Victorville City Council
August 15, 2023

Audit Trail Complete: Victorville Wellness Center Phase Two (Frozen Bid: BASE BID) 24 May 2023 12:22:53 Phase: VVWC ELECTRICAL
Material Material Labor Labor
Item # Qty U/M Q/M Size Description Unit Result Unit Result 31405 0.00

30.00 30.00

1.20 EA
EA
FT
OZ
FT
EA
EA
EA
EA
EA
FT
OZ
FT
EA
EA
EA
EA
EA
FT
OZ
FT
EA
EA
EA
EA
EA
FT
OZ
FT
EA
EA
EA
EA
M
M
M
M
E
1 PVC COUPLING 0.3454 0.00 0.0375 0.00
TITLE
10176
40043
4000454
20205
20217
20283
31405
TITLE
1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.00 43.48

1.00 0.00

0.00 0.00

0.00 0.00

0.00 43.48

1.00 0.00

0.00 0.00

0.00 0.00

0.00 43.48

1.00 0.00

0.00 0.00

0.00 0.00

0.00 43.48

1.00 0.00

0.00 0.00

0.00 0.00

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.00 0.98

0.01 1.21

0.00 0.00

0.00 0.00

0.00 0.98

0.01 1.21

0.00 0.00

0.00 0.00

0.00 0.98

0.01 1.21

0.00 0.00

0.00 0.00

0.00 0.98

0.01 1.21

0.00 0.00

0.00 0.00
1 OUNCE

30.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BENDM
M
M
M
M
M
M
E
1 0.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

0.00 1

0.00 1

30.00 30.00

1.20 1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
TITLE
1 OUNCE

30.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BENDM
M
M
M
M
M
M
E
1 0.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

0.00 1

0.00 1

30.00 30.00

1.20 1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
TITLE
1 OUNCE

30.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BENDM
M
M
M
M
M
M
E
1 0.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

0.00 1

0.00 1

30.00 30.00

1.20 1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
1 OUNCE

30.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BENDM
M
M
M
1 1
1 1

0.00 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

0.00 0.00
Christianbelle Electric Inc. 11580 I Avenue
Hesperia, CA 92345
Phone: (760) 948-3444
Web: www.christianbelle.com

Audit Trail Complete: Victorville Wellness Center Phase Two (Frozen Bid: BASE BID) 24 May 2023 12:22:53 Phase: VVWC ELECTRICAL
Material Material Labor Labor
Item # Qty U/M Q/M Size Description Unit Result Unit Result TITLE 30.00 EA
FT
M
M
M
E
1 SCH 40 DIR-BURIED W/TRENCH 0.0000 0.00 0.0000 0.00
10176
40043

30.00 1.20

30.00 0.00

0.00 0.00

0.00 1 PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

43.48 1.00

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.98 0.01OZ
FT
OUNCE
4000454
20205
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BEND

0.00 1.21
EA
EA
EA
EA
M
M
M
M
1 1
1 1

0.00 0.00
20217 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

0.00 0.00
20283 0.00 0.00
31405 0.00 0.00
355.87 18.00
Christianbelle Electric Inc. 11580 I Avenue
Hesperia, CA 92345
Phone: (760) 948-3444
Web: www.christianbelle.com

Contractor's Non-Prepriced Worksheet
Date: 7/19/2023
Re: Job Order
Title
107752.10
Victorville Wellness Center, phase 2 Supplemental #10

SECTION ITEM UOM DESCRIPTION
26 05 13 00 2003 LS Furnish and Install Power to 4 Each Irrigation Controllers Not Shown in Electrical Plans
Install Price: 6,175.00 X Install Quantity: 1.00 =
X
=
Install Total: $6,175.00

1.2889Factor:

Line Item Total: $7,958.96
For Work Performed with the Contractor's Own Forces:

A. Direct Labor Costs through Foreman Level
(Current Prevailing Wage Rate + Published Fringe Benefits) Direct Material Costs (Supported by 3 Quotes)*B.

C. Direct Equipment Costs (For Equipment NOT in the CTC) Total Cost for Self-perform NPP Work Task =
(A+B+C) x Non-Prepriced Work Task Adjustment Factor
*Material Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.)

1. 2.

3. $
$
$
For Work Performed By Subcontractors:
6,175.00G. Subcontractor Costs**
(Supported by Quotes) (This Should be the Price Entered into PROGEN)

1.2889H.

I.

Contractor's Non Pre-Priced Adjustment Factor
7,958.96 Total Price for NPP Items being Performed by Subcontractors = G x H **Subcontractor Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.) Christanbelle Electric Inc 6,175.001.

2. 3.
$
$
$
Convert to Unit Price
Non-Prepriced Worksheet Page 7 of 252

ATTACHMENT FOR NPP ITEM 26051300-2003
Change Order
Irrigation Controller Power
Christianbelle Electric Inc.
11580 I Avenue
Hesperia, CA 92345
Phone: (760) 948-3444
Website: www.christianbelle.com
Angeles Contractor Inc
783 Phillips Dr
24 May 2023
Job ID: JOB-2022-0048
Victorville, CACity of Industry, Ca 91748
16902 First St
Attention: Ayman Hanna Victorville, CA 92395
Re: Change Order CO-0008 for: Victorville Wellness Center Phase Two We are pleased to quote on the above Change Order CO-0008 as follows.

1. Provide and install power to (4) irrigation controllers that are not shown on the electrical plans.

2. Provide and install 1" PVC conduit to irrigation controllers.

3. Provide and install new circuit breakers for new irrigation controllers

4. Provide and install new wiring for irrigation controllers.

5. Excavation, backfill, and compaction.

We reserve the right to correct this quote for errors and or omissions. All wiring to meet the requirements of the 2020 National Electrical Code.

Bid Items Column 1 Column 2 Column 3 Column 4 Column 5 Column 6

DIRECT LABOR HRS

DIRECT LABOR DOLLARS

MATERIAL DOLLARS

MATERIAL & QUOTE TAX

OVERHEAD TOTAL

PROFIT TOTAL

48.00 4,029.12
1,079.80

83.68 519.26
285.59
177.53BOND TOTAL
Change Order Amount: $6,175.00
Pricing:

For the Sum of $6,175.00
The Change Order expires on 07-Jun-23.

We request an additional 0 days be added to the completion date of the project.

David Placencia
Christianbelle Electric Inc.

Job ID:

Project:

JOB-2022-0048
Victorville Wellness Center Phase Two
16902 First St
Victorville CA 92395
CO: CO-0008: Irrigation Controller Power
Takeoff (Frozen Bid: BASE BID)
24 May 2023 11:44:01
Phase: VVWC ELECTRICAL
Material
Unit
Material
Result
Labor
Unit
Labor
ResultItem # Qty U/M Q/M Size Description

1.00 1.00

1.00 IRRIGATION CONTROLLER POWER
5 M LAYOUT & COORDINATION 0.0000 0.00 3.5000 3.50
CONTROLLER 1 FED FROM DOG SHELTER
PANEL
181054
TITLE

1.00 70.00

70.00 2.80
EA
EA
FT
OZ
FT
EA
EA
EA
EA
FT
FT
M
M
M
M
E
20/1 SQD QOB BOLT-ON BREAKER 32.8950

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.1587

0.1944

32.90 0.00

0.2625

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0053

0.0053

0.26 0.00

2.28 0.03

2.82 0.00

0.47 0.00

0.22 0.84

0.42 1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
70029
70224
1 101.46

2.34OUNCE

70.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BEND

0.00 M
M
M
M
M
M
1 0.00

3.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

5.47 0.00 1 0.00

6.00 1 2.07
160.00

80.00 1.00
12 12
THHN/THWN CU (SOL) 25.39

15.55GREEN THHN CU SOL (GRD 20A)
CONTROLLER 2 FED FROM BLDG 1
PANEL
181054
TITLE

1.00 170.00
170.00

6.80 EA
EA
FT
M
M
M
M
E
20/1 SQD QOB BOLT-ON BREAKER 32.8950

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

32.90 0.00

0.2625

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.26 0.00

5.53 0.08

6.85 0.00

0.47 0.00

0.22 1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
1 246.40

5.68OZ
FT
OUNCE
170.00

0.00 4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BEND

0.00 EA
EA
EA
EA
M
M
M
M
1 1
1 1

0.00 3.00 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

5.47 0.00 0.00

6.00 2.07
Christianbelle Electric Inc. 11580 I Avenue
Hesperia, CA 92345
Phone: (760) 948-3444
Web: www.christianbelle.com

Audit Trail Complete: Victorville Wellness Center Phase Two (Frozen Bid: BASE BID) 24 May 2023 11:44:01 Phase: VVWC ELECTRICAL
Material Material Labor Labor
Item # Qty U/M Q/M Size Description Unit Result Unit Result 70029 360.00 FT
FT
M
M
12 12
THHN/THWN CU (SOL) 0.1587 57.13 0.0053 1.89
70224 180.00

