Mountain House City Council
August 13, 2025

June 20, 2025
Sarah Ragsdale
Administrative Services Director
City of Mountain House
Dear Sarah,
I appreciate the opportunity to respond to your Request for Proposal (RFP) for Human Resources and Risk Management Consulting Services. I am excited for the opportunity to continue to work with the City of Mountain House and believe that my qualifications make me an ideal partner for your project.

I have worked as a professional in Human Resources and Risk Management for nearly 40 years. I have managed every process in HR, which includes, but not limited to recruiting, onboarding, benefits administration, investigations, ADA, evaluations, project management, employee relations, training and labor relations. I have multiple certifications in HR, labor and training. I have been fortunate to have implemented new HR systems, recruiting platforms, and evaluation systems.

As a Risk Manager, I also have many certifications in OSHA training, compliance and workers compensation management. In addition, I am a one of 22,000 Certified Safety Professionals (CSP) worldwide.

I held the job title of Director of Human Resources and Risk Management for over 17 years in two different municipalities. I am uniquely qualified to address any HR or Risk related questions. I also understand that risk management is more than workers compensation and insurance, it plays a huge role in all aspects of Human Resources. There is inherent risk in recruitments, employee investigations, harassment complaints, issues with evaluations and anything related to labor. I will rely on my many years of experience and I will leverage the relationships I have maintained in the HR and Risk arena.

My contact information:

Joe Kriskovich
2171 Hillcrest Drive
Tracy CA 95377
209-321-2277
[email protected]
Item 8.3
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Proposals and Relevant Experience
Evaluations
- Focus on finding a web-based platform compatible with ADP payroll system - Prioritize upfront and recurring costs, as well as customer support - Ensure the system allows for job-specific criteria and automated tracking I have been in a position for three different employers to improve and replace an existing evaluation system. In the private sector, I was part of a team charged with replacing a paper evaluation process to an internal proprietary web-based platform that vastly improved the efficiency and effectiveness of evaluations. In two cities, Tracy and Manteca, I was in charge of replacing and upgrading their existing evaluation system which were also paper processes that lacked consistency, timely follow-up and accurate appraisal data. In all three examples, the antiquated paper process was very labor intensive, involved manualtracking, follow-up was non-existent andthe processlacked accountability at all levels of the organization.

The new systems will be web based and once the evaluations are loaded into the system, they are auto generated annually or at chosen intervals. Reports will show overdue, pending and those completed by department and manager. It will have a profound impact on accountability at all levels, reduce late or not completed evaluations, and consistency will be greatly enhanced. The set-up can be tailored to best fit the city needs and ongoing maintenance is minimal.

Recruitment
- Implement a web-based system like NEOGOV to streamline processes - Utilize updated job descriptions as the foundation for the recruitment system - Customize requisitions and approval processes for efficiency - Benefit reviews at all levels
I have researchedand selecteda recruiting system to enhance the City of Manteca’s recruitment efforts. I reviewed multiple options from various vendors before choosing the NEOGOV system. Although many of the systemsfunction very similarly, NEOGOV was selected due to its overall platform and its large footprint within many agencies across the country. Most recruitment systems have similar functionality with the biggest return on investment is the time and staff savings. The system eliminates many manual tasks, tracks all EEO data, and assists in scheduling applicants for interviews. In addition, all notifications and letters can be customized for the city and can be sent with the click of the mouse.

An advantage for the city is the updated job descriptions which will be the centerpiece of the system.

System set-up may take time but the end result will be much faster processing time of open requisitions.

Local, statewide or national job exposure is available. Web-based approval at every step of the process continues to ensure the recruitment remains timely.

As part of the recruitment process the overall benefit package needs to be evaluated. From the type of benefits offered to the cost of such benefits. New approaches to elected benefits will be examined to ensure Mountain House is able to recruit the best talent.

Personnel policies and procedures
- Update and maintain comprehensive policies and regulations - Ensure legal compliance and alignment with existing MOUs Item 8.3
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- Use these as tools for accountability and consistent administration I have written Personnel Policies and Procedures (PPP) as well as Rules and Regulations (RR) for both the City of Tracy and Manteca. As of this date many of those PPP and RR are still in place and being actively utilized. I partnered with two legal firms to review the final version of both to ensure compliance with all laws and regulations. Another important aspect that had to be reviewed was ensuring they did not conflict with any existing MOU.

The better the PPP and RR the more accountability for all employees. PPP and RR have to avoid the lack of any real or perceived loop-holes in the event disciplinary action needs to be taken. I have many examples of using PPP and RR to justify taking the appropriate disciplinary action. In combination with the MOU, these prove to be powerful tools to ensure everyone is aware of and plays by the same set of rules throughout the city. The PPP and RR can be consistently administered to all members of the city, regardless of their job title or position.

Labor
- Maintain a solid partnership with SEIU
- Negotiate a fair and enforceable MOU
- Provide guidance and oversight on all labor related issues and concerns I have negotiated over 100 MOUs with various unions and groups represented by law firms. The next step for the city is to start holding employees accountable to the language in the MOU and enforcing progressive discipline when needed. A new evaluation system and updated policies and procedures can assist to ensure all employees are performing at an acceptable level and if disciplinary action is needed it is administered fairly and impartially across the board and is not punitive in nature.

Risk Management
- Take a holistic approach, covering insurance, workers' compensation, and other risks - Implement systems for tracking insurance certifications and subrogation claims - Utilize training programs like Target Solutions for employee education Risk management is not just insurance and workers compensation but a whole array of overlapping risks associated with many different functions within a city. As a risk manager I have been an integral part of two pooling authorities, including being a member of the executive committee for more than 12 years and serving as the president elect of the Municipal Pooling Authority (MPA) for over 7 years.

I understand the importance of risk transfer and to ensure the city is protected when any vendor, project or request for proposal is made to the city. I have set up spreadsheets to track insurance certifications so the vendors are never out of compliance. I reviewed with the MPA all projects to ensure the city is protected from any potential risk and the associated cost of that risk.

I have set up a subrogation collection system that tracks all damage to city property claims and the status of those claims. I have been working with Doug and we currently have an excel spreadsheet for tracking claims with the plan to enhance the spreadsheet to set up automated alerts and track the actual dollars collected.

Compliance and risk training have to occur on a regular basis for all employees. The city is off to a good foundation with Target Solutions being an excellent option for assigning and tracking training. I will work to Item 8.3
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further educate the employees and managers on potential risks and their mitigation. Preventing risk will be everyone’s responsibility.

I would work with each department to compile a list for inventory itemization and asset management.

Ensuring insurance coverage is adequate and sufficient. This will also provide the opportunity to identify any surplus equipment not be utilized as surplus property and ensure the allocated cost is accurate for all equipment and supplies.

I have worked closely with Employment Risk Management Authority (ERMA), serving on the board of directors for many years. It is an important resource as many HR related risks, from recruitment challenges, disparate treatment, harassment complaints and evaluation concerns need to be brought forward to them. It is a much larger part of risk management that often is not properly accounted for. I will utilize ERMA so every employee and employment concern is properly investigated and corrective action is taken to ensure the prevention of recurrence is addressed.

Approach
- Conduct a thorough assessment of current systems and processes - Prioritize implementation of recruitment and evaluation systems - Streamline processes and involve subject matter experts from each department - Develop a timeline for policy updates and risk management improvements - Create a communication plan to inform and educate employees about new systems and processes - Create a citywide understanding of risk management best practices It is exciting to be on the ground floor of a city putting in place processes and systems to enhance and improve the everyday experience for all employees. The HR department has to evolve as the go to department for all employee related processes from recruiting to evaluation to investigations to labor issues as they arise. It must earn the trust of the entire city with consistently delivering results with the highest standards. To start this evolution, my approach would be to identify a recruiting system and an evaluation system. The most important aspect of both of these systems is the new job descriptions that will have been approved by the employee, the manager and HR. These will identify the key elements of each job, which is the starting point for improved recruitments, meaningful evaluations, methodology for accountability and staffing models to ensure efficiency of the work being undertaken.

Utilizing a web-based recruiting system will streamline the recruiting process, identify a subject matter expert(SME) for each department, and eliminate manual steps throughout the whole process. Requisitions should be included in the system so approval is done in minutes as opposed to days, and once approved, a meeting should be held with the department SME and HR. This will address if any further screening tools, such as supplemental questions, will be needed as be part of the process. Once the recruitment is open only HR would screen the applicants and those meeting the minimum qualifications would be forwarded to the SME for their approval. Once a sufficient number of qualified applicants has been reached all interviews and follow-ups can be set up within the system.

A robust web-based evaluation system is a must for any entity. It will bring increased accountability to the employees, the managers, the departments and the entire city. Step one will be to meet with the stakeholders to review the new system, their role and responsibility and the expectation moving forward.

Each position can have customized evaluations with specific criteria. This eliminates the current system that rates everyone and every position on the same criteria. Step two will be the manager and employee Item 8.3
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meeting to discuss the elements in which the employee will be rated upon, seeking their understanding and input. The updated job descriptions will play a major role in identifying the elements. Once the criteria has been established, and expectations discussed with the employee, the evaluation is uploaded into the system. The process is fully automated and would be set for annual evaluations with alerts going to the manager 90, 60 and 30 days prior to the evaluation due date. HR can then monitor the process and escalate if evaluations are not being performed within the established time frame.

I am a huge proponent that the better the evaluation criteria coupled with a timely evaluation leads to a better review with the employee and the end result is more accountability for meeting the expectations of the position. This in turn leads to a fair and consistent approach for all employees which will enhance the overall well-being of the employees. It will determine future staffing needs and any adjustments needed in staffing. It will identify employees not meeting expectations and requiring additional training or job coaching. It is a great aid for managers to objectively evaluate their employees and determine the optimal number of positions needed to better serve the community. In some cases, corrective action may need to be addressed using progressive disciplinary. HR can guide that process to ensure the steps are followed properly with the goal for the employee to understand the corrective action needed and work toward improving those short comings.

As I referenced earlier, Personnel Policies and Procedures (PPP) and the Rules and Regulations (RR) will need to be evaluated as part of the process. I would start with PPP and RR that have federal or state laws or statues to ensure compliance. Along with the evaluation process and a sound labor agreement which already exists, this will add to the overall health of the organization. Part of this process would include record keeping guidelines and a record retention system to be put in place.

My approach to risk management is similar to that of human resources management as the key is providing employees with an expectation and understanding of risk management. The culture of the city has to become immersed in the concept of risk mitigation. We have to develop this culture with the simple phrase, “if you see something say something.” If it does not look right or there is an obvious problem, such as a raised sidewalk, extension cord in a walk path, a potential hit and run accident, it is everyone’s responsibility to bring that to the attention of the risk management team. No matter what your job level is we all provide a risk- free environment for our citizens, visitors to the city and our fellow workers.

Risk mitigation strategies will reduce the likelihood or impact of risks, such as implementing new controls or procedures. The cornerstones of this approach are three principles. The first being risk avoidance. We need to decide if certain risks should be avoided altogether. The second, risk transfer, in which we explore options for transferring risks to third parties, and we have been successful using insurance and additional insured language. And last,risk acceptance. We accept certainrisks if the cost of mitigation outweighs the potential impact. We will educate employees about the risk management plan and their roles in mitigating risks.

I will engage stakeholders to identify potential risks across various areas, such as strategic, compliance, operational, financial, and reputational risks. Once all identified risks are clearly outlined with their potential impact, we can look at mitigation strategies. Then we can evaluate the likelihood of each risk occurring and the potential impact if it does.

Most of the compliance training can be done through the on-line training portal. The MPA offers member cities specific compliance and risk certifications such as Traffic, Cone and Flagging, which the city will have access to and utilize when the opportunity arises.

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By focusing on these areas and following a structured approach, we can significantly improve the HR and risk management functions within the City of Mountain House.

Cost
It is difficult to separate the HR from the risk on a cost basis since there are so many areas that need addressed that have overlapping ramifications. Once the city has the web-based recruiting platform and evaluation process, some of that risk will be mitigated.

The role is two positions in one – the Director of HR and a Risk Manager. Within the cities current salary structure the director role would command an annual salary between $175,000 and $200,000. The manager role would command an annual salary between $125,000 and $150,000.

My cost proposal is based on the significant gains that will be made in both areas in the first three years. I will usher in the new processes and platforms, have updated policies and procedures, and will have a staffing model for HR/Risk and the other city departments. By year four I am extremely confident that all of the processes will be in place, the staffing sustainable and my role will be reduced to oversight or potentially eliminated. My goal is to eliminate the need for this consultant by the end of year four, if not sooner. I would include an additional $10,000 for travel to board meetings, training and conferences to support the city in human resources and risk management. An 4% annual adjustment is included.

