Presentation
FISCAL YEAR 2026-2027
MAY 21, 2026
CITY COUNCIL
BUDGET
WORKSHOP
1 City Council
Elizabeth Becerra
Mayor
Tiffany Gaudin
Councilmember
Leslie Irving
Councilmember
Corrine Mora
Councilmember
Bob Harriman
Mayor Pro Tem
2 Executive Team
Keith C. Metzler
City Manager
Tony Camargo
Deputy City Manager
Scott Webb
Deputy City Manager
Jenele Davidson
Deputy City Manager
3 Airport Director
James Murawski
Building Official
Joseph Slegers
City Clerk
Jennifer Thompson
City Engineer
Fredy Bonilla
City Planner
Alex Jauregui
Code Enforcement
Official
Jorge Duran
Director of
Community
Services
Donna Meester
Director of Finance
/ City Treasurer
Carmen Cun
Public Works &
Water Director
Doug Mathews
Fire Chief
Robert Clemmer
Human Resources
Officer
Heather Barber
Police Captain
Jerry Davenport
Public Information
Officer
Sue Jones
Director of Electric
Utility Services
Brenda Hampton
The Leadership Team
Legal Counsel
City Attorney – Andre de Bortnowsky
4 City Manager’s
Budget Message
“This Budget has been prepared with the
guidance, vision, and support of the City Council.
It reflects a tremendous amount of coordination,
planning, and collaboration among staff across all
departments. As a result of their dedication and
hard work, I am pleased to present this balanced
budget.”
-Keith C. Metzler
5 Citywide
Budget
Comparison
Citywide Budget FY 2025-2026 FY 2026-2027
Total Revenues: $376,296,015 $403,130,821
Total Expenditures: $387,669,612 $396,762,028
Revenue Over Expenditures: $(11,373,597) $6,368,793
Capital Improvements: $45,022,575 $33,686,619
Total Funds Managed 87 87
6 Total Citywide
Expenditures
by Fund Type
Total expenditures of
$396.8 million, including
33.7 million in capital.
Citywide Expenditures
7 Citywide Revenue & Expenditures
By Category
8 REVENUE
Capital 8.5%
Cost Allocation Paid 2.7%
Debt
Services
8.0%
Operations and Maintenance 46.9%
Personnel 24.9%
Production Costs 5.0% Transfer Out 4.0%
EXPENDITURES
Historical
Trend:
Budgeted vs.
Actuals
Citywide Funds
9 FY 2022 FY 2023 FY 2024 FY 2025
Budgeted Expenditures 458,598,790 494,569,511 489,342,126 520,221,018 Actual Expenditures 307,973,756 385,464,711 354,627,092 350,787,109 Budgeted Revenue 442,273,643 465,674,194 432,216,886 447,961,827 Actual Revenue 345,176,364 436,843,275 396,510,653 396,749,228 0 100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
General Fund Overview
General Fund Budget Fiscal Year 2026-2027
Total Revenues $120,259,598
Total Expenditures $121,370,746
Surplus / (Deficit) $ (1,111,148)
10 Revenues
Expenditures
O & M - 56.6%
Personnel - 40.0%
Capital - 3.4%
General Fund Major Revenue Sources
Revenue Sources 2024 Actuals 2025 Actuals 2026 Actuals 2026 Revised Budget
2027 Proposed
Budget
% Change from
2026 to 2027
% of GF 2027
Budget
