2025 Fleet Coordinator $212,900
Terminate lease for Unit #86
(2018 F-550) and replace with
purchased HD Vac Truck ICE as
planned
2025 Fleet Coordinator $248,400
Terminate lease for Unit #87
(2018 F-350 Dump) and replace
with purchased 1 Ton 2WD Dump
ICE as planned
2025 Fleet Coordinator $98,300
Follow replacement and disposal
plan as presented.
2026 and
onward
Fleet Coordinator $390,000 / year in total
cost of ownership,
including $300,000 in
capital replacement.

Recommendations
The following recommendations pertaining to fleet replacement should be adopted by the city:

13. Establish a fleet coordinator position to coordinate fleet activities.

14. Action the inventory changes outlined in Section 6.2.

15. Adopt a smoothed replacement plan with initial funding of $300,000 annually. 613
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7. Fleet Maintenance Plan
Fleet maintenance and repair processes significantly affect vehicle availability, reliability, safety, cost efficiency, and environmental impact. The main components of fleet maintenance include technician labor, facilities and equipment, parts, and outsourced (sublet) services. The goal for fleet managers is to integrate these components to optimize performance while minimizing costs.

7.1 Maintenance Overview
A fleet maintenance and repair plan outlines strategies and procedures to ensure a fleet remains safe, efficient, and operational. The benefits of having a preventative maintenance (PM) plan for the fleet include:
• Lower operating costs: Regular maintenance can help avoid major mechanical problems and breakdowns, which can be costly and unexpected. • Lower repair costs: Scheduled check-ups can help identify and repair minor issues before they become more expensive.
• Enhance safety: Regular maintenance can help prevent accidents and ensure vehicles are safe to drive.
• Resale value: Well-maintained vehicles with a documented service history will be worth more at auction.
• Reduce downtime: Regular PM can help minimize downtime and the associated costs.
• Fuel management: Well-maintained vehicles have better fuel efficiency.

This section provides a summary of best practices regarding fleet maintenance, a recommended listing of PM tasks and intervals by vehicle classification for the City, a staffing recommendation for fleet maintenance, and an appendix containing a framework for the development of a more comprehensive fleet maintenance program and policy, should the City desire it.

7.2 Best Practices for Fleet Maintenance
Creating and adhering to a proactive PM program is essential to the safe and efficient operation of fleet vehicles and there are other maintenance best practices that fleet operations should adhere to. As Palm Desert does not have garage operations, the focus is on best practices for outsourced repair services.
• Have a formal, written PM program that delineates all services needed for maintenance on a vehicle. This written program sets out the expectations on what service is needed at the prescribed interval, following manufacturer 614
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recommendations for each vehicle class or type. The program can be disseminated to all fleet vehicle users so that each department can plan for vehicle maintenance and amend work schedules as needed.
• Designate PM intervals in the program based on time and use, aligned with manufacturer recommendations. These intervals can be amended based on the usage of the vehicle or can be tailored to a department’s needs. More frequent intervals can be used if the vehicle experiences higher mileage in extreme conditions or can be lengthened if a vehicle is not used as often as anticipated. • Set benchmarks for user compliance with the program. Best practice in the fleet industry is that 90% of all PM inspections should be completed within 30 days of when the services are due. By tracking the timing of completion, a fleet operation can alert users of upcoming inspections and those that are past due. • Include instructions for roadside breakdowns. Provide contacts for fleet personnel or towing contractors to get a vehicle into a shop quickly and minimize downtime. • Ensure maintenance schedules for off-road vehicles and construction equipment are included in the plan.
• Re-examine outsourcing versus insourcing options for PM programs regularly. A change in fleet composition such as a large influx of vehicles may necessitate a change in the maintenance plan.
• Include warranty recovery in any maintenance program. When vehicles have issues that may be covered under warranty, pursuing the warranty claims can lessen the expense of repairs. Dealership involvement in the warranty recovery process is essential to maintain a vehicle in peak condition. • Ensure that the shops selected to implement the PM program have an adequate number of technicians to complete work in a timely manner. They should also have shop hours that correspond to the working hours of Palm Desert employees. The shop should have a good reputation and communicate all information about repairs in a timely manner.
• Stipulate how customers will be contacted to advise them on the repair status of vehicles. This contact can be in the form of phone calls or emails. There should also be a mechanism for customers to contact the repair facility, or an internal fleet contact.
• Record work orders from all PM and repairs in a master database. This allows for the information to be easily analyzed for future benchmarking and reviews of the maintenance program.
• Monitor fleet downtime on a consistent basis. Fleet personnel should be in regular communication with repair shops and department personnel to facilitate timely repairs and work to have vehicles returned quickly.
• Include a formal performance measurement system as part of the PM and repair program. Benchmarks or key performance indicators (KPIs) should be developed to monitor the efficiency and effectiveness of the maintenance program. 615
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• Enforce pre-trip and post-trip inspections of vehicles. The inspections can be used to flag items of concern so that they can be addressed as quickly as possible. • Monitor the PM and repair program. There should be a full-time fleet position assigned to analyze fleet data and seek improvement in the program. This position can also work with all outsourced maintenance shops to facilitate repairs, communicate with all departments, and provide input into vehicle acquisitions and disposals.

