Apple Valley City Council
October 13, 2026

Adopted by Council as of 10/13/2026 Page 377 of 465 Res# 2026-__

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 10/13/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay periods Assistant Town Manager NR $16,802.0600 $21,620.1699
Associate Planner 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Code Enforcement Officer I 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Code Enforcement Officer II 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Code Enforcement Officer, Senior 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 Code Enforcement Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Code Enforcement Technician 42 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 Communications and Creative Arts Administrator 76 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 Community Enhancement Lead Worker 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Community Services Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Custodian 31 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 Customer Service Representative 38 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 Deputy Town Clerk 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 Director of Animal Services 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Community Development 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Community Services 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Finance 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Human Resources and Risk Management 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Innovation and Technology 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Planning 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Director of Public Works 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Economic Development Assistant 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 Economic Development Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Economic Development Specialist I 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Economic Development Specialist II 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Enforcement Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Entertainment Production Coordinator 47 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 Entertainment Production Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Environmental Programs Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Equipment Operator 48 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 Event Assistant 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Event Coordinator 51 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110

Adopted by Council as of 10/13/2026 Page 378 of 465 Res# 2026-__

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 10/13/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay periods Executive Assistant 54 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 Facilities Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Finance Analyst 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 Finance Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Fiscal Services Supervisor 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 Fleet Mechanic 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Geographic Information Systems (GIS) Specialist 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 Golf Services Assistant 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Golf Services Supervisor 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Golf Services Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Graphic and Web Designer 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 Housing & Community Dev Specialist I 57 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 Housing & Community Dev Specialist II 63 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 Housing & Community Development Supervisor 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Housing & Community Development Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 Human Resources Analyst 61 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 Human Resources Assistant 50 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 Human Resources Coordinator 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 Human Resources Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Innovation and Technology Analyst 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 Innovation and Technology Coordinator 63 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 Innovation and Technology Specialist 55 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 Innovation and Technology Technician 49 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 Intern 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Lifeguard 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Maintenance Aide 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Maintenance Worker I 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 Maintenance Worker II 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 Maintenance Worker, Senior 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Manager of Legislative Affairs and Grants 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Media Specialist 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 Office Assistant 33 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027

Adopted by Council as of 10/13/2026 Page 379 of 465 Res# 2026-__

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 10/13/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay periods Office Assistant, Senior 39 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 Park and Recreation Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Parks Supervisor 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Planner, Senior 65 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 Planning Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Planning Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 Pool Manager 40 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 Principal Accountant 67 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 Principal Planner 70 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 Public Information Officer 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Public Relations Specialist 53 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 Public Relations Specialist, Senior 56 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 Public Works Inspector 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Public Works Manager 72 $9,024.6342 $9,250.2500 $9,481.5063 $9,718.5439 $9,961.5075 $10,210.5452 $10,465.8088 $10,727.4541 $10,995.6404 $11,270.5314 $11,552.2947 $11,841.1021 $12,137.1296 $12,440.5579 $12,751.5718 Public Works Operator I 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 Public Works Operator II 45 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 Public Works Operator, Senior 49 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 Public Works Supervisor 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Public Works Technician 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 Records Technician 41 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 Recreation Assistant 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 Recreation Coordinator 47 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 Recreation Leader I 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 Recreation Leader II 34 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 Recreation Specialist 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 Recreation Supervisor 52 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 Recreation Supervisor, Senior 59 $6,546.6535 $6,710.3198 $6,878.0778 $7,050.0298 $7,226.2805 $7,406.9375 $7,592.1110 $7,781.9138 $7,976.4616 $8,175.8731 $8,380.2700 $8,589.7767 $8,804.5211 $9,024.6342 $9,250.2500 Registered Veterinary Technician 46 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 $6,546.6535 $6,710.3198 Rescue Coordinator 44 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 $6,386.9790 Theater Technician II 37 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 Theater Technician III 43 $4,409.9890 $4,520.2388 $4,633.2447 $4,749.0758 $4,867.8027 $4,989.4978 $5,114.2353 $5,242.0911 $5,373.1434 $5,507.4720 $5,645.1588 $5,786.2878 $5,930.9450 $6,079.2186 $6,231.1991 Theather Technician I 30 $3,199.0959 $3,279.0733 $3,361.0501 $3,445.0764 $3,531.2033 $3,619.4834 $3,709.9705 $3,802.7197 $3,897.7877 $3,995.2324 $4,095.1132 $4,197.4910 $4,302.4283 $4,409.9890 $4,520.2388

Adopted by Council as of 10/13/2026 Page 380 of 465 Res# 2026-__

Town of Apple Valley
Salary Schedule for Fiscal Year 2026 - 2027
Effective 10/13/2026
Position Classification Range Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Monthly base pay, paid out bi-weekly, based on 80-hour work schedule and 26 pay periods Town Clerk 86 $12,751.5718 $13,070.3611 $13,397.1201 $13,732.0481 $14,075.3493 $14,427.2331 $14,787.9139 $15,157.6118 $15,536.5520 $15,924.9658 $16,323.0900 $16,731.1672 $17,149.4464 $17,578.1826 $18,017.6372 Town Manager NR $24,167.00

Adopted by Council as of 10/13/2026 Page 381 of 465 Res# 2026-__ Town Council Agenda Report
Date: October 13, 2026
To: Honorable Mayor and Town Council
Subject: ADOPTION OF VISION AND CORE VALUES
From: Guy Eisenbrey, Town Manager
Submitted by: Sarah Krieg, Communications and Creative Arts Administrator Communications and Creative Arts Department
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Adopt resolution 2026-36, approving the Town of Apple Valley’s new Vision and Core Values.

BACKGROUND
The Town’s visioning process established a shared direction for Apple Valley’s future, centered on its identity as “The CORE of the High Desert.” The proposed Vision and four core values reflect the Town’s commitment to preserving its character while planning for future opportunities.

Following Council’s previous review and direction, the Vision and Core Values are returning for formal adoption.

ANALYSIS
Adoption will establish a consistent framework for evaluating Town initiatives, communicating priorities and guiding future planning. The Vision and Core Values will help connect the work of individual departments to the Town’s overall direction.

Staff reports will include a Vision Alignment section explaining how recommended actions support the Vision and applicable strategic priorities. This will help Council and residents understand how individual decisions contribute to the Town’s broader goals.

VISION ALIGNMENT
This action formally establishes the Town’s Vision and Core Values as a foundation for future decisions. It supports a shared commitment to preserving Apple Valley’s identity and ensuring that Town programs, services and investments reflect the community’s priorities.

FISCAL IMPACT
There is no direct fiscal impact associated with adoption of the Vision and Core Values.

Any future initiatives requiring funding will be evaluated through the applicable budget and approval processes.

ATTACHMENTS
A. Apple Valley Strategic Plan
Attachments B – N are avialible on the Town of Apple Valley website:
https://applevalley.org/government/meetings-and-agendas/ B. Community Engagement Report
C. Community Vision Survey Results
D. Apple Valley Town Hall Results
E. Discovery
F. Leadership Interview Summary
G. Focus Groups – Seniors
H. Focus Group – Students
I. Focus Group- Community Partners June
J. Focus Groups – High Desert Chamber
K. Leadership Workshop Results
L. Council Strategy Session Decisions
M. Leadership Council Stategy Decision Log
N. Apple Valley Strategic Vision Council Briefing
O. Town Council Resolution 2026-36

Apple Valley
of the High
Desert
Apple Valley’s
Long-term Vision
and Strategic Plan
Approved by Town Council October 13, 2026

“As Apple Valley continues to grow, evolve, and prosper, we remain committed to preserving the core of who we are and investing in what makes Apple Valley, Apple Valley."
Mayor Scott Nassif

Acknowledgements
Mayor
Scott Nassif
Council
Kari Leon
Art Bishop
Larry Cusack
Curt Emick
Town Manager
Guy Eisenbrey
Town Leadership Team
La Vonda Pearson, Assistant Town
Manager
Adriana Atteberry, Animal Services
Brandon Cales, Information
Technology
David Contreras, Planning
Debbie Rivera, Parks & Recreation
Julie Ryan, Strategic Initiatives
Kiel Mangerino, Town Clerk
Kristine Williams, Human Resources
Paul Osterman, Building & Safety
Richard Pedersen, Town Engineer
Sarah Krieg, Public Information
Silvia Urenda, Economic Development
& Housing
Suresh Malkani, Finance
Brian Roper, Apple Valley Polic
Department (AVPD) Captain
Armando Avila, AVPD Lieutenant
Community Partners and Participating
Organizations
High Desert Chamber of Commerce
Lewis Center for Educational Research
Apple Valley Unified School District
Jess Ranch Senior Living
San Bernardino County Police
Department
Sun City Apple Valley
Solstice Senior Living (Confirm if this or
Mountain View)
HUD Fair Housing Foundation
Symba Center
Community Health Action Network
Workforce Development Board
Apple Valley Residents
More than 1,500 participants shared
input through surveys, focus groups,
community events, and a town hall.

Project Team
Julie Ryan, Strategic Initiatives
Sarah Krieg, Public Information

Consultant Team
Harness Strategy, LLC
Cardinal Communications

Table of Contents
Acknowledgements..................................................................................................................................................... 3 A Message from the Mayor...................................................................................................................................... 5

1. Our Vision, Mission, & Principles.......................................................................................................................6

2. Planning for Apple Valley’s Future ................................................................................................................ 7

3. Apple Valley: Yesterday, Today, and Tomorrow.....................................................................................9

4. Community Voices: Listening First ...............................................................................................................11

5. Our Shared Future...................................................................................................................................................15

6. Our Core Values & Goals ......................................................................................................................................17 Core Value #1 - Preserve Who We Are ........................................................................................................... 18 Core Value #2 – Protect What Matters Most..............................................................................................22 Core Value #3 – Grow Thoughtfully..................................................................................................................25 Core Value #4: Help Every Generation Thrive ...........................................................................................29

7. Growing Our Vision................................................................................................................................................33 Our Shared Future ......................................................................................................................................................35

A Message from the
Mayor
Dear Apple Valley Residents,
Apple Valley has always had a strong sense
of who we are and what makes this a
special place to call home. As our Town and
the High Desert region grow and change,
we have both an opportunity and a
responsibility to plan thoughtfully for the
future we want to create.

That is why we undertook this long-term
strategic planning effort: to look beyond
today’s needs and establish a shared vision
that reflects our community, embraces
new opportunities, evolves to meet
changing needs, and prepares for the
challenges ahead.

We began by listening.

Residents, students, seniors, businesses,
community partners, Town employees, and
others shared what they value, what they
want to protect, where we can improve,
and what they hope future generations will
experience here. Town leadership and the
Town Council then worked together to turn
those voices into a clear vision and strategic
direction.

What we heard was a strong desire to
preserve the small-town, High Desert
character that draws and keeps people
here while developing thoughtfully so
future generations continue to call Apple
valley home. This clear message uncovered
our vision and strategic plan’s central
theme: Apple Valley: The Core of the High
Desert.

The “core” of something is its essence, the
part that makes it what it is. That single
word captures what residents kept telling
us: preserve what makes Apple Valley a
special place to live. This does not mean
standing still. It means carrying forward the
core of who we are, while creating a
community where people can live, work,
play, and build their futures.

Four
core
values
bring our vision to life:

Preserve Who We Are — celebrates and
protects the character, beauty, history,
neighborhoods, and community spirit that
make Apple Valley unique.

Protect What Matters Most — keeps Apple
Valley safe and invests in the infrastructure
and public assets residents rely on every
day.

Grow Thoughtfully — strengthens our local
economy, creating new opportunities while
ensuring growth enhances community
identity.

Help Every Generation Thrive — increases
access to services, amenities, recreation,
and opportunities that support healthy
living and quality of life at every stage.

Together, these core values provide clear
direction for the decisions and investments
we make today—and the seeds we plant for
Apple Valley's future. They are ambitious
but achievable if we continue growing
them together.

Thank you to everyone who took a survey,
joined a conversation, attended a meeting,
shared an idea, or told us what you love
about Apple Valley and hope for its future.

Your voice is reflected throughout this plan.

Our future belongs to all of us. By staying
true to our core while looking confidently
ahead, we can keep Apple Valley a
community we are proud to call home—
and one future generations will be proud to
call home, too.

Scott Nassif

Mayor, Town of Apple Valley

1. Our Vision, Mission, &
Principles

VISION
Apple Valley is a safe, unique and
thriving high-desert community
where quality of life comes first,
shared experiences strengthen
community, and responsible
growth creates opportunities for all
residents to live, work, play and
build their futures.

MISSION
Serve our community through
exceptional public service,
responsible stewardship, local
control, economic opportunity, and
strong community connection to
provide a better way of life.

OUR

PRINCIPLES
Accountability
Transparency
Integrity
Collaboration
Teamwork
Service
Fiscal Responsibility /
Resource Stewardship

2. Planning for Apple
Valley’s Future
We undertook this strategic visioning effort to establish a shared long-term vision, respond to evolving needs and challenges, and define a clear path forward for Apple Valley’s future.