1.00 GREEN THHN CU SOL (GRD 20A)
CONTROLLER FED FROM BLDG 8 PANEL

SQD QOB BOLT-ON BREAKER
SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT

0.1944 34.99 0.0053 0.95
181054
TITLE

1.00 EA
EA
FT
OZ
FT
EA
EA
EA
EA
FT
FT
M
M
M
M
E
20/1 32.8950

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.1587

0.1944

32.90 0.00

0.2625

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0053

0.0053

0.26 0.00

2.11 0.03

2.62 0.00

0.47 0.00

0.22 0.79

0.39 65.00

65.00 2.60
1 10176
40043
4000454
20205
20217
20283
31405
70029
70224
1 94.21

2.17OUNCE

65.00 0.00
4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BEND

0.00 M
M
M
M
M
M
1 0.00

3.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

5.47 0.00 1 0.00

6.00 1 2.07
150.00

75.00 1.00
12 12
THHN/THWN CU (SOL) 23.81

14.58GREEN THHN CU SOL (GRD 20A)
CONTROLLER 4 FED FROM BLDG 6
PANEL
181054
TITLE

1.00 145.00
145.00

5.80 EA
EA
FT
OZ
FT
EA
EA
EA
EA
FT
FT
M
M
M
M
E
20/1 SQD QOB BOLT-ON BREAKER 32.8950

0.0000

1.4494

0.8347

0.0000

0.0000

1.8248

2.9382

0.3454

0.1587

0.1944

32.90 0.00

0.2625

0.0000

0.0325

0.0113

0.0403

0.2500

0.1563

0.1563

0.0375

0.0053

0.0053

0.26 0.00

4.71 0.07

5.84 0.00

0.47 0.00

0.22 1.63

0.81 48.00
1 SCH 40 DIR-BURIED W/TRENCH
PVC SCH 40 10' LAID IN TRENCH

PVC (GLUE) CEMENT
10176
40043
4000454
20205
20217
20283
31405
70029
70224
1 210.16

4.84OUNCE
145.00

0.00 4">6"W 30"D DITCH WITCH RT12 CLAY TRENCH

PVC FIELD-BEND

0.00 M
M
M
M
M
M
1 0.00

3.00 1 PVC SCH 40 90-DEG-ELBOW
PVC SCH 40 45-DEG ELBOW

PVC COUPLING

5.47 0.00 1 0.00

6.00 1 2.07
310.00
155.00
12 12
THHN/THWN CU (SOL) 49.20

30.13 1,079.80
GREEN THHN CU SOL (GRD 20A)
Christianbelle Electric Inc. 11580 I Avenue
Hesperia, CA 92345
Phone: (760) 948-3444
Web: www.christianbelle.com

Contractor's Non-Prepriced Worksheet
Date: 7/19/2023
Re: Job Order
Title
107752.10
Victorville Wellness Center, phase 2 Supplemental #10

SECTION ITEM UOM DESCRIPTION
05 73 23 00 2001 LS Wood Deck Guardrails Mounting Details Changed in Outdoor Dining Area Per RFI #266 & 267
Install Price: 15,262.80 X Install Quantity: 1.00 =
X
=
Install Total: $15,262.80

1.2889Factor:

Line Item Total: $19,672.22
For Work Performed with the Contractor's Own Forces:

A. Direct Labor Costs through Foreman Level
(Current Prevailing Wage Rate + Published Fringe Benefits) Direct Material Costs (Supported by 3 Quotes)*B.

C. Direct Equipment Costs (For Equipment NOT in the CTC) Total Cost for Self-perform NPP Work Task =
(A+B+C) x Non-Prepriced Work Task Adjustment Factor
*Material Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.)

1. $
$
$

2. 3.

For Work Performed By Subcontractors:
15,262.80G. Subcontractor Costs**
(Supported by Quotes) (This Should be the Price Entered into PROGEN)

1.2889H.

I.

Contractor's Non Pre-Priced Adjustment Factor
19,672.22 Total Price for NPP Items being Performed by Subcontractors = G x H **Subcontractor Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.) Ultra Welding Inc 15,262.801.

2. 3.
$
$
$
Convert to Unit Price
Non-Prepriced Worksheet Page 8 of 252

ATTACHMENT FOR NPP ITEM 32311900-2001
ULTRA WELDING INC.

License # 750721

4654-B East Ave. S. Suite 254
Palmdale, CA. 93552

[email protected]
Cell (661) 810-4276
Cell (661) 510-7639
Angeles Contractors
783 Phillips Drive
Project: Wellness Care Center
City of Industry, CA 91748

CHANGE ORDER REQUEST
DATE 5-21-23
This change order is for the following items: Additional 180’ of 4 high steel fence, powder coated
Reference Drawing:

Delays caused by work change NONE
_____________________________________________________________________________ Material and Shop Fabrication $17,438.00
$26,234.00
$43,672.00
Footing, Concrete, and Installation
TOTAL
Ultra Angeles Contractors
Signature____________________________ Signature______________________________

Contractor's Non-Prepriced Worksheet
Date: 7/19/2023
Re: Job Order
Title
107752.10
Victorville Wellness Center, phase 2 Supplemental #10

SECTION ITEM UOM DESCRIPTION
10 28 13 00 1001 LS Furnish and Install Miscellaneous Toilet Accessories in Community Buildings
Install Price: 11,209.00 X Install Quantity: 1.00 =
X
=
Install Total: $11,209.00

1.2889Factor:

Line Item Total: $14,447.28
For Work Performed with the Contractor's Own Forces:

A. Direct Labor Costs through Foreman Level
(Current Prevailing Wage Rate + Published Fringe Benefits) Direct Material Costs (Supported by 3 Quotes)*B.

C. Direct Equipment Costs (For Equipment NOT in the CTC) Total Cost for Self-perform NPP Work Task =
(A+B+C) x Non-Prepriced Work Task Adjustment Factor
*Material Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.)

1. 2.

3. $
$
$
For Work Performed By Subcontractors:
11,209.00G. Subcontractor Costs**
(Supported by Quotes) (This Should be the Price Entered into PROGEN)

1.2889H.

I.

Contractor's Non Pre-Priced Adjustment Factor
14,447.28 Total Price for NPP Items being Performed by Subcontractors = G x H **Subcontractor Cost Quotes
(Attach quotes from listed suppliers/subcontractors. A Justification Letter must be attached if 3 quotes are not furnished.) Stumbaugh and Associates 11,209.001.

2. 3.
$
$
$
Convert to Unit Price
Non-Prepriced Worksheet Page 9 of 252

ATTACHMENT FOR NPP ITEM 10281300-1001
Corporate: 3303 N. San Fernando Boulevard
Burbank, California 91504 | 818-240-1627
San Diego: 8920 N. Kenamar Drive, Suite 212
San Diego, CA 92121 | 858-444-1683
Fremont:

Date:
47602 Kato Road
Fremont, CA 94538 | 650-999-0700Contractors License (CA) 288724 | www.stumbaugh.com To: Angeles Contractor, Inc.
783 Phillips Drive City of
Industry, CA 91748
Site: Victorville, CA 06/09/2023
Project #: 631370
Project: Proposed Victorville Wellness
Center

TOILET ACCESSORIES ONLY
We propose the following for the sum of: $11,209.00
NOTE: A deposit of $5,605.00 is required prior to ordering material.

Toilet Accessories Inclusions
14 Soap Dispenser B-2111 6806 X36 Standard insurance includes PNC-CGD246 – 04/19 Additional Insured Including Products-Completed Operations, A project specific CG2010 10/01 Additional Insured and CGD 373 11/05 project specific Additional Insured Including Products-Completed Operations can be issued upon request. Pollution & Professional Liability Insurance is excluded.
9 7
9 Toilet Tissue Dispenser
B-2888
6 6
6 8
Straight Grab Bar B-
6806 X48
Sanitary Napkin
Disposal B-270
Plastic Restroom Door
Signs
Note: Price includes delivery, installation & tax. (See Important Note Below)Seat Cover Dispenser
B-221
Plastic Restroom Id
Signs
Extreme volatility and supply shortages throughout the global market have spurred sudden price escalations for commodities. As such this proposal is only valid for 30 days from the date of issuance.
8 6
Mirror B-165 24x36
Straight Grab Bar B-
Paper Towel Dispenser
B-262
Pollution & Professional Liability Insurance is excluded.

Exclusions
Exclude: All Backing, Furring & all wall recessed openings Note: Bid based on work performed during normal business hours.

Overtime is not included unless stated.

Note: No specifications provided
Exclude: Toilet Partitions
All in accordance with plans and specifications
except as noted above, and all subject to terms
and provisions listed below.

ACCEPTANCE OF PROPOSAL
The above price(s), specifications and conditions
are satisfactory and are hereby accepted. You are
authorized to do the work as specified. Payments
will be made as outlined below or as contractually
agreed upon.Stumbaugh & Associates, Inc.

Date:

By:By: Vince Hernandez
If a contract is the result of this proposal this proposal becomes the basis for and a part of the formal contract.

All proposals are made for prompt acceptance and may be withdrawn or changed without notice after thirty (30) days.

Upon acceptance of this proposal it is agreed that in case suit is instituted to collect any sum due under this contract or any portion thereof, you will pay such additional sums as the court may adjudge reasonable Attorney's Fees in said suit.

Item Number: 22
City Council / Board of Directors
Written Communications
Meeting of: August 15, 2023
Submitted By:

Sophie Smith, Deputy City Manager / City Treasurer

Subject:

Purchase of Fleet Vehicles and Equipment for Fiscal Year 2023 and Fiscal Year 2024 Recommendation:

That the Honorable City Council, SCLAA, and Victorville Water District Board of Directors:
1) Reject the bid, CC23-096 Purchase of New Vehicles;
2) Approve the purchase of fleet vehicles, specialty vehicles, and equipment from the vehicle/equipment list for Fiscal Year 2022/2023 and Fiscal Year 2023/2024 through several procurement methods such as cooperative purchasing programs, lead agency piggyback programs, and availability of suitable dealer lot inventory; and
3) Authorize the City Manager/Executive Director/General Manager to execute any and all documents necessary for such purchases.

