Victorville City Council
May 19, 2026

Attachment A
Infrastructure &
Service Expansion
Needs Analysis
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TABLE OF CONTENTS
Executive Summary Pg. 3-8
Overview Pg. 9-13
Chapter 1: Repair Streets, Fix
Potholes, and Improve Roadway
Safety

Pg. 14-25
Chapter 2: Expand Law
Enforcement and Increase Traffic

Pg. 26-33
Safety
Chapter 3: Expand Fire and
Paramedic Services to Improve
Emergency Response Times

Pg. 34-42
Chapter 4: Improve Stormwater
Drainage and Ensure a Safe,
Clean Drinking Water Supply

Pg. 43-57
Chapter 5: Increase Parks,
Recreation, and Children’s Play
Areas

Pg. 58-63
Financial Needs Pg. 64-70
Financial Planning Pg. 71
Exhibits Pg. 72-86
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EXECUTIVE SUMMARY
On November 18, 2025, the Victorville City Council directed the City Manager to begin taking the steps necessary to place a general transaction and use tax on the ballot for the November 2026 election and that those steps include, but not be limited to, the preparation of a plan that demonstrates the need for additional funding. This direction was the result of several discussions over the preceding three years where staff had advised that funding did not exist to adequately rehabilitate existing, and construct new, public infrastructure that is necessary to satisfy the service needs expected from our community. Accordingly, City staff have developed this public infrastructure analysis to summarize costs, funds needed, and expected outcomes from these public infrastructure investments. Altogether, this report will demonstrate an ability to:

1. Repair Streets, Fix Potholes, and Improve Roadway Safety

2. Expand Law Enforcement and Increase Traffic Safety

3. Expand and Maintain Fire and Paramedic Services to Improve Emergency Response Times

4. Improve Stormwater Drainage and Ensure a Safe, Clean Drinking Water Supply

5. Increase Parks, Recreation, and Children's Play Areas This report also reviews the City's financial position and looks at the major funds that make up the City's budget to determine if there is capacity to take on major capital improvement projects that are necessary to expand services to its residents. Altogether, it is the purpose of this report to provide information to the Victorville City Council so that it can make an informed decision about capital investments and what outcomes can be expected from such investments.
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1. Repair Streets, Fix Potholes, and Improve Roadway Safety Victorville maintains 479 center-line miles of public streets that serve both local and regional traffic. Annually, the City evaluates the pavement condition of its roadway system and utilizes a Pavement Condition Index (PCI) as a measurement. The current PCI is 65.7, which is the equivalent to a letter grade of D. Though industry standards will define a PCI of 65 as "Fair", it's a rating that finds a road as already deteriorating and approaching a lesser condition at an accelerated rate. Only maintenance through rehabilitation or reconstruction can overcome roadway deterioration. At the current budget level of $7 million for pavement rehabilitation and reconstruction, the PCI is expected to decline by up to two points per year in the immediate term. To stop the decline in PCI, funds available for roadway improvements would have to increase by $13 million annually.

Roadway safety improvements are also identified as necessary. However, current funding has been proven insufficient to keep up with the need for roadway pedestrian safety improvements. As population growth continues, both in Victorville and throughout the entire Victor Valley, travel patterns have become more complex and have created several roadway safety challenges including vehicle collisions, pedestrian safety risks, and congestion along major travel corridors. To mitigate population and traffic growth, as an example, over recent years the City has constructed several traffic signals at intersections, installed crosswalks with rectangular rapid flashing beacons, and constructed a new roadway corridor.

Altogether, these improvements have helped diversify the flow of traffic, keep traffic flowing, and improved safety at intersections as well as near schools and parks. 4 TY JIAV
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2. Expand Law Enforcement and Increase Traffic Safety
Since 2019, the City has made investments to support and sustain an increase in police department staffing levels. As a result, response times for non-priority calls were reduced by 40%, the number of traffic citations issued increased 220%, and the number of fatal collisions reduced by 15%. Added investments were made, as the City implemented Automated License Plate Reader (ALPR) cameras, gunshot detection systems, and drone first responder technology to better respond to and solve crimes more quickly. Resulting from these investments, the number of patrol beats increased from a 6-beat patrol to an 8-beat patrol and proactive call response increased by 73%.

With the addition of law enforcement personnel, there now exists physical limitations at the existing police station that is preventing the City from adding more police officers. To address these limitations, the City has purchased property and is nearing the completion of a design for a new 40,000 square foot police station. The new police station will integrate all forms of technology into a real-time crime viewing station and be large enough to accommodate the doubling of current staffing levels. A new police station is currently estimated to cost $72 million, with $52 million currently unfunded. Cash flows of the General Fund, Measure P Fund, and Public Buildings Development Impact Fee Fund have all been analyzed and this study has determined that there are not sufficient funds to take on this capital expense. Expected outcomes resulting from this proposed capital investment will be increased traffic enforcement to address speeding and unsafe driving, improving 911 police response times, the addition of police officers, and helping to keep public areas safe. 5 TY JIAV
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3. Expand and Maintain Fire and Paramedic Services to Improve Emergency Response Times
Since 2019, paramedic and fire service response times have improved as the result of investments made, including opening a new fire station and the addition of two new medic squads. These investments were made to address the service level gaps that were found in the Public Safety Plan. Due to increases in population and calls for service, new service coverage gaps exist that will negatively affect paramedic and fire response times if not properly addressed. Currently, average response times for medical and fire calls are 6.32 minutes and 7.76 minutes, respectively. National Fire Protection Association (NFPA) response goals suggest an initial response travel time of approximately four minutes for emergency incidents.

A recently commissioned Standard of Cover (SOC) evaluated how effective the department is in using its resources to respond to service calls. The SOC identified two general locations where service calls were putting undue strain on the ability to respond with the apparatus assigned to the respective Fire Management Zone (FMZ). In FMZ 313, the assigned engine company experiences a high volume of calls to the Palmdale Road/Highway 395 corridor, requiring coverage from another FMZ. In FMZ 314, because of its station location, the Nisqualli Road/Interstate 15 corridor is often responded to by a unit from another FMZ as it is the closest available resource.

To maintain public safety and improve response times, Fire Station 313 needs to be expanded to house a paramedic squad, and two fire stations need to be constructed at the corridors in two newly created FMZs, to be referred to as FMZ 316 and 317. Station costs are currently estimated at $38.9 million, and associated staffing is estimated at $3.6 million per year. With these investments, response times are estimated to improve approximately 3 to 5 minutes. 6 TY JIAV
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4. Improve Stormwater Drainage and Ensure a Safe, Clean Drinking Water Supply
Victorville supplies water to its residents from the Mojave River Basin (MRB) to meet drinking and irrigation water demands. It provides this service through a series of extraction wells (34), storage tanks (26), and pipelines (776-miles), connecting and providing customer service through a meter. The MRB primarily relies on groundwater recharge from rainwater events and the purchase of replacement water from the California state aqueduct to keep the MRB in balance. The free production of groundwater is becoming increasingly constrained as population growth increases and groundwater recharge through rainwater events stay flat or decreases. Currently, Victorville's Free Production Allowance (FPA) from the MRP amounts to 50% of the value of its Base Annual Production (BAP). This means that Victorville can only freely pump one half of its water rights. Additionally, it's noted that since the 2022-23 water year, the FPA has been reduced by 7.35%.

To keep up with demand, Victorville is going to have to reduce its dependency on groundwater by promoting conservation, improving stormwater capture and groundwater recharge, and increasing the use of reclaimed water for irrigation purposes. It can also improve water quality through a series of stormwater drainage related improvements. The most critical stormwater drainage-related improvements determined necessary currently amount to approximately $31 million. Reclaimed water improvements that are necessary in the first phase of system development include storage and distribution pipelines and are currently estimated at $42 million. Both water quality and water supply related improvements do not have funding sources.
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5. Increase Parks, Recreation, and Children's Play Areas Victorville's park, recreation, and children's play areas consist of 316 acres, including 19 parks and one 18-hole golf course. At these facilities, there are 24 baseball fields, 18 playgrounds, 10 tennis courts, 9 soccer/football fields, 5 walking loops, 2 gymnasiums, 2 fitness courses, l aquatic facility, and l trail system. When comparing these facilities on a per capita basis to standards created by the National Recreation and Parks Association (NRPA), Victorville ranks below the median average at several of these facility types. This means Victorville needs to increase the amount of park, recreation, and play space to meet or exceed the NRPA standards.

To fund parks, recreation, and children's play spaces, two types of funding are needed, one for physical construction and another for operation, maintenance, and programming costs.

Funding for facility construction includes Development Impact Fees (DIF) and any discretionary funding that can be allocated to the City's General Fund or Measure P.

Operations and maintenance are subsidized entirely by the City's General and Measure P funds. Recreation programs charge a user fee for the service being provided; however, the General Fund and Measure P will subsidize up to 52% of the programming costs.

To meet the NRPA standards and fulfill the facility goals identified in the City's 2020 Park and Recreation Master Plan, six projects have been identified with a current estimated project cost of $56.8 million. Currently, a $36.2 million deficiency exists to fulfill the master plan goals. 8 TY JIAV
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OVERVIEW

POPULATION TRENDS
145,000
140,000
135,000
130,000
12S,000
120,000
11S,000
110,000
10S,000
2014 201s 201, 2011 201a 2019 2020 2021 2022 2021 2024
■Populat,on
Victorville is considered a full-service city, only
contracting its police department and trash
services, as it provides local services to its
residents. Among those services, Victorville
provides fire and paramedic services, sewer,
water, and recreation, as well as electric and
natural gas services for commercial customers
at its two business parks. It also owns and
operates a large airport and maintains a
roadway system that spans approximately
479-centerline miles.

Victorville is a growing City with a geographic
jurisdiction of 74 square miles. Over the past
decade, the City's population has grown by
approximately 18%, reaching over 141,000
residents.
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A 5-member, elected City Council leads the City, and it governs following the guidance provided in its adopted Strategic Plan. The current Strategic Plan establishes a Mission, Vision, and Values that include an adopted set of norms which guide how the Council is to conduct itself. It also defines the Council's multi-year goals and the strategies in place to achieve those goals.

Beginning in May and concluding in June of every calendar year, the City Council is presented with a budget proposal that is shaped to meet the adopted Strategic Plan Goals.

The current budget is approximately $388 million and is balanced with revenues of $376 million and reserve funds of approximately $11.37 million. While $388 million may sound like a lot of money, it really isn't when you consider these funds being spread out over 88 different fund accounts. Among these funds, 61% are Enterprise, Special Revenue, Capital Project, or Fiduciary funds which all have specific restrictions on how its money can be spent. The remaining 39% are General Funds, which includes 10% specifically generated from Measure P, the general-purpose sales tax measure approved by Victorville voters in 2020. 10 TY JIAV
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The money generated for the City's General Fund can be spent on practically any lawful expense decided by the City Council and offers the least number of restrictions. Because of this, a city's General Fund is typically looked at to measure the health of a city. Currently, the General Fund is budgeted to generate approximately $109 million in revenue, which is relied on along with reserves and loan proceeds, to pay for budgeted expenditures of $110.5 million.

Sales Tax (27%) and Property Taxes (32%) make up 59% of the total General Fund Revenues.

Among the budgeted expenditures, Public Safety (57.1%) makes up the largest share of General Fund expenditures, including Police (36.3%), Fire (18.7%) and Code and Animal Services (2.1%). Not included in this General Fund summary are the revenues and expenditures from Measure P. Though Measure P is a general tax, the approved measure required an oversight committee to review and track its funds, separate from the General Fund, so that it can determine if the moneys generated are spent for purposes consistent with the intent of the original measure.

Prior to the decision to place Measure P
on the November 2020 ballot, the
Victorville City Council were presented
with, and considered, a Public Safety
Plan, which was a study performed in
response to an earlier request, to
determine how the City could become
more proactive in its public safety and
homelessness response, among other
things.

The Public Safety Plan summarized how General Fund revenues were outpaced by General Fund expenditures, creating a structural deficit without sufficient reserves to withstand it. A 1-cent sales tax ballot measure was the recommended approach to funding a change in the service delivery plan to meet the expectations of residents. 11 TY JIAV
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The current Measure P budget relies on $31.6 million in revenues to fund the budgeted expenditures of $44.l million and includes approximately $8 million in one-time capital expenses. The current budget relies on approximately $12.5 million of reserves to balance the difference. More detail about Measure P can be found on the City's website at Victorvi I leCA.gov/MeasureP.
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As a part of each budget cycle, including mid-year budget reviews, City staff performs a cash flow analysis to determine how much cash is available to sustain a deficit spend. This analysis also measures the cash flow against a City Council adopted reserve target of 17%. The adopted reserve target was established after considering the timing of receipts and expenditures on a fund basis and a determination of a minimum target of money necessary to help the fund operate during a fiscal year without depending on the internal borrowing from other City funds. The tables connected to this paragraph provide a good example of what staff presents to the City Council to help illustrate the health of its general funds. In both illustrations, it should be noted that each forecast is for a period of 5-years and very conservatively forecasts revenue growth while expenditure growth is based on known matters, such as agreed upon labor contracts. Said differently, in both cases, revenue growth is typically forecasted to grow at a much slower rate than expenditure growth.

Each of the above captioned illustrations summarize that the budgeted reserve levels are exceeding the reserve targets of 17%. However, in each of the illustrations, the reserve level declines over the 5-year forecast. In the case of the General Fund, the budgeted reserve level at the close of the 25-26 Fiscal Year is approximately $43.6 million in surplus cash, however, that trends downward to approximately $77.26 million by the close of the 29-30 Fiscal Year.

This means that the General Fund is forecasted to deficit spend over the next five years and its cash available declines from 56% to 26%. While this comparison forecasts the General Fund in good shape over the next 5-years, its trajectory can only be redirected by making cuts to public safety levels. The General Fund forecast also shows that it can't sustain taking on additional major capital improvements as that will cause the General Fund to fall below its reserve target. Similarly, Measure Pfund forecasts a reserve level of approximately $29.63 million in surplus cash, however, that trends downward to approximately $73 million by the 29-30 Fiscal Year. This means that Measure Pis forecasted to deficit spend over the next five years and its cash declines from 92% funded to 52% funded. While this forecast also shows that Measure P is currently in good shape, it can't sustain the added cost for public safety staff and the capital improvements necessary to support an enhancement in public safety service levels described as outcomes later in this report.

Each of the subjects addressed in the Executive Summary found above are discussed in this report with much greater detail. The report concludes with a financial summary that will help better explain the need for support from the community if it wants to see progress in addressing our infrastructural challenges.
13 REPAIR STREETS, FIX POTHOLES,

AND IMPROVE ROADWAY SAFETY
14 Introduction
The City of Victorville maintains approximately 479 centerline miles of public streets including arterial streets, collector streets, and residential streets. These streets support local residents, commuters, freight movement, school transportation, emergency response, and regional travel. Since Victorville sits along Interstate 15, the City's roadway system serves both local and regional traffic.

Over the past three decades, Victorville has experienced significant population growth and regional traffic congestion. Population increases, commuting patterns, and freight movement have all contributed to higher traffic volumes on the City's roadways. As traffic grows, infrastructure such as pavement, traffic signals, sidewalks, and safety improvements must be maintained and expanded to meet community needs and ensure safety. Victorville's population and corresponding road usage have increased at a rate that the City is unable to afford the necessary infrastructure improvements at current funding levels.

Management of public streets involves a comprehensive, systematic process of planning the maintenance, rehabilitation, and reconstruction of the roadway network. Victorville's Pavement Management Program follows this methodology, which includes maintaining an extensive database identifying the condition of each road in the City. To evaluate roadway conditions, Victorville, along with other public agencies, typically use a Pavement Condition Index (PCI) developed by the United States Army Corps of Engineers. This standardized rating system measures pavement condition on a scale of Oto 100. A score of 100 represents a newly constructed road in excellent condition, while lower scores reflect increased age and deterioration. Victorville's last pavement management analysis shows an overall PCI of 65.7, which is classified as "Fair" under industry standards; this score corresponds to a "D" grade in a school-style report card analogy.

However, once pavement condition falls into the "Fair" range, which is where Victorville roads are, deterioration accelerates rapidly. If maintenance is deferred beyond this point, the roadway quickly drops into "Poor" and "Very Poor" condition, requiring much more extensive and costly rehabilitation or reconstruction. In practical terms, this means that maintaining pavements in "Good" or "Satisfactory" condition is far more cost-effective than allowing them to deteriorate and then attempting to restore them later. Delayed maintenance not only increases long-term costs but also results in reduced service quality, increased safety risks, and greater disruption to the traveling public.
15 flt!ifia
For purposes of this report, roadway infrastructure needs are evaluated through three key components: pavement condition, roadway safety improvements, and roadway capacity improvements. Together, these elements determine whether a transportation system can safely and reliably support the daily movement of residents, emergency services, freight, and regional travelers. In Victorville, growing traffic demand, aging infrastructure, and constrained funding sources have created increasing pressure on each of these components.

Without sustained investment, roadway conditions will continue to deteriorate, safety risks will
increase, and congestion will worsen along key corridors.

Existing Funding Sources
This section
provides an overview of Victorville's current funding sources, explains the limitations of existing funding sources, examines trends affecting transportation revenues, and identifies the level of investment necessary to stabilize and improve the City's roadway system
over the coming decades. Victorville currently maintains approximately 479 centerline miles of roadway that must be inspected, repaired, and rehabilitated on a regular basis. Once pavement deteriorates beyond certain condition levels, repair costs can increase by four
to five times compared to earlier preventive maintenance treatments. The current limited funding available for road repairs is expected to result in an increased rate of decline for the overall PCI from 0.82 points per year to 2 points per year in the immediate future because
the funding is insufficient to keep pace with the rate in which the roads will deteriorate.

The City's annual road maintenance budget is approximately $14 million a year. This money comes from two sources: the State (SBl) and the County (Measure I). Roughly one half of these funds go to the Public Works Department's asphalt and concrete crews. These crews are responsible for day-to-day maintenance like pothole repair, crack filling and sealing, as well as the removal and replacement of deficient curbs, gutters, curb ramps, and sidewalks.

That leaves
approximately $7 million annually for capital street projects such as road reconstruction and rehabilitation. Factoring prevailing wage requirements and escalating construction costs, the City can typically afford one or two major reconstruction projects and one slurry seal per year. With the current funding, the City has only been able to reconstruct

2.5% of the 479 centerline miles of roadway in the City and rehabilitate just 10% of the pavement area to extend the useful life of the roads.
16 Figure 1 below shows the asphalt and concrete maintenance efforts completed by City Staff in the past five fiscal years:

Figure 1- Public Works Department Asphalt and Concrete Maintenance Efforts LF of Crack Seal
Total Potholes Filled
SF of AC R&R
SF of Sidewalk R&R
SF of New Sidewalk
LF of Curb R&R
LF of Curb & Gutter R&R
■liJ•Wl■tll@■iifWl■d!tiU■ii&tMIMffitW
223,360 199,580 130,880 100,710 23,900 678,430
7,714 8,389 12,658 17,367 12,041 58,169
52,427 56,956 35,884 79,381 43,030 267,678
20,301 19,175 14,440 14,256 17,498 85,670
5,980 0 0 0 5,052 11,032
399 126 118 195 1,004 1,842
568 25 287 850 160 1,890
Figure 2 below shows the traffic signage and striping maintenance efforts completed by City Staff in the past five fiscal years:

FY 20/21 FY 21/22
Miles of Striping 291 285
No. of Legends Striped 466 1,194
LF of Red Curbs Painted 58,720 13,420
New Signs Installed 238 338
Signs Replaced 1,006 587
FY 22/23 FY 23/24 FY 24/25 I Totals
314 569 740 2,199
757 1,542 1,753 5,712
2,717 19,717 15,297 109,871
309 279 250 1,414
742 654 752 3,741
■
Figure 2 - Public Works Department Traffic Signage, and Striping Maintenance Efforts *Linear Feet (LF), Square Feet (SF), Removal & Reconstruction (R&R), Asphalt Concrete (AC) 17 Road Development Impact Fees (DIF) are collected from new developments that will negatively impact the existing roadway network. New developments increase congestion along major roadways, requiring capacity improvements and improved traffic management to assist the flow of traffic. The use of these funds are limited to capacity improvement projects, they cannot be used for preservation, rehabilitation, and reconstruction projects.

Recent capacity improvement and traffic management projects that utilized the majority of this funding over the past several years include the construction of the Green Tree Boulevard bridge and the widening of the Bear Valley Road bridge over the BNSF Railroad.

Although these funding sources provide important support for roadway projects, they have not kept pace with the growing infrastructure needs of the City. While revenue sources are expected to decline, maintenance and construction costs have increased. Federal transportation grants can provide meaningful funding for specific projects, but they are typically competitive, infrequent, and restricted to eligible uses. As a result, they cannot be relied upon as a consistent or sufficient source of funding to address the City's ongoing roadway maintenance and rehabilitation funding gap.