7.3 Preventive Maintenance Plan
Maintenance plans can be customized vehicles by manufacturer, class or type. For Palm Desert, a maintenance plan was reviewed for the following types of vehicles:
• Compact SUV 2WD/4WD
• Compact Pickup, 4WD, Extended Cab
• ½ Ton Pickup, 2WD, Extended Cab
• ½ Ton Pickup, 4WD, Extended Cab
• 1 Ton Truck, 2WD, Dump Body
• 1 Ton Truck, 2WD, Utility Body
• 1 Ton Truck, 4WD, Flatbed
• Class 5 Truck, 2WD, Aerial – Altec 24’ Arm
• Class 5 2WD, Utility Body
• Class 7 Truck, Dump/Tank/Jet/Vac
The Federal Highway Administration (FHA) considers that vehicles fall into a certain class of vehicle according to its Gross Vehicle Weight Rating (GVWR). These classes are:

Figure 1: Vehicle Weights and Categories. Source: US Dept of Energy - Alternative Fuels Data Center8 8 https://afdc.energy.gov/data/10380
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As many different types of vehicles can fall into the same class because of the GVWR, it is better to have PM plans by vehicle class rather than customizing a plan per vehicle type. This eliminates the need for numerous plans that are overly cumbersome to implement and track while leaving room to customize for a specific piece of equipment that may require extra attention because of additional added equipment.

If the FHA standards for vehicles classes are used, vehicles will fall into the following classes:

Vehicle Type Vehicle Class
Compact SUV, Compact Pickup Class 1
½ Ton Pickup Class 2
1 Ton Pickup Class 3
The Class 5 and Class 7 units listed above are self-explanatory as to which classes they will fall into for a PM program.

The basic PM schedules for Classes 1 through 3 are below. These schedules can be modified, if necessary, when usage patterns indicate more or less mileage intervals than average.

Service Interval Components
CLASS 1: Compact SUV or Pickup
PM A 6 months, or 5,000 miles
if reached first
• Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
PM B 12 months, or 10,000
miles if reached first.
• Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Check Brake Linings
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Service Interval Components
PM C 24 months, or 30,000
miles if reached first • Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Check Brake Linings
• Replace All Other Filters
• Repack Wheels Bearings if Needed
• Check Transfer Case and Service if Needed
• Check Differential and Service if Needed
Checklist Items for All
Services
• Check All Lights
• Check all Wiring
• Inspect Undercarriage
• Check all Safety Equipment
• Inspect Body/Paint
• Check Battery/Electrical System
• Inspect Engine Area
• Check Wipers
CLASS 2: Pickup 1/2 Ton 2WD or 4WD
PM A 6 months, or 5,000 miles
if reached first
• Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
PM B 12 months, or 15,000
miles if reached first
• Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Check Brake Linings
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Service Interval Components
PM C 24 months, or 30,000
miles if reached first • Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Check Brake Linings
• Replace All Other Filters
• Repack Wheels Bearings if Needed
• Check Transfer Case and Service if Needed
• Check Differential and Service if Needed
• Check Automatic Transmission, All Lines
and Hoses, Radiator, Condenser, Coolant,
Exhaust System, Axles and Ball Joints.

Checklist Items for All
Services • Check All Lights
• Check all Wiring
• Inspect Undercarriage
• Check all Safety Equipment
• Inspect Body/Paint
• Check Battery/Electrical System
• Inspect Engine Area
• Check Wipers
CLASS 3: Pickup 1 Ton 2WD or 4WD
PM A 6 months, or 7,500 miles
if reached first • Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
PM B 12 months, or 15,000
miles if reached first • Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Inspect Wheels
• Inspect Pads, Rotors, Shoes, Drums, Linings,
Hoses and Parking Brake
• Inspect Exhaust System
• Inspect Cooling System
• Inspect Axle and Joints
• Replace Cabin Air Filter
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Service Interval Components
PM C 24 months, or 30,000
miles if reached first • Change Oil and Filter
• Rotate Tires
• Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
• Check Brake Linings
• Replace All Other Filters
• Repack Wheels Bearings if Needed
• Check Transfer Case and Service if Needed
• Check Differential and Service if Needed
• Check Automatic Transmission, All Lines
and Hoses, Radiator, Condenser, Coolant,
Exhaust System, Axle and Ball Joints.