Fiscal Impact:

All requested vehicles, specialty vehicles, and equipment purchases budgeted for in the FY 2022-2023 budget were rolled over to the FY 2023-2024 budget in the amount of $2,325,998.00 and all requested vehicles, specialty vehicles, and equipment budgeted for the FY 2023-2024 adopted budget, add up to $5,111,804.34. When combined, the budgeted amounts to $7,437,802.34, and are reflected in various City accounts as listed on the next page.

In addition to the budgeted amount, a 10% contingency amount of $743,780.23 is being requested due to the increased vehicle pricing occurring nationwide as a result of limited inventory. Such contingency will be absorbed as needed through the existing department budgets. As such, no additional appropriation is needed at this time and the total fiscal impact of this approval is $8,181,582.57.
3 2
5 1
FY2022-2023
Department
Number
of Fleet
Vehicles
Budgeted
Number of
Specialty
Vehicles/Equipment
Budgeted
Vehicle and
Equipment
Budgeted
Amount
Account Code(s)
Airport 2 0 $122,999.00 4500125-55045-95103
4500125-55045-95121
Building 2 0 $100,000.00 1004010-55045-41000
Code 4 0 $184,000.00 1054030-55045-40023
1054030-55045-40026
Community
Services
7 0 $443,999.00 1006075-55045-80081
1006050-55045-81013
1056000-55040-81025
1056000-55040-81026
1056000-55040-81027
Engineering 1 0 $45,000.00 4104500-55045-77445
4254500-55045-77445
Water 1 1 $290,000.00 4100530-55045-74305
4100535-55040-74309
Public
Works
1 2 $855,000.00 2025060-55045-70715
2205004-55045-70715
4250700-55045-70715
4274201-55045-80082
2770010-55040-70722
VMUS 0 2 $285,000.00 4190210-55040-30062
4202076-55045-30064
TOTAL 18 5 $2,325,998.00
FY2023-2024
Department
Number
of Fleet
Vehicles
Budgeted
Number of
Specialty
Vehicles/Equipment
Budgeted
Vehicle and
Equipment
Budgeted
Amount
Account Code(s)
Building 2 0 $100,000.00 1004010-55045-41001
Code 1 0 $46,000.00 1054030-55045-40030
Community
Services
5 7 $863,000.00 1056000-55040-80096
1056050-55045-81058
1056030-55045-80087
1056000-55040-80091
1056000-55040-80092
1056000-55040-80093
1056000-55040-80094
1003100P-55040-81060
Engineering 2 1 $455,000.00 4254500-55045-77448
4104500-55045-74478
2004501-55040-62066
2504503-55040-62066
Water 7 4 $777,804.34 4100500-55045-74487
4100500-55045-74493
4100500-55045-74346
4100500-55045-74494
4100535-55045-74490
4100530-55045-74491
4100530-55045-74492
3 2
5 1
4120710-55040-74479
4100500-55040-74483
4100500-55040-74482
4100500-55040-74481
Public
Works
5 11 $2,620,000.00 4250700-55045-70731
2004501-55045-70733
2205001-55060-70733
4250700-55045-77446
2205001-55045-70734
1055001-55045-70729
4250700-55040-70730
1205301-55040-70732
1205302-55040-70736
2025060-55040-70725
2205004-55040-70725
2205005-55040-70725
1005303-55040-70738
3705506-55040-70723
3705530-55040-70723
1005001-55040-70739
2205001-55040-70739
4105001-55040-70739
4255001-55040-70739
1055001-55040-70740
4274201-55045-70742
4274201-55045-70743
4274201-55045-70744
VMUS 1 0 $130,000.00 4190210-55045-30068
Planning 2 0 $120,000.00 1004020-55045-42003
TOTAL 25 23 $5,111,804.34
Strategic Plan Goal:

The fleet vehicles, specialty vehicles, and equipment purchases align with Goals B and E.

Goal B: Public Safety – Implement public safety strategies to support a thriving and growing community. Many of the vehicles, specialty vehicles, and equipment are utilized by staff in the Fire and Code Enforcement Departments, allowing for reliable new vehicles and equipment to proactively support public safety functions for the community and to maintain and enhance service levels.

Goal E: Invest in Infrastructure – Create a healthy and livable community by maintaining the City’s assets through investment in infrastructure and innovations. Multiple field departments are responsible for maintaining the City’s infrastructure such as our parks, roadways, facilities, and water systems, and the use of new, reliable vehicles and equipment allows staff the necessary resources to ensure the City’s infrastructure is well maintained and will be around for many years to come.

Background:

Back in March of 2022, staff approached the City Council with an alternative procurement solution to purchase much needed fleet vehicles, specialty vehicles, and equipment. The basis for the alternative procurement solution was due to the world-wide COVID-19 pandemic which initiated supply chain/production issues in the vehicle and equipment marketplace. Staff communicated with multiple manufacturers and dealers and were told 3 2
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they could not guarantee delivery dates after orders were taken for new vehicles and equipment. Staff recommended the City Council grant the City Manager the authority to go out in the marketplace to purchase much needed vehicles and equipment based on available inventory through dealership lots and cooperative agency programs. The City Council approved staff’s recommendation to purchase 27 vehicles and equipment out in the marketplace for $1,838,100.00 which included a 10% contingency. Staff was successful and able to purchase and receive all 27 vehicles and equipment for $1,772,922.24.

In March of 2023, staff initiated a Request for Bid for 14 fleet vehicles, a majority in the truck category. Staff advertised the procurement solicitation in the Daily Press and the San Bernardino Sun newspapers. Staff posted the bid package on eBidboard, emailed out the bid solicitation to 24 prospective dealerships throughout Southern California, and hand delivered the bid package to all of our local dealers in Victorville.

On April 19, 2023, the City received one bid submittal from Penske Chevrolet out of Cerritos, CA. Penske Chevrolet bid on all vehicles, but they submitted a compact truck model that did not meet the requested specifications. They also indicated on their bid submittal, delivery timeframes would be anywhere from 6 months to over a year and they could not guarantee if they could meet these timeframes based on supply chain/production issues still existing within the auto industry. Staff reached out to Penske Chevrolet to see if there was a way to pay a premium to expedite the delivery timeframes and they indicated it was out of their control and they could not expedite the vehicles any sooner than the stated delivery timeframe submitted in their proposal. Staff is requesting the City Council reject this bid based on performance timeliness.

Over the next few days after the bid was submitted, staff reached out to several local dealerships to find out why they did not participate in the City’s bid solicitation and below are the results:
•VV Chevrolet did not have time to compare the requested specifications to their specifications;
•Sunland Ford could not place orders since their inventory allocation was already balanced for the season. They tried to bid on the compact trucks, but the factory could not guarantee a delivery date;
•Caposio Buick-GMC stated it would be difficult to participate in the bidding process since they do not have a fleet manager;
•Victorville Motors did not meet the bid due date and time; •Valley Hi-Nissan could not bid based on the specifications against their models of vehicles; and,
•Valley Hi-Toyota had no inventory to comply with our specifications.

Discussion:

As you can see, as of 3 1/2 months ago, the vehicles, specialty vehicles, and equipment industry has not fully recovered from the effects of the COVID-19 supply/production issues. The shortage of vehicles, specialty vehicles, and equipment has resulted in limited availability of inventory nationwide and has driven the price of new and used vehicles to 3 2
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an all-time high. The City’s municipal code 2.28.100(a)(5) “Purchases of general supplies and equipment with an estimated cost in excess of fifty thousand dollars”, stipulates if no bid or no responsive bid is received after inviting bids under this section, the City Manager may proceed to procure the equipment in the open market.

The City is currently in a new fiscal year with new vehicles, specialty vehicles, and equipment requests in the adopted budget for fiscal year 2023-2024. Staff is recommending we combine both fiscal year requests into one City Council action to authorize the City Manager to again, go out to our local and regional dealers, along with cooperative agencies to purchase the requested vehicles, specialty vehicles, and equipment based on availability. Several City departments have communicated several issues in not receiving replacement vehicles, specialty vehicles and equipment in a timely manner. It has caused increased maintenance costs along with delayed tasks due to current vehicles and equipment being out of service for much needed repairs. Reliable vehicles and equipment are a major factor in maintaining the service levels our City staff provides to our community on a daily basis. Without these resources, our infrastructure could see accelerated deterioration resulting in increased costs in the long term and a decline in the level of service being provided by City staff.

Per the City’s Municipal Code 2.28.120 “Purchasing of supplies and equipment through cooperative purchasing arrangements”, the City may utilize various cooperative purchasing programs, to take advantage of volume pricing, entered in to by any local, state, or federal governmental agencies, if the underlying purchase was made using quotation or bid procedures at least as restrictive as the City’s.

The State of California Contract administered by the Department of General Services is deemed by the Purchasing Division to be in conformance with the City’s quotation or bid procedures to permit reasonable competition, provided supplies and equipment purchased are the same and offered at the same price as the supplies and equipment subject to the agreement or program. The State of California and other nationwide cooperative programs offer a multitude of cooperatively contracted vehicles, specialty vehicles, and equipment to government entities that cannot be procured from local dealers. City staff would like to take advantage of these programs to ensure future deliveries of vehicles, specialty vehicles, and equipment from our lists. City staff will conduct due diligence cost analyses to ensure the City does not overpay for vehicles, specialty vehicles, and equipment on the open market and will utilize the cooperative purchasing programs as available.