Needs Analysis
Like all pavement systems, roadway surfaces deteriorate over time due to traffic, environmental exposure, and the natural aging of the asphalt which binds the pavement mixture together. In Victorville's High Desert climate, this deterioration can occur more rapidly because pavement is routinely exposed to extreme temperature fluctuations. The temperature in any given day can change more than 20 degrees, causing pavement materials to repeatedly expand and contract. These cycles, combined with occasional rain, freeze-thaw, and heavy vehicle traffic, accelerate the formation of cracks and surface failures.

Without timely maintenance, small cracks and surface distress can quickly worsen, allowing moisture to penetrate the pavement structure and leading to potholes, structural damage, and ultimately far more costly reconstruction projects.

The City's pavement management program evaluates roadway conditions and prioritizes maintenance and rehabilitation activities across the transportation network. This system provides an objective, data-driven approach for determining where the City's limited roadway funding should be invested to achieve the greatest benefit. As part of this process, streets are categorized as arterials, collectors, and residential streets. Arterial roadways carry the highest traffic volumes and serve as the primary travel corridors across the City. Collector streets connect residential neighborhoods to these major corridors, while residential streets primarily provide local access within neighborhoods. Since the City's available funding is inadequate to keep up with the required efforts discussed above, the City prioritizes its limited funding based on traffic volume. The higher the volume, the higher the priority, which is why most of the available funding is used on the City's arterial roads. 18 Despite continued investment using all available roadway funding sources, the City's overall PCI has gradually declined over the past decade. Data shows the current downward trend in the PCI may accelerate if no additional funding is invested in the roadway network.

Victorville's last pavement management analysis shows an overall PCI of 65.7. While a PCI of

65.7 is classified as "Fair" under industry standards, it reflects roads that are already deteriorating and, without timely maintenance, approaching "Poor" condition. The PCI score range, condition category, and condition description are noted in Figure 3.

PCI Score Condition Category General Description
86-100 Good Little or no distress; routine
maintenance only
71 -85 Satisfactory Minor deterioration;
preventive maintenance
56-70 Fair (Victorville= 65.7) Moderate distress;
rehabilitation planning
41-55 Poor Significant deterioration;
structural repairs required
26-40 Very Poor Major pavement distress;
reconstruction planning
11-25 Serious Extensive damage;
pavement nearing failure
0-10 Failed Pavement is no longer
serviceable; full
Figure 3 -Pavement Condition Index (PCI) Report Card
A PCI below 55 indicates the roadway has reached a condition where maintenance costs
increase significantly. More cost-effective treatments, such as slurry seal and micro-surfacing, are best applied when the PCI ranges from 56 to 79, extending the pavement's service life and delaying the need for more expensive reconstruction. 19 100
85 70
55 40
25 10
0 Standard PCI
rating sea le
Significant Drop
In Condition
Time
Will Cost
$4to $5
Here
Figure 4 - Pavement Condition Degradation Curve
The pavement condition degradation curve (Figure 4) illustrates how roadway conditions decline over time if only minimal or no maintenance is performed. In the early years of a pavement's life, the condition index declines gradually. During this phase, relatively low-cost preventive maintenance (e.g., crack sealing, slurry seals) can preserve the roadway at a high service level and extend its useful life. Figure 5 illustrates the historical PCI trend for Victorville over the past twelve years. While individual rehabilitation projects can temporarily improve conditions on specific streets, the overall trend demonstrates that current funding levels are not sufficient to keep pace with the ongoing deterioration of the City's roadway system. 74 64
62 PAST 12 YR PCI TREND
2013 2014 2015 2016 2017 2018 2019 2020 20212022 202 3 2024 202 5 Figure 5- Victorville Pavement Condition Index (PCI) Trend 2013-2025 Recent pavement condition data shows that many of Victorville's roadways are approaching the threshold where preventive maintenance is no longer sufficient and more costly rehabilitation treatments are necessary.
20 Estimated Treatment Method Cost
The current treatment method used to identify what potential road work will be performed is based upon the PCI rank of each road segment, illustrated in Figure 6.

Using the prescribed treatment methods identified in the decision tree, and assuming current local cost data with a 3% inflation, the following results show the potential outcomes based on varying funding projections over a 10-year period:

1. $7 million Annual Budget (Current budget) - Will result in the PCI decreasing by 2 points per year. The backlog of deferred projects will grow by approximately $15 million a year.

2. $16 million Annual Budget-The PCI would decrease by 1 point per year. The backlog of deferred projects will grow by approximately $6 million a year.

3. $20 million Annual Budget-The PCI would stabilize and the backlog of deferred projects will grow approximately $2 million a year.

4. $22 million Annual Budget-The PCI average would increase. The backlog of projects will slowly shrink, and no additional projects will be deferred.

These scenarios demonstrate that, under current funding levels, roadway conditions will continue to decline, and the backlog of needed improvements will grow over time.

Conversely, increased and sustained investment would stabilize and potentially improve the City's overall pavement condition. Establishing a dedicated local revenue source would provide the consistent funding necessary to shift the trajectory from ongoing decline to continued preservation and improvement. The relationship between funding levels, pavement conditions, and backlog reduction is further analyzed in the financial cash flow.

PCI Range Condition
36-100 Good
71-85 Satisfactory
56-70 Fair
41-55 Poor
Very Poor
11-25 Serious
0-10 Failed
Treatment Method
None
Slurry Seal
Micro-surfacing
2-inch AC Overlay
2-inch AC Overlay
Reconstruct
Reconstruct
Extended Life
(years)
5-7
8-10
12-20
12 -20
30 30
Figure 6 -Pavement Network Treatment Method Decision Tree 21 Demand and Service Trends
Several long-term trends are affecting both the demand placed on Victorville's roadway network and the financial resources available to maintain it. One of the most significant changes is the transition toward electric and increasingly fuel-efficient vehicles. Historically, transportation infrastructure in California has been funded largely through gasoline excise taxes that are collected when drivers purchase fuel. As vehicles transition toward electric power and higher fuel efficiency, fewer drivers are buying gasoline, which reduces revenue available for roadway maintenance and rehabilitation. Additionally, electric vehicles are 10 to 30% heavier than comparable gas-powered vehicles, leading to more wear and tear on the roads without contributing to the cost of maintenance. At the same time, the cost of constructing and maintaining roadway infrastructure has increased substantially.

Demand for roadway infrastructure in the High Desert region has also continued to increase.

Interstate 15 serves as a major regional corridor for freight movement, tourism travel, and commuter traffic connecting Southern California to Nevada. Victorville's roadway network functions as an important connection point, while also supporting local economic activity, residential growth, and commercial development. These factors contribute to increasing traffic volumes on the City's arterial streets and place additional stress on pavement infrastructure.

DEFERRED ANNUAL TREATMENT COST TREND
$320,000,000
$300,000,000
$280,000,000
$260,000,000
$240,000,000
$220,000,000
$200,000,000
$180,000,000 .__ __________ _
-ESTIMATED ANNUAL COST OF
'MJRK
-ESTIMATED ANNUAL COST OF
'MJRK WITH INFLA TIOO
-L11ear (ESTIMATED ANNUAL COST
Ci'WORK)
Figure 7-Deferred Annual Treatment Cost Trend
Together, these trends of declining fuel tax revenues, rising construction costs, and increasing traffic demand are creating a widening gap between the infrastructure needs of the community and the funding available to maintain the roadway system. Without additional investment, pavement conditions will continue to decline, while maintenance costs increase, and congestion will continue worsening. 22 Identified Service Caps
Transportation safety is a significant concern for communities throughout California, including Victorville. Cities must address a range of roadway safety challenges including vehicle collisions, pedestrian safety risks, and congestion along major travel corridors. Several corridors within Victorville experience elevated crash risk and congestion during peak travel periods. Corridors that carry high traffic volumes and contain multiple signalized intersections often experience increased crash potential when congestion, turning movements, and signal timing are not optimally coordinated.

Pedestrian safety improvements are also needed in several areas of the City. In some locations, gaps in sidewalks, limited pedestrian crossing infrastructure, and the absence of accessible pedestrian signals can create safety challenges. Research demonstrates that improvements such as Rectangular Rapid Flashing Beacons (RRFBs), Americans with Disabilities Act (ADA) compliant curb ramps, and Accessible Pedestrian Signal (APS) push­ button systems significantly improve pedestrian visibility and crossing safety.

Analysis conducted as part of the City's Local Roadway Safety Plan indicates that a significant share of traffic collisions in Victorville occur at non-signalized intersections.

Between 2016 and 2020, the City recorded 3,139 traffic collisions, of which 50% occurred at non-signalized intersections. These locations also pose a disproportionate risk to vulnerable roadway users. The study found that nearly 60% of pedestrian collisions and approximately 74% of bicycle collisions occurred at non-signalized intersections, highlighting the safety challenges associated with the lack of traffic control devices. These findings underscore the importance of targeted safety improvements such as signalization, enhanced pedestrian crossings, traffic calming measures, and other intersection upgrades to reduce collision risk and improve safety for pedestrians, bicyclists, and motorists.

Currently, 3 non-signalized intersections within the City warrant the installation of traffic signals; however, due to insufficient funding, these signals have been neither designed nor constructed. In addition, only 38 of the City's 101 signalized intersections are equipped with APS systems. APS devices provide audible and vibrotactile information that assists visually impaired pedestrians with safely navigating intersections. Expanding the installation of APS systems would improve pedestrian safety and accessibility throughout the City while supporting compliance with the ADA.
23 Key issues identified through field observations and community input included excessive vehicle speeds along corridors such as 7th Street, difficulty crossing wide multi-lane roadways, drivers failing to yield to pedestrians at crosswalks, gaps in sidewalks, and conflicts between turning vehicles and pedestrians at intersections. These conditions increase the risk of accidents and discourage walking and bicycling in the area. An analysis of pedestrian fatality data found that Victorville ranked second among U.S. cities with populations over 100,000 for pedestrian fatalities in 2021, with approximately 9 pedestrian deaths per 100,000 residents. To address these deficiencies, the City has retained Dokken Engineering to prepare a streetscape redesign for Seventh Street. The proposed concept includes traffic calming and pedestrian safety improvements such as enhanced lighting, wider sidewalks, and potentially reducing to one lane in each direction to slow traffic. Although design work is currently underway, funding for construction has not yet been identified. While grant opportunities may offset a portion of the project cost, a significant funding gap is expected to remain; a dedicated revenue source for pedestrian improvements is needed.

Roadway Capacity Constraints
In addition to pavement condition and safety, roadway capacity plays a critical role in maintaining an efficient and reliable transportation system. Several key corridors in Victorville experience congestion due to limited lane capacity, signal coordination challenges, and incomplete roadway buildout. Mojave Drive is an example of an existing bottleneck between Interstate 15 and Condor Road that the City is planning to address through phased improvements over the coming years. The original design of this corridor did not anticipate the current and projected traffic volumes, and accommodating future demand will require expanding the roadway and increasing lane capacity.

Another example is the Green Tree Boulevard corridor. While the corridor now extends east to Apple Valley, segments were not built to their ultimate planned width of two lanes in each direction due to funding limitations at the time of construction. Development along this corridor is expected to occur gradually over the coming decades, leaving a current gap between existing roadway capacity and traffic demand. As a result, there is a current need to improve traffic flow along this corridor through additional travel lanes, intersection improvements, and the construction of dedicated free-flow right-turn lanes where feasible.

Similarly, Bear Valley Road is a critical east-west arterial that experiences significant congestion due to high traffic volumes and closely spaced signalized intersections.

Improvements along this corridor should include enhanced signal coordination, including signals operated by Caltrans at the Interstate 15 interchange locations, to improve traffic progression.
24 Looking forward, long-term capacity improvements must also focus on enhancing regional connectivity. The development of additional east-west connections to Interstate 15 will be essential to improving traffic distribution across the network. One such opportunity includes the extension of Eucalyptus Street across the Oro Grande Wash to Interstate 15, which would provide an additional corridor to relieve congestion on existing roadways and improve system redundancy. Together, these capacity improvements are necessary to address both current congestion challenges and future growth, complementing ongoing investments in pavement preservation and roadway safety.

Expected Outcomes
To maintain and improve Victorville's roadway system, a strategic investment plan would prioritize pavement reconstruction, rehabilitation, and preservation along with safety improvements, and congestion relief projects. There are many potential street improvement projects where an immediate investment resulting in a high benefit to the residents of the City could be made. Investing in roadway infrastructure produces direct benefits for the Victorville community. Improved road conditions reduce vehicle repair costs for residents, improve travel reliability for commuters, and support local economic development.

Safety improvements such as improved pedestrian crossings, accessible sidewalks, and coordinated traffic signals help protect residents and visitors. Businesses benefit from improved accessibility, which can encourage commercial investment and job creation.

Ultimately, investing in transportation infrastructure helps strengthen Victorville's quality of life by ensuring that the City's roadways remain safe, reliable, and capable of supporting continued growth.
25 EXPAND LAW ENFORCEMENT AND

INCREASE TRAFFIC SAFETY
26 Introduction
In May 2020, the Public Safety Plan was submitted to the City Council outlining proposed increases to staffing levels in public safety services including police, fire, code compliance, and animal services in order to expand public safety for the growing Victorville community.

In the area of law enforcement, more deputies were needed to speed response times and enhance crime prevention with proactive neighborhood patrols. A key safety enhancement included reducing the larger 6-Beat Patrol System to a smaller 8-, 9-, and ultimately a 10-Beat Patrol System, enabling deputies to patrol smaller geographic areas for quicker response and more proactive crime prevention.

Victorville's current police station was built in 2001, when there were 57 sworn officers serving a population of 67,854 residents. Since then, the Victorville population has grown to more than 141,000 residents, and the number of police staff has increased to 142, nearly tripling in size. Consequently, the increase in law enforcement personnel has created space issues in the current building, impacting the ability to serve the City's current population efficiently and effectively. The current police station is 15,828 square feet and does not offer the space needed for safety equipment and vehicles. The new police station will encompass more than 44,000 square feet and triple the space for safety equipment and vehicles, significantly enhancing capacity. To further decrease response time, increase law enforcements' effectiveness, and enhance crime prevention, the new police station will incorporate a real­ time information center incorporating the City's network of automatic license plate readers, ShotSpotter gun detection technology, and first responder drones. A community multipurpose room will be used for community outreach events.

The station will be strategically located on City-owned land at the northwest corner of Seneca Road and Civic Drive. Conceptual and schematic designs have been completed and construction plans are in development.
27 Existing Funding Sources
The General
Fund and Measure P continue to fund the current staffing model. Thanks to Measure P, many of the improvements outlined in the Public Safety Plan were enacted.

However, further progress is stalled due to continued population growth, increasing needs for public safety services, and space constraints of the outdated 25-year-old police station.

The Public Safety Plan called for the addition of 30 deputies. Despite space constraints presented by the current police station, the City added 12 personnel, including 5 Deputy Sheriff's, 5 Sheriff's Service Specialists (SSS), 1 Crime Analyst, and 1 Detective/Corporal, which has had a beneficial impact such as reduced response times, more proactive neighborhood patrolling, and some added traffic enforcement. This has increased staffing by roughly 11% since the introduction of the Public Safety Plan.
160
140
124
120
'°
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80 60
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40 ..
20 0
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-'o-<s-

POLICE DEPARTMENT STAFFING LEVELS
125 125 128
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128
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139 141 142 142 142
127
N
Ill
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"). "'.1- "'.1- "'.1-
<'� -'o., -'o.i -'o'3' ?.. "::J.. .,._ •• ■Sworn Non-Sworn *2021-2024 reflect years in which Measure P funding was available With the additional staffing, the City implemented an 8-Beat Patrol System allowing deputies to patrol smaller geographic areas for a more proactive approach to service.

Nonetheless, with additional space offered by a new police station, the City would be able to add the remaining 18 deputies as recommended in the Public Safety Plan, ensuring even greater public safety for the growing Victorville Community. Three additional positions were funded outside of Measure P.
28 Needs Analysis
Call volume has grown alongside steady population increases in Victorville, placing strain on the City's ability to efficiently deliver public safety services to the community 180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
00 ....

M
I
CALLS-FOR-SERVICE: PROACTIVE VS.
0 ... 0 .... ... cn 00
.... - cn '° ,.,- ,.; "' ... "' • �-: ...
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I I I

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I I
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vi
I
2015 2016 2017 2018 2019 2020" 2021-- 2022•• 2023.. 2024.. 2025 ■ Proactive cans ■ Dispatched Calls Total
*Data is not available for 2020-2022 due
to the network disruption that affected
the San Bernardino County Sheriff's
Department on April 7, 2023.
**2021-2024 reflect years in which
Measure P funding was available.

Over the past decade, the City's population has grown by approximately 18%, reaching over 141,000 residents. While service levels are demonstrating a promising upward trend, further advancements could be achieved by increasing staffing through Measure P. Nonetheless, these improvements are contingent upon the construction of a new facility that will accommodate additional personnel. An estimated $72 million is needed to construct the new police station. While $20 million has been allocated from Measure P for the new station, a funding gap of $52 million remains. Furthermore, the City aims to establish a 9- and, ultimately, a 10-Beat Patrol System which will also be achievable by providing the necessary space for the recommended additional personnel.

The 8-Beat Patrol System that was implemented in 2024 has alleviated many issues, giving officers smaller geographical areas to cover and thus decreasing response times considerably. This has also realigned staff to better cover the Traffic Division, increasing the number of traffic citations issued since 2019 by over 220%. Along with the increased number of citations, the increased enforcement and proactive patrols have also influenced driving behavior, causing the number of traffic collisions, including those with fatalities, to trend downward.
29 8000
7000
6000
5000
4000
3000
2000
1000
40 35
30 25
0 -
2015

TRAFFIC CITATIONS ISSUED
_I
2016 2017
p
p
-•-
2018 2019 2020 2021 .. 2022 .. 2023 .. 2024 .. 2025 ..

FATAL TRAFFIC COLLISIONS
.p .p
.p .p
_I_
2015 2016 2017 2018 2019 2020 2021 •• 2022•• 2023•• 2024°0 2025•• .,.2021-2025 reflects years in which
Measure P funding was available.
'"2021-2025 reflects years in
Measure P funding was available
which
In addition to the enhanced traffic enforcement, concentrated enforcement operations have heightened police visibility, thereby creating a more noticeable presence. 30 The priority level of a call is determined by the information made available at the time of the call; as additional information is provided the priority level may change. Below is a brief description of priority levels that may be assigned to a call. • Priority 2 - Incidents in which the suspect is out of the area, but a delay in response would cause a loss of evidence. This type of call could also be a burglary where the suspect has fled the scene, but evidence of the suspect is available and needs to be gathered quickly.
• Priority 3 - Incidents in which the suspect is out of the area and delay would not cause a loss of evidence. This type of call could include crimes such as vandalism of property. • Priority 4- Incidents in which the suspect is out of the area and the existence of evidence is unlikely. This type of call includes stale crimes, such as someone leaving for vacation and coming home to find vandalism or burglary.

As a result of the increased staffing and delineation of tasks, response times for priority calls have decreased since the Public Service Plan was introduced. The following two charts summarize the time it takes for a Priority 2-4 call to be assigned to a Deputy upon being received by dispatch, and the time it takes for the Deputy to report to the scene. 31 1

RESPONSE TIME - RECEIVED TO DISPATCH
2015 2016 2017 2018 2019 2020 2021" 2022" 2023"' 2024" 2025 cPriomv2 ■Priontv3 ■Pnomv4
*Data is not available for 2022 due to the network
disruption that affected the San Bernardino County
Sheriffs Department on April 7, 2023.
**2021-2024 reflect years in which Measure P
funding was available.
-*Figures for 2023 only include the months of
August through December due to the network
disruption.

Aside from the staffing
enhancements funded through
Measure P, the City has utilized
other funding sources to secure
the property for the future police
station and implement new
technologies that better serve the
community. In 2024, the City
secured $3.7 million in
discretionary funding from San
Bernardino County to acquire 9.18
acres for the new Victorville police
station.
$45,000,000
S40,000,000
$3S,000,000
$30,000,000
$2S,000,000
$20,000,000
SIS,000,000
$10,000,000
SS,000,000
$0
201s 2016 2011 201s 2019 2020 202100 2022· 202300 202400 202s•· 0Prio,,ty2 ■Prior,tyl ■Pno,,ty4
*Data is not available for 2020-2022 due
to the network disruption that affected
the San Bernardino County Sheriffs
Department on April 7, 2023.
**2021-2024 reflect years in which
Measure P funding was available.

POLICE EXPENDITURES
$3,246,287.71
SS,098,408
$2,432,658
$2,10S,604
■ Genenl Fund ME-asure P
Additionally, to stretch Measure P dollars as far as possible, the City has secured grant funding that has enabled the City to implement public safety technologies such as Automatic License Plate Reader (ALPR) cameras, ShotSpotter, and a drones as a first responder program that increase the Police Department's effectiveness. These technologies have supported the Police Department's proactive approach without imposing additional costs to Measure P, thus sustaining these funds for increased staffing when additional space is available.
32 Expected Outcomes
The City of Victorville requires the construction of a new police station due to significant physical limitations at the current facility. These constraints hinder the addition of personnel as recommended in the Public Safety Plan. Law Enforcement plays an important role in the community by providing public safety services. Constructing a new police station will improve public safety services by allowing an increase in staffing, thereby enhancing response times, expanding traffic enforcement, and implementing a 10-Beat Patrol System.

