City Council
Budget Workshop
Fiscal Year 2025 -2026
May 22, 2025
5:00 PM
1 Fiscal Year 2025- 2026 Budget Workshop
City Council
2 Mayor
Elizabeth Becerra
Councilmember
Debra Jones
Councilmember
Tiffany Gaudin
Councilmember
Leslie Irving
Mayor Pro Tem
Bob Harriman
Executive Team
3 Deputy City Manager
Scott Webb
Deputy City Manager
Tony Camargo
City Manager
Keith C. Metzler
Deputy City Manager
Jenele Davidson
Leadership Team
Airport Director – James Murawski
Building Official – Joseph Slegers
City Clerk – Jennifer Thompson
City Engineer – Fredy Bonilla
City Planner – Alex Jauregui
Code Enforcement Official – Jorge Duran
Community Services Director – Donna Meester
Director of Finance – Carmen Cun
Director of Public Works & Water – Doug Mathews
Fire Chief – Robert Clemmer
Human Resources Officer – Heather Barber
Police Chief (Sheriff) – Jerry Davenport
Public Information Officer (PIO) – Sue Jones
Technology Officer – Mazharul Islam
VMUS Utility Director – Brenda Hampton
4 Legal Counsel
City Attorney – Andre de Bortnowsky
City Manager’s Budget Message
“This budget has been prepared relying on all
seven of our adopted multi- year goals and
priorities found in our Strategic Plan as
guidance. It is a budget that embraces our
organizational values which include excellent
customer service, integrity, accountability,
and transparency. With this budget, the City
will move closer to achieving its adopted
vision.”
-Keith C. Metzler
5 Citywide Budget Comparison
6 FY 2024-2025 FY 2025-2026
Total Revenues: 354,521,440 376,296,015
Total Expenditures: 377,874,602 387,669,612
Revenue Over Expenditures: (23,353,162) (11,373,597)
Capital Improvements: 59,708,917 45,022,575
Total Funds Managed 84 87
Total Citywide Expenditures by Fund Type
$387.7 Million Including 45.0 Million in Capital
7 Capital Projects Funds
<1%
Enterprise Funds
49%
Fiduciary Funds
1%
General Fund
29%
Measure P Fund
10%
Special Revenue
Funds
9%
Citywide Revenue & Expenditures
By Category
8 Cost Allocations Paid 3%
Capital 12%
Debt Service
8%
Non-
Operating.
Charges 4%
Operations & Maint.
44%
Personnel 24%
Production
Costs 8%
Transfers Out <1
EXPENDITURES
Charges For
Services 42%
Cost Allocation
Received 3%
Fines & Forfeitures <1
Intergovernmental 2%
Investment
Income 6%
License & Permits 1%
Misc. Revenue 7%
Pass
Through
10%
Taxes 28%
Sale Of Assets
<1%
REVENUE
Historical: Budgeted vs. Actuals
9 FY 2021 FY 2022 FY 2023 FY 2024
Budgeted Expenditures 307,183,994 458,598,790 494,569,511 489,342,126 Actual Expenditures 263,442,252 307,973,756 385,464,711 354,627,092 Budgeted Revenue 304,827,357 442,273,643 465,674,194 432,216,886 Actual Revenue 275,318,474 345,176,364 436,843,275 396,510,653 0 100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
Citywide Funds
General Fund
10 The VMUS loan payment is reflected as a balance sheet cash payment in FY 2019-2020 and forward. The revenue from the loan was recognized in FY 2018-2019.