List of FY 2022-2023 vehicles, specialty vehicles, and equipment:

Department Vehicle Qty Equipment Qty
SCLA Compact Truck 2 n/a
Building Compact Truck 2 n/a
Code Full-size Truck
Compact Truck
1 3
n/a
Community
Services
Compact Truck
Full-size Truck
4 3
n/a
3 2
5 1
Engineering Small SUV 1 n/a
Public
Works
Full-size Truck 1 Landfill 14 Yard Trash Truck
Street Sweeper
1 1
Water Full-size Truck 1 Dump Truck 1
VMUS n/a Backhoe
Full-size Utility Truck
1 1
TOTAL 18 5
List of FY 2023-2024 vehicles, specialty vehicles, and equipment:

Department Vehicle Qty Equipment Qty
Building Full-size Truck 2 n/a
Code Mid-size SUV 1 n/a
Engineering Full-size Truck 2 Traffic Signal Streetlight Crane 1 Community
Services
Full-size Truck
Van w/ramp or lift
4 1
Skip Loader
Tractor/Aerator
Utility Carts
Top Dresser
192” Mower Replacement
1 1
3 1
1 Planning Mid-size SUV 2 n/a
Public Works Full-size Truck
Mid-size SUV
3 2
Heavy Duty Loader
Hydraulic Dump Trailer
Grapple Truck
10 Yard Dump Truck
CNG Station Cooler Repair
CNG Station New Skid
Mobile Screen/Shaker
Equipment Lift
Trash Compactor Truck
Patch Truck
Snowplow Attachment
1 1
1 1
1 1
1 1
1 1
1 VMUS Full-size Truck 1 n/a
Water Full-size Truck 7 75ft Boom Manlift
Replacement Chlorine Truck Bed
Skip Loader
1 2
1 TOTAL 25 23
Fleet Division staff worked with all departments to gather vehicles, specialty vehicles, and equipment needs and combined the lists from FY2022-2023 and FY2023-2024 for City Council approval for the City Manager to purchase from local and regional dealerships, cooperative agencies, and piggyback opportunities when available. Each vehicle, specialty vehicle, and equipment has been budgeted across various City departments 3 2
5 1
and such budget will be utilized for the purchases. The City is looking to reserve vehicles, specialty vehicles, and equipment as they become available with the intent of securing the bookings with purchase orders for confirmed build and delivery dates that meet the City’s needs along with available inventory on the dealer lots.

The City Council’s approval to procure fleet vehicles, specialty vehicles, and equipment will enable the City to secure guaranteed delivery dates and purchase available inventory for much needed vehicles and equipment.

Staff is available to answer any questions the Council may have.

Attachments: A. FY2021-2022 Vehicle Spreadsheet Results B. FY2022-2023 Vehicle and Equipment Spreadsheet
C. FY2023-2024 Vehicle and Equipment Spreadsheet
Attachment A
FY2021-2022 Vehicle Spreadsheet Results
FY2021/2022 Council Approved March 2022 - actuals

REQUESTING DEPT

NEW VEHICLE

TYPE/SIZE
2021/2022 VEHICLE

BUDGET PURCHASE PRICE VEHICLE PURCHASED
Code-Animal Control F350 (or equal) $125,000 $108,047.64 Sierra 2500HD Code Enforcement Ford Ranger $36,000 $36,182.15 Ford Ranger Code Enforcement Ford Ranger $36,000 $36,182.15 Ford Ranger Code Enforcement Ford Ranger $36,000 $36,182.15 Ford Ranger Code Enforcement Ford Ranger $36,000 $36,430.54 Ford Explorer Code Enforcement Ford Ranger $36,000 $36,430.54 Ford Explorer Facilities F350 (or equal) $60,000 $58,510.00 Chevy 2500 Finance Ford Explorer $35,000 $35,161.00 Ford Explorer
IT Compact SUV $42,000 $38,534.23 Chevy Traverse
Parks F250 $65,000 $60,589.04 Ram 2500
Parks F350 (or equal) $85,000 $93,500.00 Ram 5500
Sanitation F350 (or equal) $80,000 $67,609.21 Ram 2500
Solid Waste F250 $52,000 $57,500.00 Ram 2500
Solid Waste F250 $60,000 $67,610.21 Ram 2500
Traffic Signal F150 $78,000 $60,979.02 F150
Water Conservation Ford Expedition $50,000 $36,430.54 Ford Explorer Water Meter F150 $50,000 $52,409.94 Chevy 1500
Water Field F250 $75,000 $71,770.21 Ram 2500
Water Production F250 $45,000 $54,956.19 Chevy 1500
Water Telemetric F350 (or equal) $75,000 $82,835.53 Ram 2500 Water Field F450 Valve Truck $175,000 $118,705.85 Ram 4500 bed/eqiup Water Field F550 Dump Truck $125,000 $94,627.50 Ram 5500 bed/equip Water Field F550 Dump Truck $80,000 $104,422.98 Ram 5500 bed/equip Water Field F550 Service/Hitt $125,000 $153,066.04 Ram 5500 bed/equip Water Engineering Small SUV $42,000 $36,738.04 Ford Escape Water Engineering Small SUV $42,000 $37,173.04 Ford Escape Water Production F550 $100,000 $100,338.50 Ram 5500
Qty: 27 $1,838,100 $1,772,922.24
Attachment B
FY2022-2023 Vehicle and Equipment Spreadsheet
FY2022/2023 Vehicle and Equipment Requests

REQUESTING DEPT

NEW VEHICLE

TYPE/SIZE
2022/2023 VEHICLE

BUDGET PURCHASE PRICE VEHICLE PURCHASED
Airport Ford Ranger $50,000
Airport Ford Ranger $72,999
Building Chevy Colorado $50,000
Building Chevy Colorado $50,000
Code F150 Crew Cab 4X4 $46,000
Code Ranger Crew Cab 4X4 $46,000
Code Ranger Crew Cab 4X4 $46,000
Code Ranger Crew Cab 4X4 $46,000
CS-Recreation Ford Ranger $49,000
Facilities Ford Ranger $36,666
Facilities Ford Ranger $36,666
Facilities Ford Ranger $36,667
Parks F350/5500 $95,000
Parks F350/5500 $95,000
Parks F350/5500 $95,000
Engineering Ford Escape $45,000
Sanitation F250 Crew Cab 4X4 $100,000
Water Meter F250 $125,000
Qty: 18 $1,120,998
FY2022/2023

REQUESTING DEPT

NEW EQUIPMENT

TYPE/SIZE
2022/2023

EQUIPMENT

BUDGET PURCHASE PRICE

EQUIPMENT

PURCHASED
PW-Landfill 14 Yard Trash Truck $225,000
PW Street Sweeper $530,000
VMUS-Gas Backhoe $165,000
VMUS-Electric F550 Utility Truck $120,000
Water - Field 4500 Dump Truck $165,000
Qty: 5 $1,205,000
Attachment C
FY2023-2024 Vehicle and Equipment Spreadsheet
FY2023/2024 Vehicles and Equipment Requests
REQUESTING DEPT NEW  VEHICLE TYPE/SIZE
2023/2024 VEHICLE
BUDGET PURCHASE  PRICE VEHICLE  PURCHASED
Building 1500  PU Crew Cab $50,000
Building 1500  PU Crew Cab $50,000
Code Mid ‐Size SUV $46,000
Engineering F150  Ext Cab 4X4 $65,000
Engineering F150  Ext Cab 4X4 $65,000
CS‐Facilities 2500 Crew Cab w/Service Body $75,000
CS‐Facilities Crew Cab w/Service Body $75,000
CS‐Facilities Crew Cab w/Service Body $75,000
CS‐Library Van  w/Ramp or Lift $60,000
CS‐Parks F350 Single Rear Wheel w/Utility Bed $85,000
Planning Mid ‐Size SUV $60,000
Planning Mid ‐Size SUV $60,000
PW 3/4 Ton Crew Cab w/Utility Bed $100,000
PW Ford  Explorer $60,000
PW Ford  Explorer $60,000
PW Ford  F350 w/Utility bed $95,000
PW Ford F350 w/Utility box $115,000
VMUS F550  Utility Truck $130,000
Water F150  Crew Cab 4X4 $70,000
Water 2500 PU Crew Cab 4X4 $50,000
Water F150  Crew Cab 4X4 $67,804
Water  2500 PU Crew Cab 4X4 $50,000
Water ‐Field 1500  PU Crew Cab $50,000
Water ‐ Meter 1500  PU Crew Cab $45,000
Water ‐ Meter 1500  PU Crew Cab $45,000
Qty: 25 $1,703,804
FY2023/2024
REQUESTING DEPT NEW  EQUIPMENT TYPE/SIZE
2023/2024

EQUIPMENT
BUDGET PURCHASE  PRICE

EQUIPMENT

PURCHASED
Engineering Traffic Signal Crane $325,000
PW‐Env Prog Heavy Duty Loader $280,000
PW‐Env Prog Hydraulic Dump Trailer $10,000
PW‐Env Prog Grapple Truck $325,000
CS‐Parks JD Skip Loader $180,000
CS‐Parks JD 4044M Tractor/Aerator $65,000
CS‐Parks Utility Carts (Qty:3) $48,000
CS‐Parks 192" Mower $170,000
CS‐Parks Golf Top Dresser $30,000
PW 10 Yard Dump Truck $250,000
PW D St. CNG Cooler Repair $100,000
PW McArt CNG Skid $425,000
PW Mobile Screen Shaker $250,000
PW Equipment Lift $10,000
PW Pak‐Mor Trash Compactor $200,000
PW Patch Truck $325,000
PW Snowplow Attachment $15,000
Water 75ft Boom Manlift $210,000
Water Chlorine Truck Beds $20,000
Water Chlorine Truck Beds $20,000
Water Skip Loader $150,000
Qty: 22 $3,408,000
Item Number: 23
City Council / Board of Directors
Written Communications
Meeting of: August 15, 2023
Submitted By:

William Racowschi, Fire Chief

Subject:

Purchase of Thirty-Six Firefighting Personal Protective Equipment Turnouts Recommendation:

That the Honorable City Council approve the purchase of thirty-six (36) firefighting Personal Protective Equipment (PPE) turnouts from AllStar Fire Equipment, Inc in the amount of $153,076.50
Fiscal Impact:

The purchase will have a total fiscal impact of $153,076.50, the funds were budgeted under Fire Personal Protective Equipment, account no. 1002010-52220-96016. No additional appropriations are required for this account.