Why We Planned
Apple Valley has changed considerably since becoming a Town in 1988, and our community and region will continue to change in the years ahead. Growth, new economic opportunities, aging infrastructure, changing community needs, and evolving expectations all create choices about what we preserve, how we evolve, and how we prepare for the future.

Rather than allowing those choices to be made one project or decision at a time, we undertook this strategic visioning effort to look beyond immediate needs and define the kind of community we want for the long term — one shaped by the people who live, work, learn, serve, and do business in Apple Valley.

From that foundation, the Town established a meaningful and inspiring vision supported by core values and goals that will guide future decisions, investments, partnerships, and services.

How We Planned
We designed the process to listen first and then make clear decisions, translating community input into an inspiring vision and practical strategic framework.

We followed a Listen → Decide → Plan approach.

LISTEN
The Town began by listening to the community and understanding current conditions, needs, concerns, and aspirations. Residents, businesses, students, seniors, community partners, Town employees, leadership, and the Town Council shared what they value about Apple Valley, what concerns them, and what they hope for our future.

DECIDE
Town leaders synthesized and considered community input, existing plans, new opportunities, and potential challenges to align on a strategic direction.

PLAN
The Town then organized that direction into this strategic plan, outlining the vision, mission, core values, and strategic priorities and goals that guide us forward.

The chapters that follow move from context and community input to shared direction, priorities, and a practical approach for putting the plan into action.

3. Apple Valley: Yesterday,
Today, and Tomorrow
Apple Valley has always been shaped by people with a vision for what this High Desert community could become. Understanding where we came from — and how we are changing today — provides important context for the choices that will shape our future.

Yesterday — A Community with a Distinct Identity
Apple Valley’s wide-open spaces, desert
landscape, and rural character have drawn
people to the area for generations.

Beginning in the 1940s, Newton T. Bass and
Bernard “Bud” Westlund helped transform
the area through the Apple Valley Ranchos
Land Company, promoting a distinctive
High Desert community that offered open
space and larger lots, equestrian-centered
and outdoor recreation, a charming
downtown village with local businesses,
and a vibrant community life.

Over time, Apple Valley grew, but our
identity remained important. When
residents voted to incorporate in 1988, local
control gave the newly established Town
greater ability to shape our own future and
remain rooted in our small-town culture.

To continue looking ahead, Apple Valley
established Vision 2020, with long-term
goals to improve safety, infrastructure, recreation, community life, and economic development—all centered on Apple Valley’s promise of “A Better Way of Life.” Today — Growing and Changing
Since incorporation in 1988, Apple Valley has grown from 41,000 to approximately 75,000 residents and is part of a High Desert region experiencing continued growth and change. Long-time residents and newcomers alike continue to value many of the qualities that have defined us for decades—open space, distinctive neighborhoods, affordability, a strong sense of community, small-town feel, and a quality of life that feels different from surrounding areas.

At the same time, our community’s needs are evolving. Infrastructure built to serve earlier generations is aging. Residents expect safe roads, reliable services, recreation,

healthcare, shopping, dining, and other amenities close to home. Economic development is creating new opportunities for jobs and investment, while new housing and development raise important questions about where and how we should grow to maintain our character while supporting new residents.

The Town is responding to many of these needs. Investments in public safety, infrastructure, parks, and community amenities are helping strengthen quality of life, while economic development efforts are expanding opportunities for businesses and employment. The passage of Measure P in 2024 provided an additional locally controlled resource to invest in public safety, infrastructure, and other community priorities.

Tomorrow — Choosing Our Future
Our future will bring both opportunity and change. Steady population growth, regional development, new economic investment, changing community needs, and evolving expectations will continue to shape Apple Valley in the years ahead.

The question is not simply whether Apple Valley will change, but how we will change.

How can we preserve the character and sense of community residents value while creating new opportunities? How can we protect and maintain the foundations residents rely on every day? And how can Apple Valley continue to be a place where people of different ages and generations can enjoy a great quality of life? Answering those questions begins with listening to the people who know Apple Valley best. The next chapter shares what the community said and how that input was used to develop the Town’s vision and strategy.

Building on Our Current Momentum
 Measure P is creating local investment capacity, providing an estimated $9 million annually through a 1% local revenue measure dedicated to public safety, infrastructure, and essential municipal services.
 The approved Bear Valley Road Bridge Rehabilitation Project will result in major infrastructure improvement for the community.
 In 2025 alone, crews filled 43,950 potholes and resurfaced 29.3 miles of roads, extending the life of key transportation infrastructure and improving road conditions and safety.  Recreation facilities were improved and capacity increased, with five ballfields being renovated at James Woody Park and a new ballfield built at McConnell Park.  The ADA Village North sidewalk project was completed, improving accessibility and pedestrian connectivity.

4. Community Voices:

Listening First
We began the strategic planning process by listening. Before establishing a longterm vision, the Town asked residents and stakeholders what they value about Apple Valley today, what they want to preserve, what could be improved, and what they hope for our future.

That sequence was intentional. A community vision should reflect the people who live, work, learn, do business, and build their lives here. Through the Your Town–Your Voice community engagement initiative1, we sought both broad community input and deeper perspectives from people and organizations with different experiences and connections to Apple Valley.

How We Listened
Rather than relying on a single survey or public meeting, we created multiple ways for people to participate. The community-wide survey provided broad input, while focus groups, stakeholder discussions, leadership interviews, and the Community Visioning Town Hall provided opportunities to explore issues more deeply and hear from different perspectives.

Importantly, the Town also met people where they already gathered—at parks, sporting events, community celebrations, schools, business gatherings, and other community locations—making participation easier for people who might not typically attend a formal public meeting.

1 A complete summary of the community engagement process, findings, supporting data, and resident comments is provided in a separate Community Engagement Report.

Engagement At-A-Glance
Residents | Students | Seniors | Businesses |
Community Partners | Town Leadership | Town
Council
What We Heard
Different activities and participants brought different perspectives, but seven themes emerged consistently across the engagement process. We tested those themes against multiple sources of input—including survey results, open-ended comments, focus groups, interviews, community outreach conversations, and Town Hall polling— to identify the issues most consistently important to the community.

Seven Community Themes

1. Preserve what makes Apple Valley special. Protect the Town’s distinctive character, open spaces, High Desert environment, history, appearance, and strong sense of community pride.

2. Keep Apple Valley safe. Continue making public safety a foundation of quality of life and Apple Valley’s future.

3. Take care of the infrastructure residents rely on. Maintain and improve roads, sidewalks, trails, parks, public facilities, utilities, and other assets that support everyday life.

4. Grow thoughtfully. Expand jobs, businesses, housing, amenities, and economic opportunity in ways that strengthen rather than diminish Apple Valley’s character.

5. Strengthen community life. Create more opportunities to recreate, gather, connect, and enjoy parks, events, arts, entertainment, and community spaces.

6. Support community well-being through services and partnerships. Improve access to healthcare, education, youth and senior services, housing, and other resources that help residents thrive.

7. Keep listening, communicating, and building trust. Strengthen communication, transparency, fiscal stewardship, accountability, and opportunities for continued community involvement.

How Community Voices Shaped Our Strategic Direction
The engagement process revealed more than a list of individual needs and ideas.

Taken together, community voices painted a clear picture of what matters most:
preserving what makes Apple Valley unique while continuing to invest, improve, and create opportunities for generations to come.

From hundreds of conversations and more than a thousand survey responses, four clear and consistent core values emerged:
 Preserve Who We Are reflects the deep pride residents have in Apple Valley’s character, history, open spaces, neighborhoods, beauty, and sense of community.
 Protect What Matters Most recognizes that safety, reliable infrastructure, and well-maintained public assets form the foundation of everyday quality of life.  Grow Thoughtfully captures the community’s desire for economic opportunity, local jobs, housing, businesses, and amenities—while ensuring growth strengthens rather than diminishes Apple Valley.
 Help Every Generation Thrive reflects the importance of services, recreation, community spaces, and opportunities that help people live well throughout every stage of life.

These core values do not represent four separate futures. Together, they form one shared direction for Apple Valley.

These values became the foundation for the strategic framework presented in the next chapter.

5. Our Shared Future

Our Strategic Framework
The strategic framework presented on the previous page connects Apple Valley’s shared long-term vision and mission with four core values—the Town’s top priorities— and the goals that will help achieve them. Together, these elements translate what the community said matters most and the direction set by Town leadership into a clear structure for focusing attention, resources, and action.

How the Framework Fits Together
The strategic framework centers around the idea of the “Core” – the things that matter most to Apple Valley.

The Core Vision
The vision describes the future Apple Valley is working toward, while the mission defines the Town's role and how it will serve the community along the way. Together, they reflect what it means for Apple Valley to be “The Core of the High Desert.” Core Values
Four core values identify what matters most in achieving our vision: Preserve Who We Are, Protect What Matters Most, Grow Thoughtfully, and Help Every Generation Thrive.

Seeds for the Future
Within each core priority, goals identify what we intend to accomplish - the seeds planted today to help achieve the vision for tomorrow.

Growing the Vision
The vision and goals are implemented through action: Town operations, investments, partnerships, measurement, learning, and continuous improvement Together, these elements create a shared framework for keeping the Town focused on the vision residents, leadership, and the Town Council helped shape.

Four Core Values, One Shared Vision
Our four core values each have a distinct focus, but they are deeply connected.

Progress in one area often supports—and depends on—progress in another.

Infrastructure investments make thoughtful growth possible. A strong local economy supports Town services and community well-being. Parks, programs, events, and public spaces strengthen belonging and pride. As we grow, protecting the character and quality of life residents value remains central to Apple Valley’s future.

The following chapter explains each priority in more detail and the goals that will help move Apple Valley forward.

6. Our Core Values & Goals
This chapter describes the plan to implement our four Core Values.

The following sections describe:
 How each priority moves us toward our shared vision
 The seeds (goals) we must plant to make progress
 What success will look like
 Broad strategies for moving forward
 The measures we can use to understand whether we are making progress The strategies provide a starting point for implementing each goal. Some are already underway, while others may evolve as needs, opportunities, and resources change.

The measures identify the kinds of information we can use to assess progress and community outcomes. As implementation moves forward, we will refine measures based on available data, reporting capabilities, and the information most useful for understanding progress.

With this structure, the strategic plan gives us clear direction while allowing us to adapt as needs, opportunities, and resources change.

Core Value #1 - Preserve Who
We Are
Celebrate and preserve the unique character, natural beauty, history, neighborhoods, and community spirit that make Apple Valley a place people are proud to call home.

How This Core Value Achieves Our Vision
Throughout the community engagement process, one message came through clearly: residents value what makes Apple Valley different and want to protect those qualities for the future.

Residents spoke with pride about Apple Valley’s open spaces, rural character, scenic beauty, established neighborhoods, history, art and culture, deep family roots, and strong sense of community. They value living in a place that feels welcoming, connected, and distinctly Apple Valley.

Through this priority, we will preserve what makes Apple Valley special while strengthening the pride, identity, and connections that will carry our community forward.

Seeds for the Future (What We’ll Do)
We have established four goals to advance this core priority:

Goal 1.1 – Preserve and celebrate the unique character that makes Apple Valley home
Our history, open spaces, established neighborhoods, and special places help tell the story of Apple Valley and give our Town its distinct character. As Apple Valley continues to evolve, we will focus on protecting the qualities residents value while ensuring the Town's history and identity continue to be shared and celebrated.

What Success Looks Like
 Apple Valley’s history and story are visible and celebrated throughout the community.
 Established neighborhoods and larger-lot areas continue to contribute to Apple Valley’s distinct character.
 Places with special meaning to the community are
preserved, restored, or thoughtfully reused, where feasible.  Open spaces and the natural High Desert environment
remain defining features of Apple Valley's identity.

Strategies & Actions
 Protect established neighborhoods, larger-lot areas, and other key parts of Apple Valley’s character through local control, zoning and development standards.
 Use planning tools and development requirements to protect open space and important natural features as Apple Valley grows.
 Work with property owners and partners to identify important historic and cultural places and preserve, restore, or reuse them when feasible.  Partner with historical groups, schools, and community organizations to share Apple Valley’s history through public spaces, programs, exhibits, signage, and stories.

Goal 1.2 – Foster an inclusive, welcoming, and connected community where people feel they belong
Apple Valley's community activities, traditions, celebrations, and shared spaces bring people together and help create the friendly, small-town feel and sense of connection residents value. We will build on that strong foundation by creating more opportunities for people of all ages and backgrounds to participate, connect, and feel that they belong in Apple Valley.

What Success Looks Like
 Apple Valley residents have deep connections and feel like one big family.  Community events, traditions, activities, and shared spaces provide opportunities for residents of all ages and backgrounds to come together.  Arts and culture celebrate and connect people to Apple Valley's history, heritage, creativity, and diverse community.
 Residents feel a strong sense of belonging, community pride, and investment in Apple Valley's future.

Strategies & Actions
 Continue and expand Town events, traditions, and activities to provide additional opportunities for the community to connect.
 Increase public art, cultural activities, and welcoming gathering spaces throughout Apple Valley.
 Develop a long-term approach to arts and culture, including consideration of an arts master plan and sustainable funding options.