Total Revenues: 108,939,903
Total Expenditures: 110,497,231
Net Income (1,557,328)
Plus VMUS Loan Payment 850,143
Surplus / (Deficit) (707,185)
General Fund Major Revenue Sources
Revenue Sources 2023 Actuals 2024 Actuals 2025 Actuals 2025 Revised Budget
2026 Proposed
Budget
% Change from
2025 to 2026
% of GF 2026
Budget
Sales Tax 30,236,921 29,907,932 16,990,147 31,150,321 29,865,410 -4% 27% Property Tax 21,840,630 23,524,344 13,947,019 22,057,240 22,287,812 1% 20% Pass Through-RPTTF 10,188,294 13,290,534 9,202,981 11,000,000 13,300,000 17% 12% Cost Allocation 9,286,109 9,974,905 5,159,362 10,318,724 10,576,692 2% 10% Franchise Fees 4,764,153 5,033,608 1,910,297 4,849,350 5,447,300 11% 5% Charges for Services 3,444,024 3,531,349 3,362,301 3,996,607 3,559,878 -12% 3% Licenses & Permits 3,036,922 2,882,400 1,888,854 2,478,500 2,699,000 8% 2% Investment Income 2,517,846 4,008,683 6,928,280 2,327,337 2,692,183 14% 2% Transient Occupancy Tax 2,012,578 1,640,447 779,293 1,200,000 1,400,000 14% 1% All Other Revenues 10,013,231 13,740,338 10,462,515 12,369,371 17,111,627 28% 16% Total GF Revenues 97,340,708 107,534,541 70,631,050 101,747,450 108,939,903 35% 100% 11 General Fund Expenditures by Department
12 Building 2.2% City Management 3.6%
Code Compliance 2.1%
Community Services
12.7%
Engineering 0.9%
Finance 4.3%
Fire 18.7%
General 0.5%…
Human Resources 6.0%Information Technology 6.6%
Planning 2.0%
Police 36.3%
Public Works & Water 4.1%
17% General Fund Reserve Forecast
13 Fiscal Year 2025/26 2026/27 2027/28 2028/29 2029/30
Total Revenues 108.94 110.13 111.33 112.55 113.79
Sheriff Contract 37.23 39.09 41.05 43.10 45.26
Public Safety 22.81 23.46 24.14 24.83 25.55
Expenditures 50.46 50.35 51.75 53.20 54.69
Total Expenditures 110.50 112.90 116.94 121.13 125.49
VMUS Loan Repayment 0.85 0.00 0.00 0.00 0.00
General Fund Subsidy to LTF 0.00 0.01 0.37 0.37 0.38
Surplus/(Deficit) (0.71) (2.78) (5.24) (8.21) (11.32)
General Fund Reserve 62.39 59.61 53.64 44.68 32.59
17% General Fund Reserve Requirement 18.78 19.19 19.88 20.59 21.33 Surplus Available 43.61 40.42 33.76 24.09 11.26
General Fund Reserve Level 56% 53% 46% 37% 26%
(In Millions of Dollars)
*Based on the forecasted budgeted amounts, not actual expenditures.
Historically, actual expenditures have been lower than budgeted amounts.