Checklist Items for All
Services • Check All Lights
• Check all Wiring
• Inspect Undercarriage
• Check all Safety Equipment
• Inspect Body/Paint
• Check Battery/Electrical System
• Inspect Engine Area
• Check Wipers
• Check All Upfit Beds for Stability and Repair
Items
When discussing the maintenance intervals for a Class 5 vehicle, each manufacturer has their own schedule for the vehicles they manufacture. As an example, the PM schedule for a diesel-fueled Ford F-550 follows.
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Service Interval Components
CLASS 5: Ford F-550 Diesel
PM A 6 months or 7,500 miles
if reached first • Change Oil and Filter
• Rotate Tires
• Refill the DEF Tank
• Check Air Filter
• Inspect Brake System
• Inspect Engine and Cooling System
• Inspect Exhaust System and Heat Shields
• Inspect Axles and U-Joints
• Inspect Linkage, Joints, Suspension, TieRods, and Driveshaft • Lube Chassis as Required
• Check and Fill all Fluid Levels
• Check Tire Pressure
PM B 12 months or 20,000
miles if reached first
• Complete All Services under PM A plus
Replace Cabin Air Filter
PM C 24 months or 30,000
miles if reached first • Complete All Services under PM B plus Replace Engine Air Filter
Additional Interval
Maintenance
50,000 miles • Replace Engine Air Inlet Foam Filter
60,000 miles • Replace Front Wheel Bearing Grease and
Grease Seals
90,000 miles • Inspect Accessory Drive Belt(s)
150,000 miles • Change Automatic Transmission Fluid and Filter
• Replace Accessory Drive Belt(s)
• Replace Front Wheel Bearings and Seals
• Change Axle Fluid
Checklist Items for All
Services • Check All Lights
• Check all Wiring
• Change Brake Fluid Every Three Years
• Inspect Undercarriage
• Check all Safety Equipment
• Inspect Body/Paint
• Check Battery/Electrical System
• Inspect Engine Area
• Check Wipers
• Check All Upfit Beds for Stability and Repair
Items
• Conduct Annual Inspections and Testing on
all Booms and Cranes
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Class 7 vehicles have extensive maintenance and repair schedules due to the size of the vehicle and the number of intricate systems that need inspection. Because of this, it is hard to break down the maintenance schedule into a simple table. As an example, the maintenance schedule for a Class 7 Freightliner M2 106 is encompassed in a 197-page document. This maintenance schedule can be found at Business Class M2 Maintenance Manual.pdf

7.4 Staffing
As Palm Desert does not have a fleet garage and outsources all maintenance, there are no staffing recommendations to be made regarding technicians. As discussed in the leasing analysis however, Palm Desert should consider having a dedicated Fleet Coordinator to assume the fleet management responsibilities which will accompany a larger city-owned fleet. The Fleet Coordinator would review PM parameters for the fleet and track compliance. They would also establish contracts with preferred third-party service providers and review all invoices to ensure that services are provided according to contract.

Recommendations
The following recommendations pertaining to fleet maintenance should be adopted by the city:

16. Create a formal PM program along the parameters described in this chapter.

17. Track user compliance with the PM program. With the goal 90% of all PM inspections completed within 30 days of when the services are due.

18. Include warranty recovery in the maintenance program.

19. Record work orders from all PM and repairs in a master database.

20. Enforce pre-trip and post-trip inspections of vehicles. 622
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8. Implementation Guidance
A full list of recommendations by priority and the level of effort required to address them is included below. Priorities are allocated as A, B, C, and D indicating in which order they should be completed. The level of effort is assigned as:
1: requires less than $25,000 or six months to achieve. 2: requires between 6 and 12 months and $25,000 to $50,000 to achieve. 3: requires more than 12 months and $50,0000 to achieve. # Recommendation Priority Effort

1. Adopt the ACF Milestones approach offered by CARB for ZEV compliance. A 1

2. Report the option selected and vehicle selection information through TRUCRS.

C 1

3. Adopt the fleet right-sizing recommendations made in Section 4 including eliminating Unit #48 and Unit #59.

B 1

C 2

6. Complete the entry of all fleet assets and data into Cartegraph along with the recommended preventive maintenance cycles. Supplement this tool with fueling, telematics, and GeoTab data to assess utilization trends and the efficiency of fleet usage.