Goal 1.3 – Enhance the beauty and appearance of our community Caring for and improving the places we share helps Apple Valley's appearance reflect the pride residents have in their community. We will continue enhancing the appearance of Apple Valley by addressing blight, graffiti, and deteriorating properties quickly and consistently, while working together to keep neighborhoods and public spaces looking their best.

What Success Looks Like
 Public spaces, neighborhoods, and community gateways are attractive, welcoming, and well maintained.
 Blight, graffiti, and deteriorating properties are addressed quickly and consistently.
 Residents, businesses, community organizations, and the Town work together to keep Apple Valley clean and beautiful.

Strategies & Actions
 Increase enforcement of property maintenance standards to reduce blight, graffiti, and unsafe or deteriorating properties.
 Organize expanded cleanups and beautification projects with residents, businesses, and community groups.
 Invest in landscaping, cleanup, signage, and other improvements to Townowned spaces and community gateways.

Goal 1.4 – Develop a Town workforce that embodies Apple Valley's Core Values and delivers exceptional public service
Town employees play an important role in shaping residents' everyday experience of Apple Valley and in achieving the vision set out in this plan. In accordance with this goal, we will focus on building a talented, service-minded workforce with the skills, support, and opportunities to grow, lead, solve problems, and serve the community well.

What Success Looks Like
 The Town is a great place to work, attracting and retaining talented employees who are committed to Apple Valley and public service.
 Employees have opportunities to learn, grow, lead, and build meaningful careers with the Town.
 Employees are empowered to solve problems, work across departments, and provide responsive, high-quality service to residents.

Strategies & Actions
 Partner with workforce development organizations and other recruiting resources to broaden outreach and attract qualified candidates to Town careers.
 Invest in employee training, leadership development, mentoring, and other growth opportunities that build the skills needed to serve residents and carry out the Town’s priorities.
 Develop career pathways and succession plans that create opportunities for employee advancement and prepare the next generation of Town leaders.

How We’ll Measure Progress
We will track progress and evaluate the results of this Core Priority through these or other, appropriate and available success measures:
 Preservation & Open Space — Number and status of identified preservation, restoration, adaptive reuse, and open-space efforts.
 Community Pride & Belonging — Resident perceptions of community pride, belonging, and connection, as data become available.
 Community Participation — Attendance and participation in Town events, cultural activities, and volunteer opportunities.
 Community Appearance — level of code enforcement activity, graffiti response time, number of cleanup efforts, and other indicators of property and community appearance.
 Arts & Culture — Number of and participation in arts, cultural, and historical programs and activities.
 Town Workforce — Employee vacancies and retention, participation in professional development, and internal advancement.

Community Voices
"Please start preserving our history and stop tearing down old buildings."
“I love the small town feel of Apple Valley, it’s one of the most important aspects for our family.”
“Develop art, culture, and outdoor spaces for all to enjoy.” “Apple Valley doesn’t feel like other town governments. It feels more like residents serving residents.”

Core Value #2 – Protect What
Matters Most
Foster a safe, resilient, and well-maintained community by investing in public safety, reliable infrastructure, and responsible stewardship of the public assets residents rely on every day.

How This Core Value Achieves Our Vision
Throughout the engagement process, residents consistently identified safety and infrastructure among their highest priorities. They want to feel safe and know that the roads, public spaces, facilities, and other infrastructure they rely on every day are well maintained and working as they should.

Residents' definition of safety goes beyond
preventing crime. It includes safe roads and
intersections, places to walk and bike, wellmaintained parks and public facilities, and reliable infrastructure that supports daily life.

Together, public safety and sound infrastructure
provide the foundation for a community where
people can live, work, travel, play, and gather
with confidence.

We are already investing in these priorities. In 2024, voters approved Measure P, creating an ongoing local revenue source for public safety, infrastructure, and qualityof-life improvements. Through this priority, we will carry forward our commitment to protect both the people who call Apple Valley home and the places and systems they count on every day.

Seeds for the Future (What We’ll Do)
We have established two goals to advance this core priority:

Goal 2.1 – Ensure Apple Valley remains the safest community in the High Desert Feeling safe at home, in neighborhoods, on the road, and in public spaces is fundamental to residents’ quality of life. To achieve this goal, we will build on the Town's strong safety record and continue investing in public safety through effective staffing, prevention, partnerships, and responsive services.

What Success Looks Like
 Apple Valley remains the safest community in the High Desert.  Crime and other public safety concerns are prevented or addressed before they become more serious.

 Residents have peace of mind knowing they and their families can safely live, travel, play, and gather throughout the community.

Strategies & Actions
 Keep public safety staffing strong and assign deputies based on calls, crime trends, time of day, and other safety data.
 Use targeted enforcement to address retail crime, traffic safety, and emerging issues.
 Invest in crime prevention and youth programs that stop problems before they start.
 Work with residents, schools, businesses, and partners to identify concerns, share information, and prevent crime.

Goal 2.2 – Maintain and improve the infrastructure that keeps our community safe, accessible, and resilient
Residents sent a clear message: we must take care of the infrastructure Apple Valley already has while preparing thoughtfully for the future.

Roads and other infrastructure ranked among residents’ highest priorities for future Town investment. But infrastructure is more than roads and utilities. It includes sidewalks, crosswalks, trails, parks, recreation facilities, and public buildings that help people safely travel, gather, work, and enjoy their community. Maintaining these assets protects the investments Apple Valley has already made while supporting quality of life and future economic vitality.

What Success Looks Like
 Roads, intersections, sidewalks, crosswalks, trails, and other transportation infrastructure are safe, connected, and well maintained.  Residents can travel safely and efficiently throughout Apple Valley using transportation options that reflect the community's needs and character.  Public facilities, parks, and other Town assets are well maintained, accessible, and able to serve the community for the long term.
 Essential utility services are reliable and affordable for Apple Valley residents and businesses.

Strategies & Actions
 Use long-term pavement and asset plans to guide infrastructure maintenance, repairs, and replacement.
 Prioritize road, intersection, sidewalk, crosswalk, trail, and connection improvements based on safety, condition, and community need.  Preserve equestrian routes where appropriate and improve pedestrian, bicycle, and multi-use connections.
 Seek additional funding to maintain and improve infrastructure and public assets over time.

 Work with utility providers to support reliable, affordable essential services.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:
 Public Safety — Crime rates and trends, response times, public safety staffing and deployment, proactive policing activity, and residents' perceptions of safety.
 Traffic Safety — Number and trends in serious traffic crashes, injuries, and fatalities.
 Road & Infrastructure Condition — Pavement conditions, miles of roads maintained or resurfaced, deferred maintenance, and condition of other critical infrastructure.
 Infrastructure Responsiveness — Time to address potholes, repairs, maintenance needs, and other reported infrastructure concerns.  Connectivity & Accessibility — Miles and connectivity of sidewalks, crosswalks, trails, bike lanes, and other transportation improvements.  Public Asset Stewardship — Condition, maintenance, and planned repair or replacement of parks, public facilities, and other Town-owned assets.

Community Voices
"Public safety is #1."
“For improved safety and outdoor living, we need sidewalks and better lighting."
"Please fix your roads…Focus on maintaining and supporting what we have versus too much focus on bringing in outside
development."

Core Value #3 – Grow
Thoughtfully
Cultivate growth that strengthens Apple Valley’s identity, expands opportunity, and creates a vibrant and sustainable future for residents and businesses.

How This Core Value Achieves Our Vision
Residents recognize that thoughtful growth is
important to Apple Valley’s future. A strong and
diverse local economy can create jobs, expand
opportunities, provide the revenues needed to
support Town services, and bring more of the
shopping, dining, entertainment, and amenities
residents want closer to home.

Residents also made clear that growth should
not come at any cost. They want Apple Valley to
grow in ways that protect quality of life, make
good use of existing and future infrastructure,
and maintain the qualities that distinguish Apple
Valley from surrounding communities.

Residents want a future where more people can
live and work in Apple Valley, young people can
find education and career opportunities close to
home, businesses and entrepreneurs can thrive,
and residents can spend more of their time and
dollars within their own community.

Growing thoughtfully means we must guide growth and investment in ways that strengthen the local economy, expand opportunities, and enhance quality of life while preserving what makes Apple Valley special.

Seeds for the Future (What We’ll Do)
We have established three goals to advance this core priority:

Goal 3.1 – Cultivate a vibrant and resilient local economy A strong local economy gives Apple Valley greater ability to shape its future.

Supporting existing businesses, attracting new investment, and growing the Town’s economic base can create jobs, generate revenues for community priorities, and bring more shopping, dining, services, and entertainment closer to home.

To make progress on Goal 3.1, we will build on current momentum and leverage emerging economic opportunities to create an environment where businesses of all sizes can invest, grow, and succeed.

What Success Looks Like
 Existing businesses remain and grow in Apple Valley while new businesses and industries choose to invest here.
 Apple Valley has a diverse and resilient economic base that provides stable revenues and can adapt to changing economic conditions.  The North Apple Valley Industrial area continues to grow as a major center for employment and economic investment in the High Desert.
 Residents have more opportunities to shop, dine, access services, and enjoy entertainment within Apple Valley.
 Small businesses and entrepreneurs can access resources, customers, and support to start and grow in Apple Valley.

Strategies & Actions
 Market Apple Valley’s land, location, housing affordability, infrastructure, and other economic assets to businesses that fit the Town’s goals.  Work with existing businesses to understand needs, reduce barriers, and support continued investment.
 Streamline development and permitting and improve coordination across Town departments.
 Use land-use planning, development standards, and infrastructure investments to guide growth to appropriate locations.
 Plan for growth around major opportunities, including the North Apple Valley Industrial area and future Brightline West station.  Partner with the Chamber of Commerce and economic development groups to connect small businesses with resources, financing, and support.

Goal 3.2 – Expand housing options that meet current and future resident needs As Apple Valley grows and changes, residents will need housing options that reflect different stages of life, household sizes, incomes, and abilities. Greater choice can help young adults establish themselves in Apple Valley, provide homes for a growing workforce and families, and allow senior residents to remain in the community they know and love.

What Success Looks Like
 Residents have a range of housing choices that meet different household needs, life stages, incomes, and abilities.
 More people who work in Apple Valley have opportunities to live in the community.
 Seniors have housing choices that allow them to downsize or age in place while remaining in Apple Valley.

 New housing is located where infrastructure, transportation, services, and amenities can support it and it complements surrounding neighborhoods.

Strategies & Actions
 Review and update the development code to allow housing options that meet changing community needs while protecting neighborhood character.  Coordinate housing, land-use, and infrastructure planning across Town departments so new development is located where it can be effectively supported.
 Provide early outreach and information to developers about housing needs, development opportunities, Town requirements, and community expectations.

Goal 3.3 – Expand pathways to local jobs and careers
Many Apple Valley residents travel outside the community for work, while young people may look elsewhere for education and career opportunities. As the local economy grows, we want more residents to have opportunities to find good jobs and build careers closer to home.

Connecting residents to those opportunities will require coordination among local employers, schools, colleges, workforce organizations, and other community partners so education and training keep pace with the needs of a changing economy.

What Success Looks Like
 More Apple Valley residents have opportunities to work and build careers close to home.
 Local employers can find the skilled workers they need to grow and succeed.  Students and residents have clear pathways from education and training to local jobs and careers.
 Young people see Apple Valley as a place where they can pursue a career, build a future, and raise a family.

Strategies & Actions
 Work with schools, colleges, employers, and workforce organizations to align education and training with current and future local job needs.  Connect residents and students to training, internships, apprenticeships, and local jobs.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:

 Business & Economic Growth — Trends in active and new businesses, commercial development, business investment, vacancies, and locally generated revenues.
 Local Employment — Trends in jobs and employment opportunities within Apple Valley.
 Housing Development & Choice — New housing units and permits, including the types of housing being developed to meet changing community needs.  Workforce Connections — Where data are available, participation in workforce and training programs that connect residents and students to local employment opportunities.

Community Voices
"I would encourage Town leadership to focus on thoughtful growth that balances development with quality of life for residents... ensuring future planning keeps community needs, public safety, and long-term sustainability at the center of decision-making." “Commercial development will provide a strong tax base to support the town in the future. Every dollar spent outside of Apple Valley supports another city. Attract and grow our local businesses so those dollars stay here.”
"Keep it a small town. Don't bring in a bunch of large companies.

Support small business."

Core Value #4: Help
Every Generation
Thrive
Increase access to services, amenities, and recreational opportunities that support lifelong well-being and quality of life.

How This Core Value Achieves Our Vision
Residents want Apple Valley to be a place where
people of every age can live healthy, active, and
connected lives.

Parks, recreation, community spaces, and supportive
services help make that possible by giving residents
places to play, gather, stay active, and find help when they need it.

While Apple Valley doesn’t provide every service directly, it can offer strong programs, partner with service providers, connect residents to resources, and advocate for needs that matter to the community.

Seeds for the Future (What We’ll Do)
We have established two goals to advance this priority and help residents thrive.