Reserve Requirement vs. Forecast
14 62,391,139
59,608,385
53,638,496
44,682,784
32,591,854
18,784,529
19,193,114
19,879,591
20,592,754 21,333,719
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
General Fund Reserve
General Fund Reserve Amount 17% General Fund Reserve Requirement General Fund Historical Performance
15 Revenues & Expenditures – Budgeted vs. Actuals
FY 2021 FY 2022 FY 2023 FY 2024
Budgeted Expenditures 69,873,516 83,807,837 95,157,275 101,650,799 Actual Expenditures 66,957,444 76,562,137 87,689,207 90,622,416 Budgeted Revenue 68,653,858 85,854,421 88,549,008 94,126,345 Actual Revenue 81,066,032 88,265,697 98,859,719 107,884,099 0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
Historical Expenditures vs. Reserves
16 0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
FY 2021 FY 2022 FY 2023 FY 2024
General Fund
Budgeted Expenditures Actual Expenditures Required Reserves 17% Actual Reserves at Year End Public Safety
Police
Fire
Code Compliance
Animal Services
17 Code Compliance
Total Personnel
Animal Services = 10 FTEs, 8 PT
Code Compliance = 25 FTE
5 Assigned to Homeless Engagement Team
18 General Fund & Measure P
AS Revenues $ 111,151
CC Revenues 1,035,000
Total Revenues 1,146,151
AS Expenditures $5,654,380
CC Expenditures 3,160,290
Total Expenditures 8,814,670
Revenues
$1,146,151
Expenditures
$8,814,670
Fire
Total Personnel
Floor Staff = 75 FTEs
Administrative / Office Staff = 10 FTEs, 1 PT
Includes Fire Chief, Deputy Chief, Training
BC, Division Chief, Fire Admin Manager &
EMS Team
Fire Prevention = 6 FTEs
19 General Fund & Measure P
GF Revenue $70,000
Measure P Revenue
Total Revenue $70,000
314,839
GF Expenditures $20,715,229
Measure P Expenditures 6,689,337
Total Expenditures 27,404,566
Revenue,
$70,000
Expenditures,
$27,404,566
Police
Total Personnel
Sworn Police Officers = 103 FTEs
Non-Sworn Peace Officers = 43.33 FTEs
Includes Office Staff & Dispatchers
20 GF Revenue $1,696,749
Measure P Revenue 314,839
Total Revenue 2,011,588
GF Expenditures $40,103,264
Measure P Expenditures 7,101,011
Total Expenditures 47,204,275
General Fund & Measure P
Revenue,
$2,011,588
Expenditures,
$47,204,275
Measure P
Revenues and Expenditures
Fiscal Year 2025- 2026
Cash on Hand 44,050,818
Projected Revenue 31,578,839
Projected Expenditures 44,087,839
Ending Balance 31,541,818
22 Projected Expenditures includes $7.9 million in capital projects.
Fiscal Year 2026 Highlight Expenditures
23 Continue enhancing traffic enforcement and reducing response times with the Police Department
Expand EMS, USAR and HAZMAT through the Fire
Department
New equipment for the Animal Care and Adoption Center to enhance animal care services
Fund Police Station and Fire Department apparatus reserve Infrastructure improvements at City facilities and parks
17% Measure P Reserve Forecast
24 Fiscal Year 2025/26 2026/27 2027/28 2028/29 2029/30
Total Revenues 31.58 31.89 32.21 32.54 32.86
Public Safety Maintenance 14.21 14.35 14.50 14.64 14.79 Expenditures 25.10 21.94 22.54 21.57 22.22
Total Expenditures 39.31 36.29 37.04 36.21 37.01
Surplus/(Deficit) (7.73) (4.40) (4.83) (3.67) (4.15)
Measure P Reserve 36.32 31.93 27.10 23.42 19.28
17% Measure P Reserve Requirement 6.68 6.17 6.30 6.16 6.29 Surplus Available 29.63 25.76 20.80 17.27 12.99
Measure P Reserve Level 92% 88% 73% 65% 52%
(In Millions of Dollars)
Based on the forecasted budgeted amounts, not actual expenditures.
Historically, actual expenditures have been lower than budgeted amounts. 25 Measure P Reserve
Requirement vs. Forecast
$36,316,817
$31,926,011
$27,100,639
$23,424,156
$19,279,487
6,683,183
6,168,524 6,296,621 6,156,073 6,290,975
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
2025-26 2026-27 2027-28 2028-29 2029-30
Measure P Reserve Amount 17% Measure P Reserve Requirement Enterprise & Special Revenue Funds
26 Enterprise & Special Revenue Funds
27 Fund Revenues Expenditures Surplus / (Deficit)
Sewer / Sanitary – Fund 425 $32,913,382 $28,774,878 $4,138,504 Solid Waste – Fund 426-428 $33,589,336 $30,010,680 $3,578,656 Southern California Logistic Airport – Fund 450-
455 $37,706,624 $35,783,224 $1,923,400
Storm Drain – Fund 202 $1,730,000 $1,370,559 $359,441
Street Lighting Fund – Fund 200 $3,740,000 $3,617,550 $122,450 Victorville Municipal Utility Services (VMUS) –
Funds 419-423 $29,715,404 $25,517,997 $4,197,407
Water – Funds 410-416 $61,260,521 $67,728,265 ($6,467,744) Any deficit spending is supported by existing fund balances.
