(May 21) The union representing the lion’s share of workers for San Bernardino County rejected the latest contract offered to the various classifications of county workers by the county.  Of the 5,524 county employees who voted on the proposal, known as a tentative agreement, 3,523 voted no. The other 2,001 members of the San Bernardino Public Employees Association who are employed by the county who participated in the vote cast ballots of acceptance. Some 7,000 county employees represented by the union did not participate in the vote.
Two classifications of county workers, nursing division supervisors and managers, did accept the county’s offer.
In the county’s proposed contract, County Chief Executive Officer Greg Devereaux  asked that county workers make a seven percent contribution to their retirement fund, a contribution which here-to-now was paid for by the county. Workers were also to be required to pick up a larger share of their health insurance premiums.
The collective bargaining process is now expected to resume.
Representatives of the Service Employees International Union have been approaching county employees in an effort to convince them to ditch the San Bernardino Public Employees Association (SBPEA) in favor of the Service Employees International Union, the largest bargaining unit in the United States representing governmental employees.
Joaquin Miramontes, a union leader for Service Employees International Union in Los Angeles, said his union, known by its acronym SEIU, would offer San Bernardino County more effective representation and could obtain better terms in the employment contracts for employees than SBPEA.

(May 19) Tim Shackelford, who has twice served as the interim fire chief of the Chino Valley Fire District, last week was unanimously elevated to serve as the department’s fully designated chief, pursuant to a four-year contract.
District officials are hopeful that Shackleford’s oversight of the agency will end the spate of short-lived leadership tenures in Chino Valley. He succeeds Paul Segalla, who lasted as chief from March 2013 to March 2014, and Kirk Summers, who was chief from July 2010 to October 2012.
Summers and Shackleford resigned after their stewardship of the district clashed with the vision of the district’s board of directors. Paul Benson, whose tenure lasted ten years from July 2000 to July 2010, preceded Summers and remained on cordial terms with the board.
Shackleford has spend his entire career with Chino Valley, having been hired in 1991 just after the district formed and his father, Ray, was serving as fire chief.
Any suggestions that Tim Shackleford, 46, has been the beneficiary of a nepotistic culture in the agency were downplayed by members of the board, who insisted he had earned the promotion by his demonstration of competence, dedication and performance during his brief tenures as interim chief.