The new police station will provide nearly three times the amount of space compared to the current building and will offer sufficient space for evidence, safety vehicles, lockers, restrooms, office space, a fitness area, and a new community room, providing residents with greater access to their local law enforcement partners. The new multipurpose community room is a space that can be utilized to host public outreach and education events, supporting the "community first" culture in Victorville. Finally, the Real Time Information Center will be a crucial hub for the police station. It will link all of the City's technologies and provide staff with tools to support a more proactive approach, ultimately helping to create a safer community.

While Measure P resulted in the initial improvement of traffic related calls, reduction in response times, and a more effective Beat Patrol System, these funds are not sufficient to complete the construction of a new $72 million police station. Therefore, it is vital for the City to pursue other funding options to further expand public safety services to serve the growing needs of the Victorville community.
33 EXPAND FIRE AND PARAMEDIC

SERVICES TO IMPROVE EMERGENCY

RESPONSE TIMES
34 Introduction
The City of Victorville continues to experience steady growth in both population and emergency service demand, with annual calls for service exceeding 25,000. Emergency medical incidents represent 85% of responses, ref lecting the Fire Department's expanding role
in providing pre-hospital care. While response performance remains strong, increasing demand is placing added strain on existing resources.

The Victorville Public Safety Plan identifies key challenges, including rising call volumes and the need to improve response times and reliability. A Standard of Cover analysis was conducted to evaluate fire and emergency medical needs, response times, and fire station geographic service areas or Fire Management Zones (FMZ). This analysis confirms that service coverage gaps persist, particularly along the Nisqualli Road/Interstate 15 corridor and the Palmdale Road/Highway 395 corridor. These areas do not have dedicated coverage and therefore
must rely on units from fire stations outside the recommended travel distance to respond. This results in longer response times, reduces the coverage in the responding unit's designated FMZ, and puts a strain on unit availability to respond to simultaneous incidents.

To address these deficiencies, the development of additional fire stations is needed in these low-coverage areas. Reducing travel distance to these high-demand areas will reduce response times to fire and emergency medical incidents when every second counts. New fire stations located in both the Nisqualli Road/Interstate 15 corridor and the Palmdale Road/Highway
395 corridor along with the expansion of Fire Station 313 will address the service coverage gap, reduce response times, and improve operational efficiency for the benefit of
the growing Victorville community.

Existing Funding Sources
Investments funded through Measure P and the American Rescue Plan Act (ARPA) have strengthened staffing, apparatus, and facility conditions; however, there are not enough resources to also expand infrastructure to meet long-term demand. Financial analysis indicates that
Measure P revenues are largely committed to existing operations and are insufficient to support the development of additional fire stations for expanded fire and emergency medical service. Additional funding is needed to expand fire and emergency medical service
and improve fire department operations. Measure P has provided a stable fu
nding source for maintaining current fire and emergency medical services, including existing fire operations, personnel, equipment, apparatus, and facility maintenance. 35 Needs Analysis
This analysis builds upon the Standard of Cover assessment by focusing on how identified deficiencies can be addressed. Specifically, it evaluates the capital investment required to expand infrastructure and support the operational costs necessary to improve response times. The City's current funding structure does not provide sufficient capacity to support major capital expansion
without impacting ongoing service levels.
30,000
25,000
20,000
15,000
10,000
S,000
0 Olher CIiis • ..

FIRE DEPARTMENT: CALLS FOR SERVICE
2015• 2016• 2011• 201s• 2019" 2020 2021 .. 2022•• 2023 .. 2024 .. 2025 ..

2.1)61 2,002 1,870 2.033 2,291 3,334 3,682 1,912 1,887 1,809 2,002 ■ Fire ca1s 71S 772 867 881 967 1,608 1,97S 1,993 2,012 1,994 1,890 ■Medical '41s 18,000 18,593 20,109 19,369 19,71S 21,314 22,733 21,368 21,010 21,.777 21,.468 TOTAL 20,776 21,367 22,846 22,283 22,973 26,256 28,390 25,273 24,909 2S,S80 2S,360 *SBCFPD provided contracted
services to the City from July
2008 through March 2019.
**2021-2025 reflect years in which
Measure P funding was available.
***Other calls include public
service calls, assisting law
enforcement, water leaks, smoke
alarm or fire sprinkler activations,
carbon monoxide alarms, down
power lines, etc.

Over the past several years, the Victorville Fire Department has experienced a consistent increase in demand for emergency services. From 2019 to 2025, total calls increased by approximately 10%, rising from 22,973 calls in 2019 to 25,360 calls in 2025. This sustained growth reflects both population increases and expanding service demands within the City.

Emergency medical calls continue to represent the largest share of the department's workload, accounting for an average of 85% of total responses each year. In 2025, the department responded to 21,468 medical incidents, compared to 1,890 fire calls, and 2,002 miscellaneous service calls. Miscellaneous service calls include public service calls, assisting law enforcement, water leaks, smoke alarm or fire sprinkler activations, carbon monoxide alarms, and downed power lines. This data illustrates the ongoing demand for emergency medical services and the evolving role of the fire department as a primary provider of pre­ hospital medical care within the community.

The growth in call volume has occurred alongside steady population increases in Victorville.

Over the past decade, the City's population has grown to over 141,000 residents. As the population increases, demand for emergency services rises accordingly, placing added pressure on existing fire stations, personnel, and apparatus. Improving response performance under these conditions requires continued investment in infrastructure and the strategic deployment of resources.
36 In addition to total call volume, several statistical indicators help describe fire service outcomes and operational workload. These include:
• Calls for-service per capita: which reflects the relationship between population growth and emergency demand.
• Simultaneous incident frequency: where multiple emergency calls occur at the same time, requiring additional apparatus or longer travel distances for responding units. • Distribution of call types: particularly the high percentage of emergency medical calls relative to fire suppression incidents.

Collectively, these indicators demonstrate the increasingly demanding environment. With more than 25,000 calls annually, the Victorville Fire Department is the second busiest in San Bernardino County, reflecting the significant level of service demand within the community.

While Measure P investments have strengthened staffing, equipment, and operational capacity, continued growth in call volume underscores the need for infrastructure expansion to ensure response capabilities keep pace with the City's expanding public safety needs.

Public Safety Overview
The
Victorville Public Safety Plan establishes clear priorities for the Victorville Fire Department centered on maintaining effective emergency response capabilities, improving service coverage, and ensuring that fire and emergency medical services keep pace with increasing demand. The Public Safety Plan identifies fire services as a critical component of public
safety, focused on the protection of life and property through timely and reliable emergency response. A primary goal identified within the Public Safety Plan is to address the significant growth in call volume and service demand. The Fire Department's expanding role in providing emergency medical services emphasizes the importance of maintaining adequate
deployment strategies to support both fire suppression and medical response.

The Public Safety Plan further emphasizes the need to improve service coverage and reduce operational strain on existing resources. Current deployment conditions require units to frequently respond outside of their designated service areas due to coverage gaps within the City. This results in increased response times, reduced unit availability within primary response zones, and diminished ability to respond to simultaneous incidents. Currently, average
response times for medical and fire calls are 6.32 minutes and 7.76 minutes, respectively.

In addition,
the Public Safety Plan references nationally recognized performance standards, including those
established by the National Fire Protection Association (NFPA 1710), which recommends an initial response travel time of approximately four minutes for emergency incidents. Achieving response times that align more closely with these standards is a core performance goal for the Fire Department and is directly influenced by station location and resource distribution. These priorities reflect a broader objective of strengthening overall performance and maintaining a high level of service for the community as growth continues. 37 Standard of Cover
A Standard of Cover analysis evaluates how effectively fire department resources are positioned to respond to emergency incidents across the community. This assessment considers station locations, travel distances, staffing levels, and the geographic distribution of incidents to determine whether resources are appropriately located to meet established response time objectives and maintain reliable service levels. In addition to response times, this analysis also evaluates the department's ability to maintain adequate coverage when multiple incidents occur simultaneously.

The City's geographic size and continued growth in high service demand areas continue to present challenges for maintaining optimal response coverage. As development expands outward, the distance between existing stations and emerging service areas increases, placing added demand on current resources, creating increased response times, and reduced coverage in other areas of the City. Travel distance accounts for approximately 65 to 75% of the total response time to an incident. Two areas present a clear need for improved response coverage: the Nisqualli Road/ Interstate 15 corridor and the Palmdale Road/Highway 395 corridor. These corridors serve as major transportation routes and are experiencing continued residential and commercial development, contributing to a growing demand for emergency services. Due to their distance from existing station locations, incidents in these areas frequently require units from several miles away to respond, causing increased response times. The construction of a new fire station in each of these areas, referred to as Station 316 and Station 317, will improve response times and allow resources to be more available for incidents that occur throughout the City.

The current FMZ configuration no longer aligns with actual service demand. A focused evaluation of service demand demonstrates a high and sustained call volume in these areas, placing consistent strain on surrounding FMZs and necessitating the establishment of FMZ 316 with the addition of Station 316 at the Nisqualli Road/Interstate 15 corridor, and FMZ 317 with the planned Station 317 at the Palmdale Road/Highway 395 corridor. A detailed review of 2024 and 2025 call data shows that the majority of incidents in proposed FMZ 316 are being handled by FMZ 311 (4,669 calls), followed by FMZ 313 (2,615 calls), FMZ 312 (1,839 calls), FMZ 314 (1,612 calls), FMZ 315 (1,113 calls), and 1,042 responses from mutual aid partners. Similarly, the call data in proposed FMZ 317 indicates that the majority of incidents in this response area are being handled by FMZ 315 (2,964 calls), followed by FMZ 313 (2,416 calls), FMZ 312 (918 calls), FMZ 311 (173 calls), FMZ 314 (10 calls), and 162 responses from mutual aid partners. 38 This imbalance highlights the misalignment between geographic boundaries and resource distribution. The establishment of FMZs 316 and 317 and the addition of Stations 316 and 317 will realign response boundaries with actual demand, improve service reliability, and significantly reduce response times to incidents in these areas. This strategic investment will also decrease dependency on adjacent FMZs and mutual aid resources, ensuring a more balanced, data-driven deployment model that better serves the community's current and future needs.

In addition to the
development of two new fire
stations, the City is also
evaluating strategic
improvements to Station 313,
which is centrally located
between these two corridors.

The location of Station 313
provides a strategic
opportunity to improve
service delivery by
strengthening coverage from
a midpoint location and
enhancing the department's
ability to respond more
efficiently to incidents across
both areas.

FIRE STATION MANAGEMENT ZONES
-­
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39 The proposed improvements for Station 313 include a 3,000 square foot expansion of the existing apparatus bay, providing the necessary space to accommodate additional apparatus.

These improvements are necessary to facilitate the planned relocation of the Medic Squad from Station 315 to Station 313. The current configuration of Station 313 does not provide suff icient space to accommodate this additional apparatus. Relocating the Medic Squad to Station 313 will enhance the department's ability to respond to fire and emergency medical incidents in both the Nisqualli Road/Interstate 15 corridor and the Palmdale Road/Highway 395 corridor. This approach supports a more efficient distribution of resources across the City and helps maintain consistent service levels as demand continues to increase.

Ooe P IW&
W.... A"
�NCAmt2
au­•
McuUrl
VlfWAcr•
Expanding Station 313 represents a cost-effective and strategic investment that maximizes the use of existing infrastructure while addressing both current and future service demands.

It provides an immediate opportunity to improve response times and operational readiness while the City continues to evaluate and plan for the development of additional fire stations in high-growth areas.
40 VICTORVILLE FIRE DEPT I
STATION •I I
16200
Estimated Fire Station Construction Cost
Based on the City's proposed fire station design, current cost estimates are approximately $14 million for a three-bay station and $15 million for a four-bay station. These estimates reflect current construction market conditions and provide a more accurate representation of anticipated project costs for facilities designed to meet the City's operational needs. The anticipated construction timeline for each station is approximately 12 to 15 months, and the estimated costs include land acquisition for each site. The City has obtained conceptual plans from Cal Fire for a standardized fire station prototype that can be adapted to meet local operational requirements. The proposed prototype includes all essential components required for modern fire service operations, including apparatus bays, firef ighter living quarters, training and support space, and specialized safety features necessary to support both fire suppression and emergency medical response.

The City is also evaluating improvements to Station 313 as a cost-effective strategy to enhance service. The proposed improvements to Station 313 are estimated at approximately $9.9 million and include expansion of the apparatus bay and the relocation of the Medic Squad from Station 315. Unlike new construction, this investment leverages an existing, strategically located facility to improve service delivery in the near term while the proposed new stations are under construction.

In total, these infrastructure improvements are estimated to cost approximately $39 million.

Overall, this analysis demonstrates that strategic infrastructure investment, supported by a sustainable funding source, is necessary to speed response times, strengthen resource reliability, and expand the Fire Department's service to meet the City's growing public safety needs.
41 Expected Outcomes
The addition of a new fire station at the Nisqualli Road/Interstate 15 corridor and at the Palmdale Road/Highway 395 corridor, along with enhancements to Station 313, will significantly improve emergency medical and fire response performance across the City of Victorville. These improvements include reduced travel distances and reduced response times with responding units more strategically located near high-demand areas. Under the existing conditions, units frequently respond across extended distances to cover areas that lack nearby station infrastructure.

This pattern demonstrates that these areas have a high need for service but are currently dependent on units that must travel an estimated 4 to 6 miles to reach incidents. The proposed stations directly address these service gaps by placing resources within close proximity, approximately l to 2 miles, to existing high-demand areas. This reduction in travel distance equates to a time savings of approximately 3 to 5 minutes; and due to travel time representing the largest portion of total response time, translate into meaningful response time reduction.
42 IMPROVE STORMWATER DRAINAGE

AND ENSURE A SAFE, CLEAN

DRINKING WATER SUPPLY
T
43 �.,.. � .. 7
- J ;
-, �-
.....

Stormwater Drainage
Introduction
Stormwater drainage infrastructure plays a critical role in protecting homes, businesses, and public infrastructure fr om flooding and storm damage. Victorville's location in the Mojave Desert creates unique drainage challenges. Rainfall events are often infrequent but can be intense, producing large volumes of runoff that move quickly through washes and drainage channels. Victorville's
stormwater drainage system includes storm drains, culverts, wash crossings, channels, and detention facilities that move stormwater through the City, into regional drainage systems, and ultimately the Mojave River. Maintenance of the system includes debris removal, sediment clearing, inspection of culverts and pipelines, and repair of damaged infrastructure. These activities are essential to ensure that drainage in frastructure functions properly during storm events. When properly designed and maintained, stormwater infrastructure safely diverts runoff through the City and prevents localized flooding. However, as development expands and in
frastructure ages, additional investment is
required to
maintain and expand the drainage system and protect water quality.

Existing Funding Sources
Funding for stormwater improvements comes from two sources: Drainage Development Impact Fees, and limited operational funding for system maintenance. Development Impact Fees help finance drainage improvements required to support new development, but these funds are restricted to improvements associated with growth and cannot fully address existing system defici encies.

Needs Analysis
Demands and Service Trends
As Victorville continues to develop, impenetrable surfaces, such as pavement, increase the amount of stormwater runoff generated during storms, and creates higher flows within the drainage system, placing additional stress on existing infrastructure. Climate variability may also increase the intensity of storm events, creating greater flood risk in areas where drainage infrastructure is undersized or incomplete. Over time, sediment accumulation and erosion can further reduce the capacity of storm drains and channels. For example, in August 2023, Tropical Storm Hilary caused catastrophic damage to Eucalyptus Street and Doris Davies Park. The City immediately completed the emergency repairs and had to design and budget for the infrastructure restoration which was completed in Summer of 2025. These trends require ongoing investment in both maintenance and capital improvements to ensure that the drainage system continues to function effectively.
44 Identified Service Ciaps
Several locations
within Victorville have been identified as priority drainage improvement areas. These
locations experience recurring flooding, roadway washouts, or erosion damage during storm events. Investing in permanent drainage infrastructure helps prevent repeated damage to
roadways and properties, and reduces costly emergency repairs as well as long­ term maintenance costs.

In addition to physical infrastructure deficiencies, certain drainage features present ongoing operational and public safety challenges, and require active management by City personnel.

During
significant rainfall events, flooded areas often require the deployment of staff to install temporary signage, barricades, and detour notifications to warn motorists and pedestrians of hazardous conditions. This reliance on manual intervention places a recurring demand on limited City resources and may divert personnel fr om other critical emergency response
functions. More importantly, these types of flooding events pose a life-safety risk.

Despite
the presence of warning signs and temporary traffic control measures, individuals may ignore
posted closures or attempt to cross flowing water, creating dangerous conditions where vehicles or pedestrians can be swept away. These incidents can result in serious injury or loss of life. Addressing these deficiencies through improved storm drain systems and other permanent infrastructure solutions would reduce reliance on emergency response measures and improve public safety.

Expected
Outcomes
A strategic stormwater investment program is recommended to address both existing deficiencies and future growth. Drainage improvements also support environmental goals by improving water quality and reducing erosion. By investing in drainage infrastructure, Victorville can strengthen community resilience and protect the long-term safety and prosperity of the community.
45 Water Quality and Water Suppl y
Introduction
The Victorville Water District (District) relies primarily on groundwater from the Mojave River Basin, an adjudicated groundwater basin, to meet current water demands. The Mojave Basin Area Judgment was established to address historical overdraft conditions and provide a long­ term framework for sustainable groundwater management. As the service population grows and regulatory limits restrict groundwater production through the Free Production Allowance (FPA), the District faces increasing constraints in meeting demand with existing supplies.

This analysis evaluates the expansion of reclaimed water as a practical solution for irrigation and industrial purposes to offset potable groundwater use. Recycled water produced from the Industrial Wastewater Treatment Plant (IWWTP) and the Victor Valley Wastewater
Reclamation Authority (VVWRA) provides a consistent, locally available supply that can reduce reliance on groundwater. The proposed approach focuses on the phased development of a recycled water backbone system and and considering a potential funding mechanism to address infrastructure gaps. The initial phase of the recycled water backbone system includes extending a recycled water transmission pipeline from the Southern California Logistics Airport (SCLA) to key users such as Cemex, with future expansion toward Green Tree Golf Course and other high-demand irrigation areas, including parks, schools, and landscaped corridors. This phased strategy allows for targeted investment while maintaining flexibility for long-term system expansion.

Implementation will require capital investment in transmission pipelines, pumping facilities, and related infrastructure. Over time, the system can reduce ongoing costs associated with groundwater replacement. Potential funding sources include grants, bonds, regional partnerships, and user-based revenues from customers receiving recycled water service.

Expanding reclaimed water use through a phased infrastructure approach will improve water supply reliability, reduce dependence on groundwater, and support continued growth within the District.
46 The objective of this analysis is to demonstrate how a reclaimed water system can be used to decrease the District's reliance on groundwater for irrigation and industrial purposes, therefore lowering replacement water costs and protecting long-term drinking water supplies. This analysis builds upon the findings of the Citywide Recycled Water Conceptual Study (CRWCS), completed by Water Systems Consulting, Inc. in September 2025. This study identified a broad range of potential opportunities for the beneficial use of reclaimed water produced at the IWWTP and the WWRA, a regional Joint Powers Authority (JPA), evaluated each at a conceptual level, and recommended a path forward to assist the City in narrowing and advancing the concepts most closely aligned with its goals.

The analysis also evaluates the expected outcomes of expanding recycled water use, including reducing potable groundwater demand, lowering replacement water costs associated with exceeding the District's FPA, improving long-term water supply reliability, and supporting compliance with State water conservation requirements. In addition, it assesses the infrastructure needed to support this expansion. Finally, this analysis identifies potential funding mechanisms to support the expansion of the recycled water system, including user-based revenues from recycled water customers, grant funding opportunities, bonds, and potential regional partnerships.

Mojave Groundwater Basin
Groundwater within the basin is replenished primarily through the intermittent flows of the Mojave River, which typically occur during storm events, as well as minimal direct recharge from precipitation. With average annual rainfall of approximately four inches, natural recharge is constrained, making the basin particularly sensitive to prolonged drought conditions and increased groundwater extraction.

Historically, the Mojave River Basin has experienced overdraft conditions, where groundwater pumping exceeded natural recharge. This led to the adjudication of the basin, which established a legal framework to regulate groundwater production and ensure long-term sustainability. Today, basin management focuses on balancing groundwater extraction with recharge through a combination of natural processes, imported water deliveries, and recharge programs administered by the Mojave Water Agency. 47 Mojave Basin Adjudication
The Mojave Basin Judgment allocates groundwater production rights to individual producers based on historical
pumping, de fining each agency's Base Annual Production (BAP). Under the Judgment, groundwater production is regulated through a court-ordered ramp down process designed to gradually reduce allowable groundwater production and align basin pumping with the available sustainable yield.

Each year,
a producer's BAP may be adjusted to establish its FPA, which represents the volume of groundwater that may be pumped without incurring additional replacement obligations. As
ramp down provisions have taken effect and demand has continued to increase, the District's available FPA has declined, resulting in a growing gap between allowable production and actual water demand.