Sales Tax 29,907,932 29,395,613 18,234,299 30,028,690 31,321,747 4.3% 26.0% Property Tax 23,524,344 25,220,408 11,405,509 25,015,000 25,494,500 1.9% 21.2% Pass Through-RPTTF 13,290,534 14,691,714 12,758,275 14,691,714 15,000,000 2.1% 12.5% Cost Allocation 9,974,905 10,318,724 5,286,901 10,805,041 11,248,265 4.1% 9.4% Franchise Fees 5,033,608 5,296,386 2,137,594 5,373,900 5,507,409 2.5% 4.6% Charges for Services 3,531,349 5,068,497 3,342,949 3,796,756 4,044,911 6.5% 3.4% Licenses & Permits 2,882,400 2,593,638 2,080,924 2,477,000 2,446,100 -1.2% 2.0% Investment Income 4,008,683 4,608,126 3,667,379 4,168,433 4,558,080 9.3% 3.8% Transient Occupancy Tax 1,640,447 1,673,757 994,621 1,500,000 1,500,000 0.0% 1.2% Fines & Fees 679,863 191,742 105,420 165,450 182,450 10.3% 0.2% All Other Revenues 13,060,475 13,944,365 22,839,716 19,773,195 18,956,136 -4.1% 15.7% Total GF Revenues 107,534,541 113,002,969 82,853,588 117,795,179 120,259,598 100% 11 General Fund
Expenditures
by Department
General Fund
12 Building 2.1%
City Management 4.2%
Code Compliance 1.9%
Community Services
14.1%
Engineering 1.0%
Finance 4.0%
Fire 17.6%
General 0.4%
Human Resources
6.0%
Information
Technology 8.0%
Planning 1.6%
Police 35.4%
Public Works 3.7%
General Fund
Reserve
17% Forecast
Fiscal Year 2026/27 2027/28 2028/29 2029/30 2030/31
Total Revenues 120.26 107.50 117.92 123.35 125.28
Sheriff Contract 38.95 40.90 42.94 45.09 47.34
Public Safety 23.26 23.95 24.67 25.41 26.18
Expenditures 59.16 56.70 58.40 60.15 61.95
Total Expenditures 121.37 121.55 126.01 130.65 135.47
General Fund Subsidy to LTF 0.00 0.01 0.37 0.37 0.38
Surplus/(Deficit) (1.11) (14.06) (8.46) (7.68) (10.58)
Reserve Balance 95.25 81.19 72.73 65.05 54.47
17% Reserve Requirement 20.63 20.66 21.42 22.21 23.03
Surplus Available 74.61 60.53 51.31 42.84 31.44
General Fund Reserve Level 78% 67% 58% 50% 40%
(In Millions of Dollars)
Based on the forecasted budgeted amounts, not actual expenditures.
Historically, actual expenditures have been lower than budgeted amounts. 13 Reserve
Requirement
vs.
5 Year Forecast
General Fund Reserve
14 2026-27 2027-28 2028-29 2029-30 2030-31
Reserve Amount 95,247,830 81,190,799 72,729,327 65,052,021 54,472,063 17% Reserve Requirement 20,633,027 20,663,148 21,422,089 22,210,750 23,030,371 -
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
General Fund
Historical
Performance
Revenues & Expenditures – Budgeted vs. Actuals
FY 2022 FY 2023 FY 2024 FY 2025
Budgeted Expenditures 83,807,837 95,157,275 101,650,799 109,793,042 Actual Expenditures 76,562,137 87,689,207 90,622,416 96,364,148 Budgeted Revenue 85,854,421 88,549,008 94,126,345 101,744,950 Actual Revenue 88,265,697 98,859,719 107,884,099 114,701,412 0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
15 Historical
Expenditures
vs.