Strategic Plan Goal:

This item aligns with Goal G., Strategy 1. in the Strategic Plan, “Develop comprehensive workplace safety standards (physical, environmental, other) for employees in light of changing conditions”. It is a safety standard for firefighters to have the proper safety equipment, including turnouts.

Background:

Twelve (12) new firefighter/paramedics positions were approved with the Fiscal Year 2023/2024 budget. Additional to the twelve (12) new positions, there were also existing vacancies, totaling to eighteen (18) new potential hires. All incoming firefighters should have two sets of PPE turnouts ordered immediately after being hired as they are needed for their initial training. The second set serves as a backup as they get damaged and worn out through time.

Discussion:

The hiring process has been initiated and eleven (11) potential candidates will be starting soon. AllStar Fire Equipment, Inc. qualifies as a sole source for turnouts as they are 3 2
5 4
exclusively assigned to distribute the Lion brand in California which is currently used by the Victorville Fire Department. Unfortunately, due to demand, the average time to receive the turnouts is an average of four (4) to five (5) months. Therefore, staff is requesting the approval of the purchase of thirty-six (36) firefighting PPE turnouts from AllStar Fire Equipment, Inc. for all eighteen (18) vacancies now so staff can purchase the turnouts immediately as candidates complete the hiring process.

Staff is available to answer any questions the Council may have.

Attachments: A. Quote
B. Sole Source Form

Attachment A
Quote
To:

Attn:

Phone:

E-Mail:

Qty Unit Description Price Extension
PSGQ25572-E
36 Ea Lion CVBM-C7 7.0 oz. Natural PBI Max V-Force Bi-Swing Turnout Coat per Victorville Spec. $2,495.00 $89,820.00 Size: TBD
36 Ea
Lion PVFM-C7 7.0 oz. Natural PBI Max V-Force Turnout Pants per Victorville Spec. - Pant Pockets Centered on Front of Thighs
$1,415.00 $50,940.00
Size: TBD
36 Ea Lion SR344L EZ H-Back Quick Adjust, Stretch Suspenders w/ leather tabs, Red Incl Incl
Size: TBD
Terms: Net 30
FOB: Destination
Delivery: 120-150 days ARO
Pricing is valid through 8/31/2023,
subject to change thereafter.

Subtotal $140,760.00

8.750% $12,316.50
Thalia Reyes, Inside Sales S & H $0.00
[email protected] Total $153,076.50
Victorville FD
(951) 283-9328
Sales Quote
July 21, 2023
12328 Lower Azusa Road * Arcadia, California 91006 * Phone 626-652-0900 * Fax 626-652-0920 Captain Brett Snow
Per your request, we are pleased to quote on the following:
[email protected]
VALID UNTIL 8-31-23

Attachment B
Sole Source Form

Item Number: 24
City Council / Board of Directors
Written Communications
Meeting of: August 15, 2023
Submitted By:

Keith C. Metzler, City Manager

Subject:

Victorville Strategic Plan 2023 - 2026
Recommendation:

That your Honorable City Council adopts the City of Victorville Strategic Plan 2023-2026.

Fiscal Impact:

There is no fiscal impact associated with the approval of the City of Victorville Strategic Plan 2023-2026.

Background:

In 2019, the City Council provided direction to facilitate a governance workshop as well as to develop a long-term vision, mission, and goals for the City of Victorville. Resulting from that direction, a three-year Strategic Plan was adopted in October of 2020. In this first three-year plan, the Council established a new mission, vision, values, multi-year goals and various strategies for achieving those goals. Since adoption of the plan, City staff has worked tirelessly to achieve the goals that were established, and the City was able to accomplish or make meaningful progress on all the seven goals approved by the Council.

Beginning in January of 2023, staff began working with the firm Baker Tilly to assist with the development of the new Strategic Plan which will provide the City with a clear path and a clear set of goals and strategies through FY 2025-26.

Discussion:

The new three-year Strategic Plan, covering the years FY 2023-24 through FY 2025-26, essentially builds on our first Strategic Plan adopted in October of 2020. Developing the Strategic Plan was a collaborative effort involving the City Council as well as the leadership team with input from the community and City of Victorville employees. The process began with individual interviews with members of the Council which was intended 3 2
3 2
to seek their input regarding accomplishments, major challenges facing the City and key priorities for the next three years. In addition, an online community survey was conducted as well as a survey of City employees to gather input for the strategic plan. During the planning process, all City departments completed a status update worksheet providing information about accomplishments, items in progress, and detailed information about projects and initiatives of importance over the next several years. Two City Council workshops were held as part of the overall strategic planning process. The first Council workshop focused on effective governance and was held on March 28, 2023. The second Council workshop was held on July 18, 2023, and focused on the mission, vision, values, goals, and strategies of the Strategic Plan.

In this new Strategic Plan, we have updated the mission and vision statements, so they are better aligned with the goals of the Council and the City. Additionally, we retained the seven goals from 2020 and established new or updated strategies for achieving each goal. Our plan focuses on City Council priorities of financial sustainability; public safety; community and economic development; reduce homelessness; invest in infrastructure; communications and outreach; and organizational effectiveness and sustainability.

Following adoption of the City of Victorville Strategic Plan 2023-2026, the Leadership team will work together to complete the attached Implementation Action Plan (Attachment B). The Implementation Action Plan is a separate document which provides specific details including the starting year, lead person, and key tasks for each strategy. The Implementation Action Plan will assist the leadership team with tracking progress and reporting accomplishments to Council.

The attached City of Victorville Strategic Plan 2023-2026 (Attachment A) is being presented for adoption at this time.

Staff remains available for any questions or comments you may have.

Attachments: A. City of Victorville Strategic Plan 2023 - 2026 B. City of Victorville Draft Implementation Action Plan

ATTACHMENT A
City of Victorville Strategic Plan 2023 - 2026

City of Victorville
Strategic Plan
FY 202 3-24 through FY 2025 -26

Page i

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Prepared for the City of Victorville by

Page ii

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Table of
Contents

Message from the City Manager .................................................... 1 About Our City Government .......................................................... 2 About the Victorville Community ................................................... 3 Opportunities and Challenges ........................................................ 4 Vision, Mission, and Values ............................................................ 5 City Council Norms for Effective Governance ................................. 6 Multi-Year Goals ............................................................................ 7 City Council’s Top Priority Strategies for FY 2023-24 ....................... 8 Goal A: Financial Sustainability ...................................................... 9 Goal B: Public Safety .................................................................... 10 Goal C: Community and Economic Development .......................... 11 Goal D: Reduce Homelessness ...................................................... 12 Goal E: Invest in Infrastructure ..................................................... 13 Goal F: Communication and Outreach .......................................... 14 Goal G: Organizational Effectiveness and Sustainability ............... 15 Tracking and Implementation ...................................................... 16 Conclusion ................................................................................... 17 Attachment A: City Organization Chart ........................................ 18 Attachment B: Strategic Planning Process .................................... 19

Message from the City Manager Page 1

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Message from the City Manager

Strategic Planning Guidance
Provided By
City Leadership Team
Keith Metzler, City Manager
Jenele Davidson, Deputy City
Manager
Sophie Smith, Deputy City Manager
Jorge Duran, Code Enforcement
Official
Brian Gengler, City Engineer
Brenda Hampton, Director of
Electric Utility Services
Mazharul Islam, Information
Technology Officer
Sue Jones, Public Information
Officer
Doug Mathews, Public Works and
Water Director
Donna Meester, Director of
Community Services
William Racowschi, Interim Fire
Chief
Eric Ray, Airport Director
Joe Slegers, Building Official
Jennifer Thompson, City Clerk
Josie Trevino, Human Resources
Officer
Scott Webb, City Planner
John Wickum, Police Captain

This three-year Strategic Plan, covering the years FY 2023-24 through FY 2025-26, builds on our first Strategic Plan adopted in 2020 which also was for three years.

In that first plan, the Council established a new mission statement, vision for the future, values, and a set of goals. In this new Strategic Plan, we retained the seven goals from 2020 and established new or updated strategies for achieving each goal.

The mission and vision statements have also been updated with this new Strategic Plan.

Our plan focuses on City Council priorities of financial sustainability; public safety; community and economic
development; reduce homelessness; invest in infrastructure; communications and outreach; and organizational effectiveness and sustainability.

I look forward to implementing this Strategic Plan in partnership with our Mayor and City Council, our leadership team, and our entire City staff to make Victorville even better in the future. We have much to be proud of and even more as we move forward together.

Keith C. Metzler
City Manager
Vision, Mission, and Values
Top Priorities
Strategies
Implementation Action Plan
Multi-Year Goals
About Our City Government Page 2

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

About Our City Government

Victorville City Council
The City of Victorville is a charter city that operates under the Council-Manager form of government. A five- member City Council serves the community. The City Council appoints the City Manager who functions as the chief executive officer for the City and ensures that the policies developed by the City Council are executed.

City Services
The City provides a wide range of services including parks and recreation, police, fire, public works, water utilities, economic development, and community development. The City of Victorville also operates the Southern California Logistics Airport, the former George Air Force Base that now serves as a regional industrial airport. An organization chart showing the City of Victorville functions is in Attachment A.