When groundwater production exceeds the FPA, the excess is recorded as a replacement obligation and must be offset to maintain basin balance. This is typically accomplished through payments
to the Mojave Water Agency (MWA), which acts as the Watermaster and acquires
imported State Water Project supplies for recharge into the basin. In addition to replacement obligations, producers may also incur make-up obligations related to other subarea imbalances, which often require additional water transfers at a higher ratio. -
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48 Victorville Water District Pumping and Water Rights
The District service area encompasses approximately 85 square miles, serving the entire City of Victorville and surrounding areas within its sphere of influence. The District's water system includes approximately 776 miles of pipeline, 34 active groundwater wells, 26 storage reservoirs, 74 domestic water tanks, l reclaimed water tank, 8 booster pump stations, and 35 pressure-reducing valve stations. These facilities operate across eight pressure zones, serving elevations ranging
from approximately 2,650 to 3,660 fe et and supporting consistent and reliable water delivery throughout the service area. Over time, groundwater pumping within the District
has increased to meet growing residential, commercial, and industrial demand.

However, due to the basin's limited natural recharge and the Court-ordered ramp down requirements, the
amount of groundwater available under FPA has steadily decreased, constraining the District's ability to rely solely on groundwater supplies. As a result, the District
has consistently exceeded its FPA in recent years, triggering replacement water obligations that are calculated annually based on verified production.

Overall, the District's historical reliance on groundwater, combined with increasing demand and regulatory
constraints, has resulted in ongoing replacement and make-up obligations that carry
both operational and financial implications. These trends reinforce the need for diversified water supply strategies and expanded use of alternative sources, including the purchase of
replacement water, leasing of available carryover water, and the acquisition of additional water rights, to ensure long-term reliability and cost stability within the District's water portfolio.

Ramp-Down Requirements
Most recently, the Court reduced allowable production from 54.4% of BAP in Water Year 2022-23 to 50.4% beginning in Water Year 2023-24, where it remains today. As a result, the District can now produce only 50.4% of its adjudicated groundwater rights without penalty, representing a total
reduction of 49.6% from its original BAP. This ramp down requirement has
fundamentally constrained the District's groundwater supply. This creates a structural deficit that
must be addressed annually. Because the ramp down is a permanent requirement under the Judgment, this imbalance is not temporary and will continue to place operational and financial pressure on the District as demand increases. 49 Reclaimed Water/Sources of Reclaimed Water
Reclaimed water represents a valuable and increasingly important resource within the District's overall water supply portfolio. Reclaimed water is wastewater that has undergone advanced
treatment processes to remove contaminants and achieve a high level of water quality suitable for reuse in non-potable applications. While it is not intended for drinking purposes, it
meets stringent regulatory standards that allow it to be safely used for irrigation and industrial processes rather than being discharged. According to the CRWCS, some of the common uses of reclaimed water include irrigation, dust control, solar panel washing, and cooling water used for power plants. By capturing and reusing treated wastewater, the District is able to maximize the utility of an existing resource rather than relying solely on limited groundwater supplies.

The
District currently has access to reclaimed water from two primary sources: the IWWTP located near the SCLA, and the WWRA facility. Because wastewater flows generally increase as population
grows, reclaimed water supplies tend to increase over time as well. This makes reclaimed water
a reliable and sustainable long-term supply for non-potable uses.

SCLA Industrial Wastewater Treatment Plant {IWWTP)
The City operates an Industrial Wastewater Treatment Plant near the Southern California Logistics Airport
that treats wastewater generated by industrial activities within the airport, as
well as domestic flows from residential and commercial customers, and produces high­ quality tertiary recycled water suitable for irrigation and other non-potable uses. The facility utilizes advanced treatment processes, including membrane bioreactor treatment and ultraviolet disinfection,
to meet stringent recycled water standards. The IWWTP currently has a treatment capacity of 2.5 million gallons per day (MGD), and the City is actively working to expand
this capacity to approximately 6.0 MGD within the next five to seven years. Long­ term projections indicate that flows are expected to increase from current levels, reaching up to 4.2 MGD by 2040, depending on population growth and water conservation trends.

Despite planned system improvements and anticipated increases in demand, projections indicate that
reclaimed water supply from the IWWTP will continue to exceed current and near-term utilization. This surplus condition underscores the importance of expanding distribution in
frastructure beyond the airport to capture additional users and fully leverage available recycled water resources as part of a broader, citywide reuse strategy. so
Victor Valley Wastewater Reclamation Authority {WWRA)
WWRA operates a regional wastewater treatment facility that serves multiple agencies throughout the
Victor Valley, including the City of Victorville. The facility has a treatment capacity of approximately 14 MGD and plays a critical role in managing and treating wastewater generated
across the region. This represents a valuable and underutilized resource that could be directed toward irrigation, industrial processes, and other non-potable applications within the City. Expanding the use of reclaimed water would directly offset groundwater
demand.

Currently, a relatively small number of IWWTP reclaimed water customers utilize approximately 47 % of the facility's annual effluent production. An additional 32% is discharged to Pond 14, which is permitted as an evaporation and infiltration basin intended to provide temporary relief during periods when treatment or discharge compliance constraints
occur. However, Pond 14 is not designed to accommodate the full IWWTP discharge and is constrained by variable infiltration rates. The remaining effluent is considered "excess
recycled water" and is conveyed to a WWRA sewer trunk line to the WWRA headworks, where it undergoes additional treatment prior to discharge to the Mojave River. This results in redundant treatment of water that has already achieved tertiary standards and creates an avoidable annual cost of approximately $7.3 million. To address this inefficiency and reduce both discharge volumes and associated costs, the City has initiated efforts to obtain a National Pollutant Discharge Elimination System permit that would allow for direct discharge of excess recycled water to the Mojave River. A consultant has been selected to support this effort, with a targeted completion date in the second quarter of 2027.

Projection of Reclaimed Water Availability
Current recycled water production f r om the IWWTP and WWRA combined is approximately

3.5 MGD.

This supply is projected to increase as wastewater flows increase with population growth and facility expansion. The current forecast estimates are as follows:

4.3 million gallons per day by 2030

6.4 million gallons per day by 2040
These projections suggest that the City will have a significant surplus of recycled water available in future years, creating an opportunity to expand recycled water use and reduce reliance on potable groundwater supplies.
51 Needs Analysis
Alternative Water Supplies
The District continues to experience steady population growth and economic development, both of
which are expected to drive long-term increases in potable water demand. Based on the City's 2020 Urban Water Management Plan (UWMP), total demand is projected to increase by approximately 38% by 2045. While these projections already incorporate a level of fut
ure conservation, they do not fully reflect more recent State regulations. In 2024, the State adopted Urban Water Use Objectives (UWUO) as part of the Making Conservation a California Way of Life (CWOL) legislation, which will require the City to reduce water use by approximately 20% relative to current levels. The City plans to update both its Water Master Plan and UWMP in 2026 to incorporate these requirements and refine future demand projections.

Even with
these anticipated conservation measures, overall demand is expected to remain elevated due to continued growth, placing additional pressure on existing water supplies. At the same time, groundwater resources remain finite and are increasingly constrained by the requirements of the Mojave Basin Judgment. Relying exclusively on groundwater as a water source is no longer a sustainable long-term strategy, particularly as a significant portion of the
District's adjudicated production rights cannot be exercised without generating ongoing replacement water costs.

Across the water industry,
agencies are increasingly
pursuing diversified supply
portfolios to improve
reliability and reduce
dependence on a single
source. In an inland desert
community such as the City
of Victorville, recycled water
expansion and groundwater
recharge represent the most
practical and cost-effective
strategies, maximizing local
resources and reducing
imported water needs.
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30,000
it 25.000
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2020 2025 2030 2035 2040 2045
Year
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■water Loss
■ Lan<!Scape
■ Commemal/Jnstrtullonat
■ MijtJ..famtly ReSldenltal
■ Stngle-Famly Resldenbal
• Potable Demand
52 Funding the Distribution System Expansion
Developing a recycled water distribution system will require capital investment in pipelines, pumping facilities, tanks, and supporting infrastructure. The future phases of the recycled water project may be funded through a combination of sources. In addition to funding resources, recycled water systems can generate revenue through user charges paid by customers receiving recycled water service; the system could generate between $200,000 and $800,000 in annual revenue during the early phases of implementation. As recycled water use expands, these service charges can help offset operational costs and support the long-term financial sustainability of the recycled water system.

Estimated Recycled Water Expansion Projects Cost
The conceptual recycled water expansion plan for the City of Victorville focuses on two primary infrastructure components: (1) construction of a backbone 24-inch transmission pipeline to deliver recycled water from the SCLA system to the Cemex facility, and (2) construction of two 12-inch extensions from that backbone system to serve existing high­ demand irrigation users within the City, including parks, schools, and other large, landscaped areas. Together, these projects represent the initial phase of a broader citywide recycled water system that is designed to be scalable and allow future users to connect as development occurs.

Figure 3·10. City Irrigation Conversion, Hydraulic Schematic of Future System Extended from SCLA 16 City IW �-en
(wrT..-.t Pl 3� o.nd 3110,
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The Cemex recycled water pipeline serves as the primary backbone element of the system.

This project establishes a high-capacity transmission corridor extending from the SCLA recycled water system toward the Mojave River area, creating the foundation for both industrial reuse and future municipal system expansion. The conceptual design includes approximately 23,300 linear feet of 24-inch pipeline, along with a railroad crossing and metering facilities. Based on the planning-level estimate provided, the total cost for this backbone pipeline is approximately $20.4 million, including construction contingency and implementation costs.
53 Building upon this backbone, the second major component of the conceptual plan includes extending the system into the City to convert existing high-demand sites, such as parks, schools, and recreational facilities that use potable irrigation, to recycled water service. This phase focuses on locations where conversion provides the greatest immediate reduction in potable water demand.

The conceptual design includes two primary pipeline extensions totaling approximately 32,100 linear feet of 12-inch pipeline, a 120-horsepower booster pump station, a 1.5-million­ gallon recycled water storage tank, and site conversions for 12 irrigation customers. The total estimated capital cost for this phase is $21.07 million, inclusive of a 20% construction contingency and 25% implementation costs. Specifically, the cost estimate for the irrigation conversion system includes approximately $5.17 million for the first 15,600 linear feet of 12- inch pipeline and $5.46 million for the second 16,500 linear feet of pipeline. The booster pump station is estimated at $756,000, while the 1.5-million-gallon storage tank is estimated at $2.24 million. Site conversion costs for 12 locations are estimated at $900,000.

It is important to note that the irrigation conversion cost estimate assumes that the Cemex backbone pipeline has already been constructed. If the City elects to implement irrigation conversions independently of the Cemex project, the cost of extending the recycled water system to that backbone location would increase.

In total, the combined planning-level cost for these conceptual projects is approximately $41 million to $42 million. This estimate represents the foundational investment required to establish a functional backbone recycled water system capable of serving both industrial and municipal users. More importantly, this phased approach provides a practical and scalable pathway for the City to transition from localized recycled water use at SCLA to a broader, interconnected system that maximizes beneficial reuse, reduces reliance on groundwater, and supports long-term water supply sustainability, while allowing future development and additional users to connect to the backbone infrastructure without requiring significant redesign or redundant capital investment.
54 1 .&.

Table 3-6. Estimated lnfrastrudure Cost fot RW Service to Cemex Description
24-inch Pipeline
24-inch Pipeline,
Work1
Railroad Crossing,
and Bore
RW Meter and Vault
Subtotal
Quantity
18,400
Night 4,900
Jack 600
Construction Contingency, 20%
Implementation Costs2, 25%
Total, 2025 Dollars
Unit
LF
LF
LF
LS
Unit Cost Estimated Cost
$548 $10,075,000
$548 $3,354,000
$940 $564,000
$75,000 $75,000
$14,068,000
$2,814,000
$3,517,000
$20,399,000
'Assumed 25% Increase In pipeline unit cost to accommodate slower production during night work.
2Does not Include administrative, legal, envlronmental, or LAFCO costs to complete service agreement.
l.l.iSC -:;
Exhibit One: RW Service To
Cemex
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Table 3-10. Estimated lnfrastrudure Cost to Convert City Irrigation Customers via Extended SCLA RW Supply
Ducription Quantity Unit Unit Cost Estimat•d Cost
Extension 1, 12-lnch Pipeline 15,600 LF $331 $5,165,000 Extension 2, 12-lnch Pipeline 16,500 LF $331 $5,463,000 Booster Pump Station 120 HP $6,300 $756,000 Exhibit Two: Convert City Irrigation Customer Via 1.5 MG RW Tank 1,500,000 Gal $1.49 $2,242,000 Extended SCLA RW Supply Site Conversion 12 EA $75,000 $900,000
Subtotal $14,526,000
Construction Contingency, 20% $2,905,200
Implementation Costs, 25% $3,632,000
Total, 2026 Dollars $21,070,000
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56 Expected Outcomes
The CRWCS serves as an initial planning step that identifies potential reuse opportunities and establishes a roadmap for the future development of a Reclaimed Water Master Plan.

The primary objective of the planning effort is to identify strategies that increase the beneficial reuse of recycled water while reducing reliance on potable groundwater supplies.

Expanding recycled water use can help offset potable demand, reduce replacement water costs associated with pumping beyond the City's FPA, and improve the long-term resilience of the City's water supply. Over time, as the recycled water system expands and additional users connect, overall demand is expected to increase, improving economies of scale and enhancing cost recovery, while continuing to reduce the City's reliance on potable groundwater supplies.

For parks and schools specifically, the study identifies the conversion of these existing potable irrigation users as one of the most promising opportunities Citywide. It focuses on the highest-demand irrigation accounts and develops a practical extension concept from SCLA. This is important because it shows that a targeted approach to a relatively small number of large landscape users can meaningfully reduce potable demand. Under the concept that extends the recycled water system from SCLA, the study identifies customers that could be converted through two initial extensions.

Tabl• 3,,9. Cu,tonMn that could b. Conv•rt.d by Expanding the Ext.ting RW System ftom SCLA Cu,tom•r 0emand, AFY D•mand,MGO
Extension 1
Eva Dell Park 55 005
Old Vietor Park 9 001
Propond City Sports Center 49• 004
Vietor Valley Park and Mortuary 50 004
Extension 1 Total 162 0 14
Extension 2
Center StrHt Park 23 002
Vietor Valley High School 45 004
Sliva-Avina Partnership 04 00003
Vletorvllle Parks and Recreation 23 000 2
lrwln Academy School of
Performing Atta & Vietor 16 0001
Elementary Education
Vletorvllle City Library 34 0003
Doris Davies Park 47 004
Grffn TrH Golf Course 3S4 032
City of Victorville 14 0001
57 INCREASE PARKS, RECREATION, AND

CHILDREN'S PLAY AREAS
58 Pt.AV Ill P .AYGROUNO
Introduction
The Victorville parks system consists of approximately 316 acres that comprise 19 parks, including a golf course. Collectively these parks provide 24 baseball fields, 18 playgrounds, 10 tennis courts, 9 rectangular/multi-purpose fields, 5 walking loops, 2 main recreational buildings/gymnasiums, 2 fitness courses/areas, 1 aquatic facility, 1 trail system, and various other amenities. The City's parks and recreation facilities are currently deficient when compared to similar cities with comparable populations, demographics, and geographic size.

Some of Victorville's parks and recreation facilities were constructed in the 1970's and 1980's and have not undergone significant renovations to satisfy current national standards, primarily due to funding constraints. In consideration of the community profile and demographics, including projected population growth and demographic changes in comparison to the national standards established by the National Recreation and Parks Association (NRPA), the City falls short in several key categories. Victorville ranks below the median average in most categories except playgrounds, baseball fields and football fields.

Additionally, Victorville provides approximately 2.5 acres of parkland per 1,000 residents, which falls short of the NRPA published benchmarks for similar sized agencies.

As is common in local agencies with parks and recreation systems, the associated cost for parks and recreation operations and maintenance is heavily subsidized in Victorville. While the City collects revenues from recreation programming registrations, lighting fees associated with evening field usage, and the rental of public spaces, these revenues are not sufficient to fully support operational costs. Priority projects listed in the Victorville Park & Recreation Master Plan, which incorporates community input, include two dog parks, walking paths, a park expansion, civic plaza park and community event venue, splash pad, park lighting enhancements, a sports complex, westside skate park, and westside pool complex.

In 2022, the City hired NBS to conduct a User Fee Study, which included a cost-of-service analysis, for evaluating and setting user fees. The analysis conducted for the Recreation Division, not including the cost of parks maintenance, revealed that the City only recovers approximately 48% of the full cost to provide services. While the City could increase fees to cover costs, it is preferred to keep costs affordable as a benefit to the community. This heavy subsidizing of operational costs is something that must be kept in mind when considering the addition of new parks and recreation amenities. Unfortunately, this often leads to parks and recreation funding being deprioritized when budget constraints develop and there are other local services competing for the same limited financial resources. Despite these funding challenges, studies show that an investment in park development can serve as a preventative public safety measure.
59 Parks and recreation are also vital to a community's quality of life in a variety of other ways. A report from the Trust for Public Land, referenced in the 2020 Parks and Recreation Master Plan, makes the following observations about the economic, environmental, social, and health benefits related to parks and open space:
• Physical activity makes people healthier.
• Physical activity increases with access to parks.
• Contact with the natural world improves physical and physiological health. • Residential and commercial property values increase.
• Benefits of tourism are enhanced.
• Trees are effective in improving air quality and act as natural air conditioners. • Trees assist with storm water control and erosion.
• Crime and juvenile delinquency are reduced.
• Stable neighborhoods and strong communities are created.

The level of service a City provides relative to parks and recreation is a reflection of community
values. Connection to community and a lifestyle focused on outdoor recreation and healthy living are a substantial init iative to promote a healthy community.

Existing Funding
Sources
The General Fund and Measure P are currently relied upon to subsidize park and recreation operations and to make incremental progress toward completing deferred maintenance; however, funding for major renovations of parks and recreation facilities is not available. As a result, there is a demonstrated need to identify new revenue sources to renovate existing facilities, develop additional parks and recreation facilities to meet modern expectations of Victorville's growing community, and to support a safer, healthier community. New parks and recreation development
projects are primarily funded through Parks & Recreation Development
Impact Fees (Parks & Rec DIF). Parks & Rec DIF are one-time fees charged to new
developments to help fund the infrastructure needed to sustain the existing level of service provided to the community. Therefore, parks and recreation projects funded by Parks & Rec DIF must add capacity to the existing parks system; the funds cannot be used for renovations or
maintenance. Parks & Rec DIF is only assessed to new residential development projects
and is collected from the developer at the time of f inal inspection or when a certificate of occupancy is issued.
60 Needs Analysis
To help enhance the Victorville parks system in order to better promote a safer and healthier community, the City plans and evaluates the development of new parks and recreation projects through structured planning frameworks
that combine long-range policy planning,
zoning regulations, environmental reviews, and public approval processes. A variety of policy and planning documents influence how the City prioritizes these projects. For example, the City's Strategic Plan identifies a goal of investing in infrastructure to create a healthy and livable
community. One strategy identified to help accomplish this goal is to implement priority projects identified in the 2020 Parks and Recreation Master Plan. In turn, the strategies and considerations outlined in this plan are relied upon by staff to develop Capital Improvement Plans and annual budget proposals for implementation.

The 2020
Parks and Recreation Master Plan recommended increasing total park acreage in the form of larger, more developed community parks with more amenities, as opposed to numerous smaller
neighborhood parks with fewer amenities. Additionally, the report outlined several opportunities to consider the addition of amenities such as walking trails, dog parks, splash pads, and skate parks to encourage more community participation. These strategies, in conjunction with increased vigilance to enhance public safety, are key factors to consider when prioritizing the use of available funding for new parks and recreation projects.

Since the
supply of Parks & Rec DIF revenue is driven by the rate of new residential development, the resulting revenue stream varies and can be difficult to predict. Each year, the DIF Capital Improvement Plan is reviewed and approved by the City Council, which includes a section outlining the priority projects identified for Parks & Rec DIF expenditures.

When enough funding has accumulated to fund the next priority project, it is proposed as a capital project in the next fiscal budget. Projects currently underway include two dog parks, walking paths, a new park restroom, and park expansion. 61 The following table outlines additional Parks & Rec DIF-eligible projects, in order of priority, with 1 being the highest:

Priority Level Project Name Funding Project Status Est. Cost Available? 1 Civic Plaza Yes In design, begin construction $19,917,081 Park/Police Station in FY 2027/2028 2 Sunset Ridge Yes Begin design FY 2027/2028 $2,488,419 Splash Pad 3 Park Lighting Yes Begin design FY 2028/2029 $200,000 Enhancements 4 Sports Complex Partially Begin design FY 2030/2031 $18,150,000 5 Westside Skate No N/A $4,000,000 Park
6 Westside Pool No N/A $11,000,000 Complex
In total, these improvements are estimated to cost $56.8 million. After considering the projects already budgeted for and in progress, the City is estimating an available cash balance of $20.5 million in the Parks & Rec DIF fund at the start of fiscal year 2026/2027.