Reserves
FY 2022 FY 2023 FY 2024 FY 2025
Budgeted Expenditures 83,807,837 95,157,275 101,650,799 109,793,042 Actual Expenditures 76,562,137 87,689,207 90,622,416 96,364,148 Required Reserves 17% 14,247,332 16,176,737 17,280,636 16,463,386 Actual Reserves at Year End 45,429,562 52,271,614 70,146,417 91,282,884 0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
General Fund
16 Public Safety
Police – Fire – Code Compliance – Animal Services
17 Code Compliance &
Animal Services
Total Personnel:
➢Department Administration = 3 FTEs
➢Animal Services Division = 12 FTEs, 8 PTs
➢Code Compliance Division = 20 FTEs
➢5 Assigned to Homeless Engagement Team
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
Revenues Expenditures
$980,000
$4,794,539 $188,000
$3,925,234
Revenues and Expenditures
Code Compliance
Animal Services
General Fund & Measure P Budget
Total Revenues $1,168,000
Total Expenditures $8,719,773
18 Fire
General Fund & Measure P
Total Personnel
➢ Floor Staff = 75 FTEs
➢ Administrative = 12 FTEs
➢ Fire Prevention = 6 FTEs
19 General Fund Revenue $153,062
Measure P Revenue 1,124,300
Total Revenue $1,277,362
General Fund Expenditures $21,809,599
Measure P Expenditures 9,064,551
Total Expenditures $30,874,150
Revenue,
$1,277.362
Expenditures,
$30,874,150
Revenue Expenditures
Police
Law Enforcement Services Contract
➢ Proposed Schedule A Cost = $41,992,496
Total Personnel
➢ Sworn Police Officers = 103 FTEs
➢ Non-Sworn Peace Officers = 43.33 FTEs
➢ Includes Office Staff & Dispatchers
20 General Fund Revenue $1,993,914
Measure P Revenue 369,491
Total Revenue $2,363,405
General Fund Expenditures $42,957,016
Measure P Expenditures 7,071,911
Total Expenditures $50,028,927
Revenue,
$2,363,405
Expenditures,
$50,028,927
Revenue Expenditures
Measure P Overview
21 Revenues & Expenditures
Cash on Hand $38,055,022
Projected Revenues 33,880,291
Projected Expenditures* 39,583,535
Projected Ending Balance $32,351,778
*Projected expenditures exclude capital in the
amount of $4.75 million reserved for fire
apparatus and the police station.
22 Fiscal Year 2027
Highlight
Expenditures
➢ Continue prioritizing efforts to strengthen
traffic enforcement initiatives
➢ Acquire advanced EMS and Hazmat
equipment to expand Fire Department
capabilities
➢ Expand building improvements at the
Animal Care and Adoption Center to
enhance animal care services
➢ Implement ADA enhancements across
various parks
➢ Fund Police Station and Fire Department
apparatus reserve
Highlights:
23 Measure P
Reserve 17%
Forecast
Measure P
Fiscal Year 2026/27 2027/28 2028/29 2029/30 2030/31
Total Revenues 33.88 34.33 34.81 35.86 36.72
Sheriffs Contract 3.10 3.25 3.42 3.59 3.77
Public Safety Maintenance 15.92 1.72 10.43 14.32 14.66
Expenditures 20.56 40.13 20.68 21.24 21.82
Total Expenditures 39.58 45.10 34.52 39.15 40.25
Surplus/(Deficit) (5.70) (10.77) 0.29 (3.29) (3.53)
Reserve Balance 32.35 21.59 21.88 18.59 15.06
17% Reserve Requirement 6.73 7.67 5.87 6.66 6.84
Surplus Available 25.62 13.92 16.01 11.93 8.21
Measure P Reserve Level 82% 48% 63% 47% 37%
(In Millions of Dollars)
Based on the forecasted budgeted amounts, not actual expenditures.
Historically, actual expenditures have been lower than budgeted amounts. 24 Reserve
Requirements
vs.