Strategic Plan
Budgeted Items
Ongoing Project Highlights
Animal Care and Adoption Center: This
centralized facility enhances animal
welfare and community services by
offering expanded capacity, low-cost
public services, educational outreach,
and improved operational efficiency.
29 Library: The City of Victorville is
addressing its library space shortage by
repurposing and expanding the centrally
located Green Tree Golf Course
Clubhouse into a new, state-of-the-art
17,844-square-foot facility.
Ongoing Project Highlights
30 Pavement Rehab Projects:
Roy Rogers Drive from Amargosa Road to I-15. This project includes $1.8 million in SB-1 and Measure I funding. This project will include pavement rehabilitation on Roy Rogers Drive and a median east of Civic Drive. Ridgecrest Road from Bear Valley Road to Pahute Avenue and Roy Rogers Drive from Amargosa Road to I-15. This project includes $2.3 million in SB-1 and Measure I funding. This project will include pavement rehabilitation on Ridgecrest Road and includes new sidewalk on the east side of Ridgecrest Road north of Bear Valley Road.
Mojave Drive from Amargosa Road to I-15. This project includes $3.4 million in SB-1 and $2 million in Road DIF funding. This project will include pavement rehabilitation and road widening on the north side of Mojave Drive from Condor Road to Amargosa Road.
Ongoing Project Highlights
31 Industrial Wastewater Treatment Plant
Expansion (IWWTP):
$3 million Final Design- will begin in
January 2026, spanning FY 2026 and
2027.
Expenditures by Strategic Goal
32 Goal A: Financial
Sustainability 2.4%
Goal B: Public Safety
11.0%
Goal C: Community &
Economic Development
3.4%
Goal D: Reduce
Homelessness 9.6%
Goal E: Invest in
Infrastructure 67.5%
Goal F: Communication
& Outreach 2.5%
Goal G: Organizational Effectiveness &
Sustainability 3.6%
Expenditures by Strategic Goal
Strategic Goal A: Financial Sustainability
Foster fiscal health through disciplined long-term planning, cost control, increased revenues, and cost recovery.
33 Finance Professional Consulting Services such
as Badawi & Associates, HdL, Wildan,
Nichols Consulting, NBS Consulting,
Foster & Foster, and Urban Futures,
Inc.
$315,180
Information Technology Financial Systems such as OpenGov, ERP, ActiveNet, Selectron, and
EnerGov
$909,193
Measure P Professional Consulting Services for
HdL
$50,000
Code Compliance Collection services such as Service
Data Ticket
$19,000
Strategic Goal B: Public Safety
Implement public safety strategies to support a thriving and growing community. 34 Expenditures by Strategic Goal
Fire (Measure P) Mobile and portable radios, Power load for squad, SCBA Washer, Tiller portable lifts, and
capital reserve for future apparatus
replacements
$1,023,700
Fire Command Vehicle $125,000
Police (Measure P) Capital reserve for future police stations $4,000,000 Code Compliance
(Measure P)
Continued development of the animal shelter:
flooring, exterior painting, drive approach &
gate, air circulation systems, hot water system,
masonry wall, kennels, large cargo van, and a
trailer for adoption events.
$755,000
Information Technology General Switches at City Hall and offsite City locations to secure the City’s network and
enhance reliability.
$70,000
Strategic Goal C: Community and Economic Development
Support the economic vitality and preservation of the community for all its members.