Considering new DIF revenue & interest earned on the available fund balance, absent grant funding or donations, the City will have insufficient Parks & Rec DIF funding, more specifically an estimated shortfall of $23.6 million, to complete the remaining priority projects identified for development. When compared against the Parks & Rec DIF cash flow analysis, projected revenues do not keep pace with identified project needs. Additional funding sources are required to be able to complete the remaining priority projects, address any future project needs, and support any major renovation projects that are not eligible for Parks & Rec DIF funding. While the General Fund and Measure P help subsidize operating costs and a portion of deferred maintenance projects, these funding sources are not sufficient to support major renovations and the development of parks and recreation facilities. For these reasons, it is important for the City to identify and pursue additional funding sources, ensuring that these valuable community assets continue to serve residents now and into the future.
62 Expected Outcomes
There is a substantial need to identify funding sources to renovate and develop parks and recreation facilities in Victorville. The review of current and proposed parks and recreation projects highlights the increasing demand for amenities needed to serve the City's growing population. Parks play an important role in supporting community values by providing spaces where residents can relax, gather, play, and build connections with one another.

Access to well-maintained parks and recreation amenities also promotes healthy lifestyles by encouraging outdoor activity, physical fitness, and family engagement. In addition, elevating park spaces through thoughtful design, lighting, and programming can contribute to improved public safety by increasing community presence and reducing opportunities for nuisance or criminal behavior.

While existing Parks & Rec DIF funds can help support several priority projects, the projected costs of future improvements greatly exceed the projected available cash balance in the Parks & Rec DIF fund. Additionally, major park and recreation facility renovations that are not DIF-eligible are needed to meet national standards.
63 TY JIAV
v1croRVILL6 Cl

FINANCIAL NEEDS
The 25-26 Fiscal Year budget for the City is approximately $388 million, that budget combines cash resources fr om 87 different funds. Among those funds are general revenue funds, special revenue funds, enterprise revenue funds, and fiduciary funds. Only the General Fund can be spent on lawful public purposes, without restriction, and is most commonly what pays for public safety, parks and recreation, and homelessness-related solutions. Special revenue funds, enterprise revenue funds, and fiduciary funds collect revenue for a restrictive purpose.

Among the funds talked about in this report, the following will provide an example of the types of money that go into each type of fund.
• General Revenue Fund
o Sales tax, property tax, transient occupancy tax, building permit and business license fees (Fund 100) and Measure P transactions and use tax (Fund 105). • Special Revenue Fund
o Measure I and SBl (must be spent on road maintenance and reconstruction only). o Development Impact Fees, such as the Parks and Recreation DIF (can only be spent on projects that increase the capacity of parks and recreation facilities). o Storm Drain Fees (can only be spent on operations, maintenance, or capital improvement of the storm drain system).
• Enterprise Funds
o Water rates for domestic consumption (can only be spent on items related to the provision of water service).

The City's infrastructure needs are evaluated annually
and the most recent summary is provided in this
illustration.

In addition to identifying the infrastructure needs,
this section evaluates the effect on existing cash
balances of the fund accounts that could legally fund
these respective items. It will also evaluate what a
one-cent tax measure could pay for.
lltdau,,td
Wl1tt
tmS,,OYtmtftlS
S42M
��Sut, $86
&C,.,IC P1>z•
$91M
i II i
64 Roadway Improvements
The City receives revenue from two sources to pay for the operations and maintenance of its existing roadway system, the State (S81 [Funds 220 and 221]) and the County (Measure I [Fund 250]). These funds are restricted special funds that can only be spent on roadway maintenance and related safety improvements.

Currently, the 25-26 Fiscal Year budget estimates revenue from these sources to total $13.9 million. Approximately $6.5 million of the total budgeted revenue is reserved for capital improvements. Exhibit A illustrates how the budgeted revenue is planned over a five-year period, and it is important to note that, due to the limited amount of road funds, major projects like Mojave Drive and Air Expressway, get broken up into smaller phases. This creates a "pay as you go" situation and is not the most efficient or cost-effective approach to managing construction projects.
o In addition to the five-year plan described above, the illustration below shows the estimated amount of roadway improvements needed to improve the Pavement Condition Index (PCI) from its current rating of 65.7 to a PCI of 80. In summary, approximately $164 million is needed in present value dollars to improve the Citywide PCI. To maintain the existing PCI level of 65.7, this study estimated a total revenue budget of $20 million annually. This estimate is $13.5 million short of what is necessary to prevent the roadway conditions from continuing to decline.

Total Pavement Network Needs 2025
Today's Estimated Unlimited Budget Required for Pavement Projects Arterial Preservation Projects $13.9 million
Arterial Rehabilitation Projects
Collector Preservation Projects
Collector Rehabilitation Projects
Local Road Preservation Projects
local Road Rehabilitation Projects
$39.8 million
$4.7 million
$22.1 million
$29.4 million
$54.7 million
Total $164.6 million to an average PCI of 80
65 Public Safety - Police & Fire
Among the infrastructure needs analyzed, police and fire only have general funds to rely on to help it construct improvements. Cash flow forecasts of funds 100 and 105 have been prepared, and are included as Exhibit B and Exhibit C, to help decide if these funds could afford to take on added capital improvements.

Exhibit B includes a five-year forecast from the 26-27 Fiscal Year budget being proposed to the City Council in May of 2026. Though the General Fund is projected to have a starting cash balance of $87.4 million, which well exceeds its 17% reserve target of $20.75 million, over the 6-year period, the General Fund is projected to deficit spend to an ending 31-32 Fiscal Year cash balance of $28.51 million and exceeding its 17% reserve target of $23.82 million. The General Fund forecast does not include any capital expenditures after the upcoming 26-27 Fiscal Year, and it projects $4.69 million as surplus available for discretionary capital.

Similarly, Exhibit C forecasts the cash flow of Fund 105. Though Fund 105 is projected to have a starting cash balance of $38.06 million, which well exceeds its 17% reserve target of $5.76 million, over the 6-year period, Fund 105 is projected to deficit spend in the 27-28 Fiscal Year and practically break even every year thereafter. Its ending 31-32 Fiscal Year cash balance of $29.18 million exceeds its 17% reserve target of $6.49 million. An expected draw on cash for $20 million in the 27-28 Fiscal Year is money that has been saved to help defray the estimated total cost of $72.16 million to build a new police station. It shows $5.68 million as reserved for fire apparatus and a surplus of $17.02 million as available for discretionary capital.

Combined, funds 100 and 105 are projected to have $21.71 million available for discretionary capital. The cost to expand Fire Station 313 and construct two new fire stations is estimated to cost, at a present value, $39 million. The amount needed to complete the financing for a new police station is $52.16 million. The amount needed to fund police and fire facilities is $91.16 million. With only $21.71 million available, the City needs approximately $69.45 million to complete these projects.
o To illustrate the effect on cash visually, Exhibit D forecasts what the General Fund would look like if a 30-year debt issuance of $65 million was used to pay for the public safety projects. Exhibit E summarizes sources, uses of a proposed bond issuance, and estimates a maximum total annual debt service. Despite a proposed bond issuance costing $58.7 million in interest cost over the life of the debt, a maximum annual debt service totals approximately $4.02 million annually. Presuming a bond issuance occurs in the 26-27 Fiscal Year, the total debt service over the next five years amounts to $20.1 million. This scenario shows that in the 31-32 Fiscal Year, the General Fund reserve balance is 2%, well below the 17% reserve target and runs out of money in the 32-33 Fiscal Year. 66
Stormwater/Water Quality
Two limited funding sources exist to assist with the Stormwater/Water Quality improvements required throughout the City. Among those funds are a monthly $4 storm drain fee, which is charged to every improved parcel in the City. The storm drain fee is used to fund operations, maintenance, and capital. The table below forecasts operating revenue, total expenditures, and cashflow through the 31-32 Fiscal Year. In the 26-27 Fiscal Year, Fund 202 begins the year with an estimated cash balance of $6.02 million, it generates approximately $1.85 million and expends approximately $1.19 million. Forecasted through 2032, its cash balance available to take on additional capital is estimated at $7.07 million.

PUBLIC WORKS
CASH FLOW FOR FUND 202 (Storm Drain)
Updated. 5.5.26 MK FOR FY 2026-2027 THROUGH FY 2031-2032 PraaaYCI BLNINt F-t
2027 2028 2029 2030
Cash �hlnc4! (End of Prior YHr) s 6,018,349 s 6,176,853.93 s 6,418,395.19 s 6,634,694.23 Rev•nues
Eng,neerinc/Publ,c Worl(s • Use Fee s 1,700,000 s I, 717,000,00 s 1,734,170.00 s 1,751,511.70 Late Fees s 37,200 s 37,200.00 s 37,200.00 s 37,200.00
Interest Income s llS,000 s 115,000.00 s 115,000.00 s 115,000.00 MtK Revenue s s s
Storm ora,n Ut,hty Fee E111
Storm Ora,n Sale of Real Propeny
Reimbursements
Engineering Utility Fee
Total Rewnues $ 1,852,200 s 1.869,200 $ 1.886,370 $ 1,903,712 Expenses
PW Strom Drain Pet10nnel s 248.884 s 281.930 s 293.208 s 304,936 PW Operations and MalntenanQe s 489,555 s 519,982 s 535.582 5 551,649 Cost Alloallon s 162,562 s 167.439 s 162,850 s 167,736
ENG. Strom Draln Pet1011ntl s 43,061 s 35,934 s 37,371 s 38.866 ENG. Storm Draln O&M s ISO s 155 s 159 5 164
MS4 Stormwater Operations and Maintenance s 238,425 s 234,4S4 s 241,487 s 248,732 Storm ora,n une locatlJ18 Pe,,onnel s 10,194 s 24,068 s 2S,030 s 26,032 Storm Dra,n line locatlAg O&M s 863 s 2,447 s 2,521 s 2,596 Une�llectable Write-Offs
Acc:urals
Total [xptnses s !1193,695 s 1,266,409 s �z,a,:zoa s !1340,711 OP
NEW Aj)purten� nee Replacements $ 125,000 s 128,750 s 132,500 s 136,250 NEW Bear Valley Rd. Improvement Project $ 250,000
C.tyw,de Sto,m Dra,n App. Repl $ 125,000 $ 128,750 s 132,500 $ 136,250 Future CIP
s 103,750 s 106,863 s 110,068
TotalCIP s 500000 $ 361,250 $ 371,863 $ 312561
� �hlnce jEO::J s 6.176,154 $ 6,418,395 $ 6,634,694 $ 6,815,127 2031 2032
s 6,815,126.74 s 6,963,238.16
s 1,769.026.82 s 1,786, 717,09
s 37,200.00 s 37,200.00
s 115,000.00 s 115,000.00
s s
$ 1.921.227 $ 1,938,917
s 317,133 s 329,819
s 568,198 s 585,244
s 167.882 s 172,772
s 40,421 s 42,038
5 169 s 174
s 256,194 s 263,S.SO
s 27.073 s 28,156
s 2,674 s 2,754
s 1,379,745 s 1,424,&37
s 140,000 s 143,750
$ 140,000 $ 143,750
s 113,370 $ 116,772
$ 393,370 $ 404,272
s 6,963,238 $ 7,073,047
67 The second fund available to support Stormwater/Water Quality improvements is the Storm Drain DIF (Fund 357). Fund 357 revenue is collected through the development process and is collected at a time when construction of commercial, residential, or industrial projects are being completed. Fund 357 revenue can only be spent on capital that expands the capacity of the Citywide storm drain system. The table below forecasts operating revenue, total expenditures, and cashflow through the 31-32 Fiscal Year.

ENGINEERING DEPARTMENT
CASH FLOWS FOR FUND 3S7 • Storm Drain
Updated s s 26 MK FOR FY 202S-2026 THROUGH FY 2031-2032 l5!!lul
2027 2028 2029
Cash Balance (End of Prior Vear) s 5,347,350 s 3,934,861 s 4,619,861 s Revenues
u_soo Development Impact Fees s 500,000 s 505,000 s 510.050 s ,s110 Interest Income s 180,000 s 180,000 s 180,000 s
OIF Lo;,n Payment (Re<;eivable)
Total Revenues s 680,000 s 685,000 s 690,050 s
Expenses
Total Expenses s s s - s
OP
001,s Mojave Orlve - La Pai to El Evado s 842,490
NEW OP fY 2027
00156 Bear Valley Road Improvement s 750,000
61CM0 Storm Drain Improvement Muter Plan s 500,000
Total CIP Expen.ses s 2,092,490 s s - s
Cash Balance (EOV) s 3,934,861 s 4,619,861 s 5,309,911 s Forecast
2030 2031 2032
5,309,911 s 6,005,061 s 6,705,363
S1S,151 s 520,302 s 525,505
180,000 s 180,000 s 180,000
695,151 s 700,302 s 705,SOS
- s . s
- s - s
6,005,061 s 6,705,363 s 7,410,868
Fund 357 is projected to begin the 26-27 Fiscal Year with a beginning cash balance of $5.35 million. It constructs improvements based on cash available and routinely saves revenue generated until eventually having enough for the next construction project. Combined, Fund 202 and 357 are projected to have a surplus of $14.48 million. Citywide, the Stormwater/Water Quality improvements necessary are estimated at $353 million creating a $338.5 million shortfall.
68 Reclaimed Water System
An expansion of the existing reclaimed water system supplying a limited number of customers at the Southern California Logistics Airport has been identified as essential in being able to help the Victorville Water District in better protecting, maintaining, and supplying a clean drinking water supply. Currently, there is not an adopted master plan for a Citywide reclaimed water system, and because of that, there is not an adopted rate plan to support the development and expansion of the existing reclaimed water system. The only funding source that could help expand the reclaimed water system would be state and federal grants or money loaned or contributed by the City of Victorville. A new sales tax measure could be used to assist the City in helping its water district fund the construction pipelines that could ultimately connect reclaimed water customers. From a conceptual master plan, two phases of system development have been scoped and are estimated to cost $41.5 million in present value dollars.
69 Cl
Increasing Parks, Recreation, and
Children's Play Areas
...

Three funding sources exist to help pay for parks, recreation, and children's play areas, Fund 100, Fund 105, and the Parks & Rec DIF (Fund 354). As illustrated in Exhibit B and Exhibit C, Fund 100 and Fund 105 do not have capacity to take on new capital projects without falling below their respective reserve targets. The remaining funding source is Parks & Rec DIF, summarized in the table below.
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Parks & Rec DIF revenue is collected through the development process and is collected at a time when construction of commercial, residential, or industrial projects are being completed. Parks & Rec DIF revenue can only be spent on capital that expands the capacity of the Citywide Parks and Recreation space. The table above identifies a beginning cash balance of approximately $20.53 million and estimates $1.61 million of annual Parks & Rec DIF revenue and interest earnings. It also evaluates parks, recreation, and child play spaces found in the current Parks and Recreation Master Plan through the 35-36 Fiscal Year. The forecast for Fund 354 includes cash that can complete a new civic plaza in Fiscal Year 2028, it also forecasts a cash deficiency of approximately $23.6 million to complete the remaining capital projects included in the Parks and Recreation Master Plan. 70 TY JIAV
v1croRVILL6 Cl

FINANCIAL PLANNING
Based on the demonstrated need for funding, four financial models have been prepared and found in Exhibits F, G, H, and I. Each model relies on revenue from a new 1-cent sales tax measure generating approximately $30 million in the first year. They include conceptually, what capital improvements could be funded, based on priority and a need to provide funding to each of the infrastructure categories. These models consider different financing schedules for the $52.16 million needed to construct the police department and they all consider the flow of cash through the 36-37 fiscal year while respecting the City's minimum reserve requirement of 17%.

These cash flows are intended to provide a sense of what a $30 million tax measure could fund through 2037. During this measurement period, including projected interested earnings, the measure could generate approximately $541 million. While this amount does not fully pay for the total infrastructure needs of $865 million, this analysis does suggest that a new measure be approved without a sunset date. And, depending on which financing plan is selected, the $541 million can fund the following infrastructure categories:
• Roadway and Safety Improvements: $120.8 to 169.6 million • Police and Fire Stations: $71.6 to $108.1 million
• Stormwater/Water Quality Improvements: $30.8 to $36.6 million • Groundwater Supply/Reclaimed Water: $47.0 to $48.9 million • Parks, Recreation and Children's Play Areas: $26.2 to $40.7 million Over the course of ten full years of a new tax measure, after approval by the voters, Victorville could spend up to $404 million towards public infrastructure needs. 71 Resolution Number:

Resolution Approval Date:

Contact Person/Title:

Phone:

Email:
6/30/25 Carryover Balance $11,838,605.00
FY2025/26 Est. Revenue FY2026/27 Est. Revenue FY2027/28 Est. Revenue FY2028/29 Est. Revenue FY2029/30 Est. Revenue Total Est. Rev. $6,384,191 $6,561,656 $6,745,347 $6,936,225 $7,135,294 $33,762,712 Projects:

Mojave Dr, US-395 to Seventh St, pavement rehabilitation, road widening, storm drain No No 0.0% 0.0% $12,578,500 $5,955,000 $0 $0 $0 $0 $5,955,000 Third Ave, pavement rehabilitation, road widening No No 0.0% 0.0% $850,000 $850,000 $0 $0 $0 $0 $850,000 Citywide Pavement Thermoplastic Re-Striping No No 0.0% 0.0% $210,000 $210,000 $0 $0 $0 $0 $210,000 Air Expressway, National Trails Hwy to George Blvd, pavement rehabilitation No No 0.0% 0.0% $5,546,000 $0 $2,773,000 $0 $0 $0 $2,773,000 Bear Valley Rd, US 395 to Bellflower Rd, pavement rehabilitation No No 0.0% 0.0% $422,000 $0 $422,000 $0 $0 $0 $422,000 Amargosa Rd, Dos Palmas Rd to Vilage Dr, pavement rehabilitation No No 0.0% 0.0% $3,600,000 $0 $0 $1,800,000 $0 $0 $1,800,000 El Evado Rd, Palmdale Rd to Begonia Rd, pavement rehabilitation No No 0.0% 0.0% $1,210,000 $0 $0 $605,000 $0 $0 $605,000 Mariposa Rd, Talpa St to Kingswood Dr, pavement rehabilitation No No 0.0% 0.0% $1,200,000 $0 $0 $600,000 $0 $0 $600,000 Air Expressway, George Blvd to Phantom West, pavement
rehabilitation No No 0.0% 0.0% $3,015,000 $0 $0 $1,507,500 $0 $0 $1,507,500 Ridgecrest Rd, Pahute Rd to Green Tree Blvd, pavement
rehabilitation No No 0.0% 0.0% $1,300,000 $0 $0 $0 $1,300,000 $0 $1,300,000 La Paz Dr, I-15 Ramps to 7th St, pavement rehabilitation No No 0.0% 0.0% $1,200,000 $0 $0 $0 $569,000 $0 $569,000 Seventh St, Mariposa Rd to Lorene Dr, pavement rehabilitation No No 0.0% 0.0% $7,000,000 $0 $0 $0 $955,000 $0 $955,000 Hesperia Rd, Bear Valley Rd to Seneca Rd, pavement
rehabilitation No No 0.0% 0.0% $7,000,000 $0 $0 $0 $0 $3,200,000 $3,200,000 Concrete Access Ramps - various vocations No No 0.0% 0.0% $1,049,005 $575,000 $113,300 $116,699 $120,200 $123,806 $1,049,005 Concrete Sidewalk, Install or Repair - various locations No No 0.0% 0.0% $1,973,140 $371,650 $382,800 $394,283 $406,112 $418,295 $1,973,140 Traffic Signal Pedestrian System Upgrades No No 0.0% 0.0% $0 $6,750 $6,750 $6,750 $6,750 $6,750 $33,750 Traffic Signal UPS Replacement No No 0.0% 0.0% $0 $45,000 $45,000 $45,000 $45,000 $45,000 $225,000 Traffic Signal Video Detection Upgrades No No 0.0% 0.0% $0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Citywide Pavement Rehabilitation, Seals and Overlays, Various Streets No No 0.0% 0.0% $0 $1,600,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,600,000 Cost Allocation No No 0.0% 0.0% $0 $503,503 $518,608 $534,166 $550,191 $566,697 $2,673,166 Engineering Services No No 0.0% 0.0% $0 $177,680 $183,010 $188,501 $194,156 $199,980 $943,327 Engineering Services - Vehicle Replacements No No 0.0% 0.0% $45,000 $45,000 $0 $0 $0 $0 $45,000 Streets - Engineering No No 0.0% 0.0% $0 $1,002,629 $1,032,708 $1,063,689 $1,095,600 $1,128,468 $5,323,094 Traffic Signal Maintenance No No 0.0% 0.0% $0 $483,616 $498,124 $513,068 $528,460 $544,314 $2,567,583 Traffic Signal Maintenance - Traffic Management Center upgrades No No 0.0% 0.0% $12,500 $12,500 $0 $0 $0 $0 $12,500 Traffic Control - Signing & Striping No No 0.0% 0.0% $0 $1,378,632 $1,419,991 $1,462,591 $1,506,468 $1,551,662 $7,319,345 $13,241,960 $8,420,291 $9,862,248 $8,301,937 $8,809,973 $48,636,409 Total Programming is currently 107% Total Estimated Programming: $48,636,409 Is Project in
City's
Non-motorized
Transportation
Plan?
(Yes/No)
Does Project
have an ATP
Component?
(Yes/No)
Is the Project on the City's
Nexus Study List?
(Public/DIF Share %)
Estimated Total
Project Cost
[email protected]
Projects Total:

Victorville
Current
Estimate
Current
Estimate TotalCurrent
Estimate
Current
Estimate
Current
Estimate
(Must not exceed 150% of Carryover Balance +
Total Estimated Revenue)
Jurisdiction:25-053
8/19/2025
Fredy A. Bonilla, City Engineer
760-955-5170
Measure I Local Pass-through Program

FIVE YEAR CAPITAL IMPROVEMENT PLAN
Fiscal Years 2025/2026 thru 2029/2030

EXHIBIT A
72 Actuals Revised Budget YTD Actuuls Proposed Forecast Forecast Forecast Forecast Forecast Line Fiscal Year 2024/2025 2025/2026 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 1 CASH ON HAND (Begin FY) 70,146,417$ 91,282,884$ 91,282,884$ 96,358,978$ 87,400,640$ 71,664,253$ 64,488,132$ 55,052,820$ 42,903,214$ 2 Revenues
3 Taxes - FY 25 Based on Actuals; Assumes 1% Annual Increase 6,970,143 6,873,900 5,439,427 7,007,409 7,077,483 7,148,258 7,219,741 7,291,938 7,364,857 4 Sales Tax - per HdL Projection (Reduced by SCLA Portion) 29,395,613 30,028,690 18,234,299 31,321,747 32,157,373 33,176,414 34,463,628 35,245,155 35,345,365 5 Property Tax - Assumes 1% Annual Increase 25,220,408 25,015,000 14,458,283 25,494,500 25,749,445 26,006,939 26,019,737 26,279,934 26,542,734 6 Licenses & Permits - Assumes 1% Annual Increase 2,593,638 2,477,000 2,192,203 2,446,100 2,470,561 2,495,267 2,520,219 2,545,421 2,570,876 7 Fines and Forfeitures-Assumes 1% Annual Increase 191,742 165,450 113,491 182,450 184,275 186,117 187,978 189,858 191,757 8 Intergovernmental - Assumes 1% Annual Increase 233,388 225,500 221,631 226,000 228,260 230,543 232,848 235,177 237,528 9 Charges for Services - Assumes 1% Annual Increase 5,067,587 3,796,756 3,516,853 4,044,911 4,085,360 4,126,214 4,167,476 4,209,151 4,251,242 10 Investment Income - Assumes 1% Annual Increase 4,518,528 4,168,433 5,651,838 4,558,080 4,603,661 4,649,697 4,696,194 4,743,156 4,790,588 11 Sales of Assets 44,791 - - - - - - - -
12 Pass Through - RPTTF 14,691,714 14,691,714 9,705,501 15,000,000 15,150,000 15,301,500 15,454,515 15,609,060 15,765,151 13 Transfers In - Assumes 1% Annual
Increase 34,062 34,000 34,340 34,683 35,030 35,381 35,734 14 Cost Allocations Received - CPI Increase FY 2027, 2% thereafter 10,318,724 10,805,041 8,190,485 11,248,265 11,473,230 11,702,695 11,936,748 12,175,483 12,418,993 15 Misc. Revenue - Assumes 1% Annual Increase 2,094,120 1,243,831 4,754,750 981,412 991,226 1,001,139 1,011,150 1,021,261 1,031,474 16 Strike Team Reimbursement - Not budgeted, Will present to Council as they occur. 662,678 - 315,252 - - - - - - 17 School Resource Officer (SRO)-Assumes 1% Annual Increase 2,244,647 1,188,991 1,051,575 1,282,270 1,295,093 1,308,044 1,321,124 1,334,335 1,347,679 18 Public Service Maintenance (Transfer from MS P) 7,156,284 14,210,477 14,210,477 8,795,852 - 11,314,488 11,595,268 11,839,062 13,006,113 19 Sheriff's Contract Credits - Dependent on vacancies, injuries; 3,021,010 2,902,896 2,619,381 500,000 550,000 605,000 665,500 732,050 805,255 20 Total Revenues 114,459,077$ 117,793,679 $ 90,675,447$ 113,122,996$ 106,050,306$ 119,286,997$ 121,527,157$ 123,486,423$ 125,705,345$ 21 22 Expenditures
23 Personnel excluding below - Assumes 3% Annual Increase 22,509,856 29,371,766 20,331,672 31,573,275 32,520,473 33,496,087 34,500,970 35,535,999 36,602,079 24 Fire Personnel - Assumes Increases Stipulated in Fire MOU; 3% Increases Thereafter 13,425,904 14,602,371 10,916,982 15,700,398 16,171,410 16,656,553 17,156,249 17,670,937 18,201,065 25 Code Compliance - Personnel Costs - Assumes 3% Annual Increase 840,199 502,162 586,891 627,582 646,409 665,801 685,775 706,349 727,539 26 Animal Control - Personnel Costs - Assumes 3% Annual Increase 352,230 1,256,768 613,756 779,523 802,909 826,996 851,806 877,360 903,681 27 Sheriff Contract - Assumes 6.3% FY 26, 10% FY27 ; 4% 28, 5% thereafter 35,422,823 35,980,025 26,722,029 39,543,841 41,125,594 43,181,874 45,340,968 47,608,016 49,988,417 28 Operations and Maintenance - Assumes 2.5% Annual Increase 18,594,338 21,723,637 17,270,566 23,569,235 24,158,466 24,762,428 25,381,489 26,016,026 26,666,426 29 Fire Operations & Maintenance - Assumes 2.5% Annual Increase 4,190,433 5,117,071 3,415,149 5,385,152 5,546,706 5,685,374 5,827,508 5,973,196 6,122,526 30 Code Compliance O&M - Assumes 2.5% Annual Increase 336,359 333,012 134,933 643,500 659,588 676,077 692,979 710,304 728,061 31 Animal Control O&M - Assumes 2.5% Annual Increase 101,462 191,510 70,237 139,496 142,984 146,558 150,222 153,978 157,827 32 Transfers Out - - - - - - - - -
34 M isc. Cha
rges - - - - - - - - -
35 Total Operating Expenditures 95,773,605 109,078,323 80,062,214 117,962,003 121,774,540 126,097,749 130,587,967 135,252,164 140,097,622 36 Capital 1,069,840 4,489,405 627,943 4,119,331 - - - - - 37 Total Expenditures 96,843,445$ 113,567,728$ 80,690,157$ 122,081,334$ 121,774,540$ 126,097,749$ 130,587,967$ 135,252,164$ 140,097,622$ 38 39 Add: Cash VMUS Loan Payment (VMUS Paid to General Fund) 1,000,000 850,143 - - - - - - - 40 Subtract: General Fund Subsidy of LTF (eff. FY2028) - - - - 12,154 365,368 374,502 383,865 41 Surplus/(Deficit) $ 18,615,632 $ 5,076,095 $ 9,985,290 $ (8,958,338) $ (15,736,388) $ (7,176,121) $ (9,435,312) $ (12,149,606) $ (14,392,277) 42 Prior Period Net Revenue/Expenditure Cash Related Transactions 2,520,834.84 43 44 Cash Balance 91,282,884$ 96,358,978$ 101,268,174$ 87,400,640$ 71,664,253$ 64,488,132$ 55,052,820$ 42,903,214$ 28,510,937$ 45 Cash Balance ($Mils) 91 96 101 87 72 64 55 43 29 46 Reserve Level Percent (Cash Balance / Total Expenditures ) 94% 85% 126% 72% 59% 51% 42% 32% 20% 47 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) 16,463,386 19,306,514 13,717,327 20,753,827 20,701,672 21,436,617 22,199,954 22,992,868 23,816,596 48 General Fund Reserve Requirement ($Mils) 16 19 14 21 21 21 22 23 24 49 50 Surplus/(Deficit) Reserve for Capital 74,819,498 77,052,465 87,550,847 66,646,814 50,962,581 43,051,515 32,852,866 19,910,346 4,694,341 Total Restricted Cash 16,463,386 19,306,514 13,717,327 20,753,827 20,701,672 21,436,617 22,199,954 22,992,868 23,816,596 Total Unrestricted Cash 74,819,498 77,052,465 87,550,847 66,646,814 50,962,581 43,051,515 32,852,866 19,910,346 4,694,341 Cash Balance (EOY) 91,282,884 96,358,978 101,268,174 87,400,640 71,664,253 64,488,132 55,052,820 42,903,214 28,510,937 51 52 Public Sa
fety Maintenance (Old Method; for reference )
53 Public Safety Maintenance
54 Sheriff Increase Over FY21 Baseline ($29,072,435) 6,350,388 6,907,590 (2,350,406) 10,471,406 12,053,159 14,109,439 16,268,533 18,535,581 20,915,982 55 Fire Increase Over FY21 Baseline (Personnel + O&M) ($9,388,583 + $3,232,942) 4,994,812 7,097,917 1,710,606 8,464,025 9,096,592 9,720,402 10,362,232 11,022,608 11,702,066 56 Code Compliance Over FY21 Baseline (Personnel + O&M) ($491,891 + $309,662) 375,006 33,622 (79,729) 469,529 504,444 540,326 577,202 615,100 654,048 57 Animal Control Over FY21 Baseline (Personnel + O&M) ($701,404 + $418,662) (666,408) 328,179 (436,107) (201,080) (174,207) (146,545) (118,071) (88,761) (58,591) 58 Revenue Necessary to Maintain Baseline Public Safety 11,053,799 14,367,307 (1,155,636) 19,203,880 21,479,988 24,223,622 27,089,896 30,084,528 33,213,505 59 CITY OF VICTORVILLE
CASH FLOW FOR FUND 100 - GENERAL FUND
FISCAL YEAR 2027-2032 - 3% COLA

EXHIBIT B
73 Actuals Revised Budget YTD Actuals Proposed Forecast Forecast Forecast Forecast Forecast Line Fiscal Year 2024/2025 2025/2026 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 1 CASH ON HAND (Begin FY) 50,590,108$ 62,150,359$ 62,150,359$ 38,055,022$ 38,055,022$ 29,089,910$ 29,102,693$ 29,122,346$ 29,149,205$ 2 Revenues
3S a l e s T a x 29,066,067 28,469,000 17,444,504 30,340,000 31,146,000 32,128,000 33,130,000 34,121,000 34,462,210 4 Fines and Forfeitures 95 - - - - - - - -
5 Licenses & Permits 226,570 210,000 201,680 222,000 224,220 226,462 228,727 231,014 233,324 8 Charges for Services 912,086 946,000 847,048 940,300 949,703 959,200 968,792 978,480 988,265 9 Investment Income 4,409,057 1,500,000 1,011,812 2,000,000 2,020,000 2,040,200 2,060,602 2,081,208 2,102,020 13 Misc. Revenue 3,837,276 8,500 6,328 8,500 8,585 8,671 8,758 8,845 8,934 14 Deputy at Mall with Macerich 317,152 338,219 300,485 372,040 375,760 379,518 383,313 387,146 391,018 15 Total Revenues 38,768,304$ 31,471,719$ 19,811,858$ 33,882,841$ 34,724,269$ 35,742,052$ 36,780,193$ 37,807,695$ 38,185,773$ 16 17 Expenditures
18 Personnel 2,871,459 4,430,663 2,026,502 3,705,745 3,816,918 3,931,425 4,049,368 4,170,849 4,295,974 19 Fire Personnel - Assumes Increases Stipulated in Fire MOU; 3% Increases Thereafter 4,342,470 5,340,230 3,776,716 6,034,138 6,215,162 6,401,617 6,593,665 6,791,475 6,995,220 20 Code Compliance - Personnel Costs - Assumes 3% Annual Increase 1,457,770 1,850,966 1,273,467 1,885,564 1,942,131 2,000,395 2,060,407 2,122,219 2,185,886 21 Animal Control - Personnel Costs - Assumes 3% Annual Increase 582,290 707,706 784,089 964,473 993,407 1,023,209 1,053,905 1,085,522 1,118,088 22 Sheriff Contract - Assumes 6.3% FY 26, 10% FY27 ; 4% 28, 5% thereafter 2,660,026 3,019,071 2,332,089 3,321,118 3,453,963 3,626,661 3,807,994 3,998,394 4,198,313 23 Operations & Maintenance 2,686,343 3,723,557 827,851 3,400,851 3,502,877 3,607,963 3,716,202 3,827,688 3,942,518 24 Fire Operations & Maintenance - Assumes 3% Annual Increase 834,845 1,095,611 526,993 836,660 861,760 887,613 914,241 941,668 969,918 25 Code Compliance O&M - Assumes 3% Annual Increase 218,386 451,659 128,516 529,927 545,825 562,200 579,066 596,438 614,331 26 Animal Control O&M - Assumes 3% Annual Increase 94,457 125,286 70,601 117,806 121,340 124,981 128,730 132,592 136,570 27 Cost Allocation Paid 608,321 1,189,126 311,765 623,529 636,000 648,720 661,694 674,928 688,4 26 28 Transfers Out ( Transfer Cash to Fund 260 Wellness Center) - 1,356,189 1,356,189 - - - - - - 29 Wellness Center Backstop - 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 - 30 Public Safety Maintenance Level 7,156,284 14,210,477 14,210,477 8,795,852 - 11,314,488 11,595,268 11,839,062 13,006,113 31 Total Operating Expenditures 23,512,652 39,100,541 29,225,255 31,815,663 23,689,381 35,729,270 36,760,540 37,780,835 38,151,358 32 Capital
Capital (Excluding Police Station and Fire Apparatus) 4,848,753 15,166,515 3,285,071 2,067,178 Fire Engine ( Per Tony to be Purchased FY26) - 1,300,000 - - - - - - - Police Station 20,000,000
33 Total Expenditures 28,361,405$ 55,567,056$ 32,510,326$ 33,882,841$ 43,689,381$ 35,729,270$ 36,760,540$ 37,780,835$ 38,151,358$ 34 35 Surplus/(Deficit) $ 10,406,899 $ (24,095,337) $ (12,698,468) $ - $ (8,965,112) $ 12,782 $ 19,653 $ 26,860 $ 34,415 36 Prior Period Net Revenue/Expenditure Cash Related Transactions $ 1,153,352 37 38 Cash Balance 62,150,359$ 38,055,022$ 49,451,891$ 38,055,022$ 29,089,910$ 29,102,693$ 29,122,346$ 29,149,205$ 29,183,620$ 39 Cash Balance ($Mils) 61 38 49 38 29 29 29 29 29
40 Reserve Level Percent (Cash Balance / Total Expenditures ) 215% 68% 152% 112% 67% 81% 79% 77% 76% 41 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) 4,821,439 9,446,399 5,526,755 5,760,083 7,427,195 6,073,976 6,249,292 6,422,742 6,485,731 42 General Fund Reserve Requirement ($Mils) 5 9 6 6 7 6 6 6 6 43 44 Surplus/(Deficit) Reserve for Capital 56,175,568 28,608,623 43,925,136 32,294,939 21,662,715 23,028,717 22,873,054 22,726,463 22,697,889 45 46 Public Safety Maintenance
47 Surplus Reserve for Fire Apparatus 1,550,000 1,025,000 1,025,000 1,800,000 2,575,000 3,350,000 4,125,000 4,900,000 5,675,000 48 Surplus Reserve for Police Station 12,000,000 16,000,000 16,000,000 20,000,000 49 Surplus Reserve for Other Capital 42,625,568 11,583,623 26,900,136 10,494,939 19,087,715 19,678,717 18,748,054 17,826,463 17,022,889 50 51
52 Total Restricte
d Cash 4,821,438.81 9,446,399.49 5,526,755.41 5,760,082.97 7,427,194.84 6,073,975.86 6,249,291.74 6,422,741.95 6,485,730.84 53 Total Unrestricted Cash 56,175,568.08 28,608,622.83 43,925,135.97 32,294,939.35 21,662,715.46 23,028,716.79 22,873,053.93 22,726,463.25 22,697,888.96 54 Cash Balance (EOY) 60,997,006.89 38,055,022.32 49,451,891.38 38,055,022.32 29,089,910.31 29,102,692.65 29,122,345.66 29,149,205.20 29,183,619.81 55 56
57 Public Safety Maintenance
58 Public Safety Maintenance
59 Percent of Measure P Revenue for PSM - 17,445,736.62$ 14,162,273.48$ 8,915,336.10$ 15,247,278.45$ -$ 16,083,923.45$ 16,551,086.69$ 17,013,462.55$ 17,183,597.63$ 60 15,247,278.45$
15,247,278.45$ (8,965,112.01)$ 16,096,705.80$ 16,570,739.70$ 17,040,322.09$ 17,218,012.23$