5 Year Forecast
Measure P Reserve
25 2026-27 2027-28 2028-29 2029-30 2030-31
Reserve Amount 32,351,778 21,590,333 21,877,612 18,586,831 15,056,357 17% Reserve Requirement 6,729,201 7,666,237 5,868,729 6,655,274 6,842,207 -
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Enterprise & Special
Revenue Funds
26 Enterprise & Special Revenue Funds
Fund Revenues Expenditures Surplus / (Deficit)
Sewer / Sanitary – Fund 425 $41,523,244 $36,969,938 $4,553,306 Solid Waste – Funds 426-428 $35,982,087 $31,799,859 $4,182,228 Southern California Logistic Airport – Funds
450-456 $35,223,071 $34,810,667 $412,404
Storm Drain – Fund 202 $1,962,200 $1,648,203 $313,997
Street Lighting Fund – Fund 200 $4,233,632 $3,672,606 $561,026 Victorville Municipal Utility Services (VMUS) –
Funds 419-423 $31,578,148 $23,509,635 $8,068,513
Water – Funds 410-416 $63,760,533 $57,161,179 $6,599,354 27 Budgeted Items By
Strategic Goal
28 Expenditures
by
Strategic
Goal
Strategic Plan Goals
29 Goal A: Financial Sustainability 4.4%
Goal B: Public Safety 14.6%
Goal C: Community &
Economic
Development 0.6%
Goal D: Reduce
Homelessness 12.4%
Goal E: Invest in Infrastructure
61.6%
Goal F: Communication &
Outreach 1.7%
Goal G: Organizational Effectiveness
& Sustainability 4.7%
Expenditures by
Strategic Goal
Strategic Goal A: Financial Sustainability
Foster fiscal health through disciplined long-term
planning, cost control, increased revenues, and
cost recovery.
Finance Professional Consulting Services such as Badawi & Associates, HdL, Wildan, Nichols Consulting, NBS Consulting, Foster & Foster, Urban Futures, Inc., and Neumo
$358,190
City Manager Auto Park Signs $74,996
Information Technology Financial Systems such as OpenGov, ERP Enterprise, ActiveNet, Selectron, DebtBook, Euna Kiosk, and EnerGov
1,169,585
Measure P Professional Consulting Services from HdL $50,000 Code Compliance Collection services such as Data Ticket and DocuPet $260,000 30 Expenditures by
Strategic Goal
Strategic Goal B: Public Safety
Implement public safety strategies to support a
thriving and growing community.
Code Compliance Code Compliance Vehicle $160,000
Code Compliance (Measure P) Animal Wash Station, Code Compliance vehicle and Animal Care and adoption Center updates
$347,000
Fire Motorola 8000 portable radios, Fire station 312 Patio Cover, Fire Station 311 first floor replacement, Fire Station exterior paint, Conceptual & Construction design for fire station
$739,464
Fire (Measure P) Hazmat identification monitor, Zoll X-series advanced cardiac monitor, Mobile pump test trailer, Apparatus replacement schedule, Five stair steppers, Logistics warehouse improvements, Fire Station 313, 314 & 315 Swamp coolers.
$1,182,210
Police (Measure P) Capital reserve for future police stations $4,000,000 31 Expenditures by
Strategic Goal
Strategic Goal C: Community and Economic
Development
Support the economic vitality and preservation of
the community for all its members.
City Manager Old Town Activation - Consist of Consultant for events planning including vendor coordination, entertainment, and marketing. Public Safety cost, permits, utilities, seasonal décor, and staff support are also included.
$150,000
Economic Development Business Development & Marketing: Tradeshows, Chamber of Commerce sponsorships, and various other marketing campaigns $131,850
32 Expenditures by
Strategic Goal
Strategic Goal D: Reduce Homelessness
Implement effective solutions to reduce
homelessness.
Economic Development City's Wellness Center Operation Costs $3,874,093 Measure P Wellness Center backstop funding $1,600,000
33 Expenditures by
Strategic Goal
Strategic Goal E: Invest in Infrastructure
Create a healthy and livable community by
maintaining the city’s assets through investment in
infrastructure and innovations.
Airport Airport - Boom lift, 4.25-ton loader, Building 520 improvements, Building 728 parking lot, Roof replacement for Building 732, Building 733, Building 738, Building 739, and Building 744; Dump trailer, 2 - F250 trucks w/ utility box, Patch trailer, SCLAsecurity upgrade, and a water truck. $2,640,000
Engineering Citywide Pavement Preservation & Maintenance Project, Air Expressway Improvement Project, Amethyst Rd. Sidewalk Project, Bear Valley Rd.