Goal 4.1 – Increase access to the services and resources residents need to thrive Residents need clear, easy access to services and resources that support healthy, stable lives, including healthcare, transportation, housing assistance, social services, animal services, and other supports.

Our role varies depending on the service. We provide some services directly, partner with organizations that provide others, connect residents with available resources, and work to attract needed services to the community.

What Success Looks Like
 Residents can easily find and connect with the services and resources they need.
 Children, seniors, people with disabilities, and residents experiencing hardship have access to resources that support their well-being and independence.  Residents have greater access to healthcare, including needed specialty services, within Apple Valley.
 Animals and their owners have access to quality services that support animal safety, responsible pet ownership, and successful adoption or placement.

Strategies & Actions
 Provide responsive Town services where Apple Valley has a direct role, including Animal Services.
 Coordinate with County agencies, nonprofits, healthcare providers, transportation providers, faith-based groups, and other partners to close service gaps.
 Improve online and community information so residents can find services, request help, and connect with resources.
 Work with healthcare providers and partners to expand medical and specialty services in Apple Valley.

Goal 4.2 – Expand recreational opportunities and community spaces that promote healthy living
Apple Valley’s parks, trails, recreation programs, and community spaces give residents places to play, exercise, gather, and connect. Residents value these opportunities and want more ways for people of different ages, interests, and abilities to participate.

Building on Apple Valley’s existing recreational assets and the priorities established in the Town’s Recreation Master Plan, we will continue investing in programs, amenities, and community spaces that encourage active living and bring people together.

What Success Looks Like
 Residents of all ages, interests, and abilities have recreation options that fit their needs.
 Parks, trails, and community spaces are welcoming, accessible places for active living, outdoor play, and community connection.
 Programs and amenities evolve to reflect changing recreation interests and community needs.
 More residents can participate regardless of cost, transportation, information, or accessibility barriers.

Strategies and Actions
 Advance priorities identified in the Recreation Master Plan, including planned park, trail, facility, and amenity improvements.
 Adjust recreation programs over time based on participation, community interests, and changing needs.

 Pursue grants, partnerships, and other funding sources to help advance recreation improvements and keep programs accessible and affordable.  Use the Town website, maps, outreach, and other tools to help residents find parks, trails, recreation programs, and community amenities.

How We’ll Measure Progress
We will track progress and evaluate the results of this Priority through these or other, appropriate and available success measures:
 Service Awareness & Connection — Level of resident awareness of where to find service information, plus the number of visits to service webpages, calls, referrals, and resource requests.
 Service Access & Partnerships — Residents served through Town services and partner programs, including outreach events, assistance referrals, and service partnerships.
 Animal Services — Pets adopted, returned to owners, licensed, or placed with rescue partners, plus shelter intake and outcome rates.  Recreation Participation — Number of residents using Town recreation programs, events, parks, trails, and facilities, including participation by age group and other demographics when available.
 Recreation Access & Affordability — Participation in low-cost or free programs, scholarships or fee waivers used, accessible programs offered, and residents served in different parts of town.
 Parks, Trails & Amenities — Acres of parks, miles of trails, number of recreation amenities, completed improvements, and resident satisfaction with parks and facilities.

Community Voices
"Invest in the children."
"We would love more family [recreation] opportunities such as splash pads, water parks, open gym locations, walking trails, etc." "Medical services are important. We cannot afford to have poor medical services."
"Be more aware of the needs of handicapped and disabled residents."

7. Growing Our Vision
Turning the long-term strategic direction into tangible results for the community Our shared vision serves as Apple Valley’s North Star: the long-term destination that guides decisions, investments, partnerships, and everyday work.

Turning the vision into results requires deliberate planning, sustained action, investment, and partnership. By nurturing the priorities and goals established in this plan, Apple Valley can grow its vision into measurable progress for the community.

Putting the Plan Into Action
To achieve our long-term destination, the Town will translate the core values, goals, and strategies in this plan into practical management, operations, and decisionmaking tools.

We will use the strategic plan to support and guide:
 Strategic action planning to identify initiatives, responsibilities, timelines, and resources needed to move priorities forward.
 Decision-making by providing a consistent lens for considering new opportunities, investments, tradeoffs, and policy choices.
 Partnerships by identifying where collaboration with businesses, schools, healthcare providers, nonprofits, utilities, regional agencies, and other organizations can help advance shared goals.
 Town operations by strengthening coordination across departments and connecting day-to-day work with longer-term community outcomes.  Communication and accountability by providing a consistent framework for sharing priorities and progress with employees, the Town Council, partners, and residents.

Measuring Progress
The strategic plan identifies success measures that will help us understand whether these efforts are producing results—and whether the vision is beginning to bear fruit.

As implementation moves forward, we will refine these measures into specific key performance indicators (KPIs), considering available data, reporting capabilities, resources, and opportunities to establish new measures where they would provide meaningful insight. The measures will be used to track progress, assess results, and foster transparency and accountability.

Our goal is not to measure everything. A practical set of meaningful measures will help us make informed decisions, identify where additional attention may be needed, and communicate progress to the community.

As our approach to strategic implementation matures, we will identify and refine success measures, establish baselines and targets, where appropriate, and report accomplishments based on the information most useful to decision-makers and residents.

Continual Growth (Keeping the Plan Relevant)
Apple Valley’s vision, core values and strategic priorities provide long-term direction, but the plan must remain useful as conditions change. Periodic review and revision will help the Town assess progress, respond to new needs and opportunities, and adjust actions while staying anchored to the vision, core values, and goals established in this plan.
 Connect the core values to budgets and work plans through annual planning, department work planning, capital investments, grant opportunities, and partnership discussions.
 Review progress regularly to understand what is working, what needs attention, and where a different approach may be needed.  Refine strategies, initiatives, measures, baselines, and targets as better information becomes available.
 Keep the plan visible through Town communications, outreach, employee conversations, and updates to the Town Council and community.  Continue an ongoing cycle of action, learning, and improvement so Apple Valley can turn shared direction into measurable progress over time.

Our Shared Future
Apple Valley’s future will be shaped by the choices we make together—what we choose to preserve, what we protect, how we grow, and how we create opportunities for people of every generation to thrive.

This strategic plan provides shared direction for those choices. Its success will depend on continued partnership among residents, the Town Council, employees, businesses, community organizations, and everyone who cares about Apple Valley’s future.

Together, we can preserve what makes Apple Valley special, protect what matters most, grow thoughtfully, and build a community where every generation can thrive.

RESOLUTION NO. 2026-36

A RESOLUTION OF THE TOWN COUNCIL OF THE

TOWN OF APPLE VALLEY, CALIFORNIA,
ACKNOWLEDGING AND AFFIRMING THE TOWN’S

VISION AND CORE VALUES ESTABLISHED
THROUGH THE TOWN’S VISIONING PROCESS
WHEREAS, the Town of Apple Valley has undertaken a visioning process to establish a shared vision for the Town’s future and to identify the values that will help guide the Town’s priorities, planning, and decision-making; and WHEREAS, the Town Council recognizes the importance of establishing a clear and unified vision for the future of Apple Valley that reflects the community’s character, priorities, and aspirations; and
WHEREAS, through the Town’s visioning process, the Town Council wished to establish Core Values to serve as guiding principles for the Town; and WHEREAS, the Town Council desires to formally acknowledge and affirm these Core Values as a framework for advancing the Town Council’s vision for the future of Apple Valley; and

NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF
THE TOWN OF APPLE VALLEY, that on October 13, 2026, the Town Council of the Town of Apple Valley hereby acknowledges and approves the vision established through the Town’s visioning process and affirms the following Core Values as guiding principles for the Town’s priorities, planning, and decision-making:

1. Preserve Who We Are

2. Protect What Matters Most

3. Grow Thoughtfully

4. Help Every Generation Thrive
BE IT FURTHER RESOLVED, that these Core Values shall serve as a frame-work for advancing the Town Council’s vision for the future of Apple Valley and may be used to inform future strategic priorities, planning efforts, programs, and policy discussions.

Resolution No. 2026-36
APPROVED AND ADOPTED by the Town Council of the Town of Apple Valley this 13th day of October 2025.
____________________________
Scott Nassif, Mayor
ATTEST:

Kiel E. Mangerino, Town Clerk

Town Council Agenda Report
Date: October 13, 2026
To: Honorable Mayor and Town Council
Subject: AWARD PROFESSIONAL SERVICES AGREEMENT TO KOSMONT TRANSACTIONS SERVICES, INC. FOR THE DEVELOPMENT OF AN

ENHANCED INFRASTRUCTURE FINANCING DISTRICT
From: Guy Eisenbrey, Town Manager
Submitted by: Silvia Urenda, Assistant Director of Economic Development and Housing
Economic and Community Development Department
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
It is recommended that Council:

A. Award a Professional Service Agreement with Kosmont Transactions Services, Inc. dba Kosmont Financial Serivces (KFS) for consulting services to establish an Enhanced Infrastructure Financing District (EIFD).

B. Approve Budget Amendment
C. Authorize the Town Manager to execute the agreement, subject to approval as to form by the Town Attorney and approval as to content by the Town Manager.

BACKGROUND
The Town has previously explored financing tools to help fund roadway, utility, and other infrastructure needed to support future development. KFS assisted the Town with an earlier evaluation of an EIFD and Community Facilities District (CFD).

The Town is now ready to update the analysis and evaluate whether to proceed with formation of an EIFD. An EIFD could allow the Town and any participating taxing entities to direct an agreed-upon portion of future property tax increment within the North Apple Valley Industrial Specific Plan area. The proposed agreement would provide the analysis and assistance needed to consider that option and, if directed through subsequent actions, proceed through the formation process.

ANALYSIS
Under the agreement, Kosmont Financial Services (KFS) would update the revenue and fiscal impact analyses, working with Town staff to confirm potential district boundaries, development projections, and infrastructure projects. KFS would also update projected revenues and assess potential General Fund impacts (Town and County). As part of this work, KFS would conduct outreach to potential partner entities, including the county, and refine its projections based on their input.

If the Town proceeds with formation, KFS would work with staff and legal counsel on the proposed district boundaries, Public Financing Authority (PFA), resolution of intention, and related notices and presentations. KFS will prepare the Infrastructure Financing Plan, its supporting analyses, coordinate the required meetings and hearings, and assist with filings following formation.

KFS anticipates presenting its updated analysis within three months after authorization and receipt of the necessary Town information. The proposal estimates that formation typically takes nine to fifteen months, depending in part on the number of participating taxing entities. Approval of this agreement would authorize consulting services only. It would not form an EIFD, approve district boundaries or an Infrastructure Financing Plan, commit Town property tax increment, or authorize debt. The stated decisions would return to the appropriate governing body for consideration.

VISION ALIGNMENT
This effort supports the Town’s vision of planning ahead for sustainable economic growth and an improved quality of life. Evaluating an EIFD provides an opportunity to identify a long-term funding strategy for infrastructure that supports investment, business development, and job creation. The analysis will help the Town make informed decisions about future growth while considering fiscal impacts and aligning infrastructure investments with community priorities.

FISCAL IMPACT
KFS estimates professional fees of $65,500.00 to $78,500.00 for the five tasks and states that those fees will not exceed $78,500.00. The proposal also provides for a 4% administrative fee on professional services and reimbursement of specified expenses. At the maximum professional fee amount, the 4% charge would be $3,140, before other reimbursable expenses.

Funding for this agreement will be fully appropriated through the budget amendment that staff has requested under the North Apple Valley Industrial Specific Plan (NAVISP) Infrastructure Fund, 40504022-720010.

ATTACHMENTS
A. Professional Services Agreement
B. Budget Amendment

1 TOWN OF APPLE VALLEY

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of October 13, 2026 by and between the Town of Apple Valley, a municipal corporation organized and operating under the laws of the State of California with its principal place of business at 14955 Dale Evans Pkwy, Apple Valley, California 92307 (“Town”), and Kosmont Transactions Services, Inc. dba Kosmont Financial Services a CORPORATION, with its principal place of business at 2301 Rosecrans Avenue Suite 4140, El Segundo, CA 90245 (hereinafter referred to as “Consultant”). Town and Consultant are hereinafter sometimes referred to individually as “Party” and collectively as the “Parties.”

RECITALS
A. Town is a public agency of the State of California and is in need of professional services for the following project:

Assist the Town in evaluating and potentially establishing an Enhanced Infrastructure Financing District (EIFD). The overall purpose is to identify funding tools for roadways, utility, and other infrastructure improvements that support economic development. (hereinafter referred to as “the Project”).

B. Consultant desires to perform and assume responsibility for the provision of certain professional services required by the Town on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing professional services for the development of an Enhanced Infrastructure Financing District (EIFD), and possesses the necessary expertise, resources, and personnel to complete the Project in a timely and professional manner as specified herein.

C. The Parties desire by this Agreement to establish the terms for Town to retain Consultant to provide the services described herein.

NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

AGREEMENT

1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.

2. Services. Consultant shall provide the Town with the services described in the Scope of Services attached hereto as Exhibit “A.” Consultant promises and agrees to furnish to the Town all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional consulting services necessary for the Project.

3. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel identified in their

2 proposal. Consultant warrants that Consultant is familiar with all laws that may affect its performance of this Agreement and shall advise Town of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant further represents that no Town employee will provide any services under this Agreement.

4. Compensation.
a. Subject to paragraph 4(b) below, the Town shall pay for such services in accordance with the Schedule of Charges set forth in Exhibit “A.” b. In no event shall the total amount paid for services rendered by Consultant under this Agreement exceed the sum of $78,500.00. This amount is to cover all related costs, and the Town will not pay any additional fees for printing expenses.

Consultant may submit invoices to Town for approval. Said invoice shall be based on the total of all Consultant’s services which have been completed to Town’s sole satisfaction.

Town shall pay Consultant’s invoice within forty-five (45) days from the date Town receives said invoice. The invoice shall describe in detail the services performed and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices. Consultant shall not be reimbursed for any expenses unless authorized in writing by Town.

5. Additional Work. If changes in the work seem merited by Consultant or the Town, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the Town by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the Town and executed by both Parties before performance of such services, or the Town will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.

6. Term. This Agreement shall commence on the Effective Date and continue 7through October 13, 2027 unless the Agreement is previously terminated as provided for herein (“Term”). All applicable indemnification provisions of this Agreement shall remain in effect following the termination of this Agreement.

7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to Town for inspection and/or audit at mutually convenient times for a period of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by Town.

8. Time of Performance. Consultant shall perform its services in a prompt and

3 timely manner and shall commence performance upon receipt of written notice from the Town to proceed. Consultant shall complete the services required hereunder within Term.

9. Delays in Performance.
a. Neither Town nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects the Consultant’s performance and is one or more of the following: (1) Acts of God or other natural disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety. b. Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Delays shall not entitle Consultant to any additional compensation regardless of the Party responsible for the delay.
c. Notwithstanding the foregoing, the Town may still terminate this Agreement in accordance with the termination provisions of this Agreement.

10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements.
b. If required, Consultant shall assist the Town, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory agencies.
c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

11. Standard of Care. Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under similar conditions. Consultant’s performance shall conform in all material respects to the requirements of the Scope of Work.

Consultant represents and maintains that it is skilled in the professional calling

4 necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from the Town, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. Any employee of the Consultant or its subconsultants who is determined by the Town to be uncooperative, incompetent, a threat to the adequate or timely completion of the Services, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the Town, shall be promptly removed from working on the Services by the Consultant and shall not be re-employed to perform any of the Services.

Consultant shall not use any Subcontractor to provide the Services, or any portion of the work required by this Agreement, without prior written approval of Town. In the event that Town authorizes Consultant to use a Subcontractor, Consultant shall enter into a written agreement with the Subcontractor, which must include all provisions of the Agreement, including a restriction on the Subcontractor’s use of further independent contractors, subcontractors or subconsultants without the Town’s prior written consent.

12. Conflicts of Interest. During the term of this Agreement, Consultant shall at all times maintain a duty of loyalty and a fiduciary duty to the Town and shall not accept payment from or employment with any person or entity which will constitute a conflict of interest with the Town.

13. Town Business Certificate. Consultant shall, prior to execution of this Agreement, obtain and maintain during the term of this Agreement a valid business registration certificate from the Town pursuant to Title 5 of the Town’s Municipal Code and any and all other licenses, permits, qualifications, insurance, and approvals of whatever nature that are legally required of Consultant to practice his/her profession, skill, or business.

14. Assignment and Subconsultant. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the Town, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.

15. Independent Consultant/Contractor. Consultant is retained as an independent contractor and is not an employee of Town. No employee or agent of Consultant shall become an employee of Town. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from Town as herein provided. Any personnel performing the work governed by this Agreement on behalf of Consultant shall at all times be under

5 Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers’ compensation insurance.

16. Insurance. Consultant shall not commence work for the Town until it has provided evidence satisfactory to the Town it has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the Town to terminate this Agreement for cause. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section.
a. Additional Insured
The Town of Apple Valley, its officials, officers, employees, agents, and volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies of commercial general liability and automobile liability insurance using the endorsements and forms specified herein or exact equivalents. b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the Town.
(ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:

Insurance Services Office Commercial General Liability
coverage (Occurrence Form CG 00 01) or exact equivalent. (iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX)
exclusion deleted
(7) Contractual Liability with respect to this Contract (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits

6 by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give Town, its elected and appointed officials, officers, employees, agents, and Town-designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.
(vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the Town, and provided that such deductibles shall not apply to the Town as an additional insured.
c. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the Town. (ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobile liability (Coverage Symbol 1, any auto) or if Consultant owns no vehicles coverage for “hired” and “non-owned”
(iii) The policy shall give Town, its elected and appointed officials, officers, employees, agents and Town designated volunteers additional insured status. (iv) Subject to written approval by the Town, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the Town as an additional insured, but not a self-insured retention. d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section.

7 e. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the Town and in an amount indicated herein. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. f. Privacy/Network Security (Cyber)
At all times during the performance of the work under this Agreement, the Consultant shall maintain privacy/network security insurance for: (1) privacy breaches, (2) system breaches, (3) denial or loss of service, and the (4) introduction, implantation or spread of malicious software code, in a form and with insurance companies acceptable to the Town.
g. Aviation and/or Drone Liability
If applicable, at all times during the performance of the work under this Agreement, the Consultant shall maintain Aviation and/or Drone Liability insurance for bodily injury and property damage, in a form and with insurance companies acceptable to the Town. h. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $2,000,000 per occurrence/$4,000,000 aggregate for bodily injury, personal
injury, and property damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)
Cyber Liability $1,000,000 per occurrence and
aggregate

8 Aviation and/or Drone Liability $1,000,000 per occurrence limit (ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.
i. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the Town evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (ACORD Form 25-S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance. j. Policy Provisions Required
(i) Consultant shall provide the Town at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non-payment of the premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the Town at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the Town or any named insureds shall not be called upon to contribute to any loss. (iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three (3) years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the Town, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these

9 specifications to waive their right of recovery prior to a loss. Consultant hereby waives I ts own right of recovery against Town, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the Town and shall not preclude the Town from taking such other actions available to the Town under other provisions of the Agreement or law. k. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the Town, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
l. Additional Insurance Provisions
(i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the Town, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including, but not limited to, the provisions concerning indemnification. (ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Town has the right but not the duty to obtain the insurance it deems necessary and any premium paid by Town will be promptly reimbursed by Consultant or Town will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Town may cancel this Agreement. (iii) The Town may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iii) Neither the Town nor the Town Council, nor any member of the Town Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.
(vi) Consultant shall report to the Town, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement

10 m. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the Town that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the Town as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, Town may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

17. Indemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel reasonably approved by the Town), indemnify and hold the Town, its elected and appointed officials, officers, employees, agents, and authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims”) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, , or this Agreement, including the payment of all damages, expert witness fees, reasonable attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the Town. Consultant’s indemnification obligation shall survive the expiration or earlier termination of this Agreement for a period not to exceed four (4) years. b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code Section 2782.8), then, and only to the extent required by Civil Code Section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent which the Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant in the performance of the services or this Agreement, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

18. California Labor Code Requirements. Consultant is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the Town, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subcontractors to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment

11 of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1).

If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such Services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements.

19. Verification of Employment Eligibility. By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub-subconsultants to comply with the same.

20. Laws and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Bernardino, State of California.

21. Termination or Abandonment
a. Town may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least ten (10) days before the effective date of such termination. In such event, Town shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. Town shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by Town and Consultant of the portion of such task completed but not paid prior to said termination. Town shall not be liable for any costs other than the charges or portions thereof which are specified herein. The rights and remedies of the Town provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this Agreement. Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to Town only in the event of substantial failure by Town to perform in accordance with the terms of this Agreement through no fault of Consultant.

12 c. In the event this Agreement is terminated in whole or in part as provided herein, Town may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

22. Attorneys’ Fees. In the event that litigation is brought by any Party in connection with this Agreement, the prevailing Party shall be entitled to recover from the opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof. The costs, salary, and expenses of the Town Attorney’s Office in enforcing this Agreement on behalf of the Town shall be considered as “attorneys’ fees” for the purposes of this Agreement.

23. Responsibility for Errors. Consultant shall be responsible for its work and results under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation as may be required by the Town’s representative, regarding any services rendered under this Agreement at no additional cost to Town. In the event that an error or omission attributable to Consultant’s professional services occurs, Consultant shall, at no cost to Town, provide all other services necessary to rectify and correct the matter to the sole satisfaction of the Town and to participate in any meeting required with regard to the correction.

24. Prohibited Employment. Consultant shall not employ any current employee of Town to perform the work under this Agreement while this Agreement is in effect.

25. Costs. Each Party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.

26. Documents. Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the Town.

27. Organization. Consultant shall assign Joseph Dieguez as Project Manager. The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the Town.

28. Limitation of Agreement. This Agreement is limited to and includes only the work included in the Project described above.

29. Notice. Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following addresses and shall be effective upon receipt thereof:

TOWN:

Town of Apple Valley 14955 Dale Evans Pkwy

13 Apple Valley, California 92307
Attn: Silvia Urenda, Assistant Director of Economic Development and Housing With Copy To:

Town of Apple Valley 14955 Dale Evans Pkwy
Apple Valley, California 92307 Attn: Town Attorney
CONSULTANT:

Kosmont Transactions Services, Inc. dba Kosmont Financial Services 1601 N Sepulveda Blvd, #382
Manhattan Beach, CA 90266
Attn: Larry J. Kosmont, CRE

30. Third Party Rights. Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the Town and the Consultant.

31. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

32. Entire Agreement. This Agreement, including Exhibit “A,” represents the entire understanding of Town and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises, or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated Agreement.

33. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance, and the remaining provisions of this Agreement shall remain in full force and effect.

34. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of Town. Any attempted assignment without such consent shall be invalid and void.

35. Non-Waiver. The delay or failure of either Party at any time to require performance or compliance by the other Party of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance.

No waiver of any provision of this Agreement shall be effective unless in writing and

14 signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. The waiver of any right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

36. Time of Essence. Time is of the essence for each and every provision of this Agreement.

37. Headings. Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain, or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.

38. Amendments. Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this Agreement.

39. Town’s Right to Employ Other Consultants. Town reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

40. Prohibited Interests. Consultant maintains and warrants that it has neither employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, Town shall have the right to rescind this Agreement without liability. For the term of this Agreement, no official, officer or employee of Town, during the term of his or her service with Town, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

41. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one single Agreement.

42. Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification obligations, shall survive any such expiration or termination for a period not to exceed four (4) years.

43. Authority. The persons executing this Agreement on behalf of the Parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that by doing so, the Parties hereto are formally bound to the provisions of this Agreement.

44. Electronic Signature. Each Party acknowledges and agrees that this Agreement may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an

15 original signature.
[SIGNATURES ON FOLLOWING PAGE]

16 SIGNATURE PAGE FOR PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE TOWN OF APPLE VALLEY
AND KOSMONT TRANSACTION SERVICES, INC. DBA KOSMONT FINANCIAL

SERVICES
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

TOWN OF APPLE VALLEY
APPROVED BY:

CONSULTANT
LARRY J. KOSMONT, CRE
Guy Eisenbrey
Town Manager
ATTESTED BY:

Kiel E. Mangerino
Acting Town Clerk
APPROVED AS TO FORM:

Signature
Name
Title
Best Best & Krieger LLP
Town Attorney

17 EXHIBIT A

28314.00013\45508579.1
September 1, 2026
Guy Eisenbrey
Town Manager
Town of Apple Valley
14955 Dale Evans Parkway
Apple Valley, CA 92307
Re: Proposal for Financing District Advisory
Dear Mr. Eisenbrey:

Kosmont Transactions Services, Inc. doing business as Kosmont Financial Services (KFS) (“Consultant” or “KFS”) is pleased to present this proposal to provide Financing District Advisory Services to the Town of Apple Valley (“Town” or “Client”). KFS is an Independent Registered Municipal Advisor (“IRMA”) with the U.S. Securities and Exchange Commission (“SEC”) and the Municipal Securities Rulemaking Board (“MSRB”). This proposal serves as an Agreement when executed and returned by Client to Consultant.

I. BACKGROUND AND OBJECTIVE
KFS staff was privileged to provide economic development advisory services to the Town several years ago, including an evaluation of the feasibility of an Enhanced Infrastructure Financing District (“EIFD”) and Community Facilities District (“CFD”) within the Town to fund costs associated with utility, roadway, and other essential infrastructure improvements to facilitate and catalyze economic development in the Town. The Town now desires to continue exploring implementation of the EIFD and/or CFD that will likely include a collateral Opportunity Zone designation. KFS proposes the following Scope of Services accordingly.

II. SCOPE OF SERVICES
Approach to Tasks: The prospective assignment and consulting services that Consultant will provide will be of a relatively limited scope and duration, and advisory in nature. Consultant will be making recommendations only, which advise the Client, including elected officials, appointed officials, and staff, which Client can accept or reject. None of Consultant’s staff will act in a capacity as an elected official, nor as an appointed official, nor as staff, nor as serving in a "designated" position.