35 Expenditures by Strategic Goal
City Manager Business Development & Marketing:
Tradeshows, Chamber of Commerce
sponsorships, and various other
marketing campaigns.
$122,600
City Manager Old Town: CHAS-owned property
development consulting services
$125,000
Planning Old Town / 7
th St. streetscape
project.
$1,626,997
Expenditures by Strategic Goal
Strategic Goal D: Reduce Homelessness
Implement effective solutions to reduce homelessness.
36 Planning City’s Wellness Center Operation
Costs
$3,596,241
Measure P Wellness Center backstop funding $1,600,000
Expenditures by Strategic Goal
Strategic Goal E: Invest in Infrastructure
Create a healthy and livable community by maintaining the city’s assets through investment in infrastructure and innovations.
37 Airport Building 724 roof replacement, Building
728 HVAC, Building 744 improvements,
Residential property improvements, Off
airport road rehabilitation, 3 vehicles,
and 5 pieces of equipment
$1,959,000
Community Services City Hall iron fence, Doris Davis pool heater replacement, Liberty park roof
replacement for bathrooms, Hook floor
replacement, 2 utility trucks, and West
Winds Sports Center new basketball
court.
$1,412,000
Fire Fire mechanic vehicle, new carpet at
station #314, and repair of driveway at
station #311.
$180,000
Expenditures by Strategic Goal
Strategic Goal E: Invest in Infrastructure (Continued)
38 Engineering Five vehicle replacements, traffic signal UPS replacements, Pedestrian system upgrades,
Mesa Dr. sewer realignment, Traffic signal video
detection upgrades, Pipeline replacement of
area #5, and Road Improvement Projects:
Mojave Drive Road Improvements (US 395 to 7th
St.), Third Avenue Rd., Citywide pavement
preservation, Eucalyptus St. conceptual plan,
Nisqualli & I-15 interchange, Roy Rogers Drive,
and several re-striping projects.
$18,653,820
VMUS Gas line main extension, Foxborough capacity
project, New warehouse / shop, Streetlight
transformer upgrades, Emergency response
truck, SCLA redundancy equipment, and Current
probe kit.
$958,340
Expenditures by Strategic Goal
Strategic Goal E: Invest in Infrastructure (Continued)
39 Public Works & Water Playground equipment upgrade at Verde Park, New cubicles, CNG spare unit rebuild,
4 new vehicles, and 8 pieces of heavy
equipment, 3-sided carport, Swamp cooler
replacement, 6 roof restoration projects,
IWWTP plant expansion, Block walls at 6 well
locations, Mojave Drive improvements from
I-15 to El Elevado Rd., Reconfigure ground
well piping, Excess recycled water bypass,
and Reclaimed water at SCLA missing links.
$13,532,886
Expenditures by Strategic Goal
Strategic Goal F: Communication and Outreach
Build strong connections with community partners, residents, and employees. 40 Community Services (Measure P) New library: furniture, fixtures, equipment, and a new vehicle to serve as for a mobile
library / service the kiosks.
$841,829
Citywide Outreach Events Concerts in the Park, Fall Festival, Hallow- Boo, Spring Festival, National Night Out
$199,500
Library Summer Reading Program, Santa for
Christmas, and supplies.
$11,900
Recreation Festival of Lights, Fall Festival, Spring
Festival, Veterans Parade, Concerts in the
Park / Summer Events, Halloween Events,
National Night Out, and 4
th of July
Fireworks.
$306,162
Expenditures by Strategic Goal
Strategic Goal G: Organizational Effectiveness and Sustainability Provide high-quality services through a commitment to local government best practices and employee development, support, and retention. 41 Human Resources MGT Classification Study, Tuition
Reimbursement, and the continuation
of the Intern Program.
$438,500
Citywide Training and Education: webinars,
conferences, trainings, certifications,
and all associated travel expenses.