Improvement Project, Citywide Sewer Appurtenance Replacement Project, Citywide Storm Drain Replacement Project, Ridgecrest Rd. at Bluff Crest St. & Vista Point Drive, Traffic Signal Security & Interconnect Upgrade Project. 12,041,000
Information
Technology
Network firewalls, Network hardware upgrades, Data backup Solution and AV Upgrade.
$1,225,000
34 Expenditures by
Strategic Goal
Strategic Goal E: Invest in Infrastructure (Continued)
Create a healthy and livable community by
maintaining the city’s assets through investment in
infrastructure and innovations.
Community Services HVAC replacement at Hook Community Center, Citywide camera installation phases 1 & 2, Floor replacement breakroom & kitchens, Trailer (20' enclosed box), Facilities HVAC mini-split at the Wellness Center MDF, New Facilities building renovation, Hydro jetting equipment, Utility 1- ton trucks (2), Roof replacement, Utility truck replacement (2), New walking paths/loops, Dog park, Trails Master Plan, Park expansion land acquisition, Solar light install at Village Park, Access control Sunset Ridge, Turf Tracer W-Sulky mower, Utility 3/4 ton trucks (2), Access control at Hook & Sunset Ridge, Evaporative coolers, 8th St. Community Center roof replacement.
$3,053,935
Community Services
(Measure P)
Utility truck for project crew, an ADA drinking fountain for Hook Park, Eva Dell Park and Sunset Ridge Park.
$212,548
35 Expenditures by
Strategic Goal
Strategic Goal E: Invest in Infrastructure (Continued)
Create a healthy and livable community by
maintaining the city’s assets through investment in
infrastructure and innovations.
VMUS RMLD remote methane leak detector, Circuit 40 & 50 Extension, Foxborough System Upgrade.
$1,945,466
Public Works & Water Ground penetrating radar, Replace Vehicles (4), Replace Vactor (1), Replace backhoe (1), Spare membrane permeate pump, Build Restroom at Avenal Treatment Plant, Mini excavator, Ram Pro-master, Pump to waste Balsam Treatment Plant, (APS) pedestrian push button system, 3 yard dump truck, 5' by 10' dump trailer, Auger bits and hydraulic drive, Christmas decor, DFAD 1 improvement project, Godwin nc200s bypass pump, Irrigation truck, Light Duty Shop extension, Stoddard Wells lift station booster, Truck replacements (2), UPS batteries, vehicle detection, Vermeer sc30tx stump grinder, Hwy 395 at Dos Palmas drainage repair project, 395 booster station, Block walls for Well 123 and 127, Auma valve actuators, Cl2 pumping and analyzing equipment, Data logger, Dump trailer, and a Forklift trailer.
$6,005,000
36 Expenditures by
Strategic Goal
Strategic Goal F: Communication and Outreach
Build strong connections with community partners,
residents, and employees.
Citywide Outreach Events Concerts in the Park, Fall Festival, Hallow-Boo, Spring Festival, and National Night Out.
$209,000
Library Summer Reading Program, Santa For Christmas, and supplies. $17,200 Recreation Festival of Lights, Fall Festival, Spring Festival, Veterans Parade, Concerts in the Park / Summer Events, Halloween Events, National Night Out, and 4th of July Fireworks.
$456,438
Public Works Public Works Day,Fats, Oils, and Grease (FOG) Program: Educational Materials and Supplies for community engagement and Community Cleanup Days.
$56,900
Public Information Office Victorville Bus 101 Tour. $15,600 37 Expenditures by
Strategic Goal
Strategic Goal G: Organizational Effectiveness and
Sustainability
Provide high-quality services through a commitment to
local government best practices and employee
development, support, and retention.