B 1

7. Formalize the City’s motor pool policies and reservation system. C 1

C 2
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# Recommendation Priority Effort

9. Establish a department cost charge-back system to promote transparency and incentivize fleet users to reduce ownership and operating costs.

D 3

10. Purchase the 26 leased light-duty (non-ACF) vehicles out of their leases in 2025 and schedule them for replacement according to recommended lifecycle.

B 1

11. Track capital and operating costs to fully understand the TCO of EV as it evolves.

D 1

12. Enter into a contract for preventive maintenance on the fleet and additional contracts for repairs and specialized fleet work. These may be with a nearby city, the County of Riverside, or with a private vendor such as a fleet management company.

B 2

13. Establish a Fleet Coordinator position to oversee acquisition, disposal, managing vendor contracts for maintenance and repairs, and managing the City’s fleet management software.

A 2

14. Action the fleet inventory changes outlined in Section 6.2: Extended the leases for Unit #4 and Unit #82 to 2026. Terminate the leases for Unit #86 and Unit #87 in 2025. Replace Unit #86 with a purchased HD Vac Truck ICE as planned. Replace Unit #87 with a purchased 1 Ton 2WD Dump ICE as planned. Replace Unit #3 with a Class 5 Utility Body ICE as planned in 2025.

B 3

15. Adopt a smoothed replacement plan and allocate $300,000 per year – increasing in future years to account for inflation – for capital fleet replacement.

D 3

16. Create a formal preventive maintenance program along the parameters described in Section 7. Use Cartegraph to manage the program.

B 1

17. Track user compliance with the PM program, with the goal 90% of all PM inspections completed within 30 days of when the services are due.

D 2

18. Include warranty recovery in the maintenance program. D 1

19. Record work orders from all PM and repairs in a master database. D 2

20. Enforce pre-trip and post-trip inspections of vehicles. D 1 624
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Appendix A: List and Terms of Leased Vehicles
A detailed summary listing of the leased vehicles was completed to determine whether leasing is the best option for the City going forward. Some important lease terms are defined:

Lease Start: Start date of the lease with Enterprise.

Lease End: End date of the lease with Enterprise.

Initial Payment: First payment made to Enterprise that covers the partial time between the lease start to the first full month, plus the first full month.

Monthly Payment: Payment made each month to Enterprise. This payment includes insurance, maintenance program and sales tax.

Capital Price: The price of the new vehicle from Enterprise. This would have been the price if the vehicle had been purchased outright.

Book Value: Value of the vehicle that Enterprise has on its books at the end of the lease term.