Mayor
Deborah Jones
District 2
Mayor Pro Tem
Elizabeth Becerra
At-Large
Councilmember
Blanca Gomez
At-Large
Councilmember
Bob Harriman
District 4
Councilmember
Leslie Irving
At-Large

About the Victorville Community Page 3

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

About the Victorville Community

Total
Estimated
2023
Population:
137,193
Race/Ethnicity
•55.3% Hispanic or
Latino
•21.4% White
•16% Black
•4.6% Asian
•2.7% Other
Median
Household
Income:
$61,206
Fifth Largest
City in San
Bernardino
County and
the Largest
City in the
Upper Desert
(population)
Source: US Census Bureau and California Department of Finance Opportunities and Challenges Page 4

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Opportunities and Challenges

The City of Victorville has
numerous opportunities and
several challenges.

Opportunities
• Utilize Measure P funding to support vital
services and enhance public safety
• Leverage the airport for economic
development
• Foster job creation and industry growth
• Build on significant investment in homeless
services
• Develop regional approaches to major issues
facing high desert communities

Challenges
• Continuing need to invest in infrastructure
• Insufficient affordable housing
• Homelessness
• Need for additional higher-paying industrial-
based jobs
• Neighborhood blight

Vision, Mission, and Values Page 5

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Vision, Mission, and Values

Our vision statement is aspirational and indicates the future direction of the City of Victorville. The mission states the purpose of the City. Four key values guide officials and staff of the City of Victorville. The vision and mission statements were updated in 2023 and are provided below. The values listed were adopted in 2020 and reaffirmed in 2023.

Vision To conduct itself as the leader of the High Desert region in providing a balanced quality of life for its residents through job creation and community development.

Mission
To serve the community of Victorville through commitment, engagement, and transparency, while providing the highest quality public services to residents and businesses.

Values
Excellent Customer Service: We commit to being responsive to individuals, listening to the community, and serving all with compassion and excellence.

Integrity: We model ethical behavior in our words and actions. We lead by example to positively represent the city and community.

Accountability: We work to the highest standards of proficiency and expertise. We are accountable to the public, the City of Victorville and ourselves.

Transparency: We safeguard the public trust through open communication and honest business practices. Our credibility depends on our conduct and stewardship of all resources.

City Council Norms for
Effective Governance Page 6

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

City Council Norms for
Effective Governance

The City Council held a Council governance workshop on March 28, 2023, to review and update its operating norms, review roles and responsibilities of city leaders, develop a shared understanding of best governance practices, and strengthen teamwork. As a result of the Council’s discussions, the Council adopted a revised set of 13 norms for effective governance on May 16, 2023, as shown below.

1. We conduct ourselves in a professional manner during meetings and beyond.

2. We respect open government both in word and deed.

3. We expect civil, intelligent public discourse.

4. We are efficient in our meetings.

5. We treat all members of the public with respect.

6. We contribute to a positive workplace environment.

7. We yield ourselves to the Council-Manager form of government, and Councilmembers do not interfere with the role of the City Manager or any professional duties of City staff.

8. We keep confidential matters confidential.

9. We foster a good working relationship between Councilmembers and staff to promote good goal setting, policy making and service delivery.

10. We understand that the Council acts as a body, all members are equal, and policy direction is only given by a majority vote of the Council.

11. We support staff's obligation to implement decisions made by the Council, even if one of us doesn’t agree with the Council’s decision.

12. We are prepared for Council meetings and ask our questions of staff in advance so we can avoid surprising staff at the meetings. We know this is good teamwork.

13. We act with high integrity in all matters and comply with our code of ethics.

Multi-Year Goals Page 7

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Multi-Year Goals

The City of Victorville has established seven broad multi-year goals. Each of the goals contains a set of strategies intended to help the City make progress in achieving the broad goals over a period of years.

The City Council’s top priority strategies for FY 2023-24 are shown on the next page.

Goal A. Financial Sustainability
Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.

Goal B. Public Safety
Implement public safety strategies to support a thriving and growing community.

Goal C. Community and Economic Development
Support the economic vitality and preservation of the
community for all its members.

Goal D. Reduce Homelessness
Implement effective solutions to reduce homelessness.

Goal E. Invest in Infrastructure
Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and
innovations.

Goal F. Communication and Outreach
Build strong connections with community partners, residents, and employees.

Goal G. Organizational Effectiveness and Sustainability Provide high-quality services through a commitment to local government best practices and employee development,
support, and retention.

City Council’s Top Priority Strategies for FY 2023-24 Page 8

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

City Council’s Top Priority Strategies
for FY 2023-24

During its July 18, 2023, workshop, the City Council identified four top priority strategies to focus on in the first year of implementation in FY 2023-24. Shown in parentheses is the goal each of the strategies is associated with, along with the strategy number. These can be found in the following pages.

Evaluate underfunded Landscape Maintenance Assessment Districts to improve ability to finance desired City beautification projects. (Goal A - Financial Sustainability, Strategy 6)
Attract new businesses to the community and work to retain existing businesses. (Goal C - Community and Economic Development, Strategy 7) Continue seeking funding to invest in expanding, improving and preserving our roadway system. (Goal E - Infrastructure, Strategy 11)
Implement a city app to better respond to resident requests regarding code enforcement, public works, and other items. (Goal F - Communication and Outreach, Strategy 1)

Goal A: Financial Sustainability Page 9

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal A: Financial Sustainability
Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.

Goal A has six strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway and will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Develop a multi-year plan and strategies
to address pension obligations due to increasing
pension costs and resulting pressures on the general
fund.

Strategy 2. Implement proactive business licensing
activities for rental properties to increase revenue
opportunities.

Strategy 3. Establish fund balance reserve targets for
all major funds in addition to the General Fund. 
Strategy 4. Consider revising General Fund reserve
policy to provide that funds in excess of target be
utilized to address capital replacement and unfunded
pension liabilities.

Strategy 5. Explore potential for creating a
Community Facilities District or other financing
mechanisms for installation, operation, and
maintenance of various public improvements.

Strategy 6. Evaluate underfunded Landscape
Maintenance Assessment Districts to improve ability
to finance desired City beautification projects.


Goal B: Public Safety Page 10

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal B: Public Safety
Implement public safety strategies to support a thriving and growing community.

Goal B has seven strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Prepare a Standard of Cover to help
shape the future growth of the Victorville Fire
Department.
 
Strategy 2. Re-envision animal care and control by
expanding outreach and service levels, including
increased animal licensing.
 
Strategy 3. Evaluate current animal shelter
conditions to identify appropriate solutions for
long-term needs.
 
Strategy 4. Complete site feasibility, design, and
financing for a new police station. 
Strategy 5. Evaluate feasibility of a community-
wide paramedicine program. 
Strategy 6. Expand Emergency Medical Services
response capabilities. 
Strategy 7. Continue seeking funding to invest in
technology that will assist efficient and effective
police operations.
  

Goal C: Community and Economic Development Page 11

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal C: Community and Economic
Development
Support the economic vitality and preservation of the community for all its members.

Goal C has eight strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Implement the Community Revitalization
and Investment Authority (CRIA) for Old Town. 
Strategy 2. Implement Old Town façade
improvement program and seek funding to sustain
the program in future years.

Strategy 3. Complete the 7th Street – Old Town
streetscape to provide an upgraded appearance for
the area.

Strategy 4. Complete the next phases of large
runway reconstruction at the Southern California
Logistics Airport.

Strategy 5. Complete the Airport Layout Plan (ALP). 
Strategy 6. Implement the vacant property
registration system. 
Strategy 7: Attract new businesses to the
community and work to retain existing businesses.    Strategy 8: Develop regulations and standards to
manage and promote street vendors. 

Goal D: Reduce Homelessness Page 12

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal D: Reduce Homelessness
Implement effective solutions to reduce homelessness.

Goal D has five strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Complete construction and open the
Wellness Center Campus including low-barrier
emergency shelter, recuperative care facility,
medical clinic, and wraparound supportive
services.

Strategy 2. Establish a project scope, design, and
funding sources for Phase 2 of the Wellness
Center.
 
Strategy 3. Expand on the existing homelessness
outreach network to effectively engage the
homeless community in services.

Strategy 4. Evaluate the effectiveness of
coordination of homelessness services.   
Strategy 5. Strengthen collaboration with the
County and other entities to identify new funding
opportunities and expand partnerships for
homelessness services.
  

Goal E: Invest in Infrastructure Page 13

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal E: Invest in Infrastructure
Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and innovations.

Goal E has eleven strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Develop a Comprehensive Facilities and
Maintenance Master Plan.  
Strategy 2. Implement the Library Master Plan to
complete the relocation and expansion of the library to improve and enhance library services in the community.

Strategy 3. Complete the final phase of advanced
metering infrastructure (AMI) to improve water efficiency and reduce costs over the long term.

Strategy 4. Continue implementing and seeking grant
funding to complete the citywide bikeway network to
enhance livability of the city.
  
Strategy 5. Complete design and begin construction of the new recycled water reservoir to enhance water resources.   Strategy 6. Site, design and construct a consolidated
recycling center to ensure compliance with State
requirements.

Strategy 7. Implement priority projects identified in the Parks and Recreation Master Plan.   
Strategy 8. Complete Kern River interconnection project with Victorville Municipal Utility Services. 
Strategy 9. Develop a reclaimed water master plan and
identify funding to expand the City’s reclaimed water
system.
 
Strategy 10. Explore long-term solutions for water rights.    Strategy 11. Continue seeking funding to invest in
expanding, improving, and preserving our roadway
system.
  

Goal F: Communication and Outreach Page 14

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal F: Communication and
Outreach
Build strong connections with community partners, residents, and employees.