Human Resources Tuition Reimbursement and the continuation of the intern program $289,229 Public Works Courtyard East Gym Equipment Replacement $60,000 Airport & VMUS Gym Equipment Replacement $60,000
Citywide Training and Education: webinars, conferences, trainings, certifications, and all associated travel expense
$1,697,096
38 Personnel &
Organizational
Updates
39 Salary & Benefit
Recommendations➢3% COLA for Non-Represented Employees
➢3% COLA for employees represented by The
Victorville Professional Firefighters (Per MOU)
➢$200/mo. Increase to Fringe A
($1,200/month)*
➢$200/mo. Increase to Fringe Subsidy (Subsidy
up to $1,200/month)*
➢$2,500/year Tuition Reimbursement for Part
Time Employees
Proposed Recommendations:
*Applies to Non-Represented Employees and employees represented by The Victorville Professional Firefighters (Per MOU)
40 History of
COLA
Fiscal Year Resolution No. COLA CPI COLA Approved
2007-2008 08-129 3.80% 3.80%
2008-2009 08-131 3.30% 3.30%
2009-2010 09-082 -1.00% -1.00%
2010-2011 10-069 1.90% 0.00%
2011-2012 11-055 3.00% 3.00%
2012-2013 12-061 2.00% 0.00%
2013-2014 13-035 1.30% 0.00%
2014-2015 14-043 1.00% 1.00%
2015-2016 15-037 0.50% 1.70%
2016-2017 16-023 1.70% 1.70%
2017-2018 17-031 2.70% 2.70%
2018-2019 18-061 3.80% 3.80%
2019-2020 19-042 2.80% 0.00%
2020-2021 20-051 2.30% 0.00%
2021-2022 21-052 3.60% 3.60%
2022-2023 22-068 10.00% 10.00%
2023-2024 23-038 4.60% 3.00%
2024-2025 24-036 4.30% 3.00%
2025-2026 25-039 2.50% 3.00%
2026-2027 26-044 3.10% 3.00% (Proposed)
Cost of Living Adjustment History
41 Number of Positions by Department
Department FY 2024
No. of Positions
FY 2025
No. of Positions
FY 2026
No. of Positions
FY 2027
No. of Positions
Building 13 20 21 16
City Management 26 29 32 35
Code Compliance 32 35 35 35
Community Services 45 54 60 64
Engineering 40 44 30 30
Finance 48 48 48 49
Fire 93 86 85 93
Human Resources 11 12 14 15
Information Technology 18 18 19 19
Planning 13 14 9 9
Public Works & Water 166 163 181 180
Southern California Logistics Airport 27 27 26 26
Victorville Municipal Utilities Services 8 10 10 10
Total 540 560 570 581
42 Employees &
The City’s Population
Fiscal Year Resolution No. No. of Authorized Positions Fire Department Water Department COV Population* 2007-2008 08-129 643 Yes Yes 109,321
2008-2009 08-131 563 No Yes 112,252
2009-2010 09-082 394 No Yes 115,532
2010-2011 10-069 352 No Yes 117,326
2011-2012 11-055 315 No Yes 119,688
2012-2013 12-061 320 No Yes 122,370
2013-2014 13-035 332 No Yes 122,861
2014-2015 14-043 338 No Yes 123,466
2015-2016 15-037 343 No Yes 124,422
2016-2017 16-023 354 No Yes 124,727
2017-2018 17-031 372 No Yes 125,291
2018-2019 18-061 424 Yes Yes 125,694
2019-2020 19-042 415 Yes Yes 127,518
2020-2021 20-051 420 Yes Yes 127,170
2021-2022 21-052 459 Yes Yes 127,170
2022-2023 22-068 516 Yes Yes 136,561
2023-2024 23-038 538 Yes Yes 137,193
2024-2025 24-036 560 Yes Yes 138,202
2025-2026 25-039 570 Yes Yes 141,013
2026-2027 26-044 581 Yes Yes 139,680
*Source: California Department of Finance
43 Organizational
Changes
Effective July 1, 2026, the Fire Prevention
Division will be reassigned from the Building
Department to the Fire Department.