The following table summarizes the initial leasing terms of all 31 leased vehicles. # Vehicle Type
Lease
Start
Lease
End
Initial
Payment
Monthly
Payment
Capital
Price
Book
Value
90 SUV Small 04/16/2018 05/01/2023 $1,301.94 $522.19 $23,391.58 $4,444.18 80 SUV Small 04/10/2018 05/01/2023 $1,500.86 $630.35 $26,474.00 $2,647.40 81 SUV Small 04/20/2018 05/01/2023 $1,556.55 $609.19 $26,421.00 $2,641.80 78 Truck LD ½ Ton 04/16/2018 05/01/2023 $4,135.33 $787.96 $33,972.25 $3,397.45 79 Truck LD ½ Ton 04/06/2018 05/01/2023 $1,418.20 $758.29 $33,049.20 $3,304.80 84 Truck LD ½ Ton 04/06/2018 05/01/2023 $1,422.67 $681.20 $30,827.20 $5,857.00 85 Truck LD ½ Ton 04/10/2018 05/01/2023 $1,853.17 $673.22 $30,855.20 $5,862.20 91 Truck LD ½ Ton 04/06/2018 05/01/2023 $1,942.94 $673.22 $30,855.20 $5,862.20 92 Truck LD ½ Ton 04/06/2018 05/01/2023 $1,942.94 $673.22 $30,855.20 $5,862.20 93 Truck LD ½ Ton 04/12/2018 05/01/2023 $1,673.51 $685.23 $31,038.52 $5,897.32 95 Truck LD ½ Ton 01/09/2019 02/01/2024 $1,801.87 $709.50 $29,983.15 $2,998.15 96 Truck LD ½ Ton 01/09/2019 02/01/2024 $1,942.88 $706.61 $29,840.47 $2,983.87 97 Truck LD ½ Ton 01/30/2019 02/01/2024 $1,357.26 $743.29 $31,654.37 $3,165.17 98 Truck LD ½ Ton 01/30/2019 02/01/2024 $1,357.26 $743.29 $31,654.37 $3,165.17 99 Truck LD ½ Ton 01/18/2019 02/01/2024 $1,644.98 $743.29 $31,654.37 $3,165.17 100 Truck LD ½ Ton 01/18/2019 02/01/2024 $1,790.98 $743.29 $31,654.37 $3,165.17 1 Truck LD ½ Ton 01/15/2019 02/01/2024 $1,862.90 $743.29 $31,654.37 $3,165.17 625
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# Vehicle Type
Lease
Start
Lease
End
Initial
Payment
Monthly
Payment
Capital
Price
Book
Value
7 Truck LD ½ Ton 01/30/2019 02/01/2024 $1,348.62 $743.29 $31,654.37 $3,165.17 2 Truck LD ½ Ton 01/09/2019 02/01/2024 $2,125.54 $750.42 $31,936.38 $3,193.38 10 Truck LD ½ Ton 01/18/2019 02/01/2024 $1,790.98 $743.29 $31,654.37 $3,165.17 6 Truck LD ½ Ton 02/07/2019 03/01/2024 $1,440.99 $729.76 $30,933.83 $3,093.23 77 Truck MD 1 Ton 04/30/2018 05/01/2022 $16,697.86 $1,106.03 $41,303.77 $5,617.21 82 Truck MD 1 Ton 05/08/2018 06/01/2023 $17,465.35 $1,047.94 $42,671.82 $1,066.02 4 Truck MD 1 Ton 07/12/2019 08/01/2024 $18,085.68 $1,046.49 $43,892.00 $2,857.80 86 Truck MD Class 5 05/07/2018 06/01/2023 $15,561.23 $1,128.55 $48,647.50 $4,864.90 87 Truck MD 1 Ton Dump 04/30/2018 05/01/2023 $11,424.65 $1,122.38 $45,906.00 $459.00 88 Sedan 04/12/2018 05/01/2023 $1,716.92 $687.00 $29,056.00 $2,905.60 94 Sedan 01/15/2019 02/01/2024 $1,654.20 $678.76 $28,856.99 $2,885.99 89 Sedan 05/07/2018 06/01/2023 $2,864.82 $566.20 $23,200.00 $2,320.00 83 Sedan 05/04/2018 06/01/2023 $1,679.24 $560.22 $23,200.00 $2,320.00 5 Sedan 01/15/2019 02/01/2024 $1,238.02 $475.41 $18,876.99 $1,887.99 The following table summarizes the leasing terms after initial lease termination (lease extension).
# Vehicle Type
Lease
Start
Lease
End
Initial
Payment
Monthly
Payment
Capital
Price
Book
Value
90 SUV Small 05/01/2023 07/01/2025 $901.36 $121.61 $23,391.58 $1.00 80 SUV Small 05/01/2023 12/01/2024 $1,805.42 $134.91 $26,474.00 $1.00 81 SUV Small 05/01/2023 01/01/2025 $1,868.97 $121.61 $26,421.00 $1.00 78 Truck LD ½ Ton 05/01/2023 01/01/2025 $1,136.67 $136.90 $40,173.60 $1.00 79 Truck LD ½ Ton 05/01/2023 12/01/2024 $796.81 $136.90 $33,049.20 $1.00 84 Truck LD ½ Ton 05/01/2023 08/01/2024 $886.54 $145.07 $30,827.20 $1.00 85 Truck LD ½ Ton 05/01/2023 07/01/2025 $1,831.80 $138.77 $30,855.20 $1.00 91 Truck LD ½ Ton 05/01/2023 08/01/2024 $1,141.82 $145.10 $30,855.20 $1.00 92 Truck LD ½ Ton 05/01/2023 08/01/2024 $1,365.30 $136.27 $30,855.20 $1.00 93 Truck LD ½ Ton 05/01/2023 08/01/2024 $1,053.82 $96.47 $31,038.52 $1.00 95 Truck LD ½ Ton 02/01/2024 08/01/2024 $1,709.80 $653.33 $29,987.15 $1.05 96 Truck LD ½ Ton 02/01/2024 08/01/2024 $2,189.01 $644.97 $29,840.47 $1.02 97 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,269.31 $655.34 $31,654.37 $1.03 98 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,613.81 $655.34 $31,654.37 $1.03 99 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,534.51 $632.82 $31,654.37 $1.00 100 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,680.51 $632.82 $31,654.37 $1.00 1 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,743.20 $623.59 $31,654.37 $1.00 7 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,287.59 $682.26 $32,318.51 $1.06 626
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# Vehicle Type
Lease
Start
Lease
End
Initial
Payment
Monthly
Payment
Capital
Price
Book
Value
2 Truck LD ½ Ton 02/01/2024 08/01/2024 $2,022.02 $683.13 $31,936.38 $1.00 10 Truck LD ½ Ton 02/01/2024 09/01/2024 $1,667.71 $642.07 $31,654.37 $1.00 6 Truck LD ½ Ton 03/01/2024 09/01/2024 $1,374.06 $662.83 $30,933.86 $1.00 77 Truck MD 1 Ton 05/01/2022 02/01/2025 $12,431.72 $129.94 $41,303.77 $1.00 82 Truck MD 1 Ton 06/01/2023 10/01/2024 $11,532.17 $163.87 $42,671.82 $1.00 4 Truck MD 1 Ton 07/12/2019 08/01/2024 $18,085.68 $1,046.49 $43,892.00 $2,857.80 86 Truck MD Class 5 06/01/2023 02/01/2025 $3,803.39 $174.09 $48,742.50 $1.00 87 Truck MD 1 Ton Dump 05/01/2023 06/01/2025 $1,157.03 $168.67 $46,001.00 $1.00 88 Sedan 05/01/2023 01/01/2025 $1,968.69 $138.77 $29,056.00 $1.00 94 Sedan 02/01/2024 09/01/2024 $1,546.34 $570.90 $28,856.99 $1.06 89 Sedan 06/01/2023 01/01/2025 $2,433.53 $134.91 $23,200.00 $1.00 83 Sedan 06/01/2023 01/01/2025 $1,253.93 $134.91 $23,200.00 $1.00 5 Sedan 02/01/2024 09/01/2024 $1,174.21 $411.60 $18,876.99 $1.06 627
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Appendix B: Comprehensive Maintenance Plan Framework
Fleet maintenance extends beyond PM work. It includes decisions about outsourcing, contract management, parts inventories, and the relationship between repair costs and lifecycles. This appendix provides a framework and sample outline for a more comprehensive fleet maintenance plan.