CITY OF VICTORVILLE
CASH FLOW FOR FUND 105 - MEASURE P FUND
FISCAL YEAR 2027-2032 - 3% COLA

EXHIBIT C
74 Actuals YTD Revised Budget Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Line Fiscal Year 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 1 CASH ON HAND (Begin FY) 70,146,417$ 91,282,884$ 95,165,017$ 95,165,017$ 84,242,785$ 67,900,600$ 49,586,347$ 27,681,325$ 2,674,780$ (26,712,513)$ (59,169,095)$ (95,637,638)$ (136,345,308)$ 2 Revenues
3 Taxes - FY 25 Based on Actuals; Assumes 1% Annual Increase 6,970,143 6,873,900 7,339,400 7,412,794 7,486,922 7,561,791 7,637,409 7,713,783 7,790,921 7,868,830 7,947,519 8,026,994 8,107,264 4 Sales Tax - per HdL Projection 29,395,613 30,028,690 31,561,747 32,399,773 33,421,238 34,463,628 35,494,899 35,849,848 36,208,346 36,570,430 36,936,134 37,305,496 37,678,551 5 Property Tax - Assumes 1% Annual Increase 25,220,408 25,015,000 25,494,500 25,749,445 26,006,939 26,267,009 26,529,679 26,794,976 27,062,925 27,333,555 27,606,890 27,882,959 28,161,789 6 Licenses & Permits - Assumes 1% Annual Increase 2,593,638 2,477,000 2,458,600 2,483,186 2,508,018 2,533,098 2,558,429 2,584,013 2,609,853 2,635,952 2,662,311 2,688,935 2,715,824 7 Fines and Forfeitures-Assumes 1% Annual Increase 191,742 165,450 180,950 182,760 184,587 186,433 188,297 190,180 192,082 194,003 195,943 197,902 199,881 8 Intergovernmental - Assumes 1% Annual Increase 233,388 225,500 226,000 228,260 230,543 232,848 235,177 237,528 239,904 242,303 244,726 247,173 249,645 9 Charges for Services - Assumes 1% Annual Increase 5,067,587 3,796,756 3,931,111 3,970,422 4,010,126 4,050,228 4,090,730 4,131,637 4,172,954 4,214,683 4,256,830 4,299,398 4,342,392 10 Investment Income - Assumes 1% Annual Increase 4,518,528 4,168,433 4,558,080 4,603,661 4,649,697 4,696,194 4,743,156 4,790,588 4,838,494 4,886,879 4,935,747 4,985,105 5,034,956 11 Sales of Asse
ts 44,791 - - - - -
12 Pass Through - RPTTF 14,691,714 14,691,714 13,500,000 13,635,000 13,771,350 13,909,064 14,048,154 14,188,636 14,330,522 14,473,827 14,618,566 14,764,751 14,912,399 13 Transfers In - Assumes 1% Annual Increase 34,062 - - - - - - - - - - 14 Cost Allocations Received - CPI Increase FY 2026, 2% thereafter 10,318,724 10,805,041 11,248,265 11,360,747 11,587,962 11,819,721 12,056,116 12,297,238 12,543,183 12,794,047 13,049,928 13,310,926 13,577,145 15 Misc. Revenue - Assumes 1% Annual Increase 2,094,120 1,243,831 1,014,912 1,025,061 1,035,312 1,045,665 1,056,122 1,066,683 1,077,350 1,088,123 1,099,004 1,109,994 1,121,094 16 Strike Team Reimbursement - Not budgeted, Will present to Council as they occur. 662,678 - 17 School Resource Officer (SRO)-Assumes 1% Annual Increase 2,244,647 1,188,991 1,165,700 1,177,357 1,189,131 1,201,022 1,213,032 1,225,162 1,237,414 1,249,788 1,262,286 1,274,909 1,287,658 18 Public Service Maintenance (Transfer from MS P) 7,156,284 14,210,477 15,232,059 8,518,535 5,835,860 6,391,093 5,495,367 5,540,295 4,856,603 5,663,628 5,709,847 5,723,982 383,068 19 Sheriff's Contract Credits - Dependent on vacancies, injuries; 3,021,010 2,902,896 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 20 Total Revenues 114,459,077$ 117,507,407$ 117,507,407$ 113,247,001$ 112,417,685$ 114,857,794$ 115,846,567$ 117,110,568$ 117,660,551$ 119,716,047$ 121,025,731$ 122,318,524$ 118,271,665$ 21 22 Expenditures
23 Personnel excluding below - Assumes 3% Annual Increase 22,509,856 29,408,167 30,361,101 31,271,934 32,210,092 33,176,394 34,171,686 35,196,837 36,252,742 37,340,324 38,460,534 39,614,350 40,802,780 24 Fire Personnel - Assumes Increases Stipulated in Fire MOU; 3% Increases Thereafter 13,425,904 15,492,521 15,436,365 15,899,456 16,376,440 16,867,733 17,373,765 17,894,978 18,431,828 18,984,782 19,554,326 20,140,956 20,745,184 25 Code Compliance - Personnel Costs - Assumes 3% Annual Increase 840,199 502,162 591,175 608,910 627,177 645,992 665,372 685,333 705,893 727,070 748,882 771,349 794,489 26 Animal Control - Personnel Costs - Assumes 3% Annual Increase 352,230 1,220,367 926,330 954,120 982,743 1,012,225 1,042,592 1,073,870 1,106,086 1,139,269 1,173,447 1,208,650 1,244,910 27 Sheriff Contract - Assumes 6.3% FY 26, 4% FY27 & 28, 5% thereafter 35,422,823 35,980,025 37,779,026 39,667,977 41,651,376 43,733,945 45,920,642 48,216,674 50,627,508 53,158,883 55,816,827 58,607,669 61,538,052 28 Operations and Maintenance - Assumes 2.5% Annual Increase 18,594,338 21,989,517 24,681,375 25,298,410 25,930,870 26,579,142 27,243,620 27,924,711 28,622,828 29,338,399 30,071,859 30,823,656 31,594,247 29 Fire Operations & Maintenance - Assumes 2.5% Annual Increase 4,190,433 5,117,071 5,498,448 5,663,401 5,804,986 5,950,111 6,098,863 6,251,335 6,407,618 6,567,809 6,732,004 6,900,304 7,072,812 30 Code Compliance O&M - Assumes 2.5% Annual Increase 336,359 333,012 617,374 632,808 648,628 664,844 681,465 698,502 715,964 733,863 752,210 771,015 790,290 31 Animal Cont
rol O&M - Assumes 2.5% Annual Increase 101,462 191,510 141,526 145,064 148,690 152,408 156,218 160,123 164,126 168,229 172,435 176,746 181,165 32 Transfers Out
34 Misc. Charges -
35 Total Operating Expenditures 95,773,605 109,919,885 109,919,885 120,142,079 124,381,002 128,782,794 133,354,224 138,102,363 143,034,594 148,158,629 153,482,524 159,014,694 164,763,930 Debt Service 4,015,000 4,013,500 4,014,750 4,013,500 4,014,750 4,013,250 4,014,000 4,011,750 4,011,500 4,013,000 36 Capital 1,069,840 4,263,525 3,901,334 - - - - - - - - - 37 Total Expenditures 96,843,445$ 114,475,417$ 114,475,417$ 124,157,079$ 128,394,502$ 132,797,544$ 137,367,724$ 142,117,113$ 147,047,844$ 152,172,629$ 157,494,274$ 163,026,194$ 168,776,930$ 38 39 Add: Cash VMUS Loan Payment
(VMUS Paid to General Fund) 1,000,000 850,143
40 Subtract: General Fund Subsidy of LTF (eff. FY2025) 12,154 365,368 374,502 383,865 41 Surplus/(Deficit) $ 18,615,632 $ 3,882,133 $ 3,882,133 $ (10,922,232) $ (16,342,185) $ (18,314,252) $ (21,905,022) $ (25,006,545) $ (29,387,293) $ (32,456,582) $ (36,468,543) $ (40,707,670) $ (50,505,265) 42 Prior Period Net Revenue/Expenditure Cash Related Transactions 2,520,834.84 43 44 Cash Balance 91,282,884$ 95,165,017$ 99,047,149$ 84,242,785$ 67,900,600$ 49,586,347$ 27,681,325$ 2,674,780$ (26,712,513)$ (59,169,095)$ (95,637,638)$ (136,345,308)$ (186,850,573)$ 45 Cash Balance ($Mils) 91 95 99 84 68 50 28 3 (27) (59) (96) (136) (187) 46 Reserve Level Percent (Cash Balance / Total Expenditures ) 94% 83% 87% 68% 53% 37% 20% 2% -18% -39% -61% -84% -111% 47 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) 16,463,386 19,460,821 19,460,821 21,106,703 21,827,065 22,575,582 23,352,513 24,159,909 24,998,133 25,869,347 26,774,027 27,714,453 28,692,078 48 General Fund Reserve Requirement ($Mils) 16 19 19 21 22 23 23 24 25 26 27 28 29 49 50 Surplus/(Deficit) Reserve for Capital 74,819,498 75,704,196 79,586,328 63,136,081 46,073,534 27,010,765 4,328,812 (21,485,129) (51,710,647) (85,038,442) (122,411,665) (164,059,761) (215,542,651) Total Restricted Cash 16,463,386 19,460,821 19,460,821 21,106,703 21,827,065 22,575,582 23,352,513 24,159,909 24,998,133 25,869,347 26,774,027 27,714,453 28,692,078 Total Unrestricted C
ash 74,819,498 75,704,196 79,586,328 63,136,081 46,073,534 27,010,765 4,328,812 (21,485,129) (51,710,647) (85,038,442) (122,411,665) (164,059,761) (215,542,651) Cash Balance (EOY) 91,282,884 95,165,017 99,047,149 84,242,785 67,900,600 49,586,347 27,681,325 2,674,780 (26,712,513) (59,169,095) (95,637,638) (136,345,308) (186,850,573) 51 52 Public Safety Maintenance (Old Method; for reference ) 53 Public Safety Maintenance
54 Sheriff Increase Over FY21 Baseline ($29,072,435) 6,350,388 6,907,590 8,706,591 10,595,542 12,578,941 14,661,510 16,848,207 19,144,239 21,555,073 24,086,448 26,744,392 29,535,234 32,465,617 55 Fire Increase Over FY21 Baseline (Personnel + O&M) ($9,388,583 + $3,232,942) 4,994,812 7,988,067 8,313,288 8,941,333 9,559,901 10,196,319 10,851,104 11,524,789 12,217,921 12,931,067 13,664,805 14,419,735 15,196,471 56 Code Compliance Over FY21 Baseline (Personnel + O&M) ($491,891 + $309,662) 375,006 33,622 406,995 440,165 474,252 509,283 545,284 582,282 620,305 659,381 699,539 740,811 783,227 57 Animal Control Over FY21 Baseline (Personnel + O&M) ($701,404 + $418,662) (666,408) 291,778 (52,244) (20,916) 11,334 44,533 78,710 113,894 150,113 187,398 225,782 265,297 305,975 58 Revenue Necessary to Maintain Baseline Public Safety 11,053,799 15,221,056 17,374,630 19,956,123 22,624,429 25,411,646 28,323, 306 31,365,203 34,543,411 37,864,294 41,334,519 44,961,076 48,751,290 59 *Note - Cost Allocation on cash flow different from Budget due to no chnage to CDBG allocation

CITY OF VICTORVILLE
CASH FLOW FOR FUND 100 - GENERAL FUND
FISCAL YEAR 2026-2037

EXHIBIT D
75 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 1

SOURCES AND USES OF FUNDS
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Sources:

Bond Proceeds:

Par Amount 61,700,000.00
Premium 4,374,044.15
66,074,044.15
Uses:

Project Fund Deposits:

Project Fund 65,000,000.00
Delivery Date Expenses:

Cost of Issuance 250,000.00
Underwriter's Discount 308,500.00
Insurance (35 bps) 421,417.50
Surety (225 bps) 90,365.63
1,070,283.13
Other Uses of Funds:

Additional Proceeds 3,761.02
66,074,044.15

EXHIBIT E
76 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 2

BOND SUMMARY STATISTICS
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Dated Date 05/01/2026
Delivery Date 05/01/2026
Last Maturity 05/01/2056
Arbitrage Yield 4.357021%
True Interest Cost (TIC) 4.519228%
Net Interest Cost (NIC) 4.653731%
All-In TIC 4.551736%
Average Coupon 5.000000%
Average Life (years) 19.029
Duration of Issue (years) 12.087
Par Amount 61,700,000.00
Bond Proceeds 66,074,044.15
Total Interest 58,705,000.00
Net Interest 54,639,455.85
Total Debt Service 120,405,000.00
Maximum Annual Debt Service 4,016,250.00
Average Annual Debt Service 4,013,500.00
Underwriter's Fees (per $1000)
Average Takedown
Other Fee 5.000000
Total Underwriter's Discount 5.000000
Bid Price 106.589213
Par Average Average
Bond Component Value Price Coupon Life
Serial Bond 30,710,000.00 111.339 5.000% 12.096
Term Bond 2051 13,620,000.00 103.420 5.000% 23.097
Term Bond 2056 17,370,000.00 102.452 5.000% 28.097
61,700,000.00 19.029
All-In Arbitrage
TIC TIC Yield
Par Value 61,700,000.00 61,700,000.00 61,700,000.00
+ Accrued Interest
+ Premium (Discount) 4,374,044.15 4,374,044.15 4,374,044.15 - Underwriter's Discount (308,500.00) (308,500.00)
- Cost of Issuance Expense (250,000.00)
- Other Amounts (511,783.13) (511,783.13) (511,783.13)
Target Value 65,253,761.02 65,003,761.02 65,562,261.02
Target Date 05/01/2026 05/01/2026 05/01/2026
Yield 4.519228% 4.551736% 4.357021%
77 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 3

BOND PRICING
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Maturity
Bond Component Date Amount Rate Yield Price
Serial Bond:
05/01/2027 930,000 5.000% 2.510% 102.443
05/01/2028 975,000 5.000% 2.460% 104.927
05/01/2029 1,025,000 5.000% 2.460% 107.302
05/01/2030 1,075,000 5.000% 2.440% 109.699
05/01/2031 1,130,000 5.000% 2.480% 111.781
05/01/2032 1,185,000 5.000% 2.540% 113.610
05/01/2033 1,245,000 5.000% 2.620% 115.131
05/01/2034 1,305,000 5.000% 2.690% 116.527
05/01/2035 1,370,000 5.000% 2.760% 117.743
05/01/2036 1,440,000 5.000% 2.880% 118.306
05/01/2037 1,515,000 5. 000% 3.050% 116.698 C
05/01/2038 1,590,000 5. 000% 3.200% 115.300 C
05/01/2039 1,670,000 5. 000% 3.320% 114.196 C
05/01/2040 1,750,000 5. 000% 3.450% 113.015 C
05/01/2041 1,840,000 5. 000% 3.600% 111.670 C
05/01/2042 1,930,000 5. 000% 3.760% 110.256 C
05/01/2043 2,025,000 5. 000% 3.890% 109.123 C
05/01/2044 2,130,000 5. 000% 4.030% 107.918 C
05/01/2045 2,235,000 5. 000% 4.150% 106.899 C
05/01/2046 2,345,000 5. 000% 4.230% 106.225 C
30,710,000
Term Bond 2051:
05/01/2051 13,620,000 5. 000% 4.570% 103.420 C
Term Bond 2056:
05/01/2056 17,370,000 5. 000% 4.690% 102.452 C
61,700,000
Dated Date 05/01/2026
Delivery Date 05/01/2026
First Coupon 11/01/2026
Par Amount 61,700,000.00
Premium 4,374,044.15
Production 66,074,044.15 107.089213%
Underwriter's Discount (308,500.00) (0.500000%)
Purchase Price 65,765,544.15 106.589213%
Accrued Interest
Net Proceeds 65,765,544.15
78 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 4

BOND DEBT SERVICE
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Annual
Period Debt Debt
Ending Principal Coupon Interest Service Service
11/01/2026 1,542,500 1,542,500
05/01/2027 930,000 5.000% 1,542,500 2,472,500 4,015,000 11/01/2027 1,519,250 1,519,250
05/01/2028 975,000 5.000% 1,519,250 2,494,250 4,013,500 11/01/2028 1,494,875 1,494,875
05/01/2029 1,025,000 5.000% 1,494,875 2,519,875 4,014,750 11/01/2029 1,469,250 1,469,250
05/01/2030 1,075,000 5.000% 1,469,250 2,544,250 4,013,500 11/01/2030 1,442,375 1,442,375
05/01/2031 1,130,000 5.000% 1,442,375 2,572,375 4,014,750 11/01/2031 1,414,125 1,414,125
05/01/2032 1,185,000 5.000% 1,414,125 2,599,125 4,013,250 11/01/2032 1,384,500 1,384,500
05/01/2033 1,245,000 5.000% 1,384,500 2,629,500 4,014,000 11/01/2033 1,353,375 1,353,375
05/01/2034 1,305,000 5.000% 1,353,375 2,658,375 4,011,750 11/01/2034 1,320,750 1,320,750
05/01/2035 1,370,000 5.000% 1,320,750 2,690,750 4,011,500 11/01/2035 1,286,500 1,286,500
05/01/2036 1,440,000 5.000% 1,286,500 2,726,500 4,013,000 11/01/2036 1,250,500 1,250,500
05/01/2037 1,515,000 5.000% 1,250,500 2,765,500 4,016,000 11/01/2037 1,212,625 1,212,625
05/01/2038 1,590,000 5.000% 1,212,625 2,802,625 4,015,250 11/01/2038 1,172,875 1,172,875
05/01/2039 1,670,000 5.000% 1,172,875 2,842,875 4,015,750 11/01/2039 1,131,125 1,131,125
05/01/2040 1,750,000 5.000% 1,131,125 2,881,125 4,012,250 11/01/2040 1,087,375 1,087,375
05/01/2041 1,840,000 5.000% 1,087,375 2,927,375 4,014,750 11/01/2041 1,041,375 1,041,375
05/01/2042 1,930,000 5.000% 1,041,375 2,971,375 4,012,750 11/01/2042 993,125 993,125
05/01/2043 2,025,000 5.000% 993,125 3,018,125 4,011,250 11/01/2043 942,500 942,500
05/01/2044 2,130,000 5.000% 942,500 3,072,500 4,015,000 11/01/2044 889,250 889,250
05/01/2045 2,235,000 5.000% 889,250 3,124,250 4,013,500 11/01/2045 833,375 833,375
05/01/2046 2,345,000 5.000% 833,375 3,178,375 4,011,750 11/01/2046 774,750 774,750
05/01/2047 2,465,000 5.000% 774,750 3,239,750 4,014,500 11/01/2047 713,125 713,125
05/01/2048 2,590,000 5.000% 713,125 3,303,125 4,016,250 11/01/2048 648,375 648,375
05/01/2049 2,715,000 5.000% 648,375 3,363,375 4,011,750 11/01/2049 580,500 580,500
05/01/2050 2,855,000 5.000% 580,500 3,435,500 4,016,000 11/01/2050 509,125 509,125
05/01/2051 2,995,000 5.000% 509,125 3,504,125 4,013,250 11/01/2051 434,250 434,250
05/01/2052 3,145,000 5.000% 434,250 3,579,250 4,013,500 11/01/2052 355,625 355,625
05/01/2053 3,300,000 5.000% 355,625 3,655,625 4,011,250 11/01/2053 273,125 273,125
05/01/2054 3,465,000 5.000% 273,125 3,738,125 4,011,250 11/01/2054 186,500 186,500
05/01/2055 3,640,000 5.000% 186,500 3,826,500 4,013,000 11/01/2055 95,500 95,500
05/01/2056 3,820,000 5.000% 95,500 3,915,500 4,011,000
61,700,000 58,705,000 120,405,000 120,405,000
79 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 5

BOND DEBT SERVICE
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Period Debt
Ending Principal Coupon Interest Service
05/01/2027 930,000 5.000% 3,085,000 4,015,000
05/01/2028 975,000 5.000% 3,038,500 4,013,500
05/01/2029 1,025,000 5.000% 2,989,750 4,014,750
05/01/2030 1,075,000 5.000% 2,938,500 4,013,500
05/01/2031 1,130,000 5.000% 2,884,750 4,014,750
05/01/2032 1,185,000 5.000% 2,828,250 4,013,250
05/01/2033 1,245,000 5.000% 2,769,000 4,014,000
05/01/2034 1,305,000 5.000% 2,706,750 4,011,750
05/01/2035 1,370,000 5.000% 2,641,500 4,011,500
05/01/2036 1,440,000 5.000% 2,573,000 4,013,000
05/01/2037 1,515,000 5.000% 2,501,000 4,016,000
05/01/2038 1,590,000 5.000% 2,425,250 4,015,250
05/01/2039 1,670,000 5.000% 2,345,750 4,015,750
05/01/2040 1,750,000 5.000% 2,262,250 4,012,250
05/01/2041 1,840,000 5.000% 2,174,750 4,014,750
05/01/2042 1,930,000 5.000% 2,082,750 4,012,750
05/01/2043 2,025,000 5.000% 1,986,250 4,011,250
05/01/2044 2,130,000 5.000% 1,885,000 4,015,000
05/01/2045 2,235,000 5.000% 1,778,500 4,013,500
05/01/2046 2,345,000 5.000% 1,666,750 4,011,750
05/01/2047 2,465,000 5.000% 1,549,500 4,014,500
05/01/2048 2,590,000 5.000% 1,426,250 4,016,250
05/01/2049 2,715,000 5.000% 1,296,750 4,011,750
05/01/2050 2,855,000 5.000% 1,161,000 4,016,000
05/01/2051 2,995,000 5.000% 1,018,250 4,013,250
05/01/2052 3,145,000 5. 000% 868,500 4,013,500
05/01/2053 3,300,000 5. 000% 711,250 4,011,250
05/01/2054 3,465,000 5. 000% 546,250 4,011,250
05/01/2055 3,640,000 5. 000% 373,000 4,013,000
05/01/2056 3,820,000 5. 000% 191,000 4,011,000
61,700,000 58,705,000 120,405,000
80 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 6

PROJECT FUND
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Project Fund (PROJ)
Interest Scheduled
Date Deposit @ 4.3570211% Principal Draws Balance
05/01/2026 65,000,000 65,000,000 65,000,000
65,000,000 0 65,000,000 65,000,000
Arbitrage Yield: 4.3570211%
81 Dec 11, 2025 12:40 pm Prepared by DBC Finance (Finance 8.901 Beaumont:VICT_JPA-2026LRBS) Page 7