Goal F has four strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Implement a city app to better respond
to resident requests regarding code enforcement,
public works, and other items.

Strategy 2. Evaluate the effectiveness of the
“Victorville 101” civic engagement program.  
Strategy 3. Explore opportunities to add or modify
community events and activities.   
Strategy 4. Evaluate existing recreational
programming and consider programming efforts to
better connect with elementary and high school
programming.


Goal G: Organizational Effectiveness and Sustainability Page 15

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Goal G: Organizational Effectiveness
and Sustainability
Provide high-quality services through a commitment to local government best practices and employee development, support, and retention.

Goal G has six strategies to be achieved over the three-year period of the strategic plan. Some of these are well underway but will continue into subsequent years. Others will begin later in the Strategic Plan period.

Strategies Work Planned
FY 2023-24 FY 2024-25 FY 2025-26
Strategy 1. Conduct employee stay and exit
interviews and provide feedback to departments
for organizational improvement.
  
Strategy 2. Establish an ongoing training program
standardized across the organization, including
comprehensive workplace safety training.
  
Strategy 3. Implement morale and team-building
activities for employees.   
Strategy 4. Establish meaningful ways to recognize
outstanding employee performance.   
Strategy 5. Expand the intern program to provide
learning and skill-building opportunities for local
students and be part of a “grow our own talent”
initiative for City positions.
  
Strategy 6. Establish professional development
plans for employees to support their growth and
demonstrate commitment to employees’ careers.
  

Tracking and Implementation Page 16

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Tracking and Implementation

Implementation Action Plan
An Implementation Action Plan, contained in a separate document, provides the details about implementation. It includes the starting year, lead person and key tasks for each strategy. Timelines may be adjusted based on changing priorities, budget, and personnel availability.

Tracking and Reporting Progress
Progress reports will be provided to the City Council and City employees annually and in other communications on a regular basis.

Conclusion Page 17

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Conclusion

This Strategic Plan is designed to guide the work and future of the City of Victorville. The plan articulates the organization's vision, mission, and values and establishes a set of goals, priorities, and strategies to guide its work over the next three years.

The plan will be updated periodically as we accomplish our priorities and as needs change.

The City of Victorville is committed to continuing collaboration with our many partners in achieving the goals in this Strategic Plan.

Thank you to everyone who contributed
to this important planning effort.

Photos provided by the City of Victorville.

Attachment A: City Organization Chart Page 18

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Attachment A: City Organization Chart

Attachment B: Strategic Planning Process Page 19

City of Victorville Strategic Plan FY 2023-24 through FY 2025-26 August 2023

Attachment B: Strategic Planning Process

The strategic planning process included gathering input from our Councilmembers, leadership team, staff, and the community.

Priorities were set in a City Council workshop.

City Council Input
Baker Tilly conducted individual interviews with members of the City Council to seek their input about accomplishments, major challenges facing the City and key priority areas for the next three years. Councilmembers were also asked to complete a brief questionnaire to provide feedback about the City’s vision, mission, and values.

Status Update Worksheet
Leadership team members completed a status update worksheet for the strategies in the Strategic Plan for FY 2020 - 2023, providing input about accomplishments, items in progress, and new items for consideration in this new Strategic Plan.

Employee Survey
All employees were offered an opportunity to provide input through a confidential online survey. A total of 247 employees responded providing valuable feedback.

Community Survey
Members of the community were invited to provide input through a confidential online survey. A total of 162 community members responded providing feedback that the City used in updating the strategic plan.

Governance and Strategic Planning Sessions
The City Council met on March 28, 2023, to review its operating norms and on July 18, 2023, to review the new Strategic Plan and identify its priorities for FY 2023-24.

Regular Updates
An implementation action plan has been prepared containing timelines and lead assignments. It will be monitored and updated regularly. Each year, the strategic plan will be reviewed to track progress and adjust timelines as needed.

ATTACHMENT B
City of Victorville Draft Implementation Action
Plan

City of Victorville
Draft Implementation Action Plan

August 2023
1 Making the Most of the Draft Implementation Action Plan Baker Tilly has developed this draft Implementation Action Plan to assist the City of Victorville with the phasing and scheduling of its seven strategic plan goals and the corresponding strategies, which we have pre-loaded below in the first column. The work involved in implementing the strageties will need to be integrated into the other work of the departments and divisions tasked with their completion, along with appropriate assignments of responsibility and with the identification of specific planned completion dates. The draft Action Plan begins that process.

This is a three-year implementation plan, so it is important to space the strategies appropriately and realistically given workload and other considerations, such as resource needs (which include staffing, finances, and equipment). Some tips to consider are provided below.

Key Implementation Tasks (Column 2)
This is the heart of the Implementation Action Plan. These are the actions that must be taken to fulfill the strategy and ultimately the goal. Each entry in this column must start with a verb. Each should answer the question, “What do we need to do to complete this strategy?” Lead Responsibility (Column 3)
This column is pre-loaded with the department identified for lead responsibility. However, we suggest replacing the department with a specific individual. One person, and one only should be designated as having management responsibility for completing the item. Please indicate the person’s name and position.

Others Involved (Column 4)
List others who should/will be involved from the City and think about whether there are external partners (e.g., School District officials) that could help with implementation.

List the name and position. This column should not include paid consultants or contractors.

Financial Resources Needed (Column 5)
Will implementation require funding, equipment, contractors, consultants, or other expenditures? If so, indicate what resources are needed that are not currently available in the budget and a dollar amount, if known.

Timeline (Column 6)
Self-explanatory, but it is OK to note a start date only if it will be a long project.

Comments (Column 7)
Self-explanatory.

2 We suggest you use this document to prepare a final Action Plan for the City of Victorville. In doing so, the team will need to identify specific target dates for completing implementation activities associated with each strategy. Additionally, you may want to modify the described activities for implementing an individual strategy based on internal knowledge of what will be required for completion or adjust the assignment of responsibility based on pending or future workload or other considerations. Where a draft task calls for an event to occur “regularly” or with a pre-set frequency (e.g., quarterly, monthly) you will want to assure that your implementing procedure or policy is written to accomplish that objective. Prudent implementation of most strategies will require “circling back” after the work of implementation has begun to fine-tune the work or the milestones based on experience. This step is not explicitly called out for each strategy, however, assessing the progress of implementation (via “circling back”) should be a part of your normal management system. We would be happy to set up a consultation with you to support the conversion of this draft into the implementation Action Plan you can use to manage.

To turn this draft into the Action Plan that is used to manage implementation, fill in the timeline column with actual completion dates. Target dates can be specific (e.g., September 1) or by month or quarter (e.g., 3Q 2024), as appropriate to the individual action.

All of the work to implement the strategies is in addition to the normal work of involved city staff. Baker Tilly has staff associates who are experienced in implementing many of the actions identified in this report. We will welcome the opportunity to assist you in doing so, and in any case, we remain available to consult with you in whatever way we can be helpful. Please do not hesitate to contact Steve Mermell at (818) 321-6817 if we can be of assistance. Steve can also be reached by email at [email protected].

The discipline of successful project planning is basic to the successful execution of the work ahead. We hope that you find the draft Action Plan useful in that regard.

City of Victorville
Draft Implementation Action Plan Baker Tilly

1 City of Victorville Implementation Action Plan
Goal A: Financial Sustainability
Success Indicators for Goal A: Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Develop a multi-year plan and
strategies to address pension
obligations due to increasing
pension costs and resulting
pressures on the general fund.
• Finance Department

2. Implement proactive business
licensing activities for rental
properties to increase revenue
opportunities.
• Building
Department

3. Establish fund balance reserve
targets for all major funds in
addition to the General Fund.
• Finance Department

4. Consider revising General Fund
reserve policy to provide that funds
in excess of target be utilized to
address capital replacement and
unfunded pension liabilities.
• Finance Department

5. Explore potential for creating a
Community Facilities District or
other financing mechanisms for
installation, operation, and
maintenance of various public
improvements.
• Finance Department
City of Victorville
Draft Implementation Action Plan Baker Tilly

2 Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

6. Evaluate underfunded Landscape
Maintenance Assessment Districts
to improve ability to finance
desired City beautification projects.
• Finance Department
City of Victorville
Draft Implementation Action Plan Baker Tilly

3 Goal B: Public Safety

Success Indicators for Goal B: Implement public safety strategies to support a thriving and growing community.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Prepare a Standard of Cover to
help shape the future growth of
the Victorville Fire Department.
• Fire Department

2. Re-envision animal care and
control by expanding outreach and
service levels, including increased
animal licensing.
• Code Compliance
Department

3. Evaluate current animal shelter
conditions to identify appropriate
solutions for long-term needs.
• Code Compliance
Department

4. Complete site feasibility, design,
and financing for a new police
station.
• Police Department

5. Evaluate feasibility of a
community-wide paramedicine
program.
• Fire Department

6. Expand Emergency Medical
Services response capabilities.
• Fire Department

7. Continue seeking funding to invest
in technology that will assist
efficient and effective police
operations.
• Police Department
City of Victorville
Draft Implementation Action Plan Baker Tilly

4 Goal C: Community and Economic Development

Success Indicators for Goal C: Support the economic vitality and preservation of the community for all its members.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Implement the Community
Revitalization and Investment
Authority (CRIA) for Old Town.
• Economic
Development

2. Implement Old Town façade
improvement program and seek
funding to sustain the program in
future years.
• Economic
Development

3. Complete the 7th Street – Old Town
streetscape to provide an upgraded
appearance for the area.
• Engineering

4. Complete the next phases of large
runway reconstruction at the Southern
California Logistics Airport.
• Airport Department