B.1 Steps to Create a Maintenance Plan
For organizations who do not have a program, or who wish to revamp their program, the following actions are needed.

Create a Fleet inventory. Document each asset in the fleet that requires preventive maintenance. Include pertinent asset information such as make, model, odometer reading, last inspection, and maintenance history.

Track Service History. Maintaining thorough maintenance records can assist mechanics in understanding the health of a vehicle and its components. It will show vehicles that follow a formal PM schedule and allow maintenance planners to prioritize upcoming maintenance needs.

Create a Maintenance Tasks and Interval List. The Original Equipment Manufacturers (OEMs) Guidelines are a good starting place for establishing the maintenance tasks and intervals that should be used. Time and experience with specific vehicle types will be beneficial in adjusting as warranted.

Create a PM Calendar. Knowing the maintenance history of the fleet inventory and the OEM recommended task list allows maintenance planners to create an online M calendar for all fleet assets. The calendar will describe when inspections or work is required and what type of maintenance will be performed. The calendar is usually tied to odometer readings of specific assets.

Track Odometer Readings. The final element in establishing a program is to ensure there is a method in place to track odometer readings that trigger PMs.

Most PM schedules are based around mileage and hour intervals, so fleet managers rely heavily on odometer readings to manage maintenance. These readings may be captured through telematics or the fuel system. Automated mileage capture is best practice as it eliminates human error associated with entering mileage. Accurate odometer readings allow maintenance planners to adhere to PM schedules by setting up service schedules the fleet or maintenance management software and receiving reminders based on odometer updates.
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In general terms, the following list shows the basic components that should be part of any PM checklist. Detailed checklists by vehicle class are included in the Appendix to this report.
• Change engine oil and filter.
• Rotate tires and check PSI.
• Check air and cabin air filters (change if needed).
• Check brake system/replace worn components.
• Check exhaust system.
• Lubricate grease fittings.
• Check fluid levels (coolant, brake, power steering, transmission, differential, transfer case, master cylinder, etc.).
• Check belts and hoses.
• Check lighting systems.
• Check safety systems/equipment (if applicable).
• Check coupling devices (for trailers).

Note that this list should be amended significantly for electric vehicles as the mechanical components are significantly changed and reduced.

B.2 Condition Assessments
Vehicle condition assessments are detailed evaluations of a of a vehicle’s condition.

These assessments take several factors into consideration when deciding on whether to replace a vehicle. While the most frequent assessments are the age of the vehicle and the mileage, there are other factors that can indicate whether a vehicle should be replaced.

Assessments typically include the following:
• Age: The most common factor in assessing whether a vehicle should be replaced.

While this is a strong indicator that a vehicle is past its useful life, there may be issues in using age as the only factor. For example, if two vehicles are the same age, then determining which vehicle should be replaced becomes difficult.