With this reorganization, six (6) positions will
be reassigned to the Fire Department. This
reorganization includes the following
positions:
➢ Deputy Fire Marshal
➢ Fire Investigator
➢ Fire Plan Checker
➢ Fire Inspector (3 positions)
44 Forward Look
45 Projects in
Planning Review
or Recently
Approved
Project Types:
Commercial
➢ Target Shopping Center – 30-acre expansion of Desert Sky Plaza with 11 new commercial buildings totaling approximately 311,522 sq. ft. of total building area, of which approximately 148,927 sq. ft. is slated to be Target located at the southeast corner of Roy Rogers Drive and Amargosa Road. ➢ Del Amo Motor Sports – Reuse of an existing building to establish an 89,000 square foot powersports sales, parts and service facility within an existing commercial building located at 14444 Atstar Drive.
➢ Walts Frozen Custard – New construction of a 5,900-square-foot restaurant with a drive-thru located approximately 400' feet west of the intersection of Locust Avenue and Bear Valley Road.
Industrial
➢ SCLA Industrial Warehouses – New construction of two industrial buildings totaling 1,706,000 sq. ft. located along the logical extension of Innovation Way west of Phantom East.
➢ Burrtec Waste Industries, Inc. – New construction of a 43,200 sq. ft.
Construction, demolition, and inert recovery and processing facility located north of and abutting Abbey Lane between East Abbey Lane (Bimini Lane) and Stoddard Wells Road.
46 Projects in
Planning Review
or Recently
Approved
Project Types:
Residential
47 DR Horton: 3 Tracts with 279 lots
Pacific Communities: 1 Tract with 94 lots
Legacy Homes: 5 Tracts with 404 lots
Richmond American Homes: 2 Tracts with 360 lots
LGI Homes: 2 Tracts with 239 lots
KB Home: 1 Tract with 135 lots
Private Developer: 1 Tract with 18 lots
Project Types:
Medical
➢ Desert Valley Hospital – Hospital expansion adding an 83,615 sq. ft. two- story building that includes a new Emergency Department on the first floor and a new Medical-Surgical Department on the second floor located at the existing hospital campus at 16850 Bear Valley Road.
➢ Medical Office – New construction of a 26,635 square-foot, two-story, multi- tenant medical office building located at the southeast corner of Business Center Drive and Silica Drive.
➢ Medical Office – New construction of a 8,095 sq. ft. medical/professional office building located east of and abutting Business Center Drive and north of Jasmine Street.
Hotels
➢ Woodspring Suites – New construction of a 113-room hotel located at the northeast corner of Cottonwood Avenue and Pahute Avenue.
Projects in
Planning Review
or Recently
Approved
48 Southern
California Logistics
Airport
On-Airport
➢ Tenable Airport owned assets at a 99% tenancy.
➢ Anticipate bringing an additional 50,000 square feet
of warehouse space to market to produce more
revenue.
➢ Creation of site map for future development along
Readiness St. and Phantom West.
➢ Continued investment in Airport assets and
infrastructure, thereby improving value and
longevity.
Off-Airport
➢ Continued investment in assets and infrastructure by
completing roadway and building projects.
➢ Covington anticipated to break ground on their first
development at the former golf course in FY 26/27.
49 Citywide
Infrastructure
Needs
$865
Million
Roads
$220M
Sports
Complex &
Skate Park
$22M
2 New Fire
Stations &
Expansion of
FS 313
$41M
Traffic Signals
$11M
IWWTP
Expansion &
Upgrades
$85M
Storm Water
Improvements
$353M
Police Station
& Civic Plaza
$91M
Reclaimed
Water
Improvements
$42M
50 1. The Leadership Team is available for detailed budget questions.
2. The City Council can provide feedback as to additional items it may want to see included in the budget.
3. Staff will evaluate/incorporate additional Council requests.
4. Staff will present the proposed budget for adoption at the June 2nd Regular City Council Meeting.
Next Steps:
51