(May 23)  By Ruth Musser-Lopez
May 23, 2014.  A second “webinar” meeting of the “ad hoc” committee made up of those members of the public desiring to participate in the development of the Bureau of Land Management’s Route 66 Corridor Management Plan (CMP) was held yesterday, Thursday, May 22 from 10:30 to noon.  The “Visitor Experience” was the topic of this discussion.  Also discussed was the type of facilities and conveniences which should be available for the visitor driving Route 66 between Barstow and Needles.  The BLM administers the 50% to 60% of the Route that is on public land.
Jim Klein, BLM’s lead project consultant, initiated the conversation using a live broadcast over the internet along with phone conferencing.
The 21 participants were asked “What do you think a trip along Route 66 should be like through the Mojave Desert? We need your creative ideas and suggestions.”  Klein suggested a range of desirable visitor experiences or “outcomes” including interpretive, services, programming, events, educational activities or recreational experiences. Primary themes associated with the significance of Route 66 were listed and shown on the screen while participants considered who the target audience might be and how themes could be expanded or revised to develop exciting story lines that would be more interesting and meaningful to various target audiences.
Some of the themes suggested were the railroad era, where the original stops along the route were the water stops for steam engines on the adjacent railroad track—“book ending” the corridor are the Santa Fe Harvey Houses at Barstow and Needles as attractions drawing the Route 66 visitor.
Another theme is the 1930s depression and “Grapes of Wrath” era.  Scenic landscapes seen in the movie can still be seen almost entirely unaltered in their appearance today.  World War II and Patton’s maneuver area is another theme.  The Roaring 20s and the Prohibition is a theme that should be considered.   The “Doo Wop,”  “Googie” or Atomic style architecture of the late 1950s and early 1960s represents yet another theme.
Klein asked “Is the audience the existing Route 66 enthusiasts or should we be thinking about a future audience of the “millennial” generation. It was suggested that interviews be conducted with local business owners who now cater to these visitors in Barstow and Needles to learn who is currently visiting.  Participants suggested motorcyclist or bikers as one audience.  Another audience currently being developed is the Asian and European tourist market.  These visitors would be flown into Los Angeles, from where they would begin a “golden triangle” trip route, lured by Las Vegas, they could then see the Grand Canyon and drive back to Los Angeles via Route 66.
Organizations and businesses are interested in stimulating the economy and are hoping that new experiences along Route 66 might entice visitors not just to come but also to stay longer.
An overriding general concern of the group was the desire to keep Route 66 authentic and how to do this while protecting it.  According to Klein, a study by Rutgers University indicated that most visitors were there to see the real America, the authentic ghost towns, the deteriorating, dilapidated structures in real time, not reproductions. Klein used the example of the Sidewinder Café near Newberry Spring, saying that visitors appreciate it for what it is and want to see the old, not something new–what is there now, not a commercialized version.
While authenticity is desirable, it creates the dilemma of what to do in the way of installing new convenience stores, gas stations, cafes, overnight accommodations and new museums along the way, should visitation increase.
On the other hand, Klein said, there are some visitors who have stopped at the new gas station in Fenner and they will be heard saying “There is nothing to see along Route 66. There is nothing there.   So we want to achieve a happy medium, put a little more information without intruding.
Chris Irvin, a volunteer with the Mojave Desert Heritage and Cultural Association in Goffs, presented a method which could be used to help visitors visualize what Route 66 was like “then” in the past.    Using historic photos on a translucent frame posted at the location where the photograph was taken, one can look through the frame and see the photo of what was “then” framed in the context of the background scene of the “now.”
For example, in preparation for his African campaign, General Patton trained troops in the Mojave Desert.  One of the locations was along Route 66 between Essex and Fenner.  One of the tell tale signs of his maneuver areas are the rock alignments made by the troops as busy work—alignments bordering pathways from the tents to the mess hall tents, etc.  These alignments are not readily seen from the road. However if the visitor sees a signpost they would know to stop and see the interpretive signage which could potentially include a “then” framed photograph on a translucent background which the “now” can be seen through.
QR codes (Quick Response Code) on mounted posts in the locations of points of interest could be used to display text and photographs on the visitor’s cell phone when the cell phone reader is directed at the code. QR codes would be less costly to install and maintain; they could be inconspicuous and bullet proof.  The expense would be in developing an application that could be downloaded on visitor’s cell phone for use when touring Route 66.
These roadside interpretive stations would be in addition to visitor information kiosks that could be established in the Harvey Houses in Barstow and Needles as well as at existing area museums and cultural heritage centers.
Representing the Archaeological Heritage Association (AHA) of San Bernardino County, I asked what the BLM’s approach would be to managing the corridor in the interim between now and when the CMP is completed and approved.   I represented AHA’s suggestion that a Route 66 Heritage Commission be established by the BLM to review proposed projects along the corridor to ensure that they are “in kind” with the character of the route that we want to preserve.  “Inevitably the increased activity along the route will spark new business ventures, gas stations, cafes, sleeping accommodations, camp grounds, and rest areas such as the one the BLM installed at 5 Mile Road recently.  We recommend that the BLM engage knowledgeable volunteers, historians and, or, those trained in cultural resource management be appointed to a Route 66 Heritage Commission for the purpose of reviewing proposals and to make recommendations to the BLM, the county or other pertinent administrative authority.
“Funding will be needed to stabilize and strengthen the timber trestle bridges along the road and to install the interpretive signage.  This week, I submitted the required paperwork and became a certified write-in candidate for the position of State Senator in California Senate District 16, which district includes the Route 66 corridor between Barstow and Needles” I announced.    “If elected, on my agenda for future accomplishments while in office is state funding to correct and stabilize the historic bridges and the paved road itself so that Route 66 may eventually be used, if necessary, as an emergency route alternate to Interstate 40 for moving traffic in and out of the greater Los Angeles region.”   Potentially, there could also be funding for interpretive signage through state parks.

Syndicated 2014, Ruth Musser-Lopez—Small quotes citing author, the Sentinel and publication date are permissible under copyright law.  Please respect the rights of those quoted herein by referencing source:  Lardner/Klein may be contacted at cart66cmp@lardnerklein.com.  Permission to reprint this article may be obtained by contacting Ruth at the Archaeological Heritage Association (AHA) 760/885-9374 or via email at Ruth@RiverAHA.org.