Kosmont Financial Services
Mailing Address: 1601 N Sepulveda Blvd, #382 (424) 297-1073 Physical Address: 2301 Rosecrans Avenue Manhattan Beach, CA 90266 www.KosmontFinancial.com Suite 4140, El Segundo, CA 90245 Kosmont Financial Services is anPage 440 of 465 Independent Registered Municipal Advisor with the SEC and the MSRB.

Kosmont Financial Services
(424) 297-1073
www.KosmontFinancial.com
2 | P a g e
Town of Apple Valley
Financing District Advisory
September 1, 2026
Task 1: Updated Revenue and Fiscal Impact Analysis
KFS will meet with Town staff to revisit and confirm key financing district assumptions, such as boundaries, development projections, and potential infrastructure projects to be funded by the district.

Based on these discussions, KFS prepare updated boundary, revenue, and General Fund fiscal impact analysis (for both Town and County General Funds). KFS will additionally be available to assist with evaluation / pursuit of complimentary incentive tools such as Opportunity Zone 2.0 designation for eligible census tracts.

Task 2: Stakeholder Outreach and Direction on Partnership KFS will assist the Town with outreach to potential partner entities, such as County staff and elected officials. KFS will accordingly assist with preparation and presentation of financing district analysis materials as appropriate for such outreach. Based on continued stakeholder feedback, KFS will refine tax increment revenue projections and related analysis. The goal of this Task is to receive direction / confirmation on whether the Town should proceed with financing district formation initially with or without partnership from other taxing entities (recognizing that other taxing entities may join in a subsequent year).

Task 3: Resolution of Intention (ROI) and Establishment of the Public Financing Authority Kosmont will assist with determination of refined district boundaries and governing Public Financing Authority (“PFA”) board composition as required for adoption of the Resolution of Intent (“ROI”) to initiate EIFD formation proceedings. Kosmont will assist Town staff and legal counsel (and potentially County staff) with the preparation of required documentation for the ROI. Kosmont will assist with coordination and presentation at the required meeting(s) of the Town Council (and potentially also County Board of Supervisors) to adopt the ROI and will assist with required noticing of the ROI following the legislative body action(s).

Additionally, please note that Kosmont is not a CFD special tax consultant, and we would recommend that, if the Town seeks to implement CFD in addition to EIFD, the Town separately engages a CFD special tax consultant to assist in drafting of requisite CFD governing documentation (Kosmont would provide oversight). Kosmont can suggest multiple firms for Town consideration, if desired. Kosmont will additionally work collaboratively with the CFD special tax consultant and legal counsel to prepare the required resolution of intention for CFD formation.

Task 4: Infrastructure Financing Plan Preparation
KFS will collaborate with Town staff and appropriate third-party consultants (e.g., legal counsel, engineering / surveying consultants) on the preparation of the required EIFD Infrastructure Financing Plan (“IFP”) and related appendices. The IFP must include a legal description of district boundaries, public improvements to be implemented, location, timing, and costs of development and financial assistance, finalized tax increment projections, intention to incur debt (e.g., bonds), district termination date, taxing entity fiscal impact analysis, and replacement housing obligations. KFS will assist Town staff (e.g., Clerk’s office) in the required distribution of the IFP to property owners within the financing district and to affected taxing entities.

Kosmont Financial Services
(424) 297-1073
www.KosmontFinancial.com
3 | P a g e
Town of Apple Valley
Financing District Advisory
September 1, 2026
If the Town wishes to pursue CFD formation in parallel, Kosmont will provide input and review governing CFD Rate and Method of Apportionment (“RMA”) documentation to ensure alignment in the overall EIFD/CFD financing plan.

Task 5: IFP Approval and Financing District Formation Hearings KFS will assist in coordination, preparation, and presentation of required materials at the required Town Council meeting(s) and PFA meetings and hearings to approve the IFP and form the financing district.

While KFS is not an attorney, we will provide draft content for required resolutions for review by Town Attorney and/or special counsel. KFS will additionally assist in drafting and coordinating the required noticing (e.g., website, mailing, newspaper notices) of the PFA meeting and hearings.

KFS anticipates up to two PFA public meetings, two PFA public hearings, and two Town Council meetings as part of this task (in-person or virtual as deemed mutually appropriate by the Town and KFS).

Once the financing district is successfully formed, KFS will assist Town staff in completing the required filings for the State Board of Equalization.

If the Town wishes to pursue CFD formation in parallel, Kosmont will provide input and review CFD formation documentation (e.g., resolution of formation, authorization to issue debt) to ensure alignment in the overall EIFD/CFD financing plan.

Potential Future Services (Not a Part of Current Scope of Work) • Annual report preparation, related presentation(s) at PFA public hearing(s) in future years • Continuing Disclosure as related to EIFD or CFD debt transactions.

TIF-Related Municipal Advisory Services
Town and KFS agree that evaluation or implementation of any EIFD or CFD-related public financings (e.g., tax increment allocation bonds, and/or Town lease revenue financing to be repaid or guaranteed/committed in whole or in part with EIFD tax increment and other revenues, and/or financing utilizing engagement of the EIFD PFA) will involve KFS as the Town’s Municipal Advisor or co-Municipal Advisor on a to-be-determined compensated basis.

III. SCHEDULE AND REQUIRED DATA
Consultant is prepared to commence work upon receipt of executed Agreement and project data outlined below. For Task 1 updated analysis, a summary PowerPoint presentation is anticipated to be delivered within two (2) to three (3) months from assignment authorization.

Client will provide Consultant with updated project data, including relevant planning documentation (e.g., specific plans, General Plan, Housing Element), current project proposals and/or site plans, and information on potential infrastructure projects with estimated range of costs, as available.

Kosmont Financial Services
(424) 297-1073
www.KosmontFinancial.com
4 | P a g e
Town of Apple Valley
Financing District Advisory
September 1, 2026
Typical timing for ultimate formation of a financing district varies between nine (9) and fifteen (15) months (various largely based on number of taxing entities participating).

IV. COMPENSATION
The compensation for Tasks 1 through 5 is outlined below for professional services (hourly) fees at Consultant’s billing rates as reflected in Attachment A, not to exceed $78,500.

PHASE ONE TASKS ESTIMATED BUDGET
1) Updated Revenue and Fiscal Impact Analysis $12,500 to $15,000 2) Stakeholder Outreach and Direction on Partnership $12,500 to $15,000 3) Resolution of Intention and Establishment of the PFA Board $5,500 to $6,000 4) Infrastructure Financing Plan Preparation $15,000 to $17,500 5) IFP Approval and Financing District Formation Hearings $20,000 to $25,000 Estimated Total Professional Services (Hourly) Fees $65,500 to $78,500 Task budgets may be allocated between Tasks as deemed appropriate by Consultant to provide adequate services to the Client. Budget may be increased by Client request at any point in time.

Full payment must be received by Consultant before the final written summary or report of Consultant’s findings is released to Client.

Consultant is prepared to commence work upon receipt of executed Agreement.

Consultant anticipates a single consolidated round of Client comments and revisions on draft work product before Consultant provides a final version of work product. If necessary, additional rounds of comments and revisions can be accommodated on an hourly basis.

Consultant’s attendance or participation at any publicly noticed meeting aside from the Task 4 meeting, whether such participation is in person, digital, video and/or telephonic (e.g., Town Council, Planning Commission, Public Agency Board, other), as requested by Client is in addition to compensation for Tasks 1 through 4 and will be billed at the professional services (hourly) fees as shown on Attachment A.

Services will be invoiced monthly at Consultant’s standard billing rates, as shown on Attachment A.

In addition to professional services (hourly) fees, invoices will include reimbursement for out-of-pocket expenses such as travel and mileage (provided that there shall be no overnight travel without the Client’s prior approval and that mileage shall be reimbursed at the current IRS mileage reimbursement rate), professional printing, conference calls, and delivery charges for messenger and overnight packages at actual cost. Unless otherwise agreed to in advance, out-of-area travel, if any, requires advance funding of flights and hotel accommodations.

Consultant will also include in each invoice an administrative services fee to cover in-house copy, fax, telephone and postage costs equal to four percent (4.0%) of Consultant’s monthly professional

Kosmont Financial Services
(424) 297-1073
www.KosmontFinancial.com
5 | P a g e
Town of Apple Valley
Financing District Advisory
September 1, 2026
service fees incurred. Any unpaid invoices after 30 days shall accrue interest at the rate of 10% per annum.

For the convenience of Consultant’s clients, we offer a secure credit card payment service. The credit card payment link is: https://kosmont.paidyet.com and there are two ways to make a secure credit card payment:

1. Fill in the “Make a Payment” form when you go to the link (https://kosmont.paidyet.com), or

2. Call Consultant's accounting desk (424) 297-1072 to make a credit card payment V. DISCLOSURE INFORMATION RELATED TO THE ESTABLISHMENT OF AN INDEPENDENT

REGISTERED MUNICIPAL ADVISORY RELATIONSHIP AND OTHER DISCLOSURES Municipal Advisory Disclosures
Duties and Responsibilities of KFS
As an IRMA, KFS has a duty of care and loyalty to Client and has a fiduciary obligation to provide advice and conduct Municipal Advisory Activities in a manner that is in Client’s best interests, not ours or those of any other party.

Disclosure of Material Conflicts
Circumstances when payment of KFS’s professional fees is contingent upon a successful closing of any financing present an unavoidable conflict related to KFS advising Client whether to proceed with such financing. Receiving compensation upon a successful closing is an industry standard. As to municipal advisory debt-related services, KFS is accustomed and willing to work “at risk” when required and believes this conflict can and will be properly managed and mitigated, as is the case with other engagements KFS regularly undertakes. This conflict is naturally removed when KFS’s compensation is based solely on an hourly (time and materials) basis.

Other than as stated above, KFS is not aware of any other conflicts that currently exist or that may come to exist by engaging in Municipal Advisory Activities with Client.

Disclosure of Legal or Disciplinary Events
Neither KFS, its principles, nor its Municipal Advisor Professionals assigned to Client have ever been the subject of any legal or disciplinary actions or events that may be material to Client’s evaluation of KFS or the integrity of our management or personnel.

Termination of IRMA Relationship
Each of Client and KFS is free to terminate this IRMA relationship at any time by giving notice to the other party. While Client may ultimately undertake the issuance of municipal securities, such event will not necessarily trigger an automatic termination of the IRMA relationship that KFS has with Client.

It is presently anticipated that KFS will continue to perform municipal advisory activities for Client at Client’s pleasure and on an ongoing basis.

Compensation for Possible Future Real Estate Evaluation or Brokerage Services

Kosmont Financial Services
(424) 297-1073
www.KosmontFinancial.com
6 | P a g e
Town of Apple Valley
Financing District Advisory
September 1, 2026
The following is being provided solely as an advance disclosure of real estate brokerage services and potential compensation for such services. This disclosure is not intended to commit the Client.

When assignments involve real estate/property brokerage services, such transaction-based services are typically provided by Kosmont Real Estate Services, Inc. doing business as Kosmont Realty (“KR”). KR is licensed by the State of California Department of Real Estate (License# 02058445).

Compensation to KR is typically paid through commissions for property sale transactions, lease transactions and success/broker fees. KR also provides Broker Opinions of Value (“BOV”) services on a fixed fee basis.

Town of Apple Valley
Financing District Advisory
September 1, 2026

Mailing Address: 1601 N Sepulveda Blvd, #382
Manhattan Beach, CA 90266
(424) 297-1073
www.KosmontFinancial.com
Physical Address: 2301 Rosecrans Avenue
Suite 4140, El Segundo, CA 90245
Kosmont Financial Services is an Independent Registered Municipal Advisor with the SEC and the MSRB. 28314.00013\45508579.1

ATTACHMENT A
Kosmont Financial Services
2026 Public Agency Fee Schedule
Professional Services
President & CEO $540.00/hour
Sr. Managing Director / Senior Advisor $405.00/hour
Managing Director $350.00/hour
Vice President $295.00/hour
Senior Project Analyst $210.00/hour
Project Analyst $195.00/hour
Administrative Support $ 90.00/hour
• Additional Expenses
In addition to professional services (labor fees):
1) An administrative fee for in-house copy, fax, phone, postage costs, digital/technological support and related administrative expenses will be charged, which will be computed at four percent (4.0 %) of monthly Kosmont Financial Services professional service fees incurred; plus 2) Out-of-pocket expenditures, such as travel and mileage, professional printing, and delivery charges for messenger and overnight packages will be charged at cost. 3) Project/Market data sources for support of evaluation and analysis e.g., ESRI, Placer.ai, CoStar/STR, IMPLAN, ParcelQuest, Refinitiv and other based on quoted project cost. 4) If Kosmont retains Third Party Vendor(s) for Client (with Client’s advance approval), fees and cost will be billed to Client at 1.1X (times) fees and costs. 5) Consultant’s attendance or participation at any public meeting, whether such participation is in person, digital, video and/or telephonic (e.g., Town Council, Planning Commission, Public Agency Board, other) requested by Client and are beyond those specifically identified in the Scope of Work will be billed at the professional services (hourly) fees as shown on this Attachment A. • Charges for Court/Deposition/Expert Witness-Related Appearances Court-related (non-preparation) activities, such as court appearances, depositions, mediation, arbitration, dispute resolution and other expert witness activities, will be charged at a court rate of 1.5 times scheduled rates, with a 4-hour minimum.