However, one vehicle may be in better overall condition because of usage patterns and can be replaced later.
• Mileage: Mileage can be a more of a determining factor when assessing a vehicle's condition as it indicates how much a vehicle has been used over its lifespan. The more miles the vehicle has on its engine and drivetrain, the more 629
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likely the vehicle has experienced repairs to its systems over the normal PM schedule.
• Exterior: The exterior of a vehicle can be an indication of how much a vehicle has been used. By parking a vehicle in a garage or building, the vehicle is kept out of the elements and has less issues with paint condition, dents, scratches, rust, mirrors and glass damage. Also, frequent cleanings of a vehicle can remove corrosive substances that affect the paint and metals. This leads to less breakdown of components like the frame, exhaust system, transmission and axles.
• Interior: The interior of a vehicle can show how much a vehicle has been cared for by the operator. Rips, stains, burns, and smells show whether the operator has been diligent in keeping the asset in top condition. The smell of tobacco products may be particularly problematic as it permeates porous surfaces and can be very difficult to remove.
• Mechanical: Engine, brakes, transmission, lights, battery, radio, and power accessories are all systems that should be included in an assessment of a vehicle.

Frequent repairs in these systems that are expensive may indicate a need for replacement.
• Accident: The accident history of a vehicle should also be included in any assessment. Frequent and expensive accidents may indicate that a vehicle should be replaced sooner.
• Service/Repair History: Repair and maintenance histories on vehicles show how much a vehicle has been in a shop for repair, the systems that needed repair, and the cost associated with the repairs. Assessing whether a vehicle is reliable based on this history can influence whether a vehicle should be replaced.

Once the assessments have been defined, a simple points system can be developed to prioritize replacements. Each item can be scored on a system from one to five, with one being the best and five being the worst. An example is below.

Points Determination for Age Assessment
Points Remaining Service Life Percentage Definition
1 81% to 100% Very Good Condition
2 61% to 80% Good Condition: Light use
3 41% to 60% Fair Condition: General signs of use
4 21% to 40% Poor condition: Significant degradation
5 <20% High Risk: Failure imminent
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By completing a points table for all the factors in an assessment, each vehicle can be evaluated and given an overall total score. The higher the score, the more critical the vehicle for replacement priority.

B.3 Maintenance Plan Sample Outline
The following outline represents a framework which can be used for an adopted maintenance plan as a policy document.

1. Purpose
The purpose of the fleet maintenance plan is to keep all vehicles and related equipment in a safe, reliable and operational condition.

2. Responsibilities
Fleet Managers: Responsible for the entire fleet, including maintenance plans and service scheduling. Oversees the lifecycle of each vehicle, supervises the fleet maintenance staff, and is accountable for the procurement and disposition of vehicles and equipment.

Creates and modifies the fleet maintenance plan and capital replacement plan according to strategic plans, funding, and market availability.

Drivers: Responsible for the overall operation and condition of vehicles and equipment.

Performs daily inspections and notes issues with operation.

Supervisors: Monitor driver behavior. Conduct spot checks of vehicles and equipment.

Review vehicles after repair to confirm repair status and completion.

3. Third-Party Service Providers
List third-party service providers here and what services they provide to the City of Palm Desert.

4. Types of Maintenance
Preventive Maintenance (PM): Regularly scheduled maintenance on vehicles and equipment to prevent unexpected breakdowns and costly repairs.

Predictive Maintenance: The use of historical data to predict future problems in advance and estimate when maintenance should be performed.
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Repairs: Repairs made to restore functionality when vehicles or equipment break, malfunctions or stops working. Repairs are reactive and are completed to minimize losses after downtime.

5. PM Program
• Intervals and activities (see Section 3 – Preventive Maintenance Plan) • Measurement of compliance
• Invoices
• PM Plan –should contain the vehicle types, asset numbers, intervals and activities.

6. Abuse
Vehicle abuse is the improper use of a vehicle. Abuse can be:
• Neglecting maintenance;
• Purposely damaging the interior or exterior;
• Failing to report operational issues;
• Disregarding traffic laws; and
• Intentionally using the vehicle or equipment outside of designated proper use.

7. Breakdowns
If a vehicle breaks down while in operation, the following steps need to be taken:
• Pull over to the roadside safely;
• Turn on hazard lights;
• Set up flairs or safety triangles;
• Call a Supervisor, Fleet Manager or roadside assistance provider; • Engage the emergency brake if on an incline; and
• Stay with the vehicle until help arrives.