5. Complete the Airport Layout Plan
(ALP).
• Airport Department

6. Implement the vacant property
registration system.
• Code Compliance
Department

7. Attract new businesses to the
community and work to retain existing
businesses.
• Economic
Development

8. Develop regulations and standards to
manage and promote street vendors.
• Code Compliance
Department

City of Victorville
Draft Implementation Action Plan Baker Tilly

5 Goal D: Reduce Homelessness

Success Indicators for Goal D: Implement effective solutions to reduce homelessness.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Complete construction and open the
Wellness Center Campus including
low-barrier emergency shelter,
recuperative care facility, medical
clinic, and wraparound supportive
services.
• Planning
Department

2. Establish a project scope, design, and
funding sources for Phase 2 of the
Wellness Center.
• Planning
Department

3. Expand on the existing homelessness
outreach network to effectively
engage the homeless community in
services.
• Planning
Department

4. Evaluate the effectiveness of
coordination of homelessness
services.
• Planning
Department

5. Strengthen collaboration with the
County and other entities to identify
new funding opportunities and
expand partnerships for
homelessness services.
• Planning
Department

City of Victorville
Draft Implementation Action Plan Baker Tilly

6 Goal E: Invest in Infrastructure

Success Indicators for Goal E: Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and innovation.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Develop a Comprehensive Facilities
and Maintenance Master Plan.
• Community Services

2. Implement the Library Master Plan to
complete the relocation and
expansion of the library to improve
and enhance library services in the
community.
• Community Services

3. Complete the final phase of advanced
metering infrastructure (AMI) to
improve water efficiency and reduce
costs over the long term.
• Public Works and
Water

4. Continue implementing and seeking
grant funding to complete the
citywide bikeway network to enhance
livability of the city.
• Engineering

5. Complete design and begin
construction of the new recycled
water reservoir to enhance water
resources.
• Engineering

6. Site, design and construct a
consolidated recycling center to
ensure compliance with State
requirements.
• Public Works and
Water

7. Implement priority projects identified
in the Parks and Recreation Master
Plan.
• Community Services
City of Victorville
Draft Implementation Action Plan Baker Tilly

7 Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

8. Complete Kern River interconnection
project with Victorville Municipal
Utility Services.
• Municipal Utilities
Department

9. Develop a reclaimed water master
plan and identify funding to expand
the City’s reclaimed water system.
• Engineering / Public
Works and Water

10. Explore long-term solutions for water
rights.
• Public Works and
Water

11. Continue seeking funding to invest in
expanding, improving, and preserving
our roadway system.
• Engineering / Public
Works and Water

City of Victorville
Draft Implementation Action Plan Baker Tilly

8 Goal F: Communication and Outreach

Success Indicators for Goal F: Build strong connections with community partners, residents, and employees.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Implement a city app to better
respond to resident requests
regarding code enforcement, public
works, and other items.
• Information
Technology
Department

2. Evaluate the effectiveness of the
“Victorville 101” civic engagement
program.
• City Manager
Department

3. Explore opportunities to add or
modify community events and
activities.
• Community Services

4. Evaluate existing recreational
programming and consider
programming efforts to better
connect with elementary and high
school programming.
• Community Services

City of Victorville
Draft Implementation Action Plan Baker Tilly

9 Goal G: Organizational Effectiveness and Sustainability

Success Indicators for Goal G: Provide high-quality services through a commitment to local government best practices and employee development, support, and retention.

Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding
and identify source,
if known)
Timeline
(Estimated Quarter/
Year to complete) Comments

1. Conduct employee stay and exit
interviews and provide feedback to
departments for organizational
improvement.
• Human Resources
Department

2. Establish an ongoing training program
standardized across the organization,
including comprehensive workplace
safety training.
• Human Resources
Department

3. Implement morale and team-building
activities for employees.
• Human Resources
Department

4. Establish meaningful ways to
recognize outstanding employee
performance.
• Human Resources
Department

5. Expand the intern program to provide
learning and skill-building
opportunities for local students and
be part of a “grow our own talent”
initiative for City positions.
• Human Resources
Department

6. Establish professional development
plans for employees to support their
growth and demonstrate
commitment to employees’ careers.
• Human Resources
Department

Item Number: 25
City Council / Board of Directors
Written Communications
Meeting of: August 15, 2023
Submitted By:

Andre de Bortnowsky, City Attorney

Subject:

Consideration of Possible Adjustments to Employment Agreement for the City Manager related to Salary
Recommendation:

At the City Council Meeting of July 18, 2023, the City Council reviewed the terms of a City Manager Agreement with Keith C. Metzler. As a result of that review, the City Council asked to agendize a discussion of possible salary adjustments for the City Manager. Any action is at the discretion of the City Council.

Fiscal Impact:

Employee’s base annual salary under the existing contract is $26,022 per month, for an annual amount of $312,264.

No appropriation is necessary at this time, until the City Council provides direction. Staff believes there will be sufficient budget to cover any possible adjustment in salary cost for the remainder of the fiscal year, as there are commonly unexpended funds in various wage accounts due to vacancies
BUDGET ACCT NO:
1001200.51100 – City Manager – 40% allocation
4204076-5110 – VMUS Electric – 30% allocation
4500125-51100 – Airport Operations – 20% allocation
4210200-51100 – VMUS Electric Public Purpose – 5% allocation 4190210-51100 – VMUS Gas – 5% allocation
Background:

The City Manager has been providing services to the City in an interim and permanent capacity since January 2018. Pursuant to the July 2021 City Manager Agreement as 3 2
5 5
amended in August 2022, the City Council recently undertook an annual performance review and shared said review with the City Manager. As a result, the City Council deemed it appropriate to discuss the possibility of salary adjustments based on the City Manager’s performance review.

Discussion:

Attached for the City Council consideration is a list of City manager compensation levels for Cities within some of the neighboring jurisdictions. See Attachment A. To the extent the City Council wishes to adjust the salary of the City Manager, it could do so through a Second Amendment of the City Manager’s existing Contract in the form of Attachment B, attached hereto.

Attachments: A. City Manager Salaries for Neighboring Jurisdictions B. Form of Second Amendment to Employment Agreement

ATTACHMENT A
Salary Survey
Agency Agency Title Monthly Salary Annual Salary
Ontario City Manager $30,813 $369,762
Rancho Cucamonga City Manager $29,983 $359,796
Rialto Town Manager $29,582 $354,984
Redlands City Manager $29,166 $349,992
Fontana City Manager $28,119 $337,428
Lancaster City Manager $28,025 $336,300
Upland City Manager $26,391 $316,692
Victorville City Manager $26,022 $312,264
Palmdale Town Manager $25,729 $308,748
Apple Valley City Manager $24,929 $299,148
Hesperia City Manager $20,000 $240,000
Adelanto City Manager $14,583 $175,000
Median $27,208 $326,496
Difference ($1,186) ($14,232)
% to Median -4.36% -4.36%

ATTACHMENT B

1 SECOND AMENDMENT TO EMPLOYMENT AGREEMENT BETWEEN THE

CITY OF VICTORVILLE
AND KEITH C. METZLER

This Second Amendment to the Employment Agreement (“Amendment”) is entered into as of August __, 202 3, between City, a California municipal corporation and charter city (“Employer”), and Keith C. Metzler as City Manager (hereinafter referred to as “Employee”).

WHEREAS, on July 22, 2021, Employer and Employee entered into that certain Employment Agreement, a copy of which is attach ed hereto as Exhibit “A” and incorporated by this reference (“Original Agreement”); and

WHEREAS, on August 3, 2022, Employer and Employee entered into Amendment No. 1 to the Original Agreement , a copy of which is attached hereto as Exhibit B and incorporated by this reference (“Amendment No.1”); and

WHEREAS, it is the desire of the Employer and Employee to amend certain sections of the Original Agreement, as amended by Amendment No. 1; and

NOW, THEREFORE, for the valuable mutual consideration set forth in this Amendment, the receipt and sufficiency of which is hereby acknowledged, City and Employee hereby agree to amend the Original Agreement as follows:

1. Amendment as Amended by Amendment No. 1

Section 6 of the Original Agreement is hereby amended to read:

Employer agrees to pay Employee for his services rendered pursuant hereto a base salary of _________ per month, through June 30, 2030, to be paid in installments at the same time as other employees of the Employer are paid, which may be further adjusted to the extent the City Council approved future cost of living increases for other employees of the City.

2. Miscellaneous Provisions Applicable to Second Amendment.

a) This Second Amendment will be effective as of the date first written above.

b) This Second Amendment may be executed in multiple counterparts, each of which shall be deemed an original, but all of which, together, shall constitute but one and the same instrument.

c) This Second Amendment shall be governed by the law of the State of California, without reference to its choice of law rules.

2 d) Unless otherwise defined in this Second Amendment, all terms used in this Second Amendment that are defined in the Original Agreement are used here as they are there defined.

e) Except for the underlying Original Agreement and Amendment No. 1 , this Second Amendment supersedes any prior agreements, negotiations, and communications, oral or written, with respect to this subject matter.

3. Status of Agreement . Except as amended by this Second Amendment, the Original Agreement as Amended by Amendment No. 1 continues in full force and effect in accordance with its terms.

IN WITNESS WHEREOF, the undersigned have executed this instrument t hat day and year written above, in the City of Victorville, California.

Employer:

Debra Jones
Mayor of the City of Victorville

Employee:

Keith C. Metzler

Attest:

___________________________
City Clerk

Approved as to form:

____________________________
City Attorney

3 EXHIBIT A

Original Agreement

4 EXHIBIT B

Amendment No. 1