Human Resources Year 1 Year 2 Year 3 Year 4 Year 5
Monthly $13,000 $11,500 $10,816 $6,000 $3,000
Annual $130,000 $138,000 $129,792 $72,000 $36,000
Risk Management Year 1 Year 2 Year 3 Year 4 Year 5
Monthly $7,000 $9,300 $10,816 $6,000 $3,000
Annual $70,000 $111,600 $129,792 $72,000 $36,000
Total Year 1 Year 2 Year 3 Year 4 Year 5
Monthly $20,000 $20,800 $21,632 $12,000 $6,000
Annual $200,000 $249,600 $259,584 $144,000 $72,000
Misc Amount $8,334 $10,000 $10,000 $10,000 $5,000
Grand Total $208,334 $259,600 $269,584 $154,000 $77,000 Item 8.3
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CONTRACT ID # A-2526-29
12 EXHIBIT B

COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
1) Compensation Schedule.
2) Reimbursable Expenses.

Reimbursable expenses for Consultants working for City of Mountain House shall follow the guidelines outlined below. An invoice and receipts, outlining travel expenses, shall be submitted to City of Mountain House after the travel has occurred.

Expense Type Reimbursement Policies Receipt Required
Airfare Actual cost of the least expensive class available.

Business class and first class are not reimbursable.

Yes
Airline Baggage Fees Actual expense. Yes
Rental Car Reimbursement for rental cars will be for a
standard size car or smaller and will be
reimbursed for the actual expense.

Yes
Airport Shuttle Actual expense, including gratuity. Yes Taxi Actual expense, including gratuity. Yes
Meals & Incidentals Actual expense, including gratuity. Itemized receipts must be included for reimbursement. No
alcohol.

Other incidentals per itemized receipt.

Yes
Hotel Lodging obtained will be reasonable and in line
with the moderate priced hotels for the area.

Reimbursement will be only for room charge,
taxes, and parking (if applicable).

Itemized receipts must be included for
reimbursement.

Yes
Privately Owned Vehicle
Mileage Rate
IRS allowable rate for the current year. No
Office Incidentals Actual expense.

Copies/printing, courier/express delivery fees,
phone calls.

Yes
Item 8.3
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CONTRACT ID # A-2526-29
13 EXHIBIT C

INSURANCE REQUIREMENTS
1) Required Coverage. Consultant shall maintain all required insurance listed herein for the duration of this Agreement.

TYPE OF INSURANCE MINIMUM LIMITS
Commercial General Liability
Premises Liability; Products and Completed
Operations; Contractual Liability; Personal
Injury and Advertising Liability
$1,000,000 per occurrence;
Bodily Injury and Property Damage
$2,000,00 in the aggregate; Commercial general
coverage shall be at least as broad as Insurance
Services Office Commercial General Liability
occurrence form CG 0001 (most recent edition)
covering comprehensive General Liability on an
“occurrence” basis
Commercial or Business Automobile
Liability
All owned vehicles, hired or leased
vehicles, non-owned, borrowed and
permissive uses. Personal Automobile
Liability is acceptable for individual
Consultants with no transportation or
hauling related activities
$1,000,000 per occurrence;
Any Auto; Bodily Injury and Property Damage.

Automobile coverage shall be at least as broad as
Insurance Services Office Automobile Liability
form CA 0001 (most recent edition), Code 1 (any
auto). No endorsement shall be attached limiting
the coverage.

Workers’ Compensation (WC) and
Employers Liability (EL)
Required for all Consultants with
employees
WC: Statutory Limits
EL: $100,000 per accident for bodily injury or
disease. Consultant may rely on a self-insurance
program to meet those requirements, but only if the
program of self-insurance complies fully with the
provisions of the California Labor Code. The
insurer shall waive all rights of subrogation against
City of Mountain House and its officers, officials,
employees, and volunteers for loss arising from
Work performed under this Agreement
Professional Liability/Errors &
Omissions
Required for all Consultants performing
services with licensed professionals.

Includes endorsements of contractual
liability
$1,000,000 per occurrence
$2,000,000 policy aggregate; Any deductible or
self-insured retention shall not exceed $150,000 per
claim
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CONTRACT ID # A-2526-29
14 2) Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
a) Term. All required insurance shall be maintained during the entire term of the Agreement with the following exception: Insurance policies and coverage(s) written on a claims-made basis shall be maintained during the entire term of the Agreement and until three (3) years following termination and acceptance of all Work provided under the Agreement, with the retroactive date of said insurance (as may be applicable) concurrent with the commencement of activities pursuant to this Agreement. b) Additional Insured. All insurance required above with the exception of Professional Liability, Personal Automobile Liability, Workers’ Compensation and Employers Liability, shall be endorsed to name as additional insured: City of Mountain House, its Board of Directors, and all City of Mountain House officers, agents, employees, volunteers and representatives.
c) Primary Insurance. For any claims related to this Agreement or the Work hereunder, the Consultant’s insurance covered shall be primary insurance as respects City of Mountain House, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by City of Mountain House, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it. d) Cancellation. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled by either party, except after 30 days’ prior written notice has been provided to City of Mountain House.
e) Certificates of Insurance. Before commencing operations under this Agreement, Consultant shall provide Certificate(s) of Insurance and applicable insurance endorsements, in form and satisfactory to City of Mountain House, evidencing that all required insurance coverage is in effect. City of Mountain House reserves the rights to require the Consultant to provide complete, certified copies of all required insurance policies.
f) Sub-Consultants. Consultant shall include all sub-Consultants as an insured (covered party) under its policies or shall furnish separate certificates and endorsements for each sub-Consultant. All coverages for sub-Consultants shall be subject to all of the requirements stated herein.
g) Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
i) The retroactive date of the policy must be shown and must be before the date of the Agreement.
ii) Insurance must be maintained and evidence of insurance must be provided for at least five years after completion of the Agreement or the Work, so long as commercially available at reasonable rates.
iii) If coverage is canceled or not renewed and it is not replaced with another claimsmade policy form with a retroactive date that precedes the date of this Agreement, Item 8.3
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CONTRACT ID # A-2526-29
15 Consultant must purchase an extended period coverage for a minimum of three (3) years after completion of Work under this Agreement. iv) A copy of the claim reporting requirements must be submitted to City of Mountain House for review prior to the commencement of any Work under this Agreement.
3) All Policies Requirements.
a) Acceptability of insurers. All insurance required by this section is to be placed with insurers with a Bests' rating of no less than A:VII. Insurance shall be maintained through an insurer with a minimum A.M. Best Rating of A- or better, with deductible amounts acceptable to City of Mountain House. Acceptance of Consultant’s insurance by City of Mountain House shall not relieve or decrease the liability of Consultant hereunder. Any deductible or self-insured retention amount or other similar obligation under the policies shall be the sole responsibility of the Consultant.
b) Deductibles and Self-Insured Retentions. Consultant shall disclose to and obtain the written approval of City of Mountain House for the self-insured retentions and deductibles before beginning any of the Work called for by any term of this Agreement.

At the option of City of Mountain House, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City of Mountain House, its officers, employees, and volunteers; or the Consultant shall provide a financial guarantee satisfactory to City of Mountain House guaranteeing payment of losses and related investigations, claim administration and defense expenses. c) Wasting Policies. No policy required by this Section 4 shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense). d) Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or Consultant may require from vendor by virtue of the payment of any loss.

Consultant agrees to obtain any endorsements that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all Work performed by Consultant, its employees, agents, and sub-Consultants.
4) Remedies. In addition to any other remedies City of Mountain House may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City of Mountain House may, at its sole option exercise any of the following remedies, which are alternatives to other remedies City of Mountain House may have and are not the exclusive remedy for Consultant’s breach:
a) Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement;
b) Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or c) Terminate this Agreement.

Item 8.3
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CONTRACT ID # A-2526-29
16 EXHIBIT D

REQUIREMENTS OF PUBLIC WORKS CONTRACTS
1) Wages. As applicable pursuant to Federal and State of California statutes and regulations:
a) In accordance with Labor Code Section 1773.2, City of Mountain House has determined the general prevailing wages in the locality in which the Work described in Exhibit A are to be performed for each craft or type of work needed, as published by the State of California Department of Industrial Relations, Division of Labor Statistics and Research, a copy of which is on file in City of Mountain House Public Works Office, and shall be made available on request. Consultant and sub-Consultants engaged in the performance of the Work shall pay no less than these rates to all persons engaged in performance of the Work.
b) In accordance with Labor Code Section 1775, Consultant and any sub-Consultants engaged in performance of the Work shall comply with Labor Code Section 1775, which establishes a penalty of up to $200 per day for each worker engaged in the performance of the Work for which Consultant or any sub-Consultant pays less than the specified prevailing wage. A mistake, inadvertence, or neglect in failing to pay the correct rate of prevailing wages is not excusable if Consultant or sub-Consultant had knowledge of their obligations under the Labor Code. Consultant or sub-Consultant shall pay the difference between the prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the prevailing wage rate.

If a sub-Consultant worker engaged in performance of the services described in Exhibit A is not paid the general prevailing per diem wages by the sub-Consultant, Consultant is not liable for any penalties therefore unless Consultant had knowledge of that failure or unless the Consultant fails to comply with all of the following requirements:
i) The contract executed between Consultant and the sub-Consultant for the performance of part of the Work shall include a copy of the provisions of Labor Code Sections 1771, 1775, 1776, 1777.5, 1813, and 1815.
ii) Consultant shall monitor payment of the specified general prevailing rate of per diem wages by the sub-Consultant by periodic review of the sub-Consultant’s certified payroll records.
iii) Upon becoming aware of a sub-Consultant’s failure to pay the specified prevailing rate of wages, Consultant shall diligently take corrective action to halt or rectify the failure, including, but not limited to, retaining sufficient funds due the sub-Consultant for performance of the Work.
iv) Prior to making final payment to the sub-Consultant, Consultant shall obtain an affidavit signed under penalty of perjury from the sub-Consultant that the subConsultant has paid the specified general prevailing rate of per diem wages for employees engaged in the performance of the Work any amounts due pursuant to Labor Code Section 1813.
c) In accordance with Labor Code Section 1776, Consultant and each sub-Consultant engaged in performance of the Work shall keep accurate payroll records showing the name, address, social security number, work, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed in performance of the Work. Each payroll record Item 8.3
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CONTRACT ID # A-2526-29
17 shall contain or be verified by a written declaration that it is made under penalty of perjury, stating both of the following:
i) The information contained in the payroll record is true and correct. ii) The employer has complied with the requirements of Sections 1771, 1811, and 1815 for any work performed by the employer’s employees on the public works project.

The payroll records required pursuant to Labor Code Section 1776 shall be certified and shall be available for inspection by City of Mountain House and its authorized representatives, the Division of Labor Standards Enforcement, and the Division of Apprenticeship Standards of the Department of Industrial Relations, and shall otherwise be available for inspection in accordance with Labor Code Section 1776. d) In accordance with Labor Code Section 1777.5, Consultant, on behalf of Consultant and any sub-Consultants engaged in performance of the Work, shall be responsible for ensuring compliance with Labor Code Section 1777.5 governing employment and payment of apprentices on public works contracts.
e) Consultant or any sub-Consultant, in performance of the Work, employs any person in a trade or occupation (except executive, supervisory, administrative, clerical, or other nonmanual workers as such) for which no minimum wage rate has been determined by the Director of the Department of Industrial Relations, Consultant shall pay the minimum rate of wages specified therein for the classification that most nearly corresponds to the Work performed by that person. The minimum rate thus furnished shall be applicable as a minimum for such trade or occupation from the time of the initial employment of the person affected and during the continuance of such employment. 2) DIR Registration.

At all times, Consultant shall be registered with the Department of Industrial Relations and qualified to perform public work consistent with Labor Code section 1725.5, except in limited circumstances as set forth in Labor Code section 1771.1. No Consultant or sub-Consultant may be awarded a contract for public work on a public works project unless registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5. Consultant agrees, in accordance with Section 1771.4 of the Labor Code, that if the Work under this Agreement qualifies as a public works project, it is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
5615290.3
Item 8.3
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TITLE: Provide Direction to Staff on the Development of a Formal Policy for the Parks and Recreation Department to Guide the Solicitation, Acceptance, and Recognition of Sponsorships, Donations and Advertising that Support Recreation Programs, Events, and Services
MEETING DATE: August 13, 2025
PREPARED BY: Laura Johnston, Recreation Manager

RECOMMENDATION
Staff recommends that the City Council provide direction to Parks and Recreation staff on the development of a formal Sponsorship/Donation/Advertising Policy to guide the solicitation, acceptance, and recognition of sponsorships, donations and advertising that support recreation programs, events, and services that ensure consistency, transparency, and alignment with the City’s values.