$1,529,447
Personnel / Organizational
42 Salary and Benefit Recommendations
3% COLA for Non-Represented Employees
3% COLA for Represented Employees (Per MOU)
$50/mo. Increase to Fringe A; $200/mo. Increase to Fringe Subsidy Increased safety shoe allowance to $325 per fiscal year Mandatory Rest Period
Enhanced Shift Differential Pay
43 History of COLA
44 Fiscal Year Resolution No. COLA CPI COLA Approved
2000-2001 01-013 3.50% 3.40%
2001-2002 01-103 3.20% 3.20%
2002-2003 03-016 2.80% 2.80%
2003-2004 04-026 3.90% 3.90%
2004-2005 04-196 1.80% 1.80%
2005-2006 05-108 4.00% 4.00%
2006-2007 06-109 4.70% 4.70%
2007-2008 08-129 3.80% 3.80%
2008-2009 08-131 3.30% 3.30%
2009-2010 09-082 -1.00% -1.00%
2010-2011 10-069 1.90% 0.00%
2011-2012 11-055 3.00% 3.00%
2012-2013 12-061 2.00% 0.00%
2013-2014 13-035 1.30% 0.00%
2014-2015 14-043 1.00% 1.00%
2015-2016 15-037 0.50% 1.70%
2016-2017 16-023 1.70% 1.70%
2017-2018 17-031 2.70% 2.70%
2018-2019 18-061 3.80% 3.80%
2019-2020 19-042 2.80% 0.00%
2020-2021 20-051 2.30% 0.00%
2021-2022 21-052 3.60% 3.60%
2022-2023 22-068 10.00% 10.00%
2023-2024 23-038 4.60% 3.00%
2024-2025 02-036 4.30% 3.00%
2025-2026 25-039 2.50% 3.00% (proposed )
Number of Positions by Department
45 Department Budget for FY 2023
No. of Positions
Budget for FY 2024
No. of Positions
Budget for FY 2025
No. of Positions
Budget for FY
2026 No. of
Positions
Building 26 13 20 21
City Management 25 26 29 32
Code Compliance 32 32 35 35
Community Services 13 45 54 60
Engineering 38 40 44 30
Finance 47 48 48 48
Fire 80 93 86 85
Human Resources 11 11 12 14
Information Technology 18 18 18 19
Planning 13 13 14 9
Public Works & Water 179 166 163 181
Southern California Logistics Airport 26 27 27 26
Victorville Municipal Utilities Services 8 8 10 10
Total 516 540 560 570
Employees & City of Victorville’s Population
46 Fiscal Year Resolution No. No. of Authorized Positions Fire Department Water Department COV Population* 2004-2005 04-196 410 Yes No 87,813
2005-2006 05-108 470 Yes No 96,564
2006-2007 06-109 535 Yes No 104,218
2007-2008 08-129 643 Yes Yes 109,321
2008-2009 08-131 563 No Yes 112,252
2009-2010 09-082 394 No Yes 115,532
2010-2011 10-069 352 No Yes 117,326
2011-2012 11-055 315 No Yes 119,688
2012-2013 12-061 320 No Yes 122,370
2013-2014 13-035 332 No Yes 122,861
2014-2015 14-043 338 No Yes 123,466
2015-2016 15-037 343 No Yes 124,422
2016-2017 16-023 354 No Yes 124,727
2017-2018 17-031 372 No Yes 125,291
2018-2019 18-061 424 Yes Yes 125,694
2019-2020 19-042 415 Yes Yes 127,518
2020-2021 20-051 420 Yes Yes 127,170
2021-2022 21-052 459 Yes Yes 127,170
2022-2023 22-068 516 Yes Yes 136,561
2023-2024 23-038 538 Yes Yes 137,193
2024-2025 24-036 560 Yes Yes 138,202
2025-2026 25-039 570 Yes Yes 141,013
FY 2025-2026 Proposed
*Source: California Department of Finance
Organizational Changes
Effective July 1, 2025, the Traffic Maintenance division will be reassigned from Engineering to the Public Works & Water department. With this reorganization, fourteen (14) positions will be reassigned to the Public Works & Water department.