FORMULA VERIFICATION
Victorville Joint Powers Financing Authority
Series 2026 Lease Revenue Bonds
---------------------------------------------------------------------------------------------------- Assumes S&P A+Underlying/AA insured Rates as of December 10, 2025 ---------------------------------------------------------------------------------------------------- Component Formula Value
INS .35% of total adjusted Debt Service 421,417.50
SRTY Maximum annual Debt Service * 2.25% 90,365.63
SRTY 10% of Reasonable Par Amount * 2.25% 148,666.60
SRTY 125% of average annual adjust ed Debt Service * 2.25% 112,879.69 SRTY Surety (225 bps) 90,365.63
82 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Fo recast Foreca st Forecast Line Fiscal Year 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 1 CASH ON HAND (Begin FY) -$ 5,208,367$ 6,620,685$ 6,023,009$ 6,642,905$ 7,562,080$ 7,962,895$ 13,324,744$ 8,882,626$ 6,728,210$ 8,269,768$ 2 Revenues
3S a l e s T a x 5,056,666.67 31,146,000 32,128,000 33,130,000 34,121,000 34,462,210 34,806,832 35,154,900 35,506,449 35,861,514 36,220,129 4 Interest Income 151,700 934,380 963,840 993,900 1,023,630 1,033,866 1,044,205 1,054,647 1,065,193 1,075,845 1,086,604 5 6 Total Revenues 5,208,367$ 32,080,380 $ 33,091,840 $ 34,123,900$ 35,144,630$ 35,496,076$ 35,851,037$ 36,209,547$ 36,571,643$ 36,937,359$ 37,306,733$ 7 8 Expenditures
9 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
10 0 0000000 00 0
11 0 0000000 00 0
12 0 0000000 00 0
13 Total Operating Expenditures - - - - - - - - - - - 14 Capital - -
15 Police Station - 5 Year Interfund loan -$ 11,735,538$ 11,735,538$ 11,735,538$ 11,735,538$ 11,735,538$ -$ -$ -$ -$ -$ 16 Fire 0 0000000 00 0
17 Fire Station - Expansion of 313 0 10,533,37 8000000 00 0 18 Fire Station 316 - New 4 bay station 0 0 0 0 8,694,556 6,567,288 0 0 0 0 0 19 Fire Station 317 - New 3 bay station 0 000000 7 ,283,928 6,523,866 5,375,666 0 20 Roads: 0 0000000 00 0
21 Street Preservation Treatments – Slurry Seal & Mi cro Surfacing 0 2,121,800 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 22 Consultant Services: Citywide Street Rehab Projects 0 212,180 218,545 225,102 231,855 238,810 245,975 253,354 260,955 268,783 276,847 23 Construction: Citywide Street Rehab Projects 0 0 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 6,921,169 24 Consultant Services Citywide Street Reconstruction Projects 0 1,273,080 1,311,272 1,350,611 1,391,129 1,432,863 1,475,849 1,520,124 1,565,728 1,612,700 1,661,081 25 Construction: Citywide Street Reconstruction Projects 0 0 0 5,064,790 5,216,733 5,373,235 5,534,432 5,700,465 5,871,479 6,047,624 13,150,222 26 Traffic Signals 0 1,060,900 1,092,727 0 0 0 3,689,622 2,533,540 2,609,546 2,687,833 5,536,935 27 Storm Water 0 0000000 00 0
28 Storm Drain Reconstruction 0 0 546,364 3,376,5260000 00 0 29 Storm Drain Crossing 0 0 819,545 2,251,018 2,318,548 2,388,105 2,459,748 5,067,080 0 2,687,833 2,768,468 30 S torm Drain Construction 0 0000000 0 671,958 5,536,935 31 Groundwater 0 0000000 00 0
32 RW Service to Cemex Design & 2 yrs. Of Construction 0 3,731,185 13,594,617 4,998,3850000 00 0 33 Extended SCLA RW Supply 0 0000000 00 0
34 E xtension 1, 12-inch pipeline design and construction 0 0000 1 ,541,880 7,622,758 0 0 0 0 35 S ite Conversion, design and construction 0 0000 4 4,777 221,377 0 0 0 0 36 E xtension 2, 12-inch pipeline design and construction 0 000000 1 ,730,155 4,276,786 4,405,089 0 37 B ooster Pump Station, design and construction 0 0000 327,290 1,011,079 0 0 0 0 38 1 .5 MG RW Tank, design and construction 0 0000 669,266 3,308,853 0 0 0 0 39 S ite Conversion, design and construction 0 0000000 244,645 1,209,525 0 40 Parks: 0 0000000 00 0
41 S ports Complex 0 000000 1 1,495,938 11,840,817 0 0
42 W est Side Skate Park 0 0000000 313,146 5,053,126 0
43 Total Expenditures -$ 30,668,061$ 33,689,516$ 33,504,004$ 34,225,455$ 35,095,261$ 30,489,188$ 40,651,665$ 38,726,060$ 35,395,801$ 38,620,125$ 44 45 Surplus/(Deficit) Revenues over Expenditures $ 5,208,367 $ 1,412,319 $ (597,676) $ 619,896 $ 919,175 $ 400,815 $ 5,361,849 $ (4,442,118) $ (2,154,417) $ 1,541,559 $ (1,313,392) 46 47
Cash Balance (End of FY) $ 5,208,367 $ 6,620,685 $ 6,023,009 $ 6,642,905 $ 7,562,080 $ 7,962,895 $ 13,324,744 $ 8,882,626 $ 6,728,210 $ 8,269,768 $ 6,956,376 48 Ca
sh Balance ($M
ils) 5 7 6 7 8 8 13 9 7 8 7
49 Re
serve Level Percent (Cash Balance / Total Expenditures) 100% 22% 18% 20% 22% 23% 44% 22% 17% 23% 18% 50 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) - 5,213,570 5,727,218 5,695,681 5,818,327 5,966,194 5,183,162 6,910,783 6,583,430 6,017,286 6,565,421 51 General Fund Reserve Requirement ($Mils) - 5 6 6 6 6 5 7 7 6 7 52 53 Surplus/(Deficit) Reserve for Capital 1,407,115 295,791 947,224 1,743,752 1,996,701 8,141,582 1,971,843 144,780 2,252,482 390,955 54 55 Public Safety Maintenance
56 Surplus Reserve
57 58 CPI for Expenditures 3.00%

CITY OF VICTORVILLE
CASH FLOW - NEW TAX MEASURE - INTERFUND LOAN FOR 5 YEARS FISCAL YEAR 2028-2037

EXHIBIT F
83 Forecast Forecast Forecast Forecast Forecast Forecast Fore cast Forecast Forecast For ecast Forecast Line Fiscal Year 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 1 CASH ON HAND (Begin FY) -$ 5,208,367$ 5,541,111$ 8,627,323$ 12,750,239$ 14,143,209$ 7,773,385$ 12,612,735$ 12,458,450$ 9,839,124$ 8,709,727$ 2 Revenues
3S a l e s T a x 5,056,666.67 31,146,000 32,128,000 33,130,000 34,121,000 34,462,210 34,806,832 35,154,900 35,506,449 35,861,514 36,220,129 4 Interest Income 151,700 934,380 963,840 993,900 1,023,630 1,033,866 1,044,205 1,054,647 1,065,193 1,075,845 1,086,604 5 6 Total Revenues 5,208,367$ 32,080,380 $ 33,091,840 $ 34,123,900$ 35,144,630$ 35,496,076$ 35,851,037$ 36,209,547$ 36,571,643$ 36,937,359$ 37,306,733$ 7 8 Expenditures
9 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
10 0 0000000 00 0
11 0 0000000 00 0
12 0 0000000 00 0
13 Total Operating Expenditures - - - - - - - - - - - 14 Capital - -
15 Police Station - 10 Year Interfund loan -$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 6,449,712$ 16 Fire 0 0000000 00 0
17 Fire Station - Expansion of 313 0 10,533,37 8000000 00 0 18 Fire Station 316 - New 4 bay station 0 0 0 0 8,694,556 6,567,288 0 0 0 0 0 19 Fire Station 317 - New 3 bay station 0 0000000 1 0,447,958 7,379,243 0 20 Roads: 0 0000000 00 0
21 Street Preservation Treatments – Slurry Seal & Mi cro Surfacing 0 2,121,800 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 22 Consultant Services: Citywide Street Rehab Projects 0 212,180 218,545 225,102 231,855 238,810 245,975 253,354 260,955 268,783 276,847 23 Construction: Citywide Street Rehab Projects 0 0 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 24 Consultant Services Citywide Street Reconstruction Projects 0 1,273,080 1,311,272 1,350,611 1,391,129 1,432,863 1,475,849 1,520,124 1,565,728 1,612,700 1,661,081 25 Construction: Citywide Street Reconstruction Projects 0 0 0 5,064,790 5,216,733 5,373,235 5,534,432 5,700,465 5,871,479 6,047,624 6,229,052 26 Traffic Signals 0 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 1,229,874 1,266,770 1,304,773 1,343,916 1,384,234 27 Storm Water 0 0000000 00 0
28 Storm Drain Reconstruction 0 530,450 0 3,376,5260000 00 0 29 Storm Drain Crossing 0 0 819,545 4,502,035 0 4,776,209 0 5,067,080 0 5,375,666 0 30 S torm Drain Construction 0 0000000 0 671,958 5,536,935 31 Groundwater 0 0000000 00 0
32 RW Service to Cemex Design & 2 yrs. Of Construction 0 9,566,135 12,437,419 00000 0 0 33 Extended SCLA RW Supply 0 0000000 00 0
34 Extension 1, 12-inch pipeline design and construction 0 0 0 0 1,496,971 7,400,736 0 0 0 0 0 35 S ite Conversion, design and construction 0 0000 4 4,777 221,377 0 0 0 0 36 E xtension 2, 12-inch pipeline design and construction 0 000000 1 ,730,155 2,185,200 2,936,726 3,024,828 37 Booster Pump Station, design and construction 0 0 0 0 317,757 0 1,011,079 0 0 0 0 38 1.5 MG RW Tank, design and construction 0 0 0 0 649,773 0 3,308,853 0 0 0 0 39 S ite Conversion, design and construction 0 0000000 244,645 604,762 622,905 40 Parks: 0 0000000 00 0
41 Sports Complex 0 0 3,305,499 3,404,664 3,506,804 3,612,008 3,720,368 3,831,979 0 42 W est Side Pool Complex 0 00000 2 ,894,672 5,477,113 5,641,426 0 0 43 W est Side Skate Park 0 0000000 332,216
44 Total Expenditures -$ 31,747,635$ 30,005,628$ 30,000,984$ 33,751,660$ 41,865,900$ 31,011,687$ 36,363,833$ 39,190,969$ 38,066,756$ 31,054,746$ 45 46 Surplus/(Deficit) Revenues over Expenditures $ 5,208,367 $ 332,745 $ 3,086,212 $ 4,122,916 $ 1,392,970 $ (6,369,824) $ 4,839,350 $ (154,286) $ (2,619,326) $ (1,129,397) $ 6,251,987 47 48
Cash Balance (End of FY) $ 5,208,367 $ 5,541,111 $ 8,627,323 $ 12,750,239 $ 14,143,209 $ 7,773,385 $ 12,612,735 $ 12,458,450 $ 9,839,124 $ 8,709,727 $ 14,961,714 49 Cas
h Balanc
e ($Mils) 5 6 9 13 14 8 13 12 10 9 15
50 Reserve Level Percent (Cash Balance / Total Expenditures) 100% 17% 29% 42% 42% 19% 41% 34% 25% 23% 48% 51 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) - 5,397,098 5,100,957 5,100,167 5,737,782 7,117,203 5,271,987 6,181,852 6,662,465 6,471,349 5,279,307 52 General Fund Reserve Requirement ($Mils) - 5 5 5 6 7 5 6 7 6 5 53 54 Surplus/(Deficit) Reserve for Capital 144,013 3,526,366 7,650,072 8,405,427 656,182 7,340,749 6,276,598 3,176,659 2,238,378 9,682,407 55 56 Public Safety Maintenance
57 Surplus Reserve
58 CPI for Expenditures 3.00%

CITY OF VICTORVILLE
CASH FLOW - NEW TAX MEASURE - INTERFUND LOAN FOR 10 YEARS FISCAL YEAR 2028-2037

EXHIBIT G
84 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Foreca st Forecast Fore cast Forecast Line Fiscal Year 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 1 CASH ON HAND (Begin FY) -$ 5,208,367$ 7,447,049$ 12,254,337$ 24,852,202$ 20,925,322$ 9,025,240$ 18,048,843$ 17,086,444$ 13,393,679$ 9,892,962$ 2 Revenues
3S a l e s T a x 5,056,666.67 31,146,000 32,128,000 33,130,000 34,121,000 34,462,210 34,806,832 35,154,900 35,506,449 35,861,514 36,220,129 4 Interest Income 151,700 934,380 963,840 993,900 1,023,630 1,033,866 1,044,205 1,054,647 1,065,193 1,075,845 1,086,604 5 6 Total Revenues 5,208,367$ 32,080,380 $ 33,091,840 $ 34,123,900$ 35,144,630$ 35,496,076$ 35,851,037$ 36,209,547$ 36,571,643$ 36,937,359$ 37,306,733$ 7 8 Expenditures
9 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
10 0 0000000 00 0
11 0 0000000 00 0
12 0 0000000 00 0
13 Total Operating Expenditures - - - - - - - - - - - 14 Capital - -
15 Police Station - 10 Year Interfund loan -$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 4,755,954$ 16 Fire 0 0000000 00 0
17 Fire Station - Expansion of 313 0 10,533,37 8000000 00 0 18 Fire Station 316 - New 4 bay station 0 0 0 0 8,694,556 6,567,288 0 0 0 0 0 19 Fire Station 317 - New 3 bay station 0 0000000 1 0,447,958 7,379,243 0 20 Roads: 0 0000000 00 0
21 Street Preservation Treatments – Slurry Seal & Mi cro Surfacing 0 2,121,800 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 22 Consultant Services: Citywide Street Rehab Projects 0 218,545 225,102 231,855 238,810 245,975 253,354 260,955 268,783 276,847 23 Construction: Citywide Street Rehab Projects 0 0 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 24 Consultant Services Citywide Street Reconstruction Projects 0 1,273,080 1,311,272 1,350,611 1,391,129 1,432,863 1,475,849 1,520,124 1,565,728 1,612,700 1,661,081 25 Construction: Citywide Street Reconstruction Projects 0 0 0 5,064,790 5,216,733 5,373,235 5,534,432 5,700,465 5,871,479 6,047,624 6,229,052 26 Traffic Signals 0 1,060,900 1,092,727 1,125,509 1,159,274 1,194,052 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 27 Storm Water 0 0000000 00 0
28 Storm Drain Reconstruction 0 530,450 3,278,181 00000 00 0 29 Storm Drain Crossing 0 0 819,545 4,502,035 0 4,776,209 0 5,067,080 0 5,375,666 0 30 S torm Drain Construction 0 0000000 0 671,958 5,536,935 31 Groundwater
32 RW Service to Cemex Design & 2 yrs. Of Construction 0 9,566,135 12,437,419 00000 0 0 33 Extended SCLA RW Supply 0 0000000 00 0
34 Extension 1, 12-inch pipeline design and construction 0 0 0 0 1,496,971 7,400,736 0 0 0 0 0 35 S ite Conversion, design and construction 0 0000 4 4,777 221,377 0 0 0 0 36 E xtension 2, 12-inch pipeline design and construction 0 000000 6 ,797,235 3,334,478 0 0 37 Booster Pump Station, design and construction 0 0 0 0 317,757 0 1,011,079 0 0 0 0 38 1.5 MG RW Tank, design and construction 0 0 0 0 649,773 0 3,308,853 0 0 0 0 39 S ite Conversion, design and construction 0 0000000 244,645 1,209,525 0 40 Parks: 0 0000000 00 0
41 Sports Complex 0 0 0 0 10,520,412 10,836,025 0 0 0 0 0 42 W est Side Pool Complex 0 00000 2 ,894,672 5,477,113 5,641,426 0 0 43 W est Side Skate Park 0 0000000 313,146 5,053,126 0
44 Total Expenditures -$ 29,841,697$ 28,284,552$ 21,526,035$ 39,071,510$ 47,396,159$ 26,827,434$ 37,171,946$ 40,264,408$ 40,438,076$ 26,765,273$ 45 46 Surplus/(Deficit) Revenues over Expenditures $ 5,208,367 $ 2,238,683 $ 4,807,288 $ 12,597,865 $ (3,926,880) $ (11,900,082) $ 9,023,603 $ (962,399) $ (3,692,765) $ (3,500,717) $ 10,541,460 47 48
Cash Balance (End of FY) $ 5,208,367 $ 7,447,049 $ 12,254,337 $ 24,852,202 $ 20,925,322 $ 9,025,240 $ 18,048,843 $ 17,086,444 $ 13,393,679 $ 9,892,962 $ 20,434,423 49 Cash
Balance ($M
ils) 5 7 12 25 21 9 18 17 13 10 20
50 Reserve Level Percent (Cash Balance / Total Expenditures) 100% 25% 43% 115% 54% 19% 67% 46% 33% 24% 76% 51 General Fund Reserve Requirement 17% (Total Expenditures x 17% ) - 5,073,089 4,808,374 3,659,426 6,642,157 8,057,347 4,560,664 6,319,231 6,844,949 6,874,473 4,550,096 52 General Fund Reserve Requirement ($Mils) - 5 5 4 7 8 5 6 7 7 5 53 54 Surplus/(Deficit) Reserve for Capital 2,373,961 7,445,964 21,192,776 14,283,165 967,893 13,488,179 10,767,213 6,548,730 3,018,489 15,884,326 55 56 Public Safety Maintenance
57 Surplus Reserve
58 CPI for Expenditures 3.00%

CITY OF VICTORVILLE
CASH FLOW - NEW TAX MEASURE- PRIVATE LENDING FOR 15 YEARS FISCAL YEAR 2028-2037

EXHIBIT H
85 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Foreca st Forecast Fore cast Forecast Line Fiscal Year 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 1 CASH ON HAND (Begin FY) -$ 5,208,367$ 13,735,151$ 7,718,721$ 7,718,721$ 7,403,499$ 8,905,038$ 7,080,685$ 8,537,043$ 11,239,681$ 7,799,163$ 2 Revenues
3S a l e s T a x 5,056,666.67 31,146,000 32,128,000 33,130,000 34,121,000 34,462,210 34,806,832 35,154,900 35,506,449 35,861,514 36,220,129 4 Interest Income 151,700 934,380 963,840 993,900 1,023,630 1,033,866 1,044,205 1,054,647 1,065,193 1,075,845 1,086,604 5 6 Total Revenues 5,208,367$ 32,080,380 $ 33,091,840 $ 34,123,900$ 35,144,630$ 35,496,076$ 35,851,037$ 36,209,547$ 36,571,643$ 36,937,359$ 37,306,733$ 7 8 Expenditures
9 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
10 0 0000000 00 0
11 0 0000000 00 0
12 0 0000000 00 0
13 Total Operating Expenditures - - - - - - - - - - - 14 Capital - -
15 Police Station - 10 Year Interfund loan -$ 4,015,000$ 4,013,500$ 4,014,750$ 4,013,500$ 4,014,750$ 4,013,250$ 4,014,000$ 4,011,750$ 4,011,500$ 4,013,000$ 16 Fire 0 0000000 00 0
17 Fire Station 316 - New 4 bay station 0 0 6,648,901 6,753,0530000 00 0 18 Fire Station 317 - New 3 bay station 0 0000 2 ,567,212 15,496,411 0 0 0 0 19 Roads: 0 0000000 00 0
20 Street Preservation Treatments – Slurry Seal & Mi cro Surfacing 0 2,121,800 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 21 Consultant Services: Citywide Street Rehab Projects 0 212,180 218,545 225,102 231,855 238,810 245,975 253,354 260,955 268,783 276,847 22 Construction: Citywide Street Rehab Projects 0 0 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 6,523,866 6,719,582 6,921,169 23 Consultant Services Citywide Street Reconstruction Projects 0 1,273,080 1,311,272 1,350,611 1,391,129 1,432,863 1,475,849 1,520,124 1,565,728 1,612,700 1,661,081 24 Construction: Citywide Street Reconstruction Projects 0 3,713,150 3,824,545 5,064,790 6,376,007 5,373,235 5,534,432 9,500,776 9,785,799 10,079,373 10,381,754 25 Traffic Signals 0 2,121,800 2,185,454 2,251,018 2,318,548 2,388,105 2,459,748 2,533,540 2,609,546 2,687,833 2,768,468 26 Storm Water 0 0000000 00 0
27 Storm Drain Reconstruction 0 530,450 3,278,181 00000 00 0 28 Storm Drain Crossing 0 0 819,545 4,502,035 0 4,776,209 0 5,067,080 2,609,546 5,375,666 3,460,585 29 S torm Drain Construction 0 0000000 0 671,958 5,536,935 30 Groundwater 0 0000000 00 0
31 RW Service to Cemex Design & 2 yrs. Of Construction 0 9,566,135 12,437,419 00000 00 0 32 Extended SCLA RW Supply 0 0000000 00 0
33 Extension 1, 12-inch pipeline design and construction 0 0 0 0 1,496,971 7,400,736 0 0 0 0 0 34 S ite Conversion, design and construction 0 0000 4 4,777 221,377 0 0 0 0 35 E xtension 2, 12-inch pipeline design and construction 0 000000 6 ,797,235 3,334,478 0 0 36 Booster Pump Station, design and construction 0 0 0 0 317,757 981,630 0 0 0 0 0 37 1.5 MG RW Tank, design and construction 0 0 0 0 649,773 0 3,308,853 0 0 0 0 38 S ite Conversion, design and construction 0 0000000 244,645 1,209,525 0 39 Parks: 0 0000000 00 0
40 Sports Complex 0 0 0 6,809,328 14,027,216000 00 0
42 W est Side Skate Park 0 0000000 313,146 5,053,126 0
43 Total Expenditures -$ 23,553,595$ 39,108,270$ 35,472,721$ 35,459,853$ 33,994,537$ 37,675,390$ 34,753,189$ 33,869,005$ 40,377,877$ 37,788,306$ 44 45 Surplus/(Deficit) Revenues over Expenditures $ 5,208,367 $ 8,526,785 $ (6,016,430) $ (1,348,821) $ (315,223) $ 1,501,539 $ (1,824,353) $ 1,456,358 $ 2,702,638 $ (3,440,518) $ (481,574) 46 47
Cash Balance $ 5,208,367 $ 13,735,151 $ 7,718,721 $ 6,369,900 $ 7,403,499 $ 8,905,038 $ 7,080,685 $ 8,537,043 $ 11,239,681 $ 7,799,163 $ 7,317,589 48 Cash Balanc
e ($Mils
) 5 14 8 6 7 9 7 9 11 8 7
49 Reserve Level Percent (Cash Balance / Total Expenditures) 100% 58% 20% 18% 21% 26% 19% 25% 33% 19% 19% 50 Reserve Requirement 17% (Total Expenditures x 17% ) - 4,004,111 6,648,406 6,030,363 6,028,175 5,779,071 6,404,816 5,908,042 5,757,731 6,864,239 6,424,012 51 Reserve Requirement ($Mils) - 4 7 6 6 6 6 6 6 7 6
52 53 Surplus/(Deficit) Reserve for Capital 9,731,040 1,070,316 339,538 1,375,324 3,125,966 675,869 2,629,001 5,481,950 934,924 893,577 54 55 Public Safety Maintenance
56 Surplus Reserve
CPI for Expenditures 3.00%

CITY OF VICTORVILLE
CASH FLOW - NEW TAX MEASURE - DEBT SERVICE FOR 30 YEARS FISCAL YEAR 2028-2037

EXHIBIT I
86