Rates Effective until December 31, 2026. For and during the term of the subject Agreement, the above referenced rates in each category will be increased, effective January 1, 2027, and annually thereafter, to reflect the adjustment in the CPI (U.S. Dept. of Labor, Bureau of Labor Statistics) All Cities Average Consumer Price Index for the prior year. As an example, the US City Average Consumer Price Index (CPI-U) for December 2025 was 0.3, representing a change of 2.7 percent over the index of the previous 12 months. (K2.26)
Kosmont Financial Services

TOWN OF APPLE VALLEY

BUDGET AMENDMENT/TRANSFER REQUEST

PURPOSE

FROM ACCOUNT (DECREASE)
Org Object Amount Available After

TOTAL -

TO ACCOUNT (INCREASE)
Org Object Amount Available After
40504022 720010 78,500 78,500
TOTAL 78,500
Transfer Reference Check 78,500
Note: Budget Transfers must have a net total of "$0.00" Date Date
9/28/2026
Date Entered by Date
Silvia Urenda
Town Manager
Department Director Finance Mgr. / Dir.of Finance
Account Description
Requesting Department Prepared By Date Prepared
Econonic Development Silvia Urenda September 28, 2026

BUDGET APPROPRIATION
NAVISP Infrastructure Fund
Account Description

Town Council Agenda Report
Date: October 13, 2026
To: Honorable Mayor and Town Council
Subject: RELEASE OF SECURITIES FOR TRACT MAP NO. 17247
LGI Homes Corporate, LLC.

From: Guy Eisenbrey, Town Manager
Submitted by: Richard Pedersen, Town Engineer
Engineering Division
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
That the Town Council find that the construction of various improvements required for Tract Map 17247 is complete and approve the 50% reduction of the performance securities and release of the labor and materials security.

BACKGROUND
Staff inspected and approved the construction of Tract Map 17247 improvements and recommends that the Town accept the improvements as complete and reduce the performance security to 50% and release of the labor and materials security. The remaining 50% of the performance security will be retained by the Town for one year as a warranty/maintenance bond.

ANALYSIS
Bond amounts for improvements are as follows:
(50% Reduction)
Improvement Performance Bond Warranty/Maintenance Bond
Sewer Lift Station $756,000 $378,000
Grading $23,100 $11,550

VISION ALIGNMENT
This item is procedurally required and does not directly advance a specific Vision element.

On February 28, 2023, the Council approved new agreements and security bonds for various improvements and on November 14, 2023, for a proposed sewer lift station which was deemed necessary for the tract. LGI Homes Corporate, LLC., has now requested the release of securities since they have fulfilled the terms of the agreements to construct various improvements.

FISCAL IMPACT
The recommended action does not result in a fiscal impact.

ATTACHMENTS
Tract Map 17247

Tract Map No. 17247

Town Council Agenda Report
Date: October 13, 2026
To: Honorable Mayor and Town Council
Subject: ADOPT ORDINANCE NO. 580 AN ORDINANCE OF THE TOWN

COUNCIL OF THE TOWN OF APPLE VALLEY, CALIFORNIA,
AMENDING CHAPTER 12.37, ENTITLED “GENERAL VEHICLE
PARKING RESTRICTIONS” OF TITLE 12 OF THE TOWN OF APPLE

VALLEY MUNICIPAL CODE, AND DESIGNATING THE SUPERINTE
From: Guy Eisenbrey, Town Manager
Submitted by: Richard Pedersen, Town Engineer
Engineering Division
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Adopt Ordinance No. 580 and Resolution 2026-34

BACKGROUND
At the September 8, 2026 Council meeting, the Town Council reviewed and introduced Ordinance No. 580 Ordinance No. 580 amends Chapter 12.37 of the Apple Valley Municipal Code to allow the Town Council to establish and amend no-parking and nostopping zones by resolution rather than by ordinance, consistent with California Vehicle Code section 22507. The ordinance also designates the Town Manager or the Town Manager’s designee as the Superintendent of Streets for purposes of administering Chapter 12.37. These amendments streamline future updates while preserving Town Council approval of all parking restrictions.

As part of the requirements to adopt this new Ordinance, Ordinance No. 580 and Resolution No. 2026-34 have been scheduled for adoption at this Town Council meeting.

VISION ALIGNMENT
The recommended action supports the Town’s Vision by promoting the safe and efficient use of the public roadway system and improving the Town’s ability to respond to traffic and parking concerns. Authorizing parking restrictions by Town Council resolution

maintains public accountability while providing a more efficient process for implementing measures necessary to protect public safety and mobility.

FISCAL IMPACT
The recommended action does not result in a fiscal impact.

ATTACHMENTS
A. Ordinance No. 580
B. Resolution No. 2026-34

ORDINANCE NO. 580

AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN

OF APPLE VALLEY, COUNTY OF SAN BERNARDINO,
STATE OF CALIFORNIA AMENDING CHAPTER 12.37 OF

THE TOWN OF APPLE VALLEY MUNICIPAL CODE AND

DESIGNATING THE SUPERINTENDENT OF STREETS AS

THE DECISION-MAKING BODY OVER STREET AND

HIGHWAY RESTRICTIONS
WHEREAS, Vehicle Code section 22507 authorizes local authorities to, by ordinance or resolution, prohibit or restrict the stopping, parking, or standing of vehicles on certain streets or highways, or portions thereof, during all or certain hours of the day; and
WHEREAS, under the Vehicle Code, the parking of any type vehicle on certain streets or highways may be prohibited or restricted, during all or certain hours of a day, where signs or markings giving adequate notice of such regulations have been placed; and
WHEREAS, Chapter 12.37 “General Vehicle Parking Restrictions” of the Municipal Code of the Town of Apple Valley addresses the rules generally applicable to parking within the Town, including the establishment of no-parking and no-stopping zones; and WHEREAS, because the restrictions are currently codified into an ordinance, the process for adjusting the restrictions is cumbersome and costly (involving the drafting of an ordinance, two council meetings, formal noticing in a newspaper, and a thirty day wait period until they are effective following adoption); and WHEREAS, such restrictions are typically non-controversial and, rather, are necessary to protect the public health, safety, and welfare; and WHEREAS, the Town Council, therefore, desires a more streamlined method to establish parking restrictions within the Town; and
WHEREAS, the Town of Apple Valley desires to designate the Superintendent of Streets, and his or her designees, as the decision-making body over street and highway restrictions covered under Chapter 12.37; and.

WHEREAS, all of the findings and conclusions made by the Town of Apple Valley Town Council pursuant to this Ordinance are based upon the oral and written evidence before it as a whole.

NOW, THEREFORE, the Town Council of the Town of Apple Valley, State of California, does ordain as follows:

Ordinance No. 580
Section 1. The recitals above are true and correct and are hereby incorporated herein by this reference.

Section 2. Chapter 12.37 of the Apple Valley Municipal Code is hereby amended in its entirety to read as follows:
“CHAPTER 12.37 – GENERAL VEHICLE PARKING RESTRICTIONS
Sections:

12.37.010 Application of Stopping, Standing and Parking Regulations.

12.37.020 Definitions.

12.37.030 Authority of the Superintendent of Streets.

12.37.040 No-Parking Zones.

12.37.050 No-Stopping Zones.

12.37.060 Violation and penalties.

12.37.070 Enforcement.

12.37.010 - Application of Stopping, Standing and Parking Regulations. (a) The provisions of this Chapter prohibiting the stopping, standing or parking of a vehicle shall apply at all times or at those times herein specified, except when it is necessary to stop a vehicle to avoid conflict with other traffic or in compliance with the directions of a police officer or official traffic control device.
(b) The provisions of this Chapter imposing a time limit on standing or parking shall not relieve any person from the duty to observe other and more restrictive provisions of the California Vehicle Code or an ordinance of this Town prohibiting or limiting the standing or parking of vehicles in specified places or at specified times.

12.37.020 – Definitions.

The following words and phrases when used in this Chapter shall, for the purpose of this Chapter, have the meanings respectively ascribed to them in this Chapter. Whenever words of phrases used in this Chapter are not defined, but are defined in the California Vehicle Code and amendments thereto, such definitions shall apply. (a) “Alley” shall mean a public thoroughfare, not exceeding thirty feet in width, for the use of pedestrians and/or vehicles, which affords only a secondary means of access to the abutting property.
(b) “Curb” shall mean the lateral boundary of the roadway, whether such curb be marked by curbing construction, or not so marked; the word “curb” as

Ordinance No. 580
used in this title shall not include the line dividing the roadway of a street from parking strips in the center of a street.
(c) “Loading Zone” shall mean the space adjacent to a curb, reserved for the exclusive use of vehicles during the loading or unloading of passengers or materials.
(d) “Park” shall mean to leave standing any vehicle, whether occupied or not, otherwise than temporarily for the purpose of and while actually engaged in loading or unloading of passengers or materials or for other temporary purposes and time periods ascribed to in this Chapter.
(e) “Stand” shall mean any starting or standing of a vehicle, whether occupied or not, except where necessary to avoid conflict with other traffic or in compliance with the directions of a police officer or official traffic control device.
(f) “Stop” shall mean complete cessation of movement.
(g) “Superintendent of Streets” shall mean the Town Manager or their designee.
(h) “Traffic Control Device” shall mean all signs, signals, markings and devices not inconsistent with this title, placed or erected by authority of a public body or official having jurisdiction, for the purpose of regulating, warning, or guiding or otherwise controlling traffic.
(i) “Traffic Island” shall mean a raised island located in the roadway and separating opposing or conflicting streams of traffic.

12.37.030 – Authority of the Superintendent of Streets
(a) The Superintendent of Streets is authorized to update the “no-stopping” and “no-parking” zones outlined in this Chapter as necessary to protect the public health, safety, and welfare, by resolution of the Town Council that amends the Master List pertaining to “no-stopping” and “no-parking” zones.
(b) The Superintendent of Streets is further authorized to place signs or curb markings, indicating no parking or stopping within the zones detailed in this Chapter. (c) Whenever the Superintendent of Streets finds that the conditions because of which parking was prohibited no longer exist, the Superintendent of Streets shall remove such signs and curb markings placed pursuant to subsection (b).

12.37.040 – No-Parking Zones.

Ordinance No. 580
(a) The Town Council shall, by resolution, establish a Master List designating certain streets or portions thereof as “No-Parking Zones”. The Superintendent of Streets shall develop and make recommendations on the establishment of “No-Parking Zones”.

The operator of a vehicle, including, but not limited to a commercial vehicle subject to additional parking restrictions under Chapter 12.38, shall not park such vehicle at any time in any of locations listed on the Master List.
(b) The Town Manager or his or her designee shall cause either curb markings to be painted or signs to be installed as may be necessary to carry out the provisions of this Section.

12.37.050 – No-Stopping Zones.
(a) The Town Council shall, by resolution, establish a Master List designating certain streets or portions thereof as “No-Stopping Zones”. The Superintendent of Streets shall develop and make recommendations on the establishment of “No-Stopping Zones”.

The operator of a vehicle, including, but not limited to a commercial vehicle subject to additional parking restrictions under Chapter 12.38, shall not stop such vehicle at any time in the locations listed on the Master List.
(b) The Town Manager or his or her designee shall cause either curb markings to be painted or signs to be installed as may be necessary to carry out the provisions of this Section

12.37.060 - Violation and Penalties.

Each person, firm, or corporation in violation of any Section in this Chapter shall be guilty of a separate offense for each and every day during any portion of which any violation of any provision of this Chapter is committed, continued, or permitted by such person, firm, or corporation and may be punished in accordance with Chapters 1.01 of this Code.

Alternatively, the violation may be punished with the issuance of a parking fine as is established by resolution of the Town Council and as may be changed from time to time.

12.37.070 - Enforcement.

The provisions of this Chapter shall be enforced by the Town Manager or their designee.” Section 3. Compliance with California Environmental Quality Act. This Ordinance has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA) and the State CEQA Guidelines and it has been determined that approval of the Ordinance is exempt from further environmental review under the general rule in California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions

Ordinance No. 580
without any physical project being approved, it can be seen with certainty that there is no possibility that the amendments to the Municipal Code will have a significant effect on the environment. The Town Council concurs in these findings and adopts them as its own.

Section 4. Notice of Adoption. The Town Clerk of the Town of Apple Valley shall certify to the adoption of this ordinance and cause publication to occur in a newspaper of general circulation and published and circulated in the Town in a manner permitted under Section 36933 of the Government Code of the State of California.

Section 5. Effective Date. This Ordinance shall become effective thirty (30) days after the date of its adoption.

Section 6. Severability. If any section, sentence, clause or phrase of this Ordinance or the application thereof to any entity, person or circumstance is held for any reason to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are severable. The Town Council of the Town of Apple Valley hereby declares that it would have adopted this Ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.