Effective July 1, 2025, City Manager’s Office of Economic Development will be expanded to include Homelessness Solutions and Housing. With this expansion, four (4) positions will be reassigned from the Planning department. An Economic
Development Administrator and two administrative support staff will be added.
47 Forward Look
48 Projects in Planning Review or Recently Approved
Commercial
Pollo Campero. New construction on Mariposa Rd. in
front of Vallarta Supermarket.
Raising Cane’s. New construction on Roy Rogers Drive
and Civic Drive next to the Chevron gas station.
Medical Office Building. New construction of a 26,355 sq. ft., 2 story medical office building at the northeast corner of Amargosa Rd. and Midtown Drive.
49 Industrial
American Jerky Company. New construction of a
238,798 sq. ft. industrial manufacturing
warehouse on the east side of Hesperia Rd., South
of Nisqualli.
SCLA Industrial Warehouse. New construction of an
~1.1 million sq. ft. building at the intersection
of Phantom Rd. and Turner Rd.
Ottawa Business Center. New construction of a
996,194 sq. ft. warehouse building on the north side
of Ottawa St. East of Hesperia Rd.
Projects in Planning Review or Recently Approved
Residential
6 tract developers with 10 active communities:
DR Horton. Mojave Dr./Cobalt Rd. and Amethyst
Rd./Mojave Dr.
Evergreen Homes. Arrowhead Dr./Pablo Ct.
Pacific Communities. Dos Palmas Rd./Mesa View
Dr. and War Eagle St./Monte Vista Rd.
Legacy Homes. Mesa Linda Ave./Eucalyptus St.
and Mesa Linda Ave./Luna Rd.
LGI. Mesa Linda Ave./Verano St. and Mesa Linda
Ave./Mesa St.
Richmond American. Third Ave./Talpa St.
Hotels
Avid Hotel. New construction of an 87-room hotel
located at 14824 Bear Valley Rd.
Hampton Inn. New construction of a 119-room
hotel located on Locust St. and Mariposa Rd.
Holiday Inn. New 87-room hotel located on Talpa
St. and Mariposa Rd.
Residence Inn. New hotel located on the Northwest
corner of Bear Valley Rd. and Mariposa Rd.
New hotel building and site development on
the Southeast corner of Dos Palmas and Hwy 395
50 Southern California Logistics Airport
On-Airport
Tenable Airport owned assets at a 98% tenancy
Anticipate bringing a 54,000 sq ft warehouse building to market to produce more revenue
Anticipate to receive FAA AIP Grants to continue airfield improvements Creation of site map for future development along Readiness St. and Phantom West
Continued investment in Airport assets and infrastructure, thereby improving value and longevity
Off-Airport
Continued investment in assets and infrastructure by completing roadway and building projects
Covington anticipated to break ground on the first of three large warehouse buildings at the former golf course in FY 25/26
New monument sign at the intersection of Air Expressway and Phantom West 51 Infrastructure Needs
52 Infrastructure Needs Estimated Cost
Roads
$176.6 million
(To achieve a satisfactory Citywide Rating of 70)
Storm Water Improvements $342.5 million
Reclaimed Water Improvements $32 million
Traffic Signals $10 million
Police Station & Civic Plaza $100 million
IWWTP Expansion / Upgrades $60 million
Sports Complex $20 million
Aquatics/Pool Complex $15 million
Estimated Infrastructure Needs $756.1 million
Next Steps
1. The Leadership Team is available for detailed budget questions.
2. The City Council can provide feedback as to additional items it may want to see included in the budget.
3. Staff will evaluate/incorporate additional Council requests.
4. Staff will present the proposed budget for adoption at the June 3 rd Regular City Council Meeting.
53