BACKGROUND
The Parks and Recreation Department regularly receives inquiries and offers from local businesses and organizations interested in sponsoring events and programs, making donations supporting the production of events or programs, or advertising their businesses or organizations to event participants. While these present a valuable opportunity to enhance community offerings and events and reduce reliance on taxbased funding, the City currently lacks a formal policy to guide how such partnerships are initiated, evaluated, and managed.

DISCUSSION
The purpose of these policies will be to establish clear and consistent guidelines for the solicitation, acceptance, and management of sponsorships, donations, and advertising within the Parks and Recreation Department. These policies aim to ensure that all contributions and promotional activities support the Department’s mission, uphold community values, and enhance recreational programs and facilities in a transparent, ethical, and equitable manner. By providing a structured framework, the policies will foster positive partnerships with individuals, businesses, and organizations while protecting the integrity and public trust of municipal recreation services.

A well-defined Sponsorship/Donations/Advertising Policy would:
• Clearly define the differences between a sponsor, donor and advertiser; • Create transparent materials for solicitation of funds; • Establish clear criteria for acceptable sponsorships, donations or advertisements; • Identify the various types of sponsorship, donation, and advertising opportunities; Item 9.1
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• Prevent potential conflicts of interest or reputational risks; • Ensure alignment with community values and municipal goals; • Develop a process for approving, receiving, allocating, and managing funds; • Provide a transparent framework for recognizing donors appropriately.

Staff recommends that the City Council provide guidance in the development of a formal policy that governing the solicitation, acceptance, and recognition of sponsorships, donations, and advertisements that support recreation programs, events, and services.

FISCAL IMPACT
There is no fiscal impact on this agenda item.

STRATEGIC PLAN
Establishment of a Sponsorship/Donation/Advertising Policy will help in achieving the following goals:
• Develop a sponsorship/donation policy program for Council adoption to offset the cost of special events and recreation programs.

CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Upon City Council’s direction, staff will return with a policy draft for review at a future meeting.

ATTACHMENTS
A. General Sponsorships, Donations, and Advertising Policy Draft Item 9.1
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Attachment A
Purpose
The purpose of these policies will be to establish clear and consistent guidelines for the solicitation, acceptance, and management of sponsorships, donations, and advertising within the City of Mountain House Parks & Recreation Department. These policies aim to ensure that all contributions and promotional activities support the department’s mission, uphold community values, and enhance recreational programs and facilities in a transparent, ethical, and equitable manner. By providing a structured framework, the policies will foster positive partnerships with individuals, businesses, and organizations while protecting the integrity and public trust of municipal recreation services.

Benefits
Implementing these policies ensures clear, consistent guidelines that foster transparency, accountability, and legal compliance in managing sponsorships, donations, and advertising. They safeguard community values by aligning partnerships with the family-friendly and inclusive mission of the City of Mountain House Parks & Recreation Department. These policies also enhance program quality and resources through strong community relationships, while minimizing risks and optimizing staff efforts, ultimately supporting the delivery of excellent recreational services for all residents.

Differences Between Advertisers, Sponsors, and Donors
Aspect Advertiser Sponsor Donor
Definition
Pays for space or time
to promote a product,
service, or brand.

Provides financial or in-kind
support in exchange for public
recognition or promotional
benefits.

Gives money, goods, or services
without expecting advertising
or promotional benefits.

Purpose
Marketing focused on
promoting products or
services.

Partnership to support
programs/events while gaining
visibility.

Charitable support without
expectation of marketing
returns.

Benefit
Received
Paid advertising
placement (ads,
signage, media).

Public acknowledgment (logos,
naming rights, mentions).

Usually no direct promotional
benefits, may receive thankyou acknowledgments.

Relationship
Transactional;
advertiser pays for a
specific ad placement.

Collaborative; mutual benefits
outlined in a sponsorship
agreement.

Gift or contribution; typically
one-way support.

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Attachment A
Aspect Advertiser Sponsor Donor
Agreement
Advertising contract
specifying placement,
duration, and fees.

Sponsorship agreement
detailing benefits and
responsibilities.

Donation receipt or
acknowledgment, often less
formal.

Examples
A company buys a
billboard ad at a
recreation center.

A local business sponsors a city
event and gets logo placement
on materials.

An individual donates funds to
support park improvements
with no branding.

Soliciting
All solicitation of sponsors, donors, and advertisers shall be conducted in a professional, ethical, and transparent manner. Staff will be required to utilize approved materials, engage with entities aligned with the Department’s mission and values, respect the decisions of potential partners, ensure all agreements are properly documented and authorized, and disclose any conflicts of interest. This approach fosters responsible stewardship and cultivates positive, community-oriented relationships.

Eligibility
To be eligible for sponsorship, donation acceptance, or advertising opportunities within the Department, individuals, businesses, and organizations must align with the Department’s mission, values, and community standards. Eligibility is contingent upon compliance with all applicable laws, regulations, and this policy’s guidelines. The Department reserves the right to review and approve all potential partners and to decline any sponsorship, donation, or advertising proposal that conflicts with the public interest, community standards, or the Department’s objectives.

Acceptable Categories
Sponsorship may be accepted for but not limited to:
• Event Sponsorship
o Support for specific events such as festivals, races, holiday celebrations, or tournaments. • Program Sponsorship
o Funding or in-kind support for ongoing recreational programs, classes, or leagues. • Facility Sponsorship
o Sponsorship of parks, community centers, sports fields, playgrounds, or other facilities. • Media & Advertising Sponsorship
o Sponsorship of printed materials, websites, newsletters, social media campaigns, or promotional videos.

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Attachment A
• Youth & Education Sponsorship
o Support focused on youth programs, scholarships, camps, or educational initiatives. • In-Kind Sponsorship
o Donations of goods, services, equipment, or volunteer time instead of monetary contributions.
• Title or Presenting Sponsorship
o Exclusive naming rights or top-level sponsorship designation for an event, program, or facility.
• Supporting or Secondary Sponsorship
o Smaller scale sponsorships that provide partial funding or support, often recognized differently from title sponsors.

Advertising may be accepted for but not limited to:
• Print Advertisers
o Ads placed in printed materials such as brochures, event programs, newsletters, flyers, or recreation guides.
• Digital Advertisers
o Ads on websites, social media platforms, email newsletters, or digital event signage. • Facility Signage Advertisers
o Advertisements displayed on banners, posters, bulletin boards, or signage within recreation centers, parks, sports fields, or community facilities. • Event Advertisers
o Ads featured during special events, festivals, tournaments, or community celebrations (e.g., event programs, banners, digital screens).
• Broadcast Advertisers
o Advertisements on local TV, radio, or video productions associated with the Parks & Recreation Department.
• Sponsorship-Linked Advertisers
o Advertisers who gain ad placement as part of a sponsorship agreement. • Classified or Community Bulletin Advertisers
o Small ads or announcements in community bulletin boards or classified sections in print or online.

Donations may be accepted for but not limited to:
• Monetary Donations
o Cash contributions, checks, or electronic transfers given to support programs, events, or facilities.
• In-Kind Donations
o Gifts of goods, equipment, supplies, or services that benefit the Department without direct financial exchange.
• Capital Donations
o Contributions designated for major infrastructure projects, facility improvements, or large-scale equipment purchases.
• Endowment Donations
o Funds set aside to generate ongoing income for specific programs or purposes, often invested to provide long-term support.

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Attachment A
• Memorial or Tribute Donations
o Gifts made in honor or memory of an individual, often accompanied by recognition or naming opportunities.
• Matching Gifts
o Donations made through employer matching gift programs that double or supplement individual contributions.
• Restricted Donations
o Contributions earmarked for a specific purpose, program, or project as specified by the donor.
• Unrestricted Donations
o Gifts given without any specific use restrictions, allowing the Department discretion in allocation.

Donor Recognition
The Department will acknowledge donations in a manner that is consistent, equitable, and appropriate to the nature and value of the gift. Recognition may include thank-you letters, inclusion in donor lists, public acknowledgment at events, or other forms of appreciation determined by the Department. All donor recognition will maintain the Department’s commitment to fairness, transparency, and community values, and will be proportionate to the contribution provided. Recognition details will be documented when applicable and will not imply endorsement of any donor’s products, services, or activities.

Ineligibility
The Department reserves the right to decline sponsorships, donations, or advertising proposals from individuals, businesses, or organizations that do not align with the Department’s mission, values, and community standards. Entities will be deemed ineligible if they:
• Promote products or services that are illegal or regulated, including tobacco, vaping, or recreational drugs.
• Display content or messaging is discriminatory, offensive, or inconsistent with community standards.
• Are associated with unethical, fraudulent, or criminal activities. • Present conflicts of interest that could compromise the Department’s integrity. • Conflict with existing contractual obligations of the Department. • Pose risks to public safety, health, or welfare.
• Have a history of noncompliance with City policies or contractual agreements.

Approval Process
All sponsorships, donations, and advertising opportunities must undergo a formal approval process prior to acceptance or implementation. Proposals shall be reviewed to ensure alignment with the Department’s mission, values, and community standards, as well as compliance with applicable laws and policies. Approval authority is designated to the Administrative Services Director or designee, who will Item 9.1
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Attachment A
evaluate each opportunity based on established criteria. No commitments or agreements shall be finalized without documented authorization. This process ensures responsible stewardship of resources and protects the integrity of the Department.

Allocation of Funds
All funds or in-kind contributions must be used for the designated program, event, or purpose agreed upon in the respective agreement. The City’s Finance Department will ensure funds are tracked and reported in accordance with municipal financial policies.

Exclusions
These policies will exclude political or lobbying contributions, religious donations, anonymous gifts, donations from conflicting entities, unsolicited gifts requiring excessive resources, donations posing legal or environmental risks, and long-term naming rights without clear terms. These exclusions help ensure transparency, legal compliance, and responsible resource management.

Termination Clause
The Department reserves the right to decline or terminate any sponsorship, donation, or advertising agreement if the sponsor’s, donor’s, or advertiser’s business practices or reputation conflict with community values, or if the terms of the agreement are violated.

Monitoring and Evaluation
Staff will monitor ongoing sponsorships, donations and advertising, and evaluate their success in achieving desired goals, considering benefits to the department and the public, cost-benefit analysis, and public feedback.

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TITLE: Public Information Signage for New Development
MEETING DATE: August 13, 2025
PREPARED BY: Jodi Almassy, Deputy City Manager

RECOMMENDATION
This is a discussion item to explore the use of signage to inform the public about new development projects under construction.

BACKGROUND
At the July 23, 2025 meeting, the City Council requested staff to explore signage options for informing the public about new development projects under construction.

The City currently does not require standardized public informational signage. The current Development Code Ordinance allows “future tenant” and “construction” signs, which are typically for marketing or lease purposes, not general community information.

DISCUSSION
Requiring standardized public information signs at the start of construction could improve public awareness of development activity. Signs could include:
• General use type (ie: “Retail,” “Multi‑Family Residential”) • Approximate size (ie: “____ Acres” or “____ Units”)
• Developer contact information
• Optional completion date
A review of nearby cities (Stockton, Lathrop, Tracy, Ripon, Manteca, Livermore, Dublin, Pleasanton) shows none require similar signage at grading or construction start.

It’s important to point out that signage would likely only provide general land use information, as the most common public inquiries are about specific tenants (ie: “When is Mountain House getting a Dutch Bros?”). Tenant leases are often not finalized until late in construction, so the City and developer may not have confirmed tenant information to display, which may not address the public’s interest.

The City already maintains a current projects webpage under “Project List & Map” (https://www.mountainhouseca.gov/departments/planning) that provides approved and pending project Item 9.2
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information. This tool is updated regularly and serves as an ongoing resource for the community but still may not provide the specifics that residents may be seeking.

Potential approaches include:

A. Require Public Informational Signage – Require signage for new development, incorporated into the Standard Plans and Specifications and/or as conditions of approval.

B. No Signage – Continue relying on the Current Projects webpage as the primary source of development information.

C. Combination Approach – Install basic signage at construction sites and use the existing Current Projects webpage for more detailed or updated information Developers would be responsible for the cost, installation, and maintenance of any required signage. The sign ordinance will be updated as part of the future development code revisions and any new temporary signage requirements should be incorporated to ensure consistency and enforceability.

FISCAL IMPACT
No cost to the City. Developers would pay for signage. Minimal staff time to confirm installation during inspections.

STRATEGIC PLAN
The Council’s adopted 2025 Strategic Plan (April 9, 2025) includes goals related to transparent governance and enhancing communication with the community. Providing timely and accessible information on development projects aligns with these priorities by improving public awareness of growth and land use changes.

CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Discussion item only; not applicable.

ATTACHMENTS
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None.

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TITLE: Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City” MEETING DATE: August 13, 2025
PREPARED BY: Steven J. Pinkerton, City Manager

RECOMMENDATION
Staff recommends that the City Council discuss and provide direction and feedback to the draft Grand Jury Response Letter, and direct staff to return with a revised letter for final City Council approval at the August 27, 2025, City Council meeting.

BACKGROUND
California’s Civil Grand Jury system, in place since the 1850s, provides citizen oversight of local government. (Cal. Pen. Code, § 925a.) Each county impanels a Grand Jury annually.

State law requires that, within 90 days of receiving a Grand Jury’s final report, the governing body of the public agency respond in writing to the Presiding Judge on each finding and recommendation under its jurisdiction (Cal. Pen. Code, § 933(c).)

DISCUSSION
On June 27, 2025, the 2024–2025 San Joaquin County Civil Grand Jury issued a report on the City’s incorporation and growth: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City.” (Attachment A.)
The report contains six findings and seven recommendations to the City Council. Each requires a statutory response under Cal. Pen. Code, § 933.05(a)-(b). The City’s draft response is provided in Attachment B for review.

Council feedback from this meeting will be incorporated into a revised letter. The revised letter will be presented for final approval at the August 27, 2025, City Council meeting.

FISCAL IMPACT
None.

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STRATEGIC PLAN
Not applicable.

CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Staff will revise the draft response letter based on Council direction and return it for final approval at the August 27, 2025, City Council meeting.

ATTACHMENTS
A. 2024–2025 San Joaquin County Civil Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City”
B. Draft City of Mountain House Response to the San Joaquin County Civil Grand Jury Report Item 9.3
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Eyes on San Joaquin County
Growth ...

City of Mountain House
San Joaquin County's Newest City
On March 5, 2024, the citizens of the Community Service District (CSD) of Mountain House (MH) overwhelmingly approved cityhood, with 90.81% voting in favor. This milestone occurred 28 years after the CSD was first established. MH became the 483' 0 city in California and the first newly incorporated city since Jurupa Valley in 2011. It is now the eighth incorporated city within San Joaquin County (SJC). The City of Mountain House celebrated its first day of cityhood on July 1, 2024.

The 2024-2025 San Joaquin County Civil Grand Jury believed the city's rapid growth warranted public attention. This report discusses how MH evolved into an incorporated city and examines the key areas defining its development.

During the 2008 recession, MH was labeled the most "underwater" community in America, with 90% of homeowners owing more on their mortgages than their homes were worth.

Average home values plummeted from $550,000 in 2007 to a low of $285,000 in 2009. 119
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MH has made a remarkable recovery. As of November 2024, some home values in zip code 95391 have surpassed $1 million, reflecting an increase of nearly 70% since February 2020, according to Zillow. This marks the largest nse in home valuos of any zip code in Northern Cat1fornia. While prices remain lowe1 than those in the Bay Area, this increase signifies a substantial recovery and lias ignited new construction and commercial investment.

This report will focus on the fo\\owing key areas:
• Tlie Mountain House Master Plan
• City Government
• Community Demographics
• Education
• Transportation
• Law Enforcement
• Business Growth
Glossary
ACE-Altamont Corridor Express
AP-Advanced Placement courses
BART - Bay Area Rapid Transit
BOS- San Joaquin County Board of Supervisors
CFA- Comprehensive Financial Analysis
CSD- Community Service District
CTE- Career Technical Education
K-8 - Kindergarten• 8th grade
LAFCo - Local Agency Formation Commission
LUSD - LammersviHe Unified School District
MH - Mountain House
MHHS- Mountain House High School
Rail Authority - Tri-Valley San Joaquin Valley Regional Rail Authority RTO- Rapid Transit District
SJC - San Joaquin County
Background: The 1994 Mountain House Master Plan
Mountain House is a planned development spanning over 4,600 acres located m the Altamont corridor on the outskirts of San Joaquin County, next to Alameda County. Initially Item 9.3
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envisioned in 1994 as a self-sufficient master-planned community, MH aims to provide employment, services, and recreation accessible via local and regional transit. It consists of 12 neighborhoods, each featuring a kindergarten through eighth-grade (K-8) school that feeds into one community high school, alongside small commercial areas organized around a neighborhood center.

Mountain House's Master Plan revolves around a fundamental framework consisting of:
• As of 2025, the Mountain House Master Plan is projected to have 30,000 residents, with a full community build-out of 45,000 residents expected within tlJe rest of the decade.
• At full community build-out, the primary goal is to create 16,815 jobs, allowing individuals from all economic levels to live and work within its boundaries.

With the goal of creating a lifestyle that relies less on automobiles, MH intends to offer activities within the local community and the surrounding 12 neighborhoods. This will be accomplished through local and regional transit, emphasizing a bicycle and pedestrianfriendly environment with an urban center that fosters community activities and supports high-density retail, commercial, civic, office, and residential development.

For more information on the Mountain House Master Plan, see hllps://www.mountainhouseca.gov/departments/planning
City Government and Incorporation
Two measures shaped Mountain House's path fo cityhood:
• Measure D established Mountain House as an independent, self-governing city.

With Measure D's approval, control of tax revenues shifted from San Joaquin County to Mountain House, which was then incorporated as a city to cover the cost of city services.
• Measure E established an at-large election process for the City Council, allowing all residents to vote tor every council member.
121
Item 9.3
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80 t
?i 60 'o
• ~
B
C
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a:
20 0
M&1c.h 5, 2024 Mountain Mouse IOCOl°l)O(,:ltiOO fle<tion ReS\llts Measure 0: Cityhood Vote
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Measu(e E: Council Election Method
Dy•DIWict

CITY COUNCIL ELECTIONS
Mountain House operates under a Council-City Manager governing system. The mayor serves as the chief executive, while the council constitutes the legislative body. The City Manager is responsible tor overseeing day-to-day operations. Council members are limited to two consecutive terms.
122
Mountain House 2024 City Council Election Results
Mou,nain Hou~e 2024 C,ty Cou1lC1I flect,oo Results
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70 Item 9.3
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Community Demographics
On July 1, 2024, Mountain House had an estimated population of 28,825, with a median age of 34.1 years.

Racial and Ethnic Composition
Black or African Arnerlcan
Other Race~
Native American "'-

0.2%
ITWo or more races

8.6% 5.8%
.7%

55.7%

26.0%
/White
Mountain House has one of the most highly educated and income-earning populations in the County.
2024 Population by Educational Attainment 2024 Households by Income Level '" ~
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Item 9.3
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Education
Lammersville Unified School District (LUSD), began in 1876 as a single rural school and has expanded dramatically since the launch of the Mountain House Master Plan. The first new school opened in the Wicklund neighborhood in 2004, followed by Bethany, Questa, and then the Altamont K-8 schools. To accommodate continued growth, the district became unified, allowing it to establish Mountain House High School (MHHS).

Lammersville Unified's educational philosophy is: We believe that learning should be based on mastery of content and that personalization of learning should be a priority.

Mountain House currently has eight elementary schools, with three more K-8 schools anticipated because of the construction of Neighborhoods I, J, and K, each designed to accommodate 900 students. The total student enrollment for 2024-2025 is projected to be 8,038 (5,613 in grades K-8 and 2,425 in grades 9-12).

LUSD Funding Sources
State 83% $90,839,052.00
Federal 2% $1,891,280.00
Local Revenue 9% $9,693,824.00
Other Local 6% $6,738,245.00
Total 100% $109,162,401.00 -
The LUSD schools have consistently performed above average within the county and state.

The district provides its students with many award-winning programs from the Early College Pathway Program to Project Lead the Way, Science Olympiad, Mock Trial, Speech and Debate, Health Occupations Students of America (HOSA), Visual and Performing Arts (VAPA). and Career and Technical Education (GTE) Pathways: Biomedical, Engineering, Computer Science, Culinary Arts, as well as an award-winning competitive sports program. There are currently over 100 active clubs at MHHS. 124
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In 2024-25, LUSD expanded its music curriculum to include string instruments, accelerated math programs, and school sports teams at K-8 Schools.

The California Assessment of Student Performance and Progress (CAASPP) serves as the benchmark for state academic performance. The 2024 scores reveal that LUSD schools are top performers in the county and state across all academic areas: English language arts/literacy (ELA), math, and science. Students in LUSD perform at levels comparable to high-performing school districts in the East Bay'. For the 2023-2024 school year MHHS students had a 99% graduation rate.

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In contrast to the declining enrollments in many districts across the state, LUSD anticipates steady growth. Enrollment for the 2025-2026 school year has exceeded the projected 8,000 students, with approximately 2,450 attending MHHS. Each K-8 school can accommodate up to 900 students.
1 East B~y schools: Alameda, Dublin, Fremont, Livermore Valley, Pleasanton, and San Ramon Valley. 125
Item 9.3
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To support this growth, construction IS underway at MHHS to add 15 new classrooms, administrative offices, and two science \abs (biology and chemistry) by August 2025. These improvements will enable the district to support a seven-period school day, allowing students to pursue additional electives, career technical education (GTE), and Advanced Placement (AP) courses. Approximately 70% of high school students currently take advantage of these extended !earning opportunities.

The construction of MHHS was accomplished through a two-phase funding strategy involving developer loans (currently being repaid) and a state public bond measure.

Mountain House continues to experience significant growth with the expansion in the North Byron Road area {Neighborhoods J, I, and K), where more than 4,000 residences are projected during the 2030s.

The original Mountain House Master Plan anticipated a high school that would accommodate a maximum of 2.400 students. Currently. Mountain House High School has an enrollment of 2,425. With the development of three K-8 schools north of Byron Highway, LUSD expects approximately another 675 high school students 1n the upcoming years. At that point, MHHS could reach or exceed its manageable facility capacity.

Neigllborhood L was originally designated as a 1,480-home senior-living community without n K-8 school. Willi the conversion of 61 o home-site units to market-rnte units, Neighborhood LIS now projected !O havo 400 K-8 students Without a school 1n this neighborhood. Ne1ghborho0ll L does not have any designated bond lunds available to build a K-8 school; the 400 ~tudents will attend school m either Neighborhood J or K.

As a result of converting the Neighborhood L homesite, LUSD received 19 additional acres for use by the MHHS. !tis likely that further construction may be necessary to accommodate students in Neighborhoods J, I, and K.

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Delta College - South Campus: Mountain House
San Joaquin Delta College opened the South Campus in Mountain House in 2009, moving from a smaller facility in the City of Tracy. The campus grew from six to nineteen classrooms on a 126-acre site. Initial enrollment increased from 2, 1 oo to 2,700 students each semester.

Gender Distribution (Total: 3,061) Ethnicity Distribution Whltf)/C."'luca,.ian

58.4%
The college provides access to general education and workforce training programs. supporting traditional, on line, and adult learners. The college also offers two programs that allow MHHS students to take college courses before graduation. The Dual Enrollment Program enables high school students to take college courses at their high school while earning college credits. The college's Early Start program offers transferable college credit courses at Delta College's campus. Students do not pay tuition or fees for either program.

Transportation and Regional Connectivity
Mountain House is situated along the Altamont corridor, where commuting between the Northern San Joaquin Valley and the Bay Area is common. Approximately 100,000 Bay Area workers travel daily through this corridor, many commuting more than 90 minutes each way. These long-distance travelers, often called "super-commuters," are drawn by more affordable housing in communities like Mountain House, despite jobs being concentrated 127
Item 9.3
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in the higher-cost Bay Area. This trend is expected to increase as cities in Northern SJC continue to grow; traffic over the Altamont Pass is projected to increase by 60% by 2040.

To address the increasing traffic burden, the Tri-Valley San Joaquin Valley Regional Rail Authority (Rail Authority) was established in 2017 through California Assembly Bill 758. The Rail Authority includes representatives from 15 local governments and agencies. Mountain House is represented on this board by a City Councilmember.

The Rail Authority is responsible for developing the Valley Link Project, which connects the Dublin/Pleasanton BART station and the Altamont Corridor Express (ACE) train. This project includes 42 miles of track and seven stations, with one located in Mountain House.
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The Valley Link project is envisioned as a model for sustainability. It will feature zeroemission, hydrogen-powered trains and an on-site hydrogen production facility that could also support regional transit fleets and commercial vehicles. The project's objective is to reduce vehicle travel by over 141 million miles each year. 128
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At a recent Board of Directors meeting, those leading the project development informed the Rail Authority that there are expected delays of years, ii not decades. lllltlally, the project was p1ojected to cost an estimated $1.9 billion; however, costs are now projected to exceed $4 billion, marking an illcrease of 40% in capital construction costs.