(May 20)  With the sands in Gary Ovitt’s hourglass as Fourth District county supervisor running down, this week he made a gesture to his constituency by routing $220,000 in county money to two of the public educational institutions in his district.
With the consent of all five of the county board of supervisors’ members, the county passed the aforementioned sum of money to the Chaffey Joint Union High School District to undertake three improvement projects at Chaffey and Ontario high schools.
Of the $220,000, $142,000 was provided to fund a new sound and projection system for the Hill Auditorium at the Chaffey High School Campus; another $50,000 was appropriated to fund a new sound system for the Ontario High School Gymnasium; and $28,000 was provided to fund the refurbishment of Payne Field at Chaffey High School. Payne Field is the historic baseball diamond at Chaffey High.
The item providing the funding was brought to the board by county CEO Greg Devereaux.
According to Devereaux, “As part of the 2011-12 budget process, the board set aside an allocation for each of the five supervisorial districts to finance unbudgeted local needs as identified throughout the fiscal year.
One such project identified by the Fourth District involves providing funding to the Chaffey Joint Union High School District to fund various improvements at various district facilities.”
Ovitt was a teacher at Chaffey High School. In addition, current chairwoman of the board of supervisors, Janet Rutherford, is a graduate of Ontario High School.
“The Chaffey Joint Union High School District serves the communities of Ontario, Montclair, Rancho Cucamonga, and portions of Fontana, Upland, Chino, and Mount Baldy. With over 25,000 students, the district is the fourth largest high school district in California,” Devereaux said. “The district offers a wide variety of  instructional options that provide a quality education for each student, every day. The district’s well-prepared, dedicated, and highly qualified teachers and support personnel are second to none.”

(May 20)  The county board of supervisors this week approved nine separate contracts for an aggregate total of $1.9 million for water well and pump repair services within the county’s various service areas.
According to Jeff Rigney, the director of the county’s special districts department, the county’s “board governed county service areas and their zones provide for the maintenance and operation of domestic water and wastewater systems throughout the county that includes ground water wells, distribution booster pumps, pump stations, wastewater treatment facilities, wastewater lift stations and various in-line pumps. These wells, pumps and other equipment periodically break or malfunction, which requires specialized tools and equipment to affect the repairs or replacement. The special districts department does not have the equipment required to remove, repair or replace some of these facilities and therefore requires contracted services.”
Rigney noted that in July 2011 the board of supervisors approved three-year agreements with 10 contractors to provide on-call and emergency water well, booster pumps and waste water pumps maintenance and repair services. One of the contractors, Independent Well Drilling of Lucerne Valley, is no longer in business. It was excluded from the contract extension Rigney brought to the board this week.
In accordance with Rigney’s recommendation, the board approved:  a contract extension with Tri County Pump Company of San Bernardino in an annual not-to-exceed amount of $400,000, for a total aggregate amount of $1,600,000; a contract extension with  Best Drilling and Pump Company of Colton in an annual not-to-exceed amount of $350,000, for a total aggregate amount of $1,400,000;  a contract extension with General Pump Company of San Dimas in an annual not-to-exceed  amount of $200,000, for a total aggregate amount of $800,000;   a contract extension with Well Tec Services, Inc. of Beaumont in an annual not-to-exceed amount of $200,000, for a total aggregate amount of $800,000; a contract extension with Apple Valley Construction Company, Inc., of Apple Valley in an annual not-to-exceed amount of $200,000, for a total aggregate amount of $800,000;  South West Pump and Drilling Inc., of Coachella in an annual not-to-exceed amount of $200,000, for a total aggregate amount of $800,000; a contract extension with Layne Christensen Company, of Fontana in an annual not-to-exceed amount of $150,000, for a total aggregate amount of $600,000.; a contract extension with JIMNI Systems Inc., of Irvine in an annual not-to-exceed amount of $100,000, for a total aggregate amount of $400,000; and a contract extension with Pyramid Building and Engineering, Inc. of Hesperia in an annual not-to-exceed amount of $100,000 per year, for a total aggregate amount of $400,000.

By clicking on the portal below, you can download a PDF of the May 16 San Bernardino County Sentinel.

Sentinel 05-16-14

(May 14) TWENTYNINE PALMS—For the second time in less than 14 months, the Twentynine Palms  City Council has abruptly terminated its city manager, citing no cause.
During a closed session at its regular council meeting on Tuesday May 13, the council voted to dismiss Guzzetta. The Sentinel has learned that the vote was a unanimous one, with all five council members voting to hand Guzzetta a pink slip.
The board appointed finance director Ron Peck to temporarily take the helm as city manager, pending a search for an interim city manager to oversee the city while a candidate to replace Guzzetta on a permanent basis is carried out.
Curiously, Guzzetta was given two days of administrative leave – Wednesday May 14 and Thursday May 15 – after which point his separation from the city took place officially.
Council members gave no reason for the firing beyond stating that they wished to take the city in “a new direction.”
Guzzetta’s tenure with the city was even shorter than that of his predecessor, Richard Warne. In April 2013, less than a month before he would have marked two years as Twenynine Palms city manager, Richard Warne was shown the door.
In both the Guzzetta and Warne cases, the council’s action was unilateral and caught the managers unaware. In the immediate aftermath of his sacking, Guzzetta released a terse statement claiming he was caught by surprise by the council’s action and that he was given no rationale for the move other than a generic expression of wanting to move in a new direction.
In initially announcing Warne’s leaving last year, the city issued a statement characterizing his exodus as a “retirement.” Shortly thereafter, however, reports in both the Sentinel and by the radio station KCDZ 107.7 FM, cast doubt on the retirement claim. The city agreed to provide Warne with a full year’s compensation, including his salary of $171,500, a pension contribution of $4,287.50 and another $12,432 toward his retirement fund and $16,306 to cover his health plan. The provision of severance pay to Warne undercut the representation that he had voluntarily retired. His contract did not provide for severance pay in the event of his taking retirement. The city subsequently issued a clarification, which stated, “the council and Mr. Warne came to the mutual agreement that it would be best for him to retire in lieu of termination and he was provided severance as per his employment agreement.”
It is not clear what form of severance Guzzetta, who was formerly city manager in Desert Hot Springs, Hemet and Corte Madera, is receiving. At the time of his hiring, he was the general manager of the Joshua Basin Water District. He officially came aboard as Twentynine Palms city manager on June 1, at a salary of $184,000 per year, with medical benefits and a $6,000 per year contribution to his retirement fund. His contract required that Guzzetta, who lived in Riverside at the time, take up residence in Twentynine Palms by March 1, 2014.
Citing capital projects the city had undertaken under his watch and efforts to strengthen the city economically along with the relationships he had built with the Marine Corps command and the soldiers at the Marine Corps Air Ground Combat Center as well as with city staff, the council and the chamber of commerce, Guzzetta said he believed he had made tangible progress during his nearly one year tenure with the city.  “Everyone in Twentynine Palms has been very welcoming, helpful, and a pleasure to work with,” he said.

(May 15)  The city of Upland has a future unfunded pension liability totaling just under $89 million, according to actuarial figures available from the state pension system.
Despite the current and future financial burden the city’s pension fund arrangements represent, those figures were not available in the city of Upland’s audited financial statements provided by the accounting firm of Mayer Hoffman McCann.  Nor did Mayer Hoffman McCann bring the future pension liability to the attention of Mayor Ray Musser and the other members of the city council in its transmittal letter presenting the audited financial statement.
The full depth of the city’s unfunded liability was made public by Larry Kinley, an Upland resident who in recent months has made repeated inquiries and public observations about the city’s shaky financial standing.
Kinley, worked for Bank of America for 42 years, the last 15 of which he was a manager in the problem loan administration dealing with borrowers with financial difficulties.
Ironically, Kinley was prompted to find and ultimately confirm the $88.99 million pension liability because of the skepticism that had been expressed about his  warnings to his fellow citizens about the city’s dire financial condition.
Last month, after Kinley asserted at a city council meeting that there was insufficient transparency with regard to the city’s finances, city manager Stephen Dunn extended an invitation to him to meet with him to clarify those issues.  Kinley took advantage of what Dunn touted as his “open door policy” and scheduled a meeting with Dunn for earlier this week. Prior to that meeting, Kinley was under the impression that the city had an unfunded pension liability of somewhere between $30 million and $40 million.
Kinley said that upon meeting with Dunn, he asked the city manager what the current unfunded pension liability was. Dunn told him it was in the neighborhood of $80 million. Kinley asked if that was reflected in  the city’s accounting system. Dunn paged through what the Sentinel believes was  the city’s audited financial statement compiled by the city’s auditing firm of Mayer Hoffman McCann but was unable to find it there, either in the body of the 150-page text or in any of its footnotes.
Kinley asked if Dunn would be in favor of exiting the current retirement plan and substituting a defined contribution plan. Kinley said Dunn said he would entertain that notion.
After the meeting, Kinley consulted the website for the California Public Employees Retirement System, with which the city of Upland is contracted to deliver pensions to its employees. Poring through what for many would be arcane financial data, Kinley was able to extrapolate the $88.99 million number. What Kinley found is that as of June 30, 2012, the city of Upland’s unfunded pension liability for its safety [i.e., police and fire department] employees, current and future, calculated on an actuarial value of assets basis is $33,370,136 and calculated on a market value of assets basis is $54,213,809. Kinley further learned that as of June 30, 2012 the city of Upland’s unfunded pension liability for its miscellaneous [i.e., those other than policemen and firefighters] employees, current and future, calculated on an actuarial value of assets is  $21,234,203 and calculated on a market value of assets basis is $34,780,257.
In this way, Kinley derived the $88,994,066 figure, using market value actuarial terms.
Kinley said he hit it off with Dunn, who is a certified auditor himself and was Upland’s finance director before he was elevated to the city manager’s post.
“I was impressed with him,” Kinley said. “I think he is a pretty straightforward guy. He gave me the answers with no hesitation or hemming and hawing.  In that sort of one-on-one situation, I found him knowledgeable and realistic in his assessment of the challenges the city is facing.”
Kinley said he found the work of Mayer Hoffman McCann less satisfactory.
“The city was given a certificate of achievement in financial reporting from the Government Finance Officers Association, essentially on the basis of its audited statement produced by Mayer Hoffman McCann,” Kinley said. “That bothers me when you consider that nowhere in the financial statement for the city is the unfunded pension liability raised.  I think that is a meaningful number, one that would help Upland’s citizens understand what position the city is in financially. If it wasn’t put in the report, I think it should at least have been in the transmittal letter.”
Kinley then took it upon himself to call the Government Finance Officers Association to ask why it had conferred the certificate of achievement in financial reporting on Upland when its audited financial statement contained no information whatsoever   about the city’s unfunded pension liability. “What I was told was that the current rules do not require Mayer Hoffman  McCann to disclose that,” Kinley said. “I was informed that there is a pending change to the standards so that, once the rules are adopted, including a calculation of unfunded liabilities will be mandatory.”
While Mayer Hoffman McCann may not have been technically required to include the information in the report, Kinley said he considered it inexcusable that the firm did not make some effort to memorialize the future funding burden the city faces. “At the very least, such liability should be disclosed in the cover letter from the accounting firm to the mayor,” he said. “How can the city budget for the future when you have no indication of what those costs, which are humungous, are going to be?”

(May 13)  An effort is underway to decertify the union currently representing over 15,000 employees working for San Bernardino County.
The Service Employees International Union wants to displace the San Bernardino Public Employees Association.
Service Employees International, Known by its acronym SEIU, has been actively testing the interest of the county’s employees to depart from the San Bernardino Public Employees Association (SBPEA) for several months.
The SEIU campaign has been timed to correspond with the association’s ratification process for a new labor contract with the county, the voting on which is set to end today.
A recent posting on the SBPEA website, one headed “SEIU Promises…” outlined numerous concessions the Service Employees International Union has made in its collective bargaining efforts on behalf of employees with several governmental entities, including the state of California, the Bay Area Rapid Transit System, the cities of Hayward, El Monte, and Redwood City, the county of Riverside and the San Francisco Superior Court. The posting further references annual dues paid by SEIU members, which are called a “per capita tax paid to the International Union” of $299,797,852 in 2012. “That same year SEIU International spent $453,148,866,” the post continues. “They can’t balance their own checkbook.”
In another post, titled “Displacing The Myths” the San Bernardino Public Employees Association website seeks to defend the terms of the new labor contract, referred to as a “tentative agreement.” According to that posting, three “myths” about the agreement are that it will increase healthcare costs borne by association members, it will force county employees to pay 7 percent of their pay into the county employee pension fund and it will provide no pay increase. Those “myths” are inaccurate, according to the posting.
A third posting, “SEIU Won’t Stop,” upbraids the Service Employees International Union for using its members’ dues to run an informational campaign against SBPEA’s negotiated tentative agreement with San Bernardino County.
“Did you know that SEIU has invested millions of dollars on a “Vote No” campaign that essentially discourages unit San Bernardino Public Employees Association members from agreeing on a successor MOU [memorandum of understanding]?” the posting asks.
The prospect for the success of the Service Employees International Union ploy to decertify SBPEA hinges in large measure on the success of the new labor contract ratification. If the contract is passed, the likelihood of decertification, already comparatively dim, would grow even more remote.
Indeed, the Sentinel has obtained a copy of a mailer sent out by SEIU to San Bernardino Public Employees Association members. In that mailer it is stated that “The proposed contract would cost each county employee an average of $6,388 out of our pockets and if the premiums increase as they have in the past, up to $11,656 more in healthcare costs.”
The mailer further asserts that the proposed contract would divert “7% of our paycheck for pensions,” provide “no across the board raise,” and result in “increased healthcare costs.”
The mailer quotes Juana Gamez, who works in the county’s Children and Family Services division, as saying “I can’t afford a pay cut or to pay more for my retirement. I have already gone without a cost of living raise for five years.”
Oracio Diaz, who works in the Transitional Assistance Department, is quoted as saying, “We need a strong union that wins for union members- not one that negotiates takeaways.” Another of his colleagues in the Transitional Assistance Department, Maricruz Juarez, is quoted as saying, “If SBPEA can’t deliver a contract that keeps up with the cost of living, we need a new union.”
Vida Walker, a third employee in the Transitional Services Department is quoted as saying, “I knew I was overworked and underpaid. Now I see that I’m also underrepresented by SBPEA.”
The mailer advises recipients, “Vote no on the proposed San Bernardino County contract.”
Previous efforts to decertify SBPEA as the representative of some or all county employee divisions by agents working on behalf of the Teamsters, the American Federation of State, County and Municipal Employees and the International Brotherhood of Electrical Workers have failed.

(May 12)  Barstow city officials have confirmed the county transportations agency’s previous projection that the city would derive an estimated savings of several hundred thousand dollars by merging Barstow Area Transit with the Victor Valley Transit Authority.
The county transportation agency, San Bernardino Associated Governments, last year undertook a study which found that there would be a financial advantage and potential service enhancements from merging the Barstow Area Transit with VVTA.
In response to the effort to convince local officials to consent to such a service consolidation, the city of Barstow, which has contracted with MV Transit, Inc. to service the greater Barstow area as a municipal transit agency, undertook its own inquiry.
Accordingly, assistant city manager Oliver Chi told the city council, Barstow might achieve an annual savings of $403,663 were the Victor Valley Transit Authority to expand its service area to Barstow, the seventh smallest of San Bernardino County’s 24 cities in terms of population.
The lion’s share of the savings would be had by streamlining the administrative function such that the current $467,176 cost of administrating the service would be reduced to around $207,369, a projected savings of $259,807 a year. In addition, Barstow would see an operational savings of another $143,826, bringing the total estimated savings of $403,663 per year. The county has projected that it would also stand to save about $60,000 a year in administrative costs if the two transit services merged.
The Victor Valley Transit Authority at present provides a link between its routes and the southernmost Barstow Transit stop.
MV Transit’s contract with the city expires at year’s end.
Chi indicated that within the next several weeks, an item related to the merging of Barstow Area Transit with the Victor Valley Transit Authority will be placed before the city council.
Indications were that both Caltrans and San Bernardino Associated Governments, which is known by its acronym SANBAG, would be amenable to facilitating that transition. The contract with MV came to a close eleven months ago and the city has given MV two temporary extensions on the terms of the prior contract, currently running  through December 31.
Caltrans has recommended against continuing the contract with MV beyond the currently extended term.
County and city officials are anxious to initiate a trial merger with Victor Valley Transit Authority, perhaps as early as January 1 to determine if the service enhancements that arrangement promises could actually be delivered at the cost savings projected.
Under the terms of the contemplated merger Barstow would join as the seventh member of the transit authority, which currently includes Adelanto, Victorville, Hesperia, Apple Valley, San Bernardino County District 2 and San Bernardino County District 3.