APPROVED and ADOPTED by the Town Council of the Town of Apple Valley and signed by the Mayor and attested by the Town Clerk this 13th day of October, 2026.

Scott Nassif, Mayor
ATTEST:

Kiel E. Mangerino, Acting Town Clerk
Approved as to Form: Approved as to Content:

Thomas Rice, Town Attorney Guy Eisenbrey, Town Manager

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RESOLUTION NO. 2026-34

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF APPLE
VALLEY, CALIFORNIA ESTABLISHING A MASTER LIST OF NOPARKING AND NO-STOPPING ZONES PURSUANT TO CHAPTER 12.37

OF THE TOWN OF APPLE VALLEY MUNICIPAL CODE
WHEREAS, Vehicle Code section 22507 authorizes local authorities to, by ordinance or resolution, prohibit or restrict the stopping, parking, or standing of vehicles on certain streets or highways, or portions thereof, during all or certain hours of the day; and
WHEREAS, under the Vehicle Code, the parking of any type vehicle on certain streets or highways may be prohibited or restricted, during all or certain hours of a day, where signs or markings giving adequate notice of such regulations have been placed; and
WHEREAS, on October 13th, 2026, the Town Council of Apple Valley (“Town Council”) adopted Ordinance No. 580, in order to implement a more streamlined method to establish parking restrictions within the Town; and
WHEREAS, the purpose of this Resolution is to establish a Master List of NoParking and No-Stopping Zones pursuant to Chapter 12.37 of the Town of Apple Valley Municipal Code.

NOW, THEREFORE, the Town Council of the Town of Apple Valley, California does hereby resolve as follows:

SECTION 1. Recitals. The Town Council hereby finds and determines that the recitals above are true and correct and are each incorporated by reference and adopted as findings by the Town Council.

SECTION 2. CEQA. The Town Council hereby finds that the adoption of this resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(b)(3), that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions without any physical project being approved, it can be seen with certainty that there is no possibility that the amendments to the Municipal Code will have a significant effect on the environment. The Town Council concurs in these findings and adopts them as its own.

SECTION 3. Establishment of Master List of No-Parking Zones. Pursuant to Chapter 12.37 of the Apple Valley Municipal Code, the operator of a vehicle shall not park such vehicle at any time in any of the following places:
(1) On the east side of Navajo Road just south of Powhatan Road;

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(2) On Headquarters Drive a length of 290 feet on the north and south curb lines in front of the Headquarters Fire Station;
(3) On Apple Valley Road a length of 100 feet on the east and west curb lines extending south from the curb return at Bear Valley Road and 20 feet from either side of the driveway entrances;
(4) At 13643 Navajo Road on the southside of the driveway entrance for a length not to exceed 20 feet;
(5) At any of the following Route 4 bus stops:
(i) Stop 1 - North Outer Highway 18/Apple Valley Inn Road in front of Security Pacific Bank;
(ii) Stop 2 - North Outer Highway 18/West of Tao Road;
(iii) Stop 3 - North Outer Highway 18/East of Tuscola Road; (iv) Stop 4 - South Outer Highway 18/East of Apple Valley Road; (v) Stop 5 - South Outer Highway 18 at Lions Park;
(vi) Stop 6 - West side of Navajo Road/South of Highway 18; (vii) Stop 7 - Navajo Road/South of Ottawa Road; or
(viii) Stop 8 - South side of Yucca Loma Road at the Yucca Loma Elementary School;
(6) At any of the following Route 5 bus stops:
(i) Stop 1 - West side of Navajo Road/North of Bear Valley Road; (ii) Stop 2 - West side of Navajo Road/South of Bear Valley Road across from Apple Valley High School;
(iii) Stop 3 - North Outer Bear Valley Road/West of Kiowa Road; (iv) Stop 4 - South Outer Highway 18/East of Quinnault Road in front of the Apple Valley Post Office;
(7) On the north side of Bear Valley Road from Snapping Turtle Road to 150 feet west of Snapping Turtle Road;
(8) On the west side of Navajo Road from Bear Valley Road to Laguna Road; (9) On the east side of Navajo Road from Powhattan Road to 35 feet south of Powhattan Road;

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(10) On the south side of Outer Highway 18 South from the mobile home park entrance at 22325 Outer Highway 18 South to 218 feet west of said entrance;
(11) On the east side of Palmero Road from Corwin Road to 700 feet north of Corwin Road;
(12) On the east side of Kasota Road from Siskiyou Road to 100 feet of Siskiyou Road; and
(13) On the east side of Quinnault Road from the Apple Valley Post Office's south driveway to 230 feet north of the south driveway and from the north driveway to 10 feet south of the north driveway;
SECTION 4. Establishment of Master List of No-Stopping Zones. Pursuant to Chapter 12.37 of the Town of Apple Valley Municipal Code, the operator of a vehicle shall not stop such vehicle at any time in any of the following places:
(1) On the north side of Sandia Road from Pasco Road to Mohawk Road from 7:30 a.m. to 8:00 a.m. and from 2:00 p.m. to 2:30 p.m. on Monday through Friday;
(2) On the east side of Havasu Road from Cronese Lane to approximately 300 feet north of Cronese Lane from Havasu Road to approximately 300 feet east of Havasu Road from 8:30 a.m. to 9:00 a.m. and from 3:00 p.m. to 3:30 p.m. on Monday through Friday;
(3) On the west side of Mesquite Road from Nisqually Road to the north school boundary and along the south side of Nisqually Road from Mesquite Road to east school boundary from 7:30 a.m. to 8:15 a.m. and from 2:00 p.m. to 2:30 p.m. on Monday through Friday;
(4) On the south side of Thunderbird Road across from the Vista Campana Middle School from Wichita Road to 180 feet east of Wanaque Road from 7:00 a.m. to 5:00 p.m.;
(5) On the west side of Mesquite Road from Esaws Road to 500 feet north of Esaws Road from 6:30 a.m. to 2:30 p.m. on Monday through Friday; (6) On the north and south sides of Yucca Loma Road from Havasu Road to Kasanka Road;
(7) On the south side of Mana Road from the Lewis Center to 1,200 feet to the east from 2:00 p.m. to 4:00 p.m. on Monday through Friday; and (8) On both sides of Lookout Road between Mana Road and Branding Iron Road from 2:00 p.m. to 4:00 p.m. on Monday through Friday.

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SECTION 5. Effective Date. This Resolution shall become effective immediately upon its adoption.

SECTION 6. Certification. The Town Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

SECTION 7. Severability.If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this resolution are declared to be severable.

APPROVED AND ADOPTED by the Town Council of the Town of Apple Valley this 13th day of October, 2026.
__________________________
Scott Nassif, Mayor
ATTEST:
_______________________________
Kiel E. Mangerino, Acting Town Clerk

Town Council Agenda Report
Date: October 13, 2026
To: Honorable Mayor and Town Council
Subject: ADOPT RESOLUTION SUPPORTING PROPOSITION 1, THE VETERANS AND AFFORADABLE HOUSING BOND ACT OF 2026
From: Guy Eisenbrey, Town Manager
Submitted by: Julie Ryan, Assistant Director of Strategic Initiatives Town Manager
Budgeted Item: Yes No N/A

RECOMMENDED ACTION
Adopt Resolution No. 2026-37 supporting Proposition 1, the Veterans and Affordable Housing Bond Act of 2026, which authorizes $11.25 billion in state general obligation bonds to fund several housing affordability programs.

BACKGROUND
On September 8, Council Member Bishop requested a resolution supporting Proposition 1, be placed on the agenda.

Existing California law provides a variety of housing assistance programs, including emergency housing, multifamily housing, farmworker housing, homeownership assistance for very low- and low-income households, and down payment assistance for first-time homebuyers. State law also authorizes the issuance of general obligation bonds to fund these and other housing-related initiatives, including infill development, brownfield remediation that supports infill projects, and the development of housing-related parks.

In 2018, voters approved the Veterans and Affordable Housing Bond Act, which authorized the issuance of $4 billion in general obligation bonds. Bond proceeds were designated to support existing affordable housing programs, infill infrastructure financing, affordable housing matching grants, and homeownership assistance programs for veterans, including financing for farm, home, and mobile home purchases. Bonds are a way the state borrows money to cover the up-front costs of a development and then repays the money plus interest over time. Funds are allocated and administered pursuant to the State General Obligation Bond Law.

ANALYSIS
In June 2026, Governor Newsom signed SB 417 (Limón), placing Proposition 1, the Veterans and Affordable Housing Bond Act of 2026, on the November 3, 2026, statewide ballot. If approved by voters, Proposition 1 would authorize $11.25 billion in general obligation bonds to expand affordable housing, increase homeownership opportunities, support veterans, and address homelessness throughout California.

The measure would provide $10 billion for affordable housing and homeownership programs, including the Multifamily Housing Program, CalHome Program, Joe Serna, Jr.

Farmworker Housing Grant Program, supportive housing, student housing, tribal housing, and infrastructure needed to support new housing development. An additional $1.25 billion would fund the CalVet Home Loan Program, helping veterans purchase homes.

According to the Legislative Analyst's Office, Proposition 1 could help finance up to 40,000 new affordable rental homes, approximately 1,200 student housing beds, and homeownership assistance for up to 40,000 households, including more than 2,000 veterans.

Major funding allocations include:
• $5.1 billion for affordable multifamily housing construction • $1.25 billion for veterans' homeownership programs
• $1.15 billion for supportive housing and homelessness solutions • $750 million to preserve existing affordable housing
• $600 million for low-income homeownership assistance through CalHome • $500 million for first-time and low-income homebuyer assistance • $500 million for housing-related infrastructure improvements • $450 million for farmworker housing
• $350 million for student housing projects
• $200 million for tribal housing and related housing trust funds • $200 million for local housing pilot programs
Proposition 1 seeks to increase the supply of affordable housing, expand access to homeownership, support veterans, and provide long-term housing solutions for California residents.

VISION ALIGNMENT
While the proposed resolution does not directly implement a Town program or Strategic Vision initiative, it supports statewide efforts to increase housing availability, expand homeownership opportunities, and assist veterans and vulnerable populations. These objectives are generally consistent with the Town's Vision Plan goals related to community sustainability, quality of life, and long-term economic resilience.

FISCAL IMPACT
The recommended action does not result in a fiscal impact.

ATTACHMENTS

1. Resolution No. 2026-37

RESOLUTION NO. 2026-37

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN

OF APPLE VALLEY, CALIFORNIA, SUPPORTING
PROPOSITION 1 - THE VETERANS AND AFFORDABLE
HOUSING BOND ACT OF 2026
WHEREAS Cal Cities and its member cities advocate for secure investments to increase the supply of affordable housing; and
WHEREAS, Proposition 1, the Veterans and Affordable Housing Bond Act of 2026, will appear on the November 3, 2026, statewide ballot and authorize the state to issue $11.25 billion in state general obligation bonds to provide funding to build and preserve affordable homes and expand homeownership opportunities across California; and
WHEREAS, Proposition 1 is anticipated to provide funding to fast-track numerous already-approved, shovel-ready affordable homes, turning stalled projects into homes for families who need them; and
WHEREAS, Proposition 1 is anticipated to provide funding to build homes working families can afford, so that the teachers, firefighters, and nurses who serve the Town of Apple Valley can afford to live in the community they serve; and WHEREAS, Proposition 1 honors our veterans by dedicating $1.25 billion solely to veterans' housing and homeownership opportunities, including the CalVet Home Loan Program, which has already helped almost a million veterans and their families; and
WHEREAS, Proposition 1 helps our most vulnerable neighbors by providing funding to create and preserve housing for low-income residents, seniors, those who are homeless or at risk of homelessness, foster youth experiencing homelessness, and people with disabilities; and
WHEREAS, Proposition 1 does not raise taxes, but may unlock matching federal funds, bringing tax dollars Californians send to Washington back home to California; and

Resolution 2026-37
WHEREAS, Proposition 1 comes with strict accountability, public reporting, and clear requirements, so that voters can see how many homes get built, where, and at what cost; and
WHEREAS, Proposition 1 benefits veterans, seniors, low- and middle-income Californians, persons with disabilities, working families, farmworkers, students, first-time homebuyers, and our youth; and
WHEREAS, the Town Council of the Town of Apple Valley finds that the safe, affordable homes and veteran housing investments made possible by Proposition 1 are in the best interest of the residents of the Town of Apple Valley.

NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF APPLE VALLEY AS FOLLOWS:

SECTION 1. That the Town Council hereby supports Proposition 1 - The Veterans and Affordable Housing Bond Act of 2026.

SECTION 2. That the Town Council directs staff to email a copy of this adopted resolution to the League of California Cities at [email protected].

SECTION 3. That the Town Clerk shall certify the passage and adoption of this resolution and enter it into the book of original resolutions.

ADOPTED AND APPROVED by the Town Council of the Town of Apple Valley this 13
th day of October 2026.
______________________________
Scott Nassif
Mayor
ATTEST:
_________________________
Kiel E. Mangerino
Town Clerk