Additionally, the time!ine tor the start of construction has been extended, with the first phase not beginllillg until 2028.

Fixed-route public transit is \tmited. Curror11ty, Mour1tair1 House's ollly public transportation is Rapid Transit District {RTD)-Van Go! This shuttle service is an ondemalld ride-shme service that provides one-way transportation within lour designated zones: Lodi-Lockeford, Stockton-Lir1den, Tracy/Mountain House-Lathrop, and MantecaRipon-Esca!on. Van Go! operates on both weekdays and weekends, similar to other rideshare services that offer one-way 1rar1sporrntion. Past services (e.g., from Wicklund ELemantary) connected MH with Tracy. Due to low ridership, these services were discontillued, which included transprntation to Tracy's commuter bus station and connectivity to the Dublin BART station.

There is no direct bus service batwoon MH and Tracy. The City of Tracy opmatos the TRACER bus service, a public transportation system that seives the local Tracy ere a with 11 bus lines. The proximity ol tlie two cities, which are less than 1 o miles apa1t, presents an opportunity for MH to grow beyond its "bedroom community" footprint. Improved public transprntation remains essential.

On February 27, 2025, Mountaill House was awarded $1,372,251 in Congast1on Mitigation and Air Quality grant funds from the San Joaquin Council of Governments (SJCOG) for all Electric Veh1cla Charging Station Project at Towll Hall. This project includes 10 high" capacity EV chargers and two solar cai prnts with battery storage. The City is currently securing the necessary approvals to allocate these fur1ds and begin implementation.

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Financial Structure and Revenue
When the BOS approved MH as a mastor-planned community in 1994, it stipulated that the County would neither finance nor subsidize infrastructure construction. Under the MH Master Plan. developers were required to construct essential ut1l1ty infrastructureincluding water, sewer, and stormwaterfaci\ities-before any building permits could be issued. To fund these improvements, the Mountain House Community Services District established agreements with the developers, allowing them to be reimbursed for their investments. These reimbursements arn collected through utility bills, identified as "debt services."
Before its incorporation. Mountain House operated as a Community Services District (CSD) governed by San Joaquin County. The County made \and use decisions and collected most tax revenues, including the city's share of the sales tax. Mountain House was responsible for public safety, parks, community facilities, and 18 other functions but lacked autonomy over essential planning and financial matters.

To qualify for incorporation, !he San Joaquin Lo cat Agency Formation Commission (LAFCo) conducted a Comprehensive Financial Analysis (CFA) to determina if MH could sustain city operations with its own revenue base. In September 2023, the LAFCo Board formally approved incorporation by adopting Resolution 23-1S26.

Upon its incorporation on July 1, 2024, MH gained full control of budgeting, land use, and city planning. It now receives a direct share ol sales and property tax revenue and qualifies for funding streams that are only available to incorporated cities.

Mountain House previously received 15.7% to 17.6% 01 tho countywida 1% tax rate.

Under e new agreement with the County, the city's share increases by 3.795%, raising it to

19.53% - 21.43%. Mountain House also receives:

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• A guaranteed shaie of San Joaquin County's Measure K sales tax is allocated for road maintenance.
• A full 1% share of local sales tax.
• State funding only available to cities.
• To ensure financial sustainability, the city also relies on folll voter"approved special taxes, enacted in 1996:
o Roads and transportation
o Public safety services
o Parks, recreation, and communitytacilities
o Public works
For residential prope1ties, the tax rate is based on the living area and parcel size. Non• residential rates are assessed using the total building area. Rates increase each year due to inftation, capped at lour percent.

Cityhood has enabled Mountain House to retain and reinvest a greate1 prntion of its locally generated revenue. It now independently funds essential services, manages growth, and makes strategic decisions about the community's future.

That one percent tax is distributed as follows:

County General
County Library
LammersviUe Unified Schools
S.J. Delta Comm. College
County Office of Education
Tracy Cemetery
SJC Flood Control
SJC Mosquito Abatement
Byron-Bethany Irrigation
Mountain House CSD2
ERAF - Educational Revenue Augmentation
At present, MH has three primary revenue sources:

20.2%

1.6%

19.2%

3.6%

1.5%

0.5%

0.2%

0.7%

10.7%

15.7%

26.1%
• Special Tax Assessments: An annual special tax of just under one dollar per square loot on all buildings, including residential and commercial properties. This tax represnnts two.thirds of the city's annual tax revenue. 'The CSD st;\l ex.sls to manage the Master Restrictions {,ules for the commumty), Item 9.3
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• Property taxes: The benefits arise from substantial property tax revenues, given the median home value of $726,000.
• Enterprise Funds: These funds primarily come from utility fees and are expected to increase by $6.2 million (35%) over the next five years, due to utility rate adjustments and further residential growth.

Mountain House anticipates a $12.2 million increase over the next five years, due to the following:
• Residential Growth: Approximately 1,500 to 2,000 new residential units will contribute to both property tax and special assessment revenues. • Utility Rate Adjustments: Annual inflation adjustments to utility fees will contribute to revenue growth.
h_ltps :/ /www. mountain hou sec a .goy_/ govenme n lit i na nee/bud get-documents Public Safety
Mountain House has a contract with the San Joaquin County Sheriff's Office for law enforcement services at an annual cost of $3,304,825 for the period of 2024-2025. The contract ensures support from the department's full range of resources. A total of 11 fulltime officers are directly assigned to MH, including seven Deputy Sheriffs, one Motor Deputy, one School Resource Officer, a Sergeant, and a Lieutenant. The current contract period runs from July 1, 2024, to June 30, 2029. Additionally, the City has contracted tor 21 License Plate Reading FLOCK Cameras, which are installed at the community's entrances and exits, with 16 cameras currently operational. These tools are available to law enforcement to assist in community policing.

This arrangement has been in place since Mountain House was a CSD. Given the significant costs related to establishing an independent police department, it is unlikely that the city will pursue a standalone department in the near future. Crime data is available at:
https://www.mountainl1ouseca.gov/residents/pub1ic-safety-slleritf-and-fire 132
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Business Growth
The MBster Plan erwisioned 12 neighborhoods. each centered around parks, schools, and small commercial areas. lt also included a cent1allylocated Town Center, a designated commercial center, office spaces, and industrial parks, which are expected to generate app1oximately 16,000 jobs. Currently, lower than 1,500 jobs are available within the city limits. With that vision in mind, MH has been focused on enhancing business development.

Since tr1e opening of a Safeway grocery strne in 2022, which acts as an anchor for other small businesses and restaurants in the City Market retail center, there have been additional areas of business growth.

Two major developments have been approved and are under construction or in developmental stages. The Mustang Square shopping center, located at the intersection of Grant Line and Mountain House Parkway, includes an Arco gas station, a car wash, an AM/PM convenience store, and a 7,000 square-foot building that will include a sit-down restaurant and additional businesses, along with two drive-through restaurants. The Wicklund Crossing neighborhood commercial site was approved ln January 2025 and will house a sports and retail building.

Beginning in fiscal year 2025-2026, the c11ywill launch an economic development program, with proposed funding to initiate its first Economic Development Strategic Plan, which wit! serve as a guide to attract commercial, retail, and employment-generating businesses. Tile city's intent is to enhance the local economy to provide essential services to its residents while creating residential employment opportunities. In the interim, the City is working with the San Joaquin Partne1ship, a regional nonprnfit economic development organi,ation, to begin community outreach and enhance the city's visibility in the regional area.

Item 9.3
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The City has partnered with the Mountain House Chamber of Commerce to collaborate on local business growth, support community networking, and city events. www.mounlainhousechamber.corn
Method of Investigation
The San Joaquin County Civil Grand Jury compiled information for this report through public document research, local government meetings, interviews, and presentations by City and County officials.

Materials Reviewed
Board of Supervisors Office: t1ttps://www.sjgov.org/
City of Mountain House: https://www.mounlainhouseca.gov/ City of Mountain House Master Plan
City of Mountain House Financial Transparency: February 10, 2025 City of Mountain House: 2024 Environmental Document & Notice Determination Lammersville United School District: l::11nmersvillesct1ooldistrict.net General Plan Amendment, Master Plan Amendment, February 2025 - MacKey & Somps Mountain House New Town: Sch#1990020776
Mountain House Housing Review- Minter Harnish Hansford Consultants Final Report Mountain House Matters: https://mhmatters.net/
NY Times: nytimes.com
San Joaquin Community College District: htlps://www.dellacotlege.edu/ San Joaquin County: https://www.sjgov.org/
San Joaquin LAFCo: https://www.sjlafco.org/
San Joaquin County: 2015-2023 Housing Element Public Hearing Draft Nov 2025 San Joaquin Regional Transit District: https://sanjoaquinrtd.com/ The Record: https://www.recordnet.com/
Tracy Press: https://www.ttownmedia.com/
Tri-Valley San Joaquin Valley Regional Rail Authority: valleylinkrail.com Tri-Valley San Joaquin: Board of Supervisors Meeting Packet, May 14, 2025 Valley Link Rail: valleylinkrail.com
Zillow.com
134
Item 9.3
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Findings
F1: Mountain House continues to be a "bedroom community" as the Valley Link Project offers only future benefits that rely on ongoing regional coordination and State and Federal funding/investment.

F2: Mountain Hou so remains an isolated community due to a lack of local transit options.

F3: The incorporation of Mountain House has allowed the city to retain a greater share of revenue and to make local lartd decisions.

F4: Mountain House's high-performing schools and rapid population growth present opportunities and challenges for infrastructure.

F5: Mountain House continues to pursue retail and commercial opportunities to offer essential services and retail options for its residents.

F6: Mountain House continues to promote economic growth to increase employment opportunities within the city's boundaries.

Recommendations
R1: By October 1, 2025, the City Council should pursue regional and state partnerships to advance transportation proJects such as Valley Link.

R2: By October 1, 2025, the City Council should explore partnering with the City of Tracy or another entity to improve connectivity to the local Tracy area, ACE, ancl BART transit systems, as well as within its city limits.

R3: By October 1, 2025, tlie City Council should continue to evaluate law enforcement and public safety staffing needs, along with mfrastructure roquiremems, as the city's population increases.

R4: By October 1, 2025, the City Council should engage in proactive planning and funding for K-8 schools and Mountain House High School construction nnd cducntionnl programs to accommodate the expected student growth.

RS: By October 1, 2025, tlie LammersviHe Unified School Dist11ct Board of Governors and City Council should mamtain proactive planning and funding frn K-8 schools and the construction and educational p1ograms of Mountain House High School to meet the expected student growth.

Item 9.3
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R6: By October 1, 2025, the City Council should identify additional funding opportunities to support the future growth of Mountain House High School.

R7: By October 1, 2025, the City Council should prioritize retail and commercial development to increase tax revenues and create employment opportunities within its city limits.

Disclaimer
Civil Grand Jury reports are based on documentary evidence and the testimony of sworn or admonished witnesses, not on conjecture or opinion. However, the Civil Grand Jury is precluded by law from disclosing such evidence except upon the specific approval of the Presiding Judge of the Superior Court or another judge appointed by the Presiding Judge (Penal Code Sections 911, 924.1 (a), and 929). Similarly, the Civil Grand Jury is precluded by law from disclosing the identity of witnesses except upon an order of the court for narrowly defined purposes (Penal Code Sections 924.2 and 929).

RequestforResponses
California Penal Code Sections 933 and 933.05 require that specific responses to all findings and recommendations contained in this report be submitted to the Presiding Judge of the San Joaquin County Superior Court within 90 days of receipt of the report.

Note: If the responder is an elected official, the response must be sent within 60 days of receipt.

Mail or hand deliver a hard copy of the response to:

Honorable Gus C. Barrera II, Presiding Judge
San Joaquin County Superior Court
180 E Weber Ave, Suite 1306J
Stockton, California 95202
Also, please email a copy of the response to Mr. Irving Jimenez, Staff Secretary to the Civil Grand Jury, at [email protected].
136
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August [ ], 2025
Honorable Gus C. Barrera II
Presiding Judge
San Joaquin County Superior Court
180 E Weber Ave, Suite 1306J
Stockton, California 95202
Subject: City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
Dear Presiding Judge Barrera II:

Pursuant to Penal Code section 933(c), the City of Mountain House (the “City”) respectfully submits its response to the above referenced final report as follows:

Findings
F1: Mountain House continues to be a “bedroom community” as the Valley Link Project offers only future benefits that rely on ongoing regional coordination and State and Federal funding/investment.

Response: The City of Mountain House partially disagrees with Finding 1. While it is true that Valley Link is a future-facing project, and progress has been slower than anticipated, the City’s characterization as a “bedroom community” overlooks significant shifts in workforce patterns and ongoing local and regional efforts. Approximately 30 percent of Mountain House residents now work from home full-time, and another 20 percent do so occasionally.

In addition to remaining an active partner in the Valley Link project, the city is now a member of the San Joaquin Council of Governments (SJCOG), positioning us to better advocate for County, State, and Federal transportation funding. This commitment was demonstrated through our recent federal funding advocacy trip to Washington, D.C., as part of the SJCOG One Voice delegation. The city continues to engage in regional discussions, raise concerns, and ensure that our transportation needs are heard and addressed.

F2: Mountain House remains an isolated community due to a lack of local transit options.

Response: The City of Mountain House partially disagrees with Finding 2. While the City recognizes the need for expanded local transit options, it is actively working to address this issue. As noted above, the City’s membership in the San Joaquin Council of Governments (SJCOG) strengthens our ability to advocate for County, State, and Federal transportation funding, including near-term transit improvements. This commitment was recently demonstrated through our participation in the SJCOG One Voice federal advocacy trip to Item 9.3
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City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
Washington, D.C. In addition, City staff is working closely with Caltrans, SJCOG, and local transit operators to identify and advance short-term transit opportunities. Staff is also conducting an analysis of unmet transit needs and will present its findings and potential solutions to the City Council within the current budget year.

However, the conclusion that the city “remains an isolated community” overlooks the City’s intentional investments in its shared spaces, recreational infrastructure, and community programming. These efforts significantly improve connectivity within the city and to nearby areas. Over the past year, the city has hosted over 30 public events—many bringing recordbreaking attendance, demonstrating that residents are actively engaged and connected.

Long-term planning is also underway through the City’s update to its Recreation Master Plan and the City’s first General Plan, both of which will guide decisions about future community investments and community needs. Recent projects include new and upgraded parks with accessibility for residents at all stages of life. Major amenities currently planned include a new tennis center, amphitheater, state-of-the-art community recreation center, and an outdoor aquatics center. With these projects, the city is becoming a central place where residents can enjoy entertainment, recreation, and a strong sense of community. These efforts reflect a commitment to building a city that is active, inclusive, and well-connected.

Therefore, while improving local transit remains a work in progress, the city is actively creating spaces and services that reduce isolation through thoughtful design and long-term planning.

F3: The incorporation of Mountain House has allowed the city to retain a greater share of revenue and to make local land decisions.

Response: The City of Mountain House agrees that incorporation has allowed it to retain a greater share of revenue and to make local land use decisions.

F4: Mountain House’s high-performing schools and rapid population growth present opportunities and challenges for infrastructure.

Response: The City of Mountain House partially disagrees with Finding 4. While the City acknowledges the opportunities presented by its high-performing schools and rapid population growth, the finding fails to fully recognize the City’s long-term planning and investment in proactive and sustainable infrastructure management.

For instance, the City has implemented a rigorous pavement management program that keeps local streets in well-maintained condition, avoiding millions in future replacement costs. These same infrastructure management principles are applied across all major systems, including utilities and parks. In addition, the city is investing in “smart” infrastructure that is designed to be cost-effective, efficient, and low maintenance. This approach prioritizes long-term Item 9.3
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City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
sustainability as the community grows. Major upgrades, such as the recent expansion of the City’s Wastewater Treatment Plant and citywide stormwater improvements, are directly linked to supporting current and future growth. The City is also planning for long-term capacity through projects like the Aquifer Storage and Recovery Well and continues to incorporate clean energy and water conservation practices. The city is proactively addressing growth-related challenges through forward-thinking infrastructure planning.

F5: Mountain House continues to pursue retail and commercial opportunities to offer essential services and retail options for its residents.

Response: The City of Mountain House agrees that it continues to pursue retail and commercial opportunities to offer essential services and retail options for its residents.

F6: Mountain House continues to promote economic growth to increase employment opportunities within the city’s boundaries.

Response: The City of Mountain House agrees that it continues to promote economic growth to increase opportunities within its boundaries.

Recommendations
R1: By October 1, 2025, the City Council should pursue regional and state partnerships to advance transportation projects such as Valley Link.

Response: The City Council has implemented Recommendation 1. The city actively seeks to expand its partnerships both at local and federal levels to advance transportation projects. As the Civil Grand Jury notes in its report, the city is now a member of the San Joaquin County Council of Governments (COG), comprising all eight cities within the County. The COG plays a critical role in allocating regional, state, and federal transportation funding, and the City is now a recipient of such funds, some of which are specifically for transportation projects. Furthermore, in May 2025, City officials and staff traveled to Washington D.C. to represent the City of Mountain House and advocate for funding its proposed Mountain House Regional Mobility Hub project. Accordingly, the city has and continues to pursue means to advance transportation goals.

R2: By October 1, 2025, the City Council should explore partnering with the City of Tracy or another entity to improve connectivity to the local Tracy area, ACE, and BART transit systems, as well as within its city limits.

Response: Recommendation 2 requires further analysis. City staff is currently assessing unmet transit needs and plans to present findings and potential strategies to the City Council within the current budget year. This work is essential to identifying viable options for improving Item 9.3
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City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
connectivity within the city, to the local Tracy area, and to regional systems such as ACE and BART.

As noted above, City staff is working closely with Caltrans, the San Joaquin Council of Governments (SJCOG), the City of Tracy’s Transit Division, Altamont Corridor Express (ACE), and San Joaquin Regional Transit District (SJRTD) to address both near-term and long-term regional transit needs. In parallel, the city continues to collaborate with the County of Alameda on the design and construction of roundabouts on Grant Line Road at Mountain House and Altamont Pass Roads. These projects, anticipated to break ground within the next year, will improve traffic flow and safety while advancing the City’s connectivity goals with neighboring communities and regional transit systems.

R3: By October 1, 2025, the City Council should continue to evaluate law enforcement and public safety staffing needs, along with infrastructure requirements, as the city’s population increases.

Response: The City Council has implemented Recommendation 4. Public safety remains one of the City’s highest priorities, and the city continues to evaluate and address staffing, and infrastructure needs to support a rapidly growing population. Within the first year of incorporation, the city opened Fire Station No. 2 in north Mountain House. This investment has significantly improved response times, expanded service coverage, and enhanced overall emergency preparedness. The city has also expanded its Community Emergency Response Team (CERT), equipping more trained volunteers to provide vital support during community emergencies.

Public safety efforts extend to everyday protections as well. The City’s Crossing Guard Program now includes 20 trained crossing guards stationed at multiple school sites, ensuring students and families can safely navigate intersections during peak school hours.

Law enforcement capacity has grown through the addition of another dedicated motorcycle deputy and the continuation of contracts with the San Joaquin County Sheriff’s Office and Rank Security. Partnering with the Sheriff’s Office gives the city access to a wide range of resources that extend far beyond what could be maintained through an in-house police force. This includes specialized units such as SWAT, K-9, detectives, and other specialty teams, along with a significantly larger pool of deputies than the city could employ directly. These resources can be deployed when needed, ensuring the city is prepared to respond quickly and effectively to incidents of any scale.

The city has also invested in enhanced traffic safety infrastructure, implemented advanced data systems to better track and address safety concerns, and launched a real-time emergency alert system to keep residents informed during critical events.

Item 9.3
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City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
Through these strategic actions, the city has met and exceeded expectations for maintaining a safe, secure, and well-prepared community. Public safety remains a cornerstone of Mountain House’s continued growth and quality of life.

R4: By October 1, 2025, the City Council should engage in proactive planning and funding for K-8 schools and Mountain House High School construction and educational programs to accommodate the expected student growth.

Response: Recommendation 4 will not be implemented by the City Council because the city does not have jurisdiction over schools. The Lammersville Unified School District (LUSD) is responsible for schools in Mountain House, and the City has no authority to direct the actions of its Board of Trustees, including decisions over funding or educational programs. However, the city will maintain its strong and collaborative relationship with LUSD and will continue to be a supportive partner on matters within the City’s subject matter jurisdiction. This includes, where appropriate, land use and development planning, shared use of facilities where feasible, and support for youth and after school programs.

R5: By October 1, 2025, the Lammersville Unified School District Board of Governors and City Council should maintain proactive planning and funding from K-8 schools and the construction and educational programs of Mountain House High School to meet the expected student growth.

Response: Recommendation 5 will not be implemented by the City Council. The city restates its response and reasoning in Recommendation 4.

R6: By October 1, 2025, the City Council should identify additional funding opportunities to support the future growth of Mountain House High School.

Response: Recommendation 6 will not be implemented by the City Council. The City Council respectfully reiterates that it does not have jurisdiction over LUSD, which is responsible for identifying school funding needs. Under state law, cities are limited in their ability to establish or allocate funding sources. Additionally, the City does not have the authority to compel the LUSD Board of Trustees to take fiscal action. That said, the city maintains a strong partner to LUSD and will continue to collaborate on long-range planning through its land use and development review process. However, identifying funding for school facilities is not within the City’s scope of authority.

R7: By October 1, 2025, the City Council should prioritize retail and commercial development to increase tax revenues and create employment opportunities within its city limits.

Response: The City Council has implemented Recommendation 7. Retail and commercial development is a priority for the City Council, and it is actively being advanced through the City’s first Economic Development Strategy, which is a key initiative under the City’s adopted Strategic Item 9.3
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City of Mountain House Response to the 2024-2025 San Joaquin County Civil Grand Jury Report
Plan. This strategy provides a roadmap to guide how the city attracts new businesses, supports existing ones, and grows the local economy and workforce. The City has begun to assess current economic conditions and engaged developers to ensure availability of commercial sites. Key infrastructure, such as the planned extension of Mountain House Parkway north of Byron Road, is expected to have an immediate impact on business opportunities. With just a couple of more approvals needed, the City plans to have Mountain House Parkway and Great Valley Parkway open for northbound travel by next year.

Through these strategic actions, the city has demonstrated that it is prioritizing retail and commercial developments to grow tax revenues and employment opportunities.

The City of Mountain House appreciates the opportunity to provide this information and remains committed to working collaboratively with all stakeholders to address the findings and recommendations outlined in the report.

Sincerely,
City of Mountain House
Andy Su, Mayor
Bernice King Tingle, Vice Mayor
Ronna Green, Council Member
Matt Disko, Council Member
Dan Harrison, Council Member
c: Mr. Irving Jimenez, Staff Secretary to the Civil Grand Jury (via electronic mail) Item 9.3
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TITLE: Neighborhood Parks Restroom Facilities Discussion MEETING DATE: August 13, 2025
PREPARED BY: Doug Louie, Operations and Maintenance Superintendent Jodi Almassy, Deputy City Manager

RECOMMENDATION
This is a discussion item for City Council to review restroom design concepts, cost estimates, and financial impacts for Wicklund, Bethany, Altamont, and Questa neighborhood parks, and provide direction on a preferred restroom solution. Based on Council input, staff will proceed with procurement, design, and installation planning.

BACKGROUND
Since 2014, the need for restrooms in these parks has grown with increased use from organized sports and youth leagues. The original Mountain House Master Plan assumed residents could walk home to use private facilities, but higher-intensity use has made this impractical.

Key milestones:
• October 2014 – The Mountain House Community Services Board of Directors (Board) reviewed portable toilet enclosure concepts; no action taken.
• May 2017 – The Board approved policy allowing portable toilets in neighborhood parks. • May 2020 – A four-year plan to install plumbed restrooms was introduced at the Budget Workshop; not implemented.
• February 2025 – City Council directed staff to present permanent and portable options with cost comparisons, phasing considerations, and equity across villages.

DISCUSSION
Staff reviewed multiple restroom types and determined chemical toilets and plumbed restrooms are most feasible.

Chemical Restroom Options
Item 9.4
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1. Portable Toilet with Constructed Enclosure (Rent) – Includes a concrete pad and open-faced screen enclosure for a rented ADA-compliant portable non-flushing chemical toilet.

2. Mobile Luxury Toilet (Rent or Purchase) – Requires a concrete pad and ADA ramp for trailer-style flushable luxury restroom units.

3. Vault Toilet (Purchase) – Includes design, engineering, permitting, and construction for one vault (non-flushing), toilet per park.

4. Flush Vault Toilet (Purchase/Construct) – Includes flushable chemical vault toilet with professional design and permitting.

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Plumbed Restroom Options

5. Standard Plumbed Restrooms (Purchase/Construct) – Includes package restrooms comparable to those at other parks.

FISCAL IMPACT
This is a discussion item only.

Key Takeaways for Future Consideration
• Portable Units – Lowest installation cost and minimal permitting; no utility connections required.

However, ongoing rental and pumping fees drive significantly higher long-term costs. • Permanent Plumbed Restrooms – Highest upfront cost but lower annual operating expenses, longer lifespan, and reduced maintenance needs.
• Permanent facilities align with Mountain House design standards, eliminate pumping requirements, and provide a more durable, sustainable, and equitable long-term solution.

At-a-Glance Cost Comparison
The table that follows summarizes the capital and annual operating costs for each feasible option, along with notable operational considerations like the inclusion of flushing capabilities.

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Option Type
for All Four Sites
Initial
Capital
Cost
Annual
Rental
Cost
Annual
Operating
Cost
Flushing
Toilet? Notes
Portable Toilet with
Constructed
Enclosure
(Rented)
$100,000 $20,000 $115,000 No Lowest start-up cost;
highest recurring cost
Mobile Luxury
Toilet
(Rented)
$60,000 $190,000 $115,000 Yes Higher user comfort; still requires pumping
Mobile Luxury
Toilet
(Purchased)
$365,000 $0 $140,000 Yes
Higher user comfort; still
requires pumping; shortterm durability
Vault Toilet
(Purchase) $760,000 $0 $140,000 No Durable chemical system Flush Vault Toilet
(Purchase) $835,000 $0 $140,000 Yes Flushable chemical; improved user experience Standard Plumbed
Restrooms with
Single-Toilet Unit
(Construct)
$1,280,000 $0 $115,000 Yes Permanent; one toilet per
park
Cumulative Cost Comparison
The following table translates annual costs over time by combining the initial capital costs with projected annual operating costs (including 3% annual inflation). This highlights the long-term budget implications of each option and shows how rented luxury units quickly become more expensive than permanent facilities.

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Option Type
for All Four Sites Year 1 Year 5 Year 10 Year 15 Year 20 Portable Toilet with
Constructed Enclosure
(Rented)
$235,000 $816,733 $1,647,624 $2,610,853 $3,727,501
Mobile Luxury
Toilet (Rented) $365,000 $1,679,286 $3,556,483 $5,732,669 $8,255,464 Mobile Luxury Toilet
(Purchased) * $505,000 $1,108,279 $2,719,943 $3,718,848 $4,876,852 Vault Toilet (Purchase) $900,000 $1,503,279 $2,364,943 $3,363,848 $4,521,852 Flush Vault Toilet (Purchase) $975,000 $1,578,279 $2,439,943 $3,438,848 $4,596,852 Standard Plumbed Restrooms
with Single-Toilet Unit
(Construct)
$1,395,000 $1,890,551 $2,598,346 $3,418,875 $4,370,093
*Includes replacement after 10-years.

The break-even analysis uses five-year increments to identify the point at which the higher initial cost of permanent construction is offset by its lower annual maintenance costs and shown in the graphic below.

Item 9.4
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STRATEGIC PLAN
The Council’s adopted 2025 Strategic Plan (April 9, 2025) includes goals related to:
• Enhancing Amenities – Improves park usability.

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• Ensuring Equity – Comparable facilities across villages. • Protecting Health and Safety – Sanitary, accessible restrooms. • Investing in Sustainability – Long-term and durable infrastructure.

CEQA
Not applicable.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Not applicable.

ATTACHMENTS
None.

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DISCUSSION ITEM | 1
TITLE: City Manager’s Update (Development)
MEETING DATE: August 13, 2025
PREPARED BY: Steven J. Pinkerton, City Manager

COMMUNITY CONCERNS & CITY RESPONSE
This section provides responses to public comments and concerns raised during City meetings or through official communication channels. Staff reviews inquiries, addresses key issues, and provides updates or next steps to ensure transparency and community engagement. More details about follow-ups can be found at www.mountainhouseca.gov/PublicFollowUp.

Citywide Cell Coverage
At the July 23 Council meeting, resident Travis Engstrom raised concerns about poor cellular service in Mountain House. Staff has since met with Mr. Engstrom, reviewed regional best practices, and noted that the City is currently soliciting bids for communications towers at Fire Station Nos. 1 and 2. These towers will meet public safety needs and be designed for wireless carrier co-location (e.g., Verizon, AT&T), improving coverage over time and potentially generating lease revenue. Staff is also evaluating small cell installations on streetlight poles to further enhance service.

Signage – Bicycle Impound Notice
At the July 23 City Council meeting, Council Member Disko requested that signage be installed to notify the public that those violating vehicle code are subject to having their bikes impounded.

In response, our Communications Officer is coordinating with Public Safety to develop sign mockups for installation near local schools. The signage will be designed to clearly communicate enforcement expectations.

Signage – New Development “Coming Soon” Signs
At the July 23 City Council meeting, Vice Mayor Tingle requested that staff explore options for signage to inform the public about new development projects beginning construction. A discussion item is scheduled for the August 13 City Council meeting to review potential approaches and gather further Council direction.

Transportation Committee/Commission
At the July 23 Council meeting, the City Council expressed interest in forming a Transportation Committee or Commission to support transportation planning and policy. The City Manager is proposing alternative approaches, such as recurring community meetings covering a broader range of topics—with the goal of maximizing and public participation and education. Staff will be providing additional information at the City Manager update at the August 13, City Council Meeting.

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2 West Nile Virus Community Updates
At the July 23 City Council meeting, Council Member Green requested that the City provide community updates regarding West Nile virus activity. In response, the Communications Officer is coordinating with the San Joaquin County Mosquito and Vector Control District to share timely and accurate information via the City’s social media channels.

COMMUNITY DEVELOPMENT UPDATES:

Neighborhood Modifications and Approvals – North-of-Byron Land Use Amendment Request MHD has applied to amend land uses in Neighborhoods I, J, K, and L, redesignating areas from Commercial-Recreation, Community Commercial, and Public to Residential for additional singlefamily development. To accommodate the added units, density adjustments will be documented consistent with the Master Plan and Specific Plan II. In early June, Planning staff requested additional materials to complete the submittal.

Neighborhoods J (Lakeshore) and K (Lakeview)
Builders continue to make progress through the design and permitting stages. The Design Consistency Review Committee (DCRC), comprised of City staff and Mountain House Developers, has approved the following:
• Lennar – Four home designs
• Taylor Morrison – Two home designs
• Richmond American Homes – Housing plans for Neighborhood K • Century Communities – Housing plans for Neighborhood K • Rurka Homes – Two projects located in Neighborhood J
Neighborhood I
Rurka Homes submitted a Design Review Committee-approved architecture package for DCRC review; however, it does not meet the City’s required five-foot garage recess and is inconsistent with the Single-Family Residential Design Manual. Planning staff has asked the applicant to work with MHD on a compliant, DRC-approved revision. MHD has also proposed amending the Design Manual to add new architectural styles.

Neighborhood A5/B1 (Rivani)
Shea Homes’ Design Review Committee package has been reviewed by Planning staff and Gerry Kamilos. Preliminary feedback was shared on June 16, with formal comments issued June 17 requesting revisions.

Annexation fees for Tentative Tract Map 3506 (Shea) is scheduled for Council consideration on August 13.

Neighborhood B7 (South of Byron Rd.)
Woodside Homes submitted a Design Review Committee architecture package for 52 of 98 lots.

Planning staff and Gerry Kamilos are finalizing the review and preparing preliminary comments for the applicant. The prior Richmond American Homes approval will be updated to reflect shared development of the 98-lot subdivision with Woodside Homes.

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3 Neighborhoods B9 & B10 – Tract 4163 (South of Byron Rd.) The tentative map for Tract 4163 remains under review. Following the applicant’s resubmittal, staff issued comments on April 3, received a revised map on May 2, and provided final comments with draft conditions on July 3. CB&G Engineers submitted another revised map and responses on July 22, which staff is now reviewing.

Neighborhood F (Tracts 4210 and 4211) & Neighborhood H (Tract 4212) Lennar acquired these three tracts from Trimark following City Council’s approval of Trimark’s land use changes on September 11, 2024. Design Review Committee architecture approval has been granted for all three Tracts 4210, 4211, and 4212.

Infrastructure and Civil Improvements
Neighborhood A7 – Tract 4040 (College Park Area)
Civil improvement plans have been approved, and construction is underway. The traffic signal plans for Central Parkway & Nasergholi Avenue and the rectangular rapid flashing beacon at Central Parkway & Cataldi Avenue have also been approved. Staff and consultants continue coordinating with the designer and developer on corridor landscape plans.

Neighborhoods A5 – Tract 3609 and B1 – Tract 3610 (College Park Area) Grading and civil improvement plans are approved and under construction. Staff and consultants are coordinating on final maps, joint trench plans, streetlight plans, A5 mini park plans, and A5 corridor landscape plans.

Neighborhood B4 – Tract 4099 (Near Delta College)
Grading and civil improvement plans are approved. The large lot final map is approved and recorded. Staff and consultants are reviewing the tract’s final map, joint trench plans, and streetlight plans.

Neighborhoods B6, B7, and B8 – Tract 3619 (College Park Area) Staff and consultants are reviewing landscape corridor plans.

Neighborhood B11 – Tract 3618 (South of Byron Rd.)
Staff and consultants are reviewing the second phase of the final map with the project designer.

Neighborhood F – Tracts 4210 and 4211 (South of Town Center and Mountain House Pkwy) Grading plans are approved; civil, joint trench, streetlight plans, and landscape guidelines are under review.

Neighborhood H – Tract 4212 (Questa Village Area)
Grading plans are approved; civil, joint trench, streetlight plans, and landscape guidelines are under review.

Neighborhood H – Tract 4216 (Questa Village Area)
Grading and Phase 1 civil improvement plans are approved. Phase 2 civil, joint trench, streetlight plans, and the final map are under review. Staff is drafting improvement agreements with the developer.

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4 Neighborhood I (Lakepoint Area)
Rough grading, civil, joint trench, and streetlight plans for Tracts 4194 and 4200-4202 are approved; construction is ongoing. Under review are the Lake I sanitary sewer and storm drain pump station, civil and utility plans for Tracts 4191-4193, 4198, 4199, and 4265, and the final map for Tract 4194. Staff is clearing conditions of approval and preparing improvement agreements.

Neighborhood J (Lakeshore Area)
Central Parkway Phase 1 landscape plans are approved. Under review are Phase 1 open space park plans, Neighborhood J Park plans, in-tract landscape plans for Tracts 3969-3972 and 3973- 3975, and northern Neighborhood J Pond plans.

Neighborhood K (Lakeview Area)
Grading and in-tract landscape plans are under review.

Commercial and Community Development
Mountain House Shopping Center (Hansen Village Neighborhood Commercial Site) All City review processes are complete. The applicant is now working with the San Joaquin County Building Division for permit issuance, as the building permit application was initiated prior to City incorporation.

Tulip Kids Daycare (Questa Village)
Planning approval was granted by San Joaquin County on May 21, 2024, and DCRC approval followed on April 9. Civil and grading plans are fully approved. The applicant is finalizing building plan revisions, and the city is awaiting resubmittal. Permit issuance is anticipated upon completion of the final review.

Wicklund Crossing
Planning approval was issued in January, and DCRC approval followed on April 14. Improvement plans are under review, and the building permit is expected to be issued soon.

Mustang Square (Commercial Development)
Underground utility work is mostly complete. Vertical construction and inspections are ongoing under the County’s Building Department.

Singh Shopping Center (Southwest Corner of Grant Line Rd and Mountain House Pkwy) The proposed project includes a General Plan Amendment, Master Plan Amendment, Specific Plan III Amendment, Zoning Reclassification, Tentative Parcel Map, and Site Plan approval to develop a vacant 9.1± acre site as a commercial/retail shopping center with a grocery store and gas station. Staff has reviewed the initial application and provided comments to the applicant. A revised submittal is expected in early August.

Mountain House Sports Center at Mountain House Logistics Center This proposed project involves the adaptive reuse of approximately 55,000 square feet within the Panattoni/Mountain House Logistics Center, located at the northwest corner of Mountain House Parkway and Mustang Way. The facility, situated in the southeast building adjacent to the Item 9.5
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5 main parking area, will include badminton and pickleball courts, an open weight room, locker rooms, restrooms, and concessions.

Staff is working with the applicant to evaluate parking and building code requirements. The project is being processed as an Improvement Plan and is subject to administrative staff-level review.

Key Infrastructure Projects
Grant Line Road
Pulte is currently constructing Grant Line Road Phase 5 improvements along with modifications to the traffic signals at De Anza Boulevard and Prosperity Street as part of their frontage improvements for B6, B7, and B8 (Tract 3619).

Central Parkway Bridge and Arterials (North of Byron Rd) Mountain House Developers (MHD) is completing minor punch list items for the Central Parkway approach and bridge, which are currently open to the public.

MHD continues construction along Central Parkway and other major roads north of Byron Road.

Public access is maintained from the bridge to the first intersection at Central Parkway and Calabria, serving the Neighborhood J model homes. Construction is expected to continue into fall 2025, and portions of Central Parkway remain closed to through traffic.

Traffic Signals – Central Parkway at Main St and Arturo Blvd Improvement plans for both traffic signals have been approved. City staff and inspection consultants are working with the contractor and developer to process material submittals.

Construction is anticipated to begin by early fall 2025.

Mountain House Parkway (North of Byron Rd)
Civil improvement plans are currently under review.

Railroad Crossing Improvements – Byron Rd at Great Valley Pkwy and Mountain House Pkwy Union Pacific Railroad has approved the proposed crossing improvements. The application has been submitted to the California Public Utilities Commission (CPUC) for formal review and approval, which is required prior to construction. The developer and the city attended a prehearing meeting with the CPUC and are working on providing additional information requested by the CPUC.

Water Quality Basin 1
City staff and plan check consultants are reviewing the latest improvement plan submittal.

Byron Highway Rehabilitation Project
The developer and design team are preparing a submittal for staff review, expected in early August.

Ongoing Construction Management and Inspection Services Vida Apartments
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6 Final punch list items are nearing completion. The traffic signal at Arnaudo Boulevard and Tradition Street is installed and fully operational. A grand opening is anticipated soon.

Neighborhood Updates
Neighborhood A7 (College Park Area)
Tri Pointe continues underground construction and joint trench installation.

Neighborhoods A5 / B1 / B2 / B3 (College Park Area)
Grading operations are ongoing across these tracts, and underground utility work has commenced.

Neighborhoods B6, B7, and B8 – Tract 3619 (Near Grant Line Road) Model homes are now open in B6 and B7. Pulte is nearing completion of development in B8.

Neighborhood B11 – Tract 3618 (College Park Area)
Construction activity continues, with project completion expected by the end of 2026.

Neighborhoods C / D (Hansen and Cordes Villages)
Building construction for Langston Phase 2 is ongoing. Shea Homes is expected to return to complete remaining on-site improvements in Phase 1 after Phase 2 concludes. Both phases are anticipated to be completed by the end of 2025.

Neighborhood G (Creekside Area)
Building activity continues, with project completion expected by the end of 2026.

Neighborhood H Tract 4216 (Central Parkway & West Byron Road) New Home Company has begun excavation and removal work. Grading operations are now underway.

Neighborhood I (Lakepoint Area)
MHD continues underground utility installation. Grading operations are now underway.

Neighborhood J (Lakeshore Area)
Lennar and MHD continue vertical construction and site development. Model homes are complete and open to the public. Full project buildout is expected by spring 2027.

Neighborhood K (Lakeview Area)
Civil improvements for Tract 3926 are nearing completion.

General Plan and Development Code Updates
General Plan Update
On June 25, the City Council authorized a consultant agreement with De Novo Planning Group to lead the preparation of the General Plan update. De Novo’s work is underway, and a public meeting to update Councilmembers and the community is anticipated to occur this fall.

Development Code Update
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7 Draft content for the Development Code update is currently under review by senior City staff. A complete draft is anticipated to be presented to the City Council later this year.

Municipal Services Review
The MSR was approved by City Council on May 27 and submitted to LAFCo on May 30. It was subsequently approved by the LAFCo Commission on July 10.

DEPARTMENT UPDATES:

Utilities
Wastewater Treatment Plant:

As of July 31, SARS-CoV-2 levels in the City’s wastewater continue the gradual rise observed since early May. While concentrations remain below the late 2024 winter peak, recent readings are higher than earlier in the year, underscoring the value of continued monitoring to inform public health planning.

American Public Works Association (APWA) Award
The City’s Wastewater Treatment Plant has been named the APWA Sacramento Chapter’s 2024 Project of the Year and will be recognized at the August 8, awards ceremony.

BBID Infrastructure Update – Wicklund Cut Pump Station:

On April 30, BBID declared an emergency after a major electrical failure at the century-old Wicklund Cut Pump Station, which primarily serves agricultural users in the West Side Service Area. Operations continue on a backup generator.

While not a primary City water source, the station is being considered as an emergency supply during future water curtailments. The City and BBID have been planning a joint replacement project since 2023 and are pursuing state and federal funding. Staff last met with BBID on June 16 and will continue to track progress and funding opportunities.

Utility Billing
We’ve received a number of questions and concerns from residents about their recent utility bills, and we want to be as transparent as possible. To help address this confusion, we’ve launched a new Utility Billing FAQ page and released a video update explaining the new billing schedule. The updated schedule table is included below.

One of the most common questions is about the July bill, which covers service dates from April 17–May 16. Many residents believe they already paid for this time period, but it has not been billed until now. This has led some to think they are behind on payments, which is not the case.

To make things easier moving forward:
• We will be adding a subpage on our website will show residents how to read their bill.
• Residents are always welcome to pay ahead, which will create a credit on their account.

We are also aware of a technical issue where some electronic billing emails went out without the PDF bill attached. We are working closely with our billing provider’s tech support team to resolve Item 9.5
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8 this glitch. In the meantime, if you received an email without your bill attached, please email us at [email protected] and we will send it to you directly.

Est. Bill Mailed Billing Period Days Est. Due Date Medium Density
Low
Density
07/18¹ 04/17–05/16 30 08/05 $242.92 $300.70
08/15² 05/17–06/18 33 09/15 $267.21 $328.77
09/12² 06/19–07/21 33 10/10 $267.21 $328.77
10/10 07/22–08/23 33 11/10 $270.97 $334.42
11/07 08/24–09/25 33 12/10 $270.97 $334.42
12/05 09/26–10/28 33 01/08/2026 $270.97 $334.42
01/09/2026 10/29–11/30 33 02/09/2026 $270.97 $334.42
02/06/2026 12/01–01/02/2026 33 03/09/2026 $270.97 $334.42 03/06/2026 01/03/2026–02/04/2026 33 04/03/2026 $270.97 $334.42 04/03/2026 02/05/2026–03/09/2026 33 05/01/2026 $270.97 $334.42 05/01/2026 03/10/2026–04/11/2026 33 05/29/2026 $270.97 $334.42 ¹ Based on Fiscal Year 2024–25 rates | ² Reflects updated rates starting 07/01/2025 Public Works – Engineering
Emergency Repair – Arturo Blvd Utility Manholes and Asphalt Grading On July 31, O&M staff implemented lane closures on Arturo Blvd to prepare for an emergency utility manhole repair. The next day, the contractor completed the repairs, with O&M, Utilities, Sheriff, Finance, and Engineering coordinating on-call services without delay.

The team repaired two manholes and replaced concave asphalt patching, resulting in improved roadway grading, leveled manhole covers, and safer travel for residents.

Traffic Calming Study – Arturo Blvd
The City and MHD are partnering to improve safety at two Arturo Blvd crosswalks. In response to increased traffic from nearby development, MHD conducted traffic monitoring per Public Works’ recommendation. Data from Montebello St. and Marquis Way will guide recommended traffic calming measures.

Transit Planning and Funding Initiatives
The City has launched a transit study with a consultant to evaluate grant opportunities, funding eligibility, transit feasibility, and long-term planning. Engineering is also pursuing funding through SB 125 and the FTA’s 5307 Urbanized Area program.

To support sustainable transit projects, the city continues to coordinate with San Joaquin Council of Governments (SJCOG), Valley Link, the City of Tracy, Caltrans, and San Joaquin County.

Local Transportation Fund (LTF) Coordination:

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9 Public Works is coordinating with SJCOG to secure LTF funding for pedestrian, transit, capital, and street improvement projects. Once FY 2025-26 funds are confirmed, they will be allocated to the City’s Capital Improvement Program projects.

Mountain House Parkway Traffic Signal Synchronization Project:

The City awarded the contract to Bear Electrical Solutions, LLC on June 11. Construction is expected to begin in August 2025, with a kick-off meeting set for August 18.

Traffic Signals – Central Pkwy at Main St. and Arturo Blvd.:

Improvement plans are approved, and the project is assigned to the inspection and traffic engineering teams for oversight. Contractor submittals are under review, with construction anticipated to begin in fall 2025 once approvals are complete.

Fire Station Communication Towers:

In coordination with the Fire Department, staff issued a Request for Proposals (RFP) for two 60- foot communication towers at the City’s fire stations. One company attended the mandatory pre-proposal meeting on July 29. The towers will improve public safety communications and provide high-speed network connectivity to partner agencies. Proposals are due August 14.

Red Light Photo Enforcement Services:

On July 24, staff issued an RFP to select a vendor for a turnkey Automated Red Light Enforcement System, providing high-resolution photos and full-motion video of violations. Proposals are due August 14.

Department of Water Resources (DWR) Community Benefits Program:

Staff is working with DWR on seven projects for possible inclusion in its Community Benefits Program. DWR will present the program to City Council on August 27, with agreements expected this fall. Funding could support key infrastructure, including the Wicklund Cut Pump Station replacement and the Aquifer Storage and Recovery Well project.

ATTACHMENTS:

A. Pathogen Levels for City of Mountain House Wastewater Treatment Plant Item 9.5
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ATTACHMENT A
Item 9.5
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2025 Long Range Calendar Page 1 of 3
Friday, August 8, 2025 - City Event - Central Park Cinema 8:30 p.m. to 10:30 p.m. - Central Community Park
Saturday, August 16, 2025 - City Event - Music in the Park 7:00 p.m. to 9:30 p.m. - Central Community Park - Dance Hits - Apple Z Wednesday, August 27, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Closed Session 5:30 PM
Dept of Water Resources informational CBP presentation to City Council Designate Voting Delegate for the 2025 League Conference Grand Jury Response Letter
Award contract - Government Relations and Lobbying Services (from RFP) Aquifer Storage and Recovery Well Design, Grant, and Construction Engineering Services Award Contract - Carbon Replacement Program
French Camp Fire Agreement
1st Reading ordinance for oversized vehicles
GoRequest update discussion
Thursday, August 28, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Tuesday, September 9, 2025 - YAC
Board Chambers at 7:00 p.m.

Wednesday September 10, 2025 - Valley Link Board Meeting Board Chambers at 2:00 p.m.

Wednesday, September 10, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Tree Replacement/Sidewalk Repair Program
Development Code Update
Fire Station Communication Antenna
City Hall Tenant Improvements
Housing Element Update
Saturday, September 20, 2025 - City Event - Music in the Park Cultural Celebration Time: 3:00 PM - 9:00 PM - Central Community Park - Cultural Celebration - Maya Wednesday, September 24, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Item 10.1
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2025 Long Range Calendar Page 2 of 3
Pickleball Courts
Security Camera Master Plan
Thursday, September 25, 2025 - SJCOG Board of Directors 555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Saturday, September 27, 2025 - City Event - Senior Health & Wellness Expo 10:00 AM - 2:00 PM - Unity Center
Wednesday, October 8, 2025 - Cancelled
Board Chambers at 7:00 p.m.

ITEM
Wednesday, October 8 to Friday October 10th 2025 - Conference League of California Cities - Long Beach
Tuesday, October 14, 2025 - YAC
Board Chambers at 7:00 p.m.

Thursday, October 16, 2025 - State of the County
10:00 AM Exhibition/12:00 PM Presentation Faye Spanos Auditorium, UOP Wednesday, October 22, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Utility Rates - Prop 218 Update
Unmet Transit Needs Study
Strategic Plan Update
2025 State of the City Update
Thursday, October 23, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Friday, October 31, 2025 - City Event - Spooky Safety Stroll 2:00 p.m. - 5:00 p.m. - Town Hall Lobby
Saturday, November 8, 2025 - City Event - Veteran's Day Luncheon 11:00 a.m. - 2:00 p.m. - Town Hall Lobby
Wednesday, November 12, 2025 - Regular City Council Meeting Item 10.1
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2025 Long Range Calendar Page 3 of 3
Board Chambers at 7:00 p.m.

ITEM
ACFR - City
Wednesday, November 26, 2025 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.

Thursday, November 27, 2025 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Saturday, December 6, 2025 - City Event - Light Up Main Street & Tree Lighting 6:00 p.m. - 9:00 p.m. - Main Street/Central Community Park Tuesday, December 9, 2025 - YAC
Board Chambers at 7:00 p.m.

Wednesday December 10, 2025 - Valley Link Board Meeting Board Chambers at 7:00 p.m.

Wednesday, December 10, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
AB 1600 Report - City
Set Council Meetings for 2026
Saturday, December 13, 2025 - City Event - Breakfast with Santa 8:00 a.m. - 12:00 p.m. - Unity Center
Wednesday, December 24, 2025 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.

Item 10.1
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