8. Pre- and Post-trip Inspections
Pre-trip inspections shall be completed daily. All pre-trip inspections that indicate a condition needing repair should be immediately reported to a Supervisor or the Fleet Manager.
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Post-trip inspections shall be completed after each daily use of a vehicle. All post-trip inspections that indicate a condition needing repair should be immediately reported to a Supervisor or the Fleet Manager.

9. DOT Regulations
All drivers and supervisors shall follow all DOT rules and regulations as outlined in the US Department of Transportation, Federal Motor Carrier Safety Administration (FMCSA) Regulations, Parts 40, 303, 325 and 350-399.

All drivers shall be given a copy of the regulations and sign an acknowledgement that they have received and read these regulations.

10. Condition Assessments
Each year, vehicles shall be replaced according to the replacement plan developed by Fleet. In addition, when funding is unable to replace vehicles according to the plan, a condition assessment shall be performed on each vehicle scheduled to be replaced in that year. This condition assessment shall rank all vehicles in order of replacement necessity and the replacement plan shall be amended accordingly. 633
634
RESOLUTION NO. 2025-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM

DESERT, CALIFORNIA, ADOPTING ADMINISTRATIVE POLICY

REGARDING FLEET MANAGEMENT
WHEREAS, the City of Palm Desert maintains a municipal vehicle fleet to support essential public services and operational efficiency; and WHEREAS, a fleet management policy provides guidance on the assignment, maintenance, use, and replacement of City-owned vehicles, ensuring responsible stewardship of public resources; and
WHEREAS, the City is committed to aligning fleet operations with long-term environmental and fiscal sustainability goals, including the expanded use of electric and alternative-fuel vehicles; and
WHEREAS, adoption of a fleet management policy promotes consistency, safety, and accountability in the use of City vehicles by employees and volunteers.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Palm Desert, California, as follows:

SECTION 1. That the foregoing Recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The Administrative Procedures PW-002, attached hereto as Exhibit A and incorporated herein by this reference, is hereby adopted in its entirety. and replaces the 2010 Fleet Services Policy
SECTION 3. The City Manager is hereby authorized to establish and periodically review and update Administrative Procedures PW-002.

ADOPTED ON June 26, 2025.

JAN C. HARNIK
MAYOR
ATTEST:

ANTHONY J. MEJIA

CITY CLERK
635
Resolution No. 2025-____ Page 2
I, Anthony J. Mejia, City Clerk of the City of Palm Desert, hereby certify that Resolution No. 2025-__ is a full, true, and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Desert on _______________________, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, on ___________________.

ANTHONY J. MEJIA

CITY CLERK
636

CITY OF PALM DESERT

ADMINISTRATIVE PROCEDURES
Subject Fleet Management
Policy No. PW-002
Date Issued: June 26, 2025
Approved by Resolution 2025-
Authored by Public Works Department
SECTION I: INTRODUCTION
The City of Palm Desert maintains a fleet of vehicles to support City operations. This includes passenger vehicles, light-duty trucks, and special-use vehicles assigned to departments and available through a general-use vehicle pool. Vehicles are provided to employees based on operational need, and vehicle usage is guided by these Administrative Procedures.

City-owned vehicles are the preferred method of transportation for conducting City business, offering consistent oversight of operating costs, maintenance schedules, regulatory compliance, and insurance coverage. Authorized employees and volunteers are responsible for reviewing and complying with these procedures before operating any vehicle on behalf of the City.

Purpose
This document provides administrative requirements, responsibilities, and procedures governing the use, assignment, maintenance, and replacement of City vehicles and the authorized use of personal or rental vehicles for official City business.

Fleet Responsibility
The Public Works Department is responsible for fleet administration, with designated responsibility assigned to the Public Works Director or designee. The Public Works Director or designee oversees vehicle acquisition and replacement, assignments, compliance, maintenance and inspections, tracking systems, safety requirements, and training. The Public Works Director or designee will also ensure coordination across departments to maintain an efficient, costeffective, and sustainable fleet operation. Finally, the Public Works Director or designee shall comply with all relevant City policies governing the management of capital and inventoriable assets, as applicable.

SECTION II: GENERAL FLEET INFORMATION
The City fleet includes both assigned vehicles and general pool vehicles. Pool vehicles are available on a reservation or first-come basis, while assigned vehicles are allocated based on operational requirements as approved by the City Manager. The Public Works Department also maintains specialized vehicles and heavy equipment for authorized staff. The City’s Motor Vehicle Collision Control Policy (Municipal Code Section 2.52.560) is incorporated into a broader City Safety Program.
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PW-002

Page 2 of 9 ends

Palm Desert City CouncilJune 26, 2025

Palm Desert City Council
